1. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy1 第一部份 供應鏈設計規劃與營運之策 略性架構 1. 了解供應鏈 2. 供應鏈績效 3. 供應鏈驅動與阻礙因素

2. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy2 第一章 了解供應鏈 u What is supply chain management? u A supply chain strategy framework u Seven Eleven Japan

3. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy3 傳統觀點 : 物流與經濟 (1990, 1996) u 貨物運輸 $352, $455 Billion u 庫存支出 $221, $311 Billion u 管理費用支出 $27, $31 Billion u 物流相關活動總計 11%, 10.5% of GNP. Source: Cass Logistics

4. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy4 傳統觀點 : 製造業中之物流 u 利潤 4% u 物流成本 21% u 行銷成本 27% u 生產成本 48% Profit Logistics Cost Marketing Cost Manufacturing Cost

5. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy5 供應鏈中的流動 顧客 Customer 資訊流 Information 產品流 Product 金流 Funds

6. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy6 Integrated Supply Chain

7. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy7 A View of Business Logistics in a Firm

8. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy8 Integrated Logistics Management

9. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy9 供應鏈之循環觀點 Cycle View of Supply Chains 顧客訂單循環 Customer Order Cycle 補貨循環 Replenishment Cycle 製造循環 Manufacturing Cycle 採購循環 Procurement Cycle 顧客 Customer 零售商 Retailer 配送商 Distributor 製造商 Manufacturer 供應商 Supplier

10. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy10 供應鏈之推 / 拉觀點 Push/Pull View of Supply Chains 採購 Procurement, 製造 Manufacturing and 補貨 Replenishment cycles 顧客訂貨循環 Customer Order Cycle 顧客訂單發生 Customer Order Arrives 推式過程 PUSH PROCESSES 拉式過程 PULL PROCESSES

11. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy11 DELL 電腦公司供應鏈之推拉方式 Push/Pull Process for Dell Supply Chains 顧客訂單發生 Customer Order Arrives 採購 Procurement, 製造 Manufacturing 顧客訂貨循環 Customer Order Cycle 推式過程 PUSH PROCESSES 拉式過程 PULL PROCESSES 製造商 (Dell) Manufacturer 顧客訂單與製造循環 顧客 Customer 供應商 Supplier 採購循環

12. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy12 Examples of Supply Chains u Dell / Compaq u Toyota / GM / Ford u McMaster Carr / W.W. Grainger u Amazon / Borders / Barnes and Noble u Webvan / Peapod / Jewel What are some key issues in these supply chains?

13. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy13 日本 7-11 案例 Seven Eleven Japan

14. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy14 分店數成長 Seven Eleven - Number of Stores 1999: 8,027

15. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy15 淨銷售額 Seven Eleven - Net Sales

16. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy16 稅前盈餘 Seven Eleven - Pre tax Profit

17. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy17 庫存日數 Seven Eleven - Inventory (days)

18. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy18 店面形象 Japanese Images of Seven Eleven u 方便 u 愉快有活力的商店 u 眾多現食餐點可選購 u 著名的盒裝餐點 u 單身者週末購買午餐晚餐的地點

19. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy19 主要貨品種類 Key Product Categories u 加工食品 Processed Foods: 50 % u 新鮮食品 Fresh Foods: 30 % u 其他非食品 Non Foods: 20 %

20. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy20 商店概況 Store Description u 平均大小 = 100 平方公尺 ( 約 1/3 典型美國商店大 小 ) u 每日平均營業額 = 700,000 日圓 ( 約典型美國商店 2 倍 ) u 單品項數 : 超過 3,000 ( 隨時段、日期、季節而變 ) u 幾乎沒有堆放存貨的空間

21. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy21 供應鏈目標 Supply chain Objective u 供給與需求的精確配合 ( 依地點、時段、日期與季 節 ) Micro matching of supply and demand (by location, time of day, day of week, season)

22. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy22 開店策略 Facilities Strategy u 大量開店，位於方便的地段，緊臨顧客步行的路 線 u 一旦選在某處開始設點，就包圍整個區域開設更 多的分店；分店也配合配送中心位置，整群的方 式開設。 u 東京地區有 844 分店 ; 全國 21 行政區內 有 5,523 家

23. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy23 Information Strategy u Quick access to up to date information (as contrasts with data) –High speed data network linking stores, headquarters, DCs and suppliers –Store hardware »Store computer »POS registers linked to store computer »Graphic Order Terminals »Scanner terminals for receiving

24. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy24

25. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy25 Information Analysis of POS Data u Sales analysis of product categories over time u SKU analysis u Analysis of waste or disposal u Ten day (week) sales trend by SKU u Sales trends for new product u Sales trend by time and day u List of slow moving items u Contribution of product to sections in store display

26. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy26 Distribution Strategy u Delivery arrives from over 200 plants u Delivery is cross docked at DC (over 80 DCs for food) u Food DCs store no inventory u Combined delivery system: frozen foods, chilled foods, room temperature and hot foods u 11 truck visits per store per day (compared to 70 in 1974) u No supplier (not even coke!) delivers direct

27. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy27 The Future u 7-eleven growing rapidly in the US u 7-eleven aims to be a web depot in both the US and Japan. Does this make sense from a supply chain perspective?

28. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy28 第二章建立合適之供應鏈策略 u 企業價值鏈與供應鏈的關係 u 反應與效率 u 策略適合性的必要性與做法 u 供應鏈策略性範疇之擴展

29. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy29 企業價值鏈：經營策略與供應鏈之連結 The Value Chain: Linking Supply Chain and Business Strategy New Product Development Marketing and Sales Operations Distribution Service Finance, Accounting, Information Technology, Human Resources Business Strategy New Product Strategy Marketing Strategy 圖 2.1 Supply Chain Strategy

30. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy30 策略合適性 Strategic Fit u 競爭策略 — 顧客的偏好順位 u 供應鏈策略 — 製造, 配送, 服務的能力 u 競爭策略與供應鏈策略的一致性  企業策略適合 性 u 企業為何會發生策略不合適 ? – 行銷策略 快速的提供多樣化產品 – 供應鏈策略 最低成本運輸方式 功能性目標 的衝突

31. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy31 如何達成策略適合性 How to Achieving Strategic Fit 1. 瞭解顧客 Understanding the Customer 了解顧客的需求特性 –Lot size –Response time –Service level –Product variety –Price –Innovation 如何衡量 ? 內含的需求不確定性 Implied Demand Uncertainty

32. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy32 Levels of Implied Demand Uncertainty Low High Price Responsiveness Customer Need Implied Demand Uncertainty Detergent Long lead time steel High Fashion Emergency steel

33. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy33 Understanding the Supply Chain: Cost- Responsiveness Efficient Frontier HighLow High Responsiveness Cost

34. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy34 Achieving Strategic Fit Implied uncertainty spectrum Responsive supply chain Efficient supply chain Certain demand Uncertain demand Responsiveness spectrum Zone of Strategic Fit

35. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy35 Strategic Scope Suppliers ManufacturerDistributorRetailerCustomer Competitive Strategy Product Dev. Strategy Supply Chain Strategy Marketing Strategy

36. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy36 第三章

37. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy37 Drivers of Supply Chain Performance Efficiency Responsiveness InventoryTransportationFacilitiesInformation Supply chain structure Drivers

38. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy38 Considerations for Supply Chain Drivers

39. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy39 Supply Chain Decisions: Structuring Drivers Strategy (Design) Planning Operation Syllabus

40. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy40 Major Obstacles to Achieving Fit u Multiple owners / incentives in a supply chain u Increasing product variety / shrinking life cycles / customer fragmentation Increasing implied uncertainty Local optimization and lack of global fit

41. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy41 Dealing with Multiple Owners / Local Optimization u Information Coordination u Contractual Coordination

42. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy42 Dealing with Product Variety: Mass Customization Mass Customization High Low Long Short Lead Time Cost Customization

43. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy43 Fragmentation of Markets and Product Variety u Are the requirements of all market segments served identical? u Are the characteristics of all products identical? u Can a single supply chain structure be used for all products / customers? No! A single supply chain will fail different customers on efficiency or responsiveness or both.

44. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy44 Tailored Logistics u Each Logistically Distinct Business (LDB) will have distinct requirements in terms of –Inventory –Transportation –Facility –Information Key: How to gain efficiencies while tailoring logistics?

45. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy45 Applying the Framework to e- commerce: What is e-commerce? u Commerce transacted over the Internet –Is product information displayed on the Internet? –Is negotiation over the Internet? –Is the order placed over the Internet? –Is the order tracked over the Internet? –Is the order fulfilled over the Internet? –Is payment transacted over the Internet?

46. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy46 Existing Channels for Commerce u Product information –Physical stores, EDI, catalogs, face to face, … u Negotiation –Face to face, phone, fax, sealed bids, … u Order placement –Physical store, EDI, phone, fax, face to face, … u Order tracking –EDI, phone, fax, … u Order fulfillment –Customer pick up, physical delivery

47. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy47 Revenue Impact of E-Commerce u Length of supply chain u Product information u Time to market u Negotiating prices and contract terms u Order placement and tracking u Order fulfillment u Payment

48. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy48 Cost Impact of E-Commerce u Facility costs –Site and processing cost u Inventory costs –Cycle, Safety, Seasonal inventory u Transportation costs –Inbound and outbound costs u Information sharing –Coordination

49. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy49 Summary u Two views of a supply chain u A strategic framework: Achieving fit - Efficiency/Responsiveness and Supply chain drivers u Tailored logistics u E-commerce framework u 7-eleven

50. 3/9/02M.D. May modify from S.Chopra/Logistics Strategy50 What is Supply Chain Management? Managing supply chain flows and assets, to maximize supply chain surplus. u What is supply chain surplus?