文章探讨了供应链管理的重要性和其对企业战略的影响。它强调了流程管理、ERP系统、信息共享和客户关系管理在供应链中的作用。供应链管理的目标是通过技术和协作来创建高效、增值的过程，以满足最终客户需求。ERP系统在整合企业内部流程和信息方面发挥了关键作用，但实施中存在挑战。同时，信息共享和客户满意度是供应链成功的关键因素，企业需要关注客户需求并开发相应的服务能力。
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Theory of Supply Chain Management
Companies seek to design business models that meet customer needs better than competitors. Success depends on the ability to Design, Make, and Deliver innovative, high quality, low cost products and services that customers demand.
公司寻求设计比竞争对手更好地满足客户需求的商业模式。成功取决于设计、制造和交付客户所需的创新、高质量、低成本产品和服务的能力。
Supply chain management allows companies to focus on their unique skill sets.
供应链管理使公司能够专注于他们独特的技能组合。
It’s the theory of comparative advantage applied at the company level.
这是比较优势理论在公司层面的应用。
- 比较优势论(Theory of Comparative Advantage) 如果当一个国家不能以低廉的价格生产某种商品或提供某种劳务时，那么该国从另一个国家进口总是有利的。比较优势论将这一点又推进了一步，认为即使一个国家在其国内能以不太高的成本生产某种商品，但是，如果从其他国家进口这种商品，也许可能价格更低，更为有利。当然，这个结论是建立在这样一个前提上的：进口国生产某种商品，不如生产另一种商品更有利，而出口国生产该种商品则较为有利。交换的结果导致两个国家都有利。
SCM allows companies to do what they do well.
供应链管理允许公司做他们擅长的事情。
Other activities are outsourced to companies with complementary capabilities.
其他活动则外包给具有互补能力的公司。
Supply chain management requires
供应链管理要求
- a common understanding of supply chain objectives and individual roles, 对供应链目标和个人角色的共同理解;
- an ability to work together, and 有共同工作的能力
- a willingness to adapt in order to create and delivery the best products and services possible. 愿意适应，以创造和提供最好的产品和服务。
两个supply chain的例子
Manufacturing：
Service：
【图还是很好理解的，从左往右看就行】
Supply Chain Management的定义
Supply chain management is the design and management of seamless, value-added processes across organisational boundaries to meet the real needs of the end customer.
供应链管理是跨组织边界的无缝增值流程的设计和管理，以满足最终客户的真正需求。
Logistics（物流）的定义
the part of the supply chain that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point of origin to the point of consumption in order to meet customers’requirements
供应链的一部分，计划、实施和控制货物、服务和相关信息从原产地到消费点的高效、有效的流动和存储，以满足客户的要求
Third-party Logistics (3PL) 第三方物流
3PL service providers are companies who provide a range of logistics activities for their clients. E.g. distribution centres, warehouse facilities, manage the delivery of the products through their transport fleets or undertake value-adding services such as re-packing.
第三方物流服务提供商是为客户提供一系列物流活动的公司。例如，配送中心、仓库设施、通过其运输车队管理产品的交付，或提供增值服务，如重新包装。
4PL™
4PLs™ originated by Accenture (previously Anderson Consulting).
4PLs™由埃森哲(前身为安德森咨询公司)发起。
Modern supply chain network is global and complicated, the capabilities to manage does not exist in any one organisation.
现代供应链网络是全球性的和复杂的，管理能力不存在于任何一个组织。
There’s a need for a specialist organisation, to form a JV with the focal firm, use its knowledge of SCs and 3PLs to manage and integrate end-to-end supply chain.
需要一个专业组织，与重点公司组建合资企业，利用其在供应链和第三方物流方面的知识来管理和整合端到端供应链。
【省流：4PL是管理3PL的，为客户提供3PL服务的】
Internal Value Chain Elements 内部价值链要素
Executive Management defines company strategy and allocates resources to achieve it.
执行管理定义公司战略并分配资源以实现该战略。
Supply Management coordinates the upstream supply base, finding the right suppliers and building the right relationships with them.
供应管理协调上游供应基地，寻找合适的供应商并与他们建立良好的关系。
Operations transforms the inputs acquired from suppliers into more highly valued products.
运营将从供应商处获得的投入转化为更有价值的产品。
Logistics moves and stores materials, so they are available when and where they are needed.
物流移动和储存材料，以便在需要的时间和地点提供。
Marketing manages the downstream relationships with customers, identifying their needs and communicating to them how the company can meet those needs.
市场部管理与客户的下游关系，确定他们的需求，并与他们沟通公司如何满足这些需求。
Human Resources designs the systems used to hire, train, and develop the company’s employees.
人力资源部设计用于雇用、培训和发展公司员工的系统。
Accounting maintains business records that provide information needed to control operations.
会计维护业务记录，提供控制操作所需的信息。
Finance acquires and controls the capital required to operate the business.
财务获取并控制经营企业所需的资金。
Information Technology builds and maintains the systems needed to capture and communicate information among decision makers.
信息技术构建和维护所需的系统，以便在决策者之间获取和交流信息。
Research and Development (R&D) is responsible for new product development
研发负责新产品的开发
Internal Process Integration: increase collaboration among the company’s functional groups.
内部流程整合:增加公司各职能组之间的协作。
Backward Process Integration: collaboration with 1st-tier and 2ndtier (leading companies) suppliers.
后向流程集成:与一级和二级(龙头公司)供应商合作。
Forward Process Integration: collaboration with 1st-tier customers.
前向流程集成:与一线客户协作。
Complete Integration: collaboration from the “suppliers’ supplier to the customers’ customer.”
完全整合:从“供应商的供应商”到“客户的客户”的协作。
Value chain analysis 价值链分析法
Step 1 – identify and classify the activities in the company 识别和分类公司的活动
Step 2 – identify the strengths & weaknesses of each activity 确定每个活动的优点和缺点
Step 1 – identify and classify the activities in the company
分为两个：primary activities和secondary activities
Primary Activities 主要活动
- Inbound logistics 进货物流
- Operations 运营
- Outbound logistics 销售物流
- Marketing & sales 营销及销售
- Service 公共服务系统
（这五个是一步一步的逻辑关系，从1到5）
Secondary Activities 辅助活动
- Firm’s infrastructure 公司的基础设施
- Human resource management 人力资源管理
- Technology development 技术开发
- Procurement 采购管理
图示
Step 2 – identify the strengths & weaknesses of each activity
exploiting resources 资源开发
You also need to decide which strengths are
- Rare 少见的
- Valuable 有价值的
- Durable – not likely to lose their rarity or value soon 耐用——不太可能很快失去稀有性或价值
- Inimitable – e.g. the result of company culture 不可模仿-例如，公司文化的结果
Once strengths & weaknesses are known, look at
一旦知道了优点和缺点，再看看
- How you can use and maintain strengths 你如何利用和保持优势
- Solve weaknesses 解决的弱点
从图来看Value Chain与SCM
Local focus
就是一个最最最基础的chain
Company Focus
对于一个公司来说， 要考虑的不仅仅是这个chain，还有上游供应商和下游客户
注意两个箭头的位置，与上游供应商连接的是Supply Management，与下游客户连接的是Logistics
SCM就是Linked Value Chains
许多value chains像套圈一样套在一起，每一环都有自己的suppliers和customers，这就是SCM
Supply Chain Management Problems
The goal of supply chain management is to use technologyand teamwork to build efficient and effective processes that create value for the end customer.
供应链管理的目标是利用技术和团队合作来建立高效和有效的流程，为最终客户创造价值。
The goal is compromised when processes, value chain elements, and/or companies work toward local rather than global optimum.
当流程、价值链要素和/或公司朝着局部而不是全局的最佳方向努力时，目标就会打折扣。
Process Management 流程管理
It’s a shift from competing on what we make to how we make it.
这是一种从竞争产品到竞争方式的转变
Functional thinking limits cooperation and impedes creative thinking.
功能性思维限制了合作，阻碍了创造性思维。
Process management promotes collaboration, facilitating customer satisfaction at low cost.
流程管理促进协作，以低成本促进客户满意度。
Process Management requires companies to:
流程管理要求公司:
- Recognise the limiting nature of functional structures 认识到功能结构的局限性
- Instil process thinking throughout the company 向整个公司灌输流程思维
Process integration remains rare
过程集成仍然很少
- Michael Hammer estimates less than 10% of companies have made a serious and successful effort 迈克尔•哈默估计，只有不到10%的公司做出了认真而成功的努力
Requires major changes to measurement, job design, management roles, and organisational structure
要求对测量、工作设计、管理角色和组织结构进行重大变革
Functional organisation
Groups resources into specific departments which perform specific tasks to help the company achieve desired goals.
将资源分配到执行特定任务的特定部门，以帮助公司实现预期目标。
Research and Development - translates customer needs into tangible products. The goal is to design appealing, easy-to-make products with shorter concept-to-market lead times.
研发——将客户需求转化为有形产品。我们的目标是设计出吸引人的、易于制作的产品，缩短从概念到市场的交付时间。
Purchasing acquires the right materials at the right price for use in operations. Sourcing’s goal is to select the right suppliers and then build the right relationships with them
采购部门以合适的价格购买合适的材料，用于生产。采购的目标是选择合适的供应商，然后与他们建立正确的关系
Production transforms inputs into a more highly valued and desirable product or service. The goal: to use capital, energy, knowledge, and labour are used to build processes that make low-cost, high-quality goods.
生产将投入转化为价值更高、更受欢迎的产品或服务。其目标是:利用资本、能源、知识和劳动力来建立生产低成本、高质量产品的流程。
Logistics moves and stores goods so they are available for use in operations or for sale to customers. Logistics seeks to leverage critical activities like transportation, warehousing, and order processing to make sure materials and products are where they need to be when they need to be at the lowest cost.
物流运输和储存货物，使他们可以在操作中使用或出售给客户。物流寻求利用关键活动，如运输、仓储和订单处理，以确保材料和产品在需要的时候以最低的成本到达他们需要的地方。
Marketing identifies customer needs and communicates to the customer how the company can meet those needs. Marketing’s objective is to perform a liaison role between the company and its customers.
市场营销确定顾客的需求，并与顾客沟通公司如何才能满足这些需求。市场营销的目标是在公司和顾客之间扮演联络的角色。
functional behaviour的缺点
Functional structures result in a failure to see beyond the department level to the end user.
功能结构导致无法超越部门级别看到最终用户。
Decisions are made to achieve local, functional optimum without regard to impact on the remainder of the company.
决策是为了实现局部功能的最优，而不考虑对公司其他部分的影响。
Due to inherent conflicts between department goals and measurements, departments are compelled to take dysfunctional actions.
由于部门目标和度量之间的内在冲突，部门被迫采取功能失调的行动。
Process Thinking 流程思维
Process thinking aligns decisions with corporate strategy and coordinates actions across functions.
流程思维使决策与公司战略保持一致，并协调各职能部门之间的行动。
Each process consists of a set of flows and value-added activities.
每个流程由一组流和增值活动组成。
- Information Flow 信息流
- Physical Flow 实物流
- Financial Flow 资金流
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