供应链管理的策略架构文档

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1、供應鏈管理的策略架構AStrategicFrameworkforSupplyChainManagementAnthonyHan[Chopra&Meindl]CH.1-3Rev.2004111E5Outline綱要Asupplychainstrategyframework(Chi)TwoProcessViewsCycleViewPush/PullViewAchievingStrategicFitandScope(Ch2)SupplyChainDriversandObstacles(Ch3)Trade-offEfficiencyandRespo

2、nsiveness供應鏈策略架構(Chi)兩個觀點週期觀點推拉觀點策略定位(Ch2)驅力與阻力(Ch3)效率與回應間之權衡FlowsinaSupplyChain供應鏈內的流動CustomerInformationProductSupplierCash/Funds(Transaction)*［日本物流協會］:物流；金流；商流，•情報流CycleViewofASupplyChain供應鏈的週期觀OrderCycle(ingeneral)-ordertransmission-orderprocessing-orderpreparation-ord

3、ershippingCycleView(pp.8-12)-Divideinto(order)fourcycles-Goodforoperatiorialdecisions訂單週期時間-訂單傳輸-訂單處理-訂單準備-訂單送貨週期觀-分為四個週期-適於公司企業作業決策FourCyclesofSupplyChain供應鏈四個週期CustomerOrderCycleReplenishmentCycleManufacturingCycleProcurementCycleCustomer顧客Retailer零售商Distributor通路商Manufa

4、cturer製造商Supplier供應商顧客訂單週期補貨週期製造週期採購週期-訂單由“再訂貨點”啟動-用生產製造交單，而非運送-主要為計畫性生產用供應鏈週期Prof.A.Han-啟動供應鏈的價值創造供應商顧客原料成品製造商WIPWIP採購週期製造週期補貨週期顧客訂單週期通路商DRFGFG成品SupplyChainDrawingPush/PullProcessView推/拉的流程觀DividebyOP(OrderPenetration)point[Shannon]PushProcess(Speculation)BeforeOPpointPro

5、cessinanticipationofcustomerordersPullProcess(Postponement)AfterOPpointProcessinresponseofcustomerordersPush/PullViewisgoodforstrategicplarming由OP訂單穿透點區分推的流程(先為)在0P點前為預期客戶訂單準備拉的流程(延遲)在0P點之後為回應實際訂單的需推拉現象有助於供應鏈（跨企業）策略規劃PushandPullViewofASupplyChain供應鏈的推拉流程示意Procurement,Manuf

6、acturingandReplenishmentcycles-CustomerOrderCycle-OrderFufillment（交單）CustomerOrderArrivesPUSHPROCESSESPULLPROCESSESOPPoint訂單穿透點補貨、製造、採購週期-顧客訂單週期實際展開是一個網路,有多個0P穿透至不同協力廠商，平行啟動拉的流程TheImportanceofSupplyChain供應鏈的重要性DelVsSuccessQuakerOats^Lesson(p.17)$1.7BboughtSnappiein1994.12.

7、TwodistinctsupplychainsCan?tcreatesynergyandSCvalueSoldtoTriarcabout$300M1997.~4.成功案例：Dell失敗案例：桂格麥片1994年以17億美元購ASnapple兩個不同性質的供應鏈無法創造績效與價值1999年以300萬美元賣出.ExamplesofSupplyChains供應鏈實例MicronElectronics:DirectSalesManufacturing7-Eleven:ConvenieneeStoreW.W.Grainger/McMaster-Carr

8、:MROToyota:GlobalAutoManufacturerAmazon/Borders/BarnesandNobleWhataresomekeyissuesinthese