英文版 物流与供应链管理.ppt
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1、Supply Chain Logistics Management,Chapter 1:Twenty-first Century Supply ChainsYanhong Hou,Generalized Supply Chain Model,1-2,McGraw-Hill/Irwin,Supply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.,What is a supp
2、ly chain?,Customer wantsdetergent and goes to Jewel,JewelSupermarket,Jewel or thirdparty DC,P&G or othermanufacturer,PlasticProducer,Chemicalmanufacturer(e.g.Oil Company),TennecoPackaging,Paper Manufacturer,TimberIndustry,Chemicalmanufacturer(e.g.Oil Company),Anticipatory Business Model,Response-bas
3、ed Business Model,The 21st Century Supply Chain,Managing the modern supply chain is a job that involves specialists in manufacturing,purchasing,and distribution,of course.But today it is also vital to the work of CFOs,CIOs,operations and customer service executives,and certainly chief executives.Cha
4、nges in supply chain management have been truly revolutionary,and the pace of progress shows no sign of moderating.In our increasingly interconnected and interdependent global economy,the process of delivering supplies and finished goods(and information and other business services)from one place to
5、another is accomplished by means of mind-boggling technological innovations,clever new applications of old ideas,seemingly magical mathematics,powerful software,and old-fashioned concrete,steel,and muscle.,Supply Chain Logistics Management,Chapter 2:Logistics,Source:Robert V.Delaney,11th Annual“Stat
6、e Of Logistics Report”June 5,2000,1980GDP$2.88 trillionLogistics Cost$451 billion15.7%of GDPTrans.Cost$214 billion,2007GDP$13.84 trillionLogistics Cost$1398billion10.1%of GDPTrans.Cost$857 billion,$billion,United States Logistics Costs,Integrated Logistics,OrderProcessing,Inventory,Transportation,Fa
7、cilityNetwork,WarehousingMaterial HandlingPackaging,Logistical Integration,Market DistributionOperating Concerns,Market Distribution:Activities related to providing customer service.Requires performing order receipt and processing,deploying inventories,storage and handling,and outbound transportatio
8、n within a supply chain.Includes the responsibility to coordinate with marketing planning in such areas as pricing,promotional support,customer service levels,delivery standards,handling return merchandise,and life-cycle support.The primary market distribution objective is to assist in revenue gener
9、ation by providing strategically desired customer service levels at the lowest total cost.,Manufacturing Support Operating Concerns,Manufacturing Support:Activities related to planning,scheduling,and supporting manufacturing operations.Requires master schedule planning and performing work-in-process
10、 storage,handling,transportation,and time phasing of components.Includes the responsibility for storage of inventory at manufacturing sites and maximum flexibility in the coordination of geographic and final assemblies postponement between manufacturing and market distribution operations.,Procuremen
11、tOperating Concerns,Procurement:Activities related to obtaining products and materials from outside suppliers.Requires performing resource planning,supply sourcing,negotiation,order placement,inbound transportation,receiving and inspection,storage and handling,and quality assurance.Includes the resp
12、onsibility to coordinate with suppliers in such areas as scheduling,supply continuity,hedging,and speculation,as well as research leading to new sources or programs.The primary procurement objective is to support manufacturing or resale organizations by providing timely purchasing at the lowest tota
13、l cost.,Logistics Information Requirements,Echeloned Structured Logistics,Echeloned Structured Logistics,Flexible Echeloned Structured Logistics,Process View:Cycle View of SCs,Customer Order Cycle,Replenishment Cycle,Manufacturing Cycle,Procurement Cycle,Customer,Retailer,Distributor,Manufacturer,Su
14、pplier,interface,interface,interface,interface,Logistical Performance Cycles,Multi-Echeloned Flexible Network,Customer Order Cycle,At the customer/retailer interfaceIncludes all processes directly involved in receiving and filling the customers order:Customer arrivalCustomer order entryCustomer orde
15、r fulfillmentCustomer order receiving,Basic Market Distribution Performance-Cycle Activities,Replenishment Cycle,At the retailer/distributor interfaceIncludes all processes involved in replenishing retailer inventory:Retailer order triggerRetailer order entryRetailer order fulfillmentRetailer order
16、receiving,Manufacturing Cycle,At the distributor/manufacturer interfaceIncludes all processes involved in replenishing distributor(or retailer)inventory:Order arrival from distributor,retailer,or customerProduction schedulingManufacturing and shippingReceiving at the distributor,retailer,or customer
17、,Procurement Cycle,At the manufacturer/supplier interfaceIncludes all processes necessary to ensure that material are available for manufacturing according to schedule.Key point:A cycle view of the SC Clearly defines the processes involved and the owners of each process.Useful in operational decisio
18、ns,specifies the roles and responsibilities of each member of the SC and the desired outcome for each process.,Procurement-Cycle Activities,Performance-Cycle Uncertainty,Supply Chain Logistics Management,Chapter 3:Customer Accommodation,Service Outputs:The Value Added,Different supply chains provide
19、 different levels of service output to consumers/endusers:1.Spatial Convenience2.Lot size3.Waiting time4.Product variety(assortment width and depth),Strategic Perspectives,High level of Basic Service-The PlatformTargeted Value-Added SatisfactionGrowth through Customer Success,3 Levels of Customer Fo
20、cus,Achieve internal standards(e.g.,specified performance cycle of fill rate),Meet customer expectations(e.g.,arrive on time with right product as measured by the customer),Customers of choice achieve their objectives(e.g.,logistics operation can provide product and service in a manner that ensures
21、long term customer viability),3-32,McGraw-Hill/Irwin,Supply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.,Basic Service Elements,AvailabilityFill ratesStockoutsOrders shipped completeOperational PerformanceSpee
22、dConsistency FlexibilityRecovery,Service Reliability*damage*mis-shipments*etc.,Logistics Customer Service Mix,“Perfect Order”Achievement,The“Perfect Order”DefinedComplete Orders Delivered To Customers Requested Date And Time In Perfect Condition,Including All Documentation.97 x.97 x.97 x.97 x.97 x.9
23、7 x.97 x.97 x.97 x.97=.73,3-34,McGraw-Hill/Irwin,Supply Chain Logistics Management,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.,WHAT IS CUSTOMER SATISFACTION?,SAT=F(Expectations,perceived performance)Perceived Performance-Expectations=0
24、,Satisfaction“Meet or Exceed Customer Expectations”,A GENERIC PROFILE OF EXPECTATIONS,1.RELIABILITY2.RESPONSIVENESS3.COMPETENCE4.ACCESS5.COURTESY6.COMMUNICATION7.CREDIBILITY8.SECURITY9.TANGIBLES10.KNOWING THE CUSTOMER,SATISFACTION AND QUALITY MODEL,3-37,McGraw-Hill/Irwin,Supply Chain Logistics Manag
25、ement,First Edition.Bowersox,Closs,and Cooper.Copyright 2002 by The McGraw-Hill Companies,Inc.All rights reserved.,Customer Satisfaction,WHY CUSTOMER SATISFACTION IS NOT SUFFICIENT,It focuses on customers expectations-not their real requirementsConsiderable research suggests that“satisfied”customers
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