1、本科毕业论文设计外文翻译外文题目INTEGRATINGTHESUPPLYCHAIN出处INTERNATIONALJOURNALOFPHYSICALDISTRIBUTIONANDMATERIALMANAGEMENT1989作者GRAHAMCSTEVENSTHESCOPEOFTHESUPPLYCHAINTHEROLEOFMANUFACTURINGINDUSTRYISTOCREATEWEALTHBYADDINGVALUEANDSELLINGPRODUCTSCOMMONTOALLMANUFACTURINGCOMPANIESISTHENEEDTOCONTROLTHEFLOWOFMATERIALFROMS
2、UPPLIERS,THROUGHTHEVALUEADDINGPROCESSESANDDISTRIBUTIONCHANNELS,TOCUSTOMERSTHESUPPLYCHAIN,ASSHOWNINFIGURE1,ISTHECONNECTEDSERIESOFACTIVITIESWHICHISCONCERNEDWITHPLANNING,COORDINATINGANDCONTROLLINGMATERIAL,PARTSANDFINISHEDGOODSFROMSUPPLIERSTOTHECUSTOMERITISCONCERNEDWITHTWODISTINCTFLOWSTHROUGHTHEORGANISA
3、TIONMATERIALANDINFORMATIONTHESCOPEOFTHESUPPLYCHAINBEGINSWITHTHESOURCEOFSUPPLYANDENDSATTHEPOINTOFCONSUMPTIONITEXTENDSMUCHFURTHERTHANSIMPLYACONCERNWITHTHEPHYSICALMOVEMENTOFMATERIALANDISJUSTASMUCHCONCERNEDWITHSUPPLIERMANAGEMENT,PURCHASING,MATERIALSMANAGEMENT,MANUFACTURINGMANAGEMENT,FACILITIESPLANNING,C
4、USTOMERSERVICEANDINFORMATIONFLOWASWITHTRANSPORTANDPHYSICALDISTRIBUTIONTHEOBJECTIVEOFMANAGINGTHESUPPLYCHAINISTOSYNCHRONISETHEREQUIREMENTSOFTHECUSTOMERWITHTHEFLOWOFMATERIALFROMSUPPLIERSINORDERTOEFFECTABALANCEBETWEENWHATAREOFTENSEENASTHECONFLICTINGGOALSOFHIGHCUSTOMERSERVICE,LOWINVENTORYINVESTMENTANDLOW
5、UNITCOSTTHEDESIGNANDOPERATIONOFANEFFECTIVESUPPLYCHAINISOFFUNDAMENTALIMPORTANCETOEVERYCOMPANYITISIMPORTANTTOUNDERSTANDTHATCUSTOMERSERVICEENCOMPASSESALLTHEPOINTSOFCONTACTBETWEENTHECUSTOMERANDTHESUPPLIERINTERMSOFFULFILMENTOFORDERS,ANDINCLUDESDELIVERYSERVICE,PREANDPOSTSALESSERVICES,TECHNICALSUPPORT,FINA
6、NCIALPACKAGESANDSOFORTHCUSTOMERSERVICEISTHEOUTPUTFROMTHESUPPLYSYSTEMANDITRESULTSFROMTHECOMBINEDEFFECTOFALLFUNCTIONSALONGTHESUPPLYCHAINTHEACTIVITIESCARRIEDOUTBYALLFUNCTIONSAREIMPORTANTINESTABLISHINGADESIREDLEVELOFCUSTOMERSERVICEPERFORMANCETHEYAREALSOINTERDEPENDENTIFONEACTIVITYFAILS,THECHAINISDISRUPTE
7、D,CREATINGPOORPERFORMANCEANDDESTABLISINGTHEWORKLOADINOTHERAREAS,THEREBYJEOPARDISINGTHEEFFECTIVENESSOFTHESUPPLYCHAINTOPROVIDEHIGHERSERVICELEVELWILL,WITHOUTINCURRINGANUNDUEBURDENOFCOST,REQUIRETHATALLTHEACTIVITIESALONGTHESUPPLYCHAINAREINBALANCETOACHIEVETHENECESSARYBALANCEBETWEENCOSTANDSERVICEINVOLVESTR
8、ADEOFFSTHROUGHTHECHAINSEEFIGURE2FORTHEBENEFITOFSUCHTRADEOFFSTOBEFULLYACHIEVEDITISNECESSARYTOTHINKINTERMSOFASINGLEINTEGRATEDCHAINRATHERTHANNARROWFUNCTIONALAREASUNFORTUNATELY,THEFUNCTIONALATTITUDESANDGOALSINMOSTCOMPANIESAREINCONFLICTANDHINDERINTEGRATIONALONGTHESUPPLYCHAINTHETRADITIONALAPPROACHTOMANAGI
9、NGTHESECONFLICTSHASBEENTOCONCENTRATEATTHEOPERATIONALANDPLANNINGLEVELSANDCOMPENSATEFORTHEIMBALANCEWITHEXCESSINVENTORYANDCAPACITYTHERESULTSOFTHISAPPROACHHAVEFORSOMECOMPANIES,ATBEST,BEENFRUSTRATINGANDEXPENSIVE,ATWORST,DISASTROUSTORESOLVETHESECONFLICTSEFFECTIVELYANDTURNTHESUPPLYCHAININTOAWEAPONFORGAININ
10、GCOMPETITIVEADVANTAGEREQUIRESTHEDEVELOPMENTOFANINTEGRATEDSUPPLYCHAINDRIVENBYTHENEEDSOFTHEBUSINESSTHEDEVELOPMENTOFANINTEGRATEDSUPPLYCHAINTHEDEVELOPMENTOFANINTEGRATEDSUPPLYCHAINREQUIRESTHEMANAGEMENTOFMATERIALFLOWTOBEVIEWEDFROMTHREEPERSPECTIVESSTRATEGIC,TACTICALANDOPERATIONALATEACHLEVELTHEUSEOFFACILITI
11、ES,PEOPLE,FINANCEANDSYSTEMSMUSTBECOORDINATEDANDHARMONISEDASAWHOLESEEFIGURE3THEFOCUSATTHESTRATEGICLEVELSHOULDBETODEVELOPOBJECTIVESANDPOLICIESFORTHESUPPLYCHAINTHESESHOULDBEEXPRESSEDINTERMSOFWHATTHESUPPLYCHAINHASTODOWELLBERESPONSIVETOCHANGE,OPERATEATLOWESTCOST,ENSUREAHIGHLEVELOFPRODUCTAVAILABILITYETCTO
12、SUPPORTTHENEEDSOFTHEBUSINESSTHESHAPEOFTHESUPPLYCHAININTERMSOFKEYFACILITIESANDTHEIRLOCATIONSTHECOMPANYSCOMPETITIVEPACKAGE,PLANNEDBYPRODUCTANDMARKETSEGMENT,DETAILINGTHEBALANCEBETWEENPRODUCTAVAILABILITY,SERVICELEVEL,LEADTIME,TECHNICALSUPPORTANDAFTERSALESSUPPORTANOUTLINEORGANISATIONSTRUCTUREABLETOBRIDGE
13、FUNCTIONALBARRIERSANDOPERATEANINTEGRATEDSUPPLYCHAINEFFECTIVELYTACTICALPERSPECTIVETHETACTICALPERSPECTIVESHOULDFOCUSONTHEMEANSBYWHICHTHESTRATEGICOBJECTIVESCANBEREALISEDITINVOLVESTRANSLATINGTHESTRATEGICOBJECTIVESANDPOLICIESINTOCOMPLEMENTARYGOALSANDOBJECTIVESFOREACHFUNCTIONTOPROVIDEBALANCETOTHESUPPLYCHA
14、INTHEFUNCTIONALGOALSPROVIDETHEDRIVERSFORACHIEVINGTHEBALANCEANDINVENTORY,CAPACITYANDSERVICEARETHELEVERSBYWHICHBALANCEISACHIEVEDADDITIONALLY,THETACTICALDIMENSIONINVOLVESDETERMININGTHETOOLS,APPROACHESANDRESOURCESNECESSARYTODELIVERTHE“DOWELLS“,INPARTICULARTHEMOSTAPPROPRIATEMIXOFSYSTEMSMRPII,DRP,JITETCNE
15、CESSARYTOMANAGETHESUPPLYCHAINANDPROVIDETHEINFORMATIONINFRASTRUCTUREOPERATIONALPERSPECTIVETHEOPERATIONALPERSPECTIVESHOULDBECONCERNEDWITHTHEEFFICIENTOPERATIONOFTHESUPPLYCHAINITFOCUSESONTHEDETAILEDSYSTEMSANDPROCEDURESANDENSURESTHATAPPROPRIATECONTROLSANDPERFORMANCEMEASURESAREINPLACETYPICALLY,ACOMPANYSHO
16、ULDMEASURETHEPERFORMANCEOFTHESUPPLYCHAININTERMSOFINVENTORYINVESTMENT,SERVICELEVEL,THROUGHPUTEFFICIENCY,SUPPLIERPERFORMANCEANDCOSTTHISVERTICALDIMENSIONLINKINGTHESTRATEGIC,TACTICALANDOPERATIONALPERSPECTIVESISKEYTOEFFECTIVEORGANISATIONDEVELOPMENTBECAUSEITPROVIDESAFRAMEWORKWHICHPRECLUDESTHENEEDTOCONSIDE
17、RCENTRALISEDORDECENTRALISEDSUPPLYCHAINCONTROLASEXCLUSIVESTRUCTURESITPROVIDESTHEFLEXIBILITYTOCENTRALISETHESTRATEGIC,DECENTRALISETHEOPERATIONALWHEREPRACTICAL,ANDTUNETHETACTICALDECISIONMAKINGACCORDINGTOTHEORGANISATIONALREQUIREMENTSOFTHEPARTICULARCOMPANYSYSTEMATICAPPROACHFORTHEDEVELOPMENTOFANINTEGRATEDS
18、UPPLYCHAINSTRATEGYINTHECONTEXTOFTHESUPPLYCHAIN,COMPANIESAREHAVINGTOFACEUPANDRESPONDTOANUMBEROFISSUES,INCLUDINGTHEHIGHCOSTOFSUPPLYCHAINACTIVITIESESTIMATEDTOBEBETWEENFIVEAND20PERCENTOFNETSALESVALUETHELEVELOFINVENTORYTYPICALLY,STOCKLEVELSAREBETWEENTHREEANDFIVEMONTHSUSAGEPOORCUSTOMERSERVICEINTERMSOFLEAD
19、TIME,AVAILABILITY,RELIABILITY,DOCUMENTATIONANDRESPONSIVENESSINTERDEPARTMENTALCONFLICTSGOALRESTRUCTURINGIFACOMPANYISTORESPONDTOTHESEISSUESANDDEVELOPANINTEGRATEDSUPPLYCHAINSTRATEGY,ITMUSTBEDONEBYCLOSEINTERACTIONOFALLBUSINESSAREASANDNOTONANADHOCBASISTOENSURESUCCESSASTRUCTUREDAPPROACHISREQUIREDDEVELOPIN
20、GANINTEGRATEDSUPPLYCHAINSTRATEGYCANBECONSIDEREDASATHREEPHASEPROCESSSEEFIGURE4PHASEICOMPETITIVEENVIRONMENTEVALUATIONTHEFIRSTSTEPISTOLOOKOUTWARDTHEOBJECTIVEISTODEVELOPANDDOCUMENTTHECHARACTERISTICSOFTHEMARKETPLACETHEREASONFORTHISEVALUATIONISTOFOCUSANDDIRECTTHETOTALSTRATEGYDEVELOPMENTEFFORTTOWHEREITCANB
21、EAPPLIEDTOBESTEFFECTTOOOFTENWHENCOMPANIESWANTTOEVALUATETHESUPPLYCHAINITISDONEEITHERATTHEWHIMOFTHEINDIVIDUALINVOLVEDORITJUSTFOCUSESONAREASWHERETHECOMPANYHASHADSUCCESSINTHEPASTTHISNARROWAPPROACHISINVARIABLYINEFFECTIVETHEWAYTOEVALUATEOPERATIONSANDTODEVELOPASUPPLYCHAINSTRATEGYISTODETERMINETHOSEAREASWHER
22、ETHEMARKETPLACEDEMANDSTHATACOMPANYMUSTBECOMPETITIVETHEREFORE,ITISNECESSARYTOEVALUATETHEMARKETBYDOINGTHISITALSOPROVIDESAFRAMEWORKFORTHEEVALUATIONOFALTERNATIVESOLUTIONSWHICHCANBEDEVELOPEDLATERTHEPROCESSUSEDTOEVALUATEMARKETCHARACTERISTICSINVOLVESLOOKINGATANDSURVEYINGVENDORS,CUSTOMERSANDCOMPETITORSINORD
23、ERTODETERMINETHENEEDSOFTHECUSTOMERANDTHEPRESSURESWHICHTHEVENDORS,CUSTOMERSANDCOMPETITORSCANAPPLYINAPARTICULARSITUATIONINEFFECT,WHATISBEINGIDENTIFIEDIS,“WHATDOTHECUSTOMERSWANT“,AND“HOWMUCHWEIGHTDOTHEYHAVEINTHEMARKETTOGETWHATTHEYDESIRE“THEOUTPUTFROMTHISWORKISALISTFOREACHPRODUCTOFTHEMARKETCHARACTERISTI
24、CSWHICHCANTHENBEWEIGHTEDINORDEROFIMPORTANCETHEPURPOSEOFTHESECONDSTEPISTOREVIEWANDSUMMARISECONCISELYTHECOMPANYSEXISTINGSTRATEGIESTHEREASONFORTHISISNOTTOEVALUATETHESOPHISTICATIONORTHEAPPROPRIATENESSOFPARTICULARSTRATEGIESBUTTOFOCUSANDDIRECTTHESUPPLYCHAINDEVELOPMENTEFFORTTHEPURPOSEISSIMPLYTOIDENTIFYTHEI
25、NTERNALCONSTRAINTSWHICHMAYIMPACTONTHEDEVELOPMENTOFASUPPLYCHAINSTRATEGYTHETHIRDSTEPISTODETERMINETHEORDERWINNINGCRITERIA,THEOBJECTBEINGTODEFINE,PRIORITISEANDEVENTUALLYWEIGHTTHECUSTOMERSCRITICALPURCHASINGFACTORSTODOTHIS,ITISNECESSARYTOCOMBINETHEINTERNALANDEXTERNALFACTORSWHICHHAVEBEENIDENTIFIEDANDDEVELO
26、PASINGLE,PRIORITISEDLISTFOREACHPRODUCTMARKETSEGMENT,SUCHTHATEFFORTCANBECONCENTRATEDONAREASOFIMPORTANCETHISAPPROACHALSOPROVIDESACLEARFRAMEWORKWHICHCANBEUSEDTODETERMINEWHICHTECHNIQUESANDSTRATEGICELEMENTSAREMOSTIMPORTANTTOTHECOMPANYPHASEIISUPPLYCHAINDIAGNOSTICREVIEWONCETHEORDERWINNINGCRITERIAHAVEBEENDE
27、FINED,THENEXTSTEPISTOREVIEWTHESUPPLYCHAINOPERATIONSANDTOIDENTIFYTHOSEAREASWHICHOFFERPOTENTIALFORIMPROVEMENTTHEFIRSTSTEPISUSUALLYTODEVELOPACOSTMODELTHISISNECESSARYBECAUSEINMANYCOMPANIESTHETRADITIONALCOSTACCOUNTINGANDMEASUREMENTSYSTEMSDONOTEFFECTIVELYDISTRIBUTETHECOSTSOFTHEACTIVITIESINTHEORGANISATIONS
28、TOINDIVIDUALPRODUCTSORMARKETSEGMENTSINFACT,THEYAREINVARIABLYNOTEVENPRESENTEDINAWAYWHICHENABLESTHECOSTSOFPARTICULARACTIVITIESTOBECLEARLYDEFINEDTHEOBJECTIVEOFTHISSTEP,THEREFORE,ISTODEVELOPAREALISTICMETHODOFALLOCATINGOVERHEADCOSTSTOPRODUCTS,MARKETSANDACTIVITIESATTHESAMETIMEASDEVELOPINGTHECOSTMODEL,EFFO
29、RTSHOULDBEDIRECTEDTOWARDSIDENTIFYINGTHOSEACTIVITIESINTHECOMPANYWHICHMOSTLYAFFECTANDIMPACTONTHEABILITYTOMEETCUSTOMERSNEEDSTHATIS,IDENTIFYWHATTHECOMPANYHASTO“DOWELL“THEOBJECTIVEISTOIDENTIFYTHOSEACTIVITIESINTHECOMPANYOPERATIONSWHICHCANSIGNIFICANTLYIMPACTONTHECOMPANYSABILITYTOSATISFYCUSTOMERNEEDSAGAIN,A
30、LLOWEFFORTTOBEFOCUSEDONLYONTHOSEACTIVITIESWHICHHAVEANIMPACTANDPROVIDEIMPROVEMENTOPPORTUNITIESTHELASTSTEPINPHASEIIISTODEVELOPALISTOFPOTENTIALIMPROVEMENTTECHNIQUESFOREACHOFTHEOPPORTUNITIESWHICHHAVEBEENIDENTIFIEDTHISLISTISNOTINTENDEDTOBEASTRATEGYOREVENARECOMMENDATIONOFIMPROVEMENTTECHNIQUES,BUTTHEFIRSTS
31、TEPTOWARDSIDENTIFYINGTECHNIQUESFORCONSIDERATIONINDEVELOPINGASUPPLYCHAINSTRATEGYANDAFINALIMPLEMENTATIONPLANPHASESUPPLYCHAINDEVELOPMENTTHEFINALPHASEISTHEDEVELOPMENTOFASUPPLYCHAINSTRATEGYANDTACTICALPLANFORIMPLEMENTINGTHATSTRATEGYTHEOBJECTIVEHEREISTODEVELOPASTRATEGYFORTHECOMPANY,BASEDONTHEWORKDONEINTHEF
32、IRSTTWOPHASESWHICHISCONSISTENTWITHCUSTOMERDESIRES,MANAGEMENTFOCUS,MARKETCHARACTERISTICSANDTHEREALITIESOFTHEORGANISATIONTHISSTRATEGYSHOULDUTILISEFULLYTHECOMPANYOPERATIONSANDCOMPETITIVETOOLS,ANDALLOWANAPPROACHTOSUPPLYCHAINIMPROVEMENTSWHICHISINTEGRATEDWITHTHERESTOFTHEBUSINESSTHEFINALTASKISTOREDUCETHESU
33、PPLYCHAINSTRATEGYTOACTIONABLEIMPLEMENTATIONPLANSBYDEVELOPINGSPECIFIC,TIMEPHASED,TACTICALPLANSFORIMPLEMENTINGTHESTRATEGYTHISINVOLVESORGANISINGANDPRIORITISINGTHELISTOFPOTENTIALIMPROVEMENTS,DEVELOPEDINANEARLIERTASK,TOREFLECTTHESTRATEGICPLANSWHICHHAVENOWBEENDEVELOPEDTHERESULTOFTHISTASKISASETOFTIMEPHASED
34、ACTIONPLANSFORIMPLEMENTINGTHESUPPLYCHAINSTRATEGYSUMMARYCOMMONTOALLMANUFACTURINGCOMPANIES,REGARDLESSOFSIZE,TYPEOFPRODUCTORMANUFACTURINGPROCESSISTHENEEDTOCONTROLTHEFLOWOFMATERIALFROMSUPPLIERS,THROUGHMANUFACTURINGANDDISTRIBUTIONTOTHECUSTOMERTRADITIONALLY,THEFLOWOFMATERIALHASBEENCONSIDEREDONLYATANOPERAT
35、IONALLEVEL,ATBESTDRIVENBYEFFICIENCYIMPROVEMENTANDCOSTREDUCTION,ATWORSTABANDONEDTOBEBATTEREDBYTHEDEMANDSOFARAPIDLYCHANGINGCOMPETITIVEENVIRONMENTFORMANYCOMPANIESTHENEEDTOREACTTOMARKETCHANGESISPARAMOUNTTHEROLEOFTHESUPPLYCHAINISCRUCIALNOLONGERCANTHEPOTENTIALOFINTEGRATINGTHESUPPLYCHAINBEIGNOREDTHISPOTENT
36、IALWILL,HOWEVER,ONLYBEREALISEDBYRECOGNISINGTHECONNECTIONSANDINTERRELATIONSHIPSBETWEENCOMPONENTPARTSOFTHESUPPLYCHAINANDENSURINGAGOODFITBETWEENITSDESIGNANDOPERATIONANDTHECOMPANYSCOMPETITIVESTRATEGYTHOSECOMPANIESTHATCONSIDERTHESUPPLYCHAINDURINGTHESTRATEGICDEBATE,MANAGEITASASINGLEENTITYANDENSURETHEAPPRO
37、PRIATEUSEOFTOOLSANDTECHNIQUESINORDERTOMEETTHENEEDSOFTHEMARKET,WILLOBTAINREALBENEFITSRESULTINGFROMTHEDOUBLEEDGEDIMPACTOFINCREASEDMARKETSHAREONALOWERASSETBASETHOSETHATDONOTWILLGETLEFTBEHINDINTHEFIGHTFORSURVIVALFURTHERREADING1CHRISTOPHER,M,THESTRATEGYOFDISTRIBUTION2STERN,LWANDSTURDIVANT,F,“CUSTOMERDRIV
38、ENDISTRIBUTIONSYSTEMS“,HARVARDBUSINESSREVIEW,JULY/AUGUST1987译文产业链的整合一、产业链的范围制造业是通过销售产品、将产品增值从而来创造财富的。大多数的制造公司都需要控制供应商提供的材料流量,通过过程中的产品的增值和分销代理,为广大客户提供服务。如图1所说,产业链所连接的是一系列有关规划的活动,如协调和控制原料、零部件,将货物从供应商销售给客户,这都和产业链中两种截然不同的的流量有关材料和信息。产业链的整个过程是从资源供应的开始到消费的结束。它所关注的不仅仅是一个简单的材料物理运动,而是从供应商管理、采购,物料管理、生产管理、设施规划、
39、客户服务、信息流动、运输到物流的整个过程。管理产业链的目标是将客户的要求和供货商物资的流转同步,然而高标准的供应商生产分配顾客集中仓储库存工厂仓储产业链的范围图1材料流动信息流动顾客服务、低库存投资和低单位成本之间常常打不到有效的平衡。设计、经营于一体的有效产业链对每个公司都起着重要的作用。在客户和供应商在完成订单中的所有接触点上理解客户是最重要的,包括送货服务、售前和售后服务、技术支持和经济因素等等,它是结合产业链综合效应的结果。产业链中最重要的作用是建立一个理想的客户服务水平,当然,他们之间也相互依存的,如果一个环节没处理好,那么链条就会被破坏,变得缺乏创造性,造成其他方面工作量的下降,最
40、终危及产业链有效性的。要达到低成本高标准的服务水平,就必须要求产业链中的所有环节都能保持相互平衡。要达到成本和服务之间必要的平衡,就需要经过产业链的权衡(见图2)。为了让这种权衡利益得到充分实现,有必要从形成一个单一的完整的链条的角度去考虑,而不是仅仅缩小功能区。但不幸的是,如果这么做,那么在产业链的整合方面和大多数公司的目标是在冲突和阻碍的。用传统的方法来解决集中在可操作性、规划水平和赔偿问题与产能过剩不平衡的冲突上,对公司而言是不可行的,不仅价格昂贵,而且在最坏的情况,会导致灾害。为了有效地解决这些矛盾,使之成为为取得竞争优势的武器,需要一个由商业需求推动的集成化产业链的发展来带动。图平衡
41、产业链中功各功能之间的作用资金低营运资金市场广阔的市场范围分配低运输成本生产规模经济低存货资产高服务水平低单位成本采购低价格购买二、集成式产业链的发展一个集成化产业链的发展需要物流管理从战略、战术和运作这三个角度来把握。要将每个层次人员、资金的运作和系统的使用作为一个协调统一的整体看待(见图3)。战略视角企业往往花费大量的时间思考在制造、金融和营销领域的战略问题,对供应的重点却很少的思考到,但它恰恰是运作中的主要部分。如果供给的问题被忽略,那么产业链也将被排除在战略问题的辩论中,在这样的情况下,就会错过一些机会,那么企业有利的竞争地位就会被威胁。图3开发一个集成化产业链战略框架战术问题组织技术
42、系统基础设施运作问题目标工具/技术控制程序资源设施人员资金系统战略策略中最重要的是发展1、产业链的目标和策略。这些应是产业链中保持高标准水平的方面(适应变化,以最低的成本运作,确保产品的高水平可用性等),来支持业务的需求。2、产业链的形成在于主要的设备和他们的市场定位。3、根据产品和市场定位包括产品的可用性、服务水平、交货时间、技术支持和售后服务支持,来预计该公司竞争力的情况。4、这样的组织结构能够消除功能性的障碍,并且能将产业链有效的运作。战术视角从战术的角度来看,应侧重于以何种战略将目标实现。它涉及到每个功能转换的战略目标和政策,使产业链达到平衡互补的目的和目标。这些目标可以让存货、生产力
43、和服务之间的达到平衡。此外,在战术层面,特别是涉及到确定的工具、方法和必要的资源,就要求要“做得好”,特别是适合混合系统的(MRPII,DRP,JITETC),就需要有效的管理产业链和提供信息基础设施。操作角度操作角度应该是对相关的产业链进行有效地管理。它侧重于详细的制度和程序,以保证对某些方面恰当的控制和业绩考核。例如,一个公司应该通常从产业链的库存投资、服务水平、供应商绩效和成本方面的业绩来衡量。用这种垂直的连接战略来促进产业链的发展,关键在于战术和运作的角度,因为它提供了一个不需要考虑集中或分散的一个独立的产业链的控制结构。它可以根据公司的特定组织的要求来调整战术,从而灵活得实施集中和分
44、散战略。三、一个完整的产业链战略发展的系统研究方法在产业链的背景下,公司要正面的回答一些问题,例如1产业链活动的高成本(估计在520之间的净销售额价值)2存货水平(代表性的,存货水平在3到5月的使用范围内)3低标准的客户服务(以交货期、可用性、可靠性的文件和相应能力)4部门内部的冲突5结构的调整如果一个公司应对这些问题,采取的是制定一项综合的有关产业链策略,那它一定可以与所有的商业领域里的组织进行紧密的相互合作。为了确保成功,需要一个结构化的方法。可以将发展综合的产业链战略分为三个阶段(见图4)。第一阶段竞争环境的评估第一步就是向外看,这样做的目的是开发,并且用问卷调查来说明市场的特性。这样做
45、的原因是为了找到一个可以使总体战略实现其最佳效果的地方。在过去,当公司想去评估产业链,不是在相关人员的奇想,就是将眼光集中于那些公司必须成功的领域,但这狭隘的方法通常是无效的。评估运营和发展产业链的最好方法是确定市场和地区的要求,即公司必须具有的竞争力。因此,评估市场是必要的,这样可以为后面评估可选择的方案作出了一个框架。第二步是简单的回顾并且总结公司目前的战略。不评估战略的复杂性或特殊行,也不评估其适当性,直接发展产业链,这样做的目的只是为了确定内部可能影响到产业链的战略发展的制约因素。第三步是确定赢得订单的标准,使其目标明确,优先考虑并最终衡量客户的购买的关键因素。要做到这一点,必须结合内
46、部和外部因素,最终确认发展单一、优先的列出每种产品的细分市场。这样做能集中精力于主要的领域。这种方法能够提供一个清晰的框架,可以用来确定哪些技术和战略因素是对公司最重要的。竞争环境的评估产业链诊断回顾产业链的发展战略确定客户的需要第一阶段第二阶段第三阶段确定选择选择一个可以组织综合产业链的策略一个完整的产业链战略发展的系统研究方法图4第二阶段产业链诊断回顾一旦确定赢得订单的标准,下一步就是回顾产业链的运营和确定哪些领域能有所改进。第一步经常是开发一个成本模型。这是必须的,因为在很多公司的传统成本核算和测量体统不能精确的计算从组织到每个产品或者细分市场的交易费用。事实上,他们也都不能在某种程度上
47、对特定活动的费用提出的明确界定。因此,这一步的目标是研制出一个将交易成本分配到产品和市场的方法。同时在开发一个成本模型过程中,应该将精力集中在鉴别公司的活动上,哪个是对于满足顾客需求是最有影响力的。也就是说,确定公司必须“做好”什么,其目的是确定这些活动在公司的运营中,哪个活动对公司能够满足消费者需求有最显著的影响的。然后,只针对这些有影响和提供提升机会的活动努力。第二阶段的最后一步是确定需要提高和改进技术的项目清单。这份名单不是打算作为一个战略或者是一个改善技术的建议,而是进一步去识别技术,为发展一个产业链战略和最终的实施方案提供建议。第三阶段产业链的发展最后一个阶段是产业链战略的发展和这个
48、战略实施的战术计划。目标是为公司制定战略,根据第一二阶段的工作情况,如果与顾客的需求,管理的重心,市场的特色和组织的现实情况相一致。那么这个战略就可以提高公司的运营和竞争能力,从而找出一个与剩下业务相结合改进产业链的方法。最后的任务是减少从书面上制定产业链实施计划,而是从行动上按时间分阶段实施具体战略。它包括组织优先发展早期项目的名单,反映了已经发展的战略计划的成果。这项任务的最终结果就是按时间的设定分阶段得实施产业链战略行动计划。四、总结所有的制造企业,不管大小、产品类型或者制造过程都需要从供应商那控制物资流转,通过生产和分配,最终给顾客。传统的物资流转仅仅是在操作层面,最多是改进效率和降低成本驱动。但在最坏的情况下,就是在高速变化竞争环境需求下就会被淘汰。对于许多公司来说,应对市场的变化是最重要的,这在产业链中的作用是至关重要的。对产业链的整合不能再被忽略。然而,只有在意识到产业链的各部分的重要性,并且确保该产品在设计、运行和公司竞争策略三者之间有一个良好的互动关系,才能使这股潜在的力量得以实现。这些公司将战略争论中的产业链作为一个单独的实体来管理,提高技术来满足市场的需求。在一个较低的资产基础上,获得的双重影响来增加实际利益,提高市场占有率,这样在为生存而战时就不会落后。