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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
1
第一章 了解供應鏈
 What
is supply chain management?
 A supply chain strategy framework
 Seven Eleven Japan
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
2
傳統觀點:物流與經濟(1990, 1996)
 貨物運輸
 庫存支出
 管理費用支出
 物流相關活動總計
$352, $455 Billion
$221, $311 Billion
$27, $31 Billion
11%, 10.5% of GNP.
Source: Cass Logistics
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
3
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
3/9/02
48%
Profit
Logistics
Cost
Marketing
Cost
Manufacturing
Cost
M.D. May modify from S.Chopra/Logistics Strategy
4
供應鏈中的流動
資訊流Information
產品流Product
金流Funds
3/9/02
顧客
Customer
M.D. May modify from S.Chopra/Logistics Strategy
5
Integrated Supply Chain
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
6
A View of Business Logistics in a Firm
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
7
Integrated Logistics Management
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
8
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
9
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
推式過程
拉式過程
PUSH PROCESSES
PULL PROCESSES
顧客訂單發生
Customer Order Arrives
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
10
DELL 電腦公司供應鏈之推拉方式
Push/Pull Process for Dell Supply Chains
採購 Procurement,
顧客訂貨循環
Customer Order Cycle
製造 Manufacturing
推式過程
拉式過程
PUSH PROCESSES
PULL PROCESSES
顧客訂單發生Customer Order Arrives
採購循環
供應商 Supplier
3/9/02
顧客訂單與製造循環
製造商 (Dell)
顧客 Customer
Manufacturer
M.D. May modify from S.Chopra/Logistics Strategy
11
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?
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
12
日本7-11案例
Seven Eleven Japan
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
13
分店數成長
Seven Eleven - Number of Stores
1999: 8,027
6000
5000
4000
Number of Stores
3000
2000
1000
0
85
3/9/02
86
87
88
89
90
91
92
93
94
M.D. May modify from S.Chopra/Logistics Strategy
14
淨銷售額
Seven Eleven - Net Sales
1400
1200
1000
800
Net Sales
600
400
200
0
85
3/9/02
86
87
88
89
90
91
92
93
94
M.D. May modify from S.Chopra/Logistics Strategy
15
稅前盈餘
Seven Eleven - Pre tax Profit
100
90
80
70
60
50
40
30
20
10
0
Profit
85
3/9/02
86
87
88
89
90
91
92
93
94
M.D. May modify from S.Chopra/Logistics Strategy
16
庫存日數
Seven Eleven - Inventory (days)
14
12
10
8
Inventory
6
4
2
0
85
3/9/02
86
87
88
89
90
91
92
93
94
M.D. May modify from S.Chopra/Logistics Strategy
17
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
18
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 %
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
19
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
20
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)
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
21
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
22
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
»
»
»
»
3/9/02
Store computer
POS registers linked to store computer
Graphic Order Terminals
Scanner terminals for receiving
M.D. May modify from S.Chopra/Logistics Strategy
23
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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?
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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 Marketing
Strategy
Strategy
New
Product
Development
Supply Chain Strategy
Marketing
and
Operations Distribution
Sales
Service
Finance, Accounting, Information Technology, Human Resources
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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
3/9/02
功能性目標
的衝突
M.D. May modify from S.Chopra/Logistics Strategy
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
–
–
–
–
–
–
3/9/02
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
M.D. May modify from S.Chopra/Logistics Strategy
31
Levels of Implied Demand Uncertainty
Detergent
Long lead time steel
High Fashion
Emergency steel
Customer Need
Price
Responsiveness
Low
High
Implied Demand Uncertainty
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
32
Understanding the Supply Chain: CostResponsiveness Efficient Frontier
Responsiveness
High
Low
Cost
High
3/9/02
Low
M.D. May modify from S.Chopra/Logistics Strategy
33
Achieving Strategic Fit
Responsive
supply chain
Responsiveness
spectrum
Efficient
supply chain
Certain
demand
3/9/02
Implied
uncertainty
spectrum
Uncertain
demand
M.D. May modify from S.Chopra/Logistics Strategy
34
Strategic Scope
Suppliers Manufacturer Distributor
Retailer
Customer
Competitive
Strategy
Product Dev.
Strategy
Supply Chain
Strategy
Marketing
Strategy
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
35
第三章
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
36
Drivers of Supply Chain Performance
Efficiency
Responsiveness
Supply chain structure
Inventory
Transportation
Facilities
Information
Drivers
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
37
Considerations for Supply Chain Drivers
Driver
Efficiency
Responsiveness
Inventory
Cost of holding
Availability
Transportation
Consolidation
Speed
Facilities
Consolidation /
Proximity /
Dedicated
Flexibility
What information is best suited for
each objective
Information
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
38
Supply Chain Decisions: Structuring
Drivers
Strategy
(Design)
Syllabus
Planning
Operation
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
39
Major Obstacles to Achieving Fit
 Multiple
owners / incentives in a supply chain
Local optimization and lack of global fit
 Increasing
product variety / shrinking life cycles /
customer fragmentation
Increasing implied uncertainty
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
40
Dealing with Multiple Owners / Local
Optimization
 Information
Coordination
 Contractual
Coordination
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
41
Lead Time
Dealing with Product Variety: Mass
Customization
Long
Short
Mass
Customization
High
Low
Low
3/9/02
High
M.D. May modify from S.Chopra/Logistics Strategy
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.
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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?
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
44
Applying the Framework to ecommerce: What is e-commerce?
 Commerce
–
–
–
–
–
–
3/9/02
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?
M.D. May modify from S.Chopra/Logistics Strategy
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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

3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
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
3/9/02
M.D. May modify from S.Chopra/Logistics Strategy
49
What is Supply Chain Management?
Managing supply chain flows and assets, to maximize
supply chain surplus.
 What
3/9/02
is supply chain surplus?
M.D. May modify from S.Chopra/Logistics Strategy
50