M1 供应链战略 英文版
2019-04-28 14:47:10 0 举报AI智能生成
如何制定供应链战略，从商业模型出发，考虑各种商业因素，一步一步从流程和IT设施上建立最适合的供应链
作者其他创作
大纲/内容
Section A Develop supply chain strategy
Chapter1 Inputs to supply chain strategy
Topic1 BusinessModel
Business strategy
从商业角度出发，比较长远
从商业角度出发，比较长远
Low cost advantage strategies
Global strategy is one kind of low cost strategy, sinec usiung low cost materials and labor in other regions
Product or service differentiating advatage strategies
Do Competitive analysis
Types
High quality
diversity of the product line
Greater reliability
Special new feature
strategy of supply chain
Modular design combined with postponement
A base model with numerous options to reduce the risk of obsolescence
Collaboration with suppliers to develop innovative designes
Global track and trace technology to reduce the risk of counterfeit items
Focus advantage strategies
Niche marketing
Multicountry strategy
Example
Catering to high-net-worth customers
Designed for limited age group
Grow vegetable for only local customers
innovation
time to market
time to volume
Request R&D to be integrated into supply chain
Need to control supplier quality well
Mass Marketing
Singal message broad to all channel
responsiveness
Safety stock or close warehouse
Agility(ramp production up or fown fast)
Choosing a business strategy
Product differrentiation and niche marketing fit well
Try to be all things can dilute teh comtetitive advantage organizations can get from specialization
Take the strategic consideration, other no-strategic considerations should not drive the decisions
所以综合起来会有五个战略
Best cost
Low cost
Broad differentiation
Focused differentiation
Focused low cost
Organizational strategy
goals of organization strategy
Align is align with the nucleus firm strategy
All about how to
Strategy: Costomer focus and alignment
Service the end-user customer is the primary driver of supply chain decisions
Organizations in the supply chain have to make a profit and stay in business to serve the customer
Strategy: Demand Driven Enterprise
Partmer trust amd collaboration
Share real demand data along supply chain
Agile response to order flow variability
Pull, do not push
Strategy: Forecast Driven Enterprise
Push System
In production, the production of items at reauired times based on a given shcedule planned in advance
In materials control, the issuing of material according to a given schedule or issuing materials to a job rder at its strat time
In distribution, a system for replenishing dield warehouse inventpries where replenishment decision making is centralized, usually at the manufacturing site or central supply facility
Strategy: Product type driven
Functional product
High average utilization
Minimal inventory with high turns
Short lead time
Choose supplier for cost, quality
Product with maxium performance, minimal cost
Preditability and low cost
Innovative product
Buffer capacity and safety stock
Aggressive reduction of lead time
Choose suppliers for speed, flexibility, quality (not cost)
Modular design with postponement of differentiation
Maket responsiveness
in reality, most organizationms pursue a push-pull strategy and the pointy where push moves to pull is the key strategic decision
Provide access to real demand data alogn the supply chain for greater visibility of the end customer
Establish trust and promote collaboration among supply chain partners
increase agility of trade partners
Business plan
Impact of the business plan
Finance 钱
Engineering 产品
The product pipeline
Marketing 市场
Operations 运作
Michael Porter five fundamental elements
Customer service
Sales channels
Value system
Operating model
Make to order
Make to stock
engineer to order
Asset footprint
Value proposition
Where and how to add value
Customer service
Quality
Utility vs. Price
减少不增值的活动
Set of core capability
了解自己的能力优势在哪里
了解自己的能力优势在哪里
decision making activities
Planning
Enabling
execution activities
Sourcing
Making
Delivering
Returning
competitive advantage
economy of scale
Geographic/Culture
Technology advantage
resource advantages
Cost structure
Operationg mode impact
MTS
Low production cost
Hight inventory cost
ATO
in between
MTO
high production cost
low inventory cost
configuration to order
engineer to order
high production cost
high inventory cost
Asset footprint impact
gloable asset footprint, producing centrally
There will be a cost to address business interruption risk
Regional asset footprint
With cross swapping
Country specific asset footprint
Revenue model
Here talk more about the channels
Topic 2 External inputs
Enviormental Scan
Enviormental Scan
Competition
Scan of
Regional unsatisfied demand
Footholds in satureated markets, need a well thought out strategy
Benchemark, benchmarking the supply chain maturity
Market condition
Gloabl, local, and industry economy
Get information from:Goverment and third-party reports, surveys, white paper on economic conditions
Value deal during recessions
Gloabl perspective
Connected, so need cooperation with external partners
Global expansion
Increased project complexity and scope
Greater market volatility
Complex
Volatile 不稳定性
Chapter2 Supply Chains and Supply Chain Strategy
Topic1 Supply chains and supply chain management
Supply Chain
Supply Chain Management
Topic2 Objectives of supply chain management strategy
Improving market knowledge
Implementing the three Vs
Visibility
Velocity
Reduce inventory
Variability
another 3Vs
Streamline the operations
Risk management
Sustainability
Topic 3 supply chain strategy
Value proposition
Balancing varied stakeholder Values
Customer
Investors
Goverments
Employees
Three base lines
Finacial Value
Customer Value
Quality
Affordability
Availability
Service
Sustainability
Social Value
Supply chain capabilities
Organizational design
Process
Technology
Human resources
Metrics
Excellence in CUstomer Service
Availability
Operational performance
CUstomer satisfaction
Effectiveness and efficiency matrix
Effectiveness is from customer point of view
Efficiency is from internal point of view Actual vs. Budget
Cost Structure
Low cost
Efficient
Innovative
Responsove
Spend management
Revenue model
Modern supply chain revenue model consider the supply chain as a value added service
Topic4 Supply chain maturity
Stage 1: Multiple dysfunction
Reactive
Stage 2:Semifunctional Enterprise
Reactive efficient
Stage 3: Integrated enterprise
Proactive efficient
Stage 4: extended enterprise
Strategic driver
Topic 5 Misalignments or Gaps in Strategy
Supply chain agility measure by SCOR in two dimentions
Flexibility
Adaptability
Impact factors
Change in market conditions
Rapidity
steadily
incrementally
Change in business direction
New product will require a complete new supply chain
Disruptive technology
Anticipatewd change in market
Innovation is the key to strateghic flexibility
product design
organizational design
supply chain process
A supply chain that has become fast and lean may just leep right on running in a given direction until it starves to death for lack of a marklet
Business combuination or merger
do not impact customer
Product life cycle changes
recognizing misalignments or gaps
resolving misalignments or gaps
Chapter3 Tools and techniques
Topic 1 Marco- and Microeconomic consdierations
Marcoeconomics
the economic cycle
Near the peaks of a cycle, unemployment is low and production is at or near full capacity. Near the troughs, employment and output are low. Innovation can trigger periods of expansion; economic scarity, political events, or financial instability can trigger recessions.
经济学理论
Classical economic theory laissez-faire philosophy
The economy will always correct itself from a recession or depression
When recession, goverment will turn to austerity 节俭的
Keynes（here only talked recession）
People save money
No spednding, inventory holding
Low production, low employeement
Need goverment respond
Stimulus package 刺激包
Tax cuts
How goverment spending will impact the demand?
Real GDP and weighted average price
Turning point
Weighted average price go up
people can not afford
Due to the lag of supply, supply will continue since there is still profit
High suppl;y and low demand happen
not need more production, plant shutdown, start the unemployee
End of a recession
Weight average price go down
demand is high due to cheap
Supply start to rise
As long as the weighted average price stay relatively low, there will be high real GDP and a prriod of recovery begins
More real wealth
more consuption spending
More money circulating
More capital spending
Interpreting macroeconomic information
Inflation and deflation
Recessions and depressions
Metrics
CPI 消费价格指数
CCI
PPI
determine how to set contract terms
Microeconomics
Supply and Demand
Law of demand: As the price of goods or service increase, the demand will decrease
稀缺性
机会成本也影响
Diminishing marginal utility 边际效用
Law of supply: As the price of a good or service increase, supply will also increase, more sellers can sell at a profit
Economies of scale
Diminishing returns
Equilibrium 均衡
Price elasticity 价格弹性
Price elastic of demand
demand is more inelastic over the short term and more elastic over the long term
Coefficient >1 is elastic, <1 is in elastic
Price elastic of supply
Same short term inelastic and longterm elastic
Marginal Analysis 边际分析
Topic 2 Accounting and financial reportinginformation
Standard accouting
标准成本法，管理会计里面学习的
固定成本按照预计产量来分摊
Financial REports
Balance sheet
A=L+E
库存在这里属于资产
Income statement
Topline
Bottom line
库存不出售，不产生收益
Cashflow 现金流量表
库存占用现金
Topic 3 Strategic Analysis Tools
SWOT analysis
Market research
Network modeling and operations research
Balance scorecard
Section B Design The Supply Chain
Chapter 1 Business Consideration
Topic 1 Market, Finance and Product Research and Modeling
Market research
demand management
Influence organization to make product to fit actual needs
Convince customers to purchase product in profitable manner
Tranlaste the outside needs to internal demand
purpose of market research
finding potential markets
Segementation
analysis markets
refunding product design
Strategic price
Include features with positive contribution margin
demand generation
From latent to actual demand
Educating customers
Educating SC partners
Actual it is alignment behind
the four Ps of marketing and demand shaping
demand shaping
customer focused program is still following 4Ps
4Ps
Product
in a customer-focused or world, the starting point for a product or service is often the customer needs
Designed for specific customer segments and may increase profit
There are other impacts
Price
cost. Added menthod
Value proposition method
Price and product are tightly connected
Price may be another way to differentiate products for specific customer segment
Strategic pricing must be carefully and frequently reiewed
Placement
How to get it to customer
one way -> two way
Contact channel strategy
Customer view
Accessible
Reliable
COmplete
Secure and error-free
Direct
COnvient
Fast
Flexible
Business View
Control and consistency
Profitability
Promotion
Segmentation of promotion
Cost-effective customization of adv.
Study buyer motivation and behaviors
Creation of brand image
Logo
Packaging
Topic 2 Collaboration with supply chain partners
Virtual Organization
Requirements for success
Adding valuve
Improve market access
Strengthening operations
Adding technological strength
Enhancing stratic growth
SHaring insights and learnings
Increasing financial strenth
Building collaborative relationships
Four Levels
Transactional with information sharing
Shared process and partnership
Linked competitive vision an strategic alliance
Mergers and acquisitions
Overcome barriers
Suboptimiztion
Invividual incentives that conflict with organizational goals
Working with competitors
Bottlenecks caused by weak or slow partners
Technology barriers
Poer-based relationships
Underestimated benefits
Culture conflicts
Determine levels of collaborative intensity
Strategic importance
Complexity
NUmber of suppliers
Uncertainty
Goods category
Commodity materials
Bottleneck materials
Leveragable materials
Direct/core competence materials
Collaboration with customers
include intermediate customer and end customers
CRM implementation
Align mission statement, goals, organizational structure, and jobs to support a customer focus
Identify customer needs
Create a map of customer segments
Implement the most appropriate CRM strategy
Postion of product life cycle
Value of the cutsomer
target customer needs
Prefered channels
Monitor, Measure, and report
Chapter 2 Supply Chain Design
Topic 1 Supply chain design and configuration
Translating strategy into design
customer and market decisions
define different supply chain for diffrent customer segement
Technology decisions
The theory of constrains
Process decisions and inventory, funds, and information flow
four flows in supply chain
Sourcing
It is about cost
Supply Chain Network Design
Information system architecture
Four factors
organizational functions
communication of coordination requirements
data modeling needs
managment and control structures
Information strategy
Translate organizational strategy into commitments to treat information as strategic investment
Guide principle, priorities, and common goals for network design
High ¥-level end to end vision of IS structure for Firm/SC
Gap analysis
information content definition
basic information
what to collect
how to collect
how accurate
how to store, access, control and analysis
business modeling
what market segment to target
how to measure performance
how to share profit
how product distribute
SC infrastructure
The appropriate number of facilities
The size and lopcation of each facility
The allocation of space for products within the facility
Sourcing requirements
Distribution strategies
Information policies and controls
IS design, daily operations, and improvement polices
Governance and audit
SC communications and security
Information infrastructure design
Database, network, software, and configuration
Information structure change
Actiona plan, schedule, and prioritization
Network configuration
Considerations
Location of plants and production leveles for each product
Number, location, and capacity of warehouse
Transportation between all facilities
The supply chain fluctuaction make it make it necessary to keep inventory along supply chain
If build DC near customer？How to optimize transportation cost?
Employ technology
Globalization
Global sourcing
Offshore
Considerations
Port facility, airport
Highway condition
Rail lines
Heavy paperwork
Metrics design
You get what you measure
SCOR
Topic 2 Fulfillment strategies considering market requirements
Balance efficiency with responsiveness
Efficiency focus SC
Customer demand is stable and do not fluctuate significantly
The number of forecast errors is low
There is litttle or no adaptation to changes in structure of markets
Product introduction are infrequest
There is limited product variety
Make to stock strategy
Responsiveness focus SC
Customer demand is not stable and can fluctuate signific antly
The number of forecast errors can be high
There is adaption to changes in structure of marklet
It use real-time systems for customer data and purchases
There is a short product life cycle
It may maintain extra or redundant capacity in the form of geographically diversified operations or contracts with suppliers
It may use third party transportation providers for speedy product delivery
It may require its manufacture or suppliers to have a high degree of agility
Make to order or assemble to order strategy
Level Of Service
Supply chain fit with organizations' market requirements
Intelligent organizations tailor their supply chain to the nature of the product market for the optimum manufacturing scenories and the best distribution capabilities
Two Articles
The Triple A SC
Inventory - Driven Costs
Fit Suppy Chain type to Product
Make SC resilient
Supply Chain Resilince
Optimizations
Topic 3 Product design for New Product or Requirements
Expenses related to design account for 5-15 percent of product cost
Traditional over-the -wall design versus collaborative design
How much collabration?
Implementing design collaboration
Proof of concept
Formalize concept
Formakuze process
Prioritize opportunities based on best value to encourgae adoption
Benefit of design collaboration
Fewer cost overruns
New and improved approaches to design
Improved satisfaction
Improved efficiency
Higher product quality for the price
Broad-based design methods
Design for supply chain
Design for logistics
Benefit
Cost down, profit margin up
WH store more goods, reducing capacity pressure
Master carton for restock
Retailers can sell from pallet
Tradeoffs
Maximizing items on a pallet needs to be balanced against the needs of retailers; slow moving goods may not be desired in larger quantities
Product requirements may make standard box sizes problematic
Cube Out or Weight Out
Definition
Supply chain and product designed simulaneous
Design for excellence
DFX
A design process that ensure the outcome is manufacturable, maintainable, cost effective, and high quality
Design method
Standardization
Component commonality
Universality
Modularization
opposite of modularization is integral design
Simplification
Concurrent engineering
Product design processes can be shortend and simplified when stakeholders other than engineers contribute
Design for manufacturing and assembly
Design for Service
Definition
Simplification to improve after-sale service
Benefit
Lower total cost of ownership
Extends to logistics
Tradeoff
Conflict with other design goals
Quality
Design for quality
Design for 6 sigma
Quality function deployment
Customization
Mass customization
Require establishing instantaneous communication among the units that build or supply each module
Requires the availability of s¥considerable expertise at the point of differentiation
Requires more expertise by employees at the point of sales since customer may have to be guideed in their selections of custom product
Postponement
It is an excellent example of a push-pull strategy, thus it addresses the uncertainty relative to final demand even if forecast cannot be improved
Glocalization
Similar to multicountry strategy
Need for reverse innovation
Sustainability
Design for enviorment
Design for reverse logistics
Design for remanufacture
Product life cycle
Development
Introduction
Maturity
Decline
Growth
Topic 4 Supply Chain Network Optimization
Stage of supply chain network technology optimization
Stage 1 Multiple dysfunction
Drawback
What to do?
Stage 2 Semifunctional enterprise
How it looks like
What to do?
Stage 3 Integrated enterprise
How it looks like?
What to do?
Stage 4 Extended enterprise
How it looks like?
What to do?
Moving between optimization stages
Optimizationan and innovation are never ending goals
Supply chain can not skip stage
Supply chain network optimization strategy
Setting Steps
1. Determine the goals and teh desired end state of the SC
2. Create cross -functional and cross-business team
3. Organize the SC's operational process and IT mission
4. Design in change management ad training with stringent timetables for all parties. Measure results and provide feedback
5. Create a conceptual model that will adequately explain teh process and all of its elements
6. Establish tecnical infrastructure
Cnetralized and ecentralized approaches mixed to optimized the decision -making process
Considerations
1. Technology development and its benefit
2. Knowledge about all members of supply chain network
3. Team work
Role of nucleus firm and cross-functional teams
Executive team
Technology team
Buying team
Making team
Selling team
inventory team
Delivery team
Chapter 3 Technology Design
Topic 1 Information technology and Supply Chain Management
Role of IT in SCM
The key it turning data into information and then turning infomration into action
IT
IS
To increase supply chain velocity, agility and scalability
To provide cost effective global visibility of data
to avoid bullwhip effect
to creat lean, cost effective supply chains by replacing inventory flows with infromation flows and moving from push to pull
to gather, store, and analyze knowledge and share it among supply chain partners
to facilitate strategic, tactical, and operational planning and coordination
to drive accuracy of data and provide straight-through processing
To facilitate new relationships
to deepen trust in existing relationship
Information system architecture
If the organization wants to change its basic architecture, its information system architecture will also need to be changed
Align with organization structure
Databse and database management
Network
Intranet
Extranet
Software
Safetware can be judged by its relative costs, its reliability, its relevance, its maintainability
SaaS
Key Advantage of SaaS
Configuration
Server/Client
Cloud computing
Comprehensive supply chain management system
Three categories
Process value supply chain
Value delivery supply chain
Demand channel
Modulars
ERP
APS
SCEM
WMS
TMS
CRM
SRM
Benefit-cost rationale for new technology
Tangible benefit
Lower maintenance costs
Faster implementation
Increase sales volume
Improved scheduling
Greater financial return
Lower overhead
Reduced cash-to-cash cycle
Intangible benefit
Workforce redeployment
Tangible Cost
Staff/consultant time
Hardware/software
Maintenance
Employee satisfaction and efficiency
Customer service
Order status visibility
Customer retention
Intangible cost
Opportunity cost
Benefit-cost analysis
ROI
Technology audits and implementation reviews
Technology audits include pre- and post- implementation IT reviews, system development life cycle reviews, and database reviews
The external auditor's recommendations on IT should include an explanation of the cost of continuing to use the existing technology versus replacement cost.
U.S. Sarbanes-Oxley Act of 2002 SOX
Canada Csox
Mitigating typical IT risks
Make incremental improvements
Clearly define business requirements
Perform due diligence on proposals
Gartner
Control scope creep
Control excessive customization
Topic 2 Electronic Business
An internet-enabled supply chain have the benefits
Visibility and efficient, reponsive networks
Global reach
Improved financial position
Revenue
Profit
Intermediaries
Customer loyalty
The exhibit 1-43 is an important table show the diffrence between traditional supply chain and electrical business supply chain
Topic 3 Key technology applications
ERP
Functionality
Shared Master Data
Sales
Interface with CRM
Sales orders
Pricing
Billing
Quotes
ATP
Logistics
Interfave with SCEM+WMS+TMS
Quality management
Receiving
Issuing
Warehousing
Inventory
Planning interfave with APS+ECC
S&OP
SPS/MRP
plnning
BOM
Scheduling
Manufacturing
Shopfloor control
Production order
Repetitive manufacturing
Purchasing
Interfave with SRM
POs
Contracts
Quotas
Requirements
Vender List
HR
Personnel
Travel
Payroll
Time management
Finance
General ledger
Assets
A/P
A/R
ERP database and shared master data: A key feature of ERP system is a shared central database.
Customer file
Product price file
Suplier file
Open order file
PO
BOM
Inventory file
Order and PO history files
Transactional: Decision makers use the ERP planning module to set corporate strategy; Analytical and forecasting tools use ERP data as external market intelligence; Strategy are translated into department specific goals; S&OP synchronize supply with demand
ERP system evolution to advanced systems
ERP versus best of breed system
If need to use technology to create a competitive advantage, go to best of breed
If the business case requires a niche application, go to best-of-breed
Use of upgrades, new release of ERP, or new modules
Cloud computing
SaaS
purchased software
Configuration vs. customization
A company is generally better off upgrading current hardware, database, software, and business processes to best practice standard rather than customizing ERP to fit existing system
ERP system normally should meet 80% of commen business requirement
APS
The key use of APS is to help make sourcing and timing decisions when multiple facilities are available to provide the suuply required to meet the demand.
Demand management
Resource managment
Requirement optimization
It allows planners to simulate the effect of changes in demand, capacity...
Resource allocation
ATP: Available To Promise
CTP: Capable To Promise
PTP: Profitable To Promise
Benefit of APS
Rewmove pressure from bottlenecks in system; APS will decide where, when and how make the plancan use all the resource most efficient to meet the demand
APS also makes tradeoffs between conflicting objectives as determinded by the strategy
SCEM
Active Visibility
Customer can see their issue handling progress
Managers can do gloable track and trace
Can measure SC performance
......
The Benefit
Faster reponse times to changes in supply and/or demand
Ability to receive exception notifications on portable devices
Earlier marketing and sales demand reaction
Improved order accuracy, tracking, and cycle time
WMS
Function
Benefit
TMS
Function
Benefit
Topic 4 Data acquisition and management
Types of data used
Data capture
Capture data at the source
Incremental data volume improvement
Passive better than manual capture
Capture ancillary data when possible
Partial data better than no data
real time is best, but batch may suffice
Automatic Identification Technologies
Type
Impact
RFID
POS data
Middleware
Data oriented
Process oriented
EDI
SOA
DSS=Decision Support System
Data accuracy
Data errors
Data manipulation that introduce bugs
Transportations, typos, missing data
COnflicting/duplicate database records
Redundant database
Way to improve
SHaring POS/Trnasaction date across SC
Real-time transfer when feasible
Immediate data entry/automation is feasible
Maintain data accuracy
Role-based policies, procedures
Software limits for adding, deleting, modifying
Dta maintenance and contibuous user training
Chapter 4 Implementation Tools- Communications and Projects
Topic 1 Communications
Create message
Choose media
understanding/feedback
close the loop
Topic 2 Project Management
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