供应链管理与运筹学(-36张)课件.ppt

1、 12-1McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management运筹学与供应链管理运筹学与供应链管理Operations Research and Supply Chain Management 12-2McGraw-Hill/IrwinOperations Management,Seventh Edition,by

2、 William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management第讲供应链简介 12-3McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management战略与设计 供应链

3、管理的基本概念和意义 供应链管理的基本理论 供应链管理与企业竞争力 供应链战略与设计 12-4McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management供应链管理的基本概念和意义什么是供应链？供应链是由原材料零部件供应商、生产商、批发商、零售商等一系列企业所组成。原材料零部件依次通过“链”中的每个企业，逐步变成产品，产品

4、再通过一系列流通配送环节，最后交到最终用户手中，这一系列的活动就构成一个完整供应链的全部活动。12-6McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management供应商供应商组件厂组件厂总装厂总装厂分销商分销商市场市场/客户客户 12-8McGraw-Hill/IrwinOperations Management,Seve

5、nth Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management 12-9McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management供应

6、链管理的基本思想 把整条“链”看作一个集成组织，把“链”上的各个企业都看作合作伙伴，对整条“链”进行集成管理。目的：通过“链”上各个企业之间的合作和分工，致力于整个“链”上物流、信息流和资金流的合理化和优化，从而提高整条“链”的竞争能力。12-10McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management 物流如何使其在

7、必要的时侯，流动到必要的地点如何使流动成本更低如何使流动过程中可能出现的偏差更小 信息流对物料的控制有赖于及时、可靠的相关信息“用信息取代很费钱的库存”资金流供应链管理的主要对象：三种流 12-11McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management为什么要提出供应链管理？1、降低成本的注目点从企业内部扩展到了外部

8、2、缩短产品的开发周期、生产周期、上市周期对企业竞争力越来越重要 一有必要注目整个“链”上物流和信息流的快速流动 12-12McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management3、企业越来越专注于自己的核心能力 一导致整个供应链变长；一更加需要“链”上各个企业加强合作；一更加突出了加强供应链管理的必要性4、企业越来

9、越需要与多个企业结成“联盟”，共同与其它“联盟”竞争 一“联盟”的盟友，首先是与本企业事业内容相关的上下游企业，即供应链上的其它成员为什么要提出供应链管理（续）？12-13McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management 典型的供应链 采购采购 接受接受 贮存贮存 运作运作 贮存贮存 生产生产 分销分销 12-

10、14McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management 制造业中典型的供应链供应商供应商供应商供应商供应商供应商贮存贮存制造制造分销分销零售零售顾客顾客贮存贮存分销分销零售零售顾客顾客分销分销零售零售顾客顾客 12-15McGraw-Hill/IrwinOperations Management,Seventh

11、Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management供应商供应商供应商供应商贮存贮存服务服务顾客顾客 服务业中典型的供应链 12-16McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights re

12、served.Supply Chain Management顾客是供应商最初的供应商顾客供应商顾客供应商顾客供应商最终用户 12-17McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management与供应商的基本关系：竞争还是合作？竞争竞争 合作合作买方以势压人买方以势压人供应商暂时妥协供应商暂时妥协双方互相戒备双方互相戒备用

13、高库存防止不确用高库存防止不确定性定性供应商数目很大供应商数目很大“伙伴伙伴”(”(Partner)Partner)关关系系双方共享信息，共同分双方共享信息，共同分析成本，共享利润析成本，共享利润买方向供应商提供多种买方向供应商提供多种援助援助供应商数目很少供应商数目很少 12-18McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain

14、Management供应链管理的益处组织益处益处Campbell Soup存货周转率加倍Hewlett-Packard供应成本减少 75%Sport Obermeyer利润加倍，销售增加 60%National Bicycle市场份额从 5%增加到 29%Wal-Mart世界上最大、获利最丰的零售商 12-19McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved

15、.Supply Chain Management供应链管理的要素决定最好的输送和贮存原料后勤确定设施的位置选址检测供应商的产品质量,delivery,and relations供应商评价供应商，支持生产运作采购在满足需求的情况下管理库存成本库存控制质量，规划工作加工把顾客的需要、制造过程和时间结合起来设计预测需要的数量和时间预测确定顾客需要什么顾客典型问题典型问题要素 12-20McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hil

16、l Companies,Inc.All rights reserved.Supply Chain Management物料移动图 12-5 接受接受 贮存贮存加工加工中心中心 加工中心加工中心加工中心加工中心 贮存贮存加工加工中心中心 贮存贮存 运输运输 12-21McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Managemen

17、t 生产率提高 文案工作减少 提前期缩短、存货减少 准时系统的简易 资金的电子传输 改善运作控制 减少书记劳动 精确性增加电子数据交换 12-22McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management流通配送环节管理的重要性 流通配送环节的链条越长，该环节对于产品竞争能力的影响越大 由于成品的附加值远远高于零部件的附

18、加值，该环节任何冗余的库存、时间上的延误、制造商和经销商之间的不友好关系都会给链上的各个成员带来高额成本“配送、流通是工业的黑色地带，是可以大量节省成本的地方。”P.F.德鲁克 12-23McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management如何进行流通配送环节的管理？1、设定合理的流通环节2、建立和保持合作伙伴关系

19、3、合理设定各个环节的库存 主要考虑因素：顾客服务水平和库存水平的平衡4、注意点之一：“牛鞭效应”（Bullwhip effect)12-24McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management1、设定合理的流通环节N？12-25McGraw-Hill/IrwinOperations Management,Seve

20、nth Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management 12-26McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management3

21、、合理设定各个环节的库存主要考虑因素：顾客服务水平和库存水平的平衡顾客服务水平的衡量：缺货率 12-27McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management4、注意点之一：“牛鞭效应”什么是“牛鞭效应”(Bullwhip Effect)？需求信息沿供应链的传递过程中其波动会被依次放大 12-28McGraw-Hil

22、l/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management05101520051015200510152005101520零售零售商商批发批发商商制造制造商商供应供应商商牛鞭效应（例）销售总公司销售总公司分销分销商商工厂工厂零售商零售商顾客顾客i)Barilla(意大利意大利面条制造商面条制造商)P&G批发商批发商3M(胶带胶带)零售商零售

23、商信息流信息流物流物流顾客顾客ii)P&G牛鞭效应（例）12-30McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management电子商务与供应链管理 电子商务的最重要意义不在于它创造了一个全新的行业，而在于它为众多的行业提供了一种有力的运作手段 电子商务在供应链管理中的应用 改变传统的B2B、B2C模式 改变供应链的结构 改

24、变供应链上三种流的流动模式 对供应链上各个企业收入和成本的影响 12-31McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management电子商务与供应链管理（续）12-32McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.Stevenson

25、Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management电子商务与供应链管理（续）12-33McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management电子商务对供应链运作的影响 电子商务与供应链上

26、的物流：-渠道的简化 -时间加速-设施集中化 -物流效率 电子商务与供应链上的信息流：-何时何地 -无与伦比的大量-信息个性化 -信息流对物流的拉动作用 电子商务与供应链上的资金流：-灵活的价格策略-价格差别化、个性化-支付方式与效率 12-34McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management电子商务对供应链绩效的影响 降低成本 交易成本，管理成本，库存成本，产品成本 缩短整个供应链的TTM（Time-To-Market)增大收入来源 改进顾客服务 增值服务 12-35McGraw-Hill/IrwinOperations Management,Seventh Edition,by William J.StevensonCopyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.Supply Chain Management案例讨论：从库存管理的角度分析降低从库存管理的角度分析降低“牛鞭效应牛鞭效应”的方法。的方法。