安氏乳业液态奶事业部供应链绩效评价设计及应用

上海交通大学硕士学位论文安氏乳业液态奶事业部供应链绩效评价设计及应用姓名：高萍申请学位级别：硕士专业：工商管理（MBA）指导教师：黄培清20030615SCORSCORAPPLICATION&DESIGNOFSCPERFORMANCEMEASUREMENTFORANSHILIQUIDMILKDISVISIONInmorerecentyears,theconcentrationoncorecompetenciescoupledwithbusinesspracticesthatfocusonthesupplychain(SC),haveaffordedSCperformancemeasurementopportunitytoplayacriticalroleinsupplychainmanagement.Nowadaysthereareanever-increasingnumberofapproachandmetricsdevelopedinacademicsandindustrialists.Themodernsupplychainishighlycomplexwithcharacterizedbyconstantlychangingrelationshipandconfigurations,however,thereisalackofgenericcross-organizationalperformancemeasurementsystemstohelpimprovesupplychainmanagement(SCM)asanintegratedwhole.ThispapertriestofindoneadaptablewayswiththeapplicationofSCORmodelandothertheoriestooneenterpriseSCperformancemeasurement.Duetothecomplexityofthesesystems,choosingappropriatesupplyperformancemeasuresisalsoreallydifficult.Inthispaper,afteranbriefdescriptionofSCManSCperformancemeasurement,includingdiscussionoftherelationshipbetweenthemandbenchmarking/BPR,weintroducestheProcess-basedAnalyticapproachandtheSCstructurebasedonSCOR(supplychainoperationreference)model;thenahighlightingofdifferentmetricsresearchonSCperformancemeasurementwillbeintroducedanddiscussed.Byintegratingwiththosetheoriesandapproaches,atlastonesetofcalculablemetricsissuggestedmainlybasedonSCORmodelandBalanceScorecardmethodology.Next,beforeusingtwodifferentwaysforgapanalysis,basedonSCOR-modelthepaperanalyzesAs-IsSCMofAnshiLiquidMilkdivision,coveringintroductionofthedivisionandcompetitiveanalysis.ThedecompositionoftotalSCoperationprocessesunderthestructureofSCORmodelismade.Thestepsofwhichinclude:firstly,identifyingtheinvolvedprocessalongthetotalsupplychain,anddefiningthecoreprocesses;secondly,decomposinganddefiningthesub-processesandelementaryactivities,andderivingtheresponsibilitiesandfunctions;againlinkingstrategicandoperationalgoalstoeachhierarchyfromprocesstoelementaryactivity;beforebenchmarkingtheperformanceofcore-processwithmetricscalculated,comparingtheactualperformancewiththehistoricalrecordsandgoalstogettherealgapsandopportunitiesexisted.Atlast,leveragingComparingtheactualperformancewiththehistoricalrecordsandgoals,theAs-Isstatusanalyzedabove,thepapercapturestheSCMconstraintandopportunityfindingsofAnshiLiquidmilkdivision.Afterallalsogivespriority-rankedimprovementsteps.Finally,thisapplicationresearchisreviewedandsummarizedforreaderstogetoneusefulmethodofSCperformancemeasurement,especiallyforenterprisesinsideChina;furtherdirectionisgivenaswell.KEYWORDS:supplychainmanagement,SCOR,performancemeasurement,gapanalysis,metrics,As-IsanalysisMBAMBAMBAMBAObjective-orientedBenchmarkingMBAPMGMBAMBAMBA22SCOR–MBA----••••)•23dashboard-MBA---MBAMBAMBA13*2000,,UHT2001243,018141,15417,8012002931,547354%(20021-9),121%(2001),154%(2000)2020725%~40%UHT60%UHT20%15%~17%UHT27%~31%*MBA1431,WTOUHTMBA15()31MBA16200184.3%59.8%200120021-9314,5612001200281.1%56.3%20022001200220021-9200132MBA173201-02100%()MBA1832:()UHTMBA19()5MBA2033MBA21SCORSCORSCORP1–P1.1P1.1.1-P1.1.2-P1.1.3-P1.1.4-P1.1.5-MBA22P1.2-P1.3–P1.4-P1.3.1-P1.3.4-P1.3.2-P1.3.3-MBA23P2–Ø180MBA2418033Ø,ØP2.1-P2.2-P2.3–MBA25P2.4–P3.1-P3.2-P3.3-P3.4–ØP3.3.1P3.3.2P3.3.3MBA260.001.002.003.004.005.002.212.122.643.293.944.254.273.753.922.712.563.333.814.064.064.244.664.85123456789P4–EP–EP.1–EP.2–MBA27EP.3–EP.5MBA28EP.9–ØØØS1–S1.1–ØØØ123Ø/ØØ/Ø/ØØMBA29ØS1.2–ØØ/ØØ()ØS1.3–S1.3.1S1.3.3S1.3.2S1.3.4S1.3.5S1.3.6()S1.3.7MBA30ØØ/Ø(100-120m2),S1.5–S2–ES–ES.1-ES.2-MBA31ES.3–ES.4–ES.7–M1–M1.1–MBA32M1.2–M1.4–M1.5–M1.6–EM–EM.4-(WIP)EM.7-EM.8-MBA33D1–ØØØMBA34MBA35MBA36D1.9.1-D1.9.2-D1.9.3-D1.9.4-D1.9.5-MBA37MBA38MBA39DR1.1.1-DR1.1.2-DR1.1.3-DR1.1.4-DR1.1.5-MBA40DR1.3.1-DR1.3.2-MBA41MBA42MBA431MBA44MBA45MBA46MBA47MBA48MBA49MBA50,,,,SCORSCORMBA51ø()0.2%4.2%IT2001190.0050.00100.00150.00200.00250.00300.00114.97109.68135.96166.50188.78208.96204.13194.78197.15139.42118.26157.26206.67214.81191.49235.83232.70262.23123456789MBA52(,)øMBA53FIFOMBA54,,NDCRDCNDC/6SIGMAø()(),6()MBA55,(83%)øMBA564.3MBA57ø,ISO9000,ø,MBA58ø    .IT/MBA59ø    MBA601.2.3.4.MBA615.6.2466-1212-1818-24154326==–-–MBAMBA[1]WarrenH.Hausman,“SupplyChainPerformanceMetrics”,ThePracticeofSupplyChainManagement,2002,No.11,pp.43-46[2]Lummus,R.R.andVokurka,R.J.,“Definingsupplychainmanagement:ahistoricalperspectiveandpracticalguidelines”,IndustrialManagementandDataSystems,1999,Vol.99,No.3,pp.11-17.[3]GillesNeubert,LaurePichot,“performanceMeasurementFortheSupplyChain”,ACS’02-SCMconference,Poland,October23-25,2002.[4]Kaplan,R.S.,andNorton,D.P.,“TheBalancedScorecard:TranslatingStrategyintoAction”.HarvardBusinessSchoolPress.Boston,1996,No.3,pp.121-122[5]VanHoek,R.I.,“MeasuringtheImmeasurable”–measuringandimprovingperformanceinthesupplychain”,SupplyChainManagement,1998,Vol.3,No.4,pp.187-192.[6]Beamon,M.B.,“Measuringsupplychainperformance”,InternationalJournalofOperation&ProductionManagement,1999,Vol.19,No.3,pp.275-292.[7]GinticSupplyChainManagementCentre,2001AnnualSupplyChainBenchmarkingStudyinSouth-EastAsi