S2L1.SupplyChain沒有相關(guān)題目Key------A.Defining------B.KeyDriversofSupplyChain------C.BuildingaResilientSupplyKeyReadingsupplychainsSthcanuseinIntroductionTheterm“supplychain”canbeinterpretedinmanyways,butisdefinedhereinitsbroadestsense,as“thenetworkoforganisationsthatareinvolved,throughupstreamanddownstreamlinkages,inthedifferentprocessesandactivitiesthatproducevalueintheformofproductsandservicesinthehandsoftheultimateconsumer”(Christopher,1998)Supplychainvulnerabilityisarelativelynewandunexploredareaofmanagementresearch,thoughonethatisintheascendancy(Svensson,2002).BusinessPEST(Political,Social,Economic,*筆記：AsforamanagerthemostunpredictableanduncontrolledfactorisHistoricalBusinessHistoricalBusinessSchoolsofProposedMyths1900---MassFayol,(1841---Taylor,(1856---SalesEra(1920---1931---WorldWarIIEra(1930---MarketingEra(1950---1971---Era(1990s---Pugh&Hickson2001---NewTradingBlocks(2000–Current---SupplyChainSustainablesupply(SupplyManagement,June,2013)7FactorsofSupplyChainOffshoring,makingitincreasinglydifficultforfirmstomonitorsupplychainsadequately→→OutsourcingIncreasingcomplexityofsupplychains,meaningcompanieswereoftenunawareofwhotheirsuppliersweresubcontractingto→→Globalization+OutsourcingCostpressures,whichcouldleadtocompromiseonqualityandGeographicclustering,makingmanufacturersvulnerabletoalocalizeddisastersuchastheJapanesetsunamiof2011Moderncommunications,whichcanquicklydamageJust---in---timeproductionmethods,whichhavereducedthetimetorecoverfromsupplychainfailureDependenceonmultiplesuppliers,increasingoverall discussedinthispartMainbody–DetailsofKeypoint（Analyze+CaseVulnerability=‘a(chǎn)trisk’;‘likelytobedamaged’(CollinsEnglish“SCvulnerabilityistheexposureofasupplychaintoseriousdisturbance,arisingfromtheriskswithinthesupplychainaswellasriskexternaltothesupplychain”(Svensson,2000)Vulnerabilityreflectsthesusceptibilityofasupplychaintodisruption(Walters,2007)ItisaconsequenceofriskstothesupplyCurrenttrendsinlogisticsincreaseriskstothesupplyUnintentionalsideeffectnotplanned–e.g.lower＊筆記：Mostofenterprisesonlyfocusontheirinsidebusiness,ignoringoutsideenvironment.KeyDriversofSupplyChainReductionoftheVolatilityofFocusonratherLackofVisibilityControlLongerandmorecomplexsupplyoverseascomplex—logistics ————maintainExtendedleadLargeorderquantitiesandgreaterbufferHigherlevelsofobsolescence（滯銷／淘汰PoortransparencyandRelianceoncriticalinfrastructure(ports,communicationOnlyrarelytotalsupplychaincostshavebeenconsideredbeforeengaginginglobalactivitiesFocuson‘corecompetence’——difficulttorealizewhichitIncreaseddependencyonexternalLongerandmorecomplexsupplyLossofvisibilityandLackofroleclarity,fragmentationofThemorecomplexthesupplynetwork,thehighertheprobabilityofoneofthelinksornodesfailingFocusonEfficiencyrather＊筆記：USELEAN—focusononepartbutitmayresultininefficiencyofotherUndertheleanparadigm,‘slack’(redundantmaterials,capacityorcapabilities)hasbecome‘waste’Leansystemsrelyontheexistenceofreliable,secureandefficientcommunication,transportanddistributioninfrastructureInabilitytoreactswiftlytovolatilityindemandandthechangingneedsofthemarketplaceReductionoftheSupplyCollaborativearrangements(partnerships)havebeenpursuedinmanyTheyleadtobenefitssuchasreducedinventory,betterqualitycontrol,betterButalsoincreasethelevelofTheseverityofadisruptiontendstobeamplifiedbythecriticalityofthepurchaseditemVolatilityofShorterlifecyclesoftendrivenbytechnologychangemeansthattheriskofobsolescenceincreases.［技術(shù)變革→→產(chǎn)品本身生命周期的變短］Higherlevelsofcompetitiveactivityleadstomarketingleddisturbancestomotions,salesincentives［競爭對手］Increasingvarietywithinproductrangesfurtherfragmentsdemandandmakesforecastslessreliable.［產(chǎn)品種類增多］Rulesoneconomicbatchsizesororderquantities,re---orderlevelbasedinventorymanagementsystemsleadtoa‘chaoseffect’［公司本身的規(guī)則］LackofVisibilityandControl‘Visibility’referstotheabilityofallmembersofachaintoseefromoneofthepipelinetoLackofvisibilityforcessupplychainmemberstorelyonforecastsandtobuildbuffers（緩沖區(qū)）whichthemselvesonlyworsenthesituation.SupplychaincontrolreferstotheabilitytorespondtodisturbancesinappropriatewaysProblemsarisewhendisturbancesarenotrecognisedintimeandwhenthereisatimelagfortheremedialactiontotakeeffect.BuildingaResilientSupplyChain(ChristopherandPeck,DefineResilience&Resilience:“theabilityofasystemtoreturntoitsoriginalstateormovetoanewstateafterbeingdisturbed”Risk=probability(ofagivenevent)xseverity(negativebusinessCreatingSupplyChainResilienceshouldbeengineeredintoasupplyThereneedstobeahighlevelofcollaborationinthesupplychainifriskisidentifiedandmanagedBuildinagility–beingabletoreactquicklytounpredictableeventsisadistinct（清晰的）advantageinanuncertainenvironmentThebiggestrisktobusinesscontinuitymaycomefromthewidersupplychainthanfromthebusinessitselfCaseCaseStudy1:AisinFire/Toyota(Successful1997---fireatAisinSeiki,solesupplierofproportioningvalvesforbreakingsystemsatToyotaAllequipmentformakingvalves32,500valves/dayproducedforToyota,whotakes65%ofitsJITsystem–only1day’sManagedtorecoverin2AchievedduetotheclosecollaborativerelationshipsbetweenfirmsToyota’sSC(200firmsAisinliaisedwithlotsofdifferentcompaniestocoordinatedesigns,machinery,laborandcapacityallocation–includingasewing---machinemanufacturerCollaboratingfirmssetup‘emergencyresponsetobringthenecessaryresourcestogetheraprototyp（樣品）wasdevelopedin2daysProductionstartedimmediatelyusingresourcesfrom62CaseStudy2:HorsemeatScandal(UnsuccessfulOneTesco–ABPFoods(Silvercrest)(Leach,29%meatinbeefburgerswas￡300millionwaswipedfromTesco’ssharesin1Everyoneblamingsomeoneelse–noonetook“Everybusinesswithinafoodsupplychainisvulnerabletotheactionsofsuppliers...Ifyouareinthechainthenmakeyouaredoingallthatisnecessarytoshowyouhavefulfilledyourlegalresponsibilities.Itwillnevercompletelyremovetherisk,butmightprovideavaluabledefenceifthingsgowrong.”SthcanuseinConclusionPeck------Supplychainvulnerabilityandindeedresilienceiswiderinscopethanintegratedsupplychainmanagement,businessconti