第三章供應鏈管理的驅動要素和測度第三章.供應鏈管理的要素和障礙第一節.供應鏈性能的決定因素第二節.存貨（Inventory）第三節.運輸(Transportation)第四節.設施（facilities）第五節.信息（Information）第六節.資源（Sourcing）第七節.價格（Pricing）第一節.供應鏈性能的決定因素一.為什么要研究供應鏈的要素從目標看： 實現企業的競爭戰略從因果關系看: 通過控制幾大要素來控制供應鏈的響應能力與效率DriversofSupplyChainPerformanceFacilitiesplaceswhereinventoryisstored,assembled,orfabricated(制造)productionsitesandstoragesitesInventoryrawmaterials,WIP,finishedgoodswithinasupplychaininventorypoliciesTransportationmovinginventoryfrompointtopointinasupplychaincombinationsoftransportationmodesandroutesDriversofSupplyChainPerformanceInformationdataandanalysisregardinginventory,transportation,facilitiesthroughoutthesupplychainpotentiallythebiggestdriverofsupplychainperformanceSourcingfunctionsafirmperformsandfunctionsthatareoutsourcedPricingPriceassociatedwithgoodsandservicesprovidedbyafirmtothesupplychain二.供應鏈決策框架控制單獨一個要素難以兼顧效率和響應能力，同時控制六大要素，用一個要素的優勢來彌補其他要素的弱勢，最后總體上使供應鏈效率和響應能力都提高。就象踢足球，如果你各方面都強，你可以是C羅，如果你某方面不強，但靠其他幾方面來彌補，你仍然可以是梅西。我們在供應鏈管理中研究的所有決策問題其實就是針對這幾個要素的決策問題。是供應鏈管理研究的具體化。第三章.供應鏈管理的要素和障礙第一節.供應鏈績效的要素第二節.存貨（Inventory）第三節.運輸(Transportation)第四節.設施（facilities）第五節.信息（Information）第六節.資源（Sourcing）第七節.價格（Pricing）第二節.存貨（Inventory）一.定義Inventoryisallrawmaterials,workinprocess,andfinishedgoodswithinasupplychain.是指供應鏈中流動的物品，不是指倉儲設施，不要混淆概念。二.存貨決策的框架競爭戰略供應鏈戰略存貨運輸設施信息效率反應能力周轉存貨安全存貨季節性存貨能否滿足客戶需求成本和響應速度InventoryexistsbecauseofamismatchbetweensupplyanddemandMismatchisintentional（故故意的）ataretailerstorewhereinventoryisheldinanticipationoffuturedemandTherolethatinventoryplayinthesupplychainisToincreasetheamountofdemandthatcanbesatisfiedbyhavingtheproductreadyandavailablewhencustomerwantsit.Toreducecostbyexploitingeconomiesofscalethatmayexistduringproductionanddistribution.Majorsourceofcostandinfluenceonresponsiveness(例如：：服裝供應應鏈)Inventory:RoleintheSupplyChainInventory:RoleinCompetitiveStrategyIfresponsivenessisastrategiccompetitivepriority,afirmcanlocatelargeramountsofinventoryclosertocustomersIfcostismoreimportant,inventorycanbereducedtomakethefirmmoreefficientTrade-offImplicitintheinventorydriverisbetweentheresponsivenessthatresultsfrommoreinventoryandtheefficiencythatresultsfromlessinventory.Example––NordstromComponentsofInventoryDecisionsCycleinventoryAverageamountofinventoryusedtosatisfydemandbetweenshipmentsDependsonlotsizeSafetyinventoryinventoryheldincasedemandexceedsexpectationscostsofcarryingtoomuchinventoryversuscostoflosingsalesSeasonalinventoryinventorybuiltuptocounterpredictablevariabilityindemandcostofcarryingadditionalinventoryversuscostofflexibleproductionOveralltrade-off:Responsivenessversusefficiencymoreinventory:greaterresponsivenessbutgreatercostlessinventory:lowercostbutlowerresponsivenessInventory-relatedmetricsCash-to-cashcycletime（應應收賬款，，應付賬款款）AverageinventoryInventoryturns（周周轉次數））Productswithmorethanaspecifiednumberofdaysofinventory（滯滯銷）AveragereplenishmentbatchsizeAveragesafetyinventorySeasonalinventoryFillrateFractionoftimeoutofstockObsoleteinventory（沉沒沒成本）ComponentsofInventoryDecisionsLittle’slaw———衡量存存貨流動速速度的公式式(1)物流流時間T(Materialflowtime)從物料進入入供應鏈時時起，其存存在于供應應鏈內部的的全部時間間。(2)傳送送率R(Throughput)單位時間內內的產品銷銷量。I=RT存貨量的大大小等于物物流時間和和傳送率的的乘積。第三章.供供應鏈管理理的要素和和障礙第一節.供供應鏈績效效的要素第二節.存存貨（Inventory））第三節.運運輸(Transportation)第四節.設設施（facilities）第五節.信信息（Information）第六節.資資源（Sourcing））第七節.價價格（Pricing）第三節.運運輸(Transportation)一.定義把供應鏈中中的存貨從從一點移動動到另外一一點的活動動。二.運輸決決策的框架架競爭戰略供應鏈戰略運輸存貨設施信息效率反應能力運輸模式路徑網絡自主/外包能否滿足客戶需求成本和響應速度Transportation:RoleintheSupplyChainMovestheproductbetweenstagesinthesupplychainImpactonresponsivenessandefficiencyFastertransportationallowsgreaterresponsivenessbutlowerefficiencyAlsoaffectsinventoryandfacilitylocations.Transportation:RoleintheCompetitiveStrategyIfresponsivenessisastrategiccompetitivepriority,thenfastertransportationmodescanprovidegreaterresponsivenesstocustomerswhoarewillingtopayforitCanalsouseslowertransportationmodesforcustomerswhosepriorityisprice(cost)CanalsoconsiderbothinventoryandtransportationtofindtherightbalanceExample:BlueNile（鉆石石商，中心存存儲，和FEDEX戰略略聯盟）ComponentsofTransportationDecisionsDesignoftransportationnetworknetwork:collectionoftransportationmode,locationsandroutesModeoftransportation:air,truck,rail,ship,pipeline,electronictransportationvaryincost,speed,sizeofshipment,flexibilityRouteselectionroute:pathalongwhichaproductisshippedOveralltrade-off:ResponsivenessversusefficiencyComponentsofTransportationDecisionsTransportation-relatedmetricsAverageinboundtransportationcostAverageincomeshipmentsizeAverageinboundtransportationcostpershipmentAverageoutboundtransportationcostAverageoutboundshipmentsizeAverageoutboundtransportationcostpershipmentFractiontransportedbymode第三章.供應應鏈管理的要要素和障礙第一節.供應應鏈績效的要要素第二節.存貨貨（Inventory）第三節.運輸輸(Transportation)第四節.設施施（facilities）第五節.信息息（Information）第六節.資資源（Sourcing）第七節.價價格（Pricing））第四節.設施施（facilities）一.定義供應鏈網絡中中存貯、裝配配、加工存貨貨的場所。生產和存貯場所是兩類主主要的設施。。二.設施決策策的框架競爭戰略供應鏈戰略設施存貨運輸信息效率反應能力位置能力加工方式能否滿足客戶需求成本和響應速度倉儲方式FacilitiesRoleinthesupplychainthe“where””ofthesupplychainmanufacturingorstorage(warehouses)Roleinthecompetitivestrategyeconomiesofscale(efficiencypriority)largernumberofsmallerfacilities(responsivenesspriority)Example:Toyota（響應所有有顧客需求））ComponentsofFacilitiesDecisionsLocationcentralization(efficiency)vs.decentralization(responsiveness)otherfactorstoconsider(e.g.,proximitytocustomers)Capacity(flexibilityversusefficiency)Overalltrade-off:ResponsivenessversusefficiencyBetweenthecostofthenumber,locationandtypeoffacilities(efficiency)andthelevelofresponsivenessthethesefacilitiesprovidethecompany’scustomers.ComponentsoffacilitiesdecisionsFacility-relatedmetricsCapacityUtilizationProcessing/setup/down/idletimeProductioncostperunitQualitylossesTheoreticalflow/cycletimeofproductionActualaverageflow/cycletime第三章.供應應鏈管理的要要素和障礙第一節.供應應鏈績效的要要素第二節.存貨貨（Inventory）第三節.運輸輸(Transportation)第四節.設施施（facilities）第五節.信息息（Information）第六節.資資源（Sourcing）第七節.價價格（Pricing））第五節.信息息（Information）一.定義Informationconsistsofdataandanalysisregardinginventory,transportation,facilities,andcustomersthroughoutthesupplychain.二.設施決策策的框架競爭戰略供應鏈戰略信息存貨運輸設施效率反應能力推/拉協同與共享預測與計劃能否滿足客戶需求成本和響應速度使能技術Information:RoleintheSupplyChainTheconnectionbetweenthevariousstagesinthesupplychain–allowscoordinationbetweenstagesCrucialtodailyoperationofeachstageinasupplychain–e.g.,productionscheduling,inventorylevelsInformation:RoleintheCompetitiveStrategyAllowssupplychaintobecomemoreefficientandmoreresponsiveatthesametime(reducestheneedforatrade-off)ThetremendousgrowthoftheimportanceofInformationtechnologyisatestimony（（證據）totheimpactthatinformationcanhaveonimprovingacompany.WhatinformationismostvaluableinreducingcostandimprovingresponsivenesswithinasupplychainExample:AndersenWindows(設計構件庫庫，實時報價價)，SunsweetGrowers(S&OP計劃劃，預測準確確率提高，供供需匹配更好好)ComponentsofInformationDecisionsPush(MRP？)versuspull(demandinformationtransmittedquicklythroughoutthesupplychain)CoordinationandinformationsharingForecastingandaggregateplanningEnablingtechnologiesEDIInternetERPsystemsSupplyChainManagementsoftwareOveralltrade-off:ResponsivenessversusefficiencyComponentsofInformationDecisionsInformation-relatedmetricsForecasthorizonFrequencyupdateForecasterrorSeasonalfactorsVariancefromplanRatioofdemandvariabilitytoordervariability第三章.供應應鏈管理的要要素和障礙第一節.供應應鏈績效的要要素第二節.存貨貨（Inventory）第三節.運輸輸(Transportation)第四節.設施施（facilities）第五節.信息息（Information）第六節.資資源（Sourcing）第七節.價價格（Pricing））Sourcing:RoleintheSupplyChainSetofbusinessprocessesrequiredtopurchasegoodsandservicesinasupplychainSinglevs.multiplesuppliers,supplierselection,contractnegotiationSourcing:RoleintheCompetitiveStrategySourcingdecisionsarecrucialbecausetheyaffectthelevelofefficiencyandresponsivenessinasupplychainIn-housevs.outsourcedecisions-improvingefficiencyandresponsivenessExample:Cisco（低低端外包中國國廠商，高端端外包美國廠廠商）ComponentsofSourcingDecisionsIn-houseversusoutsourcedecisionsSupplierevaluationandselectionProcurementprocessOveralltrade-off:IncreasethesupplychainprofitsComponentsofSourcingDecisionsSourcing-relatedmetricsDayspayableoutstandingAveragepurchasepriceRangeofpurchasepriceAveragepurchasequantitySupplyqualitySupplyleadtimeFractionofon-timedeliveriesSupplierreliability第三章.供應應鏈管理的要要素和障礙第一節.供應應鏈績效的要要素第二節.存貨貨（Inventory）第三節.運輸輸(Transportation)第四節.設施施（facilities）第五節.信息息（Information）第六節.資資源（Sourcing）第七節.價價格（Pricing））Pricing:RoleintheSupplyChainPricingdeterminestheamounttochargecustomersinasupplychainPricingaffectsthecustomersegmentstobuyproduct.PricingstrategiescanbeusedtomatchdemandandsupplyPricing:RoleintheCompetitiveStrategyFirmscanutilizeoptimalpricingstrategiestoimproveefficiencyandresponsivenessLowpriceandlowproductavailability(Costco);varypricesbyresponsetimes(manufacturing)Example:Amazonoffersitscustomeralargemenuofpricesforproductsthatarepurchasedfromthecompany.ComponentsofPricingDecisionsPricingandeconomiesofscaleManysupplychainactivitiesdisplayeconomiesofscale.Everydaylowpricingversushigh-lowpric