供應(yīng)鏈管理現(xiàn)況趨勢與管理教育分析

供應(yīng)鏈管理現(xiàn)況趨勢與教育林正章教授臺灣成功大學(xué)交通管理科學(xué)系2008.11第一頁，共五十六頁。演講大綱

何謂供應(yīng)鏈管理供應(yīng)鏈管理與消費者汰舊換新、多樣化、客製化便捷、新鮮、安全供應(yīng)鏈管理與企業(yè)行銷經(jīng)濟效益、缺貨、長鞭效益供應(yīng)鏈管理與物流企業(yè)整合服務(wù)供應(yīng)鏈管理安全與環(huán)境供應(yīng)鏈管理教育教學(xué)目標(biāo)與課程第二頁，共五十六頁。傳統(tǒng)社會國富論(TheWealthofNations)蘇格蘭經(jīng)濟學(xué)家、亞當(dāng)史密斯的一本經(jīng)濟學(xué)專著致力於滿足市場廣大的需要提倡分工論金字塔型的分工連續(xù)性的大量生產(chǎn)，達到規(guī)模經(jīng)濟第三頁，共五十六頁。當(dāng)今社會消費者企業(yè)品質(zhì)是產(chǎn)品條件品質(zhì)是競爭力差異化大量客製化汰舊換新不斷快速推出新產(chǎn)品國際化產(chǎn)品全球性的廣告與通路最低價格最有經(jīng)濟效率長期保固零件長期快速供應(yīng)便捷性實體廣大的佈點或資訊便捷性新鮮產(chǎn)品保持新鮮的產(chǎn)銷安全產(chǎn)品安全監(jiān)控第四頁，共五十六頁。全球環(huán)境已開發(fā)國家生產(chǎn)過剩外銷給開發(fā)中或未開發(fā)國家。供應(yīng)鏈核心產(chǎn)品與周邊活動委外之結(jié)合為獲利策略。洲際內(nèi)經(jīng)貿(mào)增加經(jīng)貿(mào)協(xié)定以提昇與保護經(jīng)貿(mào)活動。資訊科技的進步增進全球性相同的消費型態(tài)。全球金融與運輸解除管制簡易貨幣流通，提昇運輸效率降低運輸成本。資料來源：BowersoxandCloss(1996)第五頁，共五十六頁。物流管理物流(logistics)是透過資訊科技，對物料由最始原料一直到配送成品至最終消費者整體過程中所牽涉的原料、半成品、成品的流通與儲存，以最有效益的計畫、執(zhí)行與控制，來滿足並符合消費者的需求。LogisticsManagementisthatpartoftheSupplyChainManagementthatplans,implements,andcontrolstheefficient,effectiveforwardandreverseflowandstorageofgoods,services,andrelatedinformationbetweenthepointoforiginandthepointofconsumptioninordertomeetcustomers'requirements.----USCouncilofSupplyChainManagementProfessionals(USCouncilofLogisticsManagement,美國物流學(xué)會)第六頁，共五十六頁。供應(yīng)鏈管理SupplyChainManagementencompassestheplanningandmanagementofallactivitiesinvolvedinsourcingandprocurement,conversion,andallLogisticsManagementactivities.Importantly,italsoincludescoordinationandcollaborationwithchannelpartners,whichcanbesuppliers,intermediaries,third-partyserviceproviders,andcustomers.Inessence,SupplyChainManagementintegratessupplyanddemandmanagementwithinandacrosscompanies.----USCouncilofSupplyChainManagementProfessionals第七頁，共五十六頁。供應(yīng)鏈管理內(nèi)涵第八頁，共五十六頁。供應(yīng)鏈與新產(chǎn)品快速推出第九頁，共五十六頁。供應(yīng)鏈與新產(chǎn)品快速推出第十頁，共五十六頁。供應(yīng)鏈與新產(chǎn)品快速推出TraditionalphasepriceStressphaseAcceptanceofshort-noticerequirementsResolvedphaseJITprinciplesPartnershipphaseLong-termperspective,exchangeoperatingandfinancialinformation,sharerisksandjointinvestmentinfacilities----ScharyandSkjott-Larsen1995第十一頁，共五十六頁。供應(yīng)鏈與新產(chǎn)品快速推出ClusterproductionSetupproductionunitsclosetothecustomer’sassemblyplantAfirst-tiersuppliertoanassemblerinonecountrymustbeabletosupplytheassemblerinotherpartsoftheworldInvolvedindevelopmentofnewmodelsintheearlieststageExpectedtobeatechnologyleader,developingnewtechnologiesindependently----ScharyandSkjott-Larsen1995第十二頁，共五十六頁。供應(yīng)鏈與客製化FedExCaseStudyCustomerInternetFedExNetOrderManagementSystemCallCenterSupplierComponentASupplierComponentBComponentCFedExEDC/AllianceManufacturingFacilityBuildorconfigureOrdersExpressDeliveryofFinishedProductWebOrdersPhoneOrdersOrderConfirmationAdvancedShippingNoticeBuild/Configure-to-Order第十三頁，共五十六頁。製程延遲策略冒險策略(Speculation,anticipatory-based)由預(yù)測來決定生產(chǎn)種類和數(shù)量，與延滯策略相反。由生產(chǎn)的規(guī)模經(jīng)濟，減少行銷、存貨出清，以及生產(chǎn)的不確定性，降低成本。延遲策略(Postponement,response-based)目的：Masscustomization,deliverrapidlyandreducecost產(chǎn)品製程的延遲(manufacturing)不必要製程成品，保持原料型態(tài)，維持改變彈性與避免成品過時。亦稱為拉式生產(chǎn)。產(chǎn)品物流的延遲(logistics)不必要在下游，倉儲於上游供應(yīng)鍊結(jié)構(gòu)，避免成品需求變動再移轉(zhuǎn)成本。第十四頁，共五十六頁。製程延遲策略IncludesproductredesignandprocessredesignProductredesignStandardizeacrossallmarketsProcessredesignIncludesre-sequencingthesub-processesDye,cutandsew,vscut,sewanddye第十五頁，共五十六頁。製程延遲策略ThreedesignprinciplesDesignsoitconsistsofindependentmodulesthatcanbeassembledintodifferentformsoftheproducteasilyandinexpensivelyManufacturingprocessesconsistofcanbemovedorrearrangedeasilyfordifferentdistribution-networkdesignSupplynetworkshouldsupplythebasicproducttothefacilitiesinacosteffectivebeflexibleandresponsivetotakeanddelivercustomers’orders第十六頁，共五十六頁。HP個案LaserJetprinterForEuropeandNorthAmericamarketsDifferentiateproductwithbuilt-indedicatedpowersupplyof110and220voltsassoonasproductionbeganinJapanStandardizepowersupplyforentireproductfamilyHighermaterialcost,butlowertotalcostsofmanufacturing,stockinganddeliveryby5%第十七頁，共五十六頁。HP個案DeskJetprinterBuiltinSingaporeanddistributedinStuttgart,GermanyforEuropemarketCountry-specificexternalpowersupplythatplugsinwhensettinguptheprinterDifferentiationwasperformedinStuttgartHighermanufacturingforfactoriestocustomizetheprinters,butlowertotalcostsofmanufacturing,shippingandinventorydroppedby5%第十八頁，共五十六頁。供應(yīng)鏈與便捷性電子商務(wù)與宅配大榮個案第十九頁，共五十六頁。供應(yīng)鏈與新鮮臺灣地區(qū)冷凍冷藏產(chǎn)業(yè)每年約有300億元的冷凍冷藏產(chǎn)業(yè)規(guī)模低溫物流保持新鮮食品及冷凍食品品質(zhì)從生產(chǎn)到消費過程均處於低溫狀態(tài)「低溫控制技術(shù)」加工製造，低溫監(jiān)控下儲存，運輸配送和銷售仰賴合乎放置低溫食品低溫標(biāo)準(zhǔn)冷凍冷藏設(shè)備運送過程保持適當(dāng)溫度，確保食品安全及品質(zhì)第二十頁，共五十六頁。供應(yīng)鏈與新鮮第二十一頁，共五十六頁。供應(yīng)鏈與新鮮食品分類保存溫度相關(guān)產(chǎn)品簡分鮮食品18oC三明治、便當(dāng)、飯糰、涼麵鮮食冷藏食品0~+7oC生鮮蔬菜、果汁、乳飲料。日常食品(豆腐)、加工肉品(香腸)、鮮花等冷藏冰溫食品-2~+2oC畜肉品(牛豬羊肉)、禽肉品(雞鴨肉)、水產(chǎn)品(魚貝)、刨冰等冷凍食品冰品-18oC以下冷凍疏果、冷凍肉類、冷凍調(diào)理食品(水餃、包子)、冰淇淋等冷凍超低溫食品-30oC以下生魚片第二十二頁，共五十六頁。供應(yīng)鏈與新鮮類型商品類別溫度應(yīng)用案例儲存物品冷藏型物流中心冷藏品0~+7oC綜合食品業(yè)低溫流通業(yè)肉食品加工牛乳、果汁、日常食品(豆腐、乳製品)、加工肉品(香腸、火腿)、保存生鮮蔬果、沙拉、甜點…等冷凍型物流中心冷凍品及冰品-18oC以下綜合食品業(yè)低溫流通業(yè)肉食品加工冰品、冷凍調(diào)理食品(水餃、包子、比薩、調(diào)理飯(麵))、熱狗、關(guān)東煮…等鮮食型物流中心鮮食品恆溫18oC綜合食品業(yè)CVS便利店便當(dāng)、涼麵、飯團…等第二十三頁，共五十六頁。供應(yīng)鏈與安全PfizerInc.MakerofprescriptiondrugsasLipitorandZoloftStrategiesItshipseverypackage,caseandpalletofitsViagrawithRFIDtagstocounterfeititsproductSinceJan2006.Procurementpurchasesrawmaterials,drugsubstances,andthehiringoffreighttransportation.Distribution/logisticscoordinatesthemovementofproductsbetweenglobalsitesSupplychainplanningworkscloselywiththesales/marketingLong-rangeplanningusesmathematicaloptimizationtechnologytocreatethebestO-DroutesOrderentrysystemsinterfacewithafulfillmentmanagementsystemtomonitorflowandinventorywith50globalmanufacturingsites/DCswithareplenishmentmodel第二十四頁，共五十六頁。供應(yīng)鏈與行銷KoreanHyundaiStatusHyundaistartedofferinga10-yearwarrantyonitscarsinUSGoalDistributionnetworksetuptogetthepartsdeliveredquicklytokeepcustomersandasefficientlytokeepthedealershappy.StrategiesThededicatedcarrierarepricedonaper-shipmentdeliveredcostandovernightdeliveriestodealerships.InformationvisibilityImportsfromKoreausinga3PLtotrackallinboundshipmentsMilestoneischeckedandupdated,shipmentstotheports,vesselsailandarrivaldates,intoandreleasebycustoms,originanddestinationrailhead,deliverytoDCandputaway.Hyundaihasbeenabletoreduceinventorybytwoweeks第二十五頁，共五十六頁。供應(yīng)鏈與缺貨

ProcterandGambleStatusOut-of-stockratearound10%.GoalAddressingproductavailability,shelfquality,andon-timedelivery.toreduceinventoryby50%,trimout-of-stocksby50%andachieve20%savingsinlogisticscosts.StrategiesConsumer-drivensupplynetworkofsuppliers,manufacturersandretailersthatfacilitatesreal-timeinformation.Replenishingproductsassoonasthey’repurchasedreceivedbypoint-of-saledataCollaboratescloselywithretailpartnersonin-storepromotionsandevents.20%ofproductcategories(withmorethan10%out-of-stocks)weredroppedtobelow5%ofproducts.Saves$25million/yearbyeliminatingunnecessarytranscriptionworkandout-of-stocks第二十六頁，共五十六頁。供應(yīng)鏈與長鞭效應(yīng)長鞭效應(yīng)(bullwhiporwhiplash)產(chǎn)品需求預(yù)測，來自於零售商對顧客需求的預(yù)測，進而向製造商下訂單，而製造商向供應(yīng)商下訂單也是依照零售商的預(yù)測。如果最底層的顧客需求發(fā)生變動，則層層牽動，影響會愈來愈加大

第二十七頁，共五十六頁。供應(yīng)鏈與長鞭效應(yīng)CausesRemedialstrategiesForecastdemandupdating依預(yù)測採購1.Accesstomarketdemandinformation(useofpointofsale(POS)data)2.Informationsharingacrosssupplychainlinks(useofEDI)3.Vendormanagedinventory(VMI)4.LeadtimereductionandJITsupplyOrderbatching經(jīng)濟規(guī)模訂貨與運輸1.Reductionofprocessingcosts(ComputerAssistedOrdering(CAO))2.Newwaysofachievingeconomiesofscaleintransportation/distribution(3rd-party)第二十八頁，共五十六頁。供應(yīng)鏈與長鞭效應(yīng)Pricefluctuation促銷折扣1.Reducefrequencyandmagnitudeofspecialtradedealsandconsumerpromotions(EverydayLowPrice-EDLP)2.ContinuousReplenishmentPrograms(CRP)Rationingandshortagegaming訂貨按銷售比例分配1.Betterproductallocationpoliciesinshortsupplyperiods(allocationbasedonpastsales)2.Penaltiesonordercancellations第二十九頁，共五十六頁。VendorManagedInventoryVendorManagedInventory(VMI)CoordinatedmanagementoffinishedgoodsinventoriesGoodsinventoriesoutboundfrommanufacturer,distributororresellertoaretailerorothermerchandiserReplenishingfinishedgoodsonareorderpointbasis,Productsongrocerystoreshelves:Frito-Lay&othersnackfood,candyorbeveragevendorsVMIvendorsmissionGeneratepurchaseordersonas-neededbasisReplenishingsuppliesbasedonanestablishedinventoryplanEnsuringhighin-stockperformancewithminimalinventory第三十頁，共五十六頁。VendorManagedInventory第三十一頁，共五十六頁。VMI-CaseStudyVendorImporter&marketerofhygieneproductsCustomerCapitanoftheretailchains:ThewholesalerMainoperationalproblemsinthechainVendorLongleadtimeinsourcingfrominternationalproducersHighvariabilityofordervolumeWholesalerHighstocksPeriodicallypoorserviceforthevendor’sproducts第三十二頁，共五十六頁。VMI-CaseStudyReasonsandresultsPartlyresultfromdemanddistortion

SupplychainisnotsynchronizedtoconsumerdemandWholesalerfeelsbufferneedstokeepservicelevelBenefitsofimplementingVMIClosercooperation&increaseddeliveryfrequencyReducedstockcoveratthewholesalerTotalstockcoverdownfrom10to6daysServicelevelremainstable第三十三頁，共五十六頁。全球運籌風(fēng)險管理SourceEnvironment、Supply、Demand、Process、Control經(jīng)營策略Source:Juttner,Uta(2005),‘Supplychainriskmanagement,’I.J.ofLogisticsManagement,16(1):120-141.

第三十四頁，共五十六頁。全球運籌風(fēng)險管理

–實際運作Source:Juttner,Uta(2005),‘Supplychainriskmanagement,’I.J.ofLogisticsManagement,16(1):120-141.

第三十五頁，共五十六頁。全球運籌風(fēng)險管理

–規(guī)劃Source:Juttner,Uta(2005),‘Supplychainriskmanagement,’I.J.ofLogisticsManagement,16(1):120-141.

第三十六頁，共五十六頁。GlobalLogisticsSecurityEachtradetransactioncaninvolveupto25differentparties.Atypicalcross-bordertransactionmightinvolvefiling35documents,communicatingwith25partiesandcomplyingwithmorethan600lawsand500tradeagreements(Cassidy,2003).第三十七頁，共五十六頁。SecurityInitiativesSource:SheuandLee(2006),‘Avoluntarylogisticssecurityprogram,’SupplyChainManagement,11(4):363-374.

第三十八頁，共五十六頁。MemorandumofUnderstandingCustomsSecurityProfileWithin60daysReviews&makescertificationdecisionsWithin60daysOncecertified,companybecomesaC-TPATParticipant.ForC-TPATvalidation30daynoticeisgivenNecessarydocumentmustbesubmittedWithin30daysPartnershipValidationTeamCustomsCustomsCustomsCertificationValidationWithin3yearsofcertification~10days14第三十九頁，共五十六頁。TheImpactsTheC-TPATcertificationresemblestheISO9000certificationprogram.Bothprogramsareagenericsecurityorqualityassurancesysteminsteadofasecurityorqualityperformancestandard.C-TPATrequiresthattheUScompaniesdevelopamoredetailedunderstandingofforeignsupplierstomonitortheirshipments.Thepracticeofsourcingfromforeignsuppliers,whileeconomicallysound,nowchallengescompaniestocollaboratewithsupplierstoimprovesecurity.第四十頁，共五十六頁。供應(yīng)鏈管理與環(huán)境Sheu,J.B.,Chou,Y.H.andHu,C.C.(2005)臺灣筆記型電腦第四十一頁，共五十六頁。供應(yīng)鏈管理與環(huán)境汽車產(chǎn)業(yè)伍中流，民國91年目前處理廠家數(shù)已足夠廢車拆解後，經(jīng)由破碎廠處理再進入煉鋼廠，有助於降低整體營運成本第四十二頁，共五十六頁。供應(yīng)鏈與環(huán)境由消費者、產(chǎn)業(yè)到都市、社會第四十三頁，共五十六頁。第三方專業(yè)物流公司 “Arelationshipbetweenashipperandthirdpartywhich,hasmorecustomizedofferings,encompassesabroadernumberofservicefunctionsandischaracterizedbyalonger-term,moremutuallybeneficialrelationship.”--AfrickandCalkins,1994--P.MurphyandR.Point,2000第四十四頁，共五十六頁。專業(yè)物流業(yè)服務(wù)內(nèi)容第四十五頁，共五十六頁。專業(yè)物流業(yè)發(fā)展趨勢standardizationhomogenizationtailoringadaptationmulti-domesticGlobalStrategyGlobal/Glolocal併購或聯(lián)盟投資聯(lián)盟、合作、建立全球網(wǎng)路強調(diào)規(guī)模經(jīng)濟強調(diào)產(chǎn)品客製化第四十六頁，共五十六頁。LogisticsResponsibilities(2008)Activity%oftime%managedgloballyForecasting7.353.5Procurement1061.4Manufacturinglogistics7.841.9Customerservice8.837.2Transportation20.154.7Warehousing13.732.6Global8.867.6Inventorymanagement9.847.6Generalmanagement13.749.4LaLondeandGinter(2008),Careerpatternsinlogistics第四十七頁，共五十六頁。FactorswillinfluenceSCdevelopmentWeighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2008),CareerpatternsinlogisticsFactorsWeightedaverageGlobalsupplychains1.45Energyavailabilityandcost1.29Supplychainintegration/informationleverage0.84Roleinfirm’sfinancialperformance0.81Informationtechnology0.73Managingtransportationcosts0.71第四十八頁，共五十六頁。Curriculumfor90daycourseFactorsWeightedaverageStrategicmanagementandplanning/forecasting1.15Globallogistics1.07Financialmanagement/accounting1.02Leanlogistics0.95Supplychainmanagement0.74ITapplications/integration0.63Weighted1st,2ndand3rdchoiceswith3,2,and1pointsLaLondeandGinter(2008),Careerpatternsinlogistics第四十九頁，共五十六頁。USLogisticsProgramRanking1MassachusettsInstituteofTechnology(Sloan)Cambridge,MA

2MichiganStateUniversity(Broad)EastLansing,MI3ArizonaStateUniversity(Carey)Tempe,AZ4CarnegieMellonUniversity(Tepper)Pittsburgh,PA5PennsylvaniaStateUniversity--UniversityPark(Smeal)UniversityPark,PA6UniversityofPennsylvania(Wharton)Philadelphia,PA7OhioStateUniversity(Fisher)Columbus,OH8PurdueUniversity--WestLafayette(Krannert)WestLafayette,IN9StanfordUniversityStanford,CA10UniversityofTennessee--KnoxvilleKnoxville,TN第五十頁，共五十六頁。LearningGoalsMichiganStateUniversityTobuildtheirfunctional,entrepreneurial,analytical,learning,andpersuasivecapabilitiestomaximizetheirflexibilityandimpactinadynamicallychangingglobalcompetitiveenvironment.

ArizonaStateUniversityTheintegrationofchains,e-businessandglobalizationpermeateeachcourse.Thisprogramtrainsmanagerswhoarestrategicthinkers,excellentanalysts,effectivecommunicators/teamleaders,computercompetent,andwhoarefocusedoncostsavings,increasingrevenue,andincreasingshareholdervalue.第五十一頁，共五十六頁。LearningGoalsPennsylvaniaStateUniversityToaccommodateorganizationalandsupplychaingoalsforprofitability,assetutilization,customerservice,andsystemsflexibility.Focuson:Evaluatingkeyenablersofsupplychainnetworkintegration,synchronization,andcollaborationtoachieveprocessinnovationandeffectiveness.Leveraginge-basedprocessesandtechnologiesforimprovingsupplychainperformance.Evaluatingglobalnetworkdesigns.第五十二頁，共五十六頁。LearningGoalsOhioStateUniversityTolearnhowthetotalflowofgoods,servicesandinf