供应链管理在中小企业的应用

INTEGRATED SUMMARY

From:

Asian Cases on Supply Chain

Management for SMEs

©APO 2002, ISBN: 92-833-2319-X

Report of the Symposium on Supply Chain

Management for Small and Medium Enterprises

T aipei, Republic of China, 11–14 December 2001

(SYP-SY4-01)

Published by the Asian Productivity Organization

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INTEGRATED SUMMARY

BACKGROUND

The basis of global competition has changed. No longer are companies competing against other companies, but rather supply chains are competing against supply chains. The success of a business is now invariably measured neither by the sophistication of its products nor by the size of its market share. It is instead usually seen in the light of the ability to harness its supply chain, sometimes forcefully and deliberately, to deliver responsively to customers as and when they demand it.

More often than not, this necessity is brought about by the onset of new and emerging, albeit sometimes disruptive, technologies. The rapid penetration of these new technologies such as the Internet is also transforming global commerce, shrinking the marketplace, forcing situations of highly unstable and unpredictable demand intensities, and shortening the lead times of critical information flow. In this setting, the literature, both trade and academic, has repeatedly reported how technology as a driver of change has influenced the supply chain practices of many multinational corporations (MNCs).

For those MNCs, their supply chains are intricately linked to the digital economy on a path of no return. Therefore supply chain management (SCM) will have to be linked to the new digital economy as demanding and technology-savvy customers around the world increasingly expect goods and materials to be delivered to their doorstep at “click-speed,” courtesy of broadband capabilities. Charles Fine (1999), in his book Clockspeed: Winning Industry Control in the Age of Temporary Advantage, emphasized that the ability to capture and share Internet-enabled, real-time information has dramatically boosted the clockspeed of many industries, dictating the key elements of survival. Countries and firms alike that desire to participate in global supply chains must understand and embrace without further hesitation the new mantra of SCM on which the new competition is premised. Likewise, Asian enterprises must adopt these new technologies to participate effectively and navigate successfully in the new economy.

Against this background, the APO organized its first Symposium on Supply Chain Management in January 2001 in India to provide an exploratory platform for member countries to share their experiences in the practical applications of SCM which have contributed to increasing customer satisfaction, improved productivity, better work processes, and greater competitiveness. During that first symposium, one prime concern highlighted was the financial and organizational ability, and perhaps willingness, of indigenous SMEs to invest in much-needed IT infrastructure (which might not yield a corresponding rate of productive return) and other related technologies (like RFID, ADC, ASP, etc.) to improve their supply chain processes. Issues like complexity, time and space compression, and cooperating in e-marketplaces are all new challenges that SMEs must face and survive or risk being either marginalized to commodity players with a low value proposition at best or forced into oblivion in the worst-case scenario. In addition, SCM must integrate such SMEs to ensure greater collaboration between supply chain partners, in particular SMEs that serve as suppliers to larger corporations responsible for either