SCM供应链管理与响应能力(中英文版)

GOM7
► Supply Chain Mgmt1
GOM7
供应链管理 1
A Can of Coke
Smelting
Rolling
Can Making
Label
Filling
Distribution
There are more opportunities in better management of global supply chains than you think
Consumers
Manage the Demand
Avoid the “Bullwhip” Effect
供应链的响应能力
怎么办？
客户
协调供应链
重新设计供应链
需求管理
避免 “皮鞭” 效应
SC Responsiveness
The “Bull whip” Effect
Order variability tends to increase as we move up the supply chain like the “bull whip”
Lead time focus Approach to choosing suppliers Product-design strategy
Physically Efficient Process
Market-Responsive Process
Supply predictable demand efficiently at the lowest possible cost
功能产品
创新产品
物理效率高的 供应链
市场响应型的 供应链
匹配 不匹配
不匹配 匹配
SC Responsiveness
Aspects of Demand
Functional (Predictable Demand)
Innovative (Unpredictable Demand)
Product life cycle
SC Responsiveness
Coordinate the supply chain
2. Change Controls in the Channel
Vendor Managed Inventory Consignment Stocks “Sell-through”
Supplier Supplier Supplier
Consumers
供应链的响应能力
运营内部举措
客户
3. 创造更多的运营灵活性
• 延期方面的投资 • 增加模化程度 • 共享平台/共用元件 • 减少转换成本（和批量大小） • 降低作为关键绩效指标（KPI）设备利用 率 的重要性
What can we do?
Redesign the Supply Chain Fit the supply chain to Product’s “clock speed”
Printers Digital cameras Fashion apparel
Fit the Supply Chain to Product’s “Clockspeed”
Functional Products Innovative Products
Physically Efficient Match
A British Household Refrigerator
一罐可乐
澳大利亚矾土矿 冶炼
流程时间
辊压
制罐 贴标签 填装 分销 零售
一个英国家庭的冰箱
A Can of Coke
Why 319 days to do 3 hours of work?
•Production is batched at every stage •Transport is batched at every stage •Product goes through an average of 14 storage lots and warehouses
Retailing
一罐可乐
澳大利亚矾土矿
冶炼
辊压
制罐
贴标签
填装
改进全球供应链管理的机会之多超乎想象
分销 零售
一个英国家庭的冰箱
A Can of Coke
Smelting
Rolling
Can Making
Label
Filling
Time in the Pipeline
Distribution Retailing
供应链的响应能力
协调供应链
2. 改变渠道控制 卖方管理的存货 代销存货 “零售量”
供应商 供应商 供应商
Intra-Operation Initiative
3. Create More Operational Flexibility
•Invest in postponement •Increase modularity •Share platforms / Common components •Reduce changeover costs (and batch sizes) •Reduce weight of capacity utilization as KPI
一罐可乐
为什么319天做3个小时的工作？
• 每个阶段批量生产 • 每个阶段批量运输 • 每件产品平均经过14次存储和入库
每一步骤（工厂、运输、仓储、销售……） 都在最大限度地提高其运转效率
是不是局部最优化过多而全球最优化不足？
SC Responsiveness
Making the supply chains more responsive
The “Beer Game” example
CONSUMERS
供应链的响应能力
“皮鞭” 效应
沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势
“啤酒游戏” 示例
客户
SC Responsiveness
Coordinate the supply chain 1. Share More Information
10% to 25%
Lead time required for made-to- 6 months to 1 year order products
1 day to 2 weeks
*The contribution margin equals price minus variable cost divided by price and is expressed as a percentage
Consumers
Manage the Demand
供应链的响应能力
怎么办？
客户
协调供应链
减少供应链
需求管理
使供应链与产品的 “时钟速率”相适应
SC Responsiveness
The root cause of the problems plaguing many supply chains is a mismatch between the type of product and the type of supply chain
供应链的反应能力
各需求方面
功能型 (可预测需求)
创新型 (需求不可预测)
产品寿命周期
2年以上
3 个月到1年
边际收益*
5% 至 20%
20% 至 60%
产品多样性
低 (每一类别10 至 20种)
高 (往往每一类别数百万种)
委托产品时预报误差平均幅度 10%
40% 至 100%
平均脱销率
1% 至 2%
More than 2 years
Baidu Nhomakorabea
3 months to 1 year
Contribution margin*
5% to 20%
20% to 60%
Product variety
Average margin of error in the forecast at the time production is committed Average stockout rate
Respond quickly to unpredictable demand in order to minimize stockouts, forced markdowns, and obsolete inventory
Maintain high average utilization rate
•POS Data •Forecasts (share and do jointly) •Schedules (share and do collaboratively)
供应链的响应能力
协调供应链
1. 增加共享信息
• 供应产品（POS） 数据 • 预测（共同分享与共同进行） • 供应链计划（共同分享与协作进行）
Every step (plants, transports, warehouses, sales….) Is maximizing its own operational efficiency
Is this too much local optimization and not enough global optimization?
10% 至 40%
被迫终止季节性降价平均占 全价百分比 按单产品所需的前导时间
0% 6 个月至 1 年
10% 至 25% 1 日至 2 周
*边际收益等于价格减去各项成本，再除以价格，用百分率表示。
SC Responsiveness
Primary purpose
Manufacturing focus Inventory strategy
供应链的响应能力
提高供应链的响应能力
客户
不容易 • 多方面 • 信息流滞后、扭曲 • 可变性和不可预测性 • 失衡
特别是跨国供应链
SC Responsiveness
What can we do?
Coordinate the Supply Chain
Redesign the Supply Chain
Shorten lead time as long as Invest aggressively in ways
it doesn’t increase cost
to reduce lead time
Select primarily for cost and Select primarily for speed,
供应链的响应能力
造成问题困扰许多供应链的根本原因 在于产品类型和供应链类型不相匹配
SC Responsiveness
“Functional” vs. “Innovative” products Different “Clock Speeds”
“Functional”
“Innovative”
Gasoline Pencils Cereals
Deploy excess buffer capacity
Generate high turns and minimize inventory throughout the chain
deploy significant buffer stocks of parts or finished goods
Supply Chain
Market Responsive Mismatch
Supply Chain
Mismatch Match
供应链的响应能力
“功能” 产品对 “创新” 产品的 不同 “时钟速率”
“功能” 产品
“创新” 产品
汽油 铅笔 谷物
打印机 数码照相机 时装服饰
使供应链与产品的 “时钟速率”相适应
Consumers
Is not easy •Multiple parties •Lagged & distorted information flows •Variability and unpredictability •Imbalance Specially for supply chains across national boundaries
quality
flexibility, and quality
Maximize performance and minimize cost
Use modular design in order to postpone product differentiation for as long as possible
Low (10 to 20 variants per category) 10%
1% to 2%
High (often millions of variants per category) 40% to 100%
10% to 40%
Average forced end of season 0% markdown as percentage of full price