供应链管理5
供应链管理的五个发展阶段
一、供应链管理的五个发展阶段社会组织和自然界的一切生命体一样，都存在一个起源——成长——发展——成熟——衰退的生命周期。
企业要想达到供应链管理的最高阶段，一般需要经过五个发展阶段，由企业内部的协调分工到企业间的协作与联盟，最后实现网络经营一体化，如图1所示。
1、第一阶段——企业内部功能集成本阶段的特点是企业关注于内部部分功能、流程的改进与集成，例如原材料采购与库存控制集成为物料管理功能，送货与分拣、拣选等集成为配送功能。
在美国，为了指导早期的实践，许多企业采用供应链委员会开发的“计划、采购、制造、运输”供应链运作参考（SCOR）模型。
在这一阶段，几乎所有的企业都将最初的关注焦点放在了原材料采购和物流两大功能。
然而，大多数企业在这一阶段不能实现整个企业的均衡发展，他们只满足于由部分功能集成化带来的少量利润，认识不到功能一体化能够给企业带来的益处。
因此，他们反对各职能部门之间的协作，也就不会建设对整个公司有利的信息系统。
2、第二阶段——企业一体化管理本阶段的特点是企业内部物流一体化，整个企业供应链系统的优化，把各项分散的物流功能集中起来作为一个系统管理。
过去，企业多为分项管理，即把采购、运输、配送、储存、包装、库存控制等物流功能割裂开来，各自为战。
各职能部门都力图使自己的运作成本最小化，却忽略了整个企业的总成本，忽视了各功能要素之间的相互作用。
而事实上，各部分的优化并不能保证整个企业的最优化，因为企业的各功能要素之间存在冲突。
在这一阶段，企业开始意识到企业实施供应链一体化管理所产生的利润，并且力求在这一进程中领先。
原材料采购上升到了具有战略意义的地位，并且承担了决定第二阶段全部交易成败的责任。
随着企业把注意力集中于最有战略意义的供应商，企业间的关系发展到更高级的买卖关系。
同时，企业的物流部门开始关注资产的利用和配送系统的效率，但关键之处在于寻求最好的物流服务供应商承担准确、及时的运输配送业务。
交易活动的自动化与信息化使得各部门之间保持信息畅通，有助于装卸、搬运及仓库管理人员满足顾客的需求。
供应链管理(第5版)课后习题答案
供应链管理课后习题答案第一章、供应链管理导论1.供应链的结构特征是什么？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功能网链结构。
2.何谓供应链管理？简述供应链管理与传统企业管理的区别和联系。
供应链管理就是使以核心企业为中心的供应链运作达到最优化，以最低的成本，另供应链从采购开始，到满足最终用户的所有过程，包括工作流、实物流、信息流、资金流等均高效率运作，把合适的产品，以合理的价格，及时准确的送到消费者手中。
区别：①传统企业的运营思想是生产是为了销售，而供应链企业运营的思想是按订单准时生产、快速响应客户需求②传统企业的管理手段是控制库存、降低库存成本，而供应链管理的手段是供应链企业协同创新、共创价值③传统企业提高生产效率的主要方法是扩大批量、增加规模效应，而供应链企业提高效率的主要方法是提升企业的柔性和敏捷性联系：供应链管理主要是以物流运行作为流程的，是开放性的，传统企业只是供应链管理中的一个环节，是闭环的。
3.供应链管理的关键在于实现企业内部及企业之间资源的集成。
从这个角度，分析互联网在供应链管理中的重要地位。
从管理难度的角度：现在的客户关系管理、企业资源计划等系统使得管理更加容易，尤其是对于一些全球性企业和跨区域企业从效率的角度：通过IT系统，从客户需求到计划、采购、生产、运输等供应链的整个过程更加迅速、高效。
当然也包括上下游企业和核心企业之间的沟通。
从成本的角度：管理难度下降，效率提升，这实际上降低了企业的成本4.电子商务将成为21世纪最主要的商业模式之一，它将对企业传统的业务流程带来巨大变革。
请阐述供应链管理对我国企业成功实施电子商务的重要意义。
基于电子商务的供应链的管理的主要内容涉及订单处理、生产组织、采购管理、运输与配送管理、库存管理、客户服务、支付管理等，供应链管理可促进电子商务的发展，使资源在供应链网络中合理流动，来缩短交货周期、降低库存，并且通过提供自助交易的自助式服务以降低成本，提高速度和精确性，增强企业竞争力。
企业供应链管理面临的5个挑战及降本9大经典方法
企业供应链管理面临的5个挑战及降本9大经典方法供应链系统是一个复杂的系统，由于供应链从产品开发、生产到流通过程是由多个节点企业共同参与，因此在供应链各个流程、各个环节、各个相关企业间都会有不同的问题和挑战，总的来说供应链管理所面临问题和挑战有以下几个：5个挑战一、供应链的复杂性和风险不可预测性几乎所有的企业都在面临的一个问题就是越来越庞大的供应链、越来越丰富的产品线以及越来越多的个性化需求。
为不同的客户提供不同品种的产品和服务必然会形成一个复杂的供应链系统，这可能是一个由全球性供应商、分包商、各地工厂、仓库、运输商、客户、代理商、售后服务等组成的一个庞大的网络。
这样一个网络的复杂性难以解开，尤其是当这个庞大的系统出现问题时，很难快速找到在哪里以及为什么会发生问题。
在供应链内部，主要的风险有信息传递错误、采购或物流中断、仓储管理混乱、物料计划紊乱等，而在供应链外部，市场的不确定性、行业和经济的周期性、政策和法律风险以及自然灾害等不可抗风险，都会使供应链受阻或中断。
只有那些擅长供应链管理的企业，才知道如何细分产品、如何开发新产品和满足顾客需求以及采取正确的措施去制定供应链战略、优化供应链各环节的流程、维护供应链网络和资源。
二、供应链效率低下，响应速度滞后无论是需要降低成本或库存、需要提高客户满意度，或者想通过提高供应链的响应速度来应对市场的快速变化，这些问题，都很难去快速改善。
供应链效率的提高，依靠于信息传递的真实、迅速，依赖于组织的内部协同和各个环节作业流程的优化。
各个节点的数据信息传递是否准确、信息处理和反馈是否快速、不同业务部门之间的协同是否良好、组织内部的职责是否分明、供应链各环节的流程体系是否清晰、组织成员是否相互推诿责任等，都是影响供应链效率的关键因素。
尤其是在基础岗位，由于每个人各司其职，没有整体供应链概念，业务部门之间的合作和沟通是导致供应链整体效率低下的一个主要原因。
另外很多企业的供应链管理人员虽然挂着经理或总监甚至VP的头衔，但行使的却是物流管理、采购或是计划等某一相对独立领域的职责,想要推动整个供应链的效率提升和优化，实际上步履维艰。
战略供应链管理的五个策略
战略供应链管理的五个策略1.产品与服务创新策略供应链管理不仅仅关注产品的生产和交付，还要关注产品和服务的创新。
通过与供应商和客户进行紧密合作，企业可以创新产品和服务，以满足市场变化和客户需求的不断变化。
例如，企业可以与供应商共同开发新产品，以满足消费者对于环保、健康、高科技等方面的需求。
2.供应链网络优化策略供应链网络优化策略是指通过优化供应链中各个环节的运作方式和关系，提高供应链的效率和效果。
例如，企业可以通过合理规划供应商、制造商、分销商和物流服务提供商的位置和数量，减少运输时间和成本，提高配送速度和准确性。
3.合作伙伴关系管理策略供应链管理强调合作共赢的理念，企业需要与供应链中的合作伙伴建立密切的合作关系。
通过与供应商、分销商和物流服务提供商建立长期稳定的合作关系，企业可以更好地实现资源共享、风险共担和信息共享，提高供应链的整体效益。
4.风险管理策略供应链管理面临着各种风险，如自然灾害、供应商倒闭、价格波动等，这些风险可能对供应链的正常运作带来严重影响。
因此，企业需要在供应链的各个环节中采取风险管理策略，例如建立备用供应商、建立预警系统、建立应急物流网络等，以应对可能出现的风险。
5.技术创新策略随着信息技术的不断发展，供应链管理中的一些传统方式已经无法满足企业的需求。
因此，企业需要采取技术创新策略，应用新的信息技术和工具来改进供应链管理的效率和效果。
例如，企业可以采用物联网技术来实现供应链的实时监控和管理，以提高供应链的可见性和透明度。
总之，以上所述的五个战略供应链管理策略仅仅是供参考，实际上，企业在制定供应链战略时需要根据自己的实际情况和需求进行具体选择和实施，以实现供应链的持续竞争优势。
企业实施供应链管理的五个步骤
1、分析市场竞争环境，识别市场机会 竞争环境分析是为了识别企业所⾯对的市场特征和市场机会。
要完成这⼀过程，我们可以根据波特模型提供的原理和⽅法，通过调查、访问、分析等⼿段，对供应商、⽤户、现有竞争者及潜在竞争者进⾏深⼊研究，掌握第⼀⼿准确的数据、资料。
这项⼯作⼀⽅⾯，取决于企业经营管理⼈员的素质和对市场的敏感性；另⼀⽅⾯，企业应该建⽴⼀种市场信息采集监控系统，并开发对复杂信息的分析和决策技术。
如，⼀些企业建⽴的顾客服务管理系统，就是掌握顾客需要，进⼀步开拓市场的有⼒武器。
2、分析顾客价值 供应链管理的⽬标在于提⾼顾客价值和降低总的交易成本，经理⼈员要从顾客价值的⾓度来定义产品或服务，并在不断提⾼顾客价值的情况下，寻求最低的交易成本。
按照营销⼤师科特勒的定义，顾客价值是指顾客从给定产品或服务中所期望得到的所有利益，包括产品价值、服务价值、⼈员价值和形象价值。
⼀般说来，发现了市场机会并不意味着真正了解某种产品或服务在顾客⼼⽬中价值，因此，必须真正从顾客价值的⾓度出发来定义产品或服务的具体特征，只有不断为顾客提供超值的产品，才能满⾜顾客的需求，⽽顾客的需求拉动是驱动整个供应链运作的源头。
3、确定竞争战略 从顾客价值出发找到企业产品或服务的定位之后，经理⼈员要确定相应的竞争战略。
竞争战略形式的确定可使企业清楚认识到要选择什么样的合作伙伴以及合作伙伴的联盟⽅式。
根据波特的竞争理论，企业获得竞争优势有三种基本战略形式：成本战略、差别化战略以及⽬标集中战略。
譬如，当企业确定应⽤成本战略时，往往会与具有相似资源的企业联盟，以形成规模经济，当企业确定应⽤差别化战略时，它选择的合作伙伴往往具有很强的创新能⼒和应变能⼒。
商业企业中的连锁经营是成本的典型事例，它通过采⽤⼤规模集中化管理模式，在整个商品流通过程中把⽣产商、批发商与零售商紧密结合成⼀个整体。
通过商品传送中⼼发货中⼼把货物从⽣产商⼿中及时地、完好地运送到各分店⼿中，进⽽提供给消费者。
供应链管理五个基本流程
供应链管理五个基本流程如下：
•计划。
包括建立和沟通整个全球供应链计划，寻源、制造、交货和退回的执行流程，以及进行国际商务规则、供应链业绩、
数据采集、库存、资产评估、运输、规划配置、常规性需求和
补货等方面的管理。
•采购。
包括采购库存产品、根据全球订单生产的产品和根据订单设计生产的产品，以及管理商务规则，评估供应商的业绩，
数据维护等。
•制造。
包括根据全球订单制造各类产品，以及管理规则、业绩、数据、在制品、设备和设施、运输和生产网络等。
•配送。
包括订货、仓储、运输、管理库存产品等。
•退货。
包括接收退货、处理退货等。
供应链管理的五个特点
供应链管理的五个特点1. 全球化供应链管理的一个重要特点是全球化。
随着全球贸易的不断发展和国际合作的加深，企业的供应链已经不再局限于国内，而是延伸至全球范围。
全球化使得企业能够获得更广阔的市场和资源，但也带来了更大的竞争压力和管理挑战。
供应链管理需要面对不同国家、不同文化、不同法规和不同市场的挑战，因此，跨国合作、供应商管理和风险管理等方面的能力变得尤为重要。
2. 协同性供应链管理的第二个特点是协同性。
在一个供应链中，涉及到多个环节和参与者，如供应商、制造商、分销商和零售商等。
这些环节和参与者需要紧密合作，共同协调各方的活动，以实现高效的供应链运作。
通过协同性，企业可以更好地应对市场需求的变化、提高生产效率、降低成本，并获得竞争优势。
3. 弹性供应链管理的第三个特点是弹性。
随着市场的变化和不确定性的增加，供应链需要具备灵活性和适应性，以应对不同的情况和需求。
弹性供应链能够快速作出调整并响应变化，以减少供应链中的延误、库存积压和生产能力浪费等问题。
通过建立弹性供应链，企业可以更好地满足客户需求、减少风险，并提高响应速度和客户满意度。
4. 可持续性可持续性是供应链管理的另一个重要特点。
随着环境问题和社会问题的日益突出，企业需要在供应链管理中考虑到经济、环境和社会的可持续发展。
企业应该积极采取措施，如优化运输、减少能源消耗、推行绿色采购和社会责任等，以降低对环境和社会的影响，提高企业的可持续竞争力。
5. 技术驱动供应链管理的最后一个特点是技术驱动。
随着信息技术的不断发展和应用，供应链管理已经从传统的手工操作转变为数字化和自动化的过程。
企业可以借助各种技术工具和系统，如物流管理系统、预测分析和供应链协同平台等，来实现供应链的可视化、实时监控、数据分析和优化，从而提高运作效率和管理水平。
综上所述，供应链管理具有全球化、协同性、弹性、可持续性和技术驱动等五个特点。
了解并应用这些特点，企业可以优化供应链运作，提高竞争力，从而实现可持续发展。
5个供应链管理案例分析
5个供应链管理案例分析供应链管理案例分析案例一、亚马逊的供应链管理亚马逊是全球最大的电子商务公司之一，其供应链管理模式被业界广泛认可。
亚马逊通过建立高效的供应链网络，实现了快速交付和高品质服务。
以下是亚马逊供应链管理的几个关键步骤：1、供应商管理：亚马逊选择可靠的供应商，与其建立合作关系，确保供应链的稳定性和可靠性。
同时，亚马逊采用供应商评估和品质控制机制，确保供应商的质量达到标准。
2、仓储管理：亚马逊通过建立全球性的仓储网络，确保商品的有效存储和分发。
亚马逊仓储中心采用了自动化技术和智能仓储系统，提高了仓储的效率和准确性。
3、配送管理：亚马逊建立了高效的配送系统，可实现快速交付和物流追踪。
亚马逊采用了物流合作伙伴和智能物流系统，确保货物的准时送达。
4、库存管理：亚马逊通过采用先进的库存管理系统，实现了库存的最优化控制。
亚马逊通过预测需求，减少库存积压和缺货现象，提高了供应链的运作效率。
5、客户服务：亚马逊注重客户体验，通过建立良好的客户服务系统，提供及时的售后支持和解决方案。
案例二、联想的供应商协同管理联想是一家世界知名的电子产品制造商，其供应商协同管理模式为行业提供了最佳实践。
以下是联想供应商协同管理的几个关键步骤：1、供应商选择：联想选择可靠的供应商作为合作伙伴，与其建立长期合作关系。
联想注重供应商的技术实力、交货准时率和品质水平。
2、信息共享：联想通过建立供应商协同平台，实现信息的及时共享和交流。
联想与供应商共享销售预测、库存状况等信息，以便供应商可以准确制定生产计划和配送计划。
3、生产协同：联想与供应商建立供应商生产协同机制，实现订单的实时处理和生产进度的可视化。
供应商可以根据需求情况灵活调整生产计划，确保交货的及时性。
4、品质管理：联想与供应商建立品质管理机制，共同监控产品的质量。
联想要求供应商进行质量控制和质量改进，确保产品达到客户的要求。
5、运输管理：联想与供应商共同制定运输计划和物流方案，确保货物的准时到达。
供应链管理赛题5
供应链管理赛题5一、单选题（每小题 2 分，共 30 道，共 60 分）1.基于采购订单跟进含义的说法，以下正确的是（）。
○A.在订单发出后，采购员需要跟踪每个订单的所有过程，以保证完成企业规定的以及自购的订单跟踪任务○B.订单发出后采购专员不需要跟踪整个过程直至收获入库○C.采购专员不需完成企业规定的以及自购的订单跟踪任务○D.采购订单的取消、违反合同及其他未规定处理规范的问题的处理方案由相关权限审批人审批后方可执行2.采购订单异常的原因包括:仓库系统中库存数据的不准确、实际销售对比与预测失准、陈列变更引发订单量的变动、恶意订货、营销推广的影响、（）。
○A．竞争品牌的销售量萎缩○B．竞争产品的质量○C．竞争产品的数量异常○D．竞争产品的预算过低3.回流物品尤其是危险性高的物品，如医疗垃圾、有毒的化学物品、生物实验室的废弃物等，必须保证运输和处理的（）。
○A.稳定性○B.环保性○C．安全性○D．经济效益4.适用于常规订单，能够较为高效地处理订单审批流程的方法是（）。
○A．传递评审法○B．会议评审法○C．授权评审法○D．直接评审法5.供应链结点企业产需率越接近 1，则说明（）。
○A.企业综合管理水平低○B.下层结点企业准时交货率低○C．下层结点企业供需关系不协调○D．下层结点企业准时交货率高6.某航班的单程飞行的固定成本为 50000 元，可变成本为 100 元，单程机票售价为500 元，则盈亏平衡点的数量是( )。
○A．100 人○B．125 人○C．150 人○D．175 人7.影响物流业务外包选择的主要因素不包括（）。
○A．物流业务技术含量○B．物流成本○C．管理水平○D．主管领导兴趣8.下列属于有效性供应链的特征的是（）○A．配置多余的缓冲库存○B．采用模块化设计○C.绩效最大化．成本最小化○D.安排好零部件和成品的缓冲库存。
9.粗能力需求计划和能力需求计划相比较，主要的特点是（）。
○A.粗能力需求计划的负荷对象是全部物料○B.粗能力需求计划的能力计划对象是关键工作中心○C．粗能力需求计划的计划阶段是主生产计划○D．粗能力需求计划的计划时段考虑的是提前期10.任何采购订单至少应包括以下 6 项内容:交货方式、验收方式、罚则、品质保证、履约保证、（）。
供应链管理工作计划
供应链管理工作计划•相关推荐供应链管理工作计划（精选5篇）光阴如水，又将迎来新的工作，新的挑战，写一份工作计划，为接下来的工作做准备吧！做好工作计划可是让你提高工作效率的方法喔！下面是小编整理的供应链管理工作计划（精选5篇），仅供参考，欢迎大家阅读。
供应链管理工作计划1本人自接手供应部工作以来，一直以服务生产需要，控制采购成本，提供高性价比物资材料为己任。
经过不断的学习和实践，针对本部门所负责采购工作目前的状态，现对的工作做出如下计划：一、供应商的选择。
首先我们供应部要积极开发新的物料资源，做好市场价格调查，做到所有原材物料货比三家，并且同种物料至少一家的网络比价（淘宝或阿里等），控制价格审核流程，让供应部的采购工完成现有原材料供应商的评级工作，为公司后期的大批量生产采购做好准备。
同时进一步发展新的供应商网络，用以获得最理想的采购价格和品质。
二、账务的清理。
物资供应是一份繁琐，复杂的工作。
同时因为其工作性质关系，对公司产品的成本有直接影响。
另外因为相关物资在采购工作的运作过程中不可避免的有退、换、修、废等情况发生，这些情况又会直接或间接增加产品的成本。
因此必须对每一批物资的采购以及合同执行情况进行监控记录，并且做好跟踪检查。
做到每笔定单和采购计划的进行情况都可追溯，可查核，流程清晰，账目清晰。
三、品质保证。
采购标准，减少不必要的浪费。
及时与车间、技术、仓库沟通，了解相关物资的使用状况，对所采物资的使用状态进行跟踪。
与质检部门沟通了解相关参数指标性能，收集数据进行同类产品的对比，并及时对供应商的选择和采购计划作出调整。
四、成本控制。
供应部将在日常工作中进一步提高工作效率，合理安排采购时间减少人力和物力的浪费。
提前做好信息搜集工作，除采购价格方面的控制外，物资运输成本也应控制在内，尽量做到最低。
五、采购效率。
供应部将进一步完善的供应商网络的建设以及采购模式的优化，做到采购有计划性（配合车间生产、仓库库存合理制定采购计划），有目的'性（跑最少的路干最多的事）。
(完整版)供应链管理第三版Unit5习题与答案
Chapter 5Network Design in the Supply ChainTrue/False1. Supply chain network design decisions include the location of manufacturing,storage, or transportation-related facilities and the allocation of capacity and roles to each facility.Answer: TrueDifficulty: Moderate2. Decisions concerning the role of each facility are significant because theydetermine the amount of flexibility the supply chain has in changing the way itmeets demand.Answer: TrueDifficulty: Moderate3. Decisions concerning the role of each facility are significant because theydetermine the amount of rigidity the supply chain has in changing the way itmeets demand.Answer: FalseDifficulty: Moderate4. Facility location decisions have a long-term impact on a supply chain’sperformance because it is cost effective to shut down a facility or move it to adifferent location.Answer: FalseDifficulty: Easy5. Capacity allocation decisions have a significant impact on supply chainperformance because they tend to stay in place for several years.Answer: TrueDifficulty: Moderate6. The allocation of supply sources and markets to facilities has a significant impacton performance because it affects total production, inventory, and transportation costs incurred by the supply chain to satisfy customer demand.Answer: TrueDifficulty: Easy7. The allocation of supply sources and markets to facilities does not need to bereconsidered on a regular basis so that the allocation can be changed as market conditions or plant capacities change.Answer: TrueDifficulty: Moderate8. Network design decisions have a significant impact on performance becausethey determine the supply chain configuration and set constraints within whichinventory, transportation, and information can be used to either decrease supply chain cost or increase responsiveness.Answer: TrueDifficulty: Moderate9. Network design decisions have a significant impact on performance becausethey determine the supply chain conflagration and set constraints within whichinventory, transportation, and information can be used to either increase supplychain cost or reduce responsiveness.Answer: FalseDifficulty: Easy10. Firms focusing on cost leadership tend to find the lowest cost location for theirmanufacturing facilities, but only if that means locating very far from the markets they serve.Answer: FalseDifficulty: Easy11. Firms focusing on responsiveness tend to locate facilities closer to the marketand may select a high-cost location if this choice allows the firm to quickly reactto changing market needs.Answer: TrueDifficulty: Moderate12. If production technology displays significant economies of scale, many locallocations are the most effective.Answer: FalseDifficulty: Moderate13. If facilities have lower fixed costs, many local facilities are preferred because thishelps lower transportation costs.Answer: TrueDifficulty: Moderate14. If the production technology is very inflexible and product requirements vary fromone country to another, a firm has to set up local facilities to serve the market in each country.Answer: TrueDifficulty: Hard15. If the technology is flexible, it becomes more difficult to consolidatemanufacturing in a few large facilities.Answer: FalseDifficulty: Hard16. Tariffs have a minor influence on location decisions within a supply chain.Answer: FalseDifficulty: Easy17. High tariffs lead to more production locations within a supply chain network, witheach location having a lower allocated capacity.Answer: TrueDifficulty: Hard18. When designing supply chain networks, companies must build appropriateflexibility to help counter fluctuations in exchange rates and demand acrossdifferent countries.Answer: TrueDifficulty: Moderate19. Inventory and facility costs increase as the number of facilities in a supply chainincrease.Answer: TrueDifficulty: Moderate20. Transportation costs increase as the number of facilities is increased.Answer: FalseDifficulty: Moderate21. A firm may increase the number of facilities beyond the point that minimizes totallogistics cost to improve the response time to its customers.Answer: TrueDifficulty: Easy22. When faced with a network design decision, the goal of a manager is to design anetwork that minimizes the firm’s costs while satisfying customer needs in terms of demand and responsiveness.Answer: FalseDifficulty: Hard23. The supply chain network is designed to maximize total profits, taking intoaccount the expected margin and demand in each market, various logistics and facility costs, and the taxes and tariffs at each location.Answer: TrueDifficulty: EasyMultiple Choice1. Supply chain network design decisions includea. only the location of manufacturing, storage, or transportation-relatedfacilities.b. only the allocation of capacity and roles to each facility.c. both the location of manufacturing, storage, or transportation-relatedfacilities and the allocation of capacity and roles to each facility.d. neither the location of manufacturing, storage, or transportation-relatedfacilities nor the allocation of capacity and roles to each facility.e. none of the aboveAnswer: cDifficulty: Easy2. Supply chain network design decisions classified as facility role are concernedwitha. what processes are performed at each facility.b. where facilities should be located.c. how much capacity should be allocated to each facility.d. what markets each facility should serve and which supply sources shouldfeed each facility.e. none of the aboveAnswer: aDifficulty: Moderate3. Supply chain network design decisions classified as facility location areconcerned witha. what processes are performed at each facility.b. where facilities should be located.c. how much capacity should be allocated to each facility.d. what markets each facility should serve and which supply sources shouldfeed each facility.e. none of the aboveAnswer: bDifficulty: Easy4. Supply chain network design decisions classified as capacity allocation areconcerned witha. what processes are performed at each facility.b. where facilities should be located.c. how much capacity should be allocated to each facility.d. what markets each facility should serve and which supply sources shouldfeed each facility.e. none of the aboveAnswer: cDifficulty: Easy5. Supply chain network design decisions classified as market and supply allocationare concerned witha. what processes are performed at each facility.b. where facilities should be located.c. how much capacity should be allocated to each facility.d. what markets each facility should serve and which supply sources shouldfeed each facility.e. none of the aboveAnswer: dDifficulty: Easy6. Decisions concerning the role of each facility are significant becausea. they determine the amount of flexibility the supply chain has indemanding change.b. they determine the amount of flexibility the supply chain has in changingthe way it meets demand.c. they determine the amount of capacity the supply chain has in changingthe way it meets demand.d. they determine the amount of inventory the supply chain has indemanding change.e. None of the above are true.Answer: bDifficulty: Moderate7. Facility location decisions have a long-term impact on a supply chain’sperformance becausea. it is very expensive to shut down a facility or move it to a different location.b. it is not expensive to shut down a facility or move it to a different location.c. it is advisable to shut down a facility or move it to a different location.d. it is cost effective to shut down a facility or move it to a different location.e. none of the aboveAnswer: aDifficulty: Moderate8. Capacity allocation decisions have a significant impact on supply chainperformance becausea. capacity decisions tend to be permanent.b. capacity decisions tend to be changed frequently.c. capacity decisions do not tend to stay in place for several years.d. capacity decisions tend to stay in place for several years.e. none of the aboveAnswer: dDifficulty: Moderate9. Allocating too much capacity to a location results ina. permanent damage.b. poor utilization, and as a result, higher costs.c. high utilization, and as a result, higher costs.d. poor utilization, and as a result, lower costs.e. high utilization, and as a result, lower costs.Answer: bDifficulty: Moderate10. Allocating too little capacity results ina. temporary damage.b. good responsiveness if demand is not satisfied or low cost if demand isfilled from a distant facility.c. good responsiveness if demand is not satisfied or high cost if demand isfilled from a distant facility.d. poor responsiveness if demand is not satisfied or low cost if demand isfilled from a distant facility.e. poor responsiveness if demand is not satisfied or high cost if demand isfilled from a distant facility.Answer: eDifficulty: Moderate11. The allocation of supply sources and markets to facilities has a significant impacton performance becausea. it cannot affect total production, inventory, and transportation costsincurred by the supply chain to satisfy customer demand.b. it cannot affect customer demand.c. it affects total production, inventory, and transportation costs incurred bythe supply chain to satisfy customer demand.d. it cannot satisfy customer demand.e. none of the aboveAnswer: cDifficulty: Moderate12. The allocation of supply sources and markets to facilities should be reconsideredon a regular basis so thata. the allocation can be held constant as market conditions or plantcapacities expand.b. the allocation can be changed as market conditions or plant capacitiesstagnate.c. the allocation can be held constant as market conditions or plantcapacities change.d. the allocation can be changed as market conditions or plant capacitieschange.e. none of the aboveAnswer: dDifficulty: Moderate13. Network design decisions have a significant impact on performance becausetheya. determine the supply chain configuration.b. determine the supply chain conflagration.c. set constraints within which inventory, transportation, and information canbe used to either decrease supply chain cost or increase responsiveness.d. set constraints within which inventory, transportation, and information canbe used to either increase supply chain cost or decrease responsiveness.e. a and c onlyAnswer: eDifficulty: Hard14. Customer order entry isa. the point in time when the customer has access to choices and makes adecision regarding a purchase.b. the customer informing the retailer of what they want to purchase and theretailer allocating product to the customer.c. the process where product is prepared and sent to the customer.d. the process where the customer receives the product and takesownership.e. none of the aboveAnswer: bDifficulty: Moderate15. Which of the following is not a factor influencing network design decisions insupply chains?a. Strategic factorsb. Tactical factorsc. Macroeconomic factorsd. Political factorse. Infrastructure factorsAnswer: bDifficulty: Moderate16. Firms focusing on cost leadership tend toa. locate facilities close to the market they serve.b. locate facilities very far from the market they serve.c. find the lowest cost location for their manufacturing facilities.d. select a high-cost location to be able to react quickly.e. none of the aboveAnswer: cDifficulty: Moderate17. Firms focusing on responsiveness tend toa. locate facilities close to the market they serve.b. locate facilities very far from the market they serve.c. find the lowest cost location for their manufacturing facilities.d. select a high-cost location to be able to react slowly.e. none of the aboveAnswer: aDifficulty: Moderate18. Which of the following is not one of Kasra Ferdows’ classifications of possiblestrategic roles for various facilities in a global supply chain network?a. Offpost facilityb. Source facilityc. Server facilityd. Contributor facilitye. Outpost facilityAnswer: aDifficulty: Moderate19. A facility that serves the role of being a low-cost supply source for marketslocated outside the country where the facility is located isa. an offshore facility.b. a source facility.c. a server facility.d. a contributor facility.e. an outpost facility.Answer: aDifficulty: Moderate20. A facility that also has low cost as its primary objective, but its strategic role isbroader than that of an offshore facility isa. an offshore facility.b. a source facility.c. a server facility.d. a contributor facility.e. an outpost facility.Answer: bDifficulty: Moderate21. A facility built because of tax incentives, local content requirement, tariff barriers,or high logistics cost to supply the region from elsewhere with the objective tosupply the market where it is located isa. an offshore facility.b. a source facility.c. a server facility.d. a contributor facility.e. an outpost facility.Answer: cDifficulty: Moderate22. A facility located primarily to obtain access to knowledge or skills that may existwithin a certain region isa. an offshore facility.b. a source facility.c. a server facility.d. a contributor facility.e. an outpost facility.Answer: eDifficulty: Moderate23. A facility that serves the market where it is located but also assumesresponsibility for product customization, process improvements, productmodifications, or product development isa. an offshore facility.b. a source facility.c. a server facility.d. a contributor facility.e. an outpost facility.Answer: dDifficulty: Moderate24. A facility that creates new products, processes, and technologies for the entirenetwork isa. an offshore facility.b. a source facility.c. a server facility.d. a lead facility.e. an outpost facility.Answer: dDifficulty: Moderate25. If production technology displays significant economies of scale,a. many high-capacity locations are the most effective.b. few high-capacity locations are the most effective.c. few high-capacity locations are the least effective.d. few low-capacity locations are the most effective.e. few low-capacity locations are the least effective.Answer: bDifficulty: Moderate26. If facilities have lower fixed costs,a. a few high-capacity facilities are preferred because this helps lowertransportation costs.b. a few local facilities are preferred because this helps lower transportationcosts.c. many high-capacity facilities are preferred because this helps lowertransportation costs.d. many local facilities are preferred because this helps lower transportationcosts.e. one central facility is preferred because this helps lower transportationcosts.Answer: dDifficulty: Moderate27. If the production technology is very inflexible and product requirements vary fromone country to another, a firm has to set upa. local facilities to serve the market in each country.b. a few high-capacity facilities to serve the market in each country.c. many local facilities because this helps lower transportation costs.d. a few high-capacity facilities because this helps lower transportation costs.e. many high-capacity facilities because this helps lower transportation costs.Answer: aDifficulty: Hard28. If the technology is flexible,a. it becomes more difficult to consolidate manufacturing in a few largefacilities.b. it becomes more difficult to distribute manufacturing in many localfacilities.c. it becomes easier to consolidate manufacturing in a few large facilities.d. it becomes easier to consolidate manufacturing in many local facilities.e. the firm should have one central facility.Answer: cDifficulty: Hard29. Which of the following is a macroeconomic factor influencing network designdecisions?a. Taxesb. Tariffsc. Exchange ratesd. all of the abovee. none of the aboveAnswer: dDifficulty: Easy30. Duties that must be paid when products and/or equipment are moved acrossinternational, state, or city boundaries are referred to asa. taxes.b. tax incentives.c. tariffs.d. incentives.e. none of the aboveAnswer: cDifficulty: Moderate31. If a country has very high tariffs,a. companies either do not serve the local market or set up manufacturingplants within the country to save on duties.b. companies do not serve the local market.c. companies set up manufacturing plants within the country to save onduties.d. companies will not serve the local market or set up manufacturing plantswithin the country to save on duties.e. companies will serve the local market by setting up regionalmanufacturing plants.Answer: aDifficulty: Moderate32. Developing countries often create free trade zones wherea. duties and tariffs are imposed as long as production is used primarily forexport.b. duties and tariffs are imposed as long as production is used primarily forimport.c. duties and tariffs are relaxed as long as production is used primarily forexport.d. duties and tariffs are relaxed as long as production is used primarily forimport.e. duties and tariffs are increased as long as production is used primarily forexport.Answer: cDifficulty: Easy33. Building some over-capacity in the supply chain network and making the capacityflexible allows a firm to alter production flows within the supply chain toa. produce less in facilities that have a lower cost based on currentexchange rates.b. produce more in facilities that have a lower cost based on currentexchange rates.c. produce more in facilities that have a higher cost based on currentexchange rates.d. produce less in facilities that have the same cost based on currentexchange rates.e. None of the above are accurate.Answer: bDifficulty: Moderate34. Positive externalities are instances wherea. the collocation of multiple firms benefits all of them.b. the dispersion of multiple firms benefits all of them.c. the cooperation of multiple firms benefits all of them.d. the coordination of multiple firms benefits all of them.e. the disagreement of multiple firms benefits all of them.Answer: aDifficulty: Moderate35. Inventory and facility costsa. decrease as the number of facilities in a supply chain increases.b. increase as the number of facilities in a supply chain increases.c. increase as the number of facilities in a supply chain decreases.d. are stable as the number of facilities in a supply chain increases.e. None of the above are accurate.Answer: bDifficulty: Moderate36. Transportation costsa. decrease as the number of facilities is decreased.b. decrease as the number of facilities is increased.c. increase as the number of facilities is decreased.d. remain stable as the number of facilities is increased.e. All of the above are accurate.Answer: bDifficulty: Easy37. Total logistics costs are a sum of thea. inventory and facility costs.b. transportation and facility costs.c. inventory and transportation costs.d. inventory, transportation, and facility costs.e. inventory, transportation, and faculty costs.Answer: dDifficulty: Easy38. The facilities in a supply chain network musta. at least maximize total logistics cost.b. at least equal the number that maximizes total logistics cost.c. at least equal the number that minimizes total logistics cost.d. at least minimize total logistics cost.e. none of the aboveAnswer: cDifficulty: Easy39. When faced with a network design decision, the goal of a manager is to design anetwork thata. maximizes the firm’s profits.b. minimizes the firm’s costs.c. satisfies customer needs in terms of demand and responsiveness.d. maximizes the firm’s profits while satisfying customer needs in terms ofdemand and responsiveness.e. none of the aboveAnswer: dDifficulty: Moderate40. Which of the following is not a phase in the design of a global supply chainnetwork?a. Define a supply chain strategy.b. Define the regional facility configuration.c. Select desirable sites.d. Location choices.e. Implement supply chain strategy.Answer: eDifficulty: Moderate41. Which of the following is the first phase in the design of a global supply chainnetwork?a. Define a supply chain strategy.b. Define the regional facility configuration.c. Select desirable sites.d. Location choices.e. Implement supply chain strategy.Answer: aDifficulty: Moderate42. The objective of the first phase of network design is toa. maximize total profits, taking into account the expected margin anddemand in each market.b. select a precise location and capacity allocation for each facility.c. select a set of desirable sites within each region where facilities are to belocated.d. identify regions where facilities will be located, their potential roles, andtheir approximate capacity.e. specify what capabilities the supply chain network must have to support afirm’s competitive strategy.Answer: eDifficulty: HardThe objective of the first phase of network design is to define a firm’s supply chain strategy. The supply chain strategy specifies what capabilities the supply chain network must have to support a firm’s competitive strategy (see Chapter 2).The objective of the second phase of network design is to identify regions where facilities will be located, their potential roles, and their approximate capacity.The objective of Phase III is to select a set of desirable sites within each region where facilities are to be located. The set of desirable sites should be larger than the desired number of facilities to be set up so that a precise selection may be made in Phase IV. The objective of this phase is to select a precise location and capacity allocation for each facility. Attention is restricted to the desirable sites selected in Phase III.43. The objective of the second phase of network design is toa. maximize total profits, taking into account the expected margin and demandin each market.b. select a precise location and capacity allocation for each facility.c. select a set of desirable sites within each region where facilities are to belocated.d. identify regions where facilities will be located, their potential roles, and theirapproximate capacity.e. specify what capabilities the supply chain network must have to support afirm’s competitive strategy.Answer: dDifficulty: Hard44. The objective of the third phase of network design is toa. maximize total profits, taking into account the expected margin and demandin each market.b. select a precise location and capacity allocation for each facility.c. select a set of desirable sites within each region where facilities are to belocated.d. identify regions where facilities will be located, their potential roles, and theirapproximate capacity.e. specify what capabilities the supply chain network must have to support afirm’s competitive strategy.Answer: cDifficulty: Hard45. The objective of the third phase of network design is toa. maximize total profits, taking into account the expected margin and demandin each market.b. select a precise location and capacity allocation for each facility.c. select a set of desirable sites within each region where facilities are to belocated.d. identify regions where facilities will be located, their potential roles, and theirapproximate capacity.e. specify what capabilities the supply chain network must have to support afirm’s competitive strategy.Answer: bDifficulty: HardFacilities last a long time and have an enduring impact on a firm’s performance. Therefore, it is very important that long-term consequences be thought through when making facility decisions.Network design decisions regarding facility location and facility role have a significant impact on the culture of each facility and the firm. The culture at a facility will beinfluenced by other facilities in its vicinity. Network designers can use this fact to influence the role of the new facility and the focus of people working there.The location of a facility has a significant impact on the extent and form of communication that develops in the supply chain network. Locating a facility far from headquarters will likely give it more of a culture of autonomy.The quality of life at selected facility locations has a significant impact on performance because it influences the work force available and their morale.Managers making facility location decisions should carefully consider tariffs and tax incentives. When considering international locations, it is astounding how often tax incentives drive the choice of location, often overcoming all of the other cost factors combined.46. It is very important that long-term consequences be thought through whenmaking facility decisions, becausea. network designers can use this fact to influence the role of the new facilityand the focus of people working there.b. facilities last a long time and have an enduring impact on a firm’sperformance.c. it is astounding how often tax incentives drive the choice of location.d. the location of a facility has a significant impact on the extent and form ofcommunication that develops in the supply chain network.e. the quality of life at selected facility locations has a significant impact onperformance.Answer: bDifficulty: Hard47. The implications of culture should not be glossed over becausea. tariffs and tax incentives should be carefully considered.b. facilities last a long time and have an enduring impact on a firm’sperformance.c. it is astounding how often tax incentives drive the choice of location.d. the location of a facility has a significant impact on the extent and form ofcommunication that develops in the supply chain network.e. the quality of life at selected facility locations has a significant impact onperformance.Answer: aDifficulty: Hard48. The quality of life at selected facility locations has a significant impact onperformance becausea. network designers can use this fact to influence the role of the new facilityand the focus of people working there.b. facilities last a long time and have an enduring impact on a firm’sperformance.c. it is astounding how often tax incentives drive the choice of location.d. the location of a facility has a significant impact on the extent and form ofcommunication that develops in the supply chain network.e. it influences the work force available and their morale.Answer: eDifficulty: Hard。
2023公司供应链管理制度范本5篇
2023公司供应链管理制度范本5篇1. 供应链风险管理制度概述该制度旨在确保公司在供应链过程中能够有效管理和应对各种供应链风险，以确保供应链的稳定性和可持续发展。
关键要素- 风险评估和预警机制- 供应商审核和选择准则- 应急响应和业务恢复计划- 合同管理和供应链信息披露要求2. 供应商评价和选择制度概述该制度旨在确保公司与高质量和可靠的供应商建立长期合作关系，以提供优质的产品和服务，并降低供应链风险。
关键要素- 供应商评估准则和流程- 绩效评价和奖惩机制- 合同管理和供应商合规要求- 供应商发展计划和合作契约3. 物流管理制度概述该制度旨在确保公司在物流过程中能够高效地管理货物的流动和仓储，以实现供应链的高效运作和成本控制。
关键要素- 运输计划和运输方式选择- 仓储和库存管理- 物流信息管理和跟踪- 物流外包管理和合同要求4. 供应商社会责任管理制度概述该制度旨在确保公司的供应商遵守社会责任准则，尊重人权、劳工权益和环境保护，并促进可持续发展的供应链管理。
关键要素- 供应商社会责任审核和定期检查- 供应商管理指导和培训- 社会责任合作协议和合同要求- 反腐败和合规要求5. 战略合作伙伴关系管理制度概述该制度旨在建立与战略合作伙伴之间的互信和合作关系，以共同推动供应链的创新和持续改进。
关键要素- 合作伙伴选择和评估机制- 合作项目管理和风险共担机制- 知识共享和技术支持- 奖惩机制和合作目标评估以上是2023公司供应链管理制度范本的五篇简要概述。
这些制度将帮助公司规范供应链管理，提高效率和风险控制能力，促进公司的稳定和可持续发展。
供应链管理合同5篇
供应链管理合同5篇（经典版）编制人：__________________审核人：__________________审批人：__________________编制单位：__________________编制时间：____年____月____日序言下载提示：该文档是本店铺精心编制而成的，希望大家下载后，能够帮助大家解决实际问题。
文档下载后可定制修改，请根据实际需要进行调整和使用，谢谢!并且，本店铺为大家提供各种类型的经典范文，如工作计划、工作总结、培训计划、心得体会、条据文书、活动方案、应急预案、教学资料、作文大全、其他范文等等，想了解不同范文格式和写法，敬请关注!Download tips: This document is carefully compiled by this editor. I hope that after you download it, it can help you solve practical problems. The document can be customized and modified after downloading, please adjust and use it according to actual needs, thank you!And, our store provides various types of classic sample essays for everyone, such as work plans, work summaries, training plans, experiences, document documents, activity plans, emergency plans, teaching materials, essay summaries, other sample essays, etc. If you want to learn about different sample essay formats and writing methods, please stay tuned!供应链管理合同5篇通过合同，我们可以明确规定双方的权利和义务，以避免劳动关系引发的争议和纠纷，详细的合同能够规范双方的行为，确保合作过程中双方的利益得到平等对待，下面是本店铺为您分享的供应链管理合同5篇，感谢您的参阅。
供应链管理的五个发展阶段
供应链管理的五个发展阶段
一、发展阶段
1、分散式管理：是指由各个部门单独为自己负责，没有统一的管理
机制，各个部门独立管理各自领域的业务，导致整个供应链管理缺乏统一
性和协调性，降低了供应链准确性、一致性和效率。
2、集成分销：是指通过建立集成的信息系统，使各部门及其供应商、客户等之间的信息共享，从而提高了供应链管理的整体效率。
3、标准化管理：是指将供应链管理过程中的信息流程、物流流程等
统一标准化，使各个供应链成员共同遵循一定的管理流程，提高了供应链
的流动性、透明度及协同性。
4、实时信息处理：是指使用实时信息处理技术及网络信息技术，将
供应链管理中的信息和物料运输等流程实现实时管控，以建立及时反应的
管理体系，使供应链管理过程更加高效可控。
5、供应链协同：是指由各个供应链成员共同组成的管理体系，以获
取共享的目标为核心，根据各方的角色、目标及资源，通过建立长期的战
略伙伴关系，协同共同实现供应链的目标，满足消费者的需求。
二、分散式管理发展。
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企业流程创新，BPI
用信息技术和人力资源管理技术对企业 的❖流通程过进检行查创和新简，化可企以业极关大键地流提程高中企的业
B企us业ine流ss程P再roc设es计s I，nnBoPvRation B核us心ine流ss程P再roc设es计s R，edCePsRign
的活成动本和、信质息量流等，指达标到降低成本、提高 质❖量对和对增企大业柔运性营的进目行的根本性再思考， 对其工作流程、决策、组织和信息系
入库单
仓库 发票
供应商 付款
重组后的业务流程图
采购部门 采购定单 中央数据库
发送采购定单电子数据
供应商
收货确认
仓库
货物 电子付款
财务部门
重组后的效果
业务流程重组后，应付账款部门不再需要 发票，需要核实的数据项减少为三项：零 部件名称、数量和供应商代码，采购部门 和仓库分别将采购订单和收货确认信息输 入到计算机系统后，由计算机进行电子数 据匹配。最后结果是：应付账款部门的员 工减少了75%，而不是原计划的20%。
❖一是面向顾客，包括组织外 部的和组织内部的顾客
两个重要特征
❖二是跨越职能部门、分支机 构或子单位的既有边界
业务流程
以达成特殊业务成果为目标的一系列有逻 辑相关性的任务。
一系列将组织运作和顾客需求连接起来的 活动。
理解组织业务如何开展的一种方式。
二、业务流程重组的概念
1、BPR的提出 2、其他定义 3、BPR的本质
C组or织e P再ro造ce，ssORRedesign
统❖同以时以以组集织成核的心方竞式争进力行为再重设点计，对业
O企Brug业sainn流iezsa程stiP变orno化Rce管esesn理Cg，ihnaeBnegPreiCnMMg a务 思 巨na❖是流 考 大g一对e程 和 提m是企和 再 高e一业组 设nt种流织 计战程结，略的构以驱改进达动善行到的和根组组重本织织新性业变设绩的革计的再，，
JIT与BPR两者作用的范围不同
❖BPR不像JIT那样局限于车间一级，而将事务级 和管理级的改造也包括在内，因而比JIT具有更 广泛的意义
2、BPR与全面质量管理TQM
BPR与TQM相同的地方
二者都是面向流程、面向顾客的，而且实施过程中 都需要企业高层领导的参与并倡导团队的工作方式。
BPR与TQM不同的地方
通过改变管理、信息、技术、组织
结构和员工之间的关系，使企业在
质量、响应速度、成本、柔性、顾
客满意度、股票价值以及其他重要
流程业绩方面取得优势
3、BPR的本质
BPR的核心
❖BPR是从整体上确认 企业的作业流程，追求
面向顾客满意度的业务全流局程最优，而不是个别
最优
BPR 面向顾客和信息技术
❖BPR是围绕顾客的意愿开 展的
形 成 Allan M．Scherr 统 一 的 Davenport和Short 定 义
❖一个或一系列连续有规律 的行动，这些行动以确定的 方式发生或执行，导致特定 结果的实现
❖对输入的处理可能是转变 、转换或仅仅是原样输出
❖为特定顾客或市场提供特 定产品或服务而实施的一系 列精心设计的活动
流程强调工作任务如何在组织中得以完成
❖在BPR由思想到现实的转 变中，IT起了一种良好的催 化剂的作用
理解BPR
❖为在反映企业绩效的关 键因素方面取得重大进展
➢成本 ➢质量
பைடு நூலகம்
，而对企业整个活动过程
➢服务
所进行的根本性重新设计
➢交货速度
❖伴随管理信息系统 在企业中的应用而产 生的一个新思想
▪是企业实现高效益、高质量、高 柔性、低成本的战略措施
供应链管理
第五讲
第五章 供应链业务流程重组
业务流程重组概述 企业流程描述及分析 业务流程重组的一般方法 供应链企业组织与业务流程重组
第一节 业务流程重组概述
一、流程的概念 二、业务流程重组的概念 三、BPR与其他相关理论
一、流程的概念
至
今 未 《牛津英语大词典》
Oxford English Dictionary
最初，管理人员计划通过业务处理程序合理化 和应用计算机系统，将员工裁减到最多不超过 400人，实现裁员20%的目标。
日本马自达公司在福特公司占有22%的股份， 而在马自达汽车公司做同样工作的人只有5人。
尽管两个公司在规模上存在一定的差距，但5： 500的差距让福特公司震惊了。
为此，福特公司决定对公司与应付账款部门相 关的整个业务流程进行彻底重组。
三、BPR与其他相关理论
1、BPR与准时生产理论JIT 2、BPR与全面质量管理TQM 3、BPR与敏捷制造AM 4、BPR与并行工程CE
1、BPR与准时生产理论JIT
JIT与BPR两者追求的目标不同
❖JIT的原则是无浪费，它所追求的是零次 品，通过降低库存来提高企业效率 ❖BPR是以满足顾客需要为目标，主张重 点通过降低因多余活动造成的巨大开销来 优化企业效率
福特汽车公司应付账款部门的工作就是接 收采购部门送来的采购订单副本、仓库的
收货单和供应商的发票，然后将三类票据 在一起进行核对，查看其中的14项数据是 否相符，绝大部分时间被耗费在这14项数 据由于种种原因造成的不相符上。原有的 业务流程如图示。
原有业务流程图
采购部门 采购定单 财务部门
采购定单 货物
1、BPR的提出
美国麻省理工学院哈默（Hammer） 1990年在《哈佛商业评论》 提出企业业务流程重组 (Business Process Reengineering，BPR)
❖从根本上考虑和彻底地设计企业的流程 ❖使其在成本、质量、服务和速度等关键 指标上取得显著的提高
2、其他定义
❖一种革命的新方法，这种方法通过使
▪核心思想
▪要打破企业按职能设置部门的管理方式，代之以业务流 程为中心，重新设计企业管理过程
案例—福特汽车公司北美财 会部的BRP
福特汽车公司是美国三大汽车巨头之一，但是 到了20世纪80年代初，福特像美国其他大企业 一样面临着日本竞争对手的挑战，因而计划想 方设法削减管理费用和各种行政开支。
位于北美的福特汽车公司有三分之二的汽车部 件需要从外部供应商购买，为此需要有相当多 的雇员从事应付账款管理工作。在进行业务流 程重组之前，北美福特汽车公司的应付账款部 门雇员有32500多人。