Global_Supply_Chain_Logistics全球物流供应链

GLOBAL SUPPLY CHAIN LOGISTICSZulf Khan Lecture 3 Aims of SCM

Supply Chain Management Modern organisations demands cooperative and reliable suppliers In Japan they account for 75% of manufacturing work in the automobile industry and approximately 50% of product development, measured by cost (suppliers) They must manufacture in smaller batches and deliver frequently and guarantee quality Higher Skill levels of supplier workers

From: “The Limits of “Lean”, Cusumano, M., Sloan Management Review, Summer 1994, pp. 27-32

SUPPLY CHAIN DECISIONS

2 categoriesStrategic – longer time frame Operational – focus on short-term, daily

1. 2. 3. 4.

4 major decision areasLocation Decisions – geographical locations Production decisions – make or buy? Who to buy from? Inventory decisions – managing inventory, order size, buffer stock, stocking points Transportation decisions – linked to inventory, which is best method of transportation? Need to consider many factors Can use simulation to model supply chain

SUPPLY CHAIN MANAGEMENT

Aims of SCM:

Reduction of costs Reduction of lead times Reduction in transactions Release of value Ensuring appropriate quality Ensure a good relationship

TRENDS Outsourcing

suppliers Focusing of operations Multiple to single sourcing Long-term

of non-core activities to

Whole

system approach

buyer relationshipsrather than adversarial

Partnerships Involving

suppliers in the design process Involving suppliers in NPI

trading

TRADITIONAL MODEL Adversarial

arms-length trading Buyers define production and process specifications Multiple sources Little information was disclosed to suppliers on technologies, processes and production targets Contracts awarded on price alone No NPD or NPI involvement of suppliers

MULTI-SOURCED TRADINGCharacterised by win-lose transactions and mutual mistrust Multiple sourcing is a strategy for supply uncertainty Q - Good or bad? Now single sourcing partnerships

Need to change old attitudes – on both sides! Cultural change, the absence of trust and the prevalence of opportunism are major barriers

EVOLUTION OF PARTNERSHIP MODELSAdversarial relationships are counter productive to all Companies focusing on core competencies

Multiple to single sourcing Systems rather than individual components

Lean, TQM, BPR, 6 sigma require partnership mode Extended enterprise concept Cost and waste reduction along the value chain

Outsourcing Opportunities Strategic benefits of outsourcing to best-in-class suppliers Outsourcing of non-core work to a specialist Create new capacity Access to new technology Improved quality Cheaper labour costs Cost advantages

PROBLEMS??

Will do more in this area later

CORE ACTIVITIESCore activities can be interpreted in several ways: an activ

ity traditionally performed internally; critical to business performance – should not be outsourced creating current or potential competitive advantage driving future growth, innovation or rejuvenation of the enterprise

Supply Chain Development

Traditional Relationship

Full Partnership

Order on Lowest Price Multiple sourcing

Information Sharing Electronic Links

Access to Inventory levels Production Forecasts Lean

Sharing Specifications NPD

Extended enterprise Real partnerships

Arms Length

Integrated Projects

CURRENT PERSPECTIVEWorld-class companies expect supply chain management to focus on the following value adding outputs: Quality – at source Cost – minimisation Delivery – frequency, continuity and reliability, LT reduction Service – improve Technology – be first to use Continuity of supply

STRATEGIC FOCUSIntegration – all functions and suppliers Business environment - identification of threats and opportunities Technology - access and control Information systems – share throughout the SC Value chain analysis ABC analysis - concentrate on high value items decentralise decision making for low value items

SOME SC STRATEGIESQuality improvement Lean and flexible SC’s Reduce LT Make or Buy Cost and waste reduction Control Reduce inventory in SC Competitive advantage – build throughout the SC Use SC partners in NPD & NPI Create partnerships, empower and involve Reduction in supply base

THE BULLWHIP EFFECTThe ordering patterns share a common recurring theme: The variability's of an upstream site are always greater than those of the downstream site The effect is amplified upstream o customer orders 10 cars o dealer orders 15 (5 for future demand) o OEM orders all sub assemblies * 25 (future demand + JIC) o 1st tier supplier orders 50 sub assembly components off tier 2 supplier o and so on…. Suddenly suppliers realise that they are producing too much, with too much inventory; they over correct and this ultimately leads to a shortage of parts!

1500 Order and production rates (units/week)

+40%

Overshoot +10% 1000 Retail Orders

Factory Output

Over-correction

More errors over longer forecasting horizon Higher (excess inventory carrying & stock-out) costs, more delays, more unhappy customers

500 0WeeksAdapted from Operations Management

50

CAUSES OF BULLWHIP EFFECT Excessive

forecasting error Culture – buy lots! Ordering at the end of month, i.e. MRP cycle Price fluctuations – upstream companies may buy in large lots to take advantage of price discounts Rationing effect – occurs where products are in short supply – customer with biggest order gets preference3

OVERCOMING THE BULLWHIP EFFECT Inventory

and demand information shared by all the supply chain Bette …… 此处隐藏：4334字，全部文档内容请下载后查看。喜欢就下载吧 ……