供应链复习提纲

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1、Chapter 1 Understanding the Supply Chain1.1 What is a Supply Chain?1.2 The Objective of a Supply Chain1.3 The Importance of Supply Chain Decisions1.4 Decision Phases in a Supply Chain1.5 Process Views of a Supply Chain1.6 Examples of Supply ChainsDiscuss the goal of a supply chain and explain the im

2、pact of supply chain decisions on the success of a firm.Identify the three key supply chain decision phases and explain the significance of each one. Describe the cycle and push/pull views of a supply chain.Classify the supply chain macro processes in a firm.1.1 What is a Supply Chain?什么是供应链？A suppl

3、y chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.供应链包括直接或间接参与实现客户要求的所有各方。The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves.供应链不仅包括制造商和供应商，还包括运输商、仓库、零售商，甚至客户本

4、身。With each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request.对于每个组织，如制造商，供应链包括接收和填写客户请求所涉及的所有功能。These functions include, but are not limited to, new product development, marketing, operations, distribution, finance, an

5、d customer service.这些功能包括但不限于新产品开发、市场营销、运营、分销、财务和客户服务。The Definition of Supply Chain 供应链的定义Supply chain includes:供应链包括：External Supply Chain外部供应链Internal Supply Chain内部供应链External Supply Chain:Consists of all parties involved, directly or indirectly, in fulfilling a customer request.由所有相关方直接或间接履行客户要

6、求。Supplier Manufacturer Distributor Retailer CustomersInternal Supply Chain:Includes all functions involved in receiving and filling a customer request.包括接收和填写客户请求所涉及的所有功能。I f New product 1 (_, .C:development !岫屈ting Operations J；| r i y ;；Distribution Finance Customer Service !I,ItJJ -A supply chai

7、n is dynamic and involves the constant flow of information, product, and funds among different stages.供应链是动态的，涉及到信息、产品和资金在不同阶段的不断流动。A typical supply chain may involve a variety of stages, including the following:一个典型的供应链可能涉及到多个阶段，包括以下几个方面： Customers 顾客 Retailers 零售商 Wholesalers/distributors 批发商 Manu

8、facturers 制造商 Component/raw material supp liers 零部件/原材料供应商Each stage in a supply chain is connected through the flow of products, information, and funds.供应链中的每个阶段都是通过产品、信息和资金的流动来连接的。These flows often occur in both directions and may be managed by one of the stages or an intermediary.这些流动经常发生在两个方向上，并

9、且可以由一个阶段或中间层管理。补充资料：供应链其他定义供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料开始， 制成中间产品以及最终产品，最后由销售网络把产品送到消费者手中的将供应商、制造 商、分销商、零售商，直到最终用户连成一个整体的功能网链结构。-马士华供应链 管理。The supply chain is the core enterprise, through the control of the information flow, logistics, capital flow, from the purchase of raw materials, into the

10、 intermediate products and final products. Finally, the sales network sends the product to the consumer, the supplier, the manufacturer, the distributor, the retailer, until the end user is integrated into a whole functional network chain structure.Most supply chain are actually supply networks.The

11、appropriate design of the supply chain depends on both the customers needs and the roles played by the stages involved.供应链的适当设计既取决于客户的需求，也取决于所涉及的阶段所扮演的角色。Discuss： When a distributor（分销商/代理商）is needed?戴尔公司的供应链管理成功的关键是其供应链管理始终以渠道流程优化为核心实现策 略。具体表现在以下三个方面：第一，直销原则。直销(。底日3、10|1)在DELL公司具体体现为基于最终客户需求的 模式,就是

12、由DELL公司建立一套与客户联系的渠道由客户直接向DELL公司发订单。订单中 可以详细列出所需的配置，然后公司“按单生产”。第二，以信息代替存货。DELL公司为什么敢提出“零库存”这个大胆的理念?主要原因就 是因为公司基于其强大的渠道流程优化能力,通过处理信息资源创造价值。传统分销代理渠 道是存贮货物的水渠，厂商的库存是压在分销渠道中的，这样一来很难做到“零库存”。第三，价值整体创造。价值整体创造在DELL公司被具体化为“与客户结盟”的战略DELL 公司打破了传统意义上“厂家”与“供应商”之间的供需配给，始终保持与客户的实时互动， 及时得到第一手的客户反馈和需求，然后根据客户需求接受定单,再进

13、行以客户需求为导向的 产品制造。这样就能保证按照客户需求提供产品。这是一个良性循环的过程。The key to the success of DELLs supply chain management is its supply chain management, which always focuses on the optimization of channel flow. The specific performance in the following three aspects:First, the principle of direct selling. Direct sales

14、(Direct Business Model) is embodied in the DELL company based on the end customer demand model, which is to establish a set of channels to contact the customers by DELL company, and send orders directly from the customer to the DELL company. Orders can be listed in detail in the required configurati

15、on, and then the company per order production.Second, replace the stock with information. Why do DELL companies dare to put forward zero inventory of this bold idea? The main reason is that the company is based on its powerful channel optimization ability to create value by processing information re

16、sources. The traditional distribution agent is the canal for storing the goods. The inventory of the manufacturers is confined to the distribution channels, so it is very difficult to achieve zero inventory.Third, value is created as a whole. The overall value creation of DELL company is specific to

17、alliance with customers strategy, DELL company broke the traditional sense of manufacturer and supplier between supply and demand, always maintain real-time interaction with customers, get the first hand customer feedback and demand, and then accept orders according to customer needs, and then take

18、customers Customer demand oriented product manufacturing. This ensures that products can be supplied according to customer needs. This is a virtuous cycle.1.2 The Objective of a Supply Chain 供应链的目标The objective of every supply chain should be to maximize the overall value generated.每个供应链的目标应该是使所产生的总

19、价值最大化。Supply Chain Surplus = Customer Value - Supply Chain Cost供应链剩余=顾客价值一供应链成本Customer value: can be estimated by the maximum amount the customer is willing to pay for it顾客价值：可以由顾客愿意支付的最大金额来估算。Consumer Surplus = Customer Value - Price消费者剩余=顾客价值-价格.Supply chain cost: The flows of information, produc

20、t, and funds incur costs.供应链成本：信息流、产品流和资金流产生成本。The supply chain incur costs to convey information, produce components and products, store them, transport them, transfer funds, and so on.供应链产生成本来传递信息、生产部件和产品、存储它们、运输它们、转移资金等等。Supply Chain Profitability : the difference between the revenue generated fr

21、om the customer and the overall cost across the supply chain供应链盈利性：顾客产生的收入与整个供应链的总成本之间的差异Supply Chain Profitability =Price - Supply Chain Cost供应链盈利能力=价格一供应链成本Supply Chain Surplus=Customer Value - Supply Chain Cost=(Customer Value - price)+(price - Supply Chain Cost)=Consumer Surplus +Supply Chain Pr

22、ofitability供应链盈余=顾客价值-供应链成本=(客户价值-价格)+ (价格-供应链成本)=消费者剩余+供应链盈利能力Example: RouterPrice: 100RMBCustomer value: 120RMBSupply chain cost: 50RMBSupply Chain Surplus=？Consumer Surplus = ?Supply Chain Profitability-?Supply Chain Surplus =Customer Value-Supply Chain Cost 供应链盈余=顾客价值一供应链成本fStrongly correlated 强

23、相关；Supply Chain Profitability =Price-Supply Chain Cost供应链盈利能力=价格一供应链成本The success of a supply chain 供应链的成功Supply chain success should be measured in terms of supply chain surplus, not in terms of the profit at an individual stage.供应链的成功应该以供应链盈余来衡量，而不是以单个阶段的利润来衡量。Effective supply chain management inv

24、olves the management of supply chain assets and product, information, and fund flows to grow the total supply chain surplus.有效的供应链管理涉及供应链资产和产品、信息和资金流的管理，以增加总供应链盈余。补充资料:供应链管理的定义。供应链管理是用于有效集成供应商.制造商,仓库与商店的一系列方法，通过这些方法.使生产出来的商恰当的地点满足服务水平要求， 同时使系统成本最小化补充瓷料：供应锥管理的定义供应链管理是对贯穿从最终用户到原始供应商 的关键商业流程的整合。这些流程为客户

25、以及 其他利益相关者提供能够创造价值的产品，服 务和信息白O供应链管理是对供应链上各种关系进行管理。补充资料:物流管理的定义幸物流管理是供应链管理的一部分，该部分是用 来计划，实施和控制在原始供应商和最终消费 者之间如何来低成本高效率地完成对货物,服 务及相关信息正向/反向的移动及储存，以便 更好地满足客户需求。各狭义:企业内部的部门功能。广义：对整个供应fitt的物料,信息进行管理供应链管理概念形成的历史阶段美国物流管理询会的三次更名:*供应链管理形成的历史阶段:1963年疝：1920年-1980 年实体配送蹄段:Physical Distribution 实物配送（PD ）协会 F1985

26、年更名：m世纪龄年代物流管理阶段： Logistics物流（Logistics）世业协会r1M0S年更名:加世纪90年代供应睫发展阶段：SupplyChainManagement供应链管埋（SCM ）专业协会F 1供应链管理概念形成的历史阶段实体配送阶段1920年开始19501960广泛应用任务：将成品的运输配送和客户服务结合起来考虑，以便以尽量低的成本将产品运至 顾客手中，同时又不降低顾客的期望水平。供应链管理概念形成的历史阶段20世纪80年代反映了企业对内部价值链的重视，使企业消除了材料在内部流劢过程中，不同阶段之间 存在的储备和滞留财务.会计.信息技术，人力资源客、供应链发展阶段从20世

27、纪90年代管理内容已从企业内部延伸到企业外部，开始注重外部关系的研究，这包括分销商、顾 供应商以及第三方的关系。1.3 The importance of supply chain decisions 供应链决策的重要姓First Level： Competitive Strategy 第一层次：竞争战略Second Level： 第二层次 Sales decisions销售决策 Financial decisions 财务决策 HR decisions人力资源决策 Operation decision(Supply chain decisions)经营决策(供应链决策) Good suppl

28、y chain management can support competitive strategy and offers a competitive advantage.好的供应链管理可以支持竞争战略并提供竞争优势。Walmart： Everyday low price 沃尔玛： 天天低价ZARA： fast fashionZARA:快时尚Poor supply chain management can damage an organizations overall health and performance.供应链管理不善会损害组织的整体健康和绩效。 Increase cost (e.

29、g. Motorola)增加成本(如：摩托罗拉) decrease service level降低服务水平 Incur shortage出现短缺.Operation14 Decision Phases of a Supply Chain 供应链的决策阶段Supply chain decisions fall into three categories or phases, depending on the frequency of each decision and the time frame during which a decision phase has an impact.供应链决策

30、分为三个类别或阶段，取决于每个决策的频率和 决策阶段对其影响的时间框架。Frequency and time frame: several year 频率和时间框架：几年A company decides how to structure the supply chain over the next several years.一家公司决定如何在未来几年内构建供应链。Whether to outsource or perform a supply chain function in-house? The location and capacities of production and war

31、ehousing facilities是否外包或执行内部供应链功能？生产和仓储设施的位置和能力。The products to be manufactured or stored at various locations在不同地点生产或储存的产品The modes of transportation to be made available along different shipping legs不同船运方式的运输方式The type of information system信息系统的类型Notice 注意Supply chain configuration must supports i

32、ts strategic objectives.供应链配置必须支持其战略目标。Supply chain design decisions are long term and expensive to alter-must take into account market uncertainty.供应链设计决策是长期和昂贵的改变必须考虑到市场的不确定性。Supply Chain Planning 供应链规划Frequency and time frame: A quarter to a year频率和时间框架：四分之一到一年Under the constraints established du

33、ring the strategic or design phase.在战略或设计阶段建立的约束条件下。Starts with a forecast of demand in the coming year.从第二年的需求预测开始。Define a set of operating policies that govern short-term operations.定义一套管理短期操作的经营政策。Planning decisions include 规划决策包括Which markets will be supplied from which locations?从哪些市场将从哪个地点供应S

34、ubcontracting of manufacturing.制 造业分包Inventory policies.库存策略Timing and size of marketing and price promotions.营销和价格促销的时机和规模。Notice 注意Companies must consider:企业必须考虑 Uncertainty in demand需求的不确定性 Exchange rates 汇率的变化 Competition over the time horizon 跨越时间的竞争Frequency and time frame: weekly or daily.频率和

35、时间框架：每周或每天Companies make decisions regarding individual customer orders.公司对个人客户订单做出决策。Supply chain configuration is fixed and operating policies are already defined.供应链配置是固定的，操作策略已经被定义。The goal is to handle incoming customer orders in the best possible manner.目标是以最好的方式处理客户订单。Operation decisions incl

36、ude:经营决策包括Allocate inventory or production to individual orders 将库存或生产分配给个别订单Set a date that an order is to be filled 设置一个订单要填写的日期Generate pick lists at a warehouse 在仓库中生成拣选列表Allocate an order to a particular shipping mode and shipment将订单分配给特定的运输模式和装运Set delivery schedules of trucks 设置卡车的交货时间表Place

37、replenishment orders.放置补货订单。Daily Routine 日常工作设施的选址和能力 目标市场生产数 为每个订单分配库存旦 信息系统类型营销促销的时间安排 库存政策 发出补货订单设计计划运作CustomerRetailerDistributorSupplier1.5 Process View of a Supply Chain 供应链的过程观There are two ways to view the processes performed in a supply chain. 有两种方法来查看供应链中执行的过程 Cycle View 循环观点Processes in

38、a supply chain are divided into a series of cycles, each performed at the interfaces between two successive stages of a supply chain.供应链中的过程被划分为一系列循环，每个 周期在供应链的两个连续阶段之间的界面上 执行。A cycle view clearly defines the process involved and the owners of each process.循环视图清楚地定义了涉及的过程和每个过程的所有者。Not every supply c

39、hain will have all four cycles clearly separated.不是所有的供应链都会清晰地分开所有四个循环Sub processes in Each Cycle 每个周期的子过程Each cycle consists of six sub processes.每个循环由六个子过程组成。The difference between sub processes 子过程的差异Difference 1: Order cycle vs other cycles差异1：订单循环与其他周期In the customer order, demand is external a

40、nd thus uncertain.在客户订单中，需求是外部的，因而是不确定的。In other cycles, order placement is uncertain but can be projected based on policies. (E.g. Automobile-tiers)在其他周期中，订单放置是不确定的，但可以基于策略进行预测。(如:汽车用品层级)Difference 2: The number of orders declines and the size of each order increases 差异2：订单数量下降，订单数量增加Sharing of inf

41、ormation and operating policies becomes more important as we move further.随着进一步的发展，信息和经营政策的共享变得更加重要。Cycle view is useful when considering operational decisions because it specifies the roles and responsibilities of each member of the supply chain and the desired outcome for each process.循环视图在考虑操作决策时

42、是有用的，因为它指定供应链的每个成员的角色和职 责以及每个过程的期望结果。E.g. enterprise resource planning (ERP) systems例如企业资源计划(ERP)系统Push/Pull View 推 / 拉观点All processes in a supply chain fall into one of two categories, depending on the timing of their execution relative to end customer demand.供应链中的所有过程都根据它们相对于终端客户需求的执行时间，分为两类。f PUL

43、L PROCESSES 拉动过程Execution is initiated in response to a customer order.执行是响应于客户订单而发起的。（reactive 反应性）Customer order arrives 客户订单到达f PUSH PROCESSES 推动过程Execution is initiated in anticipation of customer orders执行是在客户订单的预期下启动的。（speculative 投机性）Push/Pull Boundary推动过程Customer demand is not yet knownCustom

44、er Order ArrivesCustomer demand is known (constrained by push phase)客户需求未知推/拉边界 客户订单到达客户订单已知I拉动过程Push/Pull View of L.L. Bean L.L. Bean 的推拉观点CustomerOrder CyclePULLPROCESSES OrderArrivesCustomerCustomerProcurement,Manufacturing, Replenishment Cycles米购、制造、补货周期PUSH PROCESSESReplenishment and Manufactur

45、i ng Cycle-补货与制造周期ManuFacturerProcurement Cycle-采购周期SupplierL.L.Bean(Retailer)Customer Order and ManufacturingCycleProcurementCycle(Customer Order ar)dCustomerCustomer、h/lanufactu ring Cycle)- OrderArrivesEthan AllenPUSHkPROCESSESProcurement CycleJ 一，)SupplierPUILLPROCESSES伊顿艾伦制作定制家具Push ProcessesPu

46、ll ProcessesProductionof baseMixing of suitable colorsPackaging and shippin1. 减少缺货2. 降低库存Customer Order ArrivesPush/Pull View of Ethan Allen 伊顿艾伦的推拉观点Ethan Allen makes customized furniturePush/Pull View of Supply Chain Processes 供应链过程的推/拉视图A push/pull view is very useful in considering strategic dec

47、isions relating to supply chain design推/拉视图在考虑与供应链设计有关的战略决策时非常有用。The goal is to identify an appropriate push/pull boundary such that the supply chain can match supply and demand effectively.目标是确定一个合适的推/拉边界，使供应链能够有效地匹配供应和需求。Case: Paint Industry油漆行业案例Push/Pull BoundaryDiscussion: Whats the advantage a

48、nd disadvantage of push process (or pull process)?讨论：推动(或拉动)过程的优势和劣势是什么？拉前流程的忧肢点优点优点目府岫的Hitt!嵯济.有利于陆怛成本-不都参定豆化了的陪承模式-当臬些产品舟求制笑时.金俚伊成!产生大鼻序导致郴疝服尝水平畔低、成本增大缺点补充：延迟差异化策略延迟差异化策略：将产品的差异化流程尽可能推迟；产品差异化之前的部分是推 动流程；差异化流程是根据市场需求做出反应，为拉动流程。延迟差异化例子：贝纳通毛衣贝纳通是一个大型针织品供应商、欧洲最大的服装制造商它向成百上千家 商店提供产品 零售商：数量多，有限库存的门店 服装行

49、业的特点是顾客偏 好变化快。但是由于生产提前期长，商店店主常常不得不提前7个月订购羊毛贝纳通旧的制造流程采购毛纱加工成衣的音部分连接音部分成完整 的毛衣:-改造后的流程印染成衣梅据客户的需求印染完成成衣衫。1.6 Examples of Supply Chains 供应链的案例 Gateway and Apple捷威公司（Gateway）和苹果公司捷威公司：零售店无库存，按订单制造苹果公司：零售店有库存 Zara飒拉公司（Zara）快时尚：从设计到上架不超过6周 Toyota丰田公司（Toyota）全球制造商供应商选择 Amazon在线销售的鼻祖改变出版业的KindleSummary 总结1.

50、 Discuss the goal of a supply chain and explain the impact of supply chain decisions on the success of a firm.讨论供应链的目标，并解释供应链决策对企业成功的影响。2. Identify the three key supply chain decision phases and explain the significance of each one.确定三个关键的供应链决策阶段，并解释每一个关键的意义。3. Describe the cycle and push/pull views

51、 of a supply chain.描述供应链的周期和推/拉视图。Chapter 2 Supply Chain Performance: Achieving Strategic Fit and Scope第2章 供应链绩效：实现战略匹配和范围2.1 Competitive and Supply Chain Strategies 竞争与供应链战略2.2 Achieving Strategic Fit 实现战略契合2.3 Expanding Strategic Scope 扩大战略范围Explain why achieving strategic fit is critical to a com

52、panys overall success解释为什么战略匹配对一个公司的整体成功至关重要？Describe how a company achieves strategic fit between its supply chain strategy and its competitive strategy描述公司如何实现供应链战略与竞争战略之间的战略契合。2.1 Competitive and Supply Chain Strategies 竞争与供应链战略波特的竞争战略五力模型：供应商的议价能力、购买者的议价能力、新进入者的威胁、替代 产品的威胁、同业竞争者的竞争程度。三大基本战略：成本领先

53、战略、差异化战略、聚焦战略Competitive Strategies 竞争战略A companys competitive strategy defines, relative to its competitors, the set of customer needs that it seeks to satisfy through its products and services.一个公司的竞争战略，相对于竞争对手而言，是通过其产品和服务寻求满足顾客 需求的集合。The competitive strategy is defined based on how the customer p

54、rioritizes product cost, delivery time, variety, and quality.竞争战略是基于客户如何优先考虑产品成本、交货时间、品种和质量来确定的。Competitive strategy targets one or more customer segments and aims to provide products and services that satisfy these customers need.Online Shepping竞争战略目标的一个或多个细分市场的Walmart *:沃尔玛FamllyMart-白夺零*臼此曾醒 Coti

55、wen 港 nca FresTi Availability(One-Stop Shopping ) CheapTwo dJfferent oompelilive sir凯羌 i&s Availability （倬他#） Con伸 Cheap目的是提供产品和服务，满足这些客户的需求。重要词汇：竞争性毁灭有一种力量长期围困大多数公司-“竞争性毁灭”。能够历经数代而不衰的企业非常少。一个企业的竞争优势是该企业的护城河，是保护企业免遭入侵的无形沟壕。海丰国际：航运界的“西南航空”1、聚焦亚洲市场以在亚洲区内高密度航运网络提供高频率的服务为目标2、低成本统一船型，以1000标准箱船型为主较高灵活性较低船

56、舶成 本Question: Whats the relationship between competitive strategy and supply chain strategy?问：竞争战略与供应链战略有什么关系？The value chain in a company :Finance, Accounting Infatmatian Technology, Hitman ResourcesSupplier, operations, andSupply chain strategy 3 Logistics strategy3供应商、运营与物流战略The relationship betw

57、een competitive strategies and supply chain strategy竞争战略与供应链战略的关系All functions must develop its own strategy.Functional strategies i,n a company 公司的职能战略To specify the portfolio of new product, whether the Product development strategy 今 development effort will be made internally or outsourced.指定新产品的投

58、资组合，无论是内部开发还是外包Marketing and sales strategy 今 To specify market segmentation, and position/price/promotion明确市场细分，定位/价格/促销To determine: Procurement, transportation, manufacture, service, distribution, whether performed in-house or outsourced.确定：采购、运输、制造、服务、 分销，无论是在内部执行还是外 包Supply chain strategy is on

59、e functional strategy in a company.供应链战略是企业的一种职能战略。All functional strategies must support one another and the competitive strategy.所有职能战略必须相互支持和竞争战略。Example: 7-11Constantly ddi products and servicesEmphasize convenienceNew product development中 4 B v ：ii , 3 *7I| J I capons IV Excellent information I

60、nfrastructureCompetitive strategy : Convenience2.2 Achieving Strategic Fit 实现战略契合What is Strategic Fit?什么是战略契合Strategic fit requires that both the competitive and supply chain strategies of a company have aligned goals战略匹配要求企业的竞争战略和供应链战略都有一致的目标。.It refers to consistency between the customer prioriti

61、es that the competitive strategy hopes to satisfy and the supply chain capabilities that the supply chain strategy aims to build.它指的是竞争战略希望满足的客户优先权和供应链战略旨在建立的供应链能力之间的 一致性。The importance of strategic fit 战略契合的重要性Competitive StrategySupply Chain Strategy1Provide a large variety of products quicklyTang

62、ete the lowest cost means of transports donfail2Provide a high level of variety while carrying low levels of inventorySelect snd caiTTtifi. u决心 on low price and not responsivenessV u fail竞争战略供应链战略快速提供多种产品目标：最低成本运输 方式提供高水平的品 种，同时携带低水 平的库存基于低价格和无反应 性选择供应商和运营 商How is Strategic Fit Achieved?如何达到战略契合Supply chain capabilities support ability to satisfy the targeted customer segments.供应链的能力支持能力，以满足目标客户细分。Step 1Step 2Step 3Understandingthe customerand supply chainuncertaintyStep 1: Understanding the cus