【北邮国院大三下】Logistics and Supply Chain Management 物流与供应链管理 Week2

北邮国院大三电商在读，随课程进行整理知识点。仅整理PPT中相对重要的知识点，内容驳杂并不做期末突击复习用。个人认为相对不重要的细小的知识点不列在其中。如有错误请指出。转载请注明出处，祝您学习愉快。

编辑软件为Effie，如需要pdf/docx/effiesheet/markdown格式的文件请私信联系或微信联系

Week2

Order Fulfilment

Order fulfilment is the process that actually makes and delivers a product or service

订单履行是实际制造和交付产品或服务的过程

Three functions are responsible:

• Purchasing – acquires the inputs used to support production 采购-获得用于支持生产的投入
• Production – converts inputs into outputs that customers value 生产——将投入转化为客户所重视的产出
• Logistics – transports and stores goods assuring access 物流-运输和储存货物，确保进入

SCOR Model

When purchasing, production, and logistics work in concert directed by overall strategy, they help deliver value to the customer.

当采购、生产和物流在总体战略的指导下协同工作时，它们有助于为客户提供价值。

The Supply-Chain Operations Reference (SCOR) model helps to create a common vision for managing and coordinating five primary SC processes

供应链操作参考(SCOR)模型有助于创建管理和协调五个主要供应链过程的共同愿景

Elements of the SCOR Model (five primary SC processes)

• Plan: Processes that balance demand and supply to develop a course of action to meet sourcing, production, and delivery needs. This process aligns the supply chain plan with the financial plan. 计划:平衡需求和供应的过程，以制定满足采购、生产和交付需要的行动方针。这个过程使供应链计划与财务计划保持一致。
• Source: Processes that purchase goods and services to meet planned or actual demand. Emphasis is on selecting suppliers, establishing policies, scheduling deliveries, and assessing performance. 来源:购买商品和服务以满足计划或实际需求的过程。重点是选择供应商、制定政策、安排交货和评估绩效。
• Make: Processes that transform product to a finished product to meet demand. Emphasis is on scheduling production, measuring performance, managing inventory, and configuring the network. 制造:将产品转化为成品以满足需求的过程。重点是安排生产、衡量绩效、管理库存和配置网络。
• Deliver: Processes that provide finished goods and services to customers. Emphasis is on order management, warehouse management, and transportation management. 交付:向顾客提供成品和服务的过程。重点是订单管理、仓库管理和运输管理。
• Return: Processes associated with the return of products for any reason and includes post-delivery customer support. Emphasis is on reverse logistics and long-term customer support. 退货:与任何原因的产品退货相关的流程，包括交付后的客户支持。重点是逆向物流和长期客户支持。

这五个elements之间的关系

在整个SC里看这五个elements,可以看到除了头尾的两个，其余五个元素都是齐的

Purchasing

Purchasing, supply management, procurement, can be used interchangeably.

采购，供应管理，采购，可以互换使用。

In the narrow sense: …the acquisition of goods or services in exchange for a consideration, usually money

从狭义上讲:…以对价(通常是金钱)换取商品或服务

…the integration of related functions to provide effective and efficient materials and services to the organisation. (Leenders, p4)

整合相关职能，为组织提供有效和高效的材料和服务。

Successful purchasing can substantially leverage the profit of an organisation

成功的采购可以大大提高组织的利润

Purchasing Management

Four developments in operations management increased the importance of purchasing:

业务管理方面的四个发展增加了采购的重要性:

1. Purchased inputs became a primary operating cost 购买的投入品成为主要的经营成本
2. Just-in-time emphasized cooperative, long-term buyer-supplier relationships 准时制生产强调合作，长期的买方-供应商关系
3. Information technology provided information needed to strategically manage relationships 信息技术提供了战略性管理关系所需的信息
4. Better trained and more competent managers entered supply arena 训练有素、能力更强的管理人员进入了供应领域

【准时制(Just in Time，JIT)生产是指：在所需要的时刻，按所需要的数量生产所需要的产品（或零部件）的生产模式，其目的是加速半成品的流转，将库存的积压减少到最低的限度，从而提高企业的生产效益。——来源百度百科, JIT会在W3里专门说】

Purchasing Manager Skills

Knowledge Management 知识管理

• commodity expertise and understanding of supplier capacity and capability 商品专业知识和对供应商能力的理解

Relationship Management 关系管理

• alliance relationships with critical suppliers, fair relationships with all; design of efficient transaction mechanisms 与关键供应商建立联盟关系，与所有供应商建立公平关系;高效交易机制的设计

Process Management 流程管理

• continuous improvement, collaborative processes, supplier education 持续改进，协作流程，供应商教育

Technology Management 技术管理

• employed new technology 采用新技术

Purchasing Costs

Manufacturers spend 55% of each pound on purchased goods and services

制造商将每一英镑的55%用于购买商品和服务

Approximately 60-80% of operating expense

约占运营费用的60-80%

Direct manufacturing costs have declined to between five and 15% of total operating costs

直接制造成本已经下降到总运营成本的5%到15%之间

• As little as 2% for some high-tech industries 在一些高科技产业中只有2%

Service industries spend less on purchased materials than manufacturing

服务业在采购材料上的花费比制造业要少

Outsourcing – Purchasing Role

Focusing on core competencies has led many companies to outsource value added activities

对核心竞争力的关注导致许多公司将增值活动外包出去

Sourcing professionals take on the role of acquiring and managing:

采购专业人员承担采购和管理的角色:

• Inputs 输入
• Supplier capacity 供应商容纳能力
• Supplier capabilities 供应商能力

【我的理解是supplier capacity是供应商能够提供多少，supplier capabilities是供应商的产能】

The source process

【最左面为第一步】

Recognition and Description of Need

Well-managed companies use a purchasing policy or procedure handbook to guide interactions between internal users and sourcing

管理良好的公司使用采购政策或程序手册来指导内部用户和采购之间的互动

Purchase requisition is used to clearly describe and communicate needs to sourcing

采购申请单用于清楚地描述和沟通采购需求

• Item description, requisitioning department, authorizing signature, purchase quantity, delivery day, and location are necessary information 项目说明、申领部门、授权签字、采购数量、发货日期、地点等信息

Supplier Selection

1. Identification involves making a list of all potential suppliers. A purchaser might look to the company’s purchasing database or directories such the Thomas Register of American Manufacturers, which lists over 150,000 companies. 识别包括列出所有潜在供应商的清单。购买者可能会查看公司的采购数据库或目录，如列出超过15万家公司的托马斯美国制造商登记册。

2. Evaluation involves the identification of supplier selection criteria and the gathering of performance information that can be used to assess and compare possible suppliers. 评价包括确定供应商选择标准和收集可用于评价和比较可能的供应商的绩效信息。

• Frequently used criteria include quality, price, delivery dependability, capacity (current and future), service responsiveness, technical expertise, managerial ability (attitude, skills, and talent), and financial stability. 常用的标准包括质量、价格、交付可靠性、能力(当前和未来)、服务响应能力、技术专长、管理能力(态度、技能和人才)和财务稳定性。

3. Approval identifies the suppliers that are eligible to receive an order. The number of suppliers on the approved list depends on the nature of the item being purchased. 批准标识有资格接收订单的供应商。核准清单上的供应商数目取决于所采购物品的性质。

• For commodity-type items, multiple suppliers are generally used; for unique items, a sole-sourcing arrangement may be preferable. 对于商品类型的项目，一般使用多个供应商;对于独特的项目，独家采购安排可能更可取。

4. Monitoring assures high levels of performance. Scorecards are often used to provide an overall supplier rating. 监控确保了高水平的性能。记分卡通常用于提供供应商的总体评级。

• John Deere uses categories to rate suppliers into one of four groups: partner, key approved supplier, approved supplier, or conditional supplier 约翰迪尔使用类别将供应商分为四组:合作伙伴、关键认可供应商、认可供应商或有条件供应商

Transaction Management - Price

Price is the most-frequently-used factor to evaluate the sourcing group’s performance

价格是评估采购团队绩效最常用的因素

Best price is pursued using:

追求最优价格使用:

• List price – low-volume or low-value items 列出价格-小批量或低价值的项目
• Competitive bidding – relies on market forces to obtain a fair price 竞争性投标——依靠市场力量获得公平的价格
• Reverse auctions may achieve 10-30% reductions 反向拍卖可能实现10-30%的降价
• Negotiation – high dollar value high uncertainty items, or when a long-term relationship is desired 谈判——高价值、高不确定性的项目，或者希望建立长期关系

Reverse Auctions 逆向拍卖

Reverse auctions are defined by suppliers bidding for a customer’s business.

反向拍卖是由供应商竞标客户的业务定义的

• Results in downward price pressure 导致价格下行压力

Supplier participants in reverse auctions should be prequalified, and winning bidders should have their capabilities verified before contracts are issued.

逆向拍卖的供应商参与者应进行资格预审，中标者应在合同签发前对其能力进行核实。

Focus on price and competitiveness contrary to supply chain principles of total cost of ownership and collaborative relationships.

专注于价格和竞争力，与总拥有成本和合作关系的供应链原则相反

When to use Reverse Auction？

• When there’s uncertainty as to the size of the market, and the willingness of the seller to supply a product. 当市场的规模不确定时，卖方提供产品的意愿也不确定。
• When purchasing large quantities of an item for which clear specifications are possible. 当购买大量的项目，明确的规格是可能的。
• When selling surplus assets 出售剩余资产时
• For some services, such as car rentals, freight services, travel. 对于一些服务，如汽车租赁、货运服务、旅游。

Advantages - buyers

• …provides benefits for both buyers and sellers. 对买卖双方都有利。
• The benefits for the buyers include:
  • Savings over and above those obtained from normal negotiations as a result of competition. 由于竞争，超出正常谈判所得的节余。
  • Reduction in acquisition lead times 缩短采购前置时间
  • Access to a wider range of suppliers 获得更广泛的供应商
  • Sources of market information are enhanced 加强市场信息来源
  • More efficient if via internet and provide total anonymity so time is not wasted on seeing representatives. 如果通过互联网提供完全匿名，效率会更高，这样就不会浪费时间去见代表。

Advantages - suppliers

• The benefits for the suppliers include:
  • An opportunity to enter previously closed markets, which is particularly important for smaller companies. 有机会进入以前封闭的市场，这对小公司尤其重要。
  • Reduced negotiation timescales 减少谈判时间
  • Access to a wider range of suppliers 获得更广泛的供应商
  • Provision of a good source of market pricing information 提供市场价格信息的良好来源
  • Clear indications of what must be done to win the business. 明确指示必须做什么才能赢得业务。

Disadvantages

• Some objections to reverse auction include: 反对反向拍卖的理由包括:
  • …based on a win-lose approach, the seller is trying to get the most money while the buyer is after the best deal. So the system cannot be sustained without burdensome watchdogs and regulators. 基于一种双赢的策略，卖方想要得到最多的钱，而买方想要得到最好的交易。因此，如果没有繁重的监督和监管机构，这个体系就无法维持下去。
  • Can cause ad adverse buyer-seller relationship as the supplier may feel exploited and become less trustful of buyers. 可能会导致不利的买卖关系，因为供应商可能会感到被剥削，变得不那么信任买家。
  • Long-term adverse effects on economic performance of both buyers and suppliers: 对买方和供应商经济绩效的长期不利影响:
    • Some suppliers may not be able to sustain sharp price reduction in the long term 一些供应商可能无法长期维持大幅降价
    • In order to ensure the exact goods and services required are obtained, considerable time may be needed to complete detailed specification sheets 为了确保获得所需的确切货物和服务，可能需要相当长的时间来完成详细的规格表
    • Suppliers that cannot compete at the lower price levels may be removed from the approved suppliers’ list. 不能在较低价格水平上竞争的供应商可以从批准的供应商名单中删除。

Transaction Management - Orders

Purchase orders specify the terms and conditions of the purchase agreement and initiate supplier action

采购订单规定了采购协议的条款和条件，并启动了供应商的行动

Blanket orders specify the overall terms of agreement for a given time period and cover the entire quantity to be purchased

总订单规定了给定时间段内协议的总体条款，并涵盖了要购买的全部数量

• Smaller quantities are periodically delivered under this agreement 根据本协议，将定期交付较小数量的货物

Transaction Management - Expediting 催货

Regular follow-up allows identification of quality or delivery problems

定期跟踪可以识别质量或交货问题

Expediting refers to efforts to speed up delivery of an order

催货是指努力加快订单的交付

Penalty clauses can be used in purchase agreements

处罚条款可以用在购买协议中

Transaction Management - Inspection 检查

Receipt and inspection matches the invoice the contents via physical count and quality inspection

通过实物清点和质量检验，收货检验与发票内容相符

Primary reason for failure:

• The count is off (too much, too little) 数错了(太多，太少)
• Quality is inferior 质量差
• Supplier certification programs focus on improving suppliers’ abilities to produce high quality products, eliminating the need for inspection 供应商认证计划侧重于提高供应商生产高质量产品的能力，消除检查的需要

Transaction Management - Payment

Efficient procedures for invoice clearance improve:

改善有效的发票清关程序:

• Supplier relationships 供应商关系
• Financial performance 财政状况
• Discounts for prompt payment 即期付款折扣

Performance Monitoring

Performance monitoring allows identification of candidates for increased collaboration and long-term supplier relationships

绩效监控允许识别候选企业，以增加合作和长期供应商关系

Four types of information should be tracked:

应跟踪四种信息:

1. Current status of all purchase orders 所有采购订单的当前状态
2. Select evaluation criteria for all suppliers 为所有供应商选择评估标准
3. Part or commodity information 部分或商品信息
4. Information regarding contracts of relationships 关于关系合同的信息

Production Management 生产管理

Also known as operations or manufacturing management - creates value by transforming capital, technology, Labour, and materials into more highly valued products and services

也被称为运营或制造管理-通过将资本，技术，劳动力和材料转化为更高价值的产品和服务来创造价值

Operations drive product of the growth, innovation, and generates higher living standards

运营推动产品的增长、创新，提高生活水平

Operational excellence is a prerequisite for success

卓越的运营是成功的先决条件

Operations managers must manage two groups of decision variables:

运营经理必须管理两组决策变量:

• Design Decisions 设计决策
• Control Decisions 控制决策