case stuy(案例分析框架)

物流/供給鏈案例分析劉進(jìn)平交通運(yùn)輸管理學(xué)院大連海事大學(xué)ContentContentsFrameworkofSupplychain/logisticscasestudyanalysis

TechniquesortoolsforlogisticsandsupplychainanalysisFrameworkofSupplychain/logisticsproblemanalysisStep1.CurrentsituationanalysisStep4.Selectthesolution&reasoningStep3.Generatealternatives&evaluationStep2.FindproblemsStep5.ImplementClassifyproblemsPrioritizeproblemsDescribesolutionGivereasonsBrainstormingChoose2-3.forevaluationResources,timeandmanagementa.Supplychainstructureb.SupplychainPMc.BusinessenvironmentOurfocusStep1step2.step3.step4.step5.Currentsituationanalysis:supplychainstructureStep1.Currentsituationanalysis

c.Businessenvironmentb.SupplychainPMa.SupplychainstructureOutsidebusinessenvironmentInsidepolicies-corporate&marketingPMofindividuallogisticsfunctionBenchmarkingOverallsupplychainCustomerservice&costOrganizationstructureInformationsystemPhysicalmapProcess

a.SupplychainstructureOrganizationstructure組織結(jié)構(gòu)Informationsystem信息系統(tǒng)Physicalmap實(shí)體Process流程

MustincludetheendcustomerPhysicalflowmapping/networkmappingTodescribethefixednodesinthesupplychain(factory/warehouse/retailer/wholesaler)TodescribetheflowsbetweenthesenodesSupplierManufacturing

plantAssembly

plantSupplierManufacturing

plantNDCRDCRetail

outletNDCRDCRDCRDCRetail

outletRetail

outletRetail

outletLogisticsnetworkmappingRDC-regionaldistributioncenter〔區(qū)域配送中心〕NDC-nationaldistributioncenter〔全國(guó)配送中心〕consumera.SupplychainstructureOrganizationstructureInformationsystemPhysicalmapProcess

Processisdefinedasaseriesofactions,changesorfunctionbringaboutaresultKeyprocessesincludeorderfulfillmentprocess,Newproductintroductionprocess,returnsprocess….a.SupplychainstructureOrganizationstructureInformationsystemPhysicalmapProcess

include：EDI(electronicdatainterchange,電子數(shù)據(jù)交換〕EPOS〔electronicpointofsales,電子銷(xiāo)售點(diǎn)〕OrderinformationprocessingsystemDemandforecastinginformationManagementinformationoflogisticsoperationefficiencyorKPI(e.g.Utilizationoftruck,Pickingproductivityofwarehouse,Inventorylevel)a.SupplychainstructureOrganizationstructureInformationsystemPhysicalmapProcess

InternalsupplychainofanindividualcompanyDifferentdepartment:warehousing,inboundtransportationoutboundtransportation,production,ect.)Vertical/horizontalSeniormanagementcommitmentoflogisticsredesignTheoverallsupplychain(outsidethecompany)supplier,manufacturers,wholesaler,retailerPowerofsupplychainpartnersGlobalsupplychainCurrentsituationanalysis:supplychainstructureStep1.Currentsituationanalysis

c.Businessenvironmentb.SupplychainPMa.SupplychainstructureOutsidebusinessenvironmentInsidepolicies-corporate&marketingPMofindividuallogisticsfunctionBenchmarkingOverallsupplychainCustomerservice&costOrganizationstructureInformationsystemPhysicalmapProcess

b.SupplychainPMBenchmarking標(biāo)桿OverallsupplychainCustomerservice&cost供給鏈客戶(hù)效勞與本錢(qián)PM(performancemeasurement,績(jī)效衡量)“Ifyoucan’tmeasureit,youcan’tmanageit.〞;SupplychainPMareverydifferentfromtraditionallogisticsPMinthattheymeasureinter-companyperformanceratherthanjustinternalperformance.Thesemeasuresofperformancemustbecommonacrossthefirmsinthesupplychaintobemeaningful.PMofindividuallogisticsfunction各物流功能績(jī)效衡量b.SupplychainPMBenchmarkingOverallsupplychainCustomerservice&costCustomerservicePMAsetofcustomerPMmetricsCustomerserviceclassification/segmentationTheendcustomer/InternalcustomerE.g.ontimeinfull.LogisticscostAccuratelogisticscostrecordisdifficultinreality.TotallogisticcostOrchecktheindustryrecordPMofindividuallogisticsfunctionb.SupplychainPMBenchmarkingOverallsupplychainCustomerservice&costBenchmarking(標(biāo)桿〕istheprocessofcontinuouslymeasuringandcomparingone’sbusinessperformanceagainstcomparableprocessesinleadingorganizations(先進(jìn)的組織〕toobtaininformationthatwillhelptheorganizationidentifyandimplementimprovements.(Benson,1998)PMofindividuallogisticsfunctionMethodologyofbenchmark

(Bendell,T.etal,1998)ChoosingwhotobenchmarkSelectingwhattobenchmarkCollectinginformationImplementingimprovementb.SupplychainPMBenchmarkingOverallsupplychainCustomerservice&costIndividuallogisticsfunctionInventoryABCanalysisTransportation:unitcostWarehouse:pickingproductivityPMofindividuallogisticsfunctionCurrentsituationanalysis:supplychainstructureStep1.Currentsituationanalysis

c.Businessenvironmentb.SupplychainPMa.SupplychainstructureOutsidebusinessenvironmentInsidepolicies-corporate&marketingPMofindividuallogisticsfunctionBenchmarkingOverallsupplychainCustomerservice&costOrganizationstructureInformationsystemPhysicalmapProcess

c.BusinessenvironmentOutsidebusinessenvironmentInsidepoliciesCorporatestrategyForexample:lowpricestrategy,thismeansemphasisondecreasinglogisticscostc.BusinessenvironmentOutsidebusinessenvironmentInsidepolicies-corporate&marketingPESTG(political,economic,social,technologyandgeography)CustomerstrendsOverseamanufacturersOutsidelogisticsproviders(3PLs)Regionalintegrationofpoliticsandeconomy

SWOTornot?(strength,weakness,opportunity,threats)Focusonsupplychainratherthanmarketing!!!E.g.strength/weakness:inventory,transportation,….opportunity/threat:outsidefactorsthatinfluencesupplychainStep2findtheproblemIdentifyproblems〔確定問(wèn)題〕Classify(byfunctions,bystrategic/operational，問(wèn)題分類(lèi)l)Prioritize(coreproblems/non-coreproblems，問(wèn)題排序)Symptomandtherootcause〔病癥與事故根源分析〕E.g.,Symptom:inefficientpickingFishbone-rootcauseStep3GeneratealternativesandevaluationGroupdiscussionFunctionlevel:purchasing,inventory,transportCompanylevel:cross-functionchange,coordinatorSupplychainlevel:reformsupplychainrelationship,VMIStep3GeneratealternativesandevaluationToreducethenumberofalternatives(unreasonable,unrealistic)Evaluationfromoperationrequirement,costandefficiency〔可行性〕EvaluationmodelsOptimizationmodels〔優(yōu)化模型〕Heuristicsmodels〔啟發(fā)式模型〕Simulationmodels(仿真〕Step3GeneratealternativesandevaluationStep4selectthesolutionandreasonsExpectedProfitandloss(期望損益值〕Paybackperiod〔回收期〕Returnoninvestment〔投資回報(bào)率〕NPV〔netpresentvalue,凈現(xiàn)值〕Step5ImplementResources:whoisinchargeofimplementation/projectteamHowtopromotesuggestedsolutiontodifferentdepartmentsinthecompanyBudgettime:〔工程管理〕TimerequirementImplementationrankManagementHowtomeasureandcontrol(PMmatrices)1.Designlogisticssolution2.Refinelogisticssolution3.Prepareplanningapplication4.Systemrequirements5.Supplierbriefing/negotiation6.Obtainplanningconsent7.Mechhandlingequipment8.Buildingconstruction9.Procuretractorunits10.Procuretrailerunits11.Recruitandtrainpeople12.ProvenewsystemGanttcharts〔甘特圖〕PLANNING方案456789101112123456789101112120042005TimenowPlannedActualprogressImplementingnewlogisticsoperation:GanttChartStep5implement好雨知時(shí)節(jié)，當(dāng)春乃發(fā)生。隨風(fēng)潛入夜，潤(rùn)物細(xì)無(wú)聲。野徑云俱黑，江船火獨(dú)明。曉看紅濕處，花重錦官城。INTRODUCTION緒論勤學(xué)如春起之苗，不見(jiàn)其增，日有所長(zhǎng)。輟學(xué)如磨刀之石，不見(jiàn)其損，日有所虧。INTRODUCTION緒論ContentContents

FrameworkofSupplychain/logisticscasestudyanalysis

TechniquesortoolsforlogisticsandsupplychainanalysisTechniquesortoolsforlogisticsandsupplychainanalysis20/80rule(ABCruleorParetolaw)CustomersegmentationCustomerservicesurveyorfieldstudyRelationshipanalysismappingProcessmappingSupplychainmapping20/80ruleTime-basedmapping(時(shí)間流程圖〕Supplychainmapping〔繪制供給鏈圖〕EuropeanRepairPartFlowUnit(￡000'speryearofEPCcosts)流程矩陣流程部門(mén)下訂單收到訂單庫(kù)存狀態(tài)查信用接受訂單分配庫(kù)存分揀組合訂單整理裝車(chē)運(yùn)輸配送客戶(hù)客戶(hù)訂單處理庫(kù)存信用倉(cāng)庫(kù)運(yùn)輸天Orderpickingprocess〔1〕Orderpickingprocess〔2〕Orderpickingprocess〔3〕Customerservice:CompetitiveBenchmarkingLowMediumHighImportanceToCustomerPerformanceLowMedium