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??? ????? Supply Chain Integration

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Title: Author: garance Last modified by: Yih-Chang Chen Created Date: 11/18/1999 6:07:10 PM Document presentation format: A4 (210x297 ) – PowerPoint PPT presentation

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Title: ??? ????? Supply Chain Integration


1
??? ?????Supply Chain Integration
  • ? ? ? ? ?Supply Chain Management

2
??
  • ?????????????????????,????????????,???????????????
    ????????????,????????????????
  • ?????????????-????-?????????-?????

3
???????????
  • ????????????????????????????????
  • ??????????????????
  • ??????????
  • ?????????????
  • ???????

4
?????
  • ????????????????????????
  • ??????,??????????????
  • ??????,??????????????????
  • ??????,?????????????????????

5
????????-?????
  • ????????????????????,?????????1980???????
  • ???,???????????
  • ?????,??????????????????????????

6
The Old Paradigm Push Strategies???????(1)
  • ??????????????
  • ????????????????????????
  • Production decisions based on long-term forecasts
  • Ordering decisions based on inventory forecasts
  • ?????????????????????
  • ??,???????????????,?????????????
  • The bullwhip effect
  • Excessive inventory
  • Excessive production variability
  • Poor service levels

7
The Old Paradigm Push Strategies???????(2)
  • ???????????
  • ?????????????,?????????????????????
  • ????????????,?????????,???????????????
  • ??????????????,??????????????,???????/???????,????
    ?????(Changeover)????

8
A Newer Paradigm Pull Strategies???????(1)
  • ????????????,????????????,??????????
  • ????????????????????,????????????????
  • ???????,??????????????????????????????(?POS??)
  • Pull Strategies result in
  • Reduced lead times (better anticipation)
  • Decreased inventory levels at retailers and
    manufacturers
  • Decreased system variability
  • Better response to changing markets

9
A Newer Paradigm Pull Strategies ???????(2)
  • ???????????,?????????????????,????????????????????
    ?????????????????
  • ???????,???????????????,?????????????
  • ?????????,???????????????????,??????????????

10
??-???????(1)
  • A shift from a Push System...
  • Production decisions are based on forecast
  • to a Push-Pull System
  • Initial portion of the supply chain is
    replenished based on long-term forecasts
  • For example, parts inventory may be replenished
    based on forecasts
  • Final supply chain stages based on actual
    customer demand.
  • For example, assembly may based on actual orders

11
??-???????(2)
  • ??????????????????,???????? - ?????,????????????
    ???????
  • ???????????????????(Push-Pull Boundary)
  • ????????,?????????????????,????????????
  • ??????????????????????????(???????),?????????????
    ???(???????)

12
The Supply Chain Time Line
13
Consider Two PC Manufacturers
  • Build to Order
  • Forecast demand
  • Buys components
  • Observes demand
  • Assembles computers
  • Meets demand
  • A push-pull system
  • Build to Stock
  • Forecast demand
  • Buys components
  • Assembles computers
  • Observes demand and meets demand if possible
  • A traditional push system

14
??-????????????
  • ?????????????????????????????
  • ?????????????????,????????????????
  • ??,?????????????????????,????????????????????????
  • ????(Push-Pull Boundary)?????????
  • ???????????????,?????????-???????????????????

15
??-???????????(1)
  • ??????????????????????????
  • ??????,????????????????,??????????????
  • ????????????????????,????????,???????????????
  • ???????????????????????
  • ????,????????????????????
  • ????????????????????????????????,???????????????
  • ????????????????????????

16
??-???????????(2)
  • The push-pull system takes advantage of the rules
    of forecasting
  • Forecasts are always wrong
  • The longer the forecast horizon the worst is the
    forecast
  • Aggregate forecasts are more accurate
  • The Risk Pooling Concept

17
??????????
  • ??????????????/????????,???????????????,??????????
    ???????????
  • ?????????????????????????????????????????????????
    ??????????????

18
??????????????
19
??????????(1)
  • ???(High Uncertainty/ EOS not Important)
  • ????????????,?????????????????????(??????????),???
    ??
  • ????????????????????????,???????????????
  • ???(Low Uncertainty/ EOS Important)
  • ????????????????????????,?????????????????
  • ????????????????????????,?????????????,???????????
    ??????

20
??????????(2)
  • ??I?III???????????????????,???????????????????????
    ?????????????????
  • ??????,??????????????????????????????????????????
    ?????
  • ???(Low Uncertainty but Low Value of Economies of
    Scale)
  • ?????????(???????)??????(???????)???,?????????????
    ???
  • ???????,??????????????????-??????????,????????????
    ????

21
??????????(3)
  • ???(High Uncertainty and High Value of Economies
    of Scale)
  • ???????????????????????????????,????????????????
  • ?????????????????,????????????????
  • ????,???????????????????
  • ??????????????????????????,?????????????

22
??????????(4)
  • ???(cont.)
  • ?????????????????????
  • ????????,??????????,???????????????????????
  • ??????,???????????????????-????
  • ?????????????????,????????????????

23
Characteristics and Skills
  • Low Uncertainty
  • Long Lead Times
  • Cost Minimization
  • Resource Allocation
  • High Uncertainty
  • Short Cycle Times
  • Service Level
  • Responsiveness

24
?????????????
?? ? ? ? ?
?? ????? ???????
??? ? ?
?? ???? ???
???? ? ?
?? ????? ????
25
Locating the Push-Pull Boundary(1)
  • The push section
  • Uncertainty is relatively low
  • Economies of scale important
  • Long lead times
  • Complex supply chain structures
  • Thus
  • Management based on forecasts is appropriate
  • Focus is on cost minimization
  • Achieved by effective resource utilization
    supply chain optimisation

26
Locating the Push-Pull Boundary(2)
  • The pull section
  • High uncertainty
  • Simple supply chain structure
  • Short lead times
  • Thus
  • Reacting to realized demand is important
  • Focus on service level
  • Flexible and responsive approaches

27
Locating the Push-Pull Boundary(3)
  • The push section requires
  • Supply chain planning
  • Long term strategies
  • The pull section requires
  • Order fulfilment processes
  • Customer relationship management
  • Buffer inventory at the boundaries
  • The output of the tactical planning process
  • The input to the order fulfilment process

28
Locating the Push-Pull Boundary(4)
29
??????(Demand-Driven Strategies)
  • ?????????????????,???????????????
  • ????(Demand Forecast)?????????????????????????,??
    ??????(??????????)
  • ????(Demand Shaping)?????????????????????????????
    ????????????

30
????
  • ??????????????????????,???????????,??????????
  • ???????????????????????????
  • ???-????????????????????????? ????? ???
  • ????????????????????????
  • ??????????????????????????
  • ????????????????,??????????????????????

31
?????????????(1)
  • ????????????????????????
  • ??????Forrester Research??,????????????430????????
    2003??1.3???,????????????
  • ?????????????(e-Business Model)???????????????????
    ????????????

32
?????????????(2)
  • ?????????????????????????????
  • ?????????,????????????????????????????????????????
    ??????????,??,????????????????????
  • ????????????????????????????

33
????? vs ????(1)
  • ?????(E-Business)
  • E-business is a collection of business models and
    processes motivated by Internet technology, and
    focusing on improving the extended enterprise
    performance
  • ?????????????????????,?????????????
  • ????(E-Commerce)
  • E-commerce is the ability to perform major
    commerce transactions electronically
  • ?????????????????????

34
????? vs ????(2)
  • ??
  • ??,???????????????(e-Commerce is part of
    e-Business)
  • ??,???????????????(Internet technology is the
    driver of the business change)
  • ??,???????????????(The focus is on the extended
    enterprise),??????(Intra-Organisational)??????(B2C
    )???????(B2B)????

35
B2C vs B2B
  • B2C???????????????,??????????????,?????????????
  • B2B????????????????,??????????????????????????

36
?????????????(1)
  • ??????
  • ????
  • ????

37
The Grocery Industry
  • From Push Systems...
  • Supermarket supply chain
  • ...To Pull Systems
  • Peapod, 1989-1999
  • Picks inventory from stores
  • Stock outs 8 to 10
  • And, finally to Push-Pull Systems
  • Peapod, 1999-Present
  • Dedicated warehouses allow risk pooling
  • Stock outs less than 2

38
Challenges for On-Line Grocery Stores
  • Transportation cost
  • Density of customers
  • Very short order cycle times
  • Less than 12 hours
  • Difficult to compete on cost
  • Must provide some added value such as convenience
  • Push system might be a better strategy

39
The Book Selling Industry
  • From Push Systems...
  • Barnes and Noble
  • ...To Pull Systems
  • Amazon.com, 1996-1999
  • No inventory, used Ingram to meet most demand
  • And, finally to Push-Pull Systems
  • Amazon.com, 1999-present
  • 7 warehouses, 3M sq. ft.
  • Why the switch?
  • Margins, service, etc
  • Volume grew

40
The Retail Industry
  • Brick-and-mortar companies establish virtual
    retail stores
  • Wal-Mart, K-Mart, Barnes Noble, Circuit City
  • An effective approach hybrid stocking strategy
  • High volume/fast moving products for local
    storage
  • Low volume/slow moving products for browsing and
    purchase on line (Risk Pooling)
  • Danger of channel conflict

41
??????????
  • ??????????????????????????
  • From shipping cases to single items??????????????
    ???????
  • From shipping to a relatively small number of
    stores to individual end users???????????????????
    ???
  • ????????????????????

42
?????? vs ???????
?????? ???????
????? ?? ??-??
?? ?? ??
??? ?????? ???????
????? ???? ?????????
???? ??? ???
43
E-Business Opportunities(1)
  • Reduce Facility Costs
  • Eliminate retail/distributor sites
  • Reduce Inventory Costs
  • Apply the risk-pooling concept
  • Centralized stocking
  • Postponement of product differentiation
  • Use Dynamic Pricing Strategies to Improve Supply
    Chain Performance

44
E-Business Opportunities(2)
  • Supply Chain Visibility
  • Reduction in the Bullwhip Effect
  • Reduction in Inventory
  • Improved service level
  • Better utilization of Resources
  • Improve supply chain performance
  • Provide key performance measures
  • Identify and alert when violations occur
  • Allow planning based on global supply chain data

45
????
  • ???????????
  • ????(Direct Shipment)
  • ??????,?????????????????????,????????
  • ??(Warehousing)
  • ????????
  • ?????,??????,???????,????????
  • ????(Cross-Docking)
  • ??????,???????????????????????????????????10?15???

46
????(1)
  • ?????????
  • ??????????????????
  • ????????
  • ?????????
  • ????????,????????????
  • ??????????????,???????????????

47
????(2)
  • ?????????????,???????????
  • ????????????????
  • ???????????????,?????????????????
  • ??????????????????,?????????????????????

48
????
  • ??????Wal-Mart??????????
  • ??????,???????????????????
  • ???????????,????????????,??????????????
  • ????????????,?????????
  • ?????????????????????,????????

49
???????(1)
  • ????????????????,???????????
  • ??????????????????????????,??????????????????????
  • ???????????????????????
  • ???????,??????????????

50
???????(2)
  • ????????????????????
  • ????????????????????????????????
  • ???????,??????????????????????????
  • ?????????????????,???????,??????????????,?????????
    ???????

51
Example Wal-Mart
  • Wal-Mart???????????????
  • ???????????85???,???K-Mart??50
  • ???????????,Wal-Mart?????????????,????POS?????????
    ?,????????????????????
  • ??,Wal-Mart????????????,???????????????
  • ?????Wal-Mart?????????????
  • ????????????,????????????,?????3?????
  • ??Wal-Mart??????????????

52
What Accounts for Wal-Marts Remarkable Success
  • A focus on satisfying customer needs
  • Providing customers access to goods when and
    where they want them
  • Cost structures that enable competitive pricing
  • This was achieved by way the company replenished
    inventory the centrepiece of its strategy.
  • Wal-Mart employed a logistics technique known as
    cross-docking
  • Goods are continuously delivered to warehouses
    where they are dispatched to stores without ever
    sitting in inventory.
  • This strategy reduced Wal-Marts cost of sales
    significantly and made it possible to offer
    everyday low prices to their customers.

53
Characteristics of Cross-Docking
  • Goods spend at most 48 hours in the warehouse
  • Cross Docking avoids inventory and handling costs
  • Wal-Mart delivers about 85 of its goods through
    its warehouse system, compared to about 50 for
    Kmart
  • Stores trigger orders for products

54
System Characteristics(1)
  • Very difficult to manage
  • Requires advanced information technology
  • All of Wal-Marts distribution centres, suppliers
    and stores are electronically linked to guarantee
    that any order is processed and executed in a
    matter of hours
  • Wal-Mart operates a private satellite-communicatio
    ns system that sends point-of-sale data to all
    its vendors allowing them to have a clear vision
    of sales at the stores

55
System Characteristics(2)
  • Need a fast and responsive transportation system.
  • Wal-Mart has a dedicated fleet of 2000 truck that
    serve their 19 warehouses
  • This allows them to
  • Ship goods from warehouses to stores in less than
    48 hours
  • Replenish stores twice a week on average

56
????
??? ??? ???? ???? ????
???? ??
???? ?????? ??????
???? ????? ?????
?? ?? ??
57
??(1)
  • ??(Transhipment),?????????????????????,????????
  • ??????????????,????????????????????

58
??(2)
  • ????????????
  • ????????????????????????????
  • ???????????,????????????????,?????????????????????
    ????
  • ?????????????????????????????????????????????????
    ???????????

59
?????????(1)
  • ????????,?????????????,???????????????????????????
    ????
  • ???????????,????????????????,?????????????????????
    ????????????

60
?????????(2)
  • ???,?????????????????????????
  • ???????????????????,??????????????
  • ???????????,?????,???????????????????????
  • ??????????????????,??????????????????

61
???????????(1)
  • ??????????,???????
  • ????????????????,?????????????????????
  • ????????????,?????????,?????????????????
  • ??????????????????,????????????

62
???????????(2)
  • ??
  • ?????????????????,???????????????????
  • ????????????????
  • ????
  • ??????,??????????????????,??????????
  • ???????????????????,??????????????

63
???????
  • ????????????,????????????????,????????????????????
    ?
  • ????,????????????????????????????????????????????
    ??????
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