供应链管理英课件
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供应链管理英文课件 (7)
17-5
The Supply Chain Macro Processes
• Customer Relationship Management (CRM) • Internal Supply Chain Management (ISCM) • Supplier Relationship Management (SRM) • Rest on Transaction Management Foundation •
17-18
17-4
The Supply Chain IT Framework
• Provides access and reporting of supply • •
chain transaction data Advanced systems layer a level of analytics that uses transaction data to proactively improve supply chain performance Enterprise software forms the foundation of a supply chain IT system
1. 2. 3. 4. Information must be accurate Information must be accessible in a timely manner Information must be of the right kind Information must be shared
(TMF), basic enterprise resource planning (ERP) systems When enterprise performance is closely linked to supply chain performance, firms must focus on macro processes
The Supply Chain Macro Processes
• Customer Relationship Management (CRM) • Internal Supply Chain Management (ISCM) • Supplier Relationship Management (SRM) • Rest on Transaction Management Foundation •
17-18
17-4
The Supply Chain IT Framework
• Provides access and reporting of supply • •
chain transaction data Advanced systems layer a level of analytics that uses transaction data to proactively improve supply chain performance Enterprise software forms the foundation of a supply chain IT system
1. 2. 3. 4. Information must be accurate Information must be accessible in a timely manner Information must be of the right kind Information must be shared
(TMF), basic enterprise resource planning (ERP) systems When enterprise performance is closely linked to supply chain performance, firms must focus on macro processes
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
供应链管理英文课件 (16)
18-14
Summary of Learning Objectives
1. Understand the importance of sustainability in a supply chain 2. Discuss the challenge to sustainability posed by the tragedy of the commons 3. Describe key metrics that can be used to measure sustainability for a supply chain 4. Identify opportuniti various supply chain drivers
18-4
What Are Some Solutions to This “Tragedy”?
• No solution without taking away some •
of the freedom that participants Need to choose from options that are unlikely to be supported by all of their own free will
• Challenges with scope • Absolute or relative measures of
performance
18-7
Sustainability and Supply Chain Drivers
• Opportunities identified by matching the •
18-10
Sustainability and Supply Chain Drivers
• Sourcing
Summary of Learning Objectives
1. Understand the importance of sustainability in a supply chain 2. Discuss the challenge to sustainability posed by the tragedy of the commons 3. Describe key metrics that can be used to measure sustainability for a supply chain 4. Identify opportuniti various supply chain drivers
18-4
What Are Some Solutions to This “Tragedy”?
• No solution without taking away some •
of the freedom that participants Need to choose from options that are unlikely to be supported by all of their own free will
• Challenges with scope • Absolute or relative measures of
performance
18-7
Sustainability and Supply Chain Drivers
• Opportunities identified by matching the •
18-10
Sustainability and Supply Chain Drivers
• Sourcing
供应链管理英文课件 (18)
4. Classify the supply chain macro processes in a firm.
1-2
What is a Supply Chain?
• All stages involved, directly or indirectly, in fulfilling a customer request
• Supply chain design must support strategic objectives
• Supply chain design decisions are long-term and expensive to reverse – must take into account market uncertainty
information, products, or funds between stages of the supply chain
• Effective supply chain management is the
management of flows between and among supply chain stages to maximize total supply chain surplus
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
1-2
What is a Supply Chain?
• All stages involved, directly or indirectly, in fulfilling a customer request
• Supply chain design must support strategic objectives
• Supply chain design decisions are long-term and expensive to reverse – must take into account market uncertainty
information, products, or funds between stages of the supply chain
• Effective supply chain management is the
management of flows between and among supply chain stages to maximize total supply chain surplus
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
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
供应链管理英文课件 (12)
– Market growth – Stealing share – Forward buying
9-9
When to Promote
• Is it more effective to promote during
the peak period of off-peak?
• Analyze the impact of a promotion on
1. Manage supply using capacity, inventory, subcontracting, and backlogs
2. Manage demand using short-term price discounts and trade promotions
9-3
Managing Supply
Total cost over planning horizon = $422,275 Revenue over planning horizon = $640,000
Profit over planning horizon = $217,725
( ) å Average (I0 + I6) / 2 +
• Leveling capacity forces inventory to
build up in anticipation of seasonal variation in demand
• Carrying low levels of inventory
requires capacity to vary with seasonal variation in demand or enough capacity to cover peak demand during season
9-9
When to Promote
• Is it more effective to promote during
the peak period of off-peak?
• Analyze the impact of a promotion on
1. Manage supply using capacity, inventory, subcontracting, and backlogs
2. Manage demand using short-term price discounts and trade promotions
9-3
Managing Supply
Total cost over planning horizon = $422,275 Revenue over planning horizon = $640,000
Profit over planning horizon = $217,725
( ) å Average (I0 + I6) / 2 +
• Leveling capacity forces inventory to
build up in anticipation of seasonal variation in demand
• Carrying low levels of inventory
requires capacity to vary with seasonal variation in demand or enough capacity to cover peak demand during season
供应链管理英文课件 (2)
10-10
Operational Obstacles
• Occur when placing and filling orders • • •
lead to an increase in variability Ordering in large lots Large replenishment lead times Rationing and shortage gaming
10-20
Continuous Replenishment and Vendor-Managed Inventories
10-15
Managerial Levers to Achieve Coordination
• Aligning goals and incentives • Improving information accuracy • Improving operational performance • Designing pricing strategies to stabilize •
10-9
Information Processing Obstacles
• When demand information is distorted • •
as it moves between different stages of the supply chain, leading to increased variability in orders within the supply chain Forecasting based on orders, not customer demand Lack of information sharing
10-13
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).
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供应链管理英课件
Materials Handling
11-2 a
Equipment - Manual
• Racks
– Conventional pallet racks
– Drive-in racks – Drive-through racks – High-rise racks – Cantilever racks – Pallet stacking frames – Stacking racks – Gravity-flow racks
automated procedure 8. Worker acceptance of automation 9. No problems/ we are adapting well 10. Lack of top management commitment 11. Obsolescence/ need more up-to-date automation/ need more
training • Worker acceptance • Obsolescence
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Operational and Implementation Problems1111--65 with Warehouse Automation Systems
• Shelving • Drawers • Mobile racking or
shelving
天M马c行Gr空aw官-H方ill/博Irw客in：/tmxk_docin ；QQ:1318241189；QQC群op：yr1ig7h5t5©692600312by The McGraw-Hill Companies, Inc. All rights reserved.
• Initial capital costs • Downtime of
equipment • Maintenance
interruptions • Software-related
problems • Capacity problems
• Lack of flexibility • Maintenance cost • User interface/
for high degree of seasonality in business 6. Maintenance cost/ maintenance parts 7. User interface/training to operate system/transition from manual to
automation
19.0% 10.0 8.0
8.0
6.0 5.0 5.0 4.0 4.0 3.0 3.0
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Warehousing in a JIT Environment 1111--76
Advantages of Automated
1111--43
Materials ing Systems
• Operating cost savings • Improved service levels • Increased control through more and
better information
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Disadvantages of Automated 1111--54 Materials Handling Systems
• Total commitment to quality • Reduced production lot sizes • Elimination of non-value-added
activities
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
incompatibility, failure or modification 4. Capacity problems, such as limited applications/integration of
equipment into existing system 5. Lack of flexibility to respond to changing environment/not suitable
Problem Area
Percent Mentioning
1. Cost of equipment/financial justification 2. Downtime or reliability of equipment/maintenance interruptions 3. Software-related problems, such as poor documentation,
1111--23 b
Materials Handling Equipment - Automated
• Unit load AS/RS • Car-in-lane • Miniload AS/RS • Horizontal carousels • Vertical carousels • Man-ride machines
天M马c行Gr空aw官-H方ill/博Irw客in：/tmxk_docin ；QQ:1318241189；QQC群op：yr1ig7h5t5©692600312by The McGraw-Hill Companies, Inc. All rights reserved.
Materials Handling
11-2 a
Equipment - Manual
• Racks
– Conventional pallet racks
– Drive-in racks – Drive-through racks – High-rise racks – Cantilever racks – Pallet stacking frames – Stacking racks – Gravity-flow racks
automated procedure 8. Worker acceptance of automation 9. No problems/ we are adapting well 10. Lack of top management commitment 11. Obsolescence/ need more up-to-date automation/ need more
training • Worker acceptance • Obsolescence
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Operational and Implementation Problems1111--65 with Warehouse Automation Systems
• Shelving • Drawers • Mobile racking or
shelving
天M马c行Gr空aw官-H方ill/博Irw客in：/tmxk_docin ；QQ:1318241189；QQC群op：yr1ig7h5t5©692600312by The McGraw-Hill Companies, Inc. All rights reserved.
• Initial capital costs • Downtime of
equipment • Maintenance
interruptions • Software-related
problems • Capacity problems
• Lack of flexibility • Maintenance cost • User interface/
for high degree of seasonality in business 6. Maintenance cost/ maintenance parts 7. User interface/training to operate system/transition from manual to
automation
19.0% 10.0 8.0
8.0
6.0 5.0 5.0 4.0 4.0 3.0 3.0
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Warehousing in a JIT Environment 1111--76
Advantages of Automated
1111--43
Materials ing Systems
• Operating cost savings • Improved service levels • Increased control through more and
better information
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Disadvantages of Automated 1111--54 Materials Handling Systems
• Total commitment to quality • Reduced production lot sizes • Elimination of non-value-added
activities
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
incompatibility, failure or modification 4. Capacity problems, such as limited applications/integration of
equipment into existing system 5. Lack of flexibility to respond to changing environment/not suitable
Problem Area
Percent Mentioning
1. Cost of equipment/financial justification 2. Downtime or reliability of equipment/maintenance interruptions 3. Software-related problems, such as poor documentation,
1111--23 b
Materials Handling Equipment - Automated
• Unit load AS/RS • Car-in-lane • Miniload AS/RS • Horizontal carousels • Vertical carousels • Man-ride machines
天M马c行Gr空aw官-H方ill/博Irw客in：/tmxk_docin ；QQ:1318241189；QQC群op：yr1ig7h5t5©692600312by The McGraw-Hill Companies, Inc. All rights reserved.