new gom7-scm1

GOM7►SupplyChainMgmt1GOM7供应链管理1ACanofCokeSmeltingRollingCanMakingLabelFillingDistributionRetailingTherearemoreopportunitiesinbettermanagementofglobalsupplychainsthanyouthink一罐可乐澳大利亚矾土矿冶炼辊压制罐贴标签填装分销零售一个英国家庭的冰箱改进全球供应链管理的机会之多超乎想象ACanofCokeSmeltingRollingCanMakingLabelFillingDistributionRetailingABritishHouseholdRefrigeratorTimeinthePipeline一罐可乐澳大利亚矾土矿冶炼辊压制罐贴标签填装分销零售一个英国家庭的冰箱流程时间ACanofCokeWhy319daystodo3hoursofwork?•Productionisbatchedateverystage•Transportisbatchedateverystage•Productgoesthroughanaverageof14storagelotsandwarehousesEverystep(plants,transports,warehouses,sales….)IsmaximizingitsownoperationalefficiencyIsthistoomuchlocaloptimizationandnotenoughglobaloptimization?一罐可乐为什么319天做3个小时的工作？•每个阶段批量生产•每个阶段批量运输•每件产品平均经过14次存储和入库每一步骤（工厂、运输、仓储、销售……）都在最大限度地提高其运转效率是不是局部最优化过多而全球最优化不足？SCResponsivenessConsumersMakingthesupplychainsmoreresponsiveIsnoteasy•Multipleparties•Lagged&distortedinformationflows•Variabilityandunpredictability•ImbalanceSpeciallyforsupplychainsacrossnationalboundaries供应链的响应能力客户提高供应链的响应能力不容易•多方面•信息流滞后、扭曲•可变性和不可预测性•失衡特别是跨国供应链SCResponsivenessConsumersWhatcanwedo?CoordinatetheSupplyChainRedesigntheSupplyChainManagetheDemandAvoidthe“Bullwhip”Effect供应链的响应能力客户怎么办？协调供应链重新设计供应链需求管理避免“皮鞭”效应SCResponsivenessThe“Bullwhip”EffectOrdervariabilitytendstoincreaseaswemoveupthesupplychainlikethe“bullwhip”CONSUMERSThe“BeerGame”example供应链的响应能力“皮鞭”效应沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势客户“啤酒游戏”示例SCResponsivenessCoordinatethesupplychain1.ShareMoreInformation•POSData•Forecasts(shareanddojointly)•Schedules(shareanddocollaboratively)供应链的响应能力协调供应链1.增加共享信息•供应产品（POS）数据•预测（共同分享与共同进行）•供应链计划（共同分享与协作进行）SCResponsivenessCoordinatethesupplychain2.ChangeControlsintheChannelVendorManagedInventoryConsignmentStocks“Sell-through”SupplierSupplierSupplier供应链的响应能力协调供应链2.改变渠道控制卖方管理的存货代销存货“零售量”供应商供应商供应商ConsumersIntra-OperationInitiative3.CreateMoreOperationalFlexibility•Investinpostponement•Increasemodularity•Shareplatforms/Commoncomponents•Reducechangeovercosts(andbatchsizes)•ReduceweightofcapacityutilizationasKPI供应链的响应能力客户运营内部举措3.创造更多的运营灵活性•延期方面的投资•增加模化程度•共享平台/共用元件•减少转换成本（和批量大小）•降低作为关键绩效指标（KPI）设备利用率的重要性ConsumersWhatcanwedo?RedesigntheSupplyChainManagetheDemandFitthesupplychaintoProduct’s“clockspeed”供应链的响应能力客户怎么办？协调供应链减少供应链需求管理使供应链与产品的“时钟速率”相适应TherootcauseoftheproblemsplaguingmanysupplychainsisamismatchbetweenthetypeofproductandthetypeofsupplychainSCResponsiveness供应链的响应能力造成问题困扰许多供应链的根本原因在于产品类型和供应链类型不相匹配SCResponsiveness“Functional”vs.“Innovative”productsDifferent“ClockSpeeds”“Functional”“Innovative”GasolinePrintersPencilsDigitalcamerasCerealsFashionapparelFittheSupplyChaintoProduct’s“Clockspeed”MatchMismatchMismatchMatchFunctionalProductsInnovativeProductsPhysicallyEfficientSupplyChainMarketResponsiveSupplyChain供应链的响应能力“功能”产品对“创新”产品的不同“时钟速率”“功能”产品“创新”产品汽油打印机铅笔数码照相机谷物时装服饰使供应链与产品的“时钟速率”相适应匹配不匹配不匹配匹配功能产品创新产品物理效率高的供应链市场响应型的供应链SCResponsivenessFunctional(PredictableDemand)Innovative(UnpredictableDemand)AspectsofDemandProductlifecycleMorethan2years3monthsto1yearContributionmargin*5%to20%20%to60%ProductvarietyLow(10to20variantspercategory)High(oftenmillionsofvariantspercategory)Averagemarginoferrorintheforecastatthetimeproductioniscommitted10%40%to100%Averagestockoutrate1%to2%10%to40%Averageforcedendofseasonmarkdownaspercentageoffullprice0%10%to25%Leadtimerequiredformade-to-orderproducts6monthsto1year1dayto2weeks*Thecontributionmarginequalspriceminusvariablecostdividedbypriceandisexpressedasapercentage供应链的反应能力功能型(可预测需求)创新型(需求不可预测)各需求方面产品寿命周期2年以上3个月到1年边际收益*5%至20%20%至60%产品多样性低(每一类别10至20种)高(往往每一类别数百万种)委托产品时预报误差平均幅度10%40%至100%平均脱销率1%至2%10%至40%被迫终止季节性降价平均占全价百分比0%10%至25%按单产品所需的前导时间6个月至1年1日至2周*边际收益等于价格减去各项成本，再除以价格，用百分率表示。SCResponsivenessPhysicallyEfficientProcessMarket-ResponsiveProcessPrimarypurposeSupplypredictabledemandefficientlyatthelowestpossiblecostRespondquicklytounpredictabledemandinordertominimizestockouts,forcedmarkdowns,andobsoleteinventoryManufacturingfocusMaintainhighaverageutilizationrateDeployexcessbuffercapacityInventorystrategyGeneratehighturnsandminimizeinventorythroughoutthechaindeploysignificantbufferstocksofpartsorfinishedgoodsLeadtimefocusShortenleadtimeaslongasitdoesn’tincreasecostInvestaggressivelyinwaystoreduceleadtimeApproachtochoosingsuppliersSelectprimarilyforcostandqualitySelectprimarilyforspeed,flexibility,andqualityProduct-designstrategyMaximizeperformanceandminimizecostUsemodulardesigninordertopostponeproductdifferentiationforaslongaspossible供应链的响应能力物理效率过程市场响应过程基本目的以最低成本有效供应可预测需求对不可预测的需求快速响应，以便最大限度地减少库存匮乏、被迫降价和过时存货制造重心保持高度的平均利用率配置超额缓冲能力库存战略生成高周转率，实现整个供应链库存最小化配置大量部件及成品缓冲库存前导时间焦点在不增加成本的前提下尽量缩短前导时间在缩短前导时间的途径上进取性投资选择供应商的方法以成本和质量为首选以速度、灵活性和质量为首选产品设计战略绩效最大化，成本最小化采用模块设计，尽可能推迟产品异质化SCResponsiveness►GetoutoftheupperrighthandcellToothpasteisaproductcategoryinwhichamovetotheleft—frominnovativetofunctional—makessense.Yetbecausetheindustryhaslargelyretaineditsemphasisonaphysicallyefficientsupplychain,mostcomputercompaniesfindthemselvesfirmlypositionedintheupperright-handcell.Alean,efficientdistributionchannelisexactlyrightforfunctionalcarsbuttot