Supply Chain Drivers and Metrics
供应链数字化参考文献近五年中英
供应链数字化参考文献近五年中英IntroductionSupply chain digitalization has become a key strategy for companies seeking to gain a competitive edge in today's fast-paced business environment. With the advent of new technologies such as the Internet of Things (IoT), blockchain, artificial intelligence (AI), and big data analytics, companies now have the tools they need to transform their supply chains into more efficient, transparent, and responsive networks.In this paper, we review recent literature on supply chain digitalization to provide insights into current trends, challenges, and best practices in the field. We focus on articles published within the last five years in both English and Chinese, and aim to provide a comprehensive overview of the topic.Digital Transformation in Supply Chain ManagementDigital transformation in supply chain management involves the integration of digital technologies across the entire supply chain to enable real-time visibility, collaboration, and decision-making. According to the World Economic Forum, companies that have successfully implemented digital strategies in their supply chains have seen significant improvements in efficiency, cost savings, and customer satisfaction.One of the key drivers of digital transformation in supply chain management is the proliferation of IoT devices. These devices, which include sensors, RFID tags, and GPS trackers, can collect and transmit vast amounts of data in real-time, enabling companies to track the movement of goods, monitor inventory levels, and optimize production processes. Another important technology driving digital transformation in supply chain management is blockchain. Blockchain technology allows companies to create secure, transparent, and tamper-proof records of transactions within the supply chain. By using blockchain technology, companies can improve traceability, reduce fraud, and enhance trust among supply chain partners.AI and machine learning are also playing a crucial role in supply chain digitalization. These technologies can analyze vast amounts of data to identify patterns, predict demand, optimize inventory levels, and automate decision-making processes. Companies that leverage AI and machine learning in their supply chains can gain a competitive advantage by reducing costs, improving efficiency, and enhancing agility.Challenges and Opportunities in Supply Chain DigitalizationWhile digital transformation offers numerous benefits for supply chain management, it also presents a number of challenges. One of the key challenges is data integration and interoperability. With the proliferation of digital technologies, companies are collecting vastamounts of data from multiple sources. However, integrating and analyzing this data in a meaningful way can be complex and time-consuming.Another challenge in supply chain digitalization is cybersecurity. As companies become more reliant on digital technologies, they are increasingly vulnerable to cyber attacks and data breaches. It is critical for companies to invest in robust cybersecurity measures to protect their supply chains from potential threats.Despite these challenges, there are also many opportunities for companies to leverage digital technologies to improve their supply chains. For example, companies can use big data analytics to gain insights into consumer behavior, optimize inventory levels, and identify new market opportunities. Companies can also use digital technologies to enhance collaboration and communication with supply chain partners, suppliers, and customers.Best Practices in Supply Chain DigitalizationTo successfully implement digital transformation in their supply chains, companies should adopt a number of best practices. One key best practice is to develop a clear digital strategy that aligns with business objectives and customer needs. Companies should also invest in training and development to ensure that employees have the skills and knowledge they need to leverage digital technologies effectively.Another best practice is to collaborate with supply chain partners, suppliers, and customers to create a seamless, integrated network. By sharing data, information, and insights, companies can improve visibility, transparency, and efficiency throughout the supply chain. Companies should also monitor and evaluate their digital initiatives regularly to identify areas for improvement and optimization. By measuring key performance indicators and metrics, companies can track the impact of digital technologies on their supply chains and make informed decisions about future investments.ConclusionIn conclusion, supply chain digitalization is a critical strategy for companies seeking to gain a competitive edge in today's fast-paced business environment. By leveraging technologies such as IoT, blockchain, AI, and big data analytics, companies can transform their supply chains into more efficient, transparent, and responsive networks.In this paper, we have reviewed recent literature on supply chain digitalization to provide insights into current trends, challenges, and best practices in the field. While digital transformation presents challenges such as data integration and cybersecurity, it also offers numerous opportunities for companies to improve their supply chains through improved visibility, collaboration, and decision-making.By adopting best practices such as developing a clear digital strategy, collaborating with supply chain partners, and monitoring performance metrics, companies can successfully implement digital transformation in their supply chains and achieve sustainablecompetitive advantage. As technology continues to evolve, companies that embrace digitalization will be well-positioned to thrive in the digital age.。
精益供应链与物流管理Lean_Supply_Chain_&_Logistics_Management
Agenda
• Introduction – using Lean to energize your Supply Chain • Historical Perspective - from Lean Manufacturing to Lean Enterprise • The Eight Wastes - what…a waste! • Lean Opportunities in Supply Chain & Logistics - Forest for the Trees • Basic Lean Tools - you can’t build a house without a solid foundation • Advanced Lean Tools - it’s not rocket science! • JIT in Supply Chain & Logistics – this JIT’s good! • Lean Warehouse – low hanging fruit • Lean Global Supply Chain & Logistics – the long and winding “road” • Keys to Success - the patient gardener • Getting Started - Lean forward • Lean and technology…why can’t we all just get along? • Beyond the Four Walls - I can see clearly now • Metrics and Measurements - so how am I doing? • Education and Training – all aboard the Lean-Train • Future Thoughts - Lean times ahead
供应链计划 英文职位描述
供应链计划英文职位描述Supply Chain Planning Specialist Job Description.Overview:The Supply Chain Planning Specialist is a key member of the Supply Chain Management team, responsible for coordinating and optimizing the flow of goods and services within the organization. They work closely with cross-functional teams to ensure efficient supply chain operations, minimize costs, and maximize customer satisfaction. The role requires a strong understanding of supply chain management principles, analytical skills, and the ability to work effectively in a fast-paced, changing environment.Responsibilities:1. Demand Planning: Analyze historical sales data, market trends, and customer demand to forecast future salesand inventory requirements. Develop and maintain accurate demand plans to guide procurement, production, and inventory management decisions.2. Inventory Management: Monitor inventory levels and manage inventory replenishment strategies to ensure optimal stock levels. Coordinate with procurement and production teams to ensure timely replenishment of inventory and minimize stockouts.3. Supply Chain Coordination: Collaborate with suppliers, logistics providers, and internal teams to ensure smooth flow of goods and services. Coordinate shipping and logistics arrangements to meet customer delivery requirements.4. Risk Management: Identify and assess potential supply chain risks such as supplier failures,transportation delays, and demand fluctuations. Develop and implement risk mitigation strategies to minimize the impact of these risks on supply chain operations.5. Performance Monitoring: Track and analyze key supply chain performance metrics such as order fulfillment rates, inventory turnover, and transportation costs. Use this data to identify areas of improvement and recommend cost-effective solutions.6. Project Management: Lead and manage supply chain improvement projects, working cross-functionally with other departments to implement changes and drive continuous improvement.7. Reporting: Prepare and present regular reports on supply chain performance, trends, and recommendations to senior management. Use data-driven insights to support decision-making and strategic planning.Requirements:1. Education: Bachelor's degree in Supply Chain Management, Business Administration, or a related field. Advanced degrees or professional certifications in Supply Chain Management are preferred.2. Skills: Strong analytical skills, including theability to interpret and analyze data to identify trendsand patterns. Excellent problem-solving skills, with the ability to identify and resolve complex supply chain issues. Strong communication skills, with the ability toeffectively present information and ideas to diverse stakeholders.3. Experience: Minimum of 3-5 years of relevant work experience in supply chain planning or a related field. Experience working with supply chain software and tools is preferred.4. Certifications: Professional certifications such as Certified Supply Chain Professional (CSCP) or Certified Logistics, Transportation, and Distribution (CLTD) are beneficial.5. Attributes: Detail-oriented, with the ability to manage multiple tasks and prioritize work effectively. Able to work independently and collaboratively in a fast-paced,changing environment. Demonstrated ability to handle pressure and make informed decisions under tight deadlines.Conclusion:The Supply Chain Planning Specialist plays a crucial role in ensuring the smooth and efficient operation of a company's supply chain. With their expertise in demand planning, inventory management, and supply chain coordination, they help organizations achieve cost savings, improve customer satisfaction, and maintain a competitive edge in today's global market.。
供应链开发流程 英语
供应链开发流程英语Supply Chain Development Process.The supply chain development process is a crucial aspect of any business operation, as it involves the orchestration of various activities across different organizations to ensure the efficient flow of goods and services from suppliers to customers. This process involves several stages, from initial planning and strategy development to implementation, monitoring, and continuous improvement.1. Strategy Development.The first step in the supply chain development process is strategy development. This involves identifying the objectives and goals of the supply chain, taking into account the overall business strategy and the specific needs of the organization. This stage also involves analyzing the current supply chain structure, identifyingany bottlenecks or inefficiencies, and devising strategies to address these issues.2. Supplier Selection and Management.Supplier selection and management is a crucial part of the supply chain development process. It involves evaluating potential suppliers based on various criteria such as quality, cost, delivery reliability, and service. Establishing long-term relationships with reliable suppliers is essential for ensuring the smooth operation of the supply chain.3. Logistics Planning.Logistics planning involves managing the movement of goods and materials from suppliers to manufacturing facilities and ultimately to customers. This stage involves planning and executing transportation, warehousing, and distribution activities to ensure timely delivery and cost-efficiency.4. Inventory Management.Inventory management is another critical aspect of the supply chain development process. It involves managing the stock of goods and materials to ensure availability when needed, while also minimizing inventory carrying costs. Effective inventory management requires accurate demand forecasting, inventory planning, and the use of advanced inventory control techniques.5. Customs and Compliance.When dealing with international suppliers or customers, customs and compliance become crucial considerations. This stage involves understanding and complying with allrelevant import and export regulations, tariffs, and quotas. Failure to comply with these regulations can result in delays, fines, and other costs that can significantlyimpact the efficiency of the supply chain.6. Risk Management.Risk management is a critical component of the supply chain development process. It involves identifyingpotential risks and vulnerabilities in the supply chain, assessing their impact, and devising strategies to mitigate these risks. This can include managing supplier risk, transportation risk, demand risk, and other types of risks that can disrupt the flow of goods and services.7. Technology Integration.In today's digital era, technology integration is essential for effective supply chain management. This involves the use of advanced technologies such as supply chain management software, analytics tools, and other digital solutions to improve visibility, efficiency, and collaboration across the supply chain. Technology integration can help organizations make better decisions, respond quickly to changes, and optimize their operations.8. Monitoring and Evaluation.Monitoring and evaluation are ongoing activities in thesupply chain development process. They involve tracking key performance indicators (KPIs) and metrics to assess the performance of the supply chain and identify any areas that need improvement. Regular monitoring and evaluation enable organizations to adapt to changes in the market, customer demand, and supplier performance, and make necessary adjustments to ensure the optimal operation of the supply chain.9. Continuous Improvement.The supply chain development process is an ongoing journey of continuous improvement. Organizations should strive to identify areas for improvement, implement changes, and measure the results to ensure that the supply chain remains competitive and efficient. This can involveadopting new technologies, implementing lean or agile methodologies, or developing stronger relationships with suppliers and customers.In conclusion, the supply chain development process isa complex and multifaceted task that requires a holisticapproach. It involves strategy development, supplier selection and management, logistics planning, inventory management, customs and compliance, risk management, technology integration, monitoring and evaluation, and continuous improvement. By following this process, organizations can ensure the efficient and effective operation of their supply chain, improve customer satisfaction, and drive competitive advantage.。
供应链管理——流程与绩效英文
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
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Possible data sources
• CIPS (UK):
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Making their client specific warrants attention
• Respect all sources of data:
Supplychainmanagement供应链管理
Successful Supply Chain
• Trust among trading partners • Effective communications • Supply chain visibility • Event-management capability
– The ability to detect and respond to unplanned events
• Cross-docking
– Goods arriving at a warehouse from a supplier are unloaded from the supplier’s truck and loaded onto outbound trucks
– Avoids warehouse storage
Trade-offs
1. Lot-size-inventory
– Bullwhip effect
2. Inventory-transportation costs
– Cross-docking
3. Lead time-transportation costs 4. Product variety-inventory
internal supply chain 3.Coordinate activities with suppliers with
customers 4.Coordinate planning and execution
ch3 供应链的驱动因素和障碍
供应链决策制定的框架结构
3
沃尔玛
沃尔玛竞争战略：可信赖的、 沃尔玛竞争战略：可信赖的、天天低价的多种大规模消费品的 零售商，面对中低收入的大众阶层； 零售商，面对中低收入的大众阶层； 供应链战略：既强调赢利水平又强调相当强的响应能力； 供应链战略：既强调赢利水平又强调相当强的响应能力； 6个驱动要素设置： 个驱动要素设置：
产能
大量产能过剩使设施非常灵活，并能应对需求的大起大落。然而，产 大量产能过剩使设施非常灵活，并能应对需求的大起大落。然而， 能过剩也会增加成本， 能过剩也会增加成本，因此降低盈利水平
反应能力与赢利水平的全面权衡
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设施的衡量指标
产能是设施最大的生产数量 产能是设施最大的生产数量 利用率是设施正在使用的产能的比例 利用率是设施正在使用的产能的比例 理论生产流程时间是在生产的任何阶段完全不存在延 理论生产流程时间是在生产的任何阶段完全不存在延 迟时， 迟时，生产一单位产品所需的时间 实际平均流程时间是在特定时期如一个星期或一个月 实际平均流程时间是在特定时期如一个星期或一个月 中，生产所有产品的实际平均时间 流程时间效率是理论流程时间和实际平均流程时间的 流程时间效率是理论流程时间和实际平均流程时间的 比率 产品品种是每一生产设施生产的产品的数量 产品品种是每一生产设施生产的产品的数量 加工/调整/停工/空闲时间是设施生产加工时间 是设施生产加工时间， 加工/调整/停工/空闲时间是设施生产加工时间，设 施调整准备的时间，设施因损坏而无法运作的时间， 施调整准备的时间，设施因损坏而无法运作的时间， 以及设施无产品生产而闲置的时间 平均生产批量是每批产品的平均产量 平均生产批量是每批产品的平均产量 生产服务水平是准时足额完成生产订单的比例 生产服务水平是准时足额完成生产订单的比例
管理学专业英语第四版下Unit 3 The Seven Principles Of Supply Chain Management
Then, what should we do?
Principle 1
❖Develop a portfolio of services tailored to various segments.
Traditional tools: surveys, interviews, and industry research
More efficient
Principle 5
❖Manage sources of supply strategically to reduce the total cost of owning materials and services.
❖ The successful initiatives:
▪ broad efforts, combining both strategic and tactical change.
▪ holistic approach
▪ the whole improvement achieved is greater than the sum of its parts.
Tailoring distribution assets
Complex
The actual products
Principle 2
❖One paper company’s example:
2 key segments:
• Large publishers • Small regional printers
• The new inventory deployment strategy
Principle 2
❖Key characteristics:
供应链管理第3版 chopra3_ppt_ch03
Role in the competitive strategy
– economies of scale (efficiency priority) – larger number of smaller facilities (responsiveness priority)
– combinations of transportation modes annalysis regarding inventory, transportation, facilities throughout the supply chain
– potentially the biggest driver of supply chain performance
Sourcing
– functions a firm performs and functions that are outsourced
Pricing
– Price associated with goods and services provided by a firm to the supply chain
© 2007 Pearson Education
3-3
A Framework for Structuring Drivers
Competitive Strategy
Efficiency
Supply Chain Strategy
Supply chain structure Responsiveness
3-7
Inventory: Role in the Supply Chain
供应链成熟度模型及绩效评估介绍
Highlight preliminary findings of best-practice implementation and business performance correlation X Review a real-world example of a practice and performance assessment that PRTM and PMG recently conducted X Spur discussion, analysis, and action within your companies and industries
0% - 20% 20% - 40% 40% - 60% 60% - 80% 80% - 100%
Maturity frameworks define the enabling practices that will drive performance improvement
Key Perspectives Customerfacing Metrics:
The Performance Measurement Group, LLC Pittiglio Rabin Todd & McGrath
Introduction
The purpose of today’s webcast is to:
Introduce PMG’s supply-chain Performance Scorecard & Maturity Model X Present initial results of PMG’s inaugural Supply-Chain Practice and Information Technology Assessment
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3-9
Drivers of Supply Chain Performance
• Information
• Sourcing
• Pricing
– Data and analysis concerning facilities, invБайду номын сангаасntory, transportation, costs, prices, and customers throughout the supply chain – Who will perform a particular supply chain activity – How much a firm will charge for the goods and services that it makes available in the supply chain
3-10
A Framework for Structuring Drivers
Figure 3-1
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Facilities
• Role in the supply chain • Role in the competitive strategy
– The “where” of the supply chain – Manufacturing or storage (warehouses) – Economies of scale (efficiency priority) – Larger number of smaller facilities (responsiveness priority)
• ROA can be written as the product of two
ratios – profit margin and asset turnover
ROA = Earnings before interest (Profit Margin) Sales Revenue ´ Sales Revenue (Asset Turnover) Total Assets
C2C = – days payable (1/APT) + days in inventory (1/INVT) + days receivable (1/ART)
3-8
Drivers of Supply Chain Performance
• Facilities
• Inventory
– The physical locations in the supply chain network where product is stored, assembled, or fabricated
Supply Chain Drivers and Metrics
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall . © 2012 Prentice Hall Inc. 1-1 1
Learning Objectives
= ù Net Income + é ëInterest expense ´ (1 – tax rate)û Average Total Assets
3-4
Financial Data for Amazon
Table 3-1
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Financial Measures Of Performance
3-2
Financial Measures Of Performance
• From a shareholder perspective, return on
equity (ROE) is the main summary measure of a firm’s performance
Net Income ROE = Average Shareholder Equity
3-3
Financial Measures Of Performance
• Return on assets (ROA) measures the
return earned on each dollar invested by the firm in assets
Earnings before interest ROA = Average Total Assets
• An important ratio that defines financial
leverage is accounts payable turnover (APT)
Cost of goods sold APT = Accounts Payable
3-6
Financial Measures Of Performance
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Financial Measures Of Performance
• Cash-to-cash (C2C) cycle roughly
measures the average amount time from when cash enters the process as cost to when it returns as collected revenue
– All raw materials, work in process, and finished goods within a supply chain
• Transportation
– Moving inventory from point to point in the supply chain