供应链管理SCM的内容与模型

供应链管理：内容
SCM是对整个生产过程范围内的“实物流、商业流、信息流和资金流”的管理，从供应商开始，到配送结束。

覆盖了物料在组织内部的运动与存储情况。

“实物流、商业流、信息流和资金流”是SCM的三条流。

SCM通过“时间time、地点place、数量quantity”的改变来创造价值。

SCM是企业竞争优势的源泉之一。

为挖掘这一潜能，管理部门采购和供应商量管理、运营管理以及物流管理。

SCM由三部分组成：供应管理（采购部分和供应商部分）、生产运作管理（公司内部管理）、物流管理（客户端）。

简单地说，SCM就是从供应商处采购（供应管理）、在内部进一步增值（运营管理）、再递送给客户（物流管理）。

1. 供应管理supply management
Supply management deals with identifying needs to be met with outside sources, selecting these sources, and negotiating purchase contracts with those selected.
Purchases fall into 3 categories: parts or components to be used in manufacture, merchandise for resale, and services.
Supply management is closely related to logistics for two reasons. First, nearly anything purchased must be moved to wherever it is needed. Second, if 3PL providers are used, the firm’s procurement staff will be involved in their selection.
①采购管理Purchasing
采购负责“组织”的物料流入，即获得生产产品或提供服务所需的物料、零件和补
给。

这是企业的“内向物流Inbound Logistics部分”。

采购包括物料的实际购买、
供应商选择与对采购细项进行价值分析等。

采购的重要性决不仅仅限于外购商品的成本，它的其他方面的重要性还包括商
品与服务的质量，以及提交商品或服务的时间选择，这两个方面都能对生产运
作产生重大的影响。

最基本的设计问题是对“集中或分散采购（Centralized or
Decentralized Purchasing）”的抉择。

集中采购的控制性较强，能节约费用；而
分散采购则趋于快速反应和更好地满足地区性需求。

定期进行价值分析，确保
所购细项的“成本效益比”最佳。

根据成本、售后服务、可靠性与质量评价供应商。

Purchasing is the eyes and ears眼睛和耳朵of the organization in the supplier marketplace 供应市场, continuously seeking better buys and new materials from suppliers. Consequently, purchasing is in a good position to能够select suppliers for the supply chain and to conduct certification programs 认证计划. 【purchase []购买__ consequently []因此】
Green Purchasing is the process of identifying, assessing, and managing the flow of environmental waste and finding ways to reduce it and minimize its impact on the environment. 【environmental[]__minimize []】
②供应商管理
2. 生产运作管理
Operations management deals with processes[] that produce goods and services that people use every day. Operations management is the direction and control of the processes that transform inputs into products and services. Processes are fundamental activities that organizations use to do work and achieve their goals.
By selecting appropriate techniques and developing sound operations strategies, managers can design and operate processes to give companies a competitive edge【= competitive advantage竞争优势】.
3. 市场营销
4. 物流Logistics
Logistics is that part of the supply chain process that plans, implements, and controls the efficient and effective forward and reverse [] 相反的flow and storage[]贮藏of goods, services, and related information between the point of origin[ ] 产地and the point of consumption [ ]消费in order to meet customers requirements.”
物流Logistics涉及组织的内向物流inward flow of materials、内部的物料运动internal folw of materials和外向物流outward flow of materials，即从公司流向客户的最终产品流）。

其中运输与仓储又是物流管理Logistics Management的核心内容。

电子数据Electronic data链接在供应链管理中提高了生产率和准确性，改善了运作控制。

物料流动和服务管理职责的归属
Traditionally, organizations have divided the responsibility for managing the flow of materials and services among three departments: purchasing, production, and distribution.
(1)Purchasing Department
(2)Production Department
(3)Distribution Department
Purchasing
Purchasing is the management of the acquisition []获得process, which includes deciding which suppliers to use, negotiating contracts, and deciding whether[]to buy locally.
Purchasing is usually [] responsible for working with suppliers to ensure the desired flow of materials and services for both short and long terms.
Purchasing may also be responsible for the levels of raw materials and maintenance and repair inventories [].
Production
Production is the management of the transformation[] processes devoted to专心于producing the product or service.
It is responsible for determining production quantities and scheduling the machines and employees directly responsible for the production of the good and services.
Distribution
Distribution is the management of the flow of materials from manufacturers to customers and from warehouses to retailers, involving the storage[] and transportation[] of products.
It may also be responsible for finished goods inventories and the selection of transportation service providers.
供应链管理：模型Models for SCM
Supply chain operations reference model, SCOR
SCOR = supply chain operations reference model供应链操作指南模型
One widely used model of supply chain management, the SCOR (supply chain operations reference) model, currently identifies five key processes—plan, source, make, deliver, return计划、资源、制造、运送、退回—associated with supply-chain management. Closer analysis [] of the five key processes, and their definitions, indicates the important role []of logistics [] in supply-chain management.
1. Plan
Processes that balance[] aggregate[]demand and supply to develop a course of action which best meets sourcing, production, and delivery requirements
2. Source
Processes that procure[] goods and services to meet planned or actual demand
3. Make
Processes that transform product to a finished state to meet planned or actual [] demand
4. Deliver
Processes that provide finished goods and services to meet planned or actual demand, typically including order management, transportation management, and distribution management
5. Return
Processes associated with returning or receiving returned products for any reason.
These processes extend into post-delivery customer support.
供应链5环评估
Barriers to Supply-Chain Management
While supply-chain may sound attractive from a conceptual perspective, a number of barriers [] block its effective implementation.
(1) Regulatory and political considerations
(2) Lack of top management commitment
(3) Reluctance [] to share, or to use, relevant data
(4) Incompatible [] information systems
(5) Incompatible corporate culture
Regulatory and political considerations
Several decades ago, many of the supply-chain arrangements in use today would have been considered illegal under certain regulatory statutes法令, 条例.
Political considerations such as war and governmental stability can act as a barrier to supply-chain management.
With respect to war, political uncertainties might cause some organizations to shy
away from joining or developing supply chains that rely on companies located in
warring countries.
Governmental stability is also a key consideration, because supply-chain
management is so dependent on inter-organizational coordination. Governmental
policies that either discourage such coordination or discourage doing business with certain countries would obviously have a negative impact on supply-chain
efficiency.
Lack of top management commitment
Top management commitment is regularly cited as an important component when
individual companies attempt to initiate and implement new initiatives, programs,
and products.
Because of supply-chain management’s inter-organizational focus, top
management commitment is absolutely essential if supply-chain efforts are to have any chance of success.
Reluctance不愿, 勉强to share, or to use, relevant data
The business bromide陈词滥调“information is power” can make information (data)
sharing somewhat problematic, particularly with data that companies might regard
as proprietary.
A reluctance to share data likely decreases the overall effectiveness and efficiency
of supply chains because other members may be making decisions based on
erroneous data and /or assumptions.
Incompatible information systems
In the past, one barrier to inter-organizational coordination was incompatible
computer hardware. Today, by contrast, is software.
Incompatible corporate culture
In a broad sense, corporate culture refers to “how we do things around here” and
reflects an organization’s vision, values, and strategic plans.
Because supply-chain management emphasize a long-term orientation and
partnership between various participants, it is important that participants be
comfortable with the companies that they will be working with.
The myriad manifestations of a company’s culture include, but are not limited to,
office décor, company brochures, company rituals 典礼,, and dress codes.
All manifestations of corporate culture may provide important clues about the ability of companies to work together.
Supply chain management across the organization
Supply chains permeate [] 渗透the entire organization. It is hard to envision []想象; 预见; 展望a process in a firm that is not in some way
affected by a supply chain.
Supply chains must be managed to coordinate the inputs with the outputs in a firm so as to achieve the appropriate competitive priorities of the firm’s enterprise process.
The internet has offered firms an alternative to traditional methods for managing the supply chain.
However, the firm must be committed to reengineering its information flows throughout the organization.
The supply-chain processes most affected are the order-placement, order-fulfillment (including the internal supply chain), and purchasing processes. These processes intersect all of the traditional functional areas of the firm.
Supply-chain management is essential for manufacturing as well as services firms. In fact, service providers are beginning to realize the potential for organizational benefits through the reengineering of supply-chain processes.
Logistics is that part of the supply chain process that plans, implements, and controls the efficient and effective forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customers requirements.【logistics[●☜♎✞✋♦♦✋♦]物流学__ reverse [ ❒♓❖☜♦ ] 相反的__storage[ ♦♦❒♓♎✞]贮藏__ origin[ ❒♓♎✞♓⏹] 产地__ consumption[ ☜⏹♦✈❍☐☞☜⏹]消费】。