SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainManagementOverview供應(yīng)鏈管理總覽,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Introduction,ThiscourseispartofaseriesofSupplyChainFoundationselfstudylearningactivitiestoprovideyouasolidbaseofsupplychainknowledgetobuildupon.Thereare14modulesintheseries.Eachmodulewilltakeapproximately90minutestocomplete.Youmayconvenientlystartandreturntothecourseatanypoint.Whenyouhavecompletedthecoursematerial,pleasecompletetheself-assessmentexaminationtomeasureyourlevelofunderstandingofthetopic.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,介紹,本單元課程是供應(yīng)鏈基礎(chǔ)自學(xué)教程活動(dòng)系列的一個(gè)部分，這個(gè)教程的目的是給您學(xué)習(xí)和提高供應(yīng)鏈知識(shí)打下一個(gè)堅(jiān)實(shí)的基礎(chǔ)。本系列共有13個(gè)單元。完成每一單元課程將大約需要90分鐘的時(shí)間，您可以很方便的開(kāi)始和從本單元課程的任何一頁(yè)繼續(xù)。當(dāng)您學(xué)完本單元課程的內(nèi)容后，請(qǐng)完成自我測(cè)試題以檢驗(yàn)?zāi)鷮?duì)本單元課程內(nèi)容的理解程度。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,OverviewofProgram,ThismoduleisintendedtoprovideyouwithgeneraloverviewofSCMconcepts.Forsomeofyou,thismaybeareview,whiletheseconceptsmaybenovelforothers.Wewillbeginbyidentifyingwhatthesupplychainlookslike.Next,welldiscusswhoarethekeyparticipantsinthesupplychain.Next,wellidentifyfactorsdrivingorganizationstoconsiderSCMstrategies,anddiscussthechallengesfacingtheseefforts.Wellalsoprovidesomeexamplesofcompaniesweveidentifiedasleadersinthisarea.ThiswillleadtoadiscussionofwhySCMisimportantanditsimpactonfinancialperformance,customers,andourabilitytodoourjob.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SelfStudyModules:6Areas,14Modules,1WarehouseWarehousingWarehouseOperationsWarehouseOperations2InventoryInventoryBasicsInventoryOperations3LogisticsTransportationOverviewTransportationOperationsTransportationPlanning,4ProcurementTheroleofPurchasing5ProductionProductionPlanningProductionOperationsStrategicPerspective6SupplyChainManagementSupplyChainManagementOverviewAnalyzingSupplyChainInformationSupplyChainPlanning,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,本課程的主要內(nèi)容:6個(gè)領(lǐng)域14個(gè)單元,1倉(cāng)儲(chǔ)倉(cāng)儲(chǔ)介紹倉(cāng)儲(chǔ)運(yùn)作倉(cāng)儲(chǔ)運(yùn)作2庫(kù)存庫(kù)存基礎(chǔ)庫(kù)存運(yùn)作3物流運(yùn)輸總覽運(yùn)輸運(yùn)作運(yùn)輸編制,4采購(gòu)采購(gòu)的任務(wù)5生產(chǎn)生產(chǎn)編制生產(chǎn)運(yùn)作的戰(zhàn)略目標(biāo)6供應(yīng)鏈管理供應(yīng)鏈管理總覽供應(yīng)鏈信息的分析供應(yīng)鏈編制,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Overview:ModuleI,ThismoduleisintendedtoprovideyouwithgeneraloverviewofSCMconcepts.Forsomeofyou,thismaybeareview,whiletheseconceptsmaybenovelforothers.Wewillbeginbyidentifyingwhatthesupplychainlookslike.Next,welldiscusswhoarethekeyparticipantsinthesupplychain.Next,wellidentifyfactorsdrivingorganizationstoconsiderSCMstrategies,anddiscussthechallengesfacingtheseefforts.Wellalsoprovidesomeexamplesofcompaniesweveidentifiedasleadersinthisarea.ThiswillleadtoadiscussionofwhySCMisimportantanditsimpactonfinancialperformance,customers,andourabilitytodoourjob.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,總覽,本單元課程目的是給您提供有關(guān)供應(yīng)鏈(SupplyChainManagement)概念的一個(gè)總覽。對(duì)有些人來(lái)說(shuō)，這些概念只是復(fù)習(xí)而已，但是對(duì)另一些人而言，這些概念則可能是全新的。首先，我們將從認(rèn)識(shí)供應(yīng)鏈看起來(lái)像什么樣子著手。接下來(lái)，我們將討論在供應(yīng)鏈中的主要參與者。然后我們要找出驅(qū)使企業(yè)去考慮供應(yīng)鏈策略的因素，并討論在做出這些方面的努力時(shí)所面臨的挑戰(zhàn)。我們也會(huì)舉一些我們認(rèn)為在這個(gè)領(lǐng)域是皎皎者的公司的實(shí)例。以上將引出對(duì)以下內(nèi)容的討論：供應(yīng)鏈管理為什么如此重要？其對(duì)財(cái)務(wù)狀況、客戶以及我們的工作能力的影響是什么？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,LearningObjectives,Aftercompletingthismodulethelearnerwillbeableto:IdentifyprimaryelementsofsupplychainmanagementUnderstandtheroleofsupplychainmanagementoncompetitiveperformanceDescribetherelationshipbetweeninventoryandinformationUnderstandkeymetricsassociatedwithsupplychainmanagement,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,學(xué)習(xí)目標(biāo),在完成本單元課程的學(xué)習(xí)以后，您應(yīng)該能:辨認(rèn)供應(yīng)鏈管理中的主要元素。理解供應(yīng)鏈管理在增強(qiáng)競(jìng)爭(zhēng)力中扮演的角色。描述庫(kù)存(Inventory)和信息之間的關(guān)系。理解與供應(yīng)鏈管理相關(guān)的關(guān)鍵度量。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TableofContents,Chapter2.1DefiningSupplyChainManagementChapter2.2Whoisinthesupplychain?UpstreamUpstreamInternalfunctionsChapter2.3TheimportanceofthesupplychainResultsfromresearchstudySkillsrequiredforsupplychainleadersSeniorexecutiverecognitionChapter2.4TheimpactofthesupplychainonbusinessImpactonfinancialperformanceImpactonthecustomerImpactonabilitytodoourjobsChapter2.5TherelationshipbetweeninventoryandinformationHowdoesinformationplayaroleinSCMSubstitutinginformationforinventoryChapter2.6SupplyChainManagementKeyPerformanceIndicatorsforCustomerSatisfactionKeyMeasurementsPerfectOrderSummary,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,目錄,2.1節(jié)供應(yīng)鏈管理的定義2.2節(jié)供應(yīng)鏈的組成成員上游下游內(nèi)部職能部門(mén)2.3節(jié)供應(yīng)鏈的重要性近期的調(diào)研結(jié)果供應(yīng)鏈領(lǐng)導(dǎo)者需要的技能資深高級(jí)主管人員的共識(shí)2.4節(jié)供應(yīng)鏈對(duì)企業(yè)的影響對(duì)財(cái)務(wù)狀況的影響對(duì)客戶的影響對(duì)我們工作能力的影響2.5節(jié)庫(kù)存與信息的關(guān)系信息如何在供應(yīng)鏈管理中發(fā)揮作用用信息替代庫(kù)存2.6節(jié)在供應(yīng)鏈管理中體現(xiàn)客戶滿意程度的重要績(jī)效指標(biāo)主要度量標(biāo)準(zhǔn)完美訂單總結(jié),SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DefiningSupplyChainManagement定義供應(yīng)鏈管理,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DefinitionoftheSupplyChain,“Thesupplychainencompassesallorganizationsandactivitiesassociatedwiththeflowandtransformationofgoodsfromtherawmaterialsstage,throughtotheenduser,aswellastheassociatedinformationflows.Materialandinformationflowbothupanddownthesupplychain.”Sourcing:R.HandfieldandE.Nichols,“SupplyChainRedesign”,2002.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈管理的定義,供應(yīng)鏈包括了與產(chǎn)品從原料階段到最終用戶手中的流動(dòng)及轉(zhuǎn)變相關(guān)的所有組織和活動(dòng)，也包括相關(guān)信息流動(dòng)的所有組織和活動(dòng)。物質(zhì)和信息流在供應(yīng)鏈中既可以往上游動(dòng)也可以往下游流動(dòng)。來(lái)源:R.Handfield和E.Nichols,“SupplyChainRedesign”,2002.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,WhatDoYouSell?,AProductBundleoraServicePackageTheseincludethetangiblebenefitsandintangibleattributesthecustomerrecognizes,paysfor,usesand/orexperiencesaswellasallthecontactsthecustomerhaswithyourfirm.Tobeginwith,itisimportanttonotethatcompaniesnolongersimplymanufactureaproductandshipit.Nordotheysimplyprovideaserviceastheserviceofteninvolveshavingtomanagephysicalproductsaswellasinformationflows.Manycompaniesalsoproduceinformationproductsisthisaserviceoraproduct?Asyoucansee,thelinesbetweenproductsandserviceshasblurred,sothatwhenwethinkaboutthepharmaceuticalbusiness,wearereallydefiningwhatwesellasaproductbundleoraservicepackage.Ineffect,therearetangibleandintangiblesassociatedwithdiscovering,developing,andsellingproducts.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,你銷(xiāo)售什么？,一系列產(chǎn)品或者一整套服務(wù)這包括有形的和無(wú)形的屬性，這些屬性是消費(fèi)者承認(rèn)的，為之付費(fèi)的，可以使用和/或者經(jīng)歷過(guò)的，還包括消費(fèi)者與你公司的所有接洽過(guò)程。,首先，認(rèn)識(shí)到公司不再是簡(jiǎn)單的將產(chǎn)品生產(chǎn)出來(lái)然后運(yùn)出去是非常重要的，他們也不是簡(jiǎn)單地提供一種服務(wù)服務(wù)通常包括管理實(shí)在的貨物和信息流。許多公司也生產(chǎn)信息產(chǎn)品，這是一種服務(wù)還是產(chǎn)品呢？正像你所看到的，產(chǎn)品和服務(wù)的分界已經(jīng)很模糊了。舉一個(gè)制藥工業(yè)的例子，我們確實(shí)定義了我們所賣(mài)的哪些是產(chǎn)品哪些是服務(wù)配套。事實(shí)上，在發(fā)明、研制和銷(xiāo)售產(chǎn)品的過(guò)程中，有些是有形的產(chǎn)品，有些是無(wú)形的產(chǎn)品。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TraditionalViewofSupplyChainManagement,Now,letsstepbackandreviewsomeprinciplesregardinghowwemanagetheproduct/servicebundleswithinthisentitycalledthesupplychain.Tobeginwith,aswenotedearlier,allorganizationseithermanufactureproducts,provideservicesthatsomeonevalues,orinmanycases,acombinationofboth.Traditionally,theoperationsfunctionhashadtheprimaryresponsibilityformakingsurethishappens.Thetraditionalwaytothinkaboutoperationsisasatransformationprocessthattakesasetofinputsandtransformstheminsomewaytocreatevaluablegoodsandservices.,Thisisseenasfollows:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈管理的傳統(tǒng)觀點(diǎn),現(xiàn)在，回顧一下我們?cè)谶@個(gè)稱(chēng)為供應(yīng)鏈領(lǐng)域內(nèi)如何管理產(chǎn)品和服務(wù)的一些定律。首先，正像我們?cè)谇懊孀⒁獾降哪菢樱械钠髽I(yè)要么生產(chǎn)產(chǎn)品，要么提供別人認(rèn)可的服務(wù)，要么兩者兼有。在傳統(tǒng)意義上，生產(chǎn)運(yùn)作對(duì)保證這個(gè)過(guò)程順利進(jìn)行負(fù)有最主要的責(zé)任。傳統(tǒng)觀念對(duì)運(yùn)作(operations)的認(rèn)識(shí)是把一組投入按某種方法生產(chǎn)出有價(jià)值的產(chǎn)品和服務(wù)的一個(gè)轉(zhuǎn)化過(guò)程。如下圖所示：,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TraditionalTransformationProcess,Focusingonthetraditionaltransformationprocess:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,傳統(tǒng)的轉(zhuǎn)變過(guò)程,讓我們來(lái)集中看一看傳統(tǒng)的轉(zhuǎn)變過(guò)程：,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Example:ChairManufacturing,Evenforaproductassimpleasachair,therangeofactivitiesthatmustoccurtotransformrawlumberintoafinishedchaircanbeoverwhelmingatfirst.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,例子：椅子的生產(chǎn),即使對(duì)椅子這樣的簡(jiǎn)單產(chǎn)品，把木材最終變成椅子這樣的生產(chǎn)活動(dòng)其范圍之廣也會(huì)讓人一開(kāi)始受不了。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Example:ChairManufacturing,Continuingthepreviousexample:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,例子：椅子的生產(chǎn),接著前面的例子：,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DifferentFunctionsintheSupplyChain-TraditionalViewoftheSupplyChain,Thesupplychainspansactivitiesofthevaluechain-rawmaterialsupplytothecustomersfinalpurchase,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈中的不同職能部門(mén)-供應(yīng)鏈的傳統(tǒng)觀念,供應(yīng)鏈橫跨整個(gè)價(jià)值鏈活動(dòng)-從原材料的供應(yīng)到消費(fèi)者的最終購(gòu)買(mǎi)。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,OrganizationalBoundaries,Informationbuffersandcompartmentalizationyieldlimitedvisibility.Thisresultsin:,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,組織邊界,信息的遲緩和分隔會(huì)限制可視性(visibility)。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,TransformingSupplyChainsintoValueSystems,Avaluesystemisaconnectedseriesoforganizations,resources,andknowledgestreamsinvolvedinthecreationanddeliveryofvaluetoendcustomers.Valuesystemsintegratesupplychainactivities,fromdeterminationofcustomerneedsthroughproduct/servicedevelopment,production/operationsanddistribution,including(asappropriate)first,second,andthirdtiersuppliers.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,把供應(yīng)鏈轉(zhuǎn)變成價(jià)值系統(tǒng),價(jià)值系統(tǒng)是專(zhuān)注于創(chuàng)造價(jià)值，并把價(jià)值送到最終消費(fèi)者手中的一系列相互關(guān)聯(lián)的組織、資源及信息流。價(jià)值系統(tǒng)融于供應(yīng)鏈的活動(dòng)之中：從判斷消費(fèi)者的需求到產(chǎn)品/服務(wù)的開(kāi)發(fā)，生產(chǎn)運(yùn)作及貨物發(fā)送，包括第一、第二和第三層供應(yīng)商(視具體情況而定)。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,BarrierExercise,Asanexercise,listfourofthe“barriers”or“walls”thatpreventoperationsfromcoordinatingeffectivelywithcustomers,logistics,andsuppliers.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,障礙練習(xí),列出四種阻礙生產(chǎn)者有效地與消費(fèi)者、物流和供應(yīng)商協(xié)調(diào)的“屏障”或“壁壘”。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,ExerciseAnswers,Somepossibleexamplesyoumighthavelistedinclude:LackofalignedmetricswithcustomerservicemanagementNorepresentationonnewproductrolloutteamsLackofvisibilityintomarketforecasts,advertisingcampaigns,andpromotionsInabilitytocommunicatedirectlywithsuppliersAdministrativebureaucraticcontrolsReluctancetochangePowerstrugglesdistrustofotherfunctions,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,練習(xí)題答案,你可能會(huì)列舉出如下的一些例子:缺乏與客戶服務(wù)管理一致的評(píng)價(jià)尺度。新產(chǎn)品推出團(tuán)隊(duì)無(wú)所作為。缺乏市場(chǎng)預(yù)測(cè)、廣告競(jìng)爭(zhēng)及產(chǎn)品促銷(xiāo)的可視性。不能直接與供應(yīng)商交流。官僚掌權(quán)。不愿意改變。權(quán)力斗爭(zhēng)不信任其他的機(jī)構(gòu)。很顯然答案遠(yuǎn)不止上面列出的這些。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,WhoisintheSupplyChain?誰(shuí)在供應(yīng)鏈中？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,ForcesBludgeoningtheFirm,Aswenotedearlier,the“traditional”modelofsupplychainsischangingrapidly,andfirmsnowrealizethattheyneedtotransformtheirsupplychainsintovaluesystems.Why?Becauseoftheincrediblecompetitionbeingfeltbypharmaceuticalcompaniesacrosstheglobe,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,驅(qū)使公司的大棒,正像我們先前注意到的那樣，“傳統(tǒng)”供應(yīng)鏈的模型在快速地改變，公司現(xiàn)在意識(shí)到他們需要把供應(yīng)鏈轉(zhuǎn)變?yōu)閮r(jià)值鏈(ValueChain)。為什么？因?yàn)槿虻墓径几械胶艽蟮母?jìng)爭(zhēng)壓力。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainManagementDrivers,Whyarecompaniessointerestedinimprovingsupplychainperformance?Thereareseveralreasons:GlobalizationandincreasedcompetitionIncreasingcustomerexpectationsonservicelevelsProductproliferationShorterproductlifecyclesNewtechnologiesEnvironmentalissues,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈管理的驅(qū)動(dòng)力,為什么公司對(duì)改進(jìn)供應(yīng)鏈性能如此地感興趣？原因如下：全球化和競(jìng)爭(zhēng)激化顧客對(duì)服務(wù)水平的期望越來(lái)越高產(chǎn)品的迅速增生產(chǎn)品壽命周期的縮短新技術(shù)環(huán)境問(wèn)題,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainProcesses,Twopointsareimportanthere.First,nearlyallofsupplychainmanagementactivitiesrequirecoordinationwithotherbusinessfunctions,includingengineering,marketing,andhumanresources.Wewillrevisittheimportanceofcross-functionaldecision-makinginsupplychainmanagementlater.Second,operationsmanagementactivitiesareinformationintensive.Youdonothavetobeabletoassembleawidgetyourselftobeasuccessfulinmanagingthesupplychain-butyoudohavetomakesuretherightpeopleandequipmentareavailabletodothejob,therightmaterialsarrivewhenneeded,andthewidgetisshippedon-time,atcost,andtospecifications!Soundeasy?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈程序,再者里有兩點(diǎn)非常重要。首先，幾乎所有的供應(yīng)鏈管理活動(dòng)要求其他業(yè)務(wù)部門(mén)的合作，包括工程、市場(chǎng)部和人力資源。我們后面會(huì)再?gòu)?qiáng)調(diào)供應(yīng)鏈中的跨部門(mén)決策的重要性。第二點(diǎn)，生產(chǎn)管理活動(dòng)是信息密集型的，你不必自己會(huì)組裝一種產(chǎn)品來(lái)成功管理供應(yīng)鏈，但你必須保證有正確的人和設(shè)備來(lái)完成這個(gè)工作，當(dāng)需要時(shí)，確保原料準(zhǔn)確并且及時(shí)的到達(dá)，并能將成本低廉且符合要求的成品按時(shí)運(yùn)出！看起來(lái)很簡(jiǎn)單？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,WhoisintheSupplyChain,Sowhatdoesittaketobuildandimprovesupplychainsandtransformthemintovaluesystems?Agoodstartingpointistodefineexactlywhotheparticipantsareinthesupplychain.,Todothis,wealsoneedtodefinethescopeofthesupplychain:SupplychainsmaybeinternalorexternaltotheorganizationInternalsupplychain-thatportionofthesupplychainoccurringwithinGSKExternalsupplychain-thatportionofthesupplychainoccurringoutsideofGSK(i.e.,upstreamsuppliersanddownstreamdistributors),SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈的參與者,怎樣才能建立和改進(jìn)供應(yīng)鏈而且把它們轉(zhuǎn)變?yōu)閮r(jià)值系統(tǒng)呢？精確地定義誰(shuí)是供應(yīng)鏈的參與者是一個(gè)很好的起點(diǎn)。為了回答這個(gè)問(wèn)題，我們也需要定義供應(yīng)鏈的范圍：供應(yīng)鏈對(duì)一個(gè)公司來(lái)說(shuō)，可能是內(nèi)部的也可能是外部的。內(nèi)部供應(yīng)鏈-發(fā)生在公司內(nèi)部的那部分供應(yīng)鏈。外部供應(yīng)鏈-發(fā)生在公司外部的那部分供應(yīng)鏈。(例如上游的供應(yīng)商、下游的分銷(xiāo)商）從公司的觀點(diǎn)來(lái)看，供應(yīng)鏈包括上游的供應(yīng)商，內(nèi)部各職能部門(mén)和下游的消費(fèi)者。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,SupplyChainManagement,Atthispointyoumayaskyourself:IfSCMspansallofthesebusinessprocesses,whoisresponsibleformakingithappen?Whoseroleisittomanagesupplychains?Canitbeacompetitiveadvantage?Whoperformsthisfunctionintodaysbusinesses?WhoseroleisSupplyChain?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈管理,在這個(gè)階段，你可以問(wèn)自己以下幾個(gè)問(wèn)題：如果供應(yīng)鏈跨越所有這些業(yè)務(wù)程序，誰(shuí)應(yīng)負(fù)責(zé)實(shí)施這個(gè)跨越？這能成為一個(gè)競(jìng)爭(zhēng)優(yōu)勢(shì)嗎？在現(xiàn)在的業(yè)務(wù)中，誰(shuí)來(lái)執(zhí)行這項(xiàng)功能？供應(yīng)鏈管理應(yīng)該是誰(shuí)的職責(zé)？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,ParticipantsintheProcess,Theanswertothatis:EVERYBODY!ArecentstudyconductedatMichiganStateUniversityaskedglobalmanagerswhatbusinessfunctionswouldbeintegratedintotheirsupplychainredesignstrategiesinthenextfiveyears.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,供應(yīng)鏈過(guò)程的參與者,答案是：每個(gè)人!最近米歇根州立大學(xué)做了一項(xiàng)研究，這個(gè)研究是向全球的經(jīng)理們咨詢?cè)诮窈蟮奈迥曛心男I(yè)務(wù)功能會(huì)被他們納入他們的供應(yīng)鏈重新設(shè)計(jì)策略中。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Exercise:WhoisinYourSupplyChain?,Asanexercise,spendsometimefillinginthequestionmarkboxesinthediagrambelow.Seeifyoucanidentifywhothedifferentparticipantsinyourcompanyssupplychainis.Thinkofallofthepossibletypesofinputsrequired,andwhoprovidesthem.Trytothinkofthedifferenttasksandrolesthateachsupplychainparticipantplaysindeliveringvaluetotheendcustomer?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,練習(xí)：誰(shuí)在你的供應(yīng)鏈中？,請(qǐng)花一點(diǎn)時(shí)間完成填充下面圖中問(wèn)號(hào)部分的練習(xí)。試一試你是否能說(shuō)出誰(shuí)是供應(yīng)鏈的不同的參與者。想一想所有的可能的需要輸入類(lèi)型和是由誰(shuí)來(lái)提供這些輸入。盡量想一想每一個(gè)供應(yīng)鏈的參與者在把價(jià)值傳遞給最終消費(fèi)者的過(guò)程中擔(dān)任的不同任務(wù)和所起的作用。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,YourSupplyChain,Whodidyoucomeupwiththatispartofyoursupplychain?Onesetofpossibleparticipantsmightlooklikethebellowdiagram(abigpharmaceuticalcompanyasanexample).,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,你的供應(yīng)鏈,你想出你公司的供應(yīng)鏈的參與者有哪些？下面的圖中是以某個(gè)制藥公司為例的一組參與者。,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Exercise:InternalFunctions,Thedifferentprocessesusedintransformingtheinputsprovidedbythesuppliernetwork.Forexample,order-processingtranslatescustomerrequirementsintoactualorders,whichareputintothesystem.Whoarethecriticalinternalfunctionsinyourcompanysinternalsupplychain?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,練習(xí)：內(nèi)部部門(mén)(Function),使用不同的過(guò)程來(lái)轉(zhuǎn)變網(wǎng)絡(luò)供應(yīng)商提供的投入。例如，訂單處理把消費(fèi)者的要求轉(zhuǎn)變?yōu)檎嬲挠唵味M(jìn)入系統(tǒng)內(nèi)部。在內(nèi)部供應(yīng)鏈中哪一些內(nèi)部職能部門(mén)是至關(guān)重要的？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,Exercise:InternalFunctions-Answers,Okayletsseehowyoudid.Thefirstgroupofparticipantsinsupplychainarethosepeopleandprocessesthatarewithinyourcompany.Afirmsinternalfunctionsincludethedifferentprocessesusedintransformingtheinputsprovidedbythesuppliernetwork.Inthecaseofanautomotivecompany,thisincludesallofitspartsmanufacturing(e.g.,stamping,powertrain,andcomponents),whichareeventuallybroughttogetherinactualautomobiles.Coordinatingandschedulingtheseinternalflowsischallenging,particularlyinalargeorganization.Anotherimportantinternalfunctionismanufacturingmanagement,whichtranslatesordersintoactualproductiontasks.Thismayinvolveworkingwithmaterialsrequirementsplanning(MRP)systems,schedulingworkcenters,employees,capacityplanningandmaintainingmachines.Logisticsensuresthattheproductareshippedinatimelymanner,andreplenishinventoriesatdifferentpointsinthegloballogisticsnetwork.Purchasingensuresthattherawmaterialsandindirectmaterialsandservicesareavailabletosupplythemanufacturingandlogisticsnetworkwithinputstomeetcustomerdemand.,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,練習(xí)：內(nèi)部部門(mén)-答案,讓我們來(lái)看看你做得怎么樣？企業(yè)供應(yīng)鏈中的第一組參與者是公司內(nèi)部人員及生產(chǎn)操作程序。一個(gè)公司的內(nèi)部部門(mén)包括用來(lái)把網(wǎng)絡(luò)供應(yīng)商提供的投入進(jìn)行轉(zhuǎn)變的不同程序。以汽車(chē)制造公司為例，它包括其所有零件的生產(chǎn)(例如：沖壓，傳動(dòng)器和部件)，并把這些零件最終組裝成汽車(chē)。協(xié)調(diào)這些內(nèi)部流程是頗具挑戰(zhàn)性的，特別是在大公司中。另一個(gè)內(nèi)部部門(mén)是生產(chǎn)管理，它將訂單轉(zhuǎn)化為實(shí)在的生產(chǎn)任務(wù)。這包括同原料需求計(jì)劃系統(tǒng)、工作進(jìn)度中心、工人、生產(chǎn)能力規(guī)劃和機(jī)器維護(hù)修理各部門(mén)的合作。物流可以確保貨物得以及時(shí)運(yùn)送，并在全球物流網(wǎng)絡(luò)的不同點(diǎn)補(bǔ)充存貨。采購(gòu)可以保證原料、間接材料和服務(wù)能提供生產(chǎn)和物流網(wǎng)絡(luò)的輸入以滿足消費(fèi)者的需求,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,UpstreamSupplierNetwork,Theupstreamsuppliernetworkconsistsofallorganizationsthatprovideinputs,eitherdirectlyorindirectly,tothefocalfirm.Discussion:Whoaretheparticipantsinyourcompanyssupplynetwork?Whomanagesthesuppliernetwork?,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,上游供應(yīng)商網(wǎng)絡(luò),上游供應(yīng)商網(wǎng)絡(luò)由所有直接或間接鄉(xiāng)中心廠家提供投入的所有機(jī)構(gòu)組成。討論：你的公司的供應(yīng)網(wǎng)由哪些供應(yīng)商組成？誰(shuí)來(lái)管理供應(yīng)商網(wǎng)絡(luò)？,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,UpstreamSupplierNetwork-Results,Thesecondmajorpartofsupplychainmanagementinvolvesupstreamexternalsupplychainmembers.Inordertomanagetheflowofmaterialsbetweenalloftheupstreamorganizationsinasupplychain,firmsemployanarrayofpersonnelwhoensurethattherightmaterialsarriveattherightlocationsattherighttime.Thepurchasingfunctionservesasthecriticalinterfacewiththeupstreamsupplier.Purchasingmanagersareresponsibleforensuringthat:TherightsuppliersareselectedThesesuppliersaremeetingperformanceexpectationsAppropriatecontractualmechanismsareemployedAgoodrelationshipismaintainedwiththesesuppliers,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,上游供應(yīng)商網(wǎng)絡(luò)-答案,供應(yīng)鏈管理的第二個(gè)主要部分包括上游外部供應(yīng)鏈的成員。為了在供應(yīng)鏈中管理這些上游組織之間的物質(zhì)流，有的公司雇傭?qū)Ｈ藖?lái)保證正確的材料在正確的時(shí)間到達(dá)正確的地點(diǎn)。采購(gòu)部門(mén)起到一個(gè)作為與上游供應(yīng)商重要界面的作用。采購(gòu)經(jīng)理負(fù)責(zé)保證：選擇正確的供應(yīng)商這些供應(yīng)商的表現(xiàn)符合期望運(yùn)用合理的合同機(jī)制與供應(yīng)商保持良好的關(guān)系,SupplyChainManagementProfessionalDevelopmentSelfStudySeries,DownstreamDistributiveNetwork,Thedownstreamdistributivenetworkconsistsofalloftheorganizations,processes,andfunctionsthattheproductpassesthroughonitswaytotheendcustomerExamplesofthisare:LogisticsnetworkdesignPackagingWarehousingTrans