战略联盟培训课程

Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,1-,*,Click to edit Master title style,战略联盟,Strategic Alliances,战略联盟,？,？,战略联盟,：,：是两个,公,公司之间,一,一种典型,的,的、多方,位,位的目标,导,导向型的,长,长期伙伴,关,关系，他,们,们共享收,益,益、共担,风,风险。共,同,同的目标,可,可以带来,更,更多的资,源,源承诺。,Strategic Partnering:Typesof SP,Quick Response:,VendorsreceivePOSdatafrom retailers,andusethis information tosynchronizeproductionandinventory activitiesatthesupplier.,The retailer still preparesindividual orders,but the POS datais used by the supplier toimproveforecasting and scheduling.,Example:,Milliken and Company:,The lead timefrom order receipt atMillikens textile plants to finalclothing receipt atseveralof thedepartment stores involvedwas reduced from eighteen weeks down to three weeks.,战略合作伙伴的,类,类型,快速反应：,销售商从零售商,处,处获得零售点数,据,据,POS,，并利用这一信,息,息协同供应商的,生,生产与库存活动,零售商仍然准备,个,个别订单，但零,售,售点数据被供应,商,商利用以提高预,测,测的准确度和时,间,间安排的合理性,例如：,Milliken,公司：,从,Milliken,公司的纺织厂接,到,到订单到相关的,商,商店收到服装的,提,提前期从,8,周降到了,3,周,Continuous Replenishment:,Vendorsreceive POS data anduse itprepare shipments atpreviously agreed upon intervalsto maintainagreedto levels of inventory.,Wal-Mart,Kmart,Advanced Continuous Replenishment:,Suppliers maygradually decrease inventorylevelsat theretailers store or distribution center aslong as service levels aremet.Inventorylevelsare thus continuously improved ina structured way.,Kmart,Strategic Partnering:Typesof SP,连续补货：,零售商收到零售,点,点数据，利用这,些,些数据，并根据以前同意的间隔，确定发货数量,，,，以达到同意的库存水平,如沃尔玛、凯玛,特,特,高级的连续补货,：,：,只要能达到预定,的,的服务水平，供,应,应商就逐渐降低零售商,的,的商店或配送中,心,心的库存水平。库存水平通过,这,这种预先安排好,程,程序和方法逐渐,得,得到改善。,如凯玛特,战略合作伙伴的,类,类型,VendorManagedInventory,(VMI):JITD,VMI Projects at Dillard DepartmentStores,J.C.Penney,and Wal-Mart have shown sales increases of20 to25 percent,and 30 percent inventory turnover improvements.,Strategic Partnering:Typesof SP,销售商管理的库,存,存,(VMI),：,JITD,Dillard,百货公司、,J.C.Penney,公司和沃尔玛在,VMI,项目实施后，销,售,售增长了,20%,至,25%,，库存周转率提,高,高了,30%,战略合作伙伴的,类,类型,Requirements for Effective SP,Advanced informationsystems,Top managementcommitment,Information must be shared,Power and responsibility within anorganization might change(for example,contact with customersswitches fromsales and marketing to logistics),Mutualtrust,Information sharing,Management ofthe entire supply chain,Initialloss of revenues,有效战略合作伙,伴,伴的要求,先进的信息系统,高层管理人员的,支,支持和承诺,信息必须分享,一个公司中的权,力,力和义务会发生,变,变化（如与客户,联,联系的任务由销,售,售与营销部门转,到,到物流部门）,相互信任,信息共享,相互共同参与对,整,整个供应链的管,理,理,可能会导致最初,的,的收入降低，但,长,长期上,Important SP Issues,Inventory ownership:,Retailer ownsinventory,Supplier ownsthe goods until theyare sold(consignment),Why would a firm do this?,Performance measures:Fill rate,inventorylevel,inventory turns,战略合作伙伴的,重,重要问题,库存所有权：,零售商拥有库存,商品被卖出前由,供,供应商拥有（委,托,托）,企业为什么这样,做,做？,绩效评估：满足,率,率、库存水平、,库,库存周转,Important SP Issues,Confidentiality,Communicationand cooperation,When First Brands started partnering withKmart,Kmart often claimed that itssupplier wasnot living upto itsagreement to keep twoweeksof inventory at all times.It turned out that this was due to the factthat the twocompanies employed differentforecasting methods.,战略合作伙伴的,重,重要问题,相互信任及数据,信,信息保密性？,沟通与合作,当,First Brands,公司开始与凯玛,特,特合作时，凯玛,特,特常常声称供应,商,商没能履行在任,何,何时候都拥有,2,周的库存了协议,。,。调查原因：证,明,明这是由于两家,公,公司使用的预测,方,方法不同造成的,Steps in SP Implementation,Contractual negotiations,Ownership,Creditterms,Ordering decisions,Performance measures,Developor integrateinformation systems,Developeffective forecasting techniques,Developa tactical decisionsupporttool to assist in coordinating inventorymanagement andtransportation policies,战略伙伴关系的,实,实施步骤,合约谈判,所有权,信用条件,订货决策,绩效指标,开发或整合信息,系,系统,开发有效的预测,技,技术,开发一个有效的,决,决策支持工具以,协,协同库存管理和,运,运输策略,Main Characteristicsof SP,战略合作伙伴的,主,主要特征,Advantages ofSP,Fully utilizesystemknowledge,Consider the partnership between White-Hall Robbins(W-R),whomakes over-the-counter drugssuch as Advil,and Kmart.W-R initially disagreed withKmart about forecasts,and in thiscase,it turned out that W-Rforecasts were moreaccurate because theyhave amuch more extensiveknowledge of their productsthan Kmart does.,战略伙伴的优势,可以充分利用合,作,作双方的知识,考虑制造,OTC,（非处方用药）,药,药物（如,Advil,）的,W-R,公司与凯玛特的,关,关系。,W-R,公司不同意凯玛,特,特的预测，在这,种,种情况下，事实,证,证明,W-R,公司的预测更准,确,确，因为它们对,自,自己的产品更了,解,解,Advantages ofSP,Decrease required inventorylevels,Improveservice levels,Decrease workduplication,Improveforecasts,战略伙伴的优势,降低了必要的库,存,存水平,提高了服务水平,减少了重复劳动,提高了预测的准,确,确度,Disadvantagesof SP,Expensive advanced technology is required.,Supplier/retailer trust mustbe developed.,Supplier responsibility increases.,Expenses at the supplier often increase.,Why?How canthis beaddressed?,战略伙伴的缺点,需要更加昂贵的,技,技术,必须培养供应商,/,零售商之间的信,任,任,供应,商,商的,责,责任,增,增加,了,了,供应,商,商的,开,开支,常,常常,增,增加,为什,么,么？,如,如何,应,应对,？,？,ExamplesofSPSuccessesandFailures,WesternPublishing-GoldenBooks:,WesternPublishingisusingVMIforitsGoldenBookslineofchildrensbooksatseveralretailers.,POSdataautomaticallytriggersre-orderswheninventoryfallsbelowareorderpoint.,Thisinventoryisdeliveredeithertoadistributioncenter,orinmanycases,directlytothestore.,Ownershipofthebooksshiftstotheretaileroncedeliveries