??? ????? Supply Chain Integration

1
??? ?????Supply Chain Integration

• ? ? ? ? ?Supply Chain Management

2
??

• ?????????????????????,????????????,???????????????
  ????????????,????????????????
• ?????????????-????-?????????-?????

3
???????????

• ????????????????????????????????
• ??????????????????
• ??????????
• ?????????????
• ???????

4
?????

• ????????????????????????
• ??????,??????????????
• ??????,??????????????????
• ??????,?????????????????????

5
????????-?????

• ????????????????????,?????????1980???????
• ???,???????????
• ?????,??????????????????????????

6
The Old Paradigm Push Strategies???????(1)

• ??????????????
• ????????????????????????
• Production decisions based on long-term forecasts
• Ordering decisions based on inventory forecasts
• ?????????????????????
• ??,???????????????,?????????????
• The bullwhip effect
• Excessive inventory
• Excessive production variability
• Poor service levels

7
The Old Paradigm Push Strategies???????(2)

• ???????????
• ?????????????,?????????????????????
• ????????????,?????????,???????????????
• ??????????????,??????????????,???????/???????,????
  ?????(Changeover)????

8
A Newer Paradigm Pull Strategies???????(1)

• ????????????,????????????,??????????
• ????????????????????,????????????????
• ???????,??????????????????????????????(?POS??)
• Pull Strategies result in
• Reduced lead times (better anticipation)
• Decreased inventory levels at retailers and
  manufacturers
• Decreased system variability
• Better response to changing markets

9
A Newer Paradigm Pull Strategies ???????(2)

• ???????????,?????????????????,????????????????????
  ?????????????????
• ???????,???????????????,?????????????
• ?????????,???????????????????,??????????????

10
??-???????(1)

• A shift from a Push System...
• Production decisions are based on forecast
• to a Push-Pull System
• Initial portion of the supply chain is
  replenished based on long-term forecasts
• For example, parts inventory may be replenished
  based on forecasts
• Final supply chain stages based on actual
  customer demand.
• For example, assembly may based on actual orders

11
??-???????(2)

• ??????????????????,???????? - ?????,????????????
  ???????
• ???????????????????(Push-Pull Boundary)
• ????????,?????????????????,????????????
• ??????????????????????????(???????),?????????????
  ???(???????)

12
The Supply Chain Time Line
13
Consider Two PC Manufacturers

• Build to Order
• Forecast demand
• Buys components
• Observes demand
• Assembles computers
• Meets demand
• A push-pull system

• Build to Stock
• Forecast demand
• Buys components
• Assembles computers
• Observes demand and meets demand if possible
• A traditional push system

14
??-????????????

• ?????????????????????????????
• ?????????????????,????????????????
• ??,?????????????????????,????????????????????????
• ????(Push-Pull Boundary)?????????
• ???????????????,?????????-???????????????????

15
??-???????????(1)

• ??????????????????????????
• ??????,????????????????,??????????????
• ????????????????????,????????,???????????????
• ???????????????????????
• ????,????????????????????
• ????????????????????????????????,???????????????
• ????????????????????????

16
??-???????????(2)

• The push-pull system takes advantage of the rules
  of forecasting
• Forecasts are always wrong
• The longer the forecast horizon the worst is the
  forecast
• Aggregate forecasts are more accurate
• The Risk Pooling Concept

17
??????????

• ??????????????/????????,???????????????,??????????
  ???????????
• ?????????????????????????????????????????????????
  ??????????????

18
??????????????
19
??????????(1)

• ???(High Uncertainty/ EOS not Important)
• ????????????,?????????????????????(??????????),???
  ??
• ????????????????????????,???????????????
• ???(Low Uncertainty/ EOS Important)
• ????????????????????????,?????????????????
• ????????????????????????,?????????????,???????????
  ??????

20
??????????(2)

• ??I?III???????????????????,???????????????????????
  ?????????????????
• ??????,??????????????????????????????????????????
  ?????
• ???(Low Uncertainty but Low Value of Economies of
  Scale)
• ?????????(???????)??????(???????)???,?????????????
  ???
• ???????,??????????????????-??????????,????????????
  ????

21
??????????(3)

• ???(High Uncertainty and High Value of Economies
  of Scale)
• ???????????????????????????????,????????????????
• ?????????????????,????????????????
• ????,???????????????????
• ??????????????????????????,?????????????

22
??????????(4)

• ???(cont.)
• ?????????????????????
• ????????,??????????,???????????????????????
• ??????,???????????????????-????
• ?????????????????,????????????????

23
Characteristics and Skills

• Low Uncertainty
• Long Lead Times
• Cost Minimization
• Resource Allocation

• High Uncertainty
• Short Cycle Times
• Service Level
• Responsiveness

24
?????????????
?? ? ? ? ?
?? ????? ???????
??? ? ?
?? ???? ???
???? ? ?
?? ????? ????
25
Locating the Push-Pull Boundary(1)

• The push section
• Uncertainty is relatively low
• Economies of scale important
• Long lead times
• Complex supply chain structures
• Thus
• Management based on forecasts is appropriate
• Focus is on cost minimization
• Achieved by effective resource utilization
  supply chain optimisation

26
Locating the Push-Pull Boundary(2)

• The pull section
• High uncertainty
• Simple supply chain structure
• Short lead times
• Thus
• Reacting to realized demand is important
• Focus on service level
• Flexible and responsive approaches

27
Locating the Push-Pull Boundary(3)

• The push section requires
• Supply chain planning
• Long term strategies
• The pull section requires
• Order fulfilment processes
• Customer relationship management
• Buffer inventory at the boundaries
• The output of the tactical planning process
• The input to the order fulfilment process

28
Locating the Push-Pull Boundary(4)
29
??????(Demand-Driven Strategies)

• ?????????????????,???????????????
• ????(Demand Forecast)?????????????????????????,??
  ??????(??????????)
• ????(Demand Shaping)?????????????????????????????
  ????????????

30
????

• ??????????????????????,???????????,??????????
• ???????????????????????????
• ???-????????????????????????? ????? ???
• ????????????????????????
• ??????????????????????????
• ????????????????,??????????????????????

31
?????????????(1)

• ????????????????????????
• ??????Forrester Research??,????????????430????????
  2003??1.3???,????????????
• ?????????????(e-Business Model)???????????????????
  ????????????

32
?????????????(2)

• ?????????????????????????????
• ?????????,????????????????????????????????????????
  ??????????,??,????????????????????
• ????????????????????????????

33
????? vs ????(1)

• ?????(E-Business)
• E-business is a collection of business models and
  processes motivated by Internet technology, and
  focusing on improving the extended enterprise
  performance
• ?????????????????????,?????????????
• ????(E-Commerce)
• E-commerce is the ability to perform major
  commerce transactions electronically
• ?????????????????????

34
????? vs ????(2)

• ??
• ??,???????????????(e-Commerce is part of
  e-Business)
• ??,???????????????(Internet technology is the
  driver of the business change)
• ??,???????????????(The focus is on the extended
  enterprise),??????(Intra-Organisational)??????(B2C
  )???????(B2B)????

35
B2C vs B2B

• B2C???????????????,??????????????,?????????????
• B2B????????????????,??????????????????????????

36
?????????????(1)

• ??????
• ????
• ????

37
The Grocery Industry

• From Push Systems...
• Supermarket supply chain
• ...To Pull Systems
• Peapod, 1989-1999
• Picks inventory from stores
• Stock outs 8 to 10
• And, finally to Push-Pull Systems
• Peapod, 1999-Present
• Dedicated warehouses allow risk pooling
• Stock outs less than 2

38
Challenges for On-Line Grocery Stores

• Transportation cost
• Density of customers
• Very short order cycle times
• Less than 12 hours
• Difficult to compete on cost
• Must provide some added value such as convenience
• Push system might be a better strategy

39
The Book Selling Industry

• From Push Systems...
• Barnes and Noble
• ...To Pull Systems
• Amazon.com, 1996-1999
• No inventory, used Ingram to meet most demand
• And, finally to Push-Pull Systems
• Amazon.com, 1999-present
• 7 warehouses, 3M sq. ft.
• Why the switch?
• Margins, service, etc
• Volume grew

40
The Retail Industry

• Brick-and-mortar companies establish virtual
  retail stores
• Wal-Mart, K-Mart, Barnes Noble, Circuit City
• An effective approach hybrid stocking strategy
• High volume/fast moving products for local
  storage
• Low volume/slow moving products for browsing and
  purchase on line (Risk Pooling)
• Danger of channel conflict

41
??????????

• ??????????????????????????
• From shipping cases to single items??????????????
  ???????
• From shipping to a relatively small number of
  stores to individual end users???????????????????
  ???
• ????????????????????

42
?????? vs ???????
?????? ???????
????? ?? ??-??
?? ?? ??
??? ?????? ???????
????? ???? ?????????
???? ??? ???
43
E-Business Opportunities(1)

• Reduce Facility Costs
• Eliminate retail/distributor sites
• Reduce Inventory Costs
• Apply the risk-pooling concept
• Centralized stocking
• Postponement of product differentiation
• Use Dynamic Pricing Strategies to Improve Supply
  Chain Performance

44
E-Business Opportunities(2)

• Supply Chain Visibility
• Reduction in the Bullwhip Effect
• Reduction in Inventory
• Improved service level
• Better utilization of Resources
• Improve supply chain performance
• Provide key performance measures
• Identify and alert when violations occur
• Allow planning based on global supply chain data

45
????

• ???????????
• ????(Direct Shipment)
• ??????,?????????????????????,????????
• ??(Warehousing)
• ????????
• ?????,??????,???????,????????
• ????(Cross-Docking)
• ??????,???????????????????????????????????10?15???

46
????(1)

• ?????????
• ??????????????????
• ????????
• ?????????
• ????????,????????????
• ??????????????,???????????????

47
????(2)

• ?????????????,???????????
• ????????????????
• ???????????????,?????????????????
• ??????????????????,?????????????????????

48
????

• ??????Wal-Mart??????????
• ??????,???????????????????
• ???????????,????????????,??????????????
• ????????????,?????????
• ?????????????????????,????????

49
???????(1)

• ????????????????,???????????
• ??????????????????????????,??????????????????????
• ???????????????????????
• ???????,??????????????

50
???????(2)

• ????????????????????
• ????????????????????????????????
• ???????,??????????????????????????
• ?????????????????,???????,??????????????,?????????
  ???????

51
Example Wal-Mart

• Wal-Mart???????????????
• ???????????85???,???K-Mart??50
• ???????????,Wal-Mart?????????????,????POS?????????
  ?,????????????????????
• ??,Wal-Mart????????????,???????????????
• ?????Wal-Mart?????????????
• ????????????,????????????,?????3?????
• ??Wal-Mart??????????????

52
What Accounts for Wal-Marts Remarkable Success

• A focus on satisfying customer needs
• Providing customers access to goods when and
  where they want them
• Cost structures that enable competitive pricing
• This was achieved by way the company replenished
  inventory the centrepiece of its strategy.
• Wal-Mart employed a logistics technique known as
  cross-docking
• Goods are continuously delivered to warehouses
  where they are dispatched to stores without ever
  sitting in inventory.
• This strategy reduced Wal-Marts cost of sales
  significantly and made it possible to offer
  everyday low prices to their customers.

53
Characteristics of Cross-Docking

• Goods spend at most 48 hours in the warehouse
• Cross Docking avoids inventory and handling costs
• Wal-Mart delivers about 85 of its goods through
  its warehouse system, compared to about 50 for
  Kmart
• Stores trigger orders for products

54
System Characteristics(1)

• Very difficult to manage
• Requires advanced information technology
• All of Wal-Marts distribution centres, suppliers
  and stores are electronically linked to guarantee
  that any order is processed and executed in a
  matter of hours
• Wal-Mart operates a private satellite-communicatio
  ns system that sends point-of-sale data to all
  its vendors allowing them to have a clear vision
  of sales at the stores

55
System Characteristics(2)

• Need a fast and responsive transportation system.
• Wal-Mart has a dedicated fleet of 2000 truck that
  serve their 19 warehouses
• This allows them to
• Ship goods from warehouses to stores in less than
  48 hours
• Replenish stores twice a week on average

56
????
??? ??? ???? ???? ????
???? ??
???? ?????? ??????
???? ????? ?????
?? ?? ??
57
??(1)

• ??(Transhipment),?????????????????????,????????
• ??????????????,????????????????????

58
??(2)

• ????????????
• ????????????????????????????
• ???????????,????????????????,?????????????????????
  ????
• ?????????????????????????????????????????????????
  ???????????

59
?????????(1)

• ????????,?????????????,???????????????????????????
  ????
• ???????????,????????????????,?????????????????????
  ????????????

60
?????????(2)

• ???,?????????????????????????
• ???????????????????,??????????????
• ???????????,?????,???????????????????????
• ??????????????????,??????????????????

61
???????????(1)

• ??????????,???????
• ????????????????,?????????????????????
• ????????????,?????????,?????????????????
• ??????????????????,????????????

62
???????????(2)

• ??
• ?????????????????,???????????????????
• ????????????????
• ????
• ??????,??????????????????,??????????
• ???????????????????,??????????????

63
???????

• ????????????,????????????????,????????????????????
  ?
• ????,????????????????????????????????????????????
  ??????