1、供應鏈管理 ABC1什么是供應鏈管理供應鏈是一種關于整合的科學和藝術，它主要的探究提高企業采購生產商品所需原材料、生產商品并把它供應給最終顧客的效率的途徑。以下是供應鏈管理的五個基本組成模塊：1.計劃 -它是供應鏈的戰略層面。 企業需要有一個控制所有資源的戰略以滿足客戶對產品或服務的需求。計劃的核心是建立一套機制去監控整條供應鏈以便使它能有效運作：成本最低、高品質配送和增值客戶服務。該模塊連結著供應鏈的作業及營運目標，主要包括需求/ 供給規劃（ Demand/Supply Planning ）及規劃基礎建設（ infrastructure ）的管理兩項活動，對所有采購運籌流程、制造運籌流程及配

2、送運籌流程進行規劃及控制。需求/供給規劃活動包含了評估企業整體產能及資源、總體需求規劃以及針對產品及配銷管道，進行存貨規劃、配送規劃、制造規劃、物料及產能的規劃。規劃基礎建設的管理包含了自制或外包決策的制定、供應鏈的架構設計、長期產能及資源規劃、企業規劃、產品生命周期的決定、新舊產品線規劃及產品線的管理等。2.采購 選擇供給你用來生產產品或服務的原材料或服務的供應商。和供應商建立一套價格、供應、支付過程的體系，創造一種機制以監控此過程、改善供應商關系。理順此過程以管理供應商交付的原材料庫存或服務，其中包括收貨、出貨、檢驗、中轉和批準支付。此模塊有采購作業及采購基礎建設的管理兩項活動，其目的是描

3、述一般的采購作業及采購管理流程。采購作業包含了尋找供貨商、收料、進料品檢、拒收及發料作業。采購基礎建設的管理包含了供貨商評估、采購、運輸管理、采購品質管理、采購合約管理、付款條件管理、采購零組件的規格制定。3.制造 這是制造步驟。計劃這些必需的活動：生產、測試、包裝、預出貨。作為供應鏈的核心機制，它意味著質量水平、產品輸出和工廠產能的有效控制。此模塊具有制造執行作業及制造基礎建設的管理兩項活動，其目的是描述制造生產作業及生產的管理流程。制造執行作業包含了領料、產品制造、產品測試及包裝出貨等。制造基礎建設的管理包含了工程變更、生產狀況掌握、生產品質管理、現場排程制定、短期產能規劃及現場設備管理等

4、。4.配送 許多權威人士都把它歸咎為物流的一部分。它包括客戶下達的訂單，建立倉庫網絡，選擇承運商，分發貨物給客戶，建立收款制度等。本模塊包含訂單管理、倉儲管理、運輸管理及配送基礎建設的管理等四項活動，其目的是描述銷售（sales）及配送（ distribution ）的一般作業及管理流程。訂單管理作業包含了接單、報價、顧客資料維護、訂單分配、產品價格資料維護、應收賬款維護、授信及開立發票等流程。倉儲管理作業包含了揀料、按包裝明細將產品包裝入柜、 確認交貨地點及運送貨物等流程。運輸管理作業包含產品運輸方式安排、進出口管理、貨品安裝適宜規劃、進行安裝及產品試行（例如，銷售大型機器給顧客，須先幫忙安

5、裝完畢，然后進行試車） 。配送基礎建設的管理包括配送管道的決策制定、配送存貨管理、 配送品質的掌握及銷售管理法的制定。5.回收 供應鏈的難題之一。這需要創建一個網絡以接收那些從客戶返回的缺陷產品或過剩產品，支持對接收到的貨物產生質疑的客戶。以退回的貨物的屬性分，包括：不良品、間接物料(MRO) 、過剩成品。以退貨作業的對象分，包括：顧客對供貨商、供貨商對顧客。以對于退貨響應方式包括：核準作業、退貨排程、退換作業、銷毀作業。2供應鏈管理軟件能干什么1/10供應鏈管理軟件可能是這個星球上最分散的應用軟件。以前五個主要的供應鏈模塊中的每一個都是涵蓋了至少一打不同的作業，這些作業又都有他們各自獨特的軟

6、件來支持。因此有一些大的軟件供應商嘗試將這些不同的軟件模塊整合在一個平臺之上，但是由于種種因素沒有一家供應商能有一個完整的軟件包，整合這些不同的軟件模塊已成為他們的噩夢?；蛟S建置供應鏈軟件最好的途徑是把他們拆分開：幫助企業計劃供應鏈的軟件和幫助企業執行供應鏈的軟件。供應鏈計劃（ SCP）軟件使用獨特的數學算法來幫助企業減少存貨，提高供應鏈運作效率。供應鏈計劃軟件完全依靠精確的數據來運行。例如，一個制造廠商，如果不能提供最新的客戶訂單信息、分銷商的庫存信息、工廠制造能力信息、配送能力給供應鏈計劃軟件，就不要期望供應鏈計劃軟件能跑出精確的你所期望的結果。供應鏈計劃軟件適用于先前提到的供應鏈的五個主

7、要模塊，他的核心在于需求計劃 -企業能生產多少產品來滿足不同的客戶需求。供應鏈執行（ SCE）軟件的功能是使供應鏈的不同步驟自動化。它通過信息排程的方式將訂單從生產工廠傳遞給原材料供應商。3在安裝供應鏈管理軟件之前需要有企業資源計劃軟件嗎這是一個非常有爭議的問題。一般的，如果企業計劃安裝供應鏈計劃軟件，那么企業可能首先要有企業資源計劃軟件，因為供應鏈計劃軟件依賴各種信息才能良好的運轉，而這些信息大部分在企業資源計劃軟件中都已經存在。理論上你可以從企業歷史遺留下來的系統（對于大多數企業來說， EXCEL 表在各種不同的地方都有使用）中收集供應鏈計劃軟件所需的各種數據，但是要快速、可靠的從企業的各

8、個部門搜集其所有所需的信息簡直就是一場惡夢。然而企業資源計劃軟件就是一個整合所有信息的有效工具。如果企業已經建置了企業資源計劃軟件，供應鏈計劃軟件就有了一個單一穩定的數據源。許多準備安裝供應鏈計劃軟件的CIO 聲稱他們會首先安裝企業資源計劃軟件，他們稱企業資源計劃項目為“建立舒適的信息儲藏室”。當然，建立企業資源計劃系統花費昂貴并且非常困難，因此如果沒有首先安裝企業資源計劃軟件那就需要一條為供應鏈計劃軟件提供所需數據的方法。供應鏈執行軟件較少的依靠來自企業的各種集成信息，因此受企業資源計劃軟件的約束較少。但是在另一方面，供應鏈執行軟件必須能通過不同的方式及企業資源計劃軟件進行數據交換?，F在供應

9、鏈執行軟件及互聯網、企業資源計劃軟件、供應鏈計劃軟件的數據交互能力顯得尤為重要。舉個例子，企業想建立一個聯接客戶和供應商的 WEB 站點，就必須從 SCE,SCP和 ERP中提取最新的有關訂單、結算、制造狀況、配送等數據。4安裝供應鏈管理軟件的目標是什么在互聯網時代到來之前，人們對供應鏈軟件的期望被局限在提高企業預測客戶需求的能力和保證供應鏈更平穩的運行。但是隨著互聯網的普及，它事實上已成為公認的網際時代數據交換的標準方式?，F在，理論上企業可以將自己的供應鏈及客戶和供應商的供應鏈連結在一起，形成一個單一的、巨大的供應網絡，進而優化成本、發現機會：這在以前對每個企業來說都是非常棘手的。這也是 B

10、2B 興起的重要原因：每一個及你發生商業行為的團體都能被連結在一起，形成一個合作互贏的大團體。當然，這些技術能夠帶來效益還需要一段時間。但是鑒于B2B 只是經過了短短幾年，在一些行業的應用已經取得了顯著的進步，像快速消費品行業、高科技制造業、汽車制造業。當你問及那些行業的領先者，他們期望在未來從供應鏈中得到什么，他們所有的回答只有一個詞：可見性。多數行業的供應鏈就像一場大的撲克牌游戲：玩家不會展示他的牌因為他不相信其他的任2/10何游戲參及者，盡管如果他展示他手中的牌他肯定會受益。所以供應商得去猜測有多少原材料會被訂購。制造商得去從供應商那里訂購超過需求的原材料以確保如果有不確定的客戶需求的到

11、來。零售商幾乎沒有缺貨,如果他肯讓制造商分享相關產品的銷售信息?；ヂ摼W使企業展示手中的信息給其他企業成為可能，但是千百年來的不信任和缺乏平等機制使他變得非常困難。5什么是供應鏈協同讓我們看一個快速消費品行業的協同案例：沃爾馬（Wal-Mart ）和寶潔（ Procter & Gamble ）的供應鏈協同。在上世紀八十年代兩家公司開始建立供應鏈協同機制之前，零售商很少及制造商分享信息。但是兩個巨人開發了一套軟件系統用以聯接寶潔和沃爾馬的配送中心，當在沃爾馬配送中心的寶潔產品庫存下降到一定水平時，這個系統會發出一個自動的警報給寶潔，從而執行一個補貨的動作。這個信息系統至始至終聯接著沃爾馬的

12、所有商店，它讓寶潔可以監控沃爾馬貨架上寶潔產品存量的變化。當寶潔的某個品項存貨發生突然下降時，可以通過實時的衛星鏈路將信息發送回工廠。依靠這些實時的信息，寶潔知道應該什么時候生產、出貨，在沃爾馬的商店里陳列多少產品，不需要位置堆積如山的庫存來保證對沃爾馬的供貨，并且結算和發票處理業實現了自動化。這個系統幫助寶潔實現了時間的節約、 庫存的降低和低的訂單處理成本， 從而也實現了沃爾馬 “天天低價 ”的目標。思科系統 (Cisco Systems),一家互聯網設備供應商，也因為它的供應鏈協同而出名。思科通過連接供應商、集成商、契約制造商的增值網構筑了一個虛擬的JIT(just-in-time) 供應

13、鏈。當一個客戶訂購了思科的產品時，比如說客戶直接通過思科的WEB 站點訂購了一臺路由器，這個訂單將會觸發一大堆信息給集成電路板的契約制造商。同時，集成商也得到路由器的加工信息：比如說為路由器安裝一個供電電源。 思科的契約制造商有一些是從事路由器基座之類的零部件生產，還有一些是組裝成品，他們已經知道都應該為這臺路由器安裝哪些零件，安裝工序是什么，因為他們已經通過思科的增值網連接著思科的制造執行系統。契約制造商進入思科的增值網后，增值網會開始檢查契約制造商的生產線，確認哪條是合適于生產路由器的。生產廠會粘貼一個條碼給路由器，插進電線以模擬檢測它對各種不同網絡化境的適應。完成之后對比它是否及客戶訂單

14、符合。如果這些都檢查沒有問題，然后就要寫入思科的軟件系統，最后就可以出貨給客戶。思科依靠這個強大的軟件程序來無論何時何地都可以監控整個供應鏈，并且不再有倉庫、存貨、紙質發票。供應鏈可以自動運行，如果有問題出現，軟件會發出警報給管理人員來解決問題，修補錯誤。供應鏈軟件管理員稱之為“管理例外 ”，如果沒有錯誤發生就不需要做什么事情。如果說這個供應鏈協同軟件有什么弱點，就是說他們沒有得到充分的檢驗,特別是在現在。思科的網絡被設計成用來支持企業的快速增長。分布式的制造決策是非常好用的，如果決策能處理制造和銷售過程中的大部分事情。但是思科的網絡對于近來的經濟波動幾乎完全沒有辦法適應。當客戶對思科產品的需

15、求飛速下降時，它要花費大量的時間來調整所有的流程以適應復雜的供應鏈，思科和它的供應鏈伙伴也會受到大量過程庫存的欺騙，這也是大型高科技制造企業的通病。思科被迫更加關注它的供應鏈計劃能力。6安裝供應鏈軟件的障礙是什么1得到你的供應商和合作伙伴的信任3/10自動化供應鏈之所以難以實現是因為它的復雜性已經超出了單個企業所能控制的范圍。企業員工需要改變工作方式，并且也需要把供應商的員工納入自己的網絡。只有最大、最強有力的生產廠商才能使供應商做出如此劇烈的轉變。許多企業將系統外包，而且安裝供應鏈軟件的目標對供應商也是一種威脅。例如，沃爾馬和寶潔的供應鏈協同意味著寶潔對庫存管理要付出更多的責任，一些零售商傳

16、統上自己管理庫存。沃爾馬有權利從寶潔得到自己需求的數量，寶結也從沃爾馬那里得到了有關沃爾馬產品需求的反饋信息，這幫助寶潔更有效率的生產產品。為了讓你的合作伙伴答應和你協同，企業家不得不自愿妥協并幫助供應商實現他們的目標。2內部反抗變革的阻力既然在外部推行供應鏈系統都比較困難，它在企業內部的推行也好不到哪兒去。操作人員習慣于靠電話、傳真、紙質單據來傳遞信息，并且期望能保留這種做法。除非你能使他們確信使用供應鏈軟件之后能節約他們的時間減輕他們的工作負擔。而不是僅僅拆除電話和傳真機用供應鏈取代它們。許多問題在起初供應鏈軟件安裝時就會發生，對于讓員工接受供應鏈軟件來說會有一連串麻煩的問題。新的供應鏈軟

17、件按照自身的邏輯來來處理數據，但是軟件在起初剛開始安置時不能完全適應企業的流程。計劃員它們應該懂得如何從系統中挖掘有用信息，否則它們就會認為供應鏈系統是無用的。舉個例子，一個汽車工業供應商剛剛安裝了供應鏈計劃軟件來預測產品的需求之后，一個汽車制造商下達了一張罕有巨大數量的訂單，由于沒有歷史數據，這個系統就會基于這張訂單預測市場對這種產品有巨大的需求。盲目的根據不確切的原材料訂單將會導致供應商失去對供應鏈的控制。企業發現了這個問題但是只能等到需求計劃員熟練的掌握系統之后。其它可能產生的問題包括：需求計劃員產生對系統的不信任轉而依靠自己的經驗預測。供應商不得不自己對系統進行調整并為重新建立員工的信

18、息而付出努力。一旦員工懂得需要用他們的經驗和系統結合起來才能提高預測的精確度，他們就會樂意接受新技術。7許多 B2B 交易軟件聲稱他們能提供供應鏈軟件。我使用他們的還是安裝自己的公眾的 B2B 交易和不公開的B2B 交易都起源于線上拍賣這一形式，但是只有很少數人對此感興趣。其后，其中的部分 WEB 站點變種為供應鏈軟件的在線中心。對于不能購買供應鏈軟件的小公司來說，公眾的 B2B 交易軟件或許能提供它們所需要的資源。但是現在他們中的大多數都還不成熟，用處不大。那些有實力建設私有B2B 交易軟件及他們的貿易伙伴聯接的供應還是希望自己建設而不是采用公眾B2B 交易。但是最終這些公司最終還是會采用公

19、眾的B2B 交易，顯然自己建設和維護B2B 交易軟件不是一個好辦法，因為一旦出了什么問題企業就需要自行處理。野心勃勃的公眾 B2B 交易依靠它們的獨立和中立，希望能夠聚集更多的買家和供應商在自己的平臺上。但是一個公眾的 B2B 交易供應鏈軟件在細節上從來也沒有達到企業建立的和少數供應鏈聯接的私有 B2B 交易軟件的水平。因此，許多制造廠商說在日常的供應鏈聯接種它們會使用公眾的 B2B 交易，但是在戰略層面還是會建立私有的供應鏈交換平臺。原文出自：原文如下：4/10The ABCs of Supply Chain ManagementBy Christopher KochWhat is supp

20、ly chain management?What does supply chain software do?Do I need to install ERP software before supply chain software?What is the goal of supply chain management software?What is supply chain collaboration?What are the roadblocks to installing supply chain software?Should I use the software that B2B

21、 exchanges offer or install my own?What is supply chain management?Supply chain management is the combination of art and science that goes into improving the way yourcompany finds the raw components it needs to make a product or service, manufactures that productor service and delivers it to custome

22、rs. The followingare five basic components for supply chainmanagement.1. Plan-This is the strategic portion of supply chain management. You need a strategy for managing all the resources that go toward meeting customer demand for your product or service. A big piece of planning is developing a set o

23、f metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers.2. Source-Choose the suppliers that will deliver the goods and services you need to create your product or service. Develop a set of pricing, delivery and payment processes with

24、 suppliers and create metrics for monitoring and improving the relationships. And put together processes for managing the inventory of goods and services you receive from suppliers, including receiving shipments, verifying them, transferring them to your manufacturing facilities and authorizing supp

25、lier payments.3. Make-This is the manufacturing step. Schedule the activities necessary for production, testing, packaging and preparation for delivery. As the most metric-intensive portion of the supply chain, measure quality levels, production output and worker productivity.4. Deliver-This is the

26、part that many insiders refer to as "logistics." Coordinate the receipt of ordersfrom customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.5. Return-The problem part of the supply chain. Create a network f

27、or receiving defective and excess products back from customers and supporting customers who have problems with delivered products.For a more detailed outline of these steps, check out the nonprofit Supply- CChain Council's website at .What does supply chain management software do?Supply chain ma

28、nagement software is possibly the most fractured group of software applications on the planet. Each of the five major supply chain steps previously outlined composes dozens of specific5/10tasks, many of which have their own specific software. There are some large vendors that have attempted to assem

29、ble many of these different chunks of software together under a single roof, but no one has a complete package. Integrating the different software pieces together can be a nightmare. Perhaps the best way to think about supply chain software is to separate it into software that helps you plan the sup

30、ply chain and software that helps you execute the supply chain steps themselves.Supply chain planning (SCP) software uses fancy math algorithms to help you improve the flow and efficiency of the supply chain and reduce inventory. SCP is entirely dependent upon information forits accuracy. If you'

31、;re a manufacturer of consumer packaged goods for example, don't expect your planning applications to be very accurate if you can't feed them accurate, up-to-date information about customer orders from your retail customers, sales data from your retailer customers' stores, manufacturing

32、capacity and delivery capability. There are planning applications available for all fiveof the major supply chain steps previously listed. Arguably the most valuable (and complex and proneto error) is demand planning, which determines how much product you will make to satisfy your different customer

33、s' demands.Supply chain execution (SCE) software is intended to automate the different steps of the supply chain. This could be as simple as electronically routing orders from your manufacturing plants to your suppliers for the stuff you need to make your products.For an expanded overview of thi

34、s topic, read the Supply Chain Executive Summary.Do I need to have ERP software before I install supply chain software?This is a very controversial subject. You may need ERP if you plan to install SCP applications because they are reliant upon the kind of information that is stored in the most quant

35、ity inside ERP software. Theoretically you could assemble the information you need to feed the SCP applications from legacy systems (for most companies this means Excel spreadsheets spread out all over the place), but it can be nightmarish to try to get that information flowing on a fast, reliable b

36、asis from all the areas of the company. ERP is the battering ram that integrates all that information together in a single application, and SCP applications benefit from having a single major source to go to for up-to-date information. Most CIOs who have tried to install SCP applications say they ar

37、e glad they did ERP first. They call the ERP projects "putting your information house in order." Of course, ERP is expensive and difficult, so you may want to explore ways to feed your SCP applications the information they need without doing ERP first.SCE applications are less dependent up

38、on gathering information from around the company, so theytend to be independent of the ERP decision. But chances are, you'll need to have the SCE applicationscommunicate with ERP in some fashion. It's important to pay attention to SCE software's ability tointegrate with the Internet and

39、with ERP or SCP applications because the Internet will drive demandfor integrated information.For example, if you want to build a private website for communicatingwith your customers and suppliers, you willwant to pull informationfrom SCE, SCP and ERP6/10applications together to present updated info

40、rmation about orders, payments, manufacturing status and delivery.What is the goal of installing supply chain management software?Before the Internet came along, the aspirations of supply chain software devotees were limited to improving their ability to predict demand from customers and make their

41、own supply chains run more smoothly. But the cheap, ubiquitous nature of the Internet, along with its simple, universally accepted communication standards have thrown things wide open. Now, theoretically anyway, you can connect your supply chain with the supply chains of your suppliers and customers

42、 together in a single vast network that optimizes costs and opportunities for everyone involved. This was the reason for the B2B explosion; the idea that everyone you do business with could be connected together into one big happy, cooperative family.Of course, the reality behind this vision is that

43、 it will take years to come to fruition. But consideringthat B2B has only been around for a few years, some industries have already made great progress, most notably consumer-packaged goods (the companies that make products that go to supermarkets and drug stores), high technology and autos.When you

44、 ask the people on the front lines in these industries what they hope to gain from their supply chain efforts in the near term, they will all respond with a single word: visibility. The supply chain in most industries is like a big card game. The players don't want to show their cards because th

45、ey don't trust anyone else with the information. But if they showed their hands they could all benefit. Suppliers wouldn't have to guess how much raw materials to order, and manufacturers wouldn't have to order more than they need from suppliers to make sure they have enough on hand if d

46、emand for their products unexpectedly goes up. And retailers would have fewer empty shelves if they shared the information they had about sales of a manufacturer's product in all their stores with the manufacturer. The Internet makes showing your hand to others possible, but centuries of distrus

47、t and lack of coordination within industries make it difficult.What is supply chain collaboration?Let's look at consumer packaged goods as an example of collaboration. If there are two companies thathave made supply chain a household word, they are Wal-Mart and Procter & Gamble. Before these

48、two companies started collaboratingback in the '80s, retailers shared very little informationwithmanufacturers. But then the two giants built a software system that hooked P&Gup to Wal-Mart'sdistributioncenters. When P&G's products run low at the distributioncenters, the system s

49、ends anautomatic alert to P&G to ship more products. In some cases, the system goes all the way to theindividualWal-Mart store. It lets P&G monitor the shelves through real-time satellite link-ups thatsend messages to the factory whenever a P&G item swoops past a scanner at the register.

50、With this kind of minute-to-minute information, P&G knows when to make, ship and displaymoreproducts at the Wal-Mart stores. No need to keep products piled up in warehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too. The system saves P&G so much in time,7/1

51、0reduced inventory and lower order-processing costs that it can afford to give Wal-Mart "low, everyday prices" without putting itself out of business.Cisco Systems, which makes equipment to hook up to the Internet, is also famous for its supply chain collaboration. Cisco has a network of c

52、omponent suppliers, distributors and contract manufacturers that are linked through Cisco's extranet to form a virtual, just-in-time supply chain. When a customer orders a typical Cisco product-for example, a router that directs Internet traffic over a company network-through Cisco's website

53、, the order triggers a flurry of messages to contract manufacturers of printed circuit board assemblies. Distributors, meanwhile, are alerted to supply the generic components of the router, such as a power supply. Cisco's contract manufacturers, some of whom make subassemblies like the router ch

54、assis and others who assemble the finished product, already know what's coming down the order pipe because they've logged on to Cisco's extranet and linked into Cisco's own manufacturing execution systems.Soon after the contract manufacturers reach into Cisco's extranet, the extr

55、anet starts poking around the contractor's assembly line to make sure everything is kosher. Factory assemblers slap a bar code on the router, scan it and plug in cables that simulate those of a typical corporate network. One of those cables is a fire hose for Cisco's automated testing softwa

56、re. It looks up the bar code, matches it to a customer's order and then probes the nascent router to see if it has all the ports and memory that the customer wanted. If everything checks out-and only then-Cisco's software releases the customer name and shipping information so that the subcon

57、tractor can get it off the shop floor.And there you have it. No warehouses, no inventory, no paper invoices, just a very nosy software program that monitors Cisco's supply chain automatically, in real-time, everywhere, simultaneously.The chain runs itself until there's a problem, in which ca

58、se the system alerts some poor human to get off his duff and fix something. Supply chain software junkies call this "management by exception." You don't need to do anything unless there is something wrong.If there's a weakness to these collaborative systems, it's that they haven't been tested i