供应链管理(英文课件)Chapter8-Supply Chain Integration
合集下载
Supply Chain Management(英文版)(ppt 27页)
0%
5%
10%
15%
20%
25%
Source: AMR Research 2000
The top three responses were;
Cost (21%), Systems Applications (20%) and Integration (19%)
3
PricewaterhouseCoopers
Retailers
Customer
Make what we sell, not sell what we make!
5
PricewaterhouseCoopers
Move to Cross-Functional Business Processes
Purchasing Manufacturing
Distribution
• Today, the talk is of "supply networks", "parallel chains", "enhanced concurrent activities", and “customer centric” with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further.
Source: PRTM
4
PricewaterhouseCoopers
Move From Push To Pull
Suppliers
Manufacturers
Distributors/ Wholesalers
供应链管理详细资料(英文版)(ppt 47页)
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
运营管理英文课件 (8)
In fashion goods, timeliness should be the focus of the supply chain.
Total supply chain costs represent better than half, and in some cases three-quarters, of the total operating expenses for most organizations.
Focus is on entire value chain Includes
◦ lean production ◦ JIT ◦ TQM ◦ purchasing ◦ product/serviion of all supply chain activities into seamless process.
Goal of supply chain management is to integrate the entire process of satisfying the customer’s needs all along the supply chain.
Supply chain costs often represent 50% or more of total operating costs
The broader concept of the supply chain includes the supply, storage, and movement of materials, information, personnel, equipment, and finished goods within the organization and between it and its environment.
Total supply chain costs represent better than half, and in some cases three-quarters, of the total operating expenses for most organizations.
Focus is on entire value chain Includes
◦ lean production ◦ JIT ◦ TQM ◦ purchasing ◦ product/serviion of all supply chain activities into seamless process.
Goal of supply chain management is to integrate the entire process of satisfying the customer’s needs all along the supply chain.
Supply chain costs often represent 50% or more of total operating costs
The broader concept of the supply chain includes the supply, storage, and movement of materials, information, personnel, equipment, and finished goods within the organization and between it and its environment.
Unit 8 Supply Chain Management 《物流英语》教学课件
Reading
Text 1 Introduction to Supply Chain Management
【Key Terms】
supply chain management (SCM) 供应链管理 supply chain 供应链 product flow 产品流 information flow 信息流 cash flow 现金流
2. A: What do you think the duty of a supply chain manager?
B: In my opinion, being a supply chain manager, he is responsible for researching how to achieve. the aim of supply chain, higher service quality and lower cost.
instead . If we acknowledge that supply chain management is something we do to influence the behavior of the supply chain and get the results we want, then we can make this definition: “Supply chain management is the coordination of production,
1. While logistics is not a new thing, supply chain management is comparatively a new idea.
2. The supply chain is the series of links and shared processes that exist between suppliers and customers.
供应链管理英PPT
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Flow through the Supply Chain
Carrier Distribution center Supplier Carrier
1-1
JAMES R. STOCK
DOUGLAS M. LAMBERT
STRATEGIC LOGISTICS MANAGEMENT
FOURTH EDITION
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Lot quantity costs
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship of Logistics Activities to Logistics Costs
Council of Logistics Management
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Logistics Management
• • • • • • Customer service levels Transportation costs Warehousing costs Order processing/information systems costs Lot quantity costs Inventory carrying costs
McGraw-Hill/Irwin
Flow through the Supply Chain
Carrier Distribution center Supplier Carrier
1-1
JAMES R. STOCK
DOUGLAS M. LAMBERT
STRATEGIC LOGISTICS MANAGEMENT
FOURTH EDITION
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Lot quantity costs
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship of Logistics Activities to Logistics Costs
Council of Logistics Management
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Logistics Management
• • • • • • Customer service levels Transportation costs Warehousing costs Order processing/information systems costs Lot quantity costs Inventory carrying costs
供应链管理 战略计划和运作 英文课件
•
and what processes each stage will perform Strategic supply chain decisions
– – – – Locations and capacities of facilities Products to be made or stored at various locations Modes of transportation Information systems
•
policies are determined Goal is to implement the operating policies as effectively as possible Allocate orders to inventory or production, set order due dates, generate pick lists at a warehouse, allocate an order to a particular shipment, set delivery schedules, place replenishment orders Much less uncertainty (short time horizon)
Learning Objectives
1. Discuss the goal of a supply chain and explain the impact of supply chain decisions on the success of a firm. 2. Identify the three key supply chain decision phases and explain the significance of each one. 3. Describe the cycle and push/pull views of a supply chain. 4. Classify the supply chain macro processes in a firm.
供应链管理 战略计划和运作 英文完整ppt课件
2. Identify the three key supply chain decision phases and explain the significance of each one.
3. Describe the cycle and push/pull views of a supply chain.
4. Classify the supply chain macro processes in a firm.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
1-2
What is a Supply Chain?
• Within each company, the supply chain includes
all functions involved in fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service)
1
Understanding the Supply Chain
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
1-1
Learning Objectivesupply chain and explain the impact of supply chain decisions on the success of a firm.
• Typical supply chain stages: customers, retailers,
3. Describe the cycle and push/pull views of a supply chain.
4. Classify the supply chain macro processes in a firm.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
1-2
What is a Supply Chain?
• Within each company, the supply chain includes
all functions involved in fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service)
1
Understanding the Supply Chain
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
1-1
Learning Objectivesupply chain and explain the impact of supply chain decisions on the success of a firm.
• Typical supply chain stages: customers, retailers,
供应链管理课件英语国外原版
• Distributors: low inventory, reduced transportation costs, quick replenishment capability
• Customers: shorter order lead time, high in-stock inventory, large variety of products, low prices
• Strategic, tactical and operating issues
– Strategic - long term and dealing with supply chain design
• Determining the number, location and capacity of facilities • Make or buy decisions • Forming strategic alliances
Supply Chain Management - Introduction
In a supply chain, virtually all of the members serve as both customers as well as suppliers. In the Li & Fung example, the Korean yarn producer and the Japanese zipper producer are probably only suppliers and the customer’s customers (folks like you and me) are probably only customers. Every other organization in the supply chain is both a customer and a supplier. See the figure on slide five (green - supplier, yellow - customer, orange - both).
• Customers: shorter order lead time, high in-stock inventory, large variety of products, low prices
• Strategic, tactical and operating issues
– Strategic - long term and dealing with supply chain design
• Determining the number, location and capacity of facilities • Make or buy decisions • Forming strategic alliances
Supply Chain Management - Introduction
In a supply chain, virtually all of the members serve as both customers as well as suppliers. In the Li & Fung example, the Korean yarn producer and the Japanese zipper producer are probably only suppliers and the customer’s customers (folks like you and me) are probably only customers. Every other organization in the supply chain is both a customer and a supplier. See the figure on slide five (green - supplier, yellow - customer, orange - both).
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
• better utilizing resources such as production and distribution capacities
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and
Impact of Economies of Scale
• The higher the importance of economies of scale in reducing cost --The greater the value of aggregating demand
--The greater the importance of managing the supply chain based on long-term forecast, a pushbased strategy.
– In the push portion, buffer inventory is part of the output generated by the tactical planning process.
production point
Impact of the Push-Pull Strategy
• Push portion
– Low uncertainty – Service level not an issue – Focus on cost minimization. – Long lead times – Complex supply chain structures – Cost minimization achieved by:
– firm does not hold any inventory and only responds to specific orders.
Pull-Based Supply Chains
• Intuitively attractive:
– Reduced lead times through the ability to better anticipate incoming orders from the retailers.
• Economies of scale are not important -- Aggregation does not reduce cost
-- A pull-based strategy makes more sense.
Discuss some additional examples of each of the four categories.
production capacity? Transportation capacity?
– Peak demand? – Average demand?
• Results:
– Higher transportation costs – Higher inventory levels and/or higher manufacturing
Push-Pull Strategy
• Some stages of the supply chain operated in a push-based manner
– typically the initial stages
• Remaining stages employ a pull-based strategy.
Push-Based Supply Chains
• Production and distribution decisions based on long-term forecasts.
• Manufacturer demand forecasts based on orders received from the retailer’s warehouses.
• Summary
2
Introduction
• Effective SCM implies:
– Efficient integration of suppliers, manufacturers, warehouses, and stores.
– Coordinate activities across the supply chain.
Implementing a Push–Pull Strategy
• Achieving the appropriate design depends on many factors:
– product complexity – manufacturing lead times – supplier–manufacturer relationships.
Complexity High
Pull Maximize service level
Low
Focus Lead time Processes
Resource allocation
Long
Supply chain planning
Responsiveness Short Order fulfillment
• Many ways to implement a push–pull strategy
– location of the push–pull boundary.
• Dell locates the boundary at the assembly point • Furniture manufacturers locate the boundary at the
Bullwhip Effect in Push-Based Supply Chains
• Leads to inefficient resource utilization • Planning and managing are much more difficult. • Not clear how a manufacturer should determine
demand for certain products disappears. – Variability of orders received much larger than
the variability in customer demand due to the bullwhip effect.
• Interface between the push-based stages and the pull-based stages is the push– pull boundary.
Supply Chain Timeline
Push-pull supply chains
General Strategy
Choosing between Push/Pull Strategies
Impact of Demand Uncertainty
• Higher demand uncertainty leads to a preference for pull strategy.
• Lower demand uncertainty leads to an interest in managing the supply chain based on a long-term forecast: push strategy.
Chapter 8: Supply Chain Integration
Dr. YANG Ruina
1
Agenda
• Introduction
• Push, Pull, and Push-Pull Systems
• Choosing the Appropriate Supply Chain Strategy
• Make a part of the product to stock – generic product.
• The point where differentiation has to be introduced is the push-pull boundary.
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and
Impact of Economies of Scale
• The higher the importance of economies of scale in reducing cost --The greater the value of aggregating demand
--The greater the importance of managing the supply chain based on long-term forecast, a pushbased strategy.
– In the push portion, buffer inventory is part of the output generated by the tactical planning process.
production point
Impact of the Push-Pull Strategy
• Push portion
– Low uncertainty – Service level not an issue – Focus on cost minimization. – Long lead times – Complex supply chain structures – Cost minimization achieved by:
– firm does not hold any inventory and only responds to specific orders.
Pull-Based Supply Chains
• Intuitively attractive:
– Reduced lead times through the ability to better anticipate incoming orders from the retailers.
• Economies of scale are not important -- Aggregation does not reduce cost
-- A pull-based strategy makes more sense.
Discuss some additional examples of each of the four categories.
production capacity? Transportation capacity?
– Peak demand? – Average demand?
• Results:
– Higher transportation costs – Higher inventory levels and/or higher manufacturing
Push-Pull Strategy
• Some stages of the supply chain operated in a push-based manner
– typically the initial stages
• Remaining stages employ a pull-based strategy.
Push-Based Supply Chains
• Production and distribution decisions based on long-term forecasts.
• Manufacturer demand forecasts based on orders received from the retailer’s warehouses.
• Summary
2
Introduction
• Effective SCM implies:
– Efficient integration of suppliers, manufacturers, warehouses, and stores.
– Coordinate activities across the supply chain.
Implementing a Push–Pull Strategy
• Achieving the appropriate design depends on many factors:
– product complexity – manufacturing lead times – supplier–manufacturer relationships.
Complexity High
Pull Maximize service level
Low
Focus Lead time Processes
Resource allocation
Long
Supply chain planning
Responsiveness Short Order fulfillment
• Many ways to implement a push–pull strategy
– location of the push–pull boundary.
• Dell locates the boundary at the assembly point • Furniture manufacturers locate the boundary at the
Bullwhip Effect in Push-Based Supply Chains
• Leads to inefficient resource utilization • Planning and managing are much more difficult. • Not clear how a manufacturer should determine
demand for certain products disappears. – Variability of orders received much larger than
the variability in customer demand due to the bullwhip effect.
• Interface between the push-based stages and the pull-based stages is the push– pull boundary.
Supply Chain Timeline
Push-pull supply chains
General Strategy
Choosing between Push/Pull Strategies
Impact of Demand Uncertainty
• Higher demand uncertainty leads to a preference for pull strategy.
• Lower demand uncertainty leads to an interest in managing the supply chain based on a long-term forecast: push strategy.
Chapter 8: Supply Chain Integration
Dr. YANG Ruina
1
Agenda
• Introduction
• Push, Pull, and Push-Pull Systems
• Choosing the Appropriate Supply Chain Strategy
• Make a part of the product to stock – generic product.
• The point where differentiation has to be introduced is the push-pull boundary.