最新整理供应链管理模型英文.ppt
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《供应链管理-模型》PPT课件
Implement the right enabling technologies
PROCESS / OPERATIONS
Develop supporting process capabilities
2003 AndersenConsulting 4
First and foremost, successful synchronization requires developing a synchronization strategy.
Determine With Whom To Synchronize
Number of Partners Partners’ Strategic Importance Partners’ Capabilities
Determine Your Synchronization Scope
Product Lines
2003 AndersenConsulting
2
Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change • Lack of trust and integration of company practices are key obstacles
供应链管理(英文课件)Chapter6-Supply Contracts
• OEMs have to get into contracts with suppliers
– For both strategic and non-strategic components
3
Swimsuit Example
• 2 Stages:
– a retailer who faces customer demand and sells swimsuits to
the retailer.
• Retailer Information:
– Summer season sale price of a swimsuit is $125 per unit.
– Wholesale price paid by retailer to manufacturer is $80 per unit.
6
What Is the Optimal Order Quantity?
• Retailer marginal profit is the same as the marginal profit of the manufacturer, $45.
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
17
Global Optimization Swimsuit Example
• Relevant data
– Selling price, $125 – Salvage value, $20 – Variable production costs, $35 – Fixed production cost.
– For both strategic and non-strategic components
3
Swimsuit Example
• 2 Stages:
– a retailer who faces customer demand and sells swimsuits to
the retailer.
• Retailer Information:
– Summer season sale price of a swimsuit is $125 per unit.
– Wholesale price paid by retailer to manufacturer is $80 per unit.
6
What Is the Optimal Order Quantity?
• Retailer marginal profit is the same as the marginal profit of the manufacturer, $45.
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
17
Global Optimization Swimsuit Example
• Relevant data
– Selling price, $125 – Salvage value, $20 – Variable production costs, $35 – Fixed production cost.
供应链管理—英文课件2
Timber Company
Paper Manufacturer
Tenneco Packaging
P & G or Other Mnaufacturer
Wal-mart or Third Party DC
Wal-mart Store
Customer
Chemical Manufacturer
Plastic Producer
phase.
3. Companies define a set of operatiing
plicies that govern short-term operations.
Supply Chain Operation
1. The time horizon is weekly or daily
2. Compaines make decisions regarding individual customer order. 3. The goal is to handle incoming customer orders in the best possible manner. 1.Allocate inventory or production to individual orders. 2.Set a date that an order is to be filled 3.Geneate pick lists at a warehouse 4. Allocate an order to a particular shipping mode and shipment 5. Set delivery schedules of trucks and palce replenishment orders.
供应链管理(英文)Chapter8-Supply Chain Integration幻灯片PPT
• Improve performance: reduce cost, increase service level, reduce the bullwhip effect, better utilize resources, and effectively respond to changes in the market place.
– firm does not hold any inventory and only responds to specific orders.
Pull-Based Supply Chains
• Intuitively attractive:
– Reduced lead time through the ability to better anticipate incoming orders from the retailers.
Push-Based Supply Chains
• Production and distribution decisions based on long-term forecasts.
• Manufacturer demand forecasts based on orders received from the retailer’s warehouses.
– Reduced inventory since inventory levels increase with lead times.
– Less variability in the system. – Decreased inventory at the manufacturer due
to the reduction in variability.
– firm does not hold any inventory and only responds to specific orders.
Pull-Based Supply Chains
• Intuitively attractive:
– Reduced lead time through the ability to better anticipate incoming orders from the retailers.
Push-Based Supply Chains
• Production and distribution decisions based on long-term forecasts.
• Manufacturer demand forecasts based on orders received from the retailer’s warehouses.
– Reduced inventory since inventory levels increase with lead times.
– Less variability in the system. – Decreased inventory at the manufacturer due
to the reduction in variability.
供应商管理培训资料(英文版)PPT(24张)
Logistics Objective:
Source: Lambert, Doubles M., James R. Stock, and Lisa M. Ellram, Fundamentals of Logistics Management, Boston: Irwin McGraw-Hill, 1998, .
Council of Logistics Management, 1986
SUPPLY CHAIN MANAGEMENT
…is the integration of key business processes
from end user through original suppliers, that provides products, services, and information that add value for customers and other stakeholders.
SUPPLY CHAIN MANAGEMENT:
Figure 1
Logistics Purchasing Production R&D
Customer
Marketing & Sales Finance
PRODUCT FLOW
Supply Chain Business Processes
CUSTOMER RELATIONSHIP MANAGEMENT CUSTOMER SERVICE MANAGEMENT DEMAND MANAGEMENT ORDER FULFILLMENT MANUFACTURING FLOW MANAGEMENT PROCUREMENT PRODUCT DEVELOPMENT AND COMMERCIALIZATION RETURNS
PPT文档-供应链管理-模型
e
Nature of Relationshi
p
Partners’ Capabilitie
s
Upstream or Downstream Positioning of Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
strategy and changerovide clients with cross-functional solutions.”
AMR Research Alert on Supply Chain Management (August 1998)
Collaborate & Synchronize Align and Integrate
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Synchronized
Interdependent
Connection/ Culture
Nature of Relationshi
p
Partners’ Capabilitie
s
Upstream or Downstream Positioning of Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
strategy and changerovide clients with cross-functional solutions.”
AMR Research Alert on Supply Chain Management (August 1998)
Collaborate & Synchronize Align and Integrate
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated business processes
Synchronized
Interdependent
Connection/ Culture
供应链管理英PPT
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Flow through the Supply Chain
Carrier Distribution center Supplier Carrier
1-1
JAMES R. STOCK
DOUGLAS M. LAMBERT
STRATEGIC LOGISTICS MANAGEMENT
FOURTH EDITION
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Lot quantity costs
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship of Logistics Activities to Logistics Costs
Council of Logistics Management
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Logistics Management
• • • • • • Customer service levels Transportation costs Warehousing costs Order processing/information systems costs Lot quantity costs Inventory carrying costs
McGraw-Hill/Irwin
Flow through the Supply Chain
Carrier Distribution center Supplier Carrier
1-1
JAMES R. STOCK
DOUGLAS M. LAMBERT
STRATEGIC LOGISTICS MANAGEMENT
FOURTH EDITION
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Lot quantity costs
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship of Logistics Activities to Logistics Costs
Council of Logistics Management
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Logistics Management
• • • • • • Customer service levels Transportation costs Warehousing costs Order processing/information systems costs Lot quantity costs Inventory carrying costs
供应链管理详细资料(英文版)(ppt 47页)
– the multi-local aspects of the business at a national or regional level – the multinational aspects
• Roles in related professions, e.g. R&D, Customer Management
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
• Roles in related professions, e.g. R&D, Customer Management
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
供应链管理及业务管理知识分析模式(英文版)(PPT 37页)
DA1892b
9
…and they have been rewarded by Wall Street
60%
Shareholder Value Creation
1995-1999
50%
40%
(57%, 36%)
Price to Earnings
Ratio (Annualized
Growth 1995-1999)
Buy, build & borrow new capabilities from the best companies
Supply chain human performanceengaging your people
Build demand chain synchronization capabilities
©Andersen Consulting 2000
New Business Models in Supply Chain
Harry E. Salzberg Memorial Program Syracuse University
April 6, 2001
DA1892b
Supply Chain capability continues to be the difference between eCommerce success and failure
-- Hau L. Lee (Stanford University)
"Online supply-chain management will stay one of the hottest B2B technology fields…Companies are only now starting to figure out the efficiencies and cost savings they can realize with Web systems that allow buyers and sellers to access the same information online."
【全套精品课件】供应链管理英文课件
E
S
R
S
Capacity, Information, Core Competencies, Capital and Human Resources
Source: Supply Chain Faculty, Michigan State University
Challenges for Supply Chains
Aggregated buying power, auction-based buying/selling
• Achieve Process Simplification
Automated steps, One-step business
THE INTEGRATED SUPPLY CHAIN
Relationship Management
• Visibility
All partners have real time information about status and performance of each element in the supply chain from customers to suppliers.
• Optimization
• Take orders over the web, or automatically via B2B • Offer rich product selection and/or the ability to customize • Source the order and commit to delivery, immediately, online • Service the order online, including changes and inquiries • Deliver product quickly, efficiently, profitably • Be in constant communication with customers and suppliers
供应链管理英文课件 (16)
18-14
Summary of Learning Objectives
1. Understand the importance of sustainability in a supply chain 2. Discuss the challenge to sustainability posed by the tragedy of the commons 3. Describe key metrics that can be used to measure sustainability for a supply chain 4. Identify opportuniti various supply chain drivers
18-4
What Are Some Solutions to This “Tragedy”?
• No solution without taking away some •
of the freedom that participants Need to choose from options that are unlikely to be supported by all of their own free will
• Challenges with scope • Absolute or relative measures of
performance
18-7
Sustainability and Supply Chain Drivers
• Opportunities identified by matching the •
18-10
Sustainability and Supply Chain Drivers
• Sourcing
Summary of Learning Objectives
1. Understand the importance of sustainability in a supply chain 2. Discuss the challenge to sustainability posed by the tragedy of the commons 3. Describe key metrics that can be used to measure sustainability for a supply chain 4. Identify opportuniti various supply chain drivers
18-4
What Are Some Solutions to This “Tragedy”?
• No solution without taking away some •
of the freedom that participants Need to choose from options that are unlikely to be supported by all of their own free will
• Challenges with scope • Absolute or relative measures of
performance
18-7
Sustainability and Supply Chain Drivers
• Opportunities identified by matching the •
18-10
Sustainability and Supply Chain Drivers
• Sourcing
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A Holistic Perspective: Supply Chain Management
Linking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners.
Synchronized
enabling technologies
Supply Chain
PROCESS / OPERATIONS
Develop supporting process capabilities
First and foremost, successful synchronization requires developing a synchronization strategy.
Gregory J. Owens Former Global Managing Partner
Supply Chain Practice March 4, 1999
The SCM pitfalls we have learned to date.
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated busintegration
Supply chain decision support
Upstream or Downstream Positioning of
Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product Design
Synchronized Supply Chain
Strategy
AMR Research Alert on Supply Chain Management (August 1998)
STRATEGY
PEOPLE
TECHNOLOGY
BUSINESS INTEGRATION
PROCESS / OPERATIONS
Executives should take a holistic business approach to successfully synchronize their supply chains.
Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
Develop a synchronization strategy, and choose the right initiative
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
TECHNOLOGY Implement the right
Value-based external collaborative models
Collaborative supply chain technology
Technology Single solution legacy Multiple solution
Solution
Determine With Whom To Synchronize
Determine Your Synchronization Scope
Number of
Partners
Partners’ Strategic Importance
Nature of Relationship
Partners’ Capabilities
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Demand Generation
Materials & Capacity
Outsourcing
Implementing the right enabling technologies is also critical to the success of synchronization.
Collaborate & Synchronize Align and Integrate
Linking the globe with real-time applications that maximize customer desires with reduced cost structures through optimized software with operations executed by both internal people and external alliance partners.
Synchronized
enabling technologies
Supply Chain
PROCESS / OPERATIONS
Develop supporting process capabilities
First and foremost, successful synchronization requires developing a synchronization strategy.
Gregory J. Owens Former Global Managing Partner
Supply Chain Practice March 4, 1999
The SCM pitfalls we have learned to date.
• Benefits from sharing sales forecasts and inventory levels are achievable but fall short of the promise
Drivers
Process Solution
Today’s Technology Emerging Technology Future Technology
ERP, Y2K
Automated busintegration
Supply chain decision support
Upstream or Downstream Positioning of
Partners
Supply Chain Structure
Product Lines
Customer Priorities
Market Offerings
Business Functions
Channel Strategies
Companies will then need to develop processes to support each core capability.
Forecasting & Fulfillment
Product Design
Synchronized Supply Chain
Strategy
AMR Research Alert on Supply Chain Management (August 1998)
STRATEGY
PEOPLE
TECHNOLOGY
BUSINESS INTEGRATION
PROCESS / OPERATIONS
Executives should take a holistic business approach to successfully synchronize their supply chains.
Successful SCM initiatives typically combine strategic and tactical change to all components of a company.
“The SCM Practice comprises experts in technology, processes, strategy and change management, enabling it to provide clients with cross-functional solutions.”
Develop a synchronization strategy, and choose the right initiative
STRATEGY
Restructure and re-skill organizational relationships
PEOPLE
TECHNOLOGY Implement the right
Value-based external collaborative models
Collaborative supply chain technology
Technology Single solution legacy Multiple solution
Solution
Determine With Whom To Synchronize
Determine Your Synchronization Scope
Number of
Partners
Partners’ Strategic Importance
Nature of Relationship
Partners’ Capabilities
• The barriers to collaboration and integration are organizational and behavioral not technological or economic - the Fear of Change
• Lack of trust and integration of company practices are key obstacles
Demand Generation
Materials & Capacity
Outsourcing
Implementing the right enabling technologies is also critical to the success of synchronization.
Collaborate & Synchronize Align and Integrate