Supply Chain Management Overview 供应链管理总览
Introduction
This course is part of a series of Supply Chain Foundation self study learning activities to provide you a solid base of supply chain knowledge to build upon. There are 14 modules in the series.
Each module will take approximately 90 minutes to complete. You may conveniently start and return to the course at any point.
When you have completed the course material, please complete the self-assessment examination to measure your level of understanding of the topic.
介绍
本单元课程是供应链基础自学教程活动系列的一个部分，这个教程的目的是给您学习和提高供应链知识打下一个坚实的基础。本系列共有13个单元。
完成每一单元课程将大约需要90分钟的时间，您可以很方便的开始和从本单元课程的任何一页继续。
当您学完本单元课程的内容后，请完成自我测试题以检验您对本单元课程内容的理解程度。
Overview of Program
This module is intended to provide you with general overview of SCM concepts. For some of you, this may be a review, while these concepts may be novel for others.
We will begin by identifying what the supply chain looks like. Next, we’ll discuss who are the key participants in the supply chain. Next, we’ll identify factors driving organizations to consider SCM strategies, and discuss the challenges facing these efforts. We’ll also provide some examples of companies we’ve identified as leaders in this area.
This will lead to a discussion of why SCM is important – and it’s impact on financial performance, customers, and our ability to do our job.
Self Study Modules:
6 Areas, 14 Modules
1 Warehouse
Warehousing
Warehouse Operations Ⅰ
Warehouse Operations Ⅱ
2 Inventory
Inventory Basics
Inventory Operations
3 Logistics
Transportation Overview
Transportation Operations
Transportation Planning
4 Procurement
The role of Purchasing
5 Production
Production Planning
Production Operations Strategic Perspective
6 Supply Chain Management
Supply Chain Management Overview
Analyzing Supply Chain Information
Supply Chain Planning
本课程的主要内容:
6个领域 14个单元
1 仓储
仓储介绍
仓储运作 Ⅰ
仓储运作 Ⅱ
2 库存
库存基础
库存运作
3 物流
运输总览
运输运作
运输编制
4 采购
采购的任务
5 生产
生产编制
生产运作的战略目标
6 供应链管理
供应链管理总览
供应链信息的分析
供应链编制
Overview: Module I
This module is intended to provide you with general overview of SCM concepts. For some of you, this may be a review, while these concepts may be novel for others.
We will begin by identifying what the supply chain looks like. Next, we’ll discuss who are the key participants in the supply chain. Next, we’ll identify factors driving organizations to consider SCM strategies, and discuss the challenges facing these efforts. We’ll also provide some examples of companies we’ve identified as leaders in this area.
This will lead to a discussion of why SCM is important – and it’s impact on financial performance, customers, and our ability to do our job.
总览
本单元课程目的是给您提供有关供应链(Supply Chain Management)概念的一个总览。对有些人来说，这些概念只是复习而已，但是对另一些人而言，这些概念则可能是全新的。
首先，我们将从认识供应链看起来像什么样子着手。接下来，我们将讨论在供应链中的主要参与者。然后我们要找出驱使企业去考虑供应链策略的因素，并讨论在做出这些方面的努力时所面临的挑战。我们也会举一些我们认为在这个领域是皎皎者的公司的实例。
以上将引出对以下内容的讨论：供应链管理为什么如此重要？其对财务状况、客户以及我们的工作能力的影响是什么？
Learning Objectives
After completing this module the learner will be able to:
Identify primary elements of supply chain management
Understand the role of supply chain management on competitive performance
Describe the relationship between inventory and information
Understand key metrics associated with supply chain management
学习目标
在完成本单元课程的学习以后，您应该能:
辨认供应链管理中的主要元素。
理解供应链管理在增强竞争力中扮演的角色。
描述库存(Inventory)和信息之间的关系。
理解与供应链管理相关的关键度量。
Table of Contents
Chapter Defining Supply Chain Management
Chapter Who is in the supply chain?
Upstream
Upstream
Internal functions
Chapter The importance of the supply chain
Results from research study
Skills required for supply chain leaders
Senior executive recognition
Chapter The impact of the supply chain on business
Impact on financial performance
Impact on the customer
Impact on ability to do our jobs
Chapter The relationship between inventory and information
How does information play a role in SCM
Substituting information for inventory
Chapter Supply Chain Management Key Performance Indicators for Customer Satisfaction
Key Measurements
Perfect Order
Summary
目录
节 供应链管理的定义
节 供应链的组成成员
上游
下游
内部职能部门
节 供应链的重要性
近期的调研结果
供应链领导者需要的技能
资深高级主管人员的共识
节 供应链对企业的影响
对财务状况的影响
对客户的影响
对我们工作能力的影响
节 库存与信息的关系
信息如何在供应链管理中发挥作用
用信息替代库存
节 在供应链管理中体现客户满意程度的重要绩效指标
主要度量标准
完美订单
总结
Defining Supply Chain Management
定义供应链管理
Definition of the Supply Chain
“The supply chain encompasses all organizations and activities associated with the flow and transformation of goods from the raw materials stage, through to the end user, as well as the associated information flows. Material and information flow both up and down the supply chain.”
Sourcing: R. Handfield and E. Nichols, “Supply Chain Redesign”, 2002.
供应链管理的定义
供应链包括了与产品从原料阶段到最终用户手中的流动及转变相关的所有组织和活动，也包括相关信息流动的所有组织和活动。物质和信息流在供应链中既可以往上游动也可以往下游流动。
来源: R. Handfield 和 E. Nichols, “Supply Chain Redesign”,2002.
What Do You Sell?
A Product Bundle or a Service Package
These include the tangible benefits and intangible attributes the customer recognizes, pays for, uses and/or experiences as well as all the contacts the customer has with your firm.
To begin with, it is important to note that companies no longer simply manufacture a product and ship it. Nor do they simply provide a service – as the service often involves having to manage physical products as well as information flows. Many companies also produce information products – is this a service or a product?
As you can see, the lines between products and services has blurred, so that when we think about the pharmaceutical business, we are really defining what we sell as a product bundle or a service package. In effect, there are tangible and intangibles associated with discovering, developing, and selling products.
你销售什么？
一系列产品或者一整套服务
这包括有形的和无形的属性，这些属性是消费者承认的，为之付费的，可以使用和/或者经历过的，还包括消费者与你公司的所有接洽过程。
首先，认识到公司不再是简单的将产品生产出来然后运出去是非常重要的，他们也不是简单地提供一种服务—服务通常包括管理实在的货物和信息流。许多公司也生产信息产品，这是一种服务还是产品呢？
正像你所看到的，产品和服务的分界已经很模糊了。举一个制药工业的例子，我们确实定义了我们所卖的哪些是产品哪些是服务配套。事实上，在发明、研制和销售产品的过程中，有些是有形的产品，有些是无形的产品。
Traditional View of Supply Chain Management
Now, let’s step back and review some principles regarding how we manage the product/service bundles within this entity called the supply chain. To begin with, as we noted earlier, all organizations either manufacture products, provide services that someone values, or in many cases, a combination of both. Traditionally, the operations function has had the primary responsibility for making sure this happens. The traditional way to think about operations is as a transformation process that takes a set of inputs and transforms them in some way to create valuable goods and services.
This is seen as follows:
供应链管理的传统观点
现在，回顾一下我们在这个称为供应链领域内如何管理产品和服务的一些定律。首先，正像我们在前面注意到的那样，所有的企业要么生产产品，要么提供别人认可的服务，要么两者兼有。在传统意义上，生产运作对保证这个过程顺利进行负有最主要的责任。传统观念对运作(operations)的认识是把一组投入按某种方法生产出有价值的产品和服务的一个转化过程。
如下图所示：
Traditional Transformation Process
Focusing on the traditional transformation process:
传统的转变过程
让我们来集中看一看传统的转变过程：
Example: Chair Manufacturing
Even for a product as simple as a chair, the range of activities that must occur to transform raw lumber into a finished chair can be overwhelming at first.
例子：椅子的生产
即使对椅子这样的简单产品，把木材最终变成椅子这样的生产活动其范围之广也会让人一开始受不了。
Example: Chair Manufacturing
Continuing the previous example:
例子：椅子的生产
接着前面的例子：
Different Functions in the Supply Chain - Traditional View of the Supply Chain
The supply chain spans activities of the value chain--raw material supply to the customer’s final purchase
供应链中的不同职能部门 - 供应链的传统观念
供应链横跨整个价值链活动-从原材料的供应到消费者的最终购买。
Organizational Boundaries
Information buffers and compartmentalization yield limited visibility. This results in:
组织边界
信息的迟缓和分隔会限制可视性(visibility)。
Transforming Supply Chains into Value Systems
A value system is a connected series of organizations, resources, and knowledge streams involved in the creation and delivery of value to end customers.
Value systems integrate supply chain activities, from determination of customer needs through product/service development, production/operations and distribution, including (as appropriate) first, second, and third tier suppliers.
把供应链转变成价值系统
价值系统是专注于创造价值，并把价值送到最终消费者手中的一系列相互关联的组织、资源及信息流。
价值系统融于供应链的活动之中：从判断消费者的需求到产品/服务的开发，生产运作及货物发送，包括第一、第二和第三层供应商(视具体情况而定)。
Barrier Exercise
As an exercise, list four of the “barriers” or “walls” that prevent operations from coordinating effectively with customers, logistics, and suppliers.
障碍练习
列出四种阻碍生产者有效地与消费者、物流和供应商协调的“屏障”或“壁垒”。
Exercise Answers
Some possible examples you might have listed include:
Lack of aligned metrics with customer service management
No representation on new product rollout teams
Lack of visibility into market forecasts, advertising campaigns, and promotions
Inability to communicate directly with suppliers
Administrative bureaucratic controls
Reluctance to change
Power struggles – distrust of other functions
练习题答案
你可能会列举出如下的一些例子:
缺乏与客户服务管理一致的评价尺度。
新产品推出团队无所作为。
缺乏市场预测、广告竞争及产品促销的可视性。
不能直接与供应商交流。
官僚掌权。
不愿意改变。
权力斗争—不信任其他的机构。
很显然答案远不止上面列出的这些。
Who is in the Supply Chain?谁在供应链中？
Forces Bludgeoning the Firm
As we noted earlier, the “traditional” model of supply chains is changing rapidly, and firms now realize that they need to transform their supply chains into value systems. Why? Because of the incredible competition being felt by pharmaceutical companies across the globe
驱使公司的大棒
正像我们先前注意到的那样，“传统”供应链的模型在快速地改变，公司现在意识到他们需要把供应链转变为价值链(Value Chain)。为什么？因为全球的公司都感到很大的竞争压力。
Supply Chain Management Drivers
Why are companies so interested in improving supply chain performance? There are several reasons:
Globalization and increased competition
Increasing customer expectations on service levels
Product proliferation
Shorter product life cycles
New technologies
Environmental issues
供应链管理的驱动力
为什么公司对改进供应链性能如此地感兴趣？原因如下：
全球化和竞争激化
顾客对服务水平的期望越来越高
产品的迅速增生
产品寿命周期的缩短
新技术
环境问题
Supply Chain Processes
Two points are important here. First, nearly all of supply chain management activities require coordination with other business functions, including engineering, marketing, and human resources. We will revisit the importance of cross-functional decision-making in supply chain management later. Second, operations management activities are information intensive. You do not have to be able to assemble a widget yourself to be a successful in managing the supply chain -- but you do have to make sure the right people and equipment are available to do the job, the right materials arrive when needed, and the widget is shipped on-time, at cost, and to specifications! Sound easy?
供应链程序
再者里有两点非常重要。首先，几乎所有的供应链管理活动要求其他业务部门的合作，包括工程、市场部和人力资源。我们后面会再强调供应链中的跨部门决策的重要性。第二点，生产管理活动是信息密集型的，你不必自己会组装一种产品来成功管理供应链，—但你必须保证有正确的人和设备来完成这个工作，当需要时，确保原料准确并且及时的到达，并能将成本低廉且符合要求的成品按时运出！看起来很简单？
Who is in the Supply Chain
So what does it take to build and improve supply chains and transform them into value systems? A good starting point is to define exactly who the participants are in the supply chain.
To do this, we also need to define the scope of the supply chain:
Supply chains may be internal or external to the organization
Internal supply chain -- that portion of the supply chain occurring within GSK
External supply chain -- that portion of the supply chain occurring outside of GSK (., upstream suppliers and downstream distributors)
供应链的参与者
怎样才能建立和改进供应链而且把它们转变为价值系统呢？精确地定义谁是供应链的参与者是一个很好的起点。
为了回答这个问题，我们也需要定义供应链的范围：
供应链对一个公司来说，可能是内部的也可能是外部的。
内部供应链-发生在公司内部的那部分供应链。
外部供应链-发生在公司外部的那部分供应链。(例如上游的供应商、下游的分销商）
从公司的观点来看，供应链包括上游的供应商，内部各职能部门和下游的消费者。
Supply Chain Management
At this point you may ask yourself:
If SCM spans all of these business processes, who is responsible for making it happen?
Whose role is it to manage supply chains?
Can it be a competitive advantage?
Who performs this function in today’s businesses?
Whose role is Supply Chain?
供应链管理
在这个阶段，你可以问自己以下几个问题：
如果供应链跨越所有这些业务程序，谁应负责实施这个跨越？
这能成为一个竞争优势吗？
在现在的业务中，谁来执行这项功能？
供应链管理应该是谁的职责？
Participants in the Process
The answer to that is: EVERYBODY! A recent study conducted at Michigan State University asked global managers what business functions would be integrated into their supply chain redesign strategies in the next five years.
供应链过程的参与者
答案是：每个人! 最近米歇根州立大学做了一项研究，这个研究是向全球的经理们咨询在今后的五年中哪些业务功能会被他们纳入他们的供应链重新设计策略中。
Exercise: Who is in Your Supply Chain?
As an exercise, spend some time filling in the question mark boxes in the diagram below. See if you can identify who the different participants in your company's supply chain is. Think of all of the possible types of inputs required, and who provides them. Try to think of the different tasks and roles that each supply chain participant plays in delivering value to the end customer?
练习：谁在你的供应链中？
请花一点时间完成填充下面图中问号部分的练习。试一试你是否能说出谁是供应链的不同的参与者。想一想所有的可能的需要输入类型和是由谁来提供这些输入。尽量想一想每一个供应链的参与者在把价值传递给最终消费者的过程中担任的不同任务和所起的作用。
Your Supply Chain
Who did you come up with that is part of your supply chain? One set of possible participants might look like the bellow diagram(a big pharmaceutical company as an example).
你的供应链
你想出你公司的供应链的参与者有哪些？下面的图中是以某个制药公司为例的一组参与者。
Exercise: Internal Functions
The different processes used in transforming the inputs provided by the supplier network.
For example, order-processing translates customer requirements into actual orders, which are put into the system.
Who are the critical internal functions in your company's internal supply chain?
练习：内部部门(Function)
使用不同的过程来转变网络供应商提供的投入。
例如，订单处理把消费者的要求转变为真正的订单而进入系统内部。
在内部供应链中哪一些内部职能部门是至关重要的？
Exercise: Internal Functions - Answers
Okay – let’s see how you did. The first group of participants in supply chain are those people and processes that are within your company.
A firm’s internal functions include the different processes used in transforming the inputs provided by the supplier network. In the case of an automotive company, this includes all of its parts manufacturing (., stamping, power train, and components), which are eventually brought together in actual automobiles. Coordinating and scheduling these internal flows is challenging, particularly in a large organization.
Another important internal function is manufacturing management, which translates orders into actual production tasks. This may involve working with materials requirements planning (MRP) systems, scheduling work centers, employees, capacity planning and maintaining machines. Logistics ensures that the product are shipped in a timely manner, and replenish inventories at different points in the global logistics network. Purchasing ensures that the raw materials and indirect materials and services are available to supply the manufacturing and logistics network with inputs to meet customer demand.
练习：内部部门-答案
让我们来看看你做得怎么样？企业供应链中的第一组参与者是公司内部人员及生产操作程序。
一个公司的内部部门包括用来把网络供应商提供的投入进行转变的不同程序。以汽车制造公司为例，它包括其所有零件的生产(例如：冲压，传动器和部件)，并把这些零件最终组装成汽车。协调这些内部流程是颇具挑战性的，特别是在大公司中。
另一个内部部门是生产管理，它将订单转化为实在的生产任务。这包括同原料需求计划系统、工作进度中心、工人、生产能力规划和机器维护修理各部门的合作。物流可以确保货物得以及时运送，并在全球物流网络的不同点补充存货。采购可以保证原料、间接材料和服务能提供生产和物流网络的输入以满足消费者的需求
Upstream Supplier Network
The upstream supplier network consists of all organizations that provide inputs, either directly or indirectly, to the focal firm.
Discussion:
Who are the participants in your company's supply network?
Who manages the supplier network?
上游供应商网络
上游供应商网络由所有直接或间接乡中心厂家提供投入的所有机构组成。
讨论：
你的公司的供应网由哪些供应商组成？
谁来管理供应商网络？
Upstream Supplier Network - Results
The second major part of supply chain management involves upstream external supply chain members. In order to manage the flow of materials between all of the upstream organizations in a supply chain, firms employ an array of personnel who ensure that the right materials arrive at the right locations at the right time. The purchasing function serves as the critical interface with the upstream supplier.
Purchasing managers are responsible for ensuring that:
The right suppliers are selected
These suppliers are meeting performance expectations
Appropriate contractual mechanisms are employed
A good relationship is maintained with these suppliers
上游供应商网络 - 答案
供应链管理的第二个主要部分包括上游外部供应链的成员。为了在供应链中管理这些上游组织之间的物质流，有的公司雇佣专人来保证正确的材料在正确的时间到达正确的地点。采购部门起到一个作为与上游供应商重要界面的作用。
采购经理负责保证：
选择正确的供应商
这些供应商的表现符合期望
运用合理的合同机制
与供应商保持良好的关系
Downstream Distributive Network
The downstream distributive network consists of all of the
organizations, processes, and functions that the product passes
through on its way to the end customer
Examples of this are:
Logistics network design
Packaging
Warehousing
Transportation
Order processing
Materials handling
Finished goods inventory management
Discussion:
Who is in the downstream network in your company's supply chain?
下游分销网络
下游的分销网络由产品到消费者手中的整个过程中所经历的组织、过程和各职能部门组成。
这样的例子有：
物流网络设计
包装
库存
运输
订单处理
货物的搬运和装卸
成品库存管理
讨论：
你公司的下游网络是由哪些元素组成的？
Downstream Distribution Network - Results
Finally, a firm’s external downstream supply chain encompasses all of the downstream organizations, processes, and functions that the product passes through on its way to the end customer.
Entities here may include large distributors such as UPS, FedEx, DHL and retailers such as Walmart, Tesco, Carrefour and Home Depot. Logistics and marketing are the primary internal functions that interface with this downstream distributive network.
下游分销网络 - 答案
最后，一个公司的外部下游供应链包括产品在整个过程中所经历的所有下游组织、过程及功能部门。比如：成品的库存、仓库、分销网络、运输的提供者和商业销售操作。
这里的实体包括大的发送商譬如UPS、FedEx、DHL 和零售商譬如Walmart、Tesco、Carrefour、Home Depot等等。物流和市场营销是与下游的分送网络接触的主要内部部门。
And Let's Not Forget the End Customer
We can’t forget about the customer – as they are the most important part of the supply chain.
让我们不要忘了最终的顾客
我们不能忘了顾客，因为他们是供应链中最重要的组成部分！
Other Chain Participants
We also can’t forget that the participants who ultimately determine the success of a product in the market.
供应链的其他参与者
我们也不能忘了那些最终决定产品在市场上成功的其他参与者。
Supply Chain Management
Supply chain management (SCM) is the integration and
management of supply chain organizations and activities
through:
Cooperative organizational relationships
Effective business processes, and
High levels of information sharing
to create high-performing systems that provide company, its
suppliers, and customers a sustainable competitive advantage.
What does it all mean?
定义供应链管理
供应链管理通过下面几个方面来集成和管理供应链中的组织
活动：
密切的组织合作关系
有效的商业过程
高层次的信息共享
以及给公司本身、其供应商和顾客提供一个具有持续性竞争优
势、表现良好的系统。
Importance of the Supply Chain供应链的重要性
供应链的复杂性在增加
一些在供应链中可能令人头痛的问题：
埋没在数据中—既有现存的交易/生产系统的数据也有外部供应链参与者的数据。
不能利用这些数据将他们的分析结果应用到提高供应链绩效和新产品推出方面。
部门屏障阻碍信息的可视性—限制决策人获得到重要的数据。
具有多变的包装和不同物流规则的高度复杂的国际市场。
假货的增加。
公司合并使情况更加复杂。
法律法规的挑战。
Supply Chain Complexity is Increasing
Companies are facing common pains across the supply chain:
Inundated with data – from both existing transactional / operational systems and external supply chain participants
Unable to leverage this data to analyze and generate insights into extended supply chain performance and new product launches
Unable to create information visibility across functional silos– restricting decision-maker access to critical data
Highly complex global markets with diverse packaging and logistics regulations
Counterfeiting is on the rise.
Consolidations make it more difficult.
Is Supply Chain Management a Differentiator?
Despite the increasing complexity of supply chains in many industries, many manufacturers have not substantially altered their approaches to logistics and supply chain management – and this is catching up with them. This raises the questions:
Is Supply Chain Management a differentiator of competitive advantage today?
What about 5 years from today?
What about in 10 years?
有了供应链管理情形会不同吗？
虽然许多工业的供应链越来越复杂，但是许多制造商还没有实质性地改变他们对物流和供应链的管理方法—而这正在对他们产生不利的影响。问题是：
供应链管理在当今是改变竞争优势的决定性因素吗？
五年后会如何呢？
十年后又会如何呢？
Impact of Demand/Supply Management
55%
22%
2507%
Intel
-11%
3%
432%
Motorola
-26%
12%
228%
Toyota Motor
-47%
7%
172%
Daimler Chrysler
284%
8%
199%
Wal-Mart
-62%
-2%
109%
Kmart
1025%
8%
208%
Best Buy
-33%
4%
162%
Circuit City
Five Year Cumulative Market Return
ROA
GMROI
If you look at other industries – the answer to the question of whether supply chain management makes a difference is a resounding YES! One measure of supply chain performance is gross margin return on inventory or GMROI. Research shows that companies that have increased their gross margin return on inventory (which translates to profit margin divided by inventory holdings) have had a significantly higher level of return on assets – which in turn results in a significant improvement in terms of their stock market returns…the message here is clear – improved management of the supply chain is rewarded by the stock markets.
Avg. Inventory Investment
Achieved Gross Margin
=
GMROI
需求/供应管理的影响
供应链管理是否会使情况有所不同？答案是绝对肯定的。供应链表现的一个指标是库存总利润回报(Gross Margin Return on Inventory or GMROI)。研究显示库存利润回报率(用利润除以持有的库存数)增加的公司具有相当高的资产回报(Return On Assets or ROA)—因而导致他们的股市的回报大幅度地提高。在这里要表达的信息很明显—股市会回报改进了的供应链管理。
55%
22%
2507%
Intel
-11%
3%
432%
Motorola
-26%
12%
228%
Toyota Motor
-47%
7%
172%
Daimler Chrysler
284%
8%
199%
Wal-Mart
-62%
-2%
109%
Kmart
1025%
8%
208%
Best Buy
-33%
4%
162%
Circuit City
五年累计市场回报
ROA
GMROI
平均库存投资
获得的总利润
=
GMROI
"Glitches" Are Costly
The converse is also true – a poorly performing supply chain will be punished by the stock market. A recent study of supply chain “glitches” revealed that this was the case. The majority of supply chain glitches occur due to lack of alignment between demand planning and supply planning, which results in too much or not enough inventory, or too much/not enough capacity.
小故障(Glitches)的代价昂贵
如果说股市会回报改进的供应链管理，相反的情形也是成立的—表现糟糕的供应链表现会被股市惩罚。最近的供应链研究显示这是事实。大部分的供应链由于在规划和供应计划之间缺乏一致性，导致库存过多，存货不足或者生产能力过剩/不足。
Supply Chain Challenges Exercise
List what you think are the top five challenges that your company faces in improving supply chain performance.
供应链挑战的练习
列出你认为你的公司面临的供应链绩效的5个最大挑战。
Top Barriers to Supply Chain Performance
Let’s compare your responses to those of senior executives who responded to the same question of the biggest supply chain challenges facing them. Our recent research of key problems and challenges facing executives show that most executives agree on the challenges faced in implementing integrated supply chain. In the focus groups with over 50 executives conducted by Dr. Robert Handfield, executives were asked them what the major problems and challenges were that they faced in their supply chain initiatives.
供应链绩效的最大障碍
让我们来比较一下你的答案与那些资深高级主管的答案。我们最近对高级主管们所面对的主要问题和挑战的研究表明大多数高级主管同意，实施集成供应链是一大挑战。由我们做的有50多位高级主管参与的重点小组调查中，主管们对在供应链管理中所遇到的最大问题和挑战是什么做出了回答。
Top Barriers to Supply Chain
Performance - Continued
Number 1 on this list was relationship management – the ability to maintain a positive cooperative approach when faced by an economic downturn. Every single executive we met with concurred that managing supply chain relationships and building trust was something that was a barrier to improved performance.
One representative comment from a VP of Global Procurement was as follows: I am currently focused on building a Supply Chain which is geographically located with the supply base. This is a huge advantage as Value Chains can not overcome the time zone - same day impact. The core advantages of key supplier relationship management are also local and can not be overcome by distance. If we can automate human behavior in these management systems the value chain will really gain speed.
供应链表现的最大障碍 - 续
在表中列在第一位的是人际关系管理，即在经济不景气时维持一种积极合作关系的能力。每一位我们访问的高级主管都承认对供应链中各种关系的处理和建立信任是提高供应链表现水平的关键。
下面是一家全球采购公司总裁的很有代表性的一段评论：“我现在专注于建立一个在地理位置上与供应基地很靠近的供应链。这是很大的优势因为价值链不能克服时区的局限—当日效应。与主要供应商关系管理的核心优势在于本地化，距离带来的不便很难被克服。如果我们能在这些管理系统中把这些人为行为自动化，价值链真的会很快地增长。”
Other Barriers to Supply Chain Performance
Some additional barriers identified in the Handfield/Giunipero study were:
Other problems involved creating a customer focus in supply chains where people are often in a “silo” mentality. People may try to optimize their individual function, but forget about the impact on other functions, or worse, the impact on the customer. Creating a customer-focused supply chain remains a challenge. How do we capture end user requirements and build these into our supply chain footprint?
其他影响供应链表现的其它障碍
在Handfield/Giunipero的研究中发现的其他障碍有：
在试图建立一个以客户为中心的供应链时，人们却经常处在屏蔽的心理状态。人们可能会尽可能的优化个人做业，而忽略了对其他部门的影响，或者更糟糕的是，忽略了对客户的影响。创造一个以客户为中心的供应链仍然是一个挑战，我们怎样才能获得最终用户的需求信息，然后把它们结合到我们供应链的步骤之中呢？
Skills In Demand For Supply Chain Managers
A survey of 54 executives conducted in 2003(CAPS Project, Handfield and Giunipero, 2003) reveals that the top Skills In Demand For Supply Chain Managers will include:
Ethical behavior in dealing with suppliers and customers.
Effective negotiation skills.
Ability to make good decisions faced with uncertainty.
Effective interpersonal communication – the ability to convince people of the need for improvement.
Good common sense.
Assessing the potential for unethical situations.
Decision-making and problem solving
Influencing people and persuading them to adopt a broader supply chain perspective
Resolution of conflicts between supply chain participants
Problem solving skills.
供应链经理需要的技能
在2003年所做的与54位高级主管的调查(CAPS Project, Handfield and Giunipero, 2003)还揭示物流经理所需的最重要的技能包括：
在与供应商和客户打交道时的符合道德的行为
很有效的协商技巧
面对不确定的情形有能力做出正确的决策
良好的与人沟通能力—能说服别人，产生对改进的需要
通情达理
对潜在的不道德情形的评价能力
决策能力和解决问题的能力
影响、说服别人采纳更宽阔的供应链视野的能力
解决供应链参与者之间的矛盾的能力
解决问题的技巧
Impact of the Supply Chain on the Business供应链对业务的影响
Future Importance of Supply Chain Management
In the CAPS survey mentioned earlier, it was also found that the majority of executives view SCM as a strategy that will continue to grow in importance in the years to come.
供应链管理对将来的重要性
在前面提到的调查中，我们也发现大部分高级主管认为供应链管理是一个在今后几年中重要性不断提高的策略。
SCM as a Competitive Business Strategy
As you can see, supply chain management is an important business strategy that will affect multiple areas of the business.
供应链管理作为企业的一种竞争策略
正如你所看到的，供应链管理是一种可以对企业产生多方面影响的重要企业战略。
The Financial Impact of Supply Chain Management
To show you how SCM can drive up profits and improve return on investment, consider the following example.
A company selling a product has sales of £ billion, with merchandise costs of £ billion, and a pre-tax earnings of £168 million. From their balance sheet, we also note that their merchandise inventory is £ billion, with total assets (including capital, equipment, buildings, etc.) of £ billion.
Earnings & Expenses (‘000)
Sales £2,915,664
Merchandise costs £2,096,331
Pre-tax earning £ 168,253
Selected balance sheet items (‘000)
Merchandise Inventory £2,104,845
Total assets £6,344,651
供应链的财务影响
为了证明供应链管理怎样能驱动利润和提高投资回报，我们来考虑下面的例子：
一个销售某种产品的公司的销售额为￥29亿，产品的成本为￥21亿，税前盈利￥亿。从资产负债表中，我们发现他们的商品库存价值为￥21亿，总资产（包括资金、设备、厂房等等）总共￥63亿。
￥6,344,651
总资产
￥2,104,845
商品库存
有选择的资产负债表款项(‘000)
￥168,253
税前盈利
￥2,096,331
商品成本
￥2,915,664
销售
盈利和成本(‘000)
Financial Analysis Exercise
To see what lies in the realm of the possible, let’s conduct a “What if” analysis. As an exercise, determine:
What would be the firm’s profit margin if merchandise costs could be reduced by 3%?
How might the company reduce their merchandise costs by 3%?
财务分析练习
为了找出那些可能的因素，让我们来做一个“如果这是真的，会怎样？”的练习。作为一个练习，请确定:
如果产品的成本降低3%，公司的利润是多少？
有什么可能的办法能让成本降低3%呢？
请下载附带的电子表格来完成这个练习。
Impact of 3% Cost Savings
If you did your calculations correctly, you would be able to find that profit margins would increase to £231,143. Why? Because any savings in merchandise costs would go directly “to the bottom line” – that is to say, directly to the profit margin! Here's how the calculation was done (also available for download as an Excel worksheet here):
Earnings & Expenses
Merchandise costs £2,096,331
minus 3% savings: - £62,890
£2,033,441
Pre-tax earnings £168,253
plus 3% saving: + £62,890
£231,143
New pre-tax profit margin would be (£231,143 / £2,915,664) = %
Pre-tax profits would increase 37%
节约成本3%所造成的影响
入果你的计算是对的话，你应该能发现利润会增加至￥231,143，为什么？因为任何产品成本的减少都会直接影响“账本盈亏结算线”，也就是说，直接导致利润率的改变！下面是计算的过程(也可以在这里点击电子表格下载)。
￥231,143
+ ￥62,890
加上3%节省:
￥168,253
税前利润率
￥2,033,441
- ￥62,890
减去3%节省:
￥2,096,331
商品成本
盈利和成本
公司新的利润是(￥168,253 + ￥62,890)=￥231, 143。
新的税前利润率是(￥231,143/￥2,915,664)=%。
税前利润提高37%。
Effect on Balance Sheet
The 3% reduction in merchandise costs would effect the balance sheet as follows:
Selected Balance Sheet Items
Merchandise Inventory £2,104,845
minus 3% savings: - £62,890
£2,041,955
Total Assets £6,344,651
minus 3% savings: - £62,890
£6,281,761
Return on assets would increase by 39%
对资产负债表的影响
3%的产品成本的节约会影响资产负债表，如下所示：
￥6,281,761
- ￥62,890
加上3%节省:
￥6,344,651
总资产
￥2,041,955
- ￥62,890
减去3%节省:
￥2,104,845
商品库存
有选择的资产负债表款项
资产回报会增加39%。
Compared to Growth in Sales
What would be the equivalent growth in sales required to have this same effect on profit and ROA?
SmallPharmaCo would have to increase sales by (£62,890 / %) = £ billion to have the same impact!
In addition, the new ROA is (£231,143 / £6,281,761) = %
与销售增长的比较
相比较，需要增长多少销售才能与节约产品成本产生同样的利润和资产回报？
SmallPharmaCo销售必须增长(￥62,890/%)=11亿才能有同样的影响!
另外，新的资产利润率是(￥231,143/￥6,281,761) = %。
Reducing Merchandise Costs
There are numerous potential ways to reduce merchandise costs:
Leveraging purchases from suppliers
Reducing waste and obsolescence
Reducing cycle time, which reduces the amount of time that you are able to respond to customers, which eliminates inventory in the pipeline
Consolidating warehouses to reduce inventory stocking points and reducing total inventory
Working with customers to serve them better with less inventory
如何降低商品成本
降低商品的成本有很多潜在的方法：
对供应商施加影响以改变购买价格。
减少浪费和废弃。
缩短循环周期，这样可以缩短对顾客做出反应的时间，同时而消除管道库存的存在。
合并仓库以减少存货点和降低总存货量。
与顾客密切联系以较少存货向他们提供更好的服务。
Supply Chain Management Impacts the Customer
In summary, we need to remember three important points about the supply chain:
Until the customer decides to buy a product for his final usage, the rest of us are all shuffling his money back and forth among supply chain members. Everyone in the supply chain should be focused towards improving value for the end customer.
It is shortsighted for businesses to believe they can solve their cost problems by punishing suppliers and distributors. Shifting costs and quality problems without solving root causes is inherently unstable and unsuccessful over the long term. So the best supply chains will solve problems, figure out the best solutions, and share the benefits among their members.
Supply chain management is not just about cost. It’s about the total content of a final product, including quality, technology, delivery, and after-sales service. If we can’t manage the total content, we will be unable to meet the needs of our customers.
供应链管理对顾客的影响
总之, 我们需要记住关于供应链的三个要点:
在顾客决定买一种产品为其最终使用之前, 我们其余的人全都是将他们的钱反复在供应链成员之中重组。供应链中的每一个人应该专注于如何为最终顾客提高价值上。
企业相信他们能通过惩罚供应商和经销商解决他们的成本问题是一种短见的行为。转嫁损失和质量问题而不真正解决根本原因，从长远来看会导致必然的不稳定和失败。所以最佳的供应链将会解决问题, 推出最佳方案, 并且在他们的成员之中分享收益。
供应链管理不仅仅是关于费用的管理。它是对一个最终产品所包括的所有内容的管理，包括质量、技术、交货、及售后服务。如果我们无法管理全部的内容, 将无法满足顾客的需要。
Importance of Information and Inventory in the Supply Chain供应链中信息和库存的重要性
Key Supply Chain Management Concepts
Supply chains consist of flows of information and material:
重要的供应链管理概念
供应链包括信息和物质的流程:
Supply Chain Management
The customer is interested in the system yield, so:
We must synchronize the requirements of the final customer with the flow of the chain
Balance customer service with cost
From an operational perspective, this requires an understanding of the parts as well as the relationships...to be able to manage effectively
供应链管理
顾客对系统效益感兴趣，所以:
我们必须将客户的要求与供应链流程相协调。
使客户服务与成本开支相称。
从运作的观点来看，为了能有效地管理，需要对局部和各方关系有所理解...
Supply Chain Management Tasks
Supply Chain Management can be broken down into two primary tasks:
Managing the “flow” of materials and information within and between the supply chain member organizations.
Developing and maintaining the “appropriate” relationships within and between the supply chain member organizations.
供应链管理的任务
供应链管理可分为两个主要的任务：
管理在供应链各成员组织之间及各成员组织内部的材料和信息的“流动”。
在供应链成员组织内部及之间发展和维护融洽的合作关系。
Supply Chain Management Definition
We have previously defined Supply Chain Management as:
Supply chain management (SCM) is the integration and management of order fulfillment processes, organizations, and activities through cooperative organizational relationships, effective business processes, and high levels of information sharing to create high-performing value systems that provide company, its customers and its suppliers a sustainable competitive advantage.
供应链管理的定义
前面我们已经对供应链管理做了定义：
供应链管理(SCM)是对订单履行程序、组织和组织活动的管理及整合的过程。通过组织间融洽的合作关系、高效的业务流程、高层次的信息分享，创造一个高性能的价值系统，以此来给公司、公司的客户及其供应商提供一个可持续性竞争优势。
Exercise: True Cost of Inventory
The cost of holding inventory is a major impact on the supply chain. Nevertheless, pharmaceutical companies in general do not pay as much attention to inventory, even though it is a significant cost. What do you think is the annual cost of holding inventory, as a percentage of the value of that inventory is for each of the following elements?
_____ %
Deterioration Obsolescence
_____ %
Shrinkage
_____ %
Storage
_____ %
Handling
_____ %
Insurance
_____ %
Taxes
_____ %
Cost of Capital
练习:估算真实的存货成本
花在保持库存上的开销对供应链有重大影响。尽管这是一笔很大的费用，然而许多公司对库存还是没有给于很多的关注。您认为下列各项库存的价值占保持年度存货费用的百分比是多少?
_____ %
变质和废弃
_____ %
耗损
_____ %
储藏
_____ %
搬运装卸
_____ %
保险
_____ %
税
_____ %
资金成本
Exercise: True Cost of Inventory
Exercise: True Cost of Inventory
Total 24 - 38 %
2 - 3 %
Deterioration Obsolescence
2 - 3 %
Shrinkage
1 - 2 %
Storage
1 - 2 %
Handling
2 - 3 %
Insurance
1 - 5 %
Taxes
15 - 20 %
Cost of Capital
练习: 估算真实的库存成本
以一家制药公司为例，库存保持成本(holding cost)的估计是:
总共 24 - 38 %
2 - 3 %
变质和废弃
2 - 3 %
耗损
1 - 2 %
储藏
1 - 2 %
搬运装卸
2 - 3 %
保险
1 - 5 %
税
15 - 20 %
资金成本
Effects of Supply Chain Management
The integration and management of supply chain activities to achieve a sustainable competitive advantage yields:
Lower total cost
Improved customer service and quality
Reduced time-to-market
供应链管理的作用
整合、管理供应链活动以达到一个可持续发展的竞争优势。
降低总成本
提高客户服务和产品质量
缩短产品推向市场的时间
Supply Chain Information Flows
Can Information flows be substituted for inventory?
Information flows involve the planning, coordinating, and controlling of materials, parts, and finished products from suppliers to the final customer
供应链的信息流
信息流能用存货来替代吗?
信息流包括从供应商到最终客户之间的计划、协调及对材料、零件和成品的控制。
Customer Demand Planning
One means of substituting information flow for inventory is through the use of customer demand planning, which consists of:
Customer collaboration to understand future product/service needs and demand requirement
Real-time sales data collection – “sense and respond” capabilities
Single set of shared forecasts across technology / functional groups / SBU’s / supply chain partners
Shared technology roadmaps – joint understanding of future new product/service requirements
顾客需求计划
用信息流替代存货的一种办法是使用顾客需求计划，它包括:
与顾客合作以了解其对产品/服务在未来的需求
实时销售数据搜集—“感觉和反应”能力
一套跨越技术/各职能部门/SBU ‘s/供应链伙伴的预测共享
共享技术路线—对未来新产品/服务要求的共同理解
Forecast Sharing
A single forecast can be developed and shared across all groups as follows:
预测共享
单个预测可以像下图中所示展开并在各个组织之间共享。
Understanding Demand Drivers
Understanding demand drivers behind the need for a product is of paramount importance in demand planning. Of most importance is end demand and product mix. When measured at an aggregate level, there often appears to be few patterns, and a wide mix of SKU’s or customer requirements.
However, many companies are now finding that they can do a lot better job of deriving the underlying patterns of demand. A typical pattern often emerges, even across industries:
了解驱动需求的关键因素
了解客户对某一产品产生需求背后的驱动因素在需求计划中有着至高无上的重要性。而其中最重要的是末端需求和产品结合。当在总体水平衡量时，通常显示只有很少的几种模式以及SKU或顾客要求的一个广泛混合。
但是，许多公司现在发现他们能在挖掘潜在的需求结构方面做得更好。一个典型的模式经常涌现出甚至横跨不同工业的情形:
Exercise: Customer Forecasting
Fill in the blanks and identify who are the primary participants that are involved in creating a global demand forecast for certain products, and who is this information sent to for planning purposes within the Global Supply organization.
练习: 顾客预测
填充空白处然后辨认，针对某公司的产品，谁是建立一个全球性需求预测系统的主要参加者，并且表明在全球供应组织之内这些用来规划的信息都发送到谁那里。
Exercise: Customer Forecasting
One possible set of answers might be as follows(a big pharmaceutical company as an example):
练习: 顾客预测
一套以某制造公司为例的答案如下:
A Best Practice - Long's Drug Stores
To provide an example of how better information sharing can result in lower inventory and improved customer service, consider the example of Long’s Drug Stores. This US chain set about driving a focused improvement project with the target of “never empty shelves”.
Major US drug chain with more than 400 retail outlets and £ billion in annual sales
Founded 60 years ago
Corporate Target: “Never Empty Shelves”
最佳的实践例子 - 常氏药店
为了提供一个更好的例子来说明信息共享如何能导致降低存货和改善顾客服务，我们来借鉴和思考一下常氏药店的例子。这个美国连锁集团在推动一个着重改进项目，以实现“没有空货架” 的目标。
主要美国药物连锁店，超过400家零售批发分店和年销售二十二亿美元。
建立于60年前。
公司目标:"没有空货架"。
A Best Practice - Long's Drug Stores
Long's Drug Stores Faces Many Challenges:
Price pressure from HMO’s
Medicare / Medicaid cutbacks
Poor data – ‘000,000’s of SKU’s
Different systems for DC’s, inventory management at stores, and transportation
Heavy manual maintenance of systems
Pharmacists often spent more time on computers then with customers!
最佳的实践例子 - 常氏药店
常氏药店面对许多的挑战：
从HMO(health maintenance organization)的价格压力
Medicare/Medicaid美国两大联邦政府医疗扶助方案的缩减
劣质的数据-几十万种货物单元(SKU)
分发中心、商店库存管理和运输所用的不同系统
繁重的手工系统维护
药剂师在计算机上花费的时间经常比在顾客身上花的时间还要多!
A Best Practice - Long's Drug Stores
Long’s developed a new system that used the data available from its stores and reduce the so-called “burden of guesswork” for its products. LDS with the help of NONSTOP (an outside contractor hired to analyze the demand patterns) analyzed its past two years demand data at both the retail stores and the distribution centers to not only understand the seasonality but the reasons of spikes and dips in demand. LDS also did a “day of the week” sales analysis.
最佳的实践例子 - 常氏药店
常氏药店开发了一个新系统，它使用从它的商店得到的数据，减少了对其产品的所谓“猜测负担” 。常氏药店在NONSTOP的帮助下(一个被聘用来分析需求模式的外部合同商) 分析了它过去二年在在零售店和分配中心的需求数据，这样不仅了解了需求的季节性而且了解了需求增加和降低的原因。常氏药店也做了一个“星期的一天“的销售分析。
A Best Practice - Long's Drug Stores
Great Benefits Achieved Through Integration of:
Forecasting
Inventory Control
Ordering
Warehousing
Transportation Planning
Vendors
最佳的实践例子- 常氏药店
通过集成化达到的极大好处:
预测
存货控制
定货
仓储
运输计划
零售商
A Best Practice - Long's Drug Stores
The benefits were significant from this approach. As you can see, Long’s was able to both improve customer service AND reduce inventory – which allowed the company to grow and invest in expanding its business in other parts of the United States.
Some additional benefits were:
Product availability at the store is at 99%
Inventory at the DCs down by 65%, and 38% at store level from 1997 levels
Overall drug products inventory down by 48%
Value of cost of inventory $90M
Released $90 million of capital tied up in inventory – allowed Long’s to acquire 20 stores of the Drug Emporium chain in Ohio and 38 Rite Aid stores on the West Coast in 1998
Inventory turns up from to
Other savings of $36M annually from data-driven supply chain approach – which went to the bottom line
In 1999, Long’s achieved a 20% increase in pharmacy sales and 10% increase in net income overall
最佳的实践例子- 常氏药店
更多的好处在于：
在商店的产品可及率达99%。
同1997水平相比，分配中心的存货下降65%， 在商店水平下降38%。
整体药品存货下降48%。
库存成本总价值九千万美元。
解放了九千万被库存占用的资本 - 使常氏药店得以在1998年俄亥俄购买药物商场链的20个商店和在西海岸38个援助商店。
库存翻新率从提高到。
每年靠信息驱动供应链的方法另外节约$36M - 直接计入账本底线。
在1999，常氏药店达到在药房销售上20%的增胀率和净收入总额增加10%。
用这种方法可以获得极大的收益：如同您能看到的那样, 常氏药店能在对改进顾客服务同时减少存货，这样就允许公司壮大和投资扩展它在美国其它部分的业务。
Measuring Supply Chain Performance衡量供应链的表现
Supply Chain KPIs
The supply chain KPIs measure the critical links...
...to provide balance, control and continuous improvement
供应链重要表现指标（KPIs）
衡量供应链重要表现指标有：
...为提供平衡、控制和持续的发展
Perfect Order
A secure source of supply of high quality products is an essential component of our supply chain service
完美的订单
一个安全高质量产品供应来源是我们的供应链服务一个根本组成部分。
Key Performance Indicators (KPI’s)
The calculation of perfect external and internal orders involves calculating the number of orders that is perfect, over the number of total orders.
重要表现指标(KPI’s)
完善的外部和内部订单的计算包括计算完美订单的数量占总订单数量的比例。
Stock-outs
Availability of product when our customer needs it is critical to ensuring that we never miss a worthwhile sale:
Purpose of Measure: To identify the potential for lost sales due to no stock being available at a market distribution centre. The number of stock outs is an indicator that provides some insight into the potential for a real lost sale, unnecessary complexity and cost within the supply chain.
脱销(Stock-outs)
当客户需要产品时有足够的产品满足需求对保证我们不错过任何一个有价值的销售至关重要的:
计算脱销量的目的: 识别由于在市场发送中心没有库存在造成的失去销售的可能性。脱销的数量是为我们揭示错过销售的可能性的原因指示器, 以及在供应链中不必要的复杂性和不必要的开支指数。
Stock Outs
The calculation of the percentage of days out of stock is to find the total number of days out of stock and divide it by the product of the number of SKU’s and the number of days in the month.
脱销(Stock Outs)
计算脱销天数的百分比是将没有存货的天数去除以产品的货物单元的数量以及月中的天数。
Days Forward Cover
The appropriate level of stock based on predicted forward demand is important to ensure that we meet customer needs without tying up too much working capital in stocks or running the risk of the stock become unusable because it hits an expiry date or becomes obsolete due to brand images changes or other reasons.
Purpose of Measure: To ensure that appropriate stock levels are maintained to provide the required customer service levels economically. Excessively high inventory cover does not guarantee high levels of customer service and can also mask supply chain inefficiencies. It is more important to have the correct inventory available to meet the future sales. The measure in conjunction with metrics such as forecast accuracy will drive the required flexibility and attainment of high levels of customer service in a tightly managed supply chain.
向前覆盖的天数(Days Forward Cover)
在向前需求预测基础上的合适的存货水平保证我们满足客户的需求而不用把太多的资金拴在库存上或者不用冒由于过期或者品牌形象改变或其他原因而导致库存不能再被使用的风险。
措施的目的:保持适当的库存水平来保证经济地达到必需的顾客服务水平。过高的库存并不能保证高水平的顾客服务，并且可能掩盖供应链的低效率。有正确存货来满足未来的销售是很重要的。这个指数与例如预测准确性的尺度一起驱动必需的灵活性和达到高的顾客服务水平。
Days Forward Cover of Stock
The measure is calculated in financial terms.
We take the Total Value of goods stocked at the end of the month (calculated using the current company standard cost of goods) and use the Forward Demand Forecast value in broken down into daily daily buckets (value based on current company standard cost of goods). These two sets of data can then be used to work out how many days it would take to use up the stock.
向前覆盖的天数
用财务术语来计算向前覆盖的天数。
我们计算出物品在月底库存的总价值(使用公司当时物品的标准费用来计算)并且使用向前需求预测的值把这些(货物)分配到每天当中(使用公司当时物品的标准费用来计算)。这两套数据可用来计算耗尽库存需要多少天的时间。
Sales Forecast Accuracy (by Volume)
The sales forecast is used to predict both revenue and volume of products required by the market. Accurate volume forecasts enable us to predict how the supply chain can respond the sales requirements or alternatively (for highly variable demand) can tell us what agility the supply chain needs to create to enable effective response to customer requirements
Purpose of Measure: It is fundamental to supply chain planning and management that our forecasts are accurate and realistic. Forecasts form the basis for planning manufacture to meet customer demand, and for setting appropriate inventory policies, and for informed financial business management. Good quality forecasts are required if we want to have good visibility of supply chain problems – capacity problems, and/or stock-outs shortfalls., obsolescence, excessive inventory and carrying costs.
销售预测的准确性(数量而言)
销售预测用来预测产品的收入和市场需要的数量。准确的数量预测使我们预测供应链对销售要求作出怎样的反应，或者(对高度易变的需求)它能告诉我们为了能对顾客的要求作出有效的反应需要什么样的敏捷性的供应链。
措施的目的: 预测的准确性和现实性是供应链计划和管理的基础。预测形成了为满足顾客要求的制造计划、适当的库存政策和消息灵通的财政业务管理的基础。如果我们想很好的看见供应链问题—即潜在的生产能力问题、没有存货/存货不足、过时、过多的库存和运行成本，那么准确的预测则是必需的 。
Sales Forecast Accuracy (by Volume)
The forecast bias is measured at the product lead-time- usually two or three months. . F/C beginning January, Actual Sales March – 2 month lead time offset period. The Forecasting System captures forecasts based on the planning lead time, which may be different by SKU.
Forecast Accuracy is calculated based on volume through a two-stage process in stage 1 the forecast accuracy for each SKU is calucated and then in step 2 the overall forecast accuracy is calculated as an average for a particular market.
销售预测的准确性(数量而言)
预测的偏差在产品的间隔时间中被量度出来-通常是两到三个月的时间。比如预测开始于一月实际销售在两到三个月的间隔时间。预测系统在间隔时间的基础上预测，不同的货物可能会不同的间隔时间。
预测的准确性通过一个两阶段过程来计算。预测的准确性在步骤1被计算出来，在步骤2计算出在一个特别市场的总体预测准确性的平均值。
Perfect Order
Measure of ability to provide 100% availability in a timely, error-free manner
One company’s definition: a perfect order is one which is
On-time to the buyer’s requested delivery date
Shipped complete
Invoiced correctly
Not damaged
完美订单
以及时，没有错误的方式提供100%可及性的能力衡量。
一个公司的定义:完美的订单是一个符合下列条件的订单：
在买家请求的交货日期按时交货
一次性完整发货
要款单准确无误
无损坏
Perfect Order - Example
For the year:
million orders were processed
30,000 were delivered late
25,000 were incomplete
15,000 were damaged
20,000 were billed incorrectly
90,000 “defective” orders out of
(5,400,000 - 90,000)/5,400,000 = % perfect orders
完美的订单 - 例子
完美的订单 - 例子
处理订单540万个
迟交订单3万个
不完整订单万个
有损坏订单万个
有错误订单2万个
在540万个订单中有9万个“瑕疵”订单。
(5,400,000-90,000)/5,400,000 = % 完美订单
Pharmaco Exercise
Pharmaco has decided to use the “Perfect Order” measurement approach to track its logistics performance. According to Pharmaco a perfect order is one that is 1) delivered on-time, 2) in one complete shipment, 3) undamaged, and 4) correctly billed.
Download the Excel spreadsheet (available here) and attempt the following exercise.
Calculate Perfect Order performance for each of the four years.
What is the overall trend in the performance, if any? What factors explain the results?
If you were looking to improve Pharmaco’s logistics performance, what areas might you concentrate on, based on these results?
Pharmaco 练习
Pharmaco决定使用“完美的订单” 的衡量方法来跟踪其物流的绩效。根据Pharmaco的标准，完美的订单是一个1) 按时交货 2) 一次性完整发货 3) 无损坏 和4) 要款单准确无误的订单。
下载电子报表(这里)并试着完成以下的练习。
计算这四年中每一年的完美的订单的表现。
2. 如果有的话，供应链绩效的整体趋向如何? 用哪些因素来解释这样的结果?
3. 如果您正在研究改进Pharmaco的物流的表现，根据这些结果，您会专注于哪些方面的改进?
Pharmaco Exercise - Solution
Review the sample solution Excel worksheet (available for download here).
Pharmaco 练习 - 答案
请看一个样本电子表格答案(点击这里下载)。
Conclusions
Supply Chain Management can enable sustainable competitive performance
Focus must be on the customer’s satisfaction with our supply chain performance
We must manage flows of information, materials and relationships
Trade-offs exist--need the right measures
Evolutionary process
Transforming supply chains into value systems: key to success is people
结论
供应链管理可以促进可持续的有竞争力的表现。
我们必须把注意力集中在用户对供应链表现的满意度上。
我们必须管理好信息流程、材料和人际关系。
权衡利弊是存在的—需要正确的方法。
演变过程
把供应链转化为价值系统:成功的关键是人。
Summary
After completing this module you should be able to:
Identify primary elements of supply chain management
Understand the role of supply chain management on competitive performance
Describe the relationship between inventory and information
Understand key metrics associated with supply chain management
总结
在完成本单元课程的学习以后，您应该能:
辨认供应链管理中的主要元素。
理解供应链管理在增强竞争力中扮演的角色。
描述库存和信息之间的关系。
理解与供应链管理相关的重要指标。
Module 1 Supply Chain Management Overview 供应链管理总览
壁垒和屏障 (Walls/silos)
部门 (Function)
订货进货间隔时间 (Lead time)
反向拍卖 (Inverse Auction)
供应链 (Supply Chain Management, SCM)
供应链重要绩效指标 (KPIs）
货物单元 (SKU)
价值链 (Value Chain)
可视性 (Visibility)
库存 (Inventory)
库存保持成本 (Holding cost)
库存总利润回报 (Gross Margin Return on Inventory or GMROI)
Module 1 Supply Chain Management Overview 供应链管理总览
内向物流 (Inbound Logistics)
失去的时间伤害 (Lost time injury)
市场脱销 (Stock-outs)
外向物流 (Outbound Logistics)
完美的订单 (Perfect Order)
向前覆盖的天数 (Days forward cover)
小故障 (Glitches)
运作 (Operations)
战壕 (Trenches)
资产回报 (Return On Assets or ROA)
This is one definition of the supply chain. This is a good initial definition – but what does this really mean? Supply chains go back to Marco Polo and earlier. As long as humans have traded goods, supply chains have existed. The real issue is whether companies will choose to manage their supply chains, or abdicate this responsibility to other entities. For thousands of years businesses have depended on Adam Smith's “invisible hand” to optimize supply chains.
Think about it.
From the silk worm raiser in China to the cloth seller in Venice, each element of the supply chain tried to optimize his individual gain by negotiating with direct suppliers to keep his costs down, and with individual customers to maximize his income. That was fine, up to a point. Today we have countless examples of how managing the multiple tiers of a supply chain can improve efficiency and quality, not by small amounts, but by huge amounts -- 30 to 40% improvements are not impossible.
这是供应链的一种定义，也是一个很好的初始定义—但是其真正含义是什么呢？供应链可追溯到马可波罗时代或者更早。只要人类有货物交易，供应链就存在。真正的问题是公司是否选择管理他们的供应链或者把这个职责放弃给其他的实体。几千年来，商人们都是依靠Adam Smith的“无形的手”来优化供应链。
请思考一下这个问题。
从中国的养蚕人到威尼斯的布匹商，供应链中的每一个成员都想尽量通过与直接供货商讨价还价降低成本，与顾客讨价还价提高售价，以此来最大化他的盈利。这在某种程度上是行得通的。今天我们有无数的通过对供应链的多层次管理来提高效率和质量的实例，在这当中提高的效率和质量并不是个小数目，而是巨大的数目—提高30到40%不是不可能的一件事情。
Generally, this begins with taking intangible needs, information, materials, and services, then transforming them through manufacturing or service operations. Companies have also traditionally thought of their supply chains as beginning with raw materials, an internal transformation process, and shipping to the next customer.
总的说来，这个过程从无形的需求、信息、材料和服务开始，然后通过生产和服务的运作将这些需求、信息和原料进行转变成为让客户满意的有形或无形的产品。公司传统上也认为他们的供应链从原材料开始，然后经过内部的转变处理过程，直到将产品运送到下一个顾客手中。
Raw timber arrives as an input to the plant, perhaps by truck or even train car. The wood is then unloaded and moved onto the plant floor. Planning machines cut the lumber to the right thickness. Lathes shape pieces of wood into legs and back spindles for the chairs. Other machines fabricate wood blanks, shaping them into seats and boring holes for the legs and back spindles. In addition to the equipment, there are people responsible for running and loading the machines, conveyors and forklifts moving materials around the plant, and other people assembling chairs. Once the chairs are finished, still more people pack and move the chairs into a finished goods warehouse, or onto trucks to be delivered to customers. In the background, supervisors and managers use information systems to plan what activities will take place next.
原木材作为投入的原料部分用卡车甚至火车车皮运达工厂，然后木材被卸下来运到车间，平面切割机把木材切成合适的厚度。车床把一块块的木头车成椅子腿和靠背组件的形状。而其他的机器加工木板，把它们做成椅子座部的形状并钻上孔用来装腿及靠背。除了机器设备以外，还有操纵机器、给机器和输送带填料的工人以及驾驶叉车把货物运来运去的司机和其他工人。一旦椅子完成了，仍然需要很多的人来包装并且把椅子转移到装成品的仓库中或者直接装上卡车送到顾客那里去。在幕后，主管和经理们要借助信息系统来计划接下来要采取的活动。
The inputs to operations can come from many places and take many different forms. They can include raw materials, intangible needs, or even information, such as forecasts of demand. Also, operations are often highly dependent on the quality and availability of inputs. Consider our chair plant again. If the timber delivered to our plant is of poor quality or arrives late, we might have to shut down production. In contrast, a steady stream of good quality lumber can assure us of high production levels and superior products.
Clearly, operations can range from very simple ones—like a hotdog stand—to complex systems of people, technology, and information. As we will see, the scope of operations management activities is enormous. Typical operations activities include new product development, process selection, quality management activities, forecasting, capacity planning, production planning, and inventory management.
生产的投入可以来源于许多不同的地方和不同的形式。他们可以包括原材料，无形的需求，甚至信息，比如市场需求预测。生产也经常高度依赖于投入元素的质量及来源的可靠性。回到椅子工厂的例子，如果运抵到工厂的木材质量非常差，或者很迟才运到，工厂很可能不得不为此停产。相反，一个稳定的优质木材来源可以保证工厂高产质优的生产。
我们可以清楚的认识到，生产可以从像卖热狗的小摊这样很简单的形式到人员、技术、信息庞杂的复杂系统。我们还将会看到生产活动的范围是极其广泛的。典型的生产管理包括新产品开发、生产程序的选择、质量管理活动、预测、生产能力计划、生产规划和库存管理。
Traditionally firms have considered their supply chains as beginning with inbound logistics, through operations, outbound logistics, marketing, and customer service, with support activities there to ensure access to capital, people, information, technology, and support. Each of these functions contributes value to the end customer. Most of these groups have operated independently of one another.
But there’s a problem with this view. First, nearly all of operations management activities require coordination with other business functions, including engineering, marketing, and human resources. We will revisit the importance of cross-functional decision-making in supply chain management later. Second, supply chain management activities are information intensive. You do not have to be able to assemble a widget yourself to be a successful manager -- but you do have to make sure the right people and equipment are available to do the job, the right materials arrive when needed, and the widget is shipped on-time, at cost, and to specifications! Easy?
公司传统上认为他们的供应链开始于内向物流(Inbound Logistics)，然后是生产、外向物流(outbound Logistics)、市场营销和客户服务，这些过程都附带有支持活动以保证能够得到资金、人力、信息、技术和支持。每一个职能部门都为最终消费者贡献价值。这些团体的大部分相互独立运作。
但是这种观点有一些问题。首先,几乎所有的生产管理活动都要求其他业务部门的合作和协调，包括工程、营销和人力资源。我们后面将会讨论在供应链管理中跨部门决策的重要性。其次，供应链管理活动是信息密集型的。您不必须会装配零件来使你自己成为一位成功的经理—但是您必须确保使用合适的工人和设备来完成这个工作，确保正确的原料即使到达，并且准时递运出货物，当然必须经济而且符合规格! 这容易做到吗?
In this setting, many companies have “buffered” manufacturing by creating walls/silos between operations and upstream suppliers, as well as a barrier to downstream distribution and customer requirements. Predictably, the results of this strategy is a set of “disconnects” between manufacturing and customer demand, as well as between suppliers and manufacturing requirements.
As important as a company’s internal operations activities are, the traditional view still puts most of the emphasis on the activities a particular organization must perform when designing and managing its own operations. But it is not enough for a company to focus on doing the “right” things within its own four walls. The company must also understand how it is linked in with the operations of its suppliers, distributors, and customers—what we refer to as the supply chain.
在这种环境下，许多公司由于在生产中和上游供应商之间，下游分销商及消费者之间制造壁垒和屏障(walls/silos)而在生产上遭遇“缓冲”。可以预见，这种策略的结果是导致一系列诸如生产和消费者需求之间以及供应商和生产需求之间的“脱节”。
与公司内部生产活动的重要性一样，传统的认识仍然是把大部分的重点放在设计和管理它自身的生产所必须的活动上。但是一个公司仅仅把注意力放在自己的四面墙中做“正确”的事情是不够的。公司必须认识到它是怎样地与它的供应商，分销商和顾客的活动联系在一起的—这正我们所说的供应链。
In effect, the goal of supply chain management is to transform traditional supply chains into value systems. It important to distinguish value systems from supply chains. Supply chains have been around for centuries and simply refer to the transformation of materials and labor into final products and services for customers. In most cases, supply chains are relatively fragmented and often the organizations, resources, and knowledge streams are working against one another.
By comparison, value chains integrate supply chain activities to maximize value for customers. Value is simply the highest level of product or service performance at the lowest cost. Most importantly, value chains require multiple tiers of supply chain participants to work together. This point will be emphasized throughout this learning module.
事实上，供应链管理的目标就是把传统的供应链转变为价值系统。把供应链和价值系统区分开是非常重要的，供应链已经存在几个世纪了，而且仅仅是指为消费者把材料和劳动力转变为最终的产品和服务。在大多数情况下，供应链是相对支离破碎的，组织、资源和信息流常常相互抵触。
相比较而言，价值链结合供应链活动可以使消费者获得最大利益。所谓价值，纯粹就是以最低成本得到最高水平的产品和服务。最重要的是，价值链要求多层次的供应链参与者之间的相互合作。这一点将在整个课程中得到强调。
Obviously there are many more answers than those listed here.
As you can see from the diagram, it is not easy in at all. SCM doesn’t just involve moving materials around - the real impact of SCM takes place in the product and service development process, when the supply chain is essentially “designed”. Issues such as required capacity, forecasts, scheduling, supplier selection, etc. take place early on and have an impact on the order fulfillment process once the product goes into full production.
All of these processes must be executed flawlessly to succeed.
正如你从图中看到的，这根本不简单。供应链管理并不仅仅是把货物搬来搬去，当供应链被精心“设计”时, 供应链管理真正的影响是发生在产品和服务的开发过程中。例如所需的生产能力、预测、进度计划和供应商选择等等问题。如果这些问题没有较早的被发现，一旦产品进入全面生产阶段，就会对满足订单产生影响。
上面所有过程必须被至善至美地执行，才能获得成功。
From the focal firm’s perspective, the supply chain includes upstream suppliers, internal functions, and downstream customers.
The responses show that more companies will include many different functions. Note here that human resources will be involved. In fact, companies such as American Airlines, Agfa, GSK, Hyundai, Cadbury-Schweps, General Motors and others have established dedicated Human Resource people who report to supply chain departments and who do nothing but recruit and train people for these positions.
反馈显示许多公司将纳入许多不同的职能部门，请注意在这里也将会包括人力资源。事实上，许多诸如：American Airlines、Agfa、GSK、Hyundai、Cadbury-Schweps、General Motors等公司已经在人事部门设立有专职人员负责向供应链部门报到，而且还设有专人负责为这样的工作岗位招聘并培训人员。
They may also be responsible for driving improvement in the supply base and acting as liaisons between suppliers and other internal members (engineering, accounting, etc.). Materials managers are responsible for planning, forecasting, and scheduling material flows between suppliers in the chain. Materials managers play an important role coordinating a wide range of activities. Materials managers work closely with production schedulers to ensure that suppliers are able to deliver the materials on time to the required locations, and that they have some warning of upcoming requirements so that they can plan ahead of actual production and delivery dates.
他们也负责促进供应基地的改进，并起到供应商与其他内部成员(工程、会计)等之间的联系桥梁的作用。物料经理负责在供应链中的供应商之间物流的计划、预测及流程安排。他们在协调大范围内的活动中起到重要的作用。物料经理与生产计划者密切合作来保证供应商能及时把货物送到需要的地点，他们就能在未来市场需求方面得到一些警告，因而可以在实际生产和货物运抵时间之前提前做好准备。
Now we can put it all together. In supply chains that work effectively as value systems, people work together, share knowledge and resources, to reach a common objective: external customer value and maximization of resources and assets. The emerging set of technology that is becoming available can be an enabler for achieving this objective.
What does differentiate supply chains are cooperative business relationships – people in different organizations working together for a common objective, 2) Effective processes that are measured and managed, and continuously improved, and 3) High levels of information sharing.
On this last point, it is important to note that information technology is an ENABLER for information sharing. Information technology cannot, in and of itself, create value chains from scratch. Moreover, the technology can help to make information available to participants to enable them to react to changes occurring both up and down the supply chain – and thus allow the participants to make decisions that maximize value.
这是什么意思呢？
现在我们能够把前面所学到的放到一起。在与价值系统一样有效的供应链中，人们一起工作、共享知识和资源是为了达到一个共同的目标：外部消费者的价值以及最大化资源和资产。新出现且能很快应用于实践的科技使这个目标的实现成为可能。
区分不同供应链的因素有1)业务合作关系—不同组织机构的人们为了一个共同的目标而一起工作 2）衡量和管理并不断提高有效的操作程序 3)高层次的信息共享。
最后一点，认识到信息科技使信息共享成为可能是非常重要的。信息科技本身不能从一开始就产生价值，但是信息科技能帮助参与者得到信息以使他们根据供应链上游和下游的变化做出反应—因此可以让参与者能做出最大化价值的决策。
Research by Vinod and Singhal Show the average shareholder value loss associated with the six most often cited reasons for the glitches. Parts shortages are often caused by poor forecasting, planning, dependence on a single supplier, long lead times, low inventory levels, and poor communication of information.
Order changes at the last minute are normal occurrences, so flexibility and responsiveness has a big impact.
The importance of rapid ramp up and roll our of new technologies is underscored by the significant penalties incurred when these activities are delayed. The average associated loss in shareholder value is about percent.
Further, the research shows that the economic implications are not short term – but – economic performance can be affected before and after the announcement of a glitch, with an average loss in shareholder value of about percent.
How to address this mismatch? Through a regular review of supply and market data, and developing systems for “sensing” trends and changes, and the ability to react to them before they occur in these markets.
由Vinod和Singhal所做的研究显示股东的平均价值损失有六个最常见的原因(如图)。零件短缺通常是由糟糕的预测、计划、依赖一个唯一的供应商、很长的订货间隔时间(lead times)、很低的库存水平、缺乏信息交流等等所造成。
订单在最后一刻发生改变是很普遍的现象，所以灵活性和快速响应具有很大的意义。
迅速的试运行和采用新技术的重要性通过这些活动被延迟而导致的重大惩罚来强调。平均相关股东价值损失大约占百分之。
调研进一步显示，经济受牵连不是短期的行为—但是经济实际的影响可能发生在小故障的公告前后, 平均的股东价值损失是大约占百分之。
如何来解决这个不匹配的问题? 通过对供应和市场数据进行有规律地调查，以及开发出能"感觉" 趋向和变动的系统，培养出在市场故障发生之前就能做出反应的能力。
Concurrent with this challenge is the need for cost reduction. This is not only a recent issue – but in many industries is now a way of life. Although some have resorted to strong arm tactics and reverse auctions as a way to drive short-term price reductions, it is clear that a longer term approach which is collaborative yet driven by competitive market conditions is the only one that works.
Third on the list was the need for focusing on standard processes across the supply chain. Many executives noted that standard processes are the driver for reducing and controlling costs. Finally, a major challenge was driving similar processes across the business and getting people with the right training into the “trenches”, dealing with customers and suppliers at a level where they can really make a difference in improving performance?
与这个挑战同时存在的还有降低成本的需要。这不仅是最近才有的问题—许多行业已经把它视为企业的一种运作准则。虽然有一些公司借助于铁腕策略和反向拍卖(Inverse Auction)来作为推动短期降价的行为，但是很清楚的是通过协作而不是由竞争的环境来推动降低成本的长远方法才是真正有效的。
在表中列在第三位的是在整个供应链中重点建立标准程序的需求。许多高级主管注意到程序的标准化是降低和控制成本的推动力。最后，最大的一个挑战是在整个行业中实现程序标准化，让接受过正规训练的人员进入“战壕(trenches)”，在一个能够让他们真正提高供应链绩效水平的平台上去和客户及其供应商打交道。
How can companies enable people to see the impact of their decisions on other people in the supply chain, and not just those in their immediate functional area? Another barrier was getting people to adopt longer-term approach that focuses on the total picture – away from price, to total cost.
公司怎样才能使人们看见他们的决定对供应链中其他人的影响，而不仅仅是直接对其部门区域？
另一个困难是使人们采用注重整体功效的长期战略，注重总的成本而非某一样价格。
First, it can help to reduce costs. Second, by partnering with the best suppliers and distributors, and integrating their knowledge base, we can create new products and medicines that would be otherwise difficult to create along. And third, by improving our shelf presence, improving our brand awareness, and better serving our customers, we are more likely to not only satisfy these customers, and keep their business, but grow the brand loyalty and grow our business with these important customers.
首先，它能帮助降低成本。第二，通过与最好的供应商和分销商合作，集成他们的知识基础，我们可以发明出新的产品，如果不这样的话，创造新的产品会很困难。第三，通过改进我们的货架表现，提高我们的品牌知名度，更好地服务于我们的顾客，我们不仅能使客户满意，留住生意，而且可以提高品牌的信誉，与这些重要的顾客一起壮大业务。
This means that their profit margin is %, and return on assets if %. From the figures, we can see that the pre-tax profit margin is (£168,253/ £2,915,664) = %. This means that every pound of sales generates a little less than 6 pence in pre-tax profit.
Pre-tax profit margin for company is (£168,253/ £2,915,664) = %
Furthermore, the quarterly return on assets (ROA) is:
Return on assets (ROA) is (£168,253/ £6,344,651) = %
这意味着他们的利润率是%，资产回报率是%，从数字中，我们可以看出税前利润率是(￥168,253/￥2,915,664) = %。这说明每卖出一块钱获得的税前利润不到6分钱。
公司的税前利润率(￥168,253/￥2,915,664)=%
资产回报率(ROA)是(￥168,253/￥6,344,651)=%
Download the attached Excel spreadsheet to complete this exercise.
An example of this would be Lowe's, a large . chain of home improvement stores. Note that every pound saved in merchandise costs at Lowe's increases pre-tax profit by a pound. According to the above figures, Lowe's would have to generate about £17 in sales to make the same improvement to the bottom line that saving one pound in purchasing costs would have. This profit leverage effect is particularly important for low margin businesses, such as retailing.
请注意商品成本节约的每一块钱回到治税前盈利增长一块钱。根据上面的数据，公司必须设法在销售商增加7元才能和降低成本一元钱对盈亏结算线产生相同的影响。这种利润杠杆效应特别对低利润的生意很重要，比如零售业。
Also note that if the company was able to cut its merchandise costs, this would not only affect profits, but would also reduce the amount of money tied up in inventory. The impact would be a higher Return on Assets (ROA) figure.
同时注意到如果公司能够降低它的商品成本，这不仅会影响利润，而且也会降低库存基金搁置。此影响会导致更高的资产回报
All other items being held equal, the company would have to generate the equivalent of £ billion in sales to generate the same profit and ROA impact as a 3% reduction in the cost of merchandise….so if you wonder why supply chain management is getting so much attention – one reason is that the Chief Financial Officers are beginning to sit up and take notice!
如果其它的款项都相同，公司不得不多创造出相当与11亿的销售额才能和节约3%产品成本取得同样的利润和资产回报。所以你想知道为什么供应链管理越来越受关注—其中的一个原因是财务主管已经按耐不住并且开始给予很多的关注了。
In some cases reducing merchandise costs involves purchasing, but in many other cases, these approaches involve multiple participants in the supply chain working together to reduce waste, reduce cycle time, improving the design of the outbound and inbound logistics network, and working closer with customer to establish ways of improving on time delivery without having to hold more inventory.
这里列出了部分降低购买成本的方法。在某些情况下减少商品成本包括购买行为，但在许多其它情况下，这些方法涉及多方供应链参与者共同努力减少浪费、缩短循环周期、改进外向和内向物流网络的设计，并且更加紧密与顾客合作以缩短交付时间而无需持有更多的库存。
To achieve these goals, supply chain management strategy should be an inherent part of any corporate strategy, just as product strategy, marketing strategy, and financial strategies are elements.
为达到这些目标，供应链管理战略应该是任何一个公司战略固有的一个部分, 就像产品战略、营销战略和财政战略一样。
Ultimately, supply chains function by taking customer requirements, understanding new product requirements, designing and developing products, marketing them, then purchasing the materials and services, producing the products, and delivering them to the customer when and where they need them. In this way, customer requirements are met, and we are able to make customers satisfied.
最终，供应链通过接受顾客的条件，了解新产品的要求，设计和研发产品，营销产品，然后购买材料和服务，生产产品，并且将产品按时定点送达客户手中来起作用。这样，顾客的要求能够得到满足，而我们也能做到让顾客满意。
The challenge for created an integrated supply chain is to make the improvements (such as inventory reduction) without affecting the customer (such as delivery). This represents that most dreaded tradeoff/challenge to all supply chain managers - balancing the total cost of building and holding materials in the supply chain while still providing excellent customer service.
建立一个完善的供应链，其挑战在于对供应链做出改进(譬如减少存货)的同时不影响顾客服务(譬如交货)。这意味着要在降低成本并减少存货的同时仍然向客户提供优质的服务。这对几乎所有的供应链经理都是一个令人生畏的权衡和挑战。
It is important to remember that supply chain management is not only concerned with efficient flow of material, but the flow of information as well.
供应链管理不仅仅涉及高效的物流管理，同样涉及高质量的信息流管理。记住这一点是很重要的。
It is clear that supply chain management can have multiple effects on improving companies' bottom line. The relationship between information and inventory is an important one that is central to the concept of improving supply chains and converting them into value systems.
恨明显的是供应链管理能对生意的账本底线产生多重影响。信息和存货之间关系的重要性是“改进并转化供应链为价值系统”观念的中心思想。
Although it is difficult to estimate, the annual holding costs of inventory are somewhere in the order of 24-38% when all of these elements are added up. That is a big cost!
What this means is – if you hold a medicine worth £10 in inventory for a year, with an annual holding cost of 25%, the cost to the company is £ to hold that unit during that period. For inventory held for only six months, the cost is £.
Excessive Inventory:
Ties up capital and warehouse space
Requires resources to manage
Forces outdated stock
Hides poor performance
Increases long cycle times which increase write-offs
Result in unreliable processes
Is often an excuse for poor forecasting
虽然这很难估计，每年保管存货的花费是将所有这些元素加起来，大约24-38%。这是一笔很大的费用!
这意味着—如果您有价值10元的商品在仓库中存货一年,以每年保持成本25%来计算，对公司而言是在这个期间花费￥来保存这个产品，如果只保存六个月，它的成本则是￥。
存货过多会导致:
占用资本和仓库空间
占用管理资源
加重存货过期的问题
加大发现问题(糟糕的业绩)的难度
增长循环周期而导致订单取消的增加
导致不可靠过程的产生
成为不准确预测的一个经常的借口
With increasing pressure to reduce costs, One of the strategies that pharmaceutical companies have adopted to cope is adopting a new way of managing their supply chains. SCM takes a traditional supply chain, and seeks to integrate and manage the activities of not only internal activities, but those of customers and suppliers to reduce total cost, improve service, and bring new products to market more quickly.
随着降低成本的压力的增加，某些公司采取的战略之一是采用新方式来管理他们的供应链。 新的供应链管理不但管理及整合供应链内部的商业活动，并且整合和处理客户及供应商的商业活动来减少总成本，改进服务，并且把新产品迅速推向市场。
A lot of information passes between different parties in the supply chain. One issue that people are beginning to debate in the executive boardroom is: can improved access to information result in the same level of customer service, whilst contributing to lower supply chain costs?
很多信息在供应链的不同部分之间流通。人们在行政会议室里通常会辩论的一个问题是:改进对信息的获取能力是否能在保持同等客户服务水平的同时也有助于降低供应链成本呢?
Many supply chains have very poor information flows, particularly when it comes to exchanging information on customer demand data, and understanding the needs of the “next person” down the supply chain. When accurate customer requirements, forecasts, and service requirements are made available to all supply chain participants, everyone can better understand what they need to do to ensure that the end customer is satisfied. This does not always involve increasing the amount of inventory.
Understanding customer needs begins and ends with new products – getting close to the customer to understand their changing requirements. Once products are in the pipeline, you need to cut cycle times to respond to changing requirements – and work to develop better forecasts that will enable the entire supply chain to plan capacity, technology, and human resource requirements to meet these needs. Finally, sales and marketing should be working alongside customers to understand their changing requirements – in some cases, even before they realize these requirements themselves! By passing this information along to the right people, better information can result in improved customer service AND lower inventory.
许多供应链的信息流非常糟糕，特别是在涉及到有关顾客需求数据的信息交换和了解供应链“下个人”的需要时。当准确的顾客要求、市场预测和服务要求信息可被所有的供应链参成员使用时，大家就能更清楚地了解他们需要怎么做来保证使末端顾客满意，而并不是靠增加存货量。
了解用户需求要从新产品开始，并以新产品结束—靠近顾客以随时了解他们不断改变的需求。一旦产品进入销售渠道，您需要缩短循环周期来对不断改变的客户需求做出及时反应—而且要开发更准的市场预测来保证整个供应链对生产能力、技术和人力资源最初更好的规划以满足需要。最后，市场营销部门应该与顾客并肩合作以了解他们的需求变化—在某些情况下，甚至在顾客他们自己意识到以前! 将这些信息更好地传递给相关人员，能导致顾客服务的改善和降低库存。
A well-known fact that every business student learns in their first supply chain class is that “Every forecast is always wrong”. There is no such thing as a forecast that is 100% accurate. However, it is less well-known that when forecasts are shared across multiple functions, business division, and customer/supplier tiers, they are less wrong. Why? By identifying possible exceptions and allowing many different people to input their own perceptions of the situation, the end result is greater accuracy. These people are often closest to the situation – and have a 10 meter view of the situation as opposed to the 1000 meter view.
Visibility of end customer option penetration and service requirements is often retained by marketing yet can dramatically reduce inventory costs and obsolescence in the supply chain. Suppliers can also be instrumental in providing critical capacity, material shortages, pricing and market knowledge that can also benefit end customers.
Research exists to show that the data collected in new product pilots during the first ten weeks is often very reliable – and by paying better attention to these early indicators, we can better understand what lies in store for us.
每名商学院的学生学在他们的第一堂供应链课上都会学习的一个著名的事实是，“每个预测总是错误的”。没有预测是100%准确的。但是，一个不如前者著名的事实是：当预测被多个部门，商业分支和客户/供应商纽带共享时，就会较少出错误。为什么呢? 通过对可能的例外情况的辨识，并且允许许多其他人注入他们从各自角度对形势的不同看法，最终结果将会更准确。这些人经常是最接近实际情况的—就像一个人在10米远看一个物体而不是在1000米远外看那样。
末端顾客选择渗透性和服务要求的可见性通常保留在市场营销的数据中，但它们能显著减少供应链存货成本和废弃开支。供应商也能有助与提供必要生产能力，物质短缺，价格及市场信息等有益于末端顾客的信息。
现存的研究表明，收集在新产品试上市的前十个星期期间收集的数据经常是非常可靠的—通过给予这些早期的数据更好的关注，我们能更好地了解商店给我们带来的信息。
The majority of customer unit volume (80%) is often comprised of relatively few products, and is often relatively stable throughout the year.
A larger proportion of customer variety (30% of SKU’s) exhibits a greater volatility – yet is still manageable.
The most volatile items are those that represent the least amount of volume, is the most difficult to forecast, yet is potentially profitable. Once you understand where this volatility lies, you can position capacity and upside/downside flexibility to be able to respond to these requirements if needed. If this demand is not profitable, the solution is even simpler: you don’t need this business!
多数顾客(80%)单位数量经常包括相对的少量产品， 并且经常是整年相对地稳定。
较大的顾客变化比例(30% of SKU’s)表明更大的多变性—但仍然是可以掌握的。
变化性最强的产品是那些最少数量、最难预测的产品，但是它们是潜在有利可赚的。一旦您了解了这些不定性在何处隐藏，您就能相应地安排生产力和对这些要求作出弹性反应。如果这种需求是不赚钱的，回答会更加简单:您根本不需要这业务!
一个全球性需求点供来支持全球性需求模型的供应链系统。
这个计划过程不仅包括公司的内部网络而且包括外部环境和那些提供关键产品, 中间产品和组件的外在供应商。
这些联合过程将提供灵活性和敏捷性来符合越来越要求高的市场要求。
他们并且提供机会改进制造过程和管理第三方供应商使其改善提供货物的成本。
注意这个过程仍然在进行中, 把它变为现实需要很多的时间和努力。
Like many other drug chains, Long’s cannot ignore the high cost of inventory. Price pressure from many sources means that lower margins and increasing capital requirements demand higher efficiency. However, the company also understood the need to have the product in stock, to avoid losing customers. This was a challenging task.
The company had hundreds of thousands of SKU’s, and disparate information systems for its distribution centers, store inventory management, and transportation systems. The in-house systems did not make full use of the available point of sales data, and required heavy manual maintenance. Perhaps the most annoying part was that they were not totally automated. Pharmacists often had to be pulled away from customers during the day to respond to questions generated by the information systems, and did not service customers effectively.
象许多其它药品供应链一样，常氏无法忽视库存的高成本。价格压力来自许多来源比如降低的利润，增长的资本投入。但是，公司也知道为避免顾客流失，保持库存是很重要的。这是一项富有挑战性的任务。
公司有成千上万的货物单元，并且它的派发中心、商店存货管理和运输系统使用不同的信息系统。机构内部的系统没有充分利用现有的销售数据，并且需要繁重的手工维护。或许最恼人的地方是它们不是完全自动化的系统。药剂师经常不得不在白天撇开顾客去处理由信息系统引起的问题，而没有有效地服务顾客。
The real benefits of making information available is that all of the different players in the supply chain – including forecasting, inventory control, ordering, warehousing, transportation planning, and vendors – are working off the same systems, so decisions are not made independently. Instead, the company was able to take a holistic approach that strives to optimize all of the underlying costs, balancing the tradeoffs between inventory and transportation efficiencies.
使信息共享的真正好处是, 所有供应链的不同成员-包括市场预测、存货控制、定货、仓储、运输计划和零售商-使用同样系统的系统工作, 因此决定不再是独立做出的。相反，公司能采用整体的方法来努力优化潜在的费用，以平衡存货和运输效率。
the key KPI’s used to measure the health of our supply chain so this diagram shows what those measures are and the text below and on the following pages tell us how they are used to evaluate the health of our supply chain.
Forecast accuracy - How well are the market teams in each commercial operating unit predicting what they are going to sell.
Perfect Order - How well are the supply chain nodes responding to the orders they receive, are they meeting them on-time and in full.
Days forward cover - how many days of stock are we holding at each supply chain node compared to the forecasts and orders we need to supply
Market stock-outs - How many products do we have out of stock in commercial market distribution centres and for how many days have we been out of stock of those products.
KPI 用来衡量我们供应链的健康程度，这张图显示了这些指标是什么，在以下的几页中会告诉我们怎样使用他们来评估我们供应链的健康程度。
预测准确性—各个商业经营单位的市场队伍对于他们销售多少预测的如何。
完美的订单(Perfect Order)—供应链节点对他们收到的订单反映如何, 是不是按时按量。
向前覆盖的天数(Days forward cover)—在各个供应链节点与预测和我们要供应的订单相比我们持有多少天库存。
市场脱销(stock-outs)—在市场分配中心有多少中产品是没有存货并且分别有多少天了。
One of the most important requirements of the supply chain is that it has to is to ensure a secure source of supply of high quality products. One measure that is useful is the “perfect order” – both to our internal customers (including secondary manufacturing, internal distributors, etc.), as well as external customers (external distributors, retailers, etc.).
供应链的最重要的要求之一是它必须保证安全高质量供应产品的来源。一种有用的方法是"完美的订单" - 不仅对我们的内部顾客(包括第二制造商、内部经销商等等)，而且对外部顾客(外在经销商、零售商等等)。
The total number of days out of stock is calculated as follows:
This is a simple calculation which adds up the number of days there has been no stock available for each SKU the distribution centre stocks. Here are some examples:
If 1 SKU (stock keeping unit) is out of stock for 2 days the total days out of stock = 2
If 1 SKU is out of stock for 5 days and another for 6 days the the total days out of stock = 11
脱销总天数的计算如下:
分配中心所持有的每一种货物单元脱销的天数累加的简单运算。下面是一些例子:
如果一种货物单位(SKU)脱销了2天总的脱销天数=2
如果一种货物单位(SKU)脱销了5 天和另外的6 天，总的脱销天数=11
Step 1 – SKU Forecast Accuracy as an Absolute (ABS) value. A negative result should be treated as zero. If the forecast is zero and actual sales are zero, this should give a 100% result.
Step 2 – Overall Sales Forecast Accuracy is calculated as the average of all SKU level actual results (ie as opposed to being an average of averages)
Both of these calculations are used by the supply chain to help to define the capabilities needed to meet the variability in the demand actually experienced.
步骤1—SKU预测准确性是绝对值。一个负值的结果应该被认为是零。如果预测是零并且实际销售也是零, 这应该是100% 结果。
步骤2—用所有的SKU层次的实际结果来计算整体销售预测的准确性(与计算平均的平均值是不一样的)。
这两种计算由供应链来帮助定义在实践中满足变化需求的生产能力。
In theory, the perfect order represents the timely, error-free provision of a product or service in good condition.
Under this concept, performance is measured as the percentage of orders that meet these criteria. To find this percentage, managers must calculate the number of processed orders that did not meet company standards in a particular period and deduct it from the total number of orders filled. They then divide by the total number of orders.
在理论上，完美的订单代表实时性，无差错地提供良好的产品或服务。
根据这个概念，供应链的绩效水平是用符合这些标准的订单所占的百分比来表示的。为了得到这个百分比，经理们必须计算在一个特定时期内处理的没有达到公司标准的订单的数量，然后从处理的订单的总数量中将其扣除。最后再把得到的数字除以订单的总数。
This module has provided a broad overview of supply chain concepts, as they relate to improving customer satisfaction, improving costs, and driving profitability to the bottom line. Information flows and inventory must be managed effectively to avoid having to make significant tradeoffs, and the right processes and measures need to be put into place. In the end, transforming supply chains into value systems involves having the right people, enabled with the right processes, with the right information to be successful.
这个单元的课程提供了对供应链概念的概括性总览，它们与改进用户满意程度、降低成本、驱使利润率增长息息相关。必须有效地管理信息流和库存以设法避免必须做出重大的妥协让步，并且要选择时机运用正确的处理方法及措施。最后, 成功的把供应链转变成价值系统离不开正确的用人、正确的操作过程和准确的信息。
