供应链管理的国际化问题.ppt

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1、供应链管理国际化问题 International Issues,Wal-Mart in South America,Why is Wal-Mart not as successful in Latin America as they are in the US?What mistakes did Wal-Mart make?If you were running Wal-Mart,what would you have done differently?,沃尔玛在南美,为什么沃尔玛在拉美不如在美国成功？沃尔玛犯了什么错误？如果你在经营沃尔玛，你会怎么做？,Wal-Mart in South A

2、merica,Product differencesAre there global products?Is this a trend?What is the balance between local tastes,global products?Dealing with established competition,aggressive competitorsDeveloping market knowledge,沃尔玛在南美,产品差异有全球性的产品吗？这是一个趋势吗？如何平衡当地习惯与全球性产品？应对现有的竞争和成长迅速的对手培养市场知识,Wal-Mart in South Ameri

3、ca,Lack of critical massDifferent infrastructure/business environmentdistribution problemsdifferent equipment standards cultural differencespostdated checksIssues with foreign governments Deep pockets for success,沃尔玛在南美,缺乏关键性多数11家南美供应商对Wal-Mart苛刻的低价要求极为不满，有段时间他们甚至拒绝供货不同的基础设施与商业环境配送问题在南美没有自己的配送系统，而美国

4、本土有，南美主要靠供应商与合同运输公司送货不同的设备标准（货价和当地托盘不匹配等）和文化差异没有信用检测系统，无法接受“事后支票”postdated checks与外国政府的问题成功需要雄厚的财力,Taxonomy of International Supply Chains,What are some advantages,disadvantages of:International distributionInternational suppliersOff-shore manufacturingFully integrated global supply chain,国际供应链的分类,以

5、下模式的优势与劣势（很多是综合的）国际配送：生产以本土为主，但分销系统及一部分营销发生在海外国际供应商：原材料与零部件由海外供应商提供，但产品的最终装配仍在国内。在某些情况下，产成品会运到海外销售离岸生产：产品生产在海外进行，产成品运回国内销售配送完全整合的全球供应链：原材料采购、生产、销售发生在全球不同工厂。,Increasing Globalization,1/5 of output of US firms produced abroadUS Companies hold$500 Billion in foreign asset stocks(7%annual growth)1/4 of

6、US imports between foreign affiliates and US parent companiesOver half of US companies increased the number of countries in which they operate(late 80s to early 90s),日益增长的全球化,美国工厂1/5的产出是国外生产的美国公司持有5000亿美元的国外资产股份（每年增长7%）子公司与其美国母公司之间的进口占美国进口的1/4超过一半的美国公司扩大了在其他国家运营的公司数量（80年代末，90年代初）,Forces Driving Glob

7、alization,Global Market ForcesTechnological ForcesGlobal Cost ForcesPolitical and Economic Forces,驱动全球化的动力,市场全球化的力量技术的力量全球化成本的力量政治和经济力量,Global Market Forces,Foreign competition in local marketsGrowth in foreign demandDomestic consumption from 40%to 30%of world consumption since 1970Foreign sales fue

8、l growthGlobal presence as a defensive toolNestles and KelloggsPresence in state-of-the-art marketsJapan-consumer electronicsGermany-machine toolsUS:SUVs,（1）市场全球化的力量,本地市场的外国竞争者的挑战外国需求的增长自1970年以来，世界消费中国内消费由40%下降到低于30%外国销售刺激增长作为防御手段的业务全球化雀巢和凯洛格新兴市场的出现日本-消费类电子产品德国 机床美国：SUV车运动型多功能车,Technological Forces,

9、Diffusion of knowledgeMany high tech components developed overseasNeed close relationships with foreign suppliersFor example,Canon has 80%of laser enginesTechnology sharing/collaborationsAccess to technology/marketsGlobal location of R&D facilitiesClose to production(as cycles get shorter)Close to e

10、xpertise(Indian programmers?),（2）技术力量,知识的扩散很多高技术是在国外开发的需要与国外供应商保持密切关系例如，佳能拥有80%的激光引擎技术分享与协作有权使用技术/市场研发设施的全球分布离生产很近（由于周期越来越短）离专家很近（印度的编程人员？）,Global Cost Forces,Low labor costDiminishing importance(Costs underestimated,benefits overestimated)Other cost prioritiesIntegrated supplier infrastructure(as s

11、uppliers become more involved in design)Skilled laborCapital intensive facilitiestax breaksjoint venturesprice breakscost sharing,（3）全球化成本的力量,劳动力成本低重要性越来越低（成本低估，收益高估）其他成本优势整合的供应商基础（供应商越来越多地参与设计）熟练工人资本密集型设施税收优惠合资公司价格优惠成本分担,Political and Economic Forces,Exchange rate fluctuations and operating flexibi

12、lityRegional trade agreements(Europe,North America,Pacific Rim)Value of being in a country in one of these regionsImplications for supply network designReevaluation of foreign facilities(Production processes designed to avoid tariffs),（4）政治与经济力量,汇率波动及处理这些问题的灵活性运作方法区域贸易协定(欧洲、北美、环太平洋国家)进入贸易协定国家的价值驱动对供

13、应网络设计的提示贸易协定会对供应链产生影响重新评估外国的设施（设计生产流程以避免关税，或把产品运到贸易区以避免关税）,Political and Economic Forces,Trade protection mechanismsTariffs QuotasVoluntary export restrictionsJapanese automakers in USLocal content requirementsTI/Intel factories in EuropeJapanese automakers in the EUHealth/environmental regulationsJ

14、apanese refused to import US skis for many years(different snow)Government procurement policiesUp to 50%advantage for American companies on US Defense contracts,（4）政治与经济力量,贸易保护机制关税配额自动出口限制日本汽车工人在美国当地化率的要求TI/英特尔在欧洲的工厂日本汽车工人在欧洲健康/环境法规日本多年来拒绝进口美国滑雪器材（雪不同）政府采购政策在美国国防部的采购合同中美国公司的优势达50%以上,Added Complexiti

15、es,Substantial geographic distancesAdded forecasting difficultiesInfrastructural InadequaciesWorker skill,performance expectationsSupplier availability,reliability,contractsLack of local technologiesInadequacies in transportation,communications infrastructure,增加的复杂性,实际地理距离增加，复杂性也增加预测难度也增加有些地区基础设施不足工

16、人技能、绩效预期供应商的可获得性、可靠性、合同缺乏本地技术运输、通信基础设施不足,Added Complexities,Exchange rate uncertaintiesCultural differencesaccepted partnerships,stylesvalue of punctualityPolitical instabilitytax ratesgovernment controlAdded competition“at home”,增加的复杂性,汇率的不确定性文化差异可接受的合作伙伴、类型语言、信仰、习俗等准时的价值政策不稳定性税率政府控制应对“国内”的竞争对手,Add

17、itional Issues In Global SCM,Regional vs.International ProductsCars vs.Coca-colaLocal Autonomy vs.Central ControlSmithKline introducing Contact to JapanShort term expectationsCollaborators become competitorsChinaToshiba copiers,Hitachi microprocessors,全球供应链管理的其他问题,区域性与全球性产品汽车和可口可乐地区自治和集中控制史克公司进入日本地区

18、自治成功短期预期地区自治，和集中控制不协调，短期绩效受损合作者变成竞争对手中国东芝复印机、日立微处理器,Case Summary:Pizza Hut Moscow,Moscow-May 1991Two Pizza Huts to open in Moscow-“Toe in the water for Western business”Pizza Hut-49%partner in joint ventureKey Issue:Foreign companies cannot repatriate their earnings(ruble earnings could not be conve

19、rted to hard currencies),How was this addressed?,案例概述：必胜客在莫斯科,莫斯科 1991年5月莫斯科开设了两家必胜客门店-“西方企业水”必胜客-49%的伙伴是合资企业关键问题：外国企业无法汇回利润（卢布无法兑换成硬通货）,如何处理这一问题？,Pizza Hut Moscow,What issues did Pizza Hut face before starting operation?How were these issues addressed?What issues appeared after the restaurant opene

20、d?How should these be addressed?,案例概述：必胜客在莫斯科,必胜客开业前面临哪些问题？开业后面临哪些问题？如何应对这些问题？,Case Summary:Pizza Hut Moscow,DifficultiesCommunication was difficultDifferent concepts of restaurantsHygiene days vs.routine hygieneConstruction difficult due to lack of suppliesEven nuts and bolts needed to be importedD

21、ifficult to get suppliers70%USSR sourcing desired to ensure long-term viabilityDifficulty with winter shortagesMozzarella unavailableCouldnt be made due to poor quality cowsCows had to be raised differently,案例概述：必胜客在莫斯科,困难沟通困难饭店的不同观念卫生日与常规的卫生检查由于缺乏供应商而无法建设就连最基本的东西都要进口难以找到供应商70%的前苏联供应商希望保持长期稳定冬季的短缺的困

22、难找不到意大利干酪无法用质量差的牛奶生产奶牛必须用不同的方法喂养,Case Summary:Pizza Hut Moscow,DifficultiesQuality,reliability unavailable from meat plants Refrigerated trucks unavailableTwo restaurants set up:ruble restaurant and hard currency restaurantHard currency restaurant more expensive for same items,better serviceHedge ag

23、ainst exchange rate risk,get hard currencyHuman ResourcesExtremely well educated staffUnfamiliar with western concepts of qualityIncentive systems criticalTwo separate staffs-more qualified in hard currency restaurantCatalog for tips,案例概述：必胜客在莫斯科,困难肉类加工厂缺乏质量和可靠性没有冷藏车开设了两家门店：用卢布的商店和用硬通货的商店用硬通货的商店同种商品

24、更贵一些，服务更好一些隔离了汇率风险，获得了硬通货人力资源受过极好教育的员工不习惯西方的质量观念激励机制两组独立的职员 更有资格的在硬通货店中工作,Case Summary:Pizza Hut Moscow,Initial operationsGovernment randomly shut down the facilities several timesPrices changed rapidly and without warningEven with relatively low employee turnover-one new employee a dayIncentive pro

25、grams didnt workProgram started with bonus,decreased if goals not metSalary floor was higher than typical salaryDifficult to establish team ethicAbsenteeism a problemSoviet(2 day on,2 day off)schedule hard to work with,案例概述：必胜客在莫斯科,最初的运作政府有几次随机地关掉了设备在没有警示的情况下价格迅速变化激励机制不起作用项目以奖金开始，完不成任务就降低奖金数量工资下限比一般

26、工资高难以建立团队道德规范旷工问题很难适应两天工作两天休息的时间表,Exchange Rates,Transaction ExposureThe results of transactions denominated in foreign currencies change(cash deposits,debt obligations)Translation ExposureResult of translating foreign financial statements into the currency of the parent companyFinancial instruments

27、 used to hedge these,汇率,交易风险交易结果以外币变动表示（保证金、债务偿还）汇兑风险将外国的财务报表换算成以母公司的货币表示的报表利用金融工具规避这些风险,Operating Exposure,Changes a firms competitive position and future cash flowsIn the short run,changes in currency rates dont necessarily reflect changes in inflation ratesRegional operations become relatively mo

28、re or less expensive,经营风险,改变了一个公司的竞争能力和未来现金流短期内，汇率变动没有反映通货膨胀率的变化地域性经营成本多少有些高,Effect of Operating Exposure,Depends on Customer reactionsCompetitor reactionsmarket shareprofitSupplier reactionsGovernment reaction,经营风险的影响,依赖于 消费者的反应竞争者的反应市场份额利润供应商的反应政府的反应,Examples,Company which manufactures and sells e

29、xclusively domesticallyCompany which imports and sells domesticallyCompany which manufactures and sells globally,实例,专门在国内生产和销售的公司进口并在国内销售的公司在全球范围内生产和销售的公司,Operational StrategiesTo Address These Risks,Speculative StrategyBet on a single scenarioJapanese auto manufacturing in JapanHedged StrategyLosse

30、s in one area offset by gains in anotherVW in US,Brazil,Mexico,GermanyFlexible Strategy,经营战略应对这些风险,投机战略将赌注投在单一假设上日本汽车生产在日本规避战略一个地区的损失由另一个地区的盈利弥补大众公司在美国、巴西、墨西哥和德国灵活性战略,Operational Flexibility,Flexibility to take advantages of operational exposureRequires a flexible supply chainmultiple suppliersflexi

31、ble facilitiesexcess capacityvarious distribution channelsCan be expensive to implement coordination mechanismscapital investmentsloss of economies of scale,经营灵活性,利用经营风险的优势需要灵活的供应链多个供应商灵活的设施过剩的生产能力不同的配送渠道执行起来成本高昂合作机制资本投资损失规模经济,Operational Flexibility,Production/sourcing shifts are key to strategyThi

32、s has many switching/startup costsDistribution channels must be flexibility so sourcing is invisible to end customersOther benefits include:improved information availabilityglobal coordinationpolitical leverage,经营灵活性,生产/采购转换是这一战略的关键包含大量转换/启动成本配送渠道必须灵活，以保证最终用户不会发现其他优势：可获得的信息增加全球协同政治的杠杆作用,Example,Bect

33、on Dickinson Global network for manufacturing disposable syringesPlants in US,Ireland,Mexico,BrazilWhen Peso devalued,shifted production to Mexico,实例,Becton Dickinson 一次性耳咽管的全球生产网络工厂位于美国、爱尔兰、墨西哥、巴西当比索贬值时，生产转移到墨西哥,Case Summary:BMW-Globalizing Manufacturing Operations,1994-Majority of BMW manufacturin

34、g in GermanySome“kit factories”in Far EastDisappointing market share in 1994US Problems1986-1989 Sales in US fell 65%Gas guzzler taxLuxury taxJapanese CompetitionDramatically Cheaper,案例概述：宝马 全球生产运作,1994年 大多数宝马车在德国生产一些配套工厂在远东地区1994年市场份额令人失望美国问题1986年至1989年在美国的销售下降了65%高耗油税奢侈品税日本的竞争非常便宜,Case Summary:BMW

35、-Globalizing Manufacturing Operations,US Problems,ContinuedHigh German labor costs 45%Higher than USLonger vacationsHigher AbsenteeismAppreciating markProduction costs in Germany 30%Higher than USSolution-US PlantEnables operational flexibility,案例概述：宝马 全球生产运作,美国问题（续）德国的劳动力成本很高比美国高45%很长的假期很高的离职率Appre

36、ciating mark德国的生产成本比美国高 30%解决办法 美国工厂运作的灵活性,Case Summary:BMW-Globalizing Manufacturing Operations,Additional IssuesTax breaks in South CarolinaOpportunity to build new,flexible plantNew labor practicesNew cultureNew technologyTo ensure quality,much trainingBuilding a Global Supplier NetworkLocal supplier base key to success(NAFTA,transportation)Requires careful selection,trainingValue of local suppliers vs.firms which could supply all BMW plants,案例概述：宝马 全球生产运作,其他问题南卡罗来纳的税收优惠建立新的、灵活性的工厂的机会新劳工政策新的文化新技术为保证质量，在培训上投入更多建立全球供应商网络本地供应商是成功的关键(北美自由贸易区，运输)需要仔细挑选和培训本地供应商价值与能够供应所有宝马工厂的企业,