第一部份供應鏈設計規劃與營運之策略性架構 1.了解供應鏈 2.供應鏈績效...

3/9/02 M.D. May modify from S.Chopra/Logistics Strategy 1

第一部份供應鏈設計規劃與營運之策略性架構

1. 了解供應鏈2. 供應鏈績效3. 供應鏈驅動與阻礙因素


第一章了解供應鏈 What is supply chain management? A supply chain strategy framework Seven Eleven Japan


傳統觀點 : 物流與經濟 (1990, 1996)

貨物運輸 $352, $455 Billion 庫存支出 $221, $311 Billion 管理費用支出 $27, $31 Billion 物流相關活動總計 11%, 10.5% of GNP.

Source: Cass Logistics


傳統觀點 : 製造業中之物流

利潤 4%

物流成本 21%

行銷成本 27%

生產成本 48%

Profit

Logistics Cost

Marketing Cost

Manufacturing Cost


供應鏈中的流動

顧客Customer

資訊流 Information

產品流 Product

金流 Funds


Integrated Supply Chain


A View of Business Logistics in a Firm


Integrated Logistics Management


供應鏈之循環觀點Cycle View of Supply Chains

顧客訂單循環Customer Order Cycle

補貨循環Replenishment Cycle

製造循環Manufacturing Cycle

採購循環Procurement Cycle

顧客 Customer

零售商 Retailer

配送商 Distributor

製造商 Manufacturer

供應商 Supplier


供應鏈之推 / 拉觀點Push/Pull View of Supply Chains

採購 Procurement,製造 Manufacturing and補貨 Replenishment cycles

顧客訂貨循環Customer Order Cycle

顧客訂單發生Customer Order Arrives

推式過程PUSH PROCESSES

拉式過程PULL PROCESSES


DELL 電腦公司供應鏈之推拉方式Push/Pull Process for Dell Supply Chains

顧客訂單發生 Customer Order Arrives

採購 Procurement,

製造 Manufacturing

顧客訂貨循環Customer Order Cycle

推式過程PUSH PROCESSES

拉式過程PULL PROCESSES

製造商 (Dell)Manufacturer

顧客訂單與製造循環

顧客 Customer

供應商 Supplier

採購循環


Examples of Supply Chains

Dell / Compaq Toyota / GM / Ford McMaster Carr / W.W. Grainger Amazon / Borders / Barnes and Noble Webvan / Peapod / Jewel

What are some key issues in these supply chains?


日本 7-11 案例 Seven Eleven Japan


分店數成長Seven Eleven - Number of Stores

0

1000

2000

3000

4000

5000

6000

85 86 87 88 89 90 91 92 93 94

Number of Stores

1999: 8,027


淨銷售額Seven Eleven - Net Sales

0

200

400

600

800

1000

1200

1400

85 86 87 88 89 90 91 92 93 94

Net Sales


稅前盈餘Seven Eleven - Pre tax Profit

0102030405060708090

100

85 86 87 88 89 90 91 92 93 94

Profit


庫存日數Seven Eleven - Inventory (days)

0

2

4

6

8

10

12

14

85 86 87 88 89 90 91 92 93 94

Inventory


店面形象Japanese Images of Seven Eleven

方便愉快有活力的商店眾多現食餐點可選購著名的盒裝餐點單身者週末購買午餐晚餐的地點


主要貨品種類Key Product Categories

加工食品 Processed Foods: 50 % 新鮮食品 Fresh Foods: 30 % 其他非食品 Non Foods: 20 %


商店概況Store Description

平均大小 = 100 平方公尺 ( 約 1/3 典型美國商店大小 )

每日平均營業額 = 700,000 日圓 ( 約典型美國商店 2 倍 )

單品項數 : 超過 3,000 ( 隨時段、日期、季節而變 )

幾乎沒有堆放存貨的空間


供應鏈目標Supply chain Objective

供給與需求的精確配合 ( 依地點、時段、日期與季節 )

Micro matching of supply and demand (by location, time of day, day of week, season)


開店策略 Facilities Strategy

大量開店，位於方便的地段，緊臨顧客步行的路線

一旦選在某處開始設點，就包圍整個區域開設更多的分店；分店也配合配送中心位置，整群的方式開設。

東京地區有 844 分店 ; 全國 21 行政區內有 5,523 家


Information Strategy

Quick access to up to date information (as contrasts with data)– High speed data network linking stores, headquarters, DCs

and suppliers

– Store hardware» Store computer

» POS registers linked to store computer

» Graphic Order Terminals

» Scanner terminals for receiving


Information Analysis of POS Data

Sales analysis of product categories over time SKU analysis Analysis of waste or disposal Ten day (week) sales trend by SKU Sales trends for new product Sales trend by time and day List of slow moving items Contribution of product to sections in store display


Distribution Strategy

Delivery arrives from over 200 plants Delivery is cross docked at DC (over 80 DCs for

food) Food DCs store no inventory Combined delivery system: frozen foods, chilled

foods, room temperature and hot foods 11 truck visits per store per day (compared to 70 in

1974) No supplier (not even coke!) delivers direct


The Future

7-eleven growing rapidly in the US 7-eleven aims to be a web depot in both the US and

Japan. Does this make sense from a supply chain perspective?


第二章建立合適之供應鏈策略企業價值鏈與供應鏈的關係反應與效率策略適合性的必要性與做法供應鏈策略性範疇之擴展


企業價值鏈：經營策略與供應鏈之連結The Value Chain: Linking Supply Chain and Business Strategy

NewProduct

Development

Marketingand

Sales Operations Distribution Service

Finance, Accounting, Information Technology, Human Resources

Business Strategy

New ProductStrategy

MarketingStrategy

圖 2.1

Supply Chain Strategy


策略合適性 Strategic Fit

競爭策略—顧客的偏好順位供應鏈策略—製造 , 配送 , 服務的能力競爭策略與供應鏈策略的一致性企業策略適合性

企業為何會發生策略不合適 ?– 行銷策略快速的提供多樣化產品– 供應鏈策略最低成本運輸方式

功能性目標的衝突


如何達成策略適合性How to Achieving Strategic Fit

1. 瞭解顧客 Understanding the Customer

了解顧客的需求特性– Lot size

– Response time

– Service level

– Product variety

– Price

– Innovation

如何衡量 ? 內含的需求不確定性

Implied Demand Uncertainty


Levels of Implied Demand Uncertainty

Low High

Price Responsiveness

Customer Need

Implied Demand Uncertainty

DetergentLong lead time steel

High FashionEmergency steel


Understanding the Supply Chain: Cost-Responsiveness Efficient Frontier

High Low

Low

High

Responsiveness

Cost


Achieving Strategic Fit

Implied uncertainty spectrum

Responsive supply chain

Efficient supply chain

Certain demand

Uncertain demand

Responsiveness spectrum Zone o

f

Strateg

ic Fit


Strategic Scope

Suppliers Manufacturer Distributor Retailer Customer

Competitive Strategy

Product Dev. Strategy

Supply Chain Strategy

Marketing Strategy


第三章


Drivers of Supply Chain Performance

Efficiency Responsiveness

Inventory Transportation Facilities Information

Supply chain structure

Drivers


Considerations for Supply Chain Drivers

Driver Efficiency Responsiveness

Inventory Cost of holding Availability

Transportation Consolidation Speed

Facilities Consolidation /Dedicated

Proximity /Flexibility

Information What information is best suited foreach objective


Supply Chain Decisions: Structuring Drivers

Strategy(Design)

Planning

Operation

Syllabus


Major Obstacles to Achieving Fit

Multiple owners / incentives in a supply chain

Increasing product variety / shrinking life cycles / customer fragmentation

Increasing implied uncertainty

Local optimization and lack of global fit


Dealing with Multiple Owners / Local Optimization

Information Coordination

Contractual Coordination


Dealing with Product Variety: Mass Customization

MassCustomization

MassCustomization

High

HighLow

Low

Long

Short

Lea

d T

ime

Cost

Customizatio

n


Fragmentation of Markets and Product Variety

Are the requirements of all market segments served

identical?

Are the characteristics of all products identical?

Can a single supply chain structure be used for all

products / customers? No! A single supply chain

will fail different customers on efficiency or

responsiveness or both.


Tailored Logistics

Each Logistically Distinct Business (LDB) will have distinct requirements in terms of– Inventory

– Transportation

– Facility

– Information

Key: How to gain efficiencies while tailoring logistics?


Applying the Framework to e-commerce: What is e-commerce?

Commerce transacted over the Internet– Is product information displayed on the Internet?

– Is negotiation over the Internet?

– Is the order placed over the Internet?

– Is the order tracked over the Internet?

– Is the order fulfilled over the Internet?

– Is payment transacted over the Internet?


Existing Channels for Commerce

Product information – Physical stores, EDI, catalogs, face to face, …

Negotiation– Face to face, phone, fax, sealed bids, …

Order placement– Physical store, EDI, phone, fax, face to face, …

Order tracking– EDI, phone, fax, …

Order fulfillment– Customer pick up, physical delivery


Revenue Impact of E-Commerce

Length of supply chain Product information Time to market Negotiating prices and contract terms Order placement and tracking Order fulfillment Payment


Cost Impact of E-Commerce

Facility costs– Site and processing cost

Inventory costs– Cycle, Safety, Seasonal inventory

Transportation costs– Inbound and outbound costs

Information sharing– Coordination


Summary

Two views of a supply chain A strategic framework: Achieving fit

-Efficiency/Responsiveness and Supply chain drivers

Tailored logistics E-commerce framework 7-eleven


What is Supply Chain Management?

Managing supply chain flows and assets, to maximize

supply chain surplus.

What is supply chain surplus?

第一部份 供應鏈設計規劃與營運之策略性架構 1.了解供應鏈 2.供應鏈績效...

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第一部份供應鏈設計規劃與營運之策略性架構 1.了解供應鏈 2.供應鏈績效...