物流管理英文课件

ContemporaryLogisticsLogistics,SupplyChain,andCompetitivenessbyShao-juLeeApril,2008Topics„ReviewofLogisticsManagement„SupplyChainManagement–conceptsandevolution„BusinessStrategyandCompetitiveness„BusinessModelInnovation/EvolutionI.LogisticsManagementLogisticsinPractice:Construction,Militaryoperations,andBusinessactivitiesLogisticsDefined:Logisticsistheprocessofstrategicallymanagingtheprocurement,movementandstorageofmaterials,partsandfinishedinventory(andtherelatedinformationflows)throughtheorganizationanditsmarketingchannelsinsuchawaythatthecurrentandfutureprofitabilityaremaximizedthroughthecost-effectivefulfillmentoforders.ComponentsofLogisticsManagementManagementactionsPlanningImplementationControlRawmaterialsIn-processinventoryFinishedgoodsNaturalresourcesHumanresourcesFinancialresourcesInformationresourcesTimeandplaceutilityEfficientmovementtocustomerProprietaryassetCompetitiveadvantageLogisticsmanagementSuppliersCustomersInputsintologisticsOutputsoflogisticsCustomerserviceDemandforecastingInventorymanagementLogisticscommunicationsMaterialhandlingOrderprocessingPartsandservicesupportPlant&warehousesiteselectionProcurementPackagingReverselogisticsTrafficandtransportationWarehousingandstorageLogisticsactivitiesKeyLogisticsActivities„Customerservice„Demandforecasting„Inventorymanagement„Logisticscommunications„Materialhandling„Orderprocessing„PackagingKeyLogisticsActivities„TransportationManagement„Plantandwarehousesiteselection„Procurement„Reverselogistics„Warehousingandstorage„GlobalLogisticsII.SupplyChainManagement„A.TheEvolutionofSCM-model,paradigm„BusinessModels„TheTheoryoftheBusiness–PeterDrucker,1994-classic„Fateofbusinessdependson“BusinessModel”„BusinessModel--theassumptions(conditions)of:„1.Environment:society,structure,market,customer,technology–Status?„2.Specificmissionoftheorganization–What?„3.Corecompetenciesoftheorganization–How?„Theseassumptionsmustbe:realistic,coherent,visible,proven,andevolvingtobeeffective,fitandvalid.II.SupplyChainManagement„A.TheEvolutionofSCM1.The20thcentury„Production：divisionoflabor,standardization,large-scaletolowerunitcost„Marketing：guess-timationandpromotiontoexpandthemarket„TheBusinessModel–e.g.USAuto,Loblaw„Thesetwofunctionshavedifferentemphasis,andtheimbalancecancauseinefficiencies.2.Thelast2decades„production：JIT,TQM,smalllot,largemodelstoreduceinventory(direct)anquality(indirect)cost(ex.Toyota’sTPS–pull,0-inventory,smalllot,variety)„Marketing：Customization.QR,segmentation,meetingneedsmoredirectly(ex.Zara’sFastFashion)„Thegapbetweenabovefunctionsarenarrowing,withaccurateandin-timeinformation,businesscoherencehasbeengreatlyincreased;betterBusinessModel.3.Thelastdecade–Internaloperationsintegrationandexternalextensioncreatedbroaderandmoreaccurateoperationsmodel:Supply(Demand)ChainBusinessModelBusinessModelsRenovation„TheUSautoindustry~80’s-90’s(GMasexample)„Massproduction–pushmode,marketinsensitivity„Qualityceilingduetoprocessdesign„Hugeinventory,stockouts,discounts,wastes„Segregatedfunctions(Mktg,R&D,Design,Prod.,Dist.)„Patch–fullscaleautomation($50B)--failed„Finally,revampedBMafterTPS–nowmodernized„Loblaw–Canadiangroceryking(1000stores)„Slowlogistics,inaccurateforecasts,excessinventory(yogurt26/40days);threatfromWal-Mart;„Traditionalpatchfailed;RevampedBM(~13/40days)„B.ExamplesofindustriesmostdirectlyaffectedbySCBusinessModel1.Computer–Dell(directBM)2.Apparel–Benetton(QRBM)3.Wholesalers,retailers–Wal-Mart,7-11(QvsCBM,PullBM)C.FactorsleadingtoSCM(andlogistics)1.Shortenedproductlifecycle–3Cproducts,fashion,beverages,etc.2.Customers’raisedexpectations--informedconsumershavelowtoleranceforpoorquality,delays,stockouts,poorservices,etc.24/7services,e-services(e.g.28min.pick-up)3.Globalcompetition–globalsourcing(material,labor),manufacturing,marketing&distribution;WTO,NAFTAC.FactorsleadingtoSCM(andlogistics)4.ITandComm.Technologyadvancement–HighIT/Comm.capabilityatlowercost;anytime,anyplace;warehousing/order-pickingefficiency;EDI,RFID,etc.5.Enhancedtransportationcapability,(lower)cost6.Powershiftinthesupplychain–largeretailersmoredemandingandcommanding;dominatinganddrivingSCefficiency(e.g.Wal-Mart)„D、ADefinitionofSCM„Supplychainmanagementisasetofapproachesutilizedtoefficientlyintegratesuppliers,manufacturers,warehouses,andstores,sothatmerchandiseisproducedanddistributedattherightquantities,totherightlocations,andattherighttime,inordertominimizesystem-wisecostwhilesatisfyingservicelevelrequirements.III.SCMandCompetitivenessƒA.ClassicCompetitiveStrategies(M.Porter,1985)1.LowCost„ex：ClonePC,Wal-Mart,Carrefour2.Differentiation–quality,choice,feature„ex：Starbucks,NewBalance,GiantBicycle3.Focused(vs.Diversified)„ex：GE,EnterpriseRentalB.LaterCompetitiveStrategies4.QuickResponse,QRex：Benetton;7-115.Innovation–BusinessModelshiftex:DellCo.SupplyChainManagementsupportsallabovestrategies.C.MeasuresofCompetitiveness„A.Quality„B.Price„C.Timeliness„D.Service高品質高服務低价格高服務低時差D.SupplyChainManagementGoalsThemanagementofrelationshipswithupstreamsuppliersanddownstreamcustomerstodeliversu