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,Click to edit Master title style,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,GOM7,Supply Chain Mgmt2,GOM7,供应链管理,2,Li&Fung,Li&Fung,公司,Li and Fung,A benchmark for Global Supply Chain Mgmt,Historical Evolution,Brokerage Services,Regional Sourcing,Assortment Packing,Manage&Deliver Manufactured Products,Manage“Dispersed Manufacturing”,Li&Fung,公司全球供应链管理的典范,历史演变,经纪人业务,寻求区域制造商,分类包装,产品的管理和交付,管理“分散制造”,Dissect production steps,Find best factory for each step,Locate and reserve materials for each step,Lock up capacities at each step,Coordinate production plans at each step,Plan interfactory material flows,Monitor all schedules and deliveries,“A machete in one hand,and a laptop in the other hand”,Similar steps apply to software and other“non-manufacturing”operations,分散的制造网,分割生产步骤,寻找每一步骤的最佳工厂,寻找并保留每一步骤的原材料产地,锁定每一步骤的生产能力,协调每一步骤的生产计划,规划各工厂之间的物流,监督所有生产进度和交货情况,“,一手握马谢特吉他琴，一手拿笔记本电脑。,”,类似步骤也适用于软件和其他它,“,非制造业”运作,Dispersed Manufacturing Network,How Li&Fung Might Make a Dress,Product Design,(Hong Kong,Yarn Spinning,(Korea),Weaving,(Taiwan),Stitching,(Indonesia),QC&Shipping,(Hong Kong,Zipper+,(Japan.),分散的制造网,Li&Fung,公司可能制作一件服装,产品设计,(,香港,),纺纱,(,韩国,),织布,(,台湾,),缝制,(,印尼,),质量控制和装运,(,香港,),拉链,+,(,日本,),Li&Fungs Strength Is Its Dispersed Manufacturing System,Li&Fung,公司的实力在于它的分散制造体系,生产管理,原材料和组件货源,它通过其,7500,家供应商组成的网络，,组织低附加值的中间各段，,其中,2500,家任何时候都是活跃的。,Li&Fung,公司在香港执行高附加值的前端和后端任务,前端：,设计 工程 生产计划,后端：,质量控制 检验 物流,How Li&Fung Makes Money?,Commissions!,Material,Suppliers,Suppliers,Network,Client,Companies,$0.5-$0.7,$1,$4,15%,(,Some)Materials,6-8%“,Soft Goods”,10-12%“Hard Goods”,There is actually more than“3 soft dollars”in,The global supply network,Li&Fung,公司怎样赚钱？,靠委托！,原材料供应商,供应商网络,客户公司,$0.5-$0.7,$1,$4,15%,(,某些,),材料,6-8%“,软货,”,10-12%“,硬货,”,实际上全球供应网不止有“,3,个软美元”,Li&Fungs“Butterfly Model”,Li&Fung,L,Small Suppliers,Large Buyers,Small Buyers,Li&Fung,公司的“蝴蝶模式,”,Li&Fung,Lifung.,公司,小供应商,大买主,小买主,Key Challenges,Balance schedules and capacity utilizations,Maintain just-in-time flow,Respond quickly to unforeseen changes,How do you manage such,Complexity?,关键性挑战,平衡进度表和生产能力的利用,维持适时物流,对没有预见到的变化作出快速反应,你如何应付这样复杂的问题？,Superior Deep Supply Chain Coordinators,Organized around customersmore often than functions,geography,or products,Focused on timemore often than cost,Fanatical about monitoring product flow in the supply chain,深层供应链的优秀协调人,侧重于围绕客户，而不是侧重于围绕功能、地域和产品进行组织,更多地注重时间而不是成本,热衷于监督供应链中的产品流动,Who should invest in deep supply chain coordination?,(and who should buy such services from a company like Li&Fung?),A simple model:Consider two factors:,Uniqueness and complexity of production and,Supply chain processes,2.,Operations role in companys strategy,谁愿在深层供应链的协调方面投资？,(,谁愿意从,Li&Fung,这样的公司购买这种服务？,),一个简单的模式：考虑两个因素：,生产的独特性和复杂性与供应链的各种过程,2.,经营在公司战略中所起的作用,Involvement in Deep Supply Chain Coordination,Manage,(but need not own),Must Manage,(and often own),Can Rely on,Third Parties,Indeterminate,(often patchy,decisions),Strategic Role,Of Operations,High,Low,Standard Unique,Complexity of Productions&Logistics Processes,参与深层供应链的协调,管理,(,但无需拥有,),必须管理,(,并且往往拥有,),可以依赖第三方,无定见,(,时常作出补丁式的 决策,),经营的战略作用,高,低,标准的 独特的,生产和物流过程的复杂性,
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