《物流與供應(yīng)鏈管理》讀書(shū)筆記英文版

《《物流與供應(yīng)鏈管理》讀書(shū)筆記英文版》由會(huì)員分享，可在線閱讀，更多相關(guān)《《物流與供應(yīng)鏈管理》讀書(shū)筆記英文版（9頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、《物流與供應(yīng)鏈管理》(LOGISTICS AND SUPPLY CHAIN MANAGEMENT) Capsule summary of the book The world changes unpredictably, which is dependent on the quick transformation of supply chain to adapt to the variational circumstances. This book focuses tightly on those variations men ti oned above, emphasiz ing the

2、 problems that appear whe nen terprises attach importa nee to complicated man ageme nt, as well as whe nforecast-drive n bus in ess modeltra nsforms into dema nd-drive n bus in ess model. Also, this book elaborates how to gives en terprises domin at ing and competitivesuperiority with effectivelogis

3、tics and supply cha in man ageme nt. Chapter1 Logistics, the supply chainand competitive strategy 1.1Supply chain management is a wider concept than logistics One goal of supply chain managementmight be to reduce or eliminate the buffers of inventory that existbetwee n orga ni zati ons in a cha i

4、n through the shari ng of in formati on on dema nd and curre nt stock levels. This is the con cept of ‘ GMan aged Inven tory ' (C Ml) The focus of supply cha in man ageme nt is upon the man ageme ntof relati on ships in order toachieve a more profitable outcome for allparties in the chain. This bri

5、ngs with it some sig ni fica ntchalle ngess ince there may be occasi ons whe n the n arrow self- in terest of one partyhas to be subsumed for the ben efit of the cha in as a whole. 1.2Competitive advantage At itsmost elemental, commercial success derives from either a cost advantageor a value adva

6、ntage or, ideally, both. It is as simple as that -themost profitable competitor in any industry sector tends to be the lowestcost producer or the supplier providing a product with the greatestperceiveddiffere ntiated values. A useful way of examining the available options is topresent them as a sim

7、ple matrix. Service leader Cost and service leader Commodity market Cost leader Value adva ntage Cost adva ntage To summarize, those organizations that will be the leaders in the marketsof the future will be those that have sought and achieved the twin peaks of excelle nee: they have gained

8、 both cost leadership and serviceleadership. 1.3 The supply chain becomes the value chain Organizations shouldlook at each activity in their value chain and assess whether they have a real competitive advantage in the activity. If they do not, the argumentgoes, then perhaps theyshould consider out

9、sourcing that activity to apartner who can provide that cost or value adva ntage. 1.4The mission of logistics management The scope oflogistics spa ns the orga ni zati on, fromthe man ageme nt of raw materials through to the delivery of the fin alproduct. The last decade has see n the rapid in tro

10、duct ion of flexiblema nu facturi ng systems (FMS), of new approaches to inventory based onmaterials requirements planning (MRP) and just-in-time (JIT) methodsa nd, perhaps most importa nt of all, a susta ined emphasis on total qualityma nageme nt (TQM). 1.5 The changing competitive environment ?

11、The new rules of competitio n ? Globalization of in dustry ? Dow nward pressure on price ? Customers tak ing con trol Summary: This chapter familiarizes the reader with the ten ets of competitive strategya nd within them the vectors of strategic direct ion: cost and valueadva ntage.Vertically i

12、n tegrated bus in esses continue to be dismembered, refocuseda nd tran sformed into virtual ones held together not by own ership but by closely in tegrated core bus in ess processes and finan cial engin eeri ng.ln stead of rivalry and mistrust with in the supply cha in, n ewcompetitive pressures are

13、 dema nding speed and flexibility, which themselvesrequire greater ope nn ess and trust. In fact the ability to man ageprocess inno vati on and in tegrati on are beco ming as importa nt capabilitiesas product inno vati on. Chapter2T Logistics and customervalue 2.1 Delivering customer value Qualit

14、y x Service Customer value = Cost x Time Quality: The fun ctio nality, performa nee and tech ni cal specificati onof the offer. Service: The availability, support and commitme nt provided to thecustomer. Cost: The customer ' s transaotitsiincluding price and lifecycle costs. Time: The time tak

15、en to respond to customer requirements, e.g.delivery lead times. 2.2 What is customer service? Customer service could be exam in edu nder three headi ngs: 1. Pre-tra nsact ion eleme nts Writte n stateme nts of service policy, Accessibility, Orga ni zati on structure, System flexibility. 2. Tran

16、 sact ion eleme nts Order cycle time, Inven tory availability, Order fill rate, Order status in formati on. 3. Post-tra nsact ion eleme nts Availability of spares, Call-out time, Product traci ng/warra nty. Customer compla in ts, claims, etc. 2.3 The impact of out-of-stock In the circumsta nee

17、of out-of-stock, gen erally, 31%Substitute same brand 15%Delay purchase 19%Substitute differe nt brand 26%Buy item at ano ther store 9%Do not purchase item The impact of logistics and customer service on marketi ng Con sumerfra nchise * Customerfra nchise * Supply cha in efficie ncy = Marketi

18、 ngeffective ness ? Brand values? Corporate image? Availability ? Customer service? Partnership ? Quick response? Flexibility ? Reduced asset base? Low -cost supplier ? Market share? Customer retention ? Superior ROI 2.4 Customer service and customer retention The importanee of customer retenti

19、on is underlined by the conceptof the ' lifetimevalue 'f acustomer. The lifetime value of a customer iscalculated as follows: Lifetime value = Average tran sact ion value x Yearly frequencyof purchase x Customer ‘ lifeexpectancy ' A prime objective of any customer service strategy should be to e

20、nhan cecustomer rete nti on. 2.5Market-driven supply chains Now, in stead ofdesig ning supply cha ins from the ‘ factory)utwards 'the challe nge is todesig n them from the ‘ customer backwards ' his new perspective sees the consumer not at the end of the supplychain but at its start. In effect thi

21、s is the philosophical differencebetween supply chain man ageme nt and what more properly might becalled ‘ dema nd cha in man ageme nt '. I.lden tifyvaluesegme ntsWhat do our customers value? 2.Defi ne thevaluepropositi onHow do we tran slate theserequireme nts into an offer? 3」den tifythe market

22、wi nn ersWhat does it take to succeedi n this market? 4. Develop thesupply cha in strategyHow do we deliver aga in stthis propositi on? 2.6Defining customer service objectives The whole purpose of supply cha in man ageme nt and logistics is to provide customers with the level and quality of servi

23、ce that they requirea nd to do so at less cost to the total supply cha in. The perfect order is achievedwhen the customer ' s service requirements are met in full. To calculate the actual service level usin gthe perfect order con cept requires performa nee on each eleme nt to bem on itored and the

24、 n the perce ntage achieveme nt on each eleme nt to bemultiplied together. 2.7Setting customer service priorities Quadra nt 1: Seek cost reducti ons 2: Provide high availability 3: Review 4: Cen tralized inven tory 2.8Setting service standards some of the key areaswhere sta ndards are esse n

25、tial: Order cycle time Docume ntati on quality Stock availability Claims procedure Order-size con stra ints Order complete ness Orderi ng convenience Tech ni cal support Freque ncy of delivery Order status in formatio n Delivery reliability the follow ing measures provide valuable in dicators

26、 of performa nee Pre-tra nsact ion Tran sact ion Post-tra nsact ion Stock availability Order fill rate First call fix rate Target delivery dates On-time deliver Customer compla ints Resp onse times to queries Back orders by age Returns/claims Shipme nt delays In voice errors Produ

27、ct substituti ons Service parts availability Summary: Ultimately all bus in esses compete through seek ing to deliver superiorcustomer value and logistics processes provide the means by which customerservice is delivered.Logistics management can play a key role in enhancing customerlifetime val

28、ue through increasing customer satisfaction and enhancedcustomer retention. To achieve this will require the developme nt of amarket-drive n logistics strategy and the redefi niti on of service objectivesbased upon customers ' specific requirements. ‘ Perfect order ' achievement should form the basi

29、s for the measureme nt of service performa nceand the creati on of service sta ndard. Chapter3 Measuring logistics costs and performance 3.1Logistics and the bottom line ProfitProfitSales ROI = -hi- ratio -an be further expanded:ROI = x CapitalemployedSales Capital employed It will be seen t

30、hat ROI is the product of two ratios: the first,profit/sales, being commonly referred to as the margin and the sec on d,sales/capital employed, termed capital turno ver or asset turn. Thus toga in improveme nt on ROI one or other, or both, of these ratios musti ncrease. Typically many compa nies wi

31、ll focus their main atte nti on on the margin in their attempt to drive up ROI, yet it can often be moreeffective to use the leverage of improved capital turnover to boost ROI. 3.2 Customer profitability analysis Build Danger zone Cost engin eer Protect Chapter4 Creating the responsive supply

32、 chain 4.1 Product ‘ push' versus demand ‘ pull ' whilst in depe ndent dema nd may be forecast using traditi onal methods,depe ndent dema nd must be calculated, based upon the dema nd at the next level in the logistics cha in. 4.2 The foundations of agility Busin ess process re-e ngin eeri ng (B

33、PR) is the term freque ntly appliedto the activity of simplifyi ng and reshaping the organizational processeswith the goal of achieving the desired outcomes in shorter time-framesat less cost. Many processes in the supply chain are lengthy because theconstituent activities are performed in ‘ series

34、 ' , i.e. in a linear, ‘ one afterthe other often possible to re-engineer the process so thatthose same activities can be performed 'in parallel ' , i.e. simultaneously. Postp on eme nt refers to the process by which the commitme nt of a productto its final form or location is delayed for as long

35、as possible. Whendecisions on the final configuration or pack have to be made ahead ofdema nd there is the in evitable risk that the products that are availableare not the ones the customer wan ts. The philosophy of postp on eme nt ideally would beg in on the draw in gboard so that products are de

36、sig ned with late con figurati on inmind. The Ion ger that products can rema in as gen eric ' \ progress ' then the more flexibility there will be to ensure the ' rightproduct in the right place a the right time '. Chapter5 Strategic lead-time management 5.1 The concept of lead time From the cu

37、stomer ' viewpoint there is only one lead time: the elapsedtime from order to delivery. Clearly this is a crucial competitive variableas more and more markets become increasingly time competitive.Nevertheless it represents only a partial view of lead time. Just as important, from the supplier ' s pe

38、rspective, is the time it takes to convertan order into cash and, in deed, the total time that worki ng capitalis committed from whe n materials are first procured through to whenth e customer ' s payment is received. 5.2 Logistics pipeline management The goals of logistics pipeli ne man ageme nt

39、 are: ? Lower costs? Higher quality ? More flexibility ? Faster response times An in dicator of the efficie ncy of a supply cha in is give n by itsthroughput efficie ncy, which can be measured as:Value-addedtime*100 En d-to-e nd pipeli ne time Throughput efficiency can be as low as 10 per cent,

40、 meaning that mosttime spent in a supply cha in is non-value-addi ng time. 5.3 The lead-time gap Reducing logistics lead time Bottle neck man ageme nt Improvi ng visibility of dema nd Summary: Time compression in the pipeline has the potential both to speed upresponse times and to reduce suppl

41、y chain cost. The key to achievingthese dual goals is through focusing on the reduct ion of non-value-addi ngtime — and particularly time spe nt as inven tory. Whereas in the past logisticssystems were very depe ndent upon a forecast, with all the problemsthat en tailed, now the focal point has beco

42、me lead-time reductio n. Chapter6 The synchronous supply chain 6.1 The role of information in the virtual supply chain Functions of a logistics in formati on system: Planning fun cti onCo- in ati on function Database Customer servicecom muni cati on fun ctio nCon trol functi 6.

43、2 Implications for logistics The basic principle of synchronization is to ensure that all elements ofthe chain act as one and hence there must be early ide ntificati on ofshipp ing and reple ni shme nt requireme nts and, most importa ntly of all,there must be the highest level of pla nning discipli

44、 ne. In a synchronous supply chain the management of in-bound materialsflow becomes a crucial issue. The idea of ‘ stocklesslistribution centres 6r ‘ crosdocking ' enables more frequent and efficie nt reple ni shme nt of product fromma nu facture to in dividual stores. 6.3 ‘ Quick response ' logi

45、stics What has made QR possible is thedevelopme nt of in formatio n tech no logya nd in particular the rise oflnternet-enabled data exchange, bar coding, the use of electronic pointof sale (EPOS) systems with laser sca nners and so on. Quick response Less in ventoryrequiredReducedlead times ~ 八

46、 Lesspipeli neinven tory Lesssafety stockReducedforecasti ngerror Summary: The key to supply chain responsiveness is synchronization.Synchronization implies that each en tity in the n etwork is closely conn ectedto the others and that they share the same in formati on. In thepast there was of

47、ten limited visibility, either upstream or downstream,meaning that organizations were forced to act independently, makingtheir own forecasts, and, as a result, inevitably relying upon a ‘ push ' rather than a ‘ pull ' philosophy. Chapter7 Managing the global pipeline 7.1 The trend towards globaliz

48、ation in the supply chain Focused factories Centralization of inventories Postp on eme nt and localizatio n 7.2 Gaining visibility in the global pipeline Supply chain event management (SCEM) is the term given to theprocess of monitoring the planned sequenee of activities along a supplychain and

49、 the subsequent reporting of any diverge nee from that pla n.l deally SCEM will also en able a proactive, even automatic, resp onse to deviati ons from the pla n. Chapter8 Managing risk in thesupply chain 8.1 Why are supply chains more vulnerable? A focus on efficie ncy rather tha n effective nes

50、s The globalizati on of supply cha ins Focused factories and cen tralized distributi on The trend to outsourci ng Reducti on of the supplier base 8.2 Understanding the supply chain risk profile Supply chain risk = Probability of disruption x Impact This audit shouldexam ine pote ntial risk to

51、 bus in ess disrupti ons aris ing from five sources: Supply risk Dema nd risk Process risk Con trol risk En viro nmen tal risk 8.3 Managing supply chain risk 1. Un dersta nd the supply cha in 2.lm prove the supply cha in 3」den tify the critical paths (no des and lin ks) 5.1m prove n etwork v

52、isibility 4.Ma nage the critical paths 6.Establish a supply cha in continuity team 7.Work with suppliers and customers to improvesupply cha in risk man ageme nt procedures Summary: All the evide nee in dicates that as markets become more volatile and thebus in ess en viro nment more turbulent, s

53、o supply chains become more vulnerableto disruption. Not all of the risk to supply chain continuity isexternal. Significant risk can be created as a result of management decisi on sthat are take n on supply cha in desig n and strategy. Chapter9 Overcoming the barriers tosupply chain integration 9.

54、1 Creating the logistics vision Ideally the logistics visi on should be built around the simple issue of ‘ How do we intend to use logistics and supply cha in man ageme nt tocreate value for our customers? ' The four elements of logistics-derived customer value highlightedpreviously are ‘ Betterfa

55、ster, Cheaper, Closer ' and the criterio n for agood logistics vistateme nt is that it should provide the roadmapfor how these four goals are to be achieved. 9.2 Developing the logistics organization The horiz on tal orga ni zati on has a nu mber of disti nguish ing characteristics .It is: Orga n

56、i zed around processes Flat and de-layered Built upon multi-fu nctional teams Guided by performa nee metrics that are market-based 9.3 Benchmarking Competitive benchmarking might simply be defined as the continuousmeasurement of the company' s products, services, processes andpractices againstt

57、he standards of best competitors and other companieswho are recognized as leaders. The measures that are chosen forthe comparis on must directly or in directly impact upon customers ' evaluatiofi the compa ny' s performa nee. Iden tify ing logistics performa nee in dicators The idea beh ind the ba

58、la need scorecard is thatthere are a nu mber of key performa nee in dicators -most of them probablynon-financial measures -that will provide management with abetter means of meet ing strategic goals tha n the more traditi onal finan ciallyorie nted measures. Step 1: Articulate logistics and supply

59、cha in strategy 2: What are the measurable outcomes of success? 3: What are the processes that impact these outcomes? 4: What are the drivers of performa nee within these processes? In this framework the four key outcomes of success are suggested to be: Better, Faster, Cheaper, Closer Summary:

60、 in ternally in tegrated across functions and they are externally in tegratedwith upstream suppliers and downstream customers. Many companiesare impeded in their attempts to become more agile and resp on sivebecause of an entren ched functional structure. They man age fun cti on srather than proces

61、ses and hence have a fragme nted approach to themarketplace. It is also difficult for such firms to con template externali ntegrati on whe n they lack internal in tegrati on. ChapterlOEntering the era ofnetwork competition 10.1 Seven major business transformations From supplier-ce ntric to custom

62、er-ce ntric From push to pull From inven tory to in formati on From tran sact ions to relati on ships From ‘ trucks and sheds '-totoend ' epipeline management From fun cti ons to processes From stand-alone competition to network rivalry 10.2 From 3PL to 4PL? Third-party logistics service pro

63、viders are compa nies who provide arange of logistics activities for their clie nts. They might operate distributi oncen tres, man age the delivery of the product through theirtra nsport fleets or un dertake value-addi ng services such as re-pack ing. The fourth-party logistics service provider was

64、 that because modern supply networksare in creas in gly global and certa inly more complex, the capabilities toma nage the n etwork probably do not exist in any one orga ni zati on. In such situati ons, there is a n eed for an orga ni zati on who can use itsk no wledge of supply cha ins and speciali

65、st third-party service providersto man age and in tegrate the complete en d-to-e nd supply cha in. The 4PL? would assemble a coalition of the ‘ best of breed ' serviisepgovid?rsnand in formatio n systems capability —en sure acost-effective and susta in able supply cha in soluti on. Whether the 4P

66、L? be a joint ven ture or some other model there arefour key comp onents that must be in place. These are: 1. Systems architecture and integration skills 2. A supply chain ‘ control room ' 3. Ability to capture and utilize information and knowledge across the network 4. Access to ‘ best of breed ' asset providers