1、 University of Science and Technology of China 供应链管理供应链管理SCM全册精品完整课件全册精品完整课件 University of Science and Technology of China Introduction Supply Chain Management (3rd Edition) 5-2 University of Science and Technology of China 4-3 Competitive Strategy Supply Chain Strategy Efficiency Responsiveness Fac
2、ilitiesInventoryTransportation Information Supply chain structure Cross Functional Drivers SourcingPricing Logistical Drivers University of Science and Technology of China 4-4 Supply Chain Drivers Facilities Inventory Transportation Information Sourcing Pricing Chapters 5, 6 Chapters 10, 11, 12 Chap
3、ters 4, 13 Chapters 7, 8, 9, 16, 17 Chapter 14 Chapter 15 University of Science and Technology of China 4-5 Table of Contents Part I: Building a Strategic Framework to Analyze Supply Chains Part II: Designing the Supply Chain Network Part III: Planning Demand and Supply in a Supply Chain Part IV: Pl
4、anning and Managing Inventories in a Supply Chain Part V: Designing and Planning Transportation Networks Part VI: Managing Cross-Functional Drivers in the Supply Chain University of Science and Technology of China 4-6 Table of Contents Part I: Building a Strategic Framework to Analyze Supply Chains
5、Chapter 1: Understanding the Supply Chain Chapter 2: Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 3: Supply Chain Drivers and Metrics University of Science and Technology of China 4-7 Table of Contents Part II: Designing the Supply Chain Network Chapter 4: Designing Distributi
6、on Networks and Applications to e-Business Chapter 5: Network Design in the Supply Chain Chapter 6: Network Design in an Uncertain Environment University of Science and Technology of China 4-8 Table of Contents PART III: Planning Demand and Supply in a Supply Chain Chapter 7: Demand Forecasting in a
7、 Supply Chain Chapter 8: Aggregate Planning in the Supply Chain Chapter 9: Planning Supply and Demand in the Supply Chain: Managing Predictable Variability University of Science and Technology of China 4-9 Table of Contents PART IV: Planning and Managing Inventories in a Supply Chain Chapter 10: Man
8、aging Economies of Scale in the Supply Chain: Cycle Inventory Chapter 11: Managing Uncertainty in the Supply Chain: Safety Inventory Chapter 12: Determining Optimal Level of Product Availability University of Science and Technology of China 4-10 Table of Contents PART V: Designing and Planning Trans
9、portation Networks Chapter 13: Transportation in the Supply Chain University of Science and Technology of China 4-11 Table of Contents PART VI: Managing Cross-Functional Drivers in the Supply Chain Chapter 14: Sourcing Decisions in a Supply Chain Chapter 15: Pricing and Revenue Management in the Sup
10、ply Chain Chapter 16: Information Technology and the Supply Chain Chapter 17: Coordination in the Supply Chain University of Science and Technology of China 4-12 Reference Books Chopra Sunil Pentagon Criticized for Undersupply of Protective Vests, Washington Post . 4 Dec, 2003 What went wrong? Unive
11、rsity of Science and Technology of China Interceptor Body Armor Demand 8,593 Demand 77,052 Demand 210,783 Supply 23,900 University of Science and Technology of China Interceptor Body Armor Demand 9,586 Demand 108,808 Demand 478,541 Supply 40,495 University of Science and Technology of China Intercep
12、tor Body Armor Production October, 2002 Production capacity 3,000 plates per month October, 2003 Production capacity 25,000 plates per month Where should the production facilities be located? University of Science and Technology of China Crocs Crocs shoes are made from Croslite Extremely light Does
13、not skid Odor resistant Easy to wash The founders wanted to name the shoes something that captured the amphibious nature Alligator had already been taken University of Science and Technology of China General Map of Crocs Basic supply, production and distribution processes Compound Mold Assemble Pack
14、age R = throughput; T = flow time Example Inventory and throughput are synonymous in a supply chain University of Science and Technology of China 3-146 Inventory: Role in Competitive Strategy If responsiveness is a strategic competitive priority, a firm can locate larger amounts of inventory closer
15、to customers If cost is more important, inventory can be reduced to make the firm more efficient Trade-off Example 3.2 Nordstrom (target upper-end customers with high responsiveness) University of Science and Technology of China 3-147 Components of Inventory Decisions Cycle inventory Average amount
16、of inventory used to satisfy demand between shipments Depends on lot size Safety inventory inventory held in case demand exceeds expectations costs of carrying too much inventory versus cost of losing sales Seasonal inventory inventory built up to counter predictable variability in demand cost of ca
17、rrying additional inventory versus cost of flexible production Overall trade-off: Responsiveness versus efficiency more inventory: greater responsiveness but greater cost less inventory: lower cost but lower responsiveness University of Science and Technology of China 3-148 Inventory Metrics Average
18、 inventory (measured in units, days of demand, and financial value) Products with more than a specified number of days of inventory Fill rate (fraction of orders that were met on time from inventory) Fraction of time out of stock How could a grocery retailer use inventory to increase responsiveness?
19、 University of Science and Technology of China 3-149 Transportation Role in the supply chain Role in the competitive strategy Components of transportation decisions University of Science and Technology of China 3-150 Transportation Facts 7.7% 66.0% 3.8% 8.6% 2.8% 11.0% 0.1% 60.0% 12.4% 15.3% 10.8% 1
20、.4% 0.3% 32.7% 28.3% 16.5% 17.0% 5.1% Mode Freight value ($billions) Freight tons (millions) Freight ton-miles (billions) Air 777 10 15 Truck 6660 9197 1449 Rail 388 1895 1254 Water 867 2345 733 Pipeline 285 1656 753 Mulitmodal 1111 213 226 Freight shipments in America 2002 7.7% 66.0% 3.8% 8.6% 2.8%
21、 11.0% 0.1% 60.0% 12.4% 15.3% 10.8% 1.4% 0.3% 32.7% 28.3% 16.5% 17.0% 5.1% University of Science and Technology of China 3-151 Transportation Facts University of Science and Technology of China 3-152 Transportation: Role in the Supply Chain Moves the product between stages in the supply chain Impact
22、 on responsiveness and efficiency Faster transportation allows greater responsiveness but lower efficiency Also affects inventory and facilities University of Science and Technology of China 3-153 Transportation: Role in the Competitive Strategy If responsiveness is a strategic competitive priority,
23、 then faster transportation modes can provide greater responsiveness to customers who are willing to pay for it Can also use slower transportation modes for customers whose priority is price (cost) Can also consider both inventory and transportation to find the right balance Example 3.3: Laura Ashle
24、ylocates its main warehouses near the FedEx hub University of Science and Technology of China 3-154 Components of Transportation Decisions Network design and route selection network: collection of locations and routes route: path along which a product is shipped Mode of transportation: air, truck, r
25、ail, ship, pipeline, electronic transportation vary in cost, speed, size of shipment, flexibility In-house or outsource Overall trade-off: Responsiveness versus efficiency University of Science and Technology of China 3-155 Transportation Metrics Inbound/outbound cost (as percentage of sales) Inboun
26、d/outbound cost per shipment Shipment sizes Fraction transported by mode University of Science and Technology of China 3-156 A Fulfillment and warehousing locations Arizona, USA: Phoenix, Goodyear Delaware, USA: New Castle Indiana, USA: Whitestown, Munster Kansas, USA: Coffeyville Kentucky, USA: Cam
27、pbellsville, Hebron (near CVG), Lexington, and Louisville Nevada, USA: Fernley and Red Rock (near 4SD) Pennsylvania, USA: Carlisle, Chambersburg, Hazleton, and Lewisberry Texas, USA: Dallas/Fort Worth Ontario, Canada: Mississauga (a Canada Post facility) University of Science and Technology of China
28、 3-157 IKEA University of Science and Technology of China 3-158 Information Role in the supply chain Role in the competitive strategy Components of information decisions University of Science and Technology of China 3-159 Information: Role in the Supply Chain The connection between the various stage
29、s in the supply chain allows coordination between stages Crucial to daily operation of each stage in a supply chain e.g., production scheduling, inventory levels University of Science and Technology of China 3-160 Information: Role in the Competitive Strategy Allows supply chain to become more effic
30、ient and more responsive at the same time (reduces the need for a trade-off) Example 3.4: Andersen Windows Example 3.5: Dell University of Science and Technology of China 3-161 Components of Information Decisions Push (MRP) versus pull (demand information transmitted quickly throughout the supply ch
31、ain) Coordination and information sharing Forecasting and aggregate planning Enabling technologies EDI Internet RFID ERP systems Supply Chain Management software University of Science and Technology of China 3-162 Information Metrics Forecast horizon identifies how far in advance of the actual event
32、 a forecast is made Forecast errors measures the difference between the forecast and actual demand Ratio of demand variability and order variability measures the standard deviation of incoming demand and supply orders placed. Accurate information helps both efficiency and responsiveness University o
33、f Science and Technology of China 3-163 Information University of Science and Technology of China 3-164 Sourcing Role in the supply chain Role in the competitive strategy Components of sourcing decisions University of Science and Technology of China 3-165 Sourcing: Role in the Supply Chain Set of bu
34、siness processes required to purchase goods and services in a supply chain Single vs. multiple suppliers, supplier selection, contract negotiation University of Science and Technology of China 3-166 Sourcing: Role in the Competitive Strategy Sourcing decisions are crucial because they affect the lev
35、el of efficiency and responsiveness in a supply chain In-house vs. outsource decisions- improving efficiency and responsiveness Example 3.6: Cisco University of Science and Technology of China 3-167 Components of Sourcing Decisions In-house versus outsource decisions (profit Inflexible (more facilit
36、ies) Which products gain/lose weight in the production process? University of Science and Technology of China 5-255 Factor Influencing Network Design Decisions Macroeconomic factors Quotas, tariffs, and tax incentives Economic trade agreements: NAFTA, APTA, AFTZ Exchange rate and demand risk Differe
37、nt states or countries often offer economic incentives to companies that decide to set up shop there, including tax incentives and low-interest economic development loans How can trade agreements influence the number of facilities in a supply chain? University of Science and Technology of China 5-25
38、6 Factor Influencing Network Design Decisions Political factors Political stability Infrastructure factors Availability of transportation terminals, labor Most of Amazons distribution centers are located near airports Competitive factors Positive externalities (many stores in a mall makes it more co
39、nvenient for customers one location for everything the customers need) Should you locate your facility close to your competitors or far from them? University of Science and Technology of China 5-257 A Framework for Network Design Decisions PHASE I Supply Chain Strategy PHASE II Regional Facility Con
40、figuration PHASE III Desirable Sites PHASE IV Location Choices COMPETITIVE STRATEGY PRODUCTION METHODS Skill needs, response time PRODUCTION TECHNOLOGIES Cost, Scale/Scope impact, support required, flexibility COMPETITIVE ENVIRONMENT INTERNAL CONSTRAINTS Capital, growth strategy, existing network FA
41、CTOR COSTS Labor, materials, site specific GLOBAL COMPETITION AVAILABLE INFRASTRUCTURE REGIONAL DEMAND Size, growth, homogeneity, local specifications POLITICAL, EXCHANGE RATE AND DEMAND RISK TARIFFS AND TAX INCENTIVES LOGISTICS COSTS Transport, inventory, coordination University of Science and Tech
42、nology of China 5-258 Conventional Network Customer Store Materials DC Component Manufacturing Vendor DC Final Assembly Finished Goods DC Components DC Vendor DC Plant Warehouse Finished Goods DC Customer DC Customer DC Customer DC Customer Store Customer Store Customer Store Customer Store Vendor D
43、C 5-258 University of Science and Technology of China 5-259 Tailored Network: Multi-Echelon Finished Goods Network Regional Finished Goods DC Regional Finished Goods DC Customer 1 DC Store 1 National Finished Goods DC Local DC Cross-Dock Local DC Cross-Dock Local DC Cross-Dock Customer 2 DC Store 1
44、Store 2 Store 2 Store 3 Store 3 5-259 University of Science and Technology of China 5-260 Amazons Growth in the US In 1996, Amazon offered 2.5 million titles, yet stocked only 2,000 titles In 1997, Amazon stocked over 200,000 titles and reduced promised delivery times Seattle, WA Opened: 1996 Closed
45、: 2001 85,000 sq. feet Delaware Opened: 1997 220,000 sq. feet University of Science and Technology of China 5-261 Amazons Growth in the US Seattle, WA Opened: 1996 Closed: 2001 85,000 sq. feet Delaware Opened: 1997 220,000 sq. feet Amazon had to decide how many DCs it should have and where to locate
46、 them In 1998, Amazon expanded its product line (music, DVD) (1999: electronics, toys) (2000: health, kitchen) University of Science and Technology of China 5-262 Amazons Growth in the US Amazon executives turned to outside experts and used i2 Technologies Supply Chain Strategist software package Th
47、is software identified regions to consider for its distribution facilities based on factors such as supplier and customer locations, inbound and outbound freight rates, warehousing expenses, labor, and other cost factors After selecting the major regions, Amazons management narrowed its search based
48、 on additional factors such as tax rates, employment levels and the availability of suitable distribution facilities to lease University of Science and Technology of China 5-263 Amazons Growth in the US Seattle, WA Opened: 1996 Closed: 2001 85,000 sq. feet Fernley, NV Opened: 1999 322,560 sq. feet Delaware Opened: 1997 220,000 sq. feet Coffeyville, KS Opened: 1999 750,000 sq. feet Lexington, KY Opened: 1999
