E4 供应链管理的策略架构

E4供應鏈管理的策略架構A Strategic Framework for Supply Chain Management[Chopra & Meindl] CH. 1-3韓復華教授Prof. Anthony F. HANPrepared for EMBA ProgramSchool of Management, National Chiao Tung University韓復華教授Outline　綱要¾A supply chain strategy ¾供應鏈策略架構(Ch1) framework (Ch1)y兩個觀點yTwo Process Viewsy週期觀點yCycle Viewy推拉觀點yPush/Pull View¾Achieving Strategic Fit ¾策略定位(Ch 2) and Scope (Ch 2)¾驅力與阻力(Ch3) ¾Supply Chain Drivers y效率與回應間之權衡and Obstacles (Ch3)yTrade-off Efficiency and Responsiveness2 韓復華教授Flows in a Supply Chain　供應鏈內的流動ProductInformationSupplierCustomerCash/Funds(Transaction)*[日本物流協會]:物流; 金流; 商流; 情報流3韓復華教授Cycle View of A Supply Chain　供應鏈的週期觀¾Order Cycle (in general)¾訂單週期時間-order transmission-訂單傳輸-order processing-訂單處理-order preparation-訂單準備-order shipping-訂單送貨¾Cycle View (pp. 8-12)¾週期觀　-Divide into (order) four 　-分為四個週期cycles　-適於公司企業作業決策　-Good for operational 　decisions4 韓復華教授Four Cycles of Supply Chain　供應鏈四個週期Customer　顧客顧客訂單週期Customer Order CycleRetailer　　零售商補貨週期Replenishment CycleDistributor　通路商製造週期Manufacturing CycleManufacturer 製造商採購週期Procurement CycleSupplier　　供應商5Prof. A. Han供應鏈週期韓復華教授成品原料成品製造商通路商FGFGWIPWIP供應商顧客DR製造週期補貨週期採購週期顧客訂單週期-用生產製造交-訂單由“再訂貨點”-主要為計畫-啟動供應鏈的性生產用單，而非運送啟動價值創造Supply Chain Drawing　供應鏈繪製韓復華教授Push/Pull Process View　推/拉的流程觀¾Divide by OP (Order ¾由OP訂單穿透點區分Penetration) point [Sharman] ¾Push Process (Speculation)¾推的流程(先為)yBefore OP pointy在OP點前yProcess in anticipation ofy為預期客戶訂單準備customer orders¾Pull Process ¾拉的流程(延遲)(Postponement)y在OP點之後yAfter OP pointy為回應實際訂單的需yProcess in response of求customer orders¾Push/Pull View is good for ¾推拉現象有助於供應鏈strategic planning(跨企業)策略規劃7韓復華教授Push and Pull View of A Supply Chain　供應鏈的推拉流程示意圖-顧客訂單週期補貨、製造、採購週期-Customer Order CycleProcurement,Manufacturing and-Order Fulfillment(交單)Replenishment cycles　PUSH PROCESSESPULL PROCESSESCustomer Order實際展開是一個網路Arrives，有多個OP穿透至不同協力廠商，平行啟OP Point　訂單穿透點8動拉的流程韓復華教授The Importance of Supply Chain　供應鏈的重要性¾Dell’s Success¾成功案例：Dell¾Quaker Oats’Lesson ¾失敗案例：桂格麥片()y1994年以17億美元購y$ bought Snapple 入Snapple in . yTwo distinct supply y兩個不同性質的供應鏈chains y無法創造績效與價值yCan’t create synergy and SC valuey1999年以300M美元賣ySold to Triarcabout 出.$300M 1997.~韓復華教授Examples of Supply Chains　供應鏈實例¾Micron Electronics: Direct ¾Micron直銷電子商務Sales Manufacturing¾統一超商便利商店¾7-Eleven: Convenience Store ¾. Grainger / McMaster-¾Grainger / McMaster-Carr: MROCarr組修零件器材商¾Toyota: Global Auto Manufacturer¾豐田汽車製造¾Amazon / Borders / Barnes ¾亞馬遜網路書店and Noble上述供應鏈的關鏈何在?What are some key issues in these supply chains?---Very Good for Group discussion---10 韓復華教授Strategic Fit of a Supply Chain　供應鏈的策略配適(Chapter 2)(第二章)¾Company Strategy: ¾公司策略：(任務/願景)(mission/vision)y定義目標顧客yDefine target y用產品與服務去滿足customers to satisfy through its products and services¾Supply Chain Strategy ¾供應鏈策略必須要支持MUSTsupport 公司企業的策略Company/Corporate Strategy11韓復華教授Business (Competitive) Strategy　企業策略實例實例：Examples:y沃瑪：yWal-Mart: Everyday 每天低價Low Price; Product Variety產品多樣yMcMaster Carr：yMcMaster Carr: Next-day Delivery; Product 次日送達Variety產品多樣yDell: CustomizationyDell：客製化yCompaq：現貨性yCompaq: Availabilityy7-Eleven：y7-Eleven: 便利性Convenience (Time/Place Utility)(時間/空間效用)12 韓復華教授How to Achieve Strategic Fit　如何達到策略配適 the the Supply Strategic Fit1.瞭解客戶2.瞭解供應鏈3.進行策略配適13韓復華教授Step 1: Understanding the Customer　瞭解客戶¾Customer Demand Attributes　客戶需求屬性yLot size　　　　批量ImpliedyResponse time　回應時間Demand yService level　　服務水準UncertaintyyProduct variety　多樣化隱含的需求yPrice　　　　　價格不確定性yInnovation　　　創新14 韓復華教授Impact of Customer Needs　客戶需求的影響價格Customer Need　客戶需求回應性PriceResponsiveness流行服飾洗衣粉High FashionDetergentLow　低High　高隱含的需求不定性Implied Demand UncertaintyImpact of Customer Needs on Implied Demand 15Uncertainty [Table ]韓復華教授Step 2: Understand the Supply Chain　瞭解供應鏈¾Supply Chain (Performance) Attributes供應鏈(績效)屬性yResponse time 回應時間Supply Chain yService level　服務水準ResponsivenessyProduct variety 產品多樣性yPrice　　　　價格供應鏈回應性yInnovation　　創新16 韓復華教授Cost-Responsiveness Efficient Frontier　成本-回應的效率前緣•Showing highest possible cost-efficiency for 回應性a given responsiveness levelResponsiveness高•顯示對應固定回應水平上最高的成本效率•Upgrade by technology　由科技來提升成本效率Cost低Efficiency低高17韓復華教授Step 3: Achieving Strategic Fit　完成策略配適回應型供應鏈Dell合回應性適略域策區的Barillia效率型供應鏈確定性需求隱含不定性不確定需求18 韓復華教授Barilla—The Choice of Italy19韓復華教授Strategic Positioning on the Frontier　前緣上的策略定位回應性高回應化效率化低成本效率低高20 韓復華教授14. Other Issues About Strategic Fit　策略配適相關問題¾Multiple products and ¾多產品線與多客群customer segments¾Product life cycle¾產品生命週期¾Competitive changes ¾隨著時間變化的競爭over time¾Outsourcing and ¾外包與聯盟Alliances21韓復華教授Supply Chain Drivers and Obstacles　供應鏈驅力與阻礙(Chapter 3)(第三章)¾Supply Chain Drivers¾供應鏈驅力yMajor Factors Impact SC y影響供應鏈績效的主要因素Performance¾庫存¾Inventories¾運輸¾Transportation¾設施¾Facilities¾資訊¾Information22 韓復華教授INVENTORY　庫存¾Components of Inventory ¾庫存的組成Decisionsy週期性庫存yCyclic (Periodic) Inventory y安全存貨ySafety Stocky季節性庫存ySeasonal Inventory¾影響¾Impact yMore inventory: higher y高存貨、高成本、反應快costs, better responsiveness23韓復華教授TRANSPORTATION　運輸¾Components of ¾運輸的要件Transportation Decisionsy運輸方式：空運、卡車、鐵yMode: Air, Truck, Rail, 路、船運、管線、互聯網Ship, Pipeline, Internety車輛路線與排程yNetwork Routing/Schedulingy自營或外包yIn-house or Outsource¾權衡¾Trade-offySpeed vs. Costy速度與成本yResponsive (Customize) y回應性（客製化）與效率vs. Efficiency24 韓復華教授FACILITIES　設施¾Production/Storage ¾生產製造設施與儲存設施Facilities¾Components of Facility ¾要件Decisionsy地點位置yLocationy能量（效率貨彈性）yCapacity (Efficiency vs. Flexibility)y製造/倉庫方法yManufacturing/Warehousing Methodology9SKU 儲存，批量儲存9SKU Storage, Job Lot Storage9Cross-docking9（穿越碼頭）直接換裝25韓復華教授INFORMATION　資訊¾Key to connect SC stages¾連結供應鏈不同環節的關鍵¾“Glue”of SC process ¾供應鏈流程界面的“膠著劑”interface¾Information Decisions¾資訊決策yForecasting; Aggregate y預測：總體計畫；協調與資訊Planning; Coordination and 分享information sharing¾Enabling Technologies¾促成技術yEDI, Internet, ERP, SCM y電子資料交換（EDI）互聯網Software,…，企業資源規劃（ERP）、供應鏈管理軟體26 韓復華教授Components of Information Decisions　資訊決策要件¾Push vsPull¾推式與拉式之對比yPush requires information in y推式需要主生產排程提form of MRPto take the Master production schedule 供MRP格式的資訊，推and roll it back, creating 展出相關資訊schedules for suppliers with part types, quantities, delivery dates,…y拉式需要實際需求的資yPull system requires information on actual demand訊，儘速向上傳遞給供to be transmitted extremely 應鏈個環節fast through the entire supply chain so that production and distribution of parts and products can accurately reflect the real 韓復華教授Considerations for Supply Chain Drivers　供應鏈驅力的考量Driver Efficiency Responsiveness 驅力效率回應 Inventory Cost of holding Availability （增加）庫存成本庫存提高現貨性 Consolidation Speed Transportation 併裝（降低成本）快速（提高成本）運輸 Proximity / FlexibilityConsolidation / Facilities Dedicated集中/專注分散／彈性設施 What information is best suited for each Information objective適當的資訊滿足不同目標資訊 28 韓復華教授Supply Chain Decisions　供應鏈決策Strategy策略層次(Design)(系統設計)規劃層次Planning作業層次Operation29韓復華教授Strategic Structure SC Drivers:　驅動的策略結構•Case of Wal-Mart()•以沃瑪為例•Goal: Low-cost retailer •目標：低價多樣w/wide variety•策略：效率回應兼顧•SC Strategy: Efficiency also responsive•Structure•結構•Inventory-Crossdock•庫存－直接換裝（效率）(efficiency)•運輸－自營車隊（回應）•Transportation-Own fleet (responsiveness)•設施－中央倉庫（效率）•Facility-Centralized DC (efficiency)•資訊－ECR、POS•Information-ECR, POS,…　(efficiency /responsiveness)(效率與回應)30 韓復華教授Major Obstacles to Achieving Fit　策略配適的主要障礙¾Multiple owners / incentives in ¾不同環節，不同業主，不同誘因a supply chainLocal optimization and lack of 局部優化而非全面配適global fit¾多樣化趨勢/生命週期縮短/顧客區隔¾Increasing product variety / shrinking life cycles / customer fragmentation需求不定性日增Increasing implied uncertainty31韓復華教授Tailored Logistics　量身訂製的物流供應¾A single supply chain will fail ¾單套供應鏈必然無法滿足不同different customers on 客戶效率或回應的需求efficiency or responsiveness or both.¾¾視客群特性，區分不同之“物流Each Logistically Distinct Business (LDB) will have 事業群（LDB）”部署不同的distinct requirements in terms y庫存ofy運輸yInventoryy設施yTransportationy資訊yFacilityyInformation¾See Fisher, “What’the Right Supply Chain for your Product,”Harvard Business Review, 韓復華教授Summary　小結¾Two views of a supply ¾兩種供應鏈的流程觀chain¾策略配適：¾A strategic framework: Achieving fit -　佈置供應鏈驅力契合Efficiency/Responsiven目標客戶群效率與回ess and Supply chain 應的需要drivers¾量身訂做的物流¾Tailored logistics¾Yet to learn to ¾如何克服阻礙仍待探overcome obstacles討33Order Penetration Points [Sharman, 1984] Supplier EngineerFabricateAssembleDeliverInstallCustomersMakeOP 1SmallSell fromappliancesstandardstockproductto planOP 2MakeComputerSell semi-standardsystemscustomizedmodolessystem fromto planstockOP 3MakeWoodAssemble-parts fumitureandto plansell fromstock of partsOP 4MarineMake todieselsorderOP 5OilDesign andrefineriesmake toorderStock pointsNote:OP Point is where product specifications get frozen. (Boundary of Push and Pull) 韓復華教授(Apply OP Points to Improve the Supply Chain) 使用OP點改善物流系統 ROUTES TO IMPROVEMENT (Sharman, 1984) 1. OP Point is where product specifications get frozen. ~Supply chain push/pull boundary 2. System Redesign: (物流)系統再設計 -Re-arrange OP points in the supply chain 　產品性質：越複雜的產品，OP點越上游　 OP點往上游移動：降低成品　 OP點往下游移動：提高市場競爭力（現貨供應）　對每個區隔市場(客戶群或產品項)，有不同的最適OP點　成功案例：電話模組化生產快速組裝，降低40%庫存 3. System Rebalance (物流)系統再平衡 (a) 企業主管必須掌握關鍵性的成本/服務之間的利害得失 (critical cost/service trade-off) 35RETURN (b) 必須掌握可靠的資訊韓復華教授Wal-Mart Not Selling　沃瑪不是賣東西[Dr. Roger Blackwell, 1997]After I spoke at one of Wal-mart’s …Saturday-morning meetings last year in Bentonville, Arkansas. One of the executives commented, ”We don’t sell stuff, we buy stuff for consumers.”36RETURN