Chapter2

OperationsStrategyandCompetitiveness

運(yùn)營(yíng)戰(zhàn)略與企業(yè)競(jìng)爭(zhēng)力1Topics

主要內(nèi)容OperationsStrategyContentofOperationsStrategyProcessofOperationsStrategyAFrameworkforOperationsStrategyinManufacturingandinServicesMeetingtheCompetitiveChallenge生產(chǎn)/運(yùn)營(yíng)戰(zhàn)略的含義運(yùn)營(yíng)戰(zhàn)略的內(nèi)容：目標(biāo)/決策領(lǐng)域運(yùn)營(yíng)戰(zhàn)略的過(guò)程制造業(yè)/服務(wù)業(yè)的戰(zhàn)略分析框架迎接競(jìng)爭(zhēng)挑戰(zhàn)Appendix:“StrategicMap”ofRoth羅斯教授的“策略圖”2OperationsStrategyandCorporateStrategy生產(chǎn)戰(zhàn)略與企業(yè)戰(zhàn)略3生產(chǎn)/運(yùn)營(yíng)戰(zhàn)略的概念Operationsstrategyisconcernedwithsettingbroadpoliciesandplansforusingtheresourcesofthefirmtobestsupportthefirm’slong-termcompetitivestrategy.運(yùn)營(yíng)策略主要指利用企業(yè)資源所制訂的各項(xiàng)企業(yè)政策和計(jì)劃，它最大限度地支持了企業(yè)的長(zhǎng)期競(jìng)爭(zhēng)戰(zhàn)略。(RichardB.Chase、NicholasJ.Aquilano

、F.RobertJacobs)4Keysinoperationsstrategy

運(yùn)營(yíng)戰(zhàn)略的成功關(guān)鍵Keystosuccessinoperationstrategylieinidentifyingwhatprioritychoicesare,inunderstandingtheconsequencesofeachchoice,andinthetrades-offsinvolved.識(shí)別競(jìng)爭(zhēng)重點(diǎn)，分析各個(gè)重點(diǎn)要素之間的因果關(guān)系，并進(jìn)行相應(yīng)的權(quán)衡取舍。5CorporateStrategy&OperationsStrategy

企業(yè)整體戰(zhàn)略與生產(chǎn)運(yùn)營(yíng)戰(zhàn)略顧客需求公司戰(zhàn)略生產(chǎn)/運(yùn)營(yíng)戰(zhàn)略AlignmentCoreCompetencies核心能力決策工藝流程,基礎(chǔ)結(jié)構(gòu),生產(chǎn)能力6CoreEnterprise&CoreCapabilities

核心企業(yè)與核心能力Corecapabilities(orcompetencies)arethoseskillsthatdifferentiatethemanufacturing(orservicesfirm)fromitscompetitors.Acompetencethatwinsthefuturecustomers.核心能力是企業(yè)擁有的不同于競(jìng)爭(zhēng)者的一種技能。一種贏得未來(lái)顧客的能力。7OperationsPriorities

(CompetitiveDimensions)基于企業(yè)生產(chǎn)戰(zhàn)略的競(jìng)爭(zhēng)重點(diǎn)(ContentofOperationsStrategy

運(yùn)營(yíng)戰(zhàn)略的內(nèi)容：目標(biāo)）8OperationsPriorities（Basic)

基于企業(yè)生產(chǎn)戰(zhàn)略的競(jìng)爭(zhēng)重點(diǎn)Cost成本ProductQualityandReliabilityDeliverySpeedDeliveryReliabilityCopingwithChangesinDemandFlexibilityandNewProductIntroductionSpeed產(chǎn)品質(zhì)量/可靠性交貨速度交貨可靠性對(duì)需求量應(yīng)變能力產(chǎn)品多樣性(彈性與新產(chǎn)品推出速度）9OperationsPriorities（other)

基于企業(yè)生產(chǎn)戰(zhàn)略的競(jìng)爭(zhēng)重點(diǎn)Technicalliaisonandsupport技術(shù)聯(lián)系與支持MeetingalaunchdateSupplierafter-salesupportOtherpriorities迎接項(xiàng)目啟動(dòng)期售后服務(wù)其他10Thenotionoftrade-offs

權(quán)衡的觀念企業(yè)生產(chǎn)/運(yùn)營(yíng)戰(zhàn)略的關(guān)鍵——“功能悖論”多目標(biāo)決策中的相互矛盾成本——質(zhì)量彈性——周期一個(gè)生產(chǎn)者不可能在每一個(gè)方面都做得很優(yōu)秀Operationsfocusandtrade-offsDuringthelate1960sand1970s,centraltotheconceptofoperationsstrategywasthenotionofoperationsfocusandtrade-offs.Anoperationcouldnotexcelsimultaneouslyonallperformancemeasures.(can’tdoeverythingwell)11Plant-within-a-plant(PWP)

廠中廠Forthosefirmswithlargeexistingmanufacturingfacilities,SkinnerevensuggestedthecreationofaPWPconcept,inwhichdifferentlocationswithinthefacilitieswouldbeallocatedtodifferentproductslines,eachwiththeirownoperationsstrategy.Theworkersalsowouldbeseparated.在同一個(gè)公司建立不同得工廠，每一個(gè)工廠有自己得產(chǎn)品線，實(shí)施不同的生產(chǎn)戰(zhàn)略，形成不同的競(jìng)爭(zhēng)重點(diǎn)C.WickhamSkinner(斯金納).“TheFocusedFactory.”HarvardBusinessReview52,No.3(May-June,1974),pp.113-22.125DealingwithTrade-offs

權(quán)衡處理CostQualityDeliveryFlexibilityFOCUS1FOCUS2FOCUS4FOCUS3PlantwithinaPlant(PWP)TraditionalApproachAdvancedApproachesWorldClassManufacturingTrade-offsTheMcGraw-HillCompanies,Inc.,1998Irwin/McGraw-Hill13權(quán)衡處理——廠中廠成本質(zhì)量交貨彈性工廠1（高質(zhì)量）工廠2（高速度）工廠4（定制）工廠3（低成本）廠中廠(PWP)傳統(tǒng)辦法TheMcGraw-HillCompanies,Inc.,1998Irwin/McGraw-Hill14PrioritiesDeterminedbyMarketplace

由市場(chǎng)決定的競(jìng)爭(zhēng)重點(diǎn)Torealizetheneedtoestablishprioritiesasdictatedbythemarketplace.了解顧客的需求，按照市場(chǎng)信號(hào)確定企業(yè)的競(jìng)爭(zhēng)重點(diǎn)，從而確定生產(chǎn)系統(tǒng)的主導(dǎo)目標(biāo)。15ChangingCompetitivePriorities

不斷變化的競(jìng)爭(zhēng)重點(diǎn)ManufacturingFutureSurveyAgroupofBostonUniversity,212U.S.manufacturingcompaniesThetop3prioritiesdon’tchange.ConformancequalityOn-timedeliveryProductreliability2ofthemhasrisenLowpriceSpeedyNPI(newproductionintroduction)制造業(yè)未來(lái)趨勢(shì)調(diào)查3項(xiàng)基本要求不變一致性質(zhì)量準(zhǔn)時(shí)交貨產(chǎn)品可靠性2項(xiàng)的重要性上升低價(jià)格快速開發(fā)新產(chǎn)品16ChangingCompetitivePriorities

不斷變化的競(jìng)爭(zhēng)重點(diǎn)19901.Conformancequality2.On-timedelivery3.Productreliability4.Performancequality5.Lowprice9.SpeedyNPI19961.Conformancequality2.Productreliability3.On-timedelivery4.Lowprice5.Fastdelivery6.Performancequality7.SpeedyNPI17ChangingCompetitivePriorities

不斷變化的競(jìng)爭(zhēng)重點(diǎn)19901.質(zhì)量一致性2.交貨準(zhǔn)時(shí)性3.產(chǎn)品可靠性4.性能優(yōu)良5.低價(jià)格9.快速的新產(chǎn)品推介19961.質(zhì)量一致性2.產(chǎn)品可靠性3.交貨準(zhǔn)時(shí)性4.低價(jià)格5.快速交貨6.性能優(yōu)良7.快速的新產(chǎn)品推介18OrderWinnersandOrdersQualifiers

訂單贏得要素與訂單資格要素Anorder-winnerAnorder-winnerisacriterionthatdifferentiatestheproductsorservicesofafirmfromotherfirms.AnorderqualifierAnorderqualifierisascreeningcriterionthatpermitsafirm’sproductstoevenbeconsideredaspossibleascandidatesforpurchase.訂單贏得要素區(qū)別于對(duì)手，搶到訂單訂單資格要素進(jìn)入市場(chǎng)的起碼標(biāo)準(zhǔn)，僅僅取得候選資格19World-ClassManufacturing

世界級(jí)制造World-classmanufacturersnolongerviewcost,quality,speedofdelivery,andevenflexibilityastradeoffs.Theyhavebecomeorderqualifiers.Whataretheorderwinnersintoday’smarket?世界級(jí)商將成本、質(zhì)量、速度、甚至彈性看著是基本的訂單資格要素。20ServiceBreakthroughs

服務(wù)是汽車業(yè)的新賣點(diǎn)Servicecanbean“orderwinner”Warranty擔(dān)保RoadsideAssistance沿途服務(wù)TravelPlanning旅行計(jì)劃LoanerVehicles中介貸款Leases租賃服務(wù)才是訂單贏得要素21生產(chǎn)戰(zhàn)略的內(nèi)容：決策領(lǐng)域1969年尉克漢姆·斯金納（WickhamSkinner）的決策領(lǐng)域：①工廠和設(shè)備；②生產(chǎn)計(jì)劃與控制；③勞動(dòng)力及管理；④產(chǎn)品設(shè)計(jì)及工藝；⑤組織與管理。22結(jié)構(gòu)(structural)要素與基礎(chǔ)(infrastructural)要素1984年賀氏和威爾萊特（HayesandWheelwright）將決策領(lǐng)域分為兩大類：結(jié)構(gòu)(structural)要素是企業(yè)長(zhǎng)期投資決策的事項(xiàng)，涉及到企業(yè)生產(chǎn)/運(yùn)營(yíng)系統(tǒng)的設(shè)計(jì)、建設(shè)與改造，例如：廠址選擇、生產(chǎn)布局和設(shè)備安排以及關(guān)鍵性的生產(chǎn)工藝；基礎(chǔ)(infrastructural)要素指生產(chǎn)系統(tǒng)建設(shè)完成交付使用最后的計(jì)劃、運(yùn)行與控制事項(xiàng)。23ContentofOperationsStrategy

運(yùn)營(yíng)戰(zhàn)略的內(nèi)容:決策領(lǐng)域51、生產(chǎn)服務(wù)能力的規(guī)劃與調(diào)整2、設(shè)施選址與設(shè)備布局模式3、基本產(chǎn)品結(jié)構(gòu)及關(guān)鍵工藝技術(shù)4、供應(yīng)商網(wǎng)絡(luò)與縱向一體化5、生產(chǎn)運(yùn)營(yíng)管理系統(tǒng)的組織結(jié)構(gòu)與核心制度24ProcessofOperationsStrategy

運(yùn)營(yíng)戰(zhàn)略的過(guò)程25Skinner’smodel263、公司戰(zhàn)略2、公司資源清單技能資源目標(biāo)產(chǎn)品設(shè)備工藝技術(shù)專長(zhǎng)4、制造職能的任務(wù)生產(chǎn)率服務(wù)質(zhì)量投資回報(bào)率1、競(jìng)爭(zhēng)態(tài)勢(shì)競(jìng)爭(zhēng)者的數(shù)量競(jìng)爭(zhēng)者的類型競(jìng)爭(zhēng)者的資源競(jìng)爭(zhēng)者的性質(zhì)競(jìng)爭(zhēng)者的走向競(jìng)爭(zhēng)的戰(zhàn)略與戰(zhàn)術(shù)5、經(jīng)濟(jì)成本機(jī)構(gòu)關(guān)鍵邊際成本產(chǎn)業(yè)結(jié)構(gòu)成本柔性（產(chǎn)量、產(chǎn)品變化）基本成本趨勢(shì)概念6、技術(shù)工藝設(shè)備關(guān)鍵技術(shù)要素材料技術(shù)趨勢(shì)7、評(píng)估公司的能力、資源等8、公司制造政策（運(yùn)營(yíng)戰(zhàn)略）流程范圍流程規(guī)模流程與設(shè)備的選擇設(shè)施選址關(guān)鍵的控制因數(shù)控制體系管理機(jī)構(gòu)9、制造（運(yùn)營(yíng)）副總和管理部門的要求10、制造管理體系與程序11、制造控制12、制造操作13、運(yùn)營(yíng)結(jié)果生產(chǎn)率服務(wù)質(zhì)量投資回報(bào)率15、反饋14、反饋產(chǎn)業(yè)分析要素斯金納的過(guò)程模型27StepsinDevelopingaManufacturingStrategy

制造戰(zhàn)略的制定步驟1.Segmentthemarketaccordingtoproductgroup1.根據(jù)產(chǎn)品類別細(xì)分市場(chǎng)2.Identifyproductrequirements,demandpatterns,andprofitmarginsforeachgroup3.Identifyorderwinnerandorderqualifiersforeachgroup4.Convertorderwinnersintospecificperformancerequirements?2.確認(rèn)產(chǎn)品需求的特征、模式3.識(shí)別訂單贏得要素與資格要素4.將訂單贏得要素轉(zhuǎn)化成特定的運(yùn)作職能CorporatestrategyBusinessstrategyEmergentsenseofwhatthestrategyshouldbeOperationalexperienceOperationsstrategyTop-downandbottom-upperspectivesofstrategyTop-down&bottom-up

奈杰爾和劉易斯的運(yùn)營(yíng)戰(zhàn)略過(guò)程觀點(diǎn)公司層戰(zhàn)略事業(yè)層戰(zhàn)略有關(guān)“戰(zhàn)略應(yīng)該是什么”的自發(fā)經(jīng)驗(yàn)操作經(jīng)驗(yàn)運(yùn)營(yíng)戰(zhàn)略29市場(chǎng)需求運(yùn)營(yíng)資源能力的水平市場(chǎng)需求的擴(kuò)張可持續(xù)的改進(jìn)運(yùn)營(yíng)能力的改進(jìn)運(yùn)營(yíng)戰(zhàn)略過(guò)程中的關(guān)鍵問(wèn)題：

匹配、可持續(xù)性和風(fēng)險(xiǎn)增加風(fēng)險(xiǎn)增加風(fēng)險(xiǎn)市場(chǎng)與運(yùn)營(yíng)能力之間的協(xié)調(diào)配合匹配線資料來(lái)源：根據(jù)奈杰爾和劉易斯：《運(yùn)營(yíng)戰(zhàn)略》2002年第三版，圖2.13(P67),圖2.14(P69),圖2.15(P71)綜合繪制30AFrameworkforManufacturingStrategy制造業(yè)運(yùn)營(yíng)戰(zhàn)略的分析框架（生產(chǎn)戰(zhàn)略的地位）318CustomerNeeds顧客需求NewandCurrentProducts新產(chǎn)品與現(xiàn)行產(chǎn)品PerformancePrioritiesandRequirements操作重點(diǎn)與要求Quality,Dependability,Flexibility,Price，andSpeed,質(zhì)量、可靠性、柔性、價(jià)格、速度Operations&SupplierCapabilities生產(chǎn)與供應(yīng)（商）能力Technology技術(shù)People員工Systems制度R&D研究開發(fā)CIM計(jì)算機(jī)集成制造JIT準(zhǔn)時(shí)制TQM全面質(zhì)量管理Distribution配送SupportPlatforms支持性平臺(tái)FinancialManagement財(cái)務(wù)管理HumanResourceManagement人力資源管理InformationManagement信息管理EnterpriseCapabilities企業(yè)能力StrategicVision32Manufacturing’sRoleinCorporateStrategy

制造在企業(yè)戰(zhàn)略中的角色演變階段1——內(nèi)部中立盡量減少生產(chǎn)制造的付面作用管理控制系統(tǒng)階段2——外部中立與競(jìng)爭(zhēng)者同步跟隨產(chǎn)業(yè)實(shí)踐階段3——內(nèi)部支持支持企業(yè)戰(zhàn)略階段4——外部支持基于制造的企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)33生產(chǎn)管理人員在企業(yè)領(lǐng)導(dǎo)層中的地位（美國(guó)）20世紀(jì)初期地位比較重要（大規(guī)模生產(chǎn)）20世紀(jì)中期地位很差20世紀(jì)末期地位有所改善34OperationsStrategyinServices服務(wù)業(yè)的運(yùn)營(yíng)戰(zhàn)略3512FourStagesofServiceFirmCompetitiveness

服務(wù)性企業(yè)的四個(gè)競(jìng)爭(zhēng)階段StageI.AvailableforServiceStageII.JourneymanStageIII.DistinctiveCompetenceAchievedStageIV.WorldClassServiceDelivery坐守柜臺(tái)熟練服務(wù)贏得差別優(yōu)勢(shì)世界級(jí)服務(wù)商36MeetingtheCompetitiveChallenge

(ed.8)迎接競(jìng)爭(zhēng)挑戰(zhàn)MBA與職業(yè)經(jīng)理人受到責(zé)難?。?！過(guò)街老鼠3714MITCommissiononIndustrialProductivity

工業(yè)生產(chǎn)率委員會(huì)

1985Recommendations

研究建議Placelessemphasisonshort-termfinancialpayoffsandinvestmoreinR&D.Revisecorporatestrategiestoincluderesponsestoforeigncompetition.GreaterinvestmentinpeopleandequipmentKnockdowncommunicationbarrierswithinorganizationsandrecognizemutualityofinterestswithother