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第一部份 供應鏈設計規劃與營運之策略性架構 1.了解供應鏈 2.供應鏈績效 3.供應鏈驅動與阻礙因素

第一部份 供應鏈設計規劃與營運之策略性架構 1.了解供應鏈 2.供應鏈績效 3.供應鏈驅動與阻礙因素. 第一章 了解供應鏈. What is supply chain management? A supply chain strategy framework Seven Eleven Japan. 傳統觀點 : 物流與經濟 (1990, 1996). 貨物運輸 $352, $455 Billion 庫存支出 $221, $311 Billion 管理費用支出 $27, $31 Billion

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第一部份 供應鏈設計規劃與營運之策略性架構 1.了解供應鏈 2.供應鏈績效 3.供應鏈驅動與阻礙因素

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  1. 第一部份 供應鏈設計規劃與營運之策略性架構1.了解供應鏈2.供應鏈績效3.供應鏈驅動與阻礙因素

  2. 第一章 了解供應鏈 • What is supply chain management? • A supply chain strategy framework • Seven Eleven Japan

  3. 傳統觀點:物流與經濟(1990, 1996) • 貨物運輸 $352, $455 Billion • 庫存支出 $221, $311 Billion • 管理費用支出 $27, $31 Billion • 物流相關活動總計 11%, 10.5% of GNP. Source: Cass Logistics

  4. Profit Logistics Cost Marketing Cost Manufacturing Cost 傳統觀點:製造業中之物流 • 利潤 4% • 物流成本 21% • 行銷成本 27% • 生產成本 48%

  5. 供應鏈中的流動 資訊流Information 產品流Product 顧客 Customer 金流Funds Supply Chain

  6. Integrated Supply Chain

  7. A View of Business Logistics in a Firm

  8. Integrated Logistics Management

  9. 供應鏈之循環觀點Cycle View of Supply Chains 顧客 Customer 顧客訂單循環 Customer Order Cycle 零售商 Retailer 補貨循環 Replenishment Cycle 配送商 Distributor 製造循環 Manufacturing Cycle 製造商 Manufacturer 採購循環 Procurement Cycle 供應商 Supplier

  10. 供應鏈之推/拉觀點Push/Pull View of Supply Chains 採購 Procurement, 顧客訂貨循環 Customer Order Cycle 製造 Manufacturing and 補貨 Replenishment cycles 推式過程 PUSH PROCESSES 拉式過程 PULL PROCESSES 顧客訂單發生 Customer Order Arrives

  11. 採購 Procurement, 顧客訂貨循環 Customer Order Cycle 製造 Manufacturing 推式過程 PUSH PROCESSES 拉式過程 PULL PROCESSES 採購循環 顧客訂單與製造循環 製造商 (Dell) Manufacturer 顧客 Customer 供應商 Supplier DELL 電腦公司供應鏈之推拉方式Push/Pull Process for Dell Supply Chains 顧客訂單發生Customer Order Arrives

  12. Examples of Supply Chains • Dell / Compaq • Toyota / GM / Ford • McMaster Carr / W.W. Grainger • Amazon / Borders / Barnes and Noble • Webvan / Peapod / Jewel What are some key issues in these supply chains?

  13. 日本7-11案例 Seven Eleven Japan

  14. 分店數成長Seven Eleven - Number of Stores 1999: 8,027

  15. 淨銷售額Seven Eleven - Net Sales

  16. 稅前盈餘Seven Eleven - Pre tax Profit

  17. 庫存日數Seven Eleven - Inventory (days)

  18. 店面形象Japanese Images of Seven Eleven • 方便 • 愉快有活力的商店 • 眾多現食餐點可選購 • 著名的盒裝餐點 • 單身者週末購買午餐晚餐的地點

  19. 主要貨品種類Key Product Categories • 加工食品 Processed Foods: 50 % • 新鮮食品 Fresh Foods: 30 % • 其他非食品 Non Foods: 20 %

  20. 商店概況Store Description • 平均大小 = 100 平方公尺 (約 1/3 典型美國商店大小) • 每日平均營業額 = 700,000 日圓 (約典型美國商店2倍) • 單品項數: 超過 3,000 (隨時段、日期、季節而變) • 幾乎沒有堆放存貨的空間

  21. 供應鏈目標Supply chain Objective • 供給與需求的精確配合(依地點、時段、日期與季節) Micro matching of supply and demand (by location, time of day, day of week, season)

  22. 開店策略Facilities Strategy • 大量開店，位於方便的地段，緊臨顧客步行的路線 • 一旦選在某處開始設點，就包圍整個區域開設更多的分店；分店也配合配送中心位置，整群的方式開設。 • 東京地區有844 分店; 全國21 行政區內 有5,523 家

  23. Information Strategy • Quick access to up to date information (as contrasts with data) • High speed data network linking stores, headquarters, DCs and suppliers • Store hardware • Store computer • POS registers linked to store computer • Graphic Order Terminals • Scanner terminals for receiving

  24. Information Analysis of POS Data • Sales analysis of product categories over time • SKU analysis • Analysis of waste or disposal • Ten day (week) sales trend by SKU • Sales trends for new product • Sales trend by time and day • List of slow moving items • Contribution of product to sections in store display

  25. Distribution Strategy • Delivery arrives from over 200 plants • Delivery is cross docked at DC (over 80 DCs for food) • Food DCs store no inventory • Combined delivery system: frozen foods, chilled foods, room temperature and hot foods • 11 truck visits per store per day (compared to 70 in 1974) • No supplier (not even coke!) delivers direct

  26. The Future • 7-eleven growing rapidly in the US • 7-eleven aims to be a web depot in both the US and Japan. Does this make sense from a supply chain perspective?

  27. 第二章建立合適之供應鏈策略 • 企業價值鏈與供應鏈的關係 • 反應與效率 • 策略適合性的必要性與做法 • 供應鏈策略性範疇之擴展

  28. 企業價值鏈：經營策略與供應鏈之連結The Value Chain: Linking Supply Chain and Business Strategy 圖 2.1 Business Strategy New Product Strategy Marketing Strategy Supply Chain Strategy New Product Development Marketing and Sales Operations Distribution Service Finance, Accounting, Information Technology, Human Resources

  29. 策略合適性Strategic Fit • 競爭策略—顧客的偏好順位 • 供應鏈策略—製造, 配送, 服務的能力 • 競爭策略與供應鏈策略的一致性企業策略適合性 • 企業為何會發生策略不合適? • 行銷策略 快速的提供多樣化產品 • 供應鏈策略 最低成本運輸方式 功能性目標 的衝突

  30. 如何達成策略適合性How to Achieving Strategic Fit 1. 瞭解顧客 Understanding the Customer 了解顧客的需求特性 • Lot size • Response time • Service level • Product variety • Price • Innovation 如何衡量? 內含的需求不確定性 Implied Demand Uncertainty

  31. Levels of Implied Demand Uncertainty Detergent Long lead time steel High Fashion Emergency steel Customer Need Price Responsiveness Low High Implied Demand Uncertainty

  32. Understanding the Supply Chain: Cost-Responsiveness Efficient Frontier Responsiveness High Low Cost High Low

  33. Responsive supply chain Responsiveness spectrum Zone of Strategic Fit Efficient supply chain Certain demand Implied uncertainty spectrum Uncertain demand Achieving Strategic Fit

  34. Strategic Scope Manufacturer Distributor Retailer Customer Suppliers Competitive Strategy Product Dev. Strategy Supply Chain Strategy Marketing Strategy

  35. 第三章

  36. Efficiency Responsiveness Supply chain structure Inventory Transportation Facilities Information Drivers Drivers of Supply Chain Performance

  37. Considerations for Supply Chain Drivers

  38. Supply Chain Decisions: Structuring Drivers Syllabus Strategy (Design) Planning Operation

  39. Major Obstacles to Achieving Fit • Multiple owners / incentives in a supply chain • Increasing product variety / shrinking life cycles / customer fragmentation Local optimization and lack of global fit Increasing implied uncertainty

  40. Dealing with Multiple Owners / Local Optimization • Information Coordination • Contractual Coordination

  41. Dealing with Product Variety: Mass Customization Long Lead Time Short Mass Customization High Low Cost Customization Low High

  42. Fragmentation of Markets and Product Variety • Are the requirements of all market segments served identical? • Are the characteristics of all products identical? • Can a single supply chain structure be used for all products / customers? No! A single supply chain will fail different customers on efficiency or responsiveness or both.

  43. Tailored Logistics • Each Logistically Distinct Business (LDB) will have distinct requirements in terms of • Inventory • Transportation • Facility • Information Key: How to gain efficiencies while tailoring logistics?

  44. Applying the Framework to e-commerce: What is e-commerce? • Commerce transacted over the Internet • Is product information displayed on the Internet? • Is negotiation over the Internet? • Is the order placed over the Internet? • Is the order tracked over the Internet? • Is the order fulfilled over the Internet? • Is payment transacted over the Internet?

  45. Existing Channels for Commerce • Product information • Physical stores, EDI, catalogs, face to face, … • Negotiation • Face to face, phone, fax, sealed bids, … • Order placement • Physical store, EDI, phone, fax, face to face, … • Order tracking • EDI, phone, fax, … • Order fulfillment • Customer pick up, physical delivery

  46. Revenue Impact of E-Commerce • Length of supply chain • Product information • Time to market • Negotiating prices and contract terms • Order placement and tracking • Order fulfillment • Payment

  47. Cost Impact of E-Commerce • Facility costs • Site and processing cost • Inventory costs • Cycle, Safety, Seasonal inventory • Transportation costs • Inbound and outbound costs • Information sharing • Coordination

  48. Summary • Two views of a supply chain • A strategic framework: Achieving fit -Efficiency/Responsiveness and Supply chain drivers • Tailored logistics • E-commerce framework • 7-eleven

  49. What is Supply Chain Management? Managing supply chain flows and assets, to maximize supply chain surplus. • What is supply chain surplus?

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