供应链复习提纲

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Chapter 1 Understanding the Supply Chain
1.1 What is a Supply Chain?
1.2 The Objective of a Supply Chain
1.3 The Importance of Supply Chain Decisions
1.4 Decision Phases in a Supply Chain
1.5 Process Views of a Supply Chain
1.6 Examples of Supply Chains

Discuss the goal of a supply chain and explain the impact of supply chain decisions
on the success of a firm.
Identify the three key supply chain decision phases and explain the significance of
each one. Describe the cycle and pushpull views of a supply chain.
Classify the supply chain macro processes in a firm.

1.1 What is a Supply Chain?
什么是供应链?
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a
customer request.
供应链包括直接或间接参与实现客户要求的所有各方。
The supply chain includes not only the manufacturer and suppliers, but also
transporters, warehouses, retailers, and even customers themselves.
供应链不仅包括制造商和供应商，还包括运输商、仓库、零售商，甚至客户本身。

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With each organization, such as a manufacturer, the supply chain includes all
functions involved in receiving and filling a customer request.
对于每个组织，如制造商，供应链包括接收和填写客户请求所涉及的所有功能。
These functions include, but are not limited to, new product development,
marketing, operations, distribution, finance, and customer service.
这些功能包括但不限于新产品开发、市场营销、运营、分销、财务和客户服务。

The Definition of Supply Chain 供应链的定义
Supply chain includes:
供应链包括：
External Supply Chain
外部供应链
Internal Supply Chain
内部供应链

External Supply Chain:
Consists of all parties involved, directly or indirectly, in fulfilling a customer
request.
由所有相关方直接或间接履行客户要求。
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Internal Supply Chain:
Includes all functions involved in receiving and filling a customer request.
包括接收和填写客户请求所涉及的所有功能。

A supply chain is dynamic and involves the constant flow of information,
product, and funds among different stages.
供应链是动态的，涉及到信息、产品和资金在不同阶段的不断流动。
A typical supply chain may involve a variety of stages, including the
following:
一个典型的供应链可能涉及到多个阶段，包括以下几个方面：
? Customers 顾客
? Retailers零售商
? Wholesalersdistributors 批发商
? Manufacturers 制造商
? Componentraw material suppliers零部件原材料供应商
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Each stage in a supply chain is connected through the flow of products,
information, and funds.
供应链中的每个阶段都是通过产品、信息和资金的流动来连接的。
These flows often occur in both directions and may be managed by one of
the stages or an intermediary.
这些流动经常发生在两个方向上，并且可以由一个阶段或中间层管理。

补充资料：供应链其他定义
供应链是围绕核心企业，通过对信息流、物流、资金流的控制 ，从采购原材料开始，制
成中间产品以及最终产品，最后由销 售网络把产品送到消费者手中的将供应商、制造商、
分销商、 零售商，直到最终用户连成一个整体的功能网链结构。 ---马士华《供应链管理。
The supply chain is the core enterprise, through the control of the
information flow, logistics, capital flow, from the purchase of raw materials,
into the intermediate products and final products. Finally, the sales network
sends the product to the consumer, the supplier, the manufacturer, the
distributor, the retailer, until the end user is integrated into a whole functional
network chain structure.
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The appropriate design of the supply chain depends on both the customer’s
needs and the roles played by the stages involved.
供应链的适当设计既取决于客户的需求，也取决于所涉及的阶段所扮演的角色。
Discuss： When a distributor(分销商代理商) is needed?
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戴尔公司的供应链管理成功的关键是其 供应链管理始终以渠道流程优化为核心实现策
略。具体表现在以下三个方面:
第一,直 销原则。直销(DirectBusinessModel)在DELL公司具体体现为基于最终客户需
求的模式,就是由DELL公司建立一套与客户联系的渠道,由客户直接向DELL公司发订单。
订单中 可以详细列出所需的配置,然后公司“按单生产”。
第二,以信息代替存货。DELL公司为什么 敢提出“零库存”这个大胆的理念?主要原因
就是因为公司基于其强大的渠道流程优化能力,通过处理信 息资源创造价值。传统分销代理
渠道是存贮货物的水渠,厂商的库存是压在分销渠道中的,这样一来很难 做到“零库存”。
第三,价值整体创造。价值整体创造在DELL公司被具体化为“与客户结盟” 的战略,DELL
公司打破了传统意义上“厂家”与“供应商”之间的供需配给,始终保持与客户的实时 互动,
及时得到第一手的客户反馈和需求,然后根据客户需求接受定单,再进行以客户需求为导向的产品制造。这样就能保证按照客户需求提供产品。这是一个良性循环的过程。
The key to the success of DELL's supply chain management is its supply chain
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management, which always focuses on the optimization of channel flow. The
specific performance in the following three aspects:
First, the principle of direct selling. Direct sales (Direct Business Model) is
embodied in the DELL company based on the end customer demand model, which
is to establish a set of channels to contact the customers by DELL company, and
send orders directly from the customer to the DELL company. Orders can be listed
in detail in the required configuration, and then the company order
production
Second, replace the stock with information. Why do DELL companies dare to
put forward inventoryof this bold idea? The main reason is that the
company is based on its powerful channel optimization ability to create value by
processing information resources. The traditional distribution agent is the canal for
storing the goods. The inventory of the manufacturers is confined to the
distribution channels, so it is very difficult to achieve
Third, value is created as a whole. The overall value creation of DELL company
is specific to
sense of and between supply and demand, always
maintain real-time interaction with customers, get the first hand customer
feedback and demand, and then accept orders according to customer needs, and
then take customers Customer demand oriented product manufacturing. This
ensures that products can be supplied according to customer needs. This is a
virtuous cycle.
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1.2 The Objective of a Supply Chain 供应链的目标
The objective of every supply chain should be to maximize the overall value
generated.
每个供应链的目标应该是使所产生的总价值最大化。
Supply Chain Surplus = Customer Value – Supply Chain Cost
供应链剩余 = 顾客价值 — 供应链成本
Customer value: can be estimated by the maximum amount the customer is
willing to pay for it
顾客价值：可以由顾客愿意支付的最大金额来估算。
Consumer Surplus = Customer Value – Price
消费者剩余 = 顾客价值 – 价格.
Supply chain cost: The flows of information, product, and funds incur costs.
供应链成本：信息流、产品流和资金流产生成本。
The supply chain incur costs to convey information, produce components and
products, store them, transport them, transfer funds, and so on.
供应链产生成本来传递信息、生产部件和产品、存储它们、运输它们、转移资金等等。
Supply Chain Profitability : the difference between the revenue generated from
the customer and the overall cost across the supply chain
供应链盈利性：顾客产生的收入与整个供应链的总成本之间的差异
Supply Chain Profitability =Price – Supply Chain Cost
供应链盈利能力=价格—供应链成本

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Supply Chain Surplus
= Customer Value – Supply Chain Cost
= (Customer Value – price)+(price – Supply Chain Cost)
= Consumer Surplus +Supply Chain Profitability
供应链盈余
=顾客价值-供应链成本
=（客户价值-价格）+（价格-供应链成本）
=消费者剩余+供应链盈利能力

Supply Chain Surplus =Customer Value-Supply Chain Cost
供应链盈余=顾客价值—供应链成本
↑
Strongly correlated强相关
↓
Supply Chain Profitability =Price-Supply Chain Cost
供应链盈利能力=价格—供应链成本

The success of a supply chain 供应链的成功
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Supply chain success should be measured in terms of supply chain surplus, not
in terms of the profit at an individual stage.
供应链的成功应该以供应链盈余来衡量，而不是以单个阶段的利润来衡量。
Effective supply chain management involves the management of supply chain
assets and product, information, and fund flows to grow the total supply chain
surplus.
有效的供应链管理涉及供应链资产和产品、信息和资金流的管理，以增加总供应链盈余。

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供应链管理概念形成的历史阶段
实体配送阶段
1920年开始


1950～1960广泛应用
任务：将成品的运输配送和客户服务结合起来 考虑，以便以尽量低的成本将产品运至
顾客手 中，同时又不降低顾客的期望水平。
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供应链管理概念形成的历史阶段
20世纪80年代
反映了企业对内部价值链的重视，使企业消除了材料在内部流劢过程中，不同阶段之间
存在 的储备和滞留

供应链发展阶段
从20世纪90年代
管理内容已从企业内部延伸到企业外部，开始注重外部关系的研究，这包括分销商、顾
客、供应商以及第三方的关系。

1.3 The importance of supply chain decisions 供应链决策的重要性
First Level：Competitive Strategy 第一层次：竞争战略
Second Level： 第二层次
? Sales decisions 销售决策
? Financial decisions
? HR decisions
财务决策
人力资源决策
经营决策（供应链决策） ? Operation decision（Supply chain decisions）
? …
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Good supply chain management can support competitive strategy and
offers a competitive advantage.
好的供应链管理可以支持竞争战略并提供竞争优势。
Walmart：Everyday low price 沃尔玛：天天低价
ZARA：fast fashion ZARA：快时尚

Poor supply chain management can damage an organizations’ overall
health and performance.
供应链管理不善会损害组织的整体健康和绩效。
? Increase cost (e.g. Motorola) 增加成本（如：摩托罗拉）
? decrease service level 降低服务水平
? Incur shortage
? …….

1.4 Decision Phases of a Supply Chain 供应链的决策阶段


Supply chain decisions fall into three categories or phases, depending on the
frequency of each decision and the time frame during
which a decision phase has an impact.
供应链决策分为三个类别或阶段，取决于每个决策的频率和
决策阶段对其影响的时间框架。
出现短缺·
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Frequency and time frame: several year 频率和时间框架：几年
A company decides how to structure the supply chain over the next several
years.
一家公司决定如何在未来几年内构建供应链。
Whether to outsource or perform a supply chain function in-house?
location and capacities of production and warehousing facilities
是否外包或执行内部供应链功能？生产和仓储设施的位置和能力。
The products to be manufactured or stored at various locations
在不同地点生产或储存的产品
The modes of transportation to be made available along different shipping
legs

The
不同船运方式的运输方式
The type of information system
信息系统的类型

Notice 注意
Supply chain configuration must supports its strategic objectives.
供应链配置必须支持其战略目标。
Supply chain design decisions are long term and expensive to alter- must take
into account market uncertainty.
供应链设计决策是长期和昂贵的改变必须考虑到市场的不确定性。

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Supply Chain Planning 供应链规划
Frequency and time frame: A quarter to a year
频率和时间框架：四分之一到一年
Under the constraints established during the strategic or design phase.
在战略或设计阶段建立的约束条件下。
Starts with a forecast of demand in the coming year.
从第二年的需求预测开始。
Define a set of operating policies that govern short-term operations.
定义一套管理短期操作的经营政策。

Planning decisions include 规划决策包括
Which markets will be supplied from which locations? 从哪些市场将从哪个地点
供应
Subcontracting of manufacturing.制造业分包
Inventory policies. 库存策略
Timing and size of marketing and price promotions. 营销和价格促销的时机和规
模。

Notice 注意
Companies must consider:企业必须考虑
? Uncertainty in demand 需求的不确定性
? Exchange rates 汇率的变化

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? Competition over the time horizon跨越时间的竞争



Frequency and time frame: weekly or daily.
频率和时间框架：每周或每天
Companies make decisions regarding individual customer orders.
公司对个人客户订单做出决策。
Supply chain configuration is fixed and operating policies are already
defined.
供应链配置是固定的，操作策略已经被定义。
The goal is to handle incoming customer orders in the best possible
manner.
目标是以最好的方式处理客户订单。
Operation decisions include: 经营决策包括
Allocate inventory or production to individual orders
给个别订单
Set a date that an order is to be filled 设置一个订单要填写的日期
Generate pick lists at a warehouse 在仓库中生成拣选列表
Allocate an order to a particular shipping mode and shipment
将订单分配给特定的运输模式和装运
Set delivery schedules of trucks 设置卡车的交货时间表
将库存或生产分配
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Place replenishment orders. 放置补货订单。
Daily Routine 日常工作

1.5 Process View of a Supply Chain 供应链的过程观
There are two ways to view the processes performed in a supply chain.
有两种方法来查看供应链中执行的过程
? Cycle View 循环观点
Processes in a supply chain are divided
into a series of cycles, each performed
at the interfaces between two
successive stages of a supply chain.
供应链中的过程被划分为一系列循环，每个周期在供应链的两个连续阶段之间的
界面上执行。
A cycle view clearly defines the process involved and the owners of each
process.
循环视图清楚地定义了涉及的过程和每个过程的所有者。
Not every supply chain will have all four cycles clearly separated.
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不是所有的供应链都会清晰地分开所有四个循环
Sub processes in Each Cycle 每个周期的子过程
Each cycle consists of six sub processes. 每个循环由六个子过程组成。

The difference between sub processes 子过程的差异
Difference 1: Order cycle vs other cycles
差异1：订单循环与其他周期
In the customer order, demand is external and thus uncertain.
在客户订单中，需求是外部的，因而是不确定的。
In other cycles, order placement is uncertain but can be projected based
on policies. (E.g. Automobile->tiers)
在其他周期中，订单放置是不确定的，但可以基于策略进行预测。
(如:汽车用品>层级)
Difference 2: The number of orders declines and the size of each order
increases
差异2：订单数量下降，订单数量增加
Sharing of information and operating policies becomes more important
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as we move further.
随着进一步的发展，信息和经营政策的共享变得更加重要。
Cycle view is useful when considering operational decisions because it
specifies the roles and responsibilities of each member of the supply
chain and the desired outcome for each process.
循环视图在考虑操作决策时是有用的，因为它指定供应链的每个成员的角色和职责以及每个过程的期望结果。
E.g. enterprise resource planning (ERP) systems
例如企业资源计划（ERP）系统






? PushPull View 推拉观点
All processes in a supply chain fall into one of two categories, depending
on the timing of their execution relative to end customer demand.
供应链中的所有过程都根据它们相对于终端客户需求的执行时间，分为两类。
↑PULL PROCESSES 拉动过程
Execution is initiated in response to a customer order.
执行是响应于客户订单而发起的。
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(reactive 反应性)
————Customer order arrives 客户订单到达————
↑PUSH PROCESSES 推动过程
Execution is initiated in anticipation of customer orders
执行是在客户订单的预期下启动的。
(speculative投机性)
推拉边界
推动过程
拉动过程
客户需求未知 客户订单到达 客户订单已知

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PushPull View of L.L. Bean L.L. Bean的推拉观点
←补货与制造周期
←采购周期
采购、制造、
补货周期
PushPull View of Ethan Allen 伊顿·艾伦的推拉观点
PushPull View of Supply Chain Processes 供应链过程的推拉视图
伊顿 艾伦制作定制家具
A pushpull view is very useful in considering strategic decisions relating
to supply chain design
推拉视图在考虑与供应链设计有关的战略决策时非常有用。
The goal is to identify an appropriate pushpull boundary such that the
supply chain can match supply and demand effectively.
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目标是确定一个合适的推拉边界，使供应链能够有效地匹配供应和需求。
Discussion: What’s the advantage and disadvantage of push process (or
pull process)?
讨论：推动（或拉动）过程的优势和劣势是什么？




补充：延迟差异化策略
延迟差异化策略：将产品的差异化流程尽可能 推迟；产品差异化之前的部分是推
动流
程；
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差 异化流程是根据市场需求做出反应，为拉动流程。
延迟差异化例子：贝纳通毛衣
贝纳通是一个大型针织品供应商、欧洲最大的服装制 造商 它向成百上千家
商店提供产品 零售商：数量多，有限库存的门店 服装行业的特点是顾客偏
好变化快。但是由于生产提 前期长，商店店主常常不得不提前7个月订购羊毛
衫。
1.6 Examples of Supply Chains 供应链的案例
? Gateway and Apple
捷威公司（Gateway）和苹果公司
捷威公司：零售店无库存，按订单制造
苹果公司：零售店有库存
? Zara
飒拉公司（Zara） ?快时尚：从设计到上架不超过6周
? Toyota
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丰田公司（Toyota）
全球制造商
供应商选择
? Amazon
在线销售的鼻祖
改变出版业的Kindle
Summary 总结
1. Discuss the goal of a supply chain and explain the impact of
supply chain decisions on the success of a firm.
讨论供应链的目标，并解释供应链决策对企业成功的影响。
2. Identify the three key supply chain decision phases and explain
the significance of each one.
确定三个关键的供应链决策阶段，并解释每一个关键的意义。
3. Describe the cycle and pushpull views of a supply chain.
描述供应链的周期和推拉视图。
Chapter 2 Supply Chain Performance: Achieving Strategic Fit and Scope
第2章 供应链绩效：实现战略匹配和范围
2.1 Competitive and Supply Chain Strategies竞争与供应链战略
2.2 Achieving Strategic Fit 实现战略契合
2.3 Expanding Strategic Scope扩大战略范围
Explain why achieving strategic fit is critical to a company’s overall success

解释为什么战略匹配对一个公司的整体成功至关重要？
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Describe how a company achieves strategic fit between its supply chain
strategy and its competitive strategy
描述公司如何实现供应链战略与竞争战略之间的战略契合。
2.1 Competitive and Supply Chain Strategies 竞争与供应链战略
波特的竞争战略
五力模型：供应商的议价能力、购买者的议价能力、新进入者的威胁、替代
产品的威胁、同业竞 争者的竞争程度。
三大基本战略：成本领先战略、差异化战略、聚焦战略
Competitive Strategies 竞争战略
A company’s competitive strategy defines, relative to its competitors, the
set of customer needs that it seeks to satisfy through its products and
services.
一个公司的竞争战略，相对于竞争对手而言，是通过其产品和服务寻求满足顾客
需求的集合。
The competitive strategy is defined
based on how the customer
prioritizes product cost, delivery time, variety, and quality.
竞争战略是基于客户如何优先考虑产品成本、交货时间、品种和质量来确定的。
Competitive strategy targets one or more customer segments and aims to
provide products and services that satisfy these customers’ need.
竞争战略目标的一个或多个细分市场的目的是提供产品和服务，满足这些客户的
需求。
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重要词汇：竞争性毁灭
有一种力量长期围困大多数公司----“竞争性毁灭”。
能够历经数代而不衰的企业 非常少。

一个企业的竞争优势是该企 业的护城河，是保护企业免遭入侵的无形沟壕。
海丰国际：航运界的“西南航空”
1、聚焦亚洲市场 以在亚洲区内高密 度航运网络提供高 频率的服务为目标
2、低成本 统一船型，以 1000标准箱船型 为主 ?较高灵活性 ?较低船舶
成本
Question: What’s the relationship between competitive strategy and
supply chain strategy?
问：竞争战略与供应链战略有什么关系？
Functional strategies in a company 公司的职能战略
To specify the portfolio of new product, whether the
development effort will be made internally or outsourced.
指定新产品的投资组合，无论是内部开发还是外包
Product development strategy →



To specify market segmentation, and positionprice
promotion
明确市场细分，定位价格促销
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Marketing and sales strategy →



To determine: Procurement,
transportation, manufacture,

service, distribution, whether
供应商、运营与物流战略
performed in-house or
Supply chain strategy → →
outsourced.
Supplier, operations, and
Logistics strategy




The relationship between competitive strategies
and supply chain strategy
竞争战略与供应链战略的关系
Supply chain strategy is one functional strategy in a company.
供应链战略是企业的一种职能战略。
All functional strategies must support one another and the competitive
strategy.
所有职能战略必须相
互支持和竞争战略。




确定：采购、运输、制造、服务、
分销，无论是在内部执行还是外
包
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2.2 Achieving Strategic Fit 实现
战略契合
What is Strategic Fit？ 什么是战略契合
Strategic fit requires that both the competitive and supply chain strategies of a
company have aligned goals
战略匹配要求企业的竞争战略和供应链战略都有一致的目标。.
It refers to consistency between the customer priorities that the competitive
strategy hopes to satisfy and the supply chain capabilities that the supply chain
strategy aims to build.
它指的是竞争战略希望满足的客户优先权和供应链战略旨在建立的供应链能力之间的
一致性。
The importance of strategic fit 战略契合的重要性
竞争战略 供应链战略
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How is Strategic Fit Achieved? 如何
达到战略契合
Supply chain capabilities support
ability to satisfy the targeted customer
segments.
快速提供多种产品 目标：最低成本运输
方式
提供高水平的品
种，同时携带低水
平的库存
基于低价格和无反应
性选择供应商和运营
商
供应链的能力支持能力，以满足目标客户细分。
Step 1 Step 2 Step 3



理解客户和供
Understanding
应链不确定性
the customer
and supply chain
uncertainty
理解供应链能
力

Understanding
the supply chain
capabilities
达到战略契合
Achieving
strategic fit
Step 1: Understanding the customer and supply chain uncertainty
第1步：了解客户和供应链的不确定性
Identify the needs of the customer segment being served
确定客户服务的需求
Quantity in each lot 每批数量
Response Time 响应时间
Variety 品种
Service level 服务水平
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Price 价格
Desired rate of Innovation 对于更新换代的渴求

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