资源描述
SmeltingRollingCan MakingLabelFillingDistributionRetailingThere are more opportunities in better management of global supply chainsthan you think澳大利亚矾土矿冶炼辊压制罐贴标签填装分销零售一个英国家庭的冰箱改进全球供应链管理的机会之多超乎想象SmeltingRollingCan MakingLabelFillingDistributionRetailingA British HouseholdRefrigeratorTime in the Pipeline319 Days3 Hours of“Actual Work”澳大利亚矾土矿冶炼辊压制罐贴标签填装分销零售一个英国家庭的冰箱流程时间319 天“实际工作”3 小时Why 319 days to do 3 hours of work?Production is batched at every stageTransport is batched at every stageProduct goes through an average of 14 storage lots and warehousesEvery step(plants,transports,warehouses,sales.)Is maximizing its own operational efficiencyIs this too much local optimization and not enoughglobal optimization?为什么为什么319天做天做3个小时的工作？个小时的工作？每个阶段批量生产每个阶段批量生产 每个阶段批量运输每个阶段批量运输 每件产品平均经过每件产品平均经过14次存储和入库次存储和入库每一步骤（工厂、运输、仓储、销售每一步骤（工厂、运输、仓储、销售）都在最大限度地提高其运转效率都在最大限度地提高其运转效率 是不是局部最优化过多而全球最优化不足？是不是局部最优化过多而全球最优化不足？Consumers Making the supply chains more responsiveIs not easyMultiple partiesLagged&distorted information flowsVariability and unpredictabilityImbalance Specially for supply chains across national boundaries客户 提高供应链的响应能力不容易 多方面 信息流滞后、扭曲 可变性和不可预测性 失衡 特别是跨国供应链Consumers What can we do?Coordinate theSupply ChainRedesign the Supply ChainManage theDemand Avoid the“Bullwhip”Effect客户 怎么办？协调供应链重新设计供应链需求管理 避免“皮鞭”效应The“Bull whip”EffectOrder variability tends to increase as we move up the supply chainlike the“bull whip”CONSUMERSThe“Beer Game”example“皮鞭”效应沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势 客户“啤酒游戏”示例Coordinate the supply chain1.Share More InformationPOS DataForecasts(share and do jointly)Schedules(share and do collaboratively)协调供应链协调供应链1.增加共享信息 供应产品（POS）数据 预测（共同分享与共同进行）供应链计划（共同分享与协作进行）Coordinate the supply chain2.Change Controls in the ChannelSupplierSupplierSupplier协调供应链协调供应链2.改变渠道控制供应商供应商供应商Consumers Intra-Operation Initiative3.Create More Operational FlexibilityInvest in postponementIncrease modularityShare platforms/Common componentsReduce changeover costs(and batch sizes)Reduce weight of capacity utilization as KPI客户运营内部举措3.创造更多的运营灵活性 延期方面的投资 增加模化程度 共享平台/共用元件 减少转换成本（和批量大小）降低作为关键绩效指标（KPI）设备利用 率的重要性 Consumers What can we do?Redesign the Supply ChainManage theDemand Fit the supply chain toProducts“clock speed”客户 怎么办？协调供应链减少供应链需求管理 使供应链与产品的“时钟速率”相适应“Functional”vs.“Innovative”productsDifferent“Clock Speeds”“Functional”“Innovative”GasolinePrintersPencilsDigital camerasCerealsFashion apparelFit the Supply Chain to Products“Clockspeed”Functional Products Innovative ProductsPhysically EfficientSupply ChainMarket ResponsiveSupply Chain“功能”产品对“创新”产品的不同“时钟速率”“功能”产品“创新”产品汽油 打印机铅笔数码照相机谷物时装服饰使供应链与产品的 “时钟速率”相适应功能产品 创新产品物理效率高的供应链市场响应型的供应链Consumers What can we do?Redesign the Supply ChainManage theDemand 客户 怎么办？协调供应链重新设计供应链需求管理运用动态定价和高度协调的市场推广手段Consumers SummaryCoordinate theSupply ChainRedesign the Supply ChainManage theDemand Avoid the“Bullwhip”Effect Watch the“Clockspeed”Manage the “Yield”客户小结小结协调供应链重新设计供应链需求管理避免“皮鞭”效应 观察“时钟速率”管理 “产出”A Simple RuleRegard Inventory Velocity as aKey Performance Indicator(KPI)For everyone in the chain客户一条简单规则：将存货速度视为供应链上每个人的一项关键绩效指标(KPI)演讲完毕，谢谢观看！
展开阅读全文