Supply Chain Management
供应链管理
Chapter 14
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SUPPLY CHAIN MANAGEMENT
“There is a great deal of confusion regarding
exactly what supply chain management involves.
In fact, most people using the name supply chain
management treat it as a synonym for logistics or
as logistics that includes customers and suppliers.
However, successful supply chain management
requires cross-functional integration of key
business processes within the firm and across the
network of firms that comprise the supply chain.
The challenge is to determine how to successfully
accomplish this integration.”
-Douglas Lambert 2002
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SUPPLY CHAIN MANAGEMENT
Definition
Supply Chain Management encompasses the
planning and management of all activities involved
in sourcing and procurement, conversion, and all
Logistics Management activities. Importantly, it also
includes coordination and collaboration with
channel partners, which can be suppliers,
intermediaries, third-party service providers, and
customers. In essence, Supply Chain Management
integrates supply and demand management within
and across companies.
Council of Supply Chain Management Professionals (2004)
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SUPPLY CHAIN MANAGEMENT
Boundaries & Relationships
Supply Chain Management is an integrating
function with primary responsibility for linking
major business functions and business processes
within and across companies into a cohesive and
high-performing business model. It includes all of
the Logistics Management activities noted above,
as well as manufacturing operations, and it drives
coordination of processes and activities with and
across marketing, sales, product design, finance
and information technology.
Council of Supply Chain Management Professionals (2004)
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Supply Chain Management
…is the integration of key business processes
from end user through original suppliers, that
provides products, services, and information
that add value for customers and other
stakeholders.
供应链管理就是从终端用户到能为客户和
股东提供附加价值的产品、服务和信息的初始
供应商的关键业务流程的整合。
[The International Center for Competitive Excellence, 1994]
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[As modified by the The Global Supply Chain
Forum, 1998]
SUPPLY CHAIN MANAGEMENT
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Source: Adapted from Douglas M. Lambert, Martha C. Cooper, and Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research Opportunities”,
The International Journal of Logistics Management, Vol. 9, No. 2 (1998), p. 2.
FUNCTIONAL INVOLVEMENT IN THE SUPPLY
CHAIN MANAGEMENT PROCESSES
Note: Process sponsorship and ownership must be established to drive the attainment of the supply chain vision and eliminate the functional barriers that
artificially separate the process flows.
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Source: Adapted from Douglas M. Lambert, Larry C. Guinipero and Gary J. Ridenhower, “Supply Chain Management: A Key to Achieving Business Excellence in the 21st Century”, unpublished
manuscript as reported in Keely L. Croxton, Sebastián J. García-Dastugue and Douglas M. Lambert, “The Supply Chain Management Processes”, The International Journal of Logistics
Management, Vol. 12, No.2 (2001), p. 31.
CHANNELS OF DISTRIBUTION
分销渠道
A channel of distribution is a collection
of organized units, institutions, or agencies
within or external to the manufacturer,
which perform the functions that support
product marketing.
分销渠道是制造商内部和外部的组织
单元、机构、代理的集合，它执行产品营
销支持功能。
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BUCKLIN’S THEORY OF
CHANNEL STRUCTURE
巴克林的渠道结构理论
The purpose of the channel is to provide
consumers with the desired combination of its
outputs at minimal cost
• Lot size
• Delivery time
• Market Decentralization (availability)
Louis P. Bucklin 1966
渠道的目的是以最低的成本为消费者提供他们
所期望的产品组合（如批量、递送时间、市场
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分散度 ）。
WHY CHANNELS DEVELOP
分销渠道发展的原因
• They evolve and are rarely planned
• They increase utility (3 of the 4)
– Time
– Place
– Possession
• 交易常规化 To help make transactions routine
• 搜寻 To facilitate searches by consumers
• 理货与配货 To Sort and Assort
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The Discrepancy of Assortment
配货差异
• 制造商的配货与客户的配货通常有差异
The assortment of goods held by a producer and
the assortment of goods demanded by their
customer often differ.
• 渠道中间商的首要功能是以下列“分类过程”调整
配货差异
The primary function of channel intermediaries is
to adjust this “discrepancy of assortment” with
one or more of the following “sorting processes”:
–
–
–
–
理货
集货
分配
配货
Sorting out
Accumulating
Allocation
Assorting
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The Sorting Processes
分类过程
• 理货 SORTING OUT - Grading product or pulling
rejects (eggs: large, ex-large, jumbo)
• 集货 ACCUMULATING - Bringing similar stock
together (grain elevator)
• 分配 ALLOCATION - “Breaking bulk” into
smaller lots (buy a railcar load, sell in cases to
dealers who then sell in individual units)
• 配货 ASSORTING - Bring together different
products (wholesalers assort for retailers,
retailers assort for their customers)
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SUPPLY CHAIN NETWORK STRUCTURE
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Source: Adapted from Douglas M. Lambert, Martha C. Cooper, and Janus D. Pagh, “Supply Chain Management: Implementation Issues and Research
Opportunities,” The International Journal of Logistics Management, Vol. 9, No. 2, 1998, p. 3.
Types of Inter-Company Business Process Links
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Source: Adapted from Douglas M. Lambert, Martha C. Cooper, and Janus D. Pagh, “Supply Chain Management: Implementation Issues
and Research Opportunities,” The International Journal of Logistics Management, Vol. 9, No. 2, 1998, p. 7.
HOW INTERMEDIARIES REDUCE THE COST OF MARKET
CONTACT BETWEEN SUPPLIER AND CUSTOMER
中间商如何减少供应商与客户之间的市场接触成本
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DISTRIBUTION CHANNELS GROCERY PRODUCTS MANUFACTURER
日用品生产商的分销渠道
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INVENTORY POSITIONS AND MAJOR FLOWS
IN A CHANNEL OF DISTRIBUTION
Source: Adapted from Douglas M. Lambert and Mark L. Bennion, “New Channel Strategies for the 1980s,” in Marketing Channels:
Domestics and International Perspectives, ed. Michael G. Harvey and Robert F. Lusch (Norman: Center for Economic Management
Research, School of Business Administration, University of Oklahoma, 1982), p. 127.
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A Framework for Supply Chain Management
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Source: Martha Cooper, Douglas M. Lambert, and Janus D. Pagh, “Supply Chain Management: More than a New Name
for Logistics,” The International Journal of Logistics Management, Volume 8, Number 1(1997), p.10.
Supply Chain Management Vision
The key to achieving an integrated flow of product and information throughout
the supply chain is to create a focused customer interface, a focused supplier
interface, and an integrated, process-oriented, supply chain which is driven by
the customer.
Underlying Process Vision
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Required Behaviors
Customer relationships are managed by customer focus teams which negotiate
mutually beneficial product / service agreements with large, strategically significant
customers.
Customer Relationship Management Process
客户关系管理
• Customer focus teams develop and implement customer
partnering programs.
• Product/service agreements are established.
• New customer interfaces are used to better predict
customer demand and improve the way 3M services its
customers.
• Teams identify and eliminate sources of production
variability.
• Key performance evaluation criteria (both 3M
performance and customer account profitability) are
used to measure results.
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Required Behaviors
Maximizing customer service means that we must provide a focused point of
contact for all customer inquiries in order to insulate them from the complexity of our
large, multi-divisional corporation.
Customer Service Management Process
客户服务管理
• Customer Service provides a single source of customer
information, a point of contact for administration of the
product / service agreement.
• Instant promising/availability information is conveyed via
the supply/demand manager interface.
• On-line/real-time product and pricing information assists
customers with order placement.
• On-line/real-time access to order status information is
available to support customer inquiries.
• Front line technical service assists customers with product
applications and recommendations.
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Required Behaviors
In demand management, customer demand is continuously gathered, compiled and
renewed in order to match our supply capability with requirements in the market.
Demand Management Process
需求管理
• Demand requirements and supply capabilities are
continuously modeled using point of sale and “key”
customer data.
• Market requirements and production plans are
coordinated on an enterprise-wide basis.
• Multiple sourcing and routing options are considered at
the time of order receipt.
• Worldwide on-line/real-time inventory availability check
and promising capacity is employed.
• Demand and production rates are synchronized and
inventories are managed globally.
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Required Behaviors
Rapid response to changing market conditions implies maximum flexibility of our
production planning and manufacturing capabilities.
Manufacturing Flow Management Process
制造流管理
• Production must shift from a supply/push method of
operation to a demand/pull method based on customer
needs.
• Manufacturing processes must flexibly respond to market
changes with rapid changeover capabilities for mass
customization.
• Minimum lot sizes are planned to move toward a make to
order environment.
• Production priorities are driven by required delivery dates.
• Specific supply strategies are developed for each
customer segment.
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Required Behaviors
Relationships with major suppliers are corporately managed in strategic alliances
while purchase order transactions become simplified and integrated with the supply
process.
Supplier Relationship Management
供应商关系管理
• Strategic plans of suppliers/3M are aligned to focus
resources on holding down costs and developing
new products.
• Supplier categorization and management is
implemented on a corporate global basis, with
purchasing in a strategic contracting role.
• Purchase order transactions are integrated with the
supply process to improve 3M productivity and all
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areas of supplier performance.
Required Behaviors
Customer orders that are 100% on-time, accurate, and complete require an
integrated supply and delivery system that is responsive, flexible and
customerdriven.
Fulfillment Process
订单履行
• Customer need dates and requirements drive the
process.
• Manufacturing, distribution, and transportation
plans are integrated.
• Strategic alliances with channel partners and
carriers are formed to meet requirements and to
reduce total-delivered-cost of the product to
customers
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OTHER SCM CONCEPTS TO KNOW
其他供应链概念
• 资源外包 Outsourcing
• 延迟和投机 Postponement (Form, Shape, Location)
& Speculation
• 渠道分流 Channel Separation (Details in next lecture)
• 洞察力 Perspective (Manufacturer, Wholesaler, &
Retailer)
• 密集分销、 选择性分销和独家分销 Intensive,
Selective, & Exclusive Distribution
• SCM vs. ILM
• 速度作为竞争优势 Speed as a competitive advantage
• 供应链问题的症状 Symptoms of SCM Problems…
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SYMPTOMS of SCM PROBLEMS
供应链问题的症状
1. No or incomplete SCM
strategy
2. Poor customer service
definition
3. Poor delivery status data
4. Inefficient information
systems
5. Impact of uncertainty
ignored
6. Weak stocking policies
7. Customer discrimination
8. Poor coordination
9. Weak shipment analysis
10.Unknown or inaccurate
inventory costs
11.Organizational barriers
12.Product design ignores
Supply Chain needs
13.Supply chain design not in
operational decisions
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