经济信息工程学院
徐赟 博士
Email：xuyun@swufe.edu.cn
通博楼B517
STUDENT LEARNING OUTCOMES
1.
2.
3.
4.
Understand SCM and CRM
Define and describe IT infrastructure
Know how to measure IT success
Describe business continuity planning
(BCP) and its phases
SUPPLY CHAIN MANAGEMENT

Supply chain management (SCM) – tracks
inventory and information among business
processes and across companies
The Supply Chain



A network of organizations and processes
for procuring raw materials, transforming
them into products, and distributing the
products
Upstream supply chain: firm’s suppliers,
suppliers’ suppliers, processes for managing
relationships with them
Downstream supply chain: organizations
and processes responsible for delivering
products to customers
Copyright@黄丽华，复旦大学管理学院
4
Case: LI & FUNG




1、利丰是谁？
2、利丰是如何运作的？
3、在这个订单完成过程中，利丰完成了哪些工
作（作用）？
4、什么这些大客户愿意把整个订单的完成过程
交给利丰？（对客户的价值）
5
利丰（Li & Fung）的成长
1906年
20世纪80年代中期
21世纪初
 现任主席冯国经的祖父利
用自己会说英语的优势而
创办，作为国际贸易经纪
人/采购代理商
 在中国台湾地区、韩国、新加坡开设办
事处
 拓展成为地区性的货源代理商
 主业为经营纺织产品
 成功的全球供应链管理者：一个信息结点
 进入风险投资领域，帮助创业者成长，从
而获利
1906
1986
1992
1995
2005
1976年
20世纪80年代后期
1995年
 地区采购代理行业走向衰落
 冯国经、冯国纶兄弟接手管
理利丰
 从货源代理商拓展为生产计划的管理者
和实施者
 在东亚地区管理和安排分散生产
 开始全球扩张
 专门从事设计、生产管理等
高附加值业务
6
利丰模式：典型的供应链过程
台湾
编织、染色
日本
韩国
纱线
欧洲
客户
纽扣、拉链
大陆
香港
利丰集团
纽扣、拉链
泰国
裁剪、制衣
订购1
万件衣
服
7
利丰模式：当今国际化生产的玩具

多宝得力是一只能说话会倒立的玩具狗，但关键的是组装他的零配件来源。
今年位于广东南海的得力达实业公司为利丰集团的美国客户旧金山玩具公司
生产了7.5万只这样的玩具狗，其在美国的售价为29.9 美元。
声音辨识需求单
美国旧金山
声音辨识编程
塑料眼球：中国深圳
中国台湾
塑料身体：
马来西亚
外套纤维布：
韩国
发声扬声器
中国东莞
马达：中国韶山
塑料脚：中国台湾
半导体：中国深圳
集成电路板：中国台湾
透明绞线：中国东莞
包装：中国香港
8
利丰网站的定位
小
供
应
商
外联网
Extranet
外联网
Extranet
大购
买者
(窄而深
的关系)
利丰贸易公司
Lifung.com
StudioDirect.com
互联网
Internet
中小
购买
者
利用因特网技术和公司的传统优势，加强利丰公司现
有的商业活动
9
利丰的核心工作
利丰公司在香港进行高附加值的前期和后期工作
前期工作
后期工作
设计
管理
生产计划
质量控制
测试、包装
物流、运输
信息
网络
利丰公司把中间段工作交给7500家供应商去
做，其中某个时刻有2500家供应商在工作
原材料和
其他部分
的生产
管理
生产
•为每类顾客组
建一个团队，有
效满足顾客需求
•深入到供应商
，确保每件事正
确完成
•利用网络优势
培育供应链伙伴
，帮助他们成功
10
Process View
计划
Deliver
Suppliers’
supplier
Source
Make
Deliver
Source
Make
Deliver
Supplier
Make
Deliver
Customers
Your Company
(internal or external)
Source
(internal or external)
Source
Customers’
customers
（Core Company）
Copyright@黄丽华，复旦大学管理学院
11
Nike’s Supply Chain
This figure illustrates the major entities in Nike’s supply chain and the flow of information upstream and
downstream to coordinate the activities involved in buying, making, and moving a product. Shown here
is a simplified supply chain, with the upstream portion focusing only on the suppliers for sneakers and
sneaker soles.
12
烟草供应链“网链结构”模型
供应商的供应商
供应商
贸易和配送
信息和资金流
卷烟生产厂
实物流
烟叶、物资采购中心
零售商、客户
13
某化妆品供应链
Inventory
Supplier
Mtl Whse
Cust Whse
Retail
The Chain
WALMART
Supplier
Purchase
Cust Whse
Retail
Mtl Whse
供应商
The Time Total = 610 days
Supplier
Day 0
Mtl Whse
55
55
顾客
Mfg Ops
170
170
FG Whse
245
245
Customer Whse
370
370
Retail Store
430
430
Purchase
610
14
55
115
75
125
60
180
牛鞭效应 (Bullwhip Effect)
很小的摆动
稳定的消费
顶端的摆动最大
上游， 变动性越来越大
工厂
配送中心
信息流
分销商
采购
零售商
顾客
物流
15
越往供应链上游，订单波动越来越大
零售商给批发商的订单
20
20
15
15
10
10
订单数量
订单数量
客户端销售
5
0
5
0
时间
制造商给供应商的订单
20
20
15
15
订单数量
订单数量
批发商给制造商的订单
10
5
0
时间
时间
10
5
0
时间
Supply Chain Management

Delivering the right product in the right place, at
the right price, at the right time, and in the right
condition is what Supply Management is all
about.
计划
Deliv Sourc Make Deliv
e
er
er
供应商
供应商的
(internal or
供应商r
external)

原料
制造
您的公司
交付
Sourc
e
Make
客户
Deliv
er
（内部或外部）
(internal or
external)
Sourc
e
客户的
客户r
SCM is about buying the right things and
shortening the delivery cycles
17
供应链管理基本目标
Seven Rights
正确的
时间
正确的
地点
正确的
产品
正确的
成本
7 R 规则
正确的
数量
正确的
状态
正确的
顾客
18
An example
Dell’s Effective SCM Through JIT
Inventory management
Figure 3-13
Supply Chain Management:
Standpoint of Information Systems

Supply Chain Planning



Supply Chain Execution


Advanced planning and schedule
Quality Chain Planning
Advanced execution systems: Materials, Quality
Tracking，Suppliers Evaluation, Financial
Treatment,…..
E-Commerce: B2B or E-Procurement
22
Supply chain planning
Advanced Scheduling
and manufacturing planning
Order
Commitment
Or available-to
-promise system
Demand
Planning
Customer Orders
Transportation
Planning
Distribution
Planning
Integrated Application Systems
23
Advanced Execution Systems
Lean Production：需求拉动，连续制造
Demand
(Forecast / Sales Orders / EDI)
Customer
Flow
Schedule
Customer
Shipment
PRODUCTION PIPE
Period
MDS/
MPS/
MRP
Planned
Orders
Supplier
Scheduling
Bin
1
Bin
2
Bin
1
10 min
Bin
1
Bin
2
X
20 min
Opn 40
X
Opn 30
X
20 min
X
10 min
Opn 20
X
Opn 10
Completion
Backflush
Bin
2
Consigned
Inventory
2-bin
kanban
Dock-to-Rip
Pay-on-Receipt
EDI
Suppliers
SubAssembly
Stores
Raw
Material
Stores
Receiving
Inspection
Purchasing
Finished
Goods
Stores
Dock-to-Stock
(Pay-on-Invoice)
Pull from
Production
Anothe r
Production
Pipe
24
Supply Chain Execution


Key differentiator in increasingly competitive
markets
Functions：





Order planning process
Production process
Replenishment process
Distribution management
Reverse distribution or logistics
25
Supply Chain Execution
Forecasting
Aggregate
Inventory Planning
Capacity
planning
Replenishment Process
MPS/Sourcing
Order
Entry and
Processing
Order
Confirmation
Fulfillment
Planning
Inventory Availability
-Schedule Production
Allocate Inventory
-Priority Orders
Order Planning Process
Production Process
Production
Scheduling
Distribution
Scheduling
Pick and
Load
Schedule
Home
Delivery
Customer
Service
Distribution Process
26
SCM：e-Business
27
Synergy of Integrated Standards
Aligning the Movement of Products and Information
Customer
3. Notify Advance Shipment (PIP 3B2)
with Serial Shipping Container Codes (SSCC) Supplier
1. Request Purchase Order (PIP 3A4)
5. RFID read
automates
shipping receipt
using SSCCs
RFID Read
aligns with PIP®
4. RFID tags applied
to containers and pallets
using supplier-defined SSCCs
2. Assign Serial
Shipping Container
Codes (SSCCs)
3. Notify Shipping
Documentation
(PIP 3B18)
(with SSCCs)
PIP® Initiates
Shipment
Logistics Service Provider
CUSTOMER RELATIONSHIP
MANAGEMENT

CRM is defined as a business strategy enabled by
IT, aimed at helping companies know their
customers better with the goal of ultimately
inspiring greater loyalty and a more robust bottom
line.
Key components

A CRM is a complete business strategy

Appropriate IT

Knowing customer

Greater loyalty
30
CRM：3 stages

Get a new customer

Improve profits of old customers

Enhance loyalty of old customers
31
CRM Software

CRM packages are available with a wide
spectrum of functions




Partner relationship management (PRM)
Sales force automation (SFA)
Customer service
Marketing




Cross-selling
Up-selling
Bundling
http://www.salesforce.com/
32
CRM Application Architecture
Analytical CRM
Operational CRM
ERP
SCM
Order Mgmt
Order Process Mgnt
Customer
service
Marketing
Automation
Mobile Sales
(Production CFG)
Voice
(IVR,CTI,)
Conferencing
Order Mgmt
Data
Warehouse
Legacy
Systems
Sales
Automation
Field
Service
E-mail
E-Resp Mgnt
Customer
Activity
Data Mart
Customer
Data Mart
Vertical Apps
Category Mgnt
Fax/Letter
Product
Data Mart
Marketing
Automation
Carriage Mgnt
Direct
Interaction
33
CRM Application and IT Support
Core Elements of CRM Process
Customer
Service and
Support
Marketing and
Fulfillment
Sales
•Cross-sell
•Up-sell
•TeleSale
E-mail
Fax
Customer
VRU
Telephone
Web
Store Front
and Field
Service
Contact Management
Retention and
Loyalty
Programs
Oracle CRM 3i

Five modules ：





Oracle Marketing 市场营销
Oracle Sales 销售
Oracle Service 服务
Oracle Call Center 呼叫中心
Oracle e-commerce 电子商务
36
CRM不只是…





CRM不只是一对一营销或个性化营销
CRM不只是呼叫中心
CRM不只是一套软件，更不只是统计软件
CRM不只是在销售部门实施
……
37
GM’s Sales Force Automation
(Purchase Funnel)
IT INFRASTRUCTURE


Infrastructure – the structure beneath a
structure
IT infrastructure is the implementation of
your organization’s architecture
Evolution of IT Infrastructure
• Electronic accounting machine era:
(1930–1950)
• General-purpose mainframe and
minicomputer era: (1959 to present)
• Personal computer era: (1981 to
present)
• Client/server era: (1983 to present)
• Enterprise internet computing era:
(1992 to present)
Decentralized Infrastructure

Decentralized – involves little or no sharing
of IT and other resources such as information.
Centralized Infrastructure

Centralized – sharing information systems in
one central area or on one central mainframe.
Distributed Infrastructure
Client/Server Infrastructure
Tiered Infrastructure
IT SUCCESS METRICS



To justify costs of technology, you need to
measure its success
Metrics are also called benchmarks,
baseline values a system seeks to attain.
Benchmarking – process of continuously
measuring system results and comparing
them to benchmarks
What is a successful system？
A Successful System ？
Different perspectives



(1) Success as viewed by developing staff.
(2) Success as viewed by the MIS-adopting
organization’s managers and employees
(accountants, operation staff, etc)
(3) Success as viewed by the MIS-adopting
organization and its customers, suppliers,
and investors.
A Successful System ？
Different time
SUCCESS IN THE PROJECT PHASE

Budget，Time，Function
SUCCESS IN THE SHAKEDOWN
PHASE



(1) Short-term changes occurring after system
‘go-live’ in key business performance
indicators such as operating labour costs.
(2) Length of time before key performance
indicators achieve ‘normal’ or expected
levels.
(3) Short-term impacts on the organization’s
adopters, suppliers and customers such as
average time on hold when placing a
telephone order.
SUCCESS IN THE ONWARD AND
UPWARD PHASE



(1) Achievement of business results expected
for the MIS project, such as reduced IT
operating costs
(2) Ongoing improvements in business results
after the expected results have been achieved.
(3) Ease in adopting new MIS releases, other
ITs, improved business practices, etc., after
the MIS system has achieved stable
operations.
Efficiency & Effectiveness Metrics

Efficiency – doing something right




In the least time
At the lowest cost
With the fewest errors
Effectiveness – doing the right things


Getting customers to buy when they visit your
site
Answering the right question with the right
answer the first time
Types of IT Success Metrics




Infrastructure-centric metrics
Web-centric metrics
Financial metrics
Etc
Infrastructure-Centric Metrics







Throughput
Transaction speed
System availability
Accuracy
Response time
Scalability
Web-Centric Metrics









Unique visitors
Total hits
Page exposures
Conversion rate
Click-through
Cost-per-thousand
Abandoned registrations
Abandoned shopping carts
Financial Metrics



Ultimately, an IT system must make financial
sense
Financial metrics are also called capital
analysis financial models
Many and varied
Financial Metrics
Total Cost of Ownership (TCO)

TCO is a financial estimate. Its purpose is to help
consumers and enterprise managers determine
direct and indirect costs of a product or system.
IT CULTURE
IT culture – refers to

1.
2.
How the IT function is placed structurally
within an organization
The organization’s philosophical approach to
the development, deployment, and use of IT
IT Function Structural Placement

Top-down silo –
IT function
handles all IT
needs; strong
“command and
control” structure
IT Function Structural Placement

Matrix – Separate
IT department
but decision
making is
“matrixed” across
the organization
IT Function Structural Placement

Fully integrated–
separate IT
function but IT
personnel are
placed within
functional areas;
tremendous
empowerment
IT Culture Philosophical
Approach

Ranging from…


“Wait and see”

Must prove ROI before adopting technologies
Early adopters

Support technology innovation failure, a
reward system for trying new technologies
even if they prove to be unsuccessful
Today
You learned:

Major business initiatives with IT

IT cultures
Next time

Security and Privacy
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