02 M.D. May modify from S.Chopra/Logistics Strategy 第 第第 第第第第第第第第第第第第第第第第 一 1. 了了了了了 2. 了了了了了 3. 了了了了了了了了了了
Jan 03, 2016
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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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第一章 了解供應鏈 What is supply chain management? A supply chain strategy framework Seven Eleven Japan
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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
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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%
Profit
Logistics Cost
Marketing Cost
Manufacturing Cost
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供應鏈中的流動
顧客Customer
資訊流 Information
產品流 Product
金流 Funds
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供應鏈之循環觀點Cycle View of Supply Chains
顧客訂單循環Customer Order Cycle
補貨循環Replenishment Cycle
製造循環Manufacturing Cycle
採購循環Procurement Cycle
顧客 Customer
零售商 Retailer
配送商 Distributor
製造商 Manufacturer
供應商 Supplier
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供應鏈之推 / 拉觀點Push/Pull View of Supply Chains
採購 Procurement,製造 Manufacturing and補貨 Replenishment cycles
顧客訂貨循環Customer Order Cycle
顧客訂單發生Customer Order Arrives
推式過程PUSH PROCESSES
拉式過程PULL PROCESSES
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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
採購 Procurement,
製造 Manufacturing
顧客訂貨循環Customer Order Cycle
推式過程PUSH PROCESSES
拉式過程PULL PROCESSES
製造商 (Dell)Manufacturer
顧客訂單與製造循環
顧客 Customer
供應商 Supplier
採購循環
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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?
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分店數成長Seven Eleven - Number of Stores
0
1000
2000
3000
4000
5000
6000
85 86 87 88 89 90 91 92 93 94
Number of Stores
1999: 8,027
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淨銷售額Seven Eleven - Net Sales
0
200
400
600
800
1000
1200
1400
85 86 87 88 89 90 91 92 93 94
Net Sales
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稅前盈餘Seven Eleven - Pre tax Profit
0102030405060708090
100
85 86 87 88 89 90 91 92 93 94
Profit
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庫存日數Seven Eleven - Inventory (days)
0
2
4
6
8
10
12
14
85 86 87 88 89 90 91 92 93 94
Inventory
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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
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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 %
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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
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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)
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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
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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
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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
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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
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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?
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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
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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
NewProduct
Development
Marketingand
Sales Operations Distribution Service
Finance, Accounting, Information Technology, Human Resources
Business Strategy
New ProductStrategy
MarketingStrategy
圖 2.1
Supply Chain Strategy
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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
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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
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Levels of Implied Demand Uncertainty
Low High
Price Responsiveness
Customer Need
Implied Demand Uncertainty
DetergentLong lead time steel
High FashionEmergency steel
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Understanding the Supply Chain: Cost-Responsiveness Efficient Frontier
High Low
Low
High
Responsiveness
Cost
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Achieving Strategic Fit
Implied uncertainty spectrum
Responsive supply chain
Efficient supply chain
Certain demand
Uncertain demand
Responsiveness spectrum Zone o
f
Strateg
ic Fit
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Strategic Scope
Suppliers Manufacturer Distributor Retailer Customer
Competitive Strategy
Product Dev. Strategy
Supply Chain Strategy
Marketing Strategy
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Drivers of Supply Chain Performance
Efficiency Responsiveness
Inventory Transportation Facilities Information
Supply chain structure
Drivers
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Considerations for Supply Chain Drivers
Driver Efficiency Responsiveness
Inventory Cost of holding Availability
Transportation Consolidation Speed
Facilities Consolidation /Dedicated
Proximity /Flexibility
Information What information is best suited foreach objective
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Supply Chain Decisions: Structuring Drivers
Strategy(Design)
Planning
Operation
Syllabus
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Major Obstacles to Achieving Fit
Multiple owners / incentives in a supply chain
Increasing product variety / shrinking life cycles / customer fragmentation
Increasing implied uncertainty
Local optimization and lack of global fit
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Dealing with Multiple Owners / Local Optimization
Information Coordination
Contractual Coordination
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Dealing with Product Variety: Mass Customization
MassCustomization
MassCustomization
High
HighLow
Low
Long
Short
Lea
d T
ime
Cost
Customizatio
n
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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.
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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?
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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?
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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
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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
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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
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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