1、供应链管理(2)
供应链管理—马士华 (2)
平衡的供应链可以实现各主要职能（采购/低采购成本、生产/规模效益、分销/低运输成本、市场/产品多样化和财务/资金运转快）之间的均衡。
3.有效性供应链和反应性供应链
ቤተ መጻሕፍቲ ባይዱ
根据供应链的功能模式（物理功能和市场中介功能）可以把供应链划分为两种：有效性供应链（Efficient Supply Chain）和反应性供应链（Responsive Supply Chain）。有效性供应链主要体现供应链的物理功能，即以最低的成本将原材料转化成零部件、半成品、产品，以及在供应链中的运输等；反应性供应链主要体现供应链的市场中介的功能，即把产品分配到满足用户需求的市场，对未预知的需求做出快速反应等。两种类型的供应链的比较见表2-1。
供应链管理是一种集成的管理思想和方法，它执行供应链中从供应商到最终用户的物流的计划和控制等职能。例如，伊文斯（Evens）认为：供应链管理是通过前馈的信息流和反馈的物料流及信息流，将供应商、制造商、分销商、零售商，直到最终用户连成一个整体的管理模式。菲利浦（Phillip）则认为供应链管理不是供应商管理的别称，而是一种新的管理策略，它把不同企业集成起来以增加整个供应链的效率，注重企业之间的合作。最早人们把供应链管理的重点放在管理库存上，作为平衡有限的生产能力和适应用户需求变化的缓冲手段，它通过各种协调手段，寻求把产品迅速、可靠地送到用户手中所需要的费用与生产、库存管理费用之间的平衡点，从而确定最佳的库存投资额。因此其主要的工作任务是管理库存和运输。现在的供应链管理则把供应链上的各个企业作为一个不可分割的整体，使供应链上各企业分担的采购、生产、分销和销售的职能成为一个协调发展的有机体。
※ 信息系统落后。我国大多数企业仍采用手工处理方式，企业内部信息系统不健全、数据处理技术落后，企业与企业之间的信息传递工具落后，没有充分利用EDI、Internet等先进技术，致使信息处理不准确、不及时，不同地域的数据库没有集成起来。
供应链管理 第二章
确使用的软件工具这一点没有一个正确的认识，人们往往过分强调了 其功能。MRP被描述成了一个运行公司的完全的和独一无二的系统， 而不是整个系统的一部分。三是MRP如何与JIT相互作用。 闭环MRP 的优点： 1.主生产计划来源于企业的生产经营计划与市场需求（如合同、订单 等）。 2.主生产计划与物料需求计划的运行（或执行）伴随着能力与负荷的 运行，从而保证计划是可靠的。3.采购与生产加工的作业计划与执行 是物流的加工变化过程，同时又是控制能力的投入与产出过程。 4.能 力的执行情况最终反馈到计划制定层，整个过程是能力的不断执行与 调整的过程。
6个月～1年
1天～2周
功能性产品一般用于满足用户的基本需求，变 化很少，具有稳定的、可预测的需求和较长的 寿命周期，但它们的边际利润较低。为了避免 低边际利润，许多企业在式样或技术上革新以 寻求消费者的购买，从而获得高的边际利润， 这种革新性产品的需求一般不可预测，寿命周 期也较短。正因为这两种产品的不同，才需要 有不同类型的供应链去满足不同的管理需要。
5～10 20 1～2
40～100 10～40
20～60
产品多样性 季末降价率(%低) （每一目录0 10到20个1）0～25 高（每一目录上千）
按订单生产的提前期
6个月～1年
1天～2周
预测的平均边际错误率(%)
10
40～100
平均缺货率(%)
1～2
10～40
季末降价率(%)
0
10～25
按订单生产的提前期
在过去的十多年里，企业面临的竞争环境发生了巨大 的变化。许多企业（特别是汽车行业企业）都应用 JIT方法进行管理，这样一种方法要求企业加快对用 户变化需求的反应速度，同时加强与合作伙伴的合作。 全球竞争中先进制造技术的发展要求企业将自身业务 与合作伙伴业务集成在一起，缩短相互之间的距离， 站在整个供应链的观点考虑增值，所以许多成功的企 业都将与合作伙伴的附属关系转向建立联盟或战略合 作关系。
供应链管理2专业知识
供给链旳效率（Efficiency）是指制造和向顾客交付 产品成本旳倒数
响应性 高
低
高
成本
低
成本-响应性效率边界图
效率极高 Efficiency
钢铁厂
效率中档
响应性中档
Hanes服装企业：老式备 货式生产
大部分汽车制造商：在两 三周内交付品种众多旳产 品
响应性连续带
响应性高
Reponsiveness 日本7-11商店： 一日内能够在不 同地址变化产品 组合
La Londe和 Masters (1994) 供给链战略涉及：“供给链上旳两个或更多企业进入一种长久协定，信任和承诺发展成伙 伴关系，需求和销售信息共享旳物 流活动旳整合，提升对物流过程运动轨迹控制旳潜力。”
Stevens(1989)
“管理供给链旳目旳是使来自供给商旳物流与满足客户需求协同运作，以协调高客户服 务水平和低库存、低成本旳相互冲突旳目旳。”
什么是供给链？
供给链是由直接或间接满足顾客需求旳各方构成， 涉及原材料供给商、制造商、分销商、零售商、顾 客、运送商、仓储商等构成旳一条链。
在供给链上有三种流：信息流、物流、资金流。
供给商
制造商
批发商/分销商
零售商
：物流
：需求信息流
图1 供给链构造示意图
资金流
注意
在分析详细旳供给链中，应该考虑所要设计旳供给 链旳范围。
财务、会计、信息技术、人力资源
新产品开发
市场营销及销售
生产运作
分销
服务
企业旳价值链
供给链战略 供给链战略就是对供给链中资金流、信息流、 物流在供给链中流动所采用旳战略，使企业旳竞争力最 大化。例如：原材料旳获取、物料旳运进运出、产品制 造或提供服务旳运作、产品旳配送、后续服务以及这些 流程是自己处理还是外包。供给链战略涉及对供给链主 要构造旳阐明，以及老式称为“供给战略”，“运作战 略”，“物流战略”旳内容，还涉及有关库存、运送、 运作设施和信息流旳供给链设计工作。不同旳竞争战略 要求供给链旳战略是不同旳。
供应链管理与设计考试复习资料
供应链管理复习资料题型：填空，名词解释，简单，综合，计算1、供应链管理，供应链管理是用于有效集成供应商，制造商，仓库与商店的一系列方法。
通过这些方法，使生产出来的商品能以适当的数量。
在适当的时间，被送往适当的地点。
从而实现在满足服务水平要求的同时使系统的成本最小化。
2、供应链的目标是整个系统的效率和成本效益3、开发链是与新产品导入相关的一系列活动的流程。
它包括内部需要去开发相关能力与知识的产品设计阶段。
开发链与供应链交叉于生产环节。
4、供应链是一个动态系统会随着时间不断的发展。
5、库存在供应链中存在的几种形式：a．原材料库存 b.在制品库存 c.成品库存6、库存持有的原因：a意想不到的顾客需求变化；b在许多情况下供应的数量和质量；c提前期，交货有提前期需要库存；d运输公司要实现规模经济。
7、经济批量模型---对供应商的选择，考虑不同供应商造成的成本进行衡量，参考作业。
8、预测的原则：（1）预测总是不准确的。
供应和需求很难匹配。
（2）预测的期限越长，预测误差越大（3）综合预测更准确。
最优订货批量不一定等于预测需求或平均需求。
（实际上，最优数量依赖于多销售一件产品所产生的边际利润和边际成本。
固定成本对产量没有影响，只对是否生产的决策有影响。
因此，对于给定的一个生产决策，产量与固定生产成本无关。
）平均利润一般会随订货批量增加而增加，知道产量达到一个特定值，之后则会相反。
当我们增加产量，风险也会增加。
9、为了有效管理库存进行的策略：持续性检查：库存每天检查，当库存达到特定水平或订货点时就下达订单。
定期性检查：每过一段固定的时间间隔就检查库存水平一次。
每次检查后确定合适的订购数量。
当频繁的检查库存和下达订单不可行或不便利的时候，这种订货策略就比较适用。
10、风险分担：标准差是用来衡量需求偏离平均需求的大小。
变异系数是标准差和平均需求的比率。
变异系数=标准差/平均需求三个关键点：1集中化库存同时减少了系统的安全库存和平均库存；2变异系数越大，从集中化系统中获得的好处越多。
供应链管理习题 (2)
Supply Chain Management, 5e (Chopra/Meindl)Chapter 2 Supply Chain Performance: Achieving Strategic Fit and Scope2.1 True/False Questions1) A company's competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Analytic Skills2) The value chain emphasizes the close relationship between all the functional strategies withina company.Answer: TRUEDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies3) A company's product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: FALSEDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies4) A company's product development strategy specifies the portfolio of new products that it will try to develop.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies5) A company's supply chain strategy determines the nature of procurement and transportation of materials as well as the manufacture and distribution of the product.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies6) The degree of supply chain responsiveness should be consistent with the implied uncertainty. Answer: TRUEDiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills7) The degree of supply chain responsiveness does not need to be consistent with the implied uncertainty.Answer: FALSEDiff: 2Topic: 2.2 Achieving Strategic Fit8) To achieve complete strategic fit, a firm must ensure that all functions in the value chain have consistent strategies that support the competitive strategy.Answer: TRUEDiff: 2Topic: 2.2 Achieving Strategic Fit9) To achieve complete strategic fit, a firm must ensure that all functions in the value chain have diverse strategies that support functional goals.Answer: FALSEDiff: 2Topic: 2.2 Achieving Strategic Fit10) Because demand and supply characteristics change, the supply chain strategy must change over the product life cycle if a company is to continue achieving strategic fit.Answer: TRUEDiff: 1Topic: 2.2 Achieving Strategic Fit11) To retain strategic fit, supply chain strategy must be adjusted over the life cycle of a product and as the competitive landscape changes.Answer: TRUEDiff: 2Topic: 2.2 Achieving Strategic Fit12) The intercompany scope of strategic fit is no longer relevant today because the competitive playing field has shifted from company versus company to supply chain versus supply chain. Answer: FALSEDiff: 1Topic: 2.2 Achieving Strategic Fit13) A company will fail if there is a lack of strategic fit or because its overall supply chain design, processes, and resources do not provide the capabilities to support the maximum strategic fit.Answer: FALSEDiff: 3Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills14) The following situation would likely work well. A situation in which marketing is publicizing a company's ability to provide a large variety of products very quickly; simultaneously, distribution is targeting the lowest cost means of transportation.Answer: FALSEDiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Reflective Thinking Skills15) Supply chain strategy specifies what the operations, distribution, and service functions, whether performed in-house or outsourced, should do particularly well.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Analytic Skills2.2 Multiple Choice Questions1) A company's competitive strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: ADiff: 2Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Reflective Thinking Skills2) A company's product development strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: BDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies3) A company's marketing and sales strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: CDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies4) A company's supply chain strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: DDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies5) Which of the following determines the nature of procurement of raw materials, transportation of materials to and from the company, manufacture of the product or operation to provide the service, and distribution of the product to the customer along with follow-up service?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) none of the aboveAnswer: DDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies6) Which of the following defines the set of customer needs that a company seeks to satisfy through its products and services?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) none of the aboveAnswer: ADiff: 2Topic: 2.1 Competitive and Supply Chain Strategies7) Which of the following specifies the portfolio of new products that a company will try to develop?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) all of the aboveAnswer: BDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies8) A supply chain strategy involves decisions regardingA) inventory.B) transportation.C) operating facilities.D) information flows.E) all of the aboveAnswer: EDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies9) A supply chain strategy involves decisions regarding all of the following exceptA) inventory.B) transportation.C) new product development.D) operating facilities.E) information flows.Answer: CDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies10) Which of the following is not a key to the success or failure of a company?A) The competitive strategy and all functional strategies must fit together to form a coordinated overall strategy.B) The competitive strategy and all functional strategies operate independently of each other.C) The different functions in a company must appropriately structure their processes and resources to be able to execute strategies successfully.D) Each functional strategy must support other functional strategies and help a firm reach its competitive strategy goal.E) All of the above are keys to success.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit11) Which of the following are basic steps to achieving strategic fit?A) Understanding the customer and supply uncertainty.B) Understanding the supply chain capabilities.C) Achieving strategic fit.D) All of the above are basic steps to achieving strategic fit.E) None of the above are a basic step to achieving strategic fit.Answer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills12) The uncertainty of customer demand for a product is theA) rate of strategic uncertainty.B) demand uncertainty.C) implied demand uncertainty.D) average forecast error.E) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills13) The uncertainty that exists due to the portion of demand that the supply chain is required to meet is theA) rate of strategic uncertainty.B) demand uncertainty.C) implied demand uncertainty.D) average forecast error.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills14) Which of the following customer needs will cause implied uncertainty of demand to decrease?A) Range of quantity required increasesB) Lead time decreasesC) Variety of products required increasesD) Required service level increasesE) none of the aboveAnswer: EDiff: 2Topic: 2.2 Achieving Strategic Fit15) Which of the following customer needs will cause implied uncertainty of demand to increase?A) Product marginB) Lead time decreasesC) Average stockout rateD) Average forced season end markdownE) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills16) Which of the following is not a characteristic of customer demand correlated with implied uncertainty?A) Product marginB) Unpredictable and low yieldsC) Average stockout rateD) Average forced season end markdownE) None of the above are correlated with implied uncertainty.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit17) Which of the following is not a supply chain capability that will impact supply uncertainty?A) Evolving production processB) Inflexible supply capacityC) Limited supply capacityD) Product marginE) Unpredictable and low yieldsAnswer: DDiff: 2Topic: 2.2 Achieving Strategic Fit18) The first step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness.E) none of the aboveAnswer: BDiff: 3Topic: 2.2 Achieving Strategic Fit19) The second step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness.E) none of the aboveAnswer: ADiff: 3Topic: 2.2 Achieving Strategic Fit20) The final step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) combine customer and supply chain uncertainty and map it on the implied uncertainty spectrum.E) all of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills21) Supply chain responsiveness includes the ability to do which of the following?A) Handle supply uncertaintyB) Understand customers and supply chain uncertaintyC) Match supply chain responsiveness with the implied uncertainty of demandD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) none of the aboveAnswer: ADiff: 2Topic: 2.2 Achieving Strategic Fit22) Supply chain responsiveness includes the ability to do which of the following?A) Understand customers and supply chainB) Meet a very high service levelC) Match supply chain responsiveness with the implied uncertainty of demandD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic Fit23) Supply chain responsiveness includes the ability to do which of the following?A) Understand customers and supply chainB) Match supply chain responsiveness with the implied uncertainty of demandC) Meet short lead timesD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) all of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit24) The cost of making and delivering a product to the customer is referred to asA) supply chain responsiveness.B) supply chain efficiency.C) cost-responsiveness efficient frontier.D) implied uncertainty.E) none of the aboveAnswer: BDiff: 1Topic: 2.2 Achieving Strategic Fit25) The curve that shows the lowest possible cost for a given level of responsiveness is referred to as theA) supply chain responsiveness curve.B) supply chain efficiency curve.C) cost-responsiveness efficient frontier.D) responsiveness spectrum.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit26) A firm that is not on the cost-responsiveness efficient frontier can improveA) both responsiveness and cost performance.B) only responsiveness.C) only cost performance.D) responsiveness, but not cost performance.E) neither responsiveness nor cost performance.Answer: ADiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills27) A graph with two axes with implied uncertainty along the horizontal axis and responsiveness along the vertical axis is referred to as theA) implied uncertainty spectrum.B) responsiveness spectrum.C) uncertainty/responsiveness map.D) zone of strategic fit.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit28) The relationship where increasing implied uncertainty from customers and supply sources is best served by increasing responsiveness from the supply chain is known as theA) implied uncertainty spectrum.B) responsiveness spectrum.C) uncertainty/responsiveness map.D) zone of strategic fit.E) none of the aboveAnswer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills29) The drive for strategic fit should come fromA) the supply chain manager.B) the strategic planning department.C) the highest levels of the organization, such as the CEO.D) middle management.E) sales and marketing.Answer: CDiff: 3Topic: 2.2 Achieving Strategic Fit30) The important points to remember about achieving strategic fit areA) there is one best supply chain strategy for all competitive strategies.B) there is no right supply chain strategy independent of the competitive strategy.C) there is a right supply chain strategy for a given competitive strategy.D) all of the aboveE) B and C onlyAnswer: EDiff: 3Topic: 2.2 Achieving Strategic Fit31) The preferable supply chain strategy for a firm that sells multiple products and serves customer segments with very different needs is toA) set up independent supply chains for each different product or customer segment.B) set up a supply chain that meets the needs of the highest volume product or customer segment.C) tailor the supply chain to best meet the needs of each product's demand.D) set up a supply chain that meets the needs of the customer segment with the highest implied uncertainty.E) set up a supply chain that meets the needs of product with the highest implied uncertainty. Answer: CDiff: 3Topic: 2.2 Achieving Strategic Fit32) Which of the following would not be a demand and supply characteristic toward the beginning stages of a product's life cycle?A) Demand is very uncertain and supply may be unpredictable.B) Demand has become more certain and supply is predictable.C) Margins are often high and time is crucial to gaining sales.D) Product availability is crucial to capturing the market.E) Cost is often of secondary consideration.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit33) Which of the following would be a demand and supply characteristic toward the beginning stages of a product's life cycle?A) Demand has become more certain and supply is predictable.B) Margins are lower due to an increase in competitive pressure.C) Product availability is crucial to capturing the market.D) Price becomes a significant factor in customer choice.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit34) Which of the following would not be a demand and supply characteristic in the later stages of a product's life cycle?A) Demand has become more certain and supply is predictable.B) Margins are lower due to an increase in competitive pressure.C) Product availability is crucial to capturing the market.D) Price becomes a significant factor in customer choice.E) All of the above are characteristics of the later stages.Answer: CDiff: 2Topic: 2.2 Achieving Strategic Fit35) The functions and stages that devise an integrated strategy with a shared objective are referred to asA) competitive strategy.B) supply chain strategy.C) scope of strategic fit.D) scope of marketing strategy.E) scope of product development strategy.Answer: CDiff: 2Topic: 2.3 Expanding Strategic Scope36) The value chain consists of direct and indirect activities. Which of the following is an indirect activity for an enterprise?A) MarketingB) DistributionC) Human ResourcesD) ServiceAnswer: CDiff: 3Topic: 2.1 Competitive and Supply Chain Strategies37) A ________ strategy specifies the portfolio of new products that a company will try to develop.A) Product DevelopmentB) Marketing and SalesC) Supply ChainD) FinanceAnswer: ADiff: 2Topic: 2.1 Competitive and Supply Chain Strategies38) A ________ strategy specifies how the market will be segmented and how the product will be positioned, priced, and promoted.A) Product DevelopmentB) Marketing and SalesC) Supply ChainD) FinanceAnswer: BDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies39) Between 1993 and 2006, Dell's competitive strategy was to provide a large variety of customizable products at a reasonable price. Given the focus on customization, Dell's supply chain was designed toA) be responsive.B) provide a different product.C) operate on a low-cost basis.D) provide sustainable products.Answer: ADiff: 3Topic: 2.2 Achieving Strategic FitAACSB: Reflective Thinking Skills40) For a company to achieve strategic fit, it must accomplish the following keys:A) All functional strategies must fit together to form a coordinated overall strategy.B) The different functions in a company must appropriately structure their processes and resources to be able to execute these strategies successfullyC) The overall supply chain must operate at the lowest cost possible to achieve success.D) The design of the overall supply chain and the role of each stage must be aligned to support the supply chain strategy.Answer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills41) Efficient supply chainsA) respond quickly to demand.B) have higher margins because price is not a prime customer driver.C) maintain buffer inventory to deal with demand/supply uncertainty.D) maximize performance at a minimum cost.Answer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills42) With the ________ view firms attempt to align all operations within a function. In this view all supply chain functions including sourcing, manufacturing, warehousing, and transportation must align their strategy to minimize total functional cost.A) Intrafunctional scopeB) Intraoperation scopeC) Interfunctional scopeD) Intercompany scopeAnswer: BDiff: 3Topic: 2.3 Expanding Strategic Scope43) The key weakness of the ________ view is that different functions within a firm may have conflicting objectives.A) Intrafunctional scopeB) Intraoperation scopeC) Interfunctional scopeD) Intercompany scopeAnswer: ADiff: 3Topic: 2.3 Expanding Strategic Scope44) Which of the following is NOT a challenge that makes it increasingly difficult for supply chains to achieve strategic fit?A) GlobalizationB) Changing TechnologyC) Shorter Life CyclesD) Decreasing Product VarietyAnswer: DDiff: 2Topic: 2.4 Challenges to Achieving and Maintaining Strategic FitAACSB: Analytic Skills2.3 Essay Questions1) Discuss the two keys to the success or failure of a company.Answer: A company's success or failure is thus closely linked to the following keys:1. The competitive strategy and all functional strategies must fit together to form a coordinated overall strategy. Each functional strategy must support other functional strategies and help a firm reach its competitive strategy goal.2. The different functions in a company must appropriately structure their processes and resources to be able to execute these strategies successfully.Diff: 3Topic: 2.2 Achieving Strategic Fit2) List and explain the three basic steps to achieving strategic fit.Answer: There are three basic steps to achieving strategic fit:1. Understanding the customer and supply chain uncertainty. First a company must understand the customer needs for each targeted segment and the uncertainty the supply chain faces in satisfying these needs. These needs help the company define the desired cost and service requirements. The supply chain uncertainty helps the company identify the extent of disruption and delay the supply chain must be prepared for.2. Understanding the supply chain capabilities. There are many types of supply chains, each of which is designed to perform different tasks well. A company must understand what its supply chain is designed to do well.3. Achieving strategic fit. If a mismatch exists between what the supply chain does particularly well and the desired customer needs, the company will either need to restructure the supply chain to support the competitive strategy or alter its strategy.Diff: 2Topic: 2.2 Achieving Strategic Fit3) List the attributes along which customer demand from different segments can vary. Answer: In general, customer demand from different segments may vary along several attributes as follows:∙The quantity of the product needed in each lot∙The response time that customers are willing to tolerate∙The variety of products needed∙The service level required∙The price of the product∙The desired rate of innovation in the productDiff: 2Topic: 2.2 Achieving Strategic Fit4) List the abilities included in supply chain responsiveness.Answer: Supply chain responsiveness includes a supply chain's ability to do the following:∙Respond to wide ranges of quantities demanded∙Meet short lead times∙Handle a large variety of products∙Build highly innovative products∙Meet a very high service level∙Handle supply uncertaintyDiff: 2Topic: 2.2 Achieving Strategic Fit5) Discuss the impact of the product life cycle on strategic fit between implied demand uncertainty and supply chain responsiveness.Answer: As products go through their life cycle, the demand characteristics and the needs of the customer segments being served change. Supply characteristics also change as the product and production technologies mature. High-tech products are particularly prone to these life cycle swings over a very compressed time span. A product goes through life cycle phases from the introductory phase, when only the leading edge of customers is interested in it and supply is uncertain, all the way to the point at which the product becomes a commodity, the market is saturated, and supply is predictable. Thus, if a company is to maintain strategic fit, its supply chain strategy must evolve as its products enter different phases. As products mature, the corresponding supply chain strategy should, in general, move from being responsive to being efficient. The key point here is that demand and supply characteristics change over a product's life cycle. Because demand and supply characteristics change, the supply chain strategy must also change over the product life cycle if a company is to continue achieving strategic fit.Diff: 2Topic: 2.2 Achieving Strategic Fit6) Explain scope of strategic fit.Answer: Scope of strategic fit refers to the functions and stages that devise an integrated strategy with a shared objective. It is a key issue relating to strategic fit in terms of supply chain stages, across which the strategic fit applies. At one extreme, every operation within each functional area devises its own independent strategy with the objective of optimizing its individual performance. In this case, the scope of strategic fit is restricted to an operation in a functional area within a stage of the supply chain. At the opposite extreme, all functional areas within all stages of the supply chain devise strategy jointly with a common objective of maximizing supply chain profit. In this case, the scope of strategic fit extends to the entire supply chain. Expanding the scope of strategic fit improves supply chain performance. The scope of strategic fit can be represented on a two-dimensional grid. Horizontally, the scope of strategic fit is considered across different supply chain stages, starting from suppliers and moving all the way along the chain to the customer. Vertically, the scope is applied to the fit achieved across different functional strategies, competitive, product development, supply chain, and marketing. Diff: 2Topic: 2.3 Expanding Strategic Scope。
供应链管理ppt任务2供应链的构建
三、供应链物流系统的构筑
注重网络关系管理
强调全员参与性、系统整体性、成员协作性、 运作协同性
充分考虑供应链物流网络的优化、物流结点的 选址、运输线路的优化、物流作业方法的选择 与优化
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论等方式完成“校园超市供应链 的设计”草案。 课余：完成《校园超市供应链的设 计方案》。
设计要点
（1）市场调查 （2）需求分析 （3）竞争环境分析 （4）供应链结构设计 （5）供应链流程设计
2.3 供应链的构建
供应链合作伙伴的选择 供应链组织机制的建立 供应链物流系统的构筑 供应链信息系统的构建 供应链管理流程的设计
②企业现状分析（现有供应链分析）
③ 提出供应链设计项目（分析必要性） ④ 提出供应链设计目标 ⑤ 分析供应链的组成
比较新旧 供应链
⑥分析和评价供应链设计的技术可行性 ⑦设计供应链 ⑧检验供应链
工具 和技
术
供应链的设计步骤模型
决策点
反馈
反馈
课堂讨论：校园超市供应链的设计
学习任务： 课内：在教师的指导下通过小组讨
3. 基于多代理的供应链设计策略
该策略注重动态建模思想，是一个不断循环和并行的过程。
二、供应链的设计原则
双向（自顶向下与自底向上相结合） 简约/简洁（少而精） 集优（强强联合） 互补（优势互补） 协调（总体协调，双赢） 动态 创新 战略（前瞻性）
三、供应链的设计步骤
①环境分析（明确产品及服务需求）
供应链管理体系构建模型
布置作业
课余完成校园超市供应链的设计方案。
供应链管理复习题2
《供应链管理》复习题一、名称解释1、供应链 supply chain生产及流通过程中，涉及将产品或服务提供给最终用户活动的上游与下游组织所形成的网链结构。
2、供应链管理：对供应链涉及的全部活动进行计划、组织、协调与控制。
3、业务外包：就是把主要精力放在企业的关键业务（企业核心竞争力）上，充分发挥其优势，同时与全球范围内的合适企业建立战略合作关系，企业中非核心业务由合作企业完成。
4、物流外包 logistics outsourcing企业为了获得比单纯利用内部资源更多的竞争优势，将其部分或全部物流业务交由合作企业完成。
5、虚拟企业：将供应链网上为了完成共同目标、通力合作、并实现各自利益的这样一些厂家形象地看成是一个厂家，就是虚拟企业。
6、供应链合作关系：供应商与制造商之间，在一定时期内的共享信息、共担风险、共同获利的协议关系。
6、有效顾客响应（ECR）：以满足顾客要求和最大限度降低物流过程费用为原则，能及时做出准确反应，使提供的物品供应或服务流程最佳化的一种供应链管理策略。
7、企业竞争力：就是企业和企业家设计、生产和销售产品与服务的能力，其产品和服务的价格和非价格的质量等特性比竞争对象具有更大的市场吸引力。
8、自动补货 automatic replenishment基于计算机信息技术，快捷、准确地获取客户销售点的需求信息，预测未来商品需求，并据此持续补充库存的一种技术。
9、供应商管理库存 vendor managed inventory（VMI）按照双方达成的协议，由供应链的上游企业根据下游企业的物料需求计划、销售信息和库存量，主动对下游企业的库存进行管理和控制的供应链库存管理方式。
10、连续补货计划 continuous replenishment program（CRP）利用及时准确的销售时点信息确定已销售的商品数量，根据零售商或批发商的库存信息和预先规定的库存补充程序确定发货补充数量和配送时间的计划方法。
供应链管理 任务2 供应链驱动要素
任务二
供应链驱动要素
我们将学习以下内容
竞争战略和供应链战略为什么要匹配
匹配的原因
竞争战略和供应链战略如何匹配
匹配的步骤和方法
供应链驱动要素
第一节 竞争战略和供应链战略的匹配
一、竞争战略
——零售店：价格、快速反应、选购时获得的帮助。 ——戴尔电脑定制：合理价位提供个性化配置和多样化。
供应链驱动要素
赢得战略匹配的三个要素
理解顾客和供应链的不确定性 理解供应链能力 赢得战略匹配
（1）确保供应链的响应程度与顾客的需求保持 协调一致。 （2）给供应链不同环节分配不同的响应性和效 率水平，以保证整体供应链所期望的效果。
主要目标 产品设计策略
效率供应链 以最低成本供应需求 以最低成本产生最大绩效
决策因素：响应性、成本、控制力、柔性、企业的核心能力。 决策：方式、策略 方式：招投标采购、集中/分散采购 策略：自制/外购
供应链驱动要素
第二节 供应链战略绩效驱动要素
1.设施 2.库存 3.运输 4.采购 5.定价 6.信息
作用：通过定价来影响顾客的购买行为，从而影响供求。 决策： —— 定价与规模经济 —— 每日低价、高—低定价 —— 固定价格与菜单价格
——妈咪宝贝尿不湿：轻薄服帖、吸收力好，适合爬行宝宝 ——帮宝适尿不湿：适合不同性别的宝宝夜间使用、干爽超吸收
——华为手机：实惠、国人的手机、内涵等 ——苹果手机：快速、流畅等
例子：便利店和大型超市、网上购物和实体店购物、不同快递等
供应链驱动要素
竞争战略是相对于竞争对手提出的， 基于客户的某种需求或偏好而提出的
供应链驱动要素
Байду номын сангаас
基于客户的需求或偏好而提出的产品或服务的组合， 区别于竞争对手的策略
高级经济师-工商管理-章节练习-第六章供应链管理
高级经济师-工商管理-章节练习-第六章供应链管理[问答题]1.供应商管理库存有哪些原则？正确答案：详见解析参考解析：(1)合作性原则（合作精神）。
实施供应商管理库存，共享信息和信息透明（江南博哥）是很重要的，供应商和用户都要有较好的合作精神，才能够保持较好的合作关系。
(2)互惠原则（使双方成本最小)。
供应商管理库存解决的不是关于成本如何分配或者谁来支付的问题，而是通过实施供应商管理库存使双方的成本都得到减少，双方都受益。
(3)目标一致性原则。
双方都要在观念上达成一致目标。
例如，库存放在哪里、什么时候支付、是否要支付管理费、要花费多少等问题都需要双方达成一致并体现在目标框架协议中。
(4)总体优化原则。
供需双方共同努力消除浪费并共享收益。
[问答题]3.订单驱动的采购方式有哪些特点？正确答案：详见解析参考解析：①由于供应商与制造商建立了战略合作伙伴关系，办理供应合同的手续大大简化，不再需要双方询盘和报盘的反复协商，交易成本也因此大为降低；②在同步化供应链计划的协调下，制造计划、采购计划、供应计划能够并行进行，缩短了用户响应时间，采购与供应的重点在于协调各种计划的执行，使制造计划、采购计划、销售计划保持同步；③采购物资直接进人制造部门，减少采购部门的工作压力和不增加价值的活动，实现供应链的精细化运作;④信息传递方式发生变化，供应链管理环境下供应商能共享制造商的相关信息，提高供应商应变能力，减少信息失真，同时在订货过程中不断进行信息反馈，修正订货计划，使订货量与需求量保持较高的一致性。
[问答题]4.简述物流运作模式该如何选择？正确答案：详见解析参考解析：1.如果物流在企业战略中起关键作用，但自身物流管理水平却较低，对这类企业来说，组建物流联盟将会在物流设施、运输能力、专业管理技能上受益极大；2.对物流在其战略中不占关键地位，但其物流水平却很高的企业来说，可以寻找伙伴共享物流资源，通过增加物流业务获得规模效益，降低成本；3.如果企业有很高的客户服务需求标准，物流成本占总成本的比重极大，自身物流管理能力强，一般不会选择外购物流服务而采用自营方式；4.对于那些物流在其战略中地位并不是很重要、自身物流管理能力也比较欠缺的企业来说，采用第三方物流是最佳选择，因为这样能大幅度降低物流成本，提髙物流水平。
第2章 供应链管理
（二）环境的变化 （外部环境）
• • • • • • • 1．宏观 政治：动荡性。地区冲突不断发生等。 经济：国际贸易中——贸易壁垒等。 技术：飞速发展 等。 社会和文化：多样性+多变性+苛刻性（群体行为）。 2．微观 （1）顾客 。消费者的收入水平、消费水平不断提高，消费者需 求的多样性、可变性和苛刻性等。这主要基于以下缘由（或者因 素）。 第一，收入方面。收入增加 需求总量以及结构的变化。 第二，观念方面。 第三，供应方面。 （2）竞争 。日益加剧 不同行业之间的竞争（竞争的方式、种类、内容、程度等） 同一行业内部的竞争（竞争的方式、种类、内容、程度等） （3）供应商
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第2.3节 供应链物流管理
• 一、供应链物流模式管理 • 二、供应链库存管理 • 三、供应链运输管理
一、供应链物流模式管理
• （一）完全集中管理模式 • （二）部分集中管理模式 • （三）分散管理模式
（一）完全集中管理模式
• 1．完全集中管理模式的内涵 • 完全集中模式是指供应链对于物流活动采取完全统一的管理 模式，即对供应链物流实行统一的计划、组织、指挥、协调 、控制以及监督。 • 完全集中管理的主要优点表现在三个方面：一是可以在较大 范围内实现供应链物流资源的配置，有利于提高供应链物流 资源的利用效率；二是可以在较大范围内实现供应链物流活 动的一体性与协调性，有利于解决物流活动所存在的悖反现 象，达到供应链物流活动整体效益最佳的目标；三是可以实 现成本的降低，比如分散管理的库存量之和一般是大于集中 管理库存量的。 • 完全集中管理模式实现的最大难度在于供应链成员的思想、 意识与观念以及收益分配机制的合理性。 • 2．完全集中管理情况下物流模式的选择 • 在完全集中管理的情况下，物流模式也有三种方式，一种模 式是实行完全外包的模式，即将供应链的物流业务全部实行 外包；一种模式是部分外包的模式，即一部分外包，而另一 部分由供应链自身来进行运作与管理；第三种模式是自营模 式，即供应链自己来进行运作与管理的物流模式。
供应链管理定义
供应链管理定义供应链管理，又称供应链协同管理或供应链整体性管理，是指通过有效地物流和信息流的整合、协调和管理，以实现产品、服务和信息从供应商到最终用户的有序流动，最大程度地满足客户需求并提高整个供应链的竞争力。
随着全球化的发展和市场竞争的加剧，供应链管理逐渐成为企业管理的核心要素之一。
正确认识和应用供应链管理对于企业提高竞争力和适应市场变化至关重要。
首先，供应链管理注重整个供应链的协同和合作。
传统的企业管理往往聚焦于内部的运营管理和控制，而供应链管理则强调企业与供应商、经销商和客户之间的紧密合作与协同。
通过构建良好的伙伴关系和信息共享机制，供应链管理能够在降低库存和提高物流效率的同时，满足客户的个性化需求，并且共同承担与风险和危机应对。
其次，供应链管理强调因果关系的理解和优化。
传统的企业管理通常只考虑内部的经营活动，而供应链管理则要求企业从全局的角度思考问题，理解整个供应链中各个环节之间的因果关系。
只有深入了解并优化供应链中的关键节点和环节，才能够有效地提高供应链的效率和质量，并最大程度地满足客户的需求。
同时，通过建立绩效评估体系和不断的数据分析，供应链管理也能够及时校正和优化供应链中的问题，提高整个供应链的竞争力。
第三，供应链管理重视技术的应用和创新。
随着信息技术的快速发展，供应链管理已经开始运用各种先进的技术和工具，例如物流信息系统、物联网技术和大数据分析等，以提高供应链的运作效率和效果。
这些技术和工具不仅可以加快物流运输和信息传递的速度，还能够实时监控和优化供应链中的各个环节，并为决策者提供科学的依据。
通过技术的应用和创新，企业可以更好地理解和管理供应链，提高运营效率和决策质量。
最后，供应链管理是一个不断优化和改进的过程。
由于市场环境和客户需求的不断变化，供应链管理需要不断调整和改进，以适应市场的变化和挑战。
这个过程需要企业不断地学习和创新，与供应链中的各个环节保持密切的合作和沟通。
通过有效的学习和改进，企业可以更好地适应市场的竞争，提高供应链的响应速度和灵活性。
供应链管理的概念及基本原理
供应链管理的概念及基本原理供应链管理（Supply Chain Management，SCM）是一个全新、高效的企业管理模式。
它将企业与其供应商、分销商和客户之间的关系，结合为一个系统，从而形成了一种协调整个供应链、达到最佳运营状态的方式。
企业通过SCM，可更好地把握市场动态、实现供应链整合、提高效率降低成本、增强竞争力，以及快速响应市场需求等方面优势。
一、供应链管理的概念1.定义：供应链管理是指在整个供应链（包括供应商、企业、分销商和客户）中运用一系列现代企业管理方法和理论，通过信息共享、资源整合、协调配合、风险分享的方式，在现有的资源系统中实现对产品、信息和资金的有效整合，从而形成一整套始于原材料采购、到生产经营、到销售客户的一系列全过程管理。
2.特征：（1）全链条化：从供应商到终端用户整个过程都纳入到整个供应链的范围之内。
（2）共享化：信息、资源和责任等在供应链环节之间共享。
（3）协作化：供应链各环节之间协作共同完成产品服务的供给流。
（4）高效化：通过提高物流效率来降低整个供应链成本。
（5）完整化：供应链管理应该实现整个业务流程的全过程管理。
二、供应链管理的基本原理1.流程重组以客户为中心，将所有业务的流程、机制、技术建设、人员整合到一个系统之中。
构建完整的生产与供应链，从原材料采购到产品制造，再到流通销售和售后服务，打造全链条的供应链管理流程。
2.信息化建设信息化建设的意义是通过自动化提高信息的共享和协作。
如建立ERP、MES 等管理系统，强化物流系统的支持，进一步提高供应链管理效率。
3.组织优化组织优化是指通过内部各环节间的协调合作，从而实现供应链各环节间的协同作用，如申请财务的审批、库房管理与销售出库的协调，支持了更快捷的物流管理。
4.分供应商的选择选择合适的供应商有效的降低供应链成本，优先选择具备优势的价格、质量和交付时间的供应商，根据实际供应链的需求对供应商进行分层次、分领域的管理。
供应链管理的基本内容,效用及方法
供应链管理的基本内容，效用及方法一，供应链管理1，供应链管理是一种集成的管理思想和方法，它执行供应链中从供应商到最终用户的物流的计划和控制等职能。
从单一的企业角度来看，是指企业通过改善上、下游供应链关系，整合和优化供应链中的信息流、物流、资金流，以获得企业的竞争优势。
2，供应链管理是企业的有效性管理，表现了企业在战略和战术上对企业整个作业流程的优化。
整合并优化了供应商、制造商、零售商的业务效率，使商品以正确的数量、正确的品质、在正确的地点、以正确的时间、最佳的成本进行生产和销售。
二，供应链管理的基本内容供应链管理包括计划、采购、制造、配送、退货五大基本内容。
1，计划：这是SCM的策略性部分。
你需要有一个策略来管理所有的资源，以满足客户对你的产品的需求。
好的计划是建立一系列的方法监控供应链，使它能够有效、低成本地为顾客递送高质量和高价值的产品或服务。
2，采购：选择能为你的产品和服务提供货品和服务的供应商，和供应商建立一套定价、配送和付款流程并创造方法监控和改善管理，并把对供应商提供的货品和服务的管理流程结合起来，包括提货、核实货单、转送货物到你的制造部门并批准对供应商的付款等。
3，制造：安排生产、测试、打包和准备送货所需的活动，是供应链中测量内容最多的部分，包括质量水平、产品产量和工人的生产效率等的测量。
4，配送：很多“圈内人”称之为“物流”，是调整用户的定单收据、建立仓库网络、派递送人员提货并送货到顾客手中、建立货品计价系统、接收付款。
5，退货：这是供应链中的问题处理部分。
建立网络接收客户退回的次品和多余产品，并在客户应用产品出问题时提供支持。
三，供应链管理的效用1，供应链优化的最终目的是满足客户需求，降低成本，实现利润，具体表现为：（1）提高客户满意度。
这是供应链管理与优化的最终目标，供应链管理和优化的一切方式方法，都是朝向这个目标而努力的，这个目标同时也是企业赖以生存的根本。
（2）提高企业管理水平。
华为-供应链管理-细版第二部分
提升预测及计划能力
1. 制定详细的短、中、长期的销售目标和计划，并根据 市场地位，销售淡旺季，各种促销活动等影响对计划做 相应调整。对产品退市、新产品上市做全盘的节奏控制。
2. 要货计划评审中，要求行销对各项目把握度进行详细 分析，如商务或交付策略的优势，主要竞争对手产品分析 项目后续的潜在需求及项目投标失败后处理措施等。
通过集中认证（专家团）， 寻求公司整体最佳利益
集中认证，分散采购
各采购组分散采购，快速响 应市场，满足局部需求
采购策略
2. 细分采购策略 市场供应基础 潜在供应商
合格供应商 核心供应商 战略供应商
3. 与核心供应商建立战略伙伴关系
4. 采购早期介入研发
7
采购及认证体系
采购认证系统：
采购认证
供应商认证是认证供应商的体系和产品两大方面，确保器件的可用性，可采购性、 成本和支持能力满足产品需求，达到TQRDCES综合最优。
11
加强库存控制，提高库存收益（一）
库存是把双刃剑，一方面能提高供应柔性，但另一方面会占用大量资金。不 合理的库存水平将有可能造成企业的资金链断裂，只有建立合理的库存结构 和水平才能收到最大效益。
1. 建立合理的库存结构
原物料 在制品 成品
原物料 在制品 成品
原物料 在制品 成品
大多数按订 在制品比重较大。
5
采购及认证体系
组织结构
采购履行（buyer） (终端供应链)
器件 结构件 配套件 整机
采购委员会 (集团)
采购认证专家团（CEG） 技术质量认证（TQC）
射频IC类 PCB/FPC类 PCB/FPC类 。。。
PCB/FPC类
PCB/FPC类 。。。
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SupplyChainManage ment
Supply Chain Management
2-2
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 Business Processes
Source: Douglas M. Lambert, Martha C. Cooper, Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities”, The International Journal
Tier 1 Customers
Tier 2 Customers
Types of Business Process Links 2-6
• Managed Process Links • Monitored Process Links • Not-Managed Process Links • Nonmember Process Links
McGraw-Hill/Irwin
Tier 3 to n customers Consumers / End-Customers
Supply Chain Network Structure 2-4
Tier 3 to Initial
suppliers
Tier 2 Suppliers
1 2
n
1
n
1 2 3
n
1
n
Focal Company
Types of Inter-company
2-7
Business Process Links
Tier 3 to Initial
suppliers
Tier 2 Suppliers
Tier 1 Suppliers
1
2
n
1
1
n
2
1
2
3
3
n
n
1
n
Managed Process Links Monitor Process Links Not-Managed Process Links Non-Member Process Links
Information Flow
Tier 2 Supplier
Tier 1 Supplier
Manufacturer
Purchasing Production
Logistics
Marketing & Sales
PRODUCT FLOW
R&D
Finance
CUSTOMER RELATIONSHIP MANAGEMENT
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Elements and Key Decisions 2-5
2. What processes should be linked with each of these key supply chain members?
McGraw-Hill/Irwin
1. Who are the key supply chain members with whom
to link processesl Companies, Inc. All rights reserved.
McGroafwL-oHgiilslt/icIrswMinanagement, Vol. 9, No. 2, 1998, p. 2.
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Initial Suppliers Tier 3 to n suppliers
Tier 1 Suppliers
1 2 3
n
Tier 1 Customers
1 2
n
Tier 2 Customers
1 2
n
1
n
1 2
n
Members of the Focal Company’s Supply Chain
Tier 3 to Consumers/ End-Customers
McGraw-Hill/Irwin
Supply chain business processes
Supply chain management components
Supply chain network structure
3. What level of integration and management should be applied or each process link?
Customer
Consumer/ End-user
CUSTOMER SERVICE MANAGEMENT
DEMAND MANAGEMENT
ORDER FULFILLMENT
MANUFACTURING FLOW MANAGEMENT
PROCUREMENT
PRODUCT DEVELOPMENT AND COMMERCIALIZATION RETURNS
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
SUPPLY CHAIN MANAGEMENT 2-3
Integrating and Managing Processes Across the Supply Chain
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Initial Suppliers Tier 3 to n suppliers
Tier 3 to n customers Consumers / End-Customers