1、新经济时代的经营哲学,宋栎楠 13820639709 147560873 ,見勝不過眾人之所知，非善之善者也。 戰勝而天下曰善，非善之善者也。 故舉秋毫不為多力，見日月不為明目，聞雷霆不為聰耳。聲不過五，五聲之變，不可勝聽也。 色不過五，五色之變，不可勝觀也。 味不過五，五味之變，不可勝嘗也。戰勢不過奇正，奇正之變，不可勝窮之也。,凡戰者，以正合，以奇勝,老子道德经第十二章,五色令人目盲 五音令人耳聋 五味令人口爽 驰骋畋猎 令人心发狂 难得之货 令人行妨 是以圣人为腹不为目 故去彼取此,读史使人明智， 读诗使人灵秀， 数学使人周密， 科学使人深刻， 伦理学使人庄重， 逻辑修辞之学使人善辩：
2、凡有所学，皆成性格。弗朗西斯培根,New Economic Drivers 新经济的动力,Globalization Shorter of Product-Market Life cycle Variable of Demand Progress of Information Technology,What is COST about？,Times of Production Times of Products Times of Marketing (Strategic Management) Times of Supply Chain Management交易成本 机会成本 风险成本,Wha
3、t is about Value？,无限的欲望是价值创造的动力 特点是欲壑难填,Supplier,Customer,Customers Customer,Suppliers Supplier,Make,Deliver,Make,Deliver,Make,Source,Deliver,Source,Internal or External,Internal or External,Your Company,Source,SCOR is structured around five distinct management processes,SCOR Model,Building Block Ap
4、proachProcesses MetricsBest Practice Technology,Linking Supply Chain Performance Attributes and Level 1 Metrics,Mapping material flow,(D1),(D1),(S1) (SR1,SR3),(S1, D1) (SR1,DR1,DR3),(D2) (DR1),(S1, D1) (SR1, DR3),(S1, D1) (SR1,DR1,DR3),(S1, D1) (SR1,DR1,DR3),(S1) (SR1,SR3),(S1) (SR1,SR3),(S1) (SR1,S
5、R3),(S1, S2, M1, D1) (SR1,DR1),Definition of SCM,Supply Chain Management encompasses the planning & management of all activities involved in sourcing & procurement, conversion & all Logistics Management activities. Importantly, it also includes coordination & collaboration with channel partners, whi
6、ch can be suppliers, intermediaries, third-party service providers & customers. In essence, SCM integrates supply & demand management within & across companies. Council of Supply Chain Management Professionals (2004),Supply Chain Management: Boundaries & Relationships,Supply Chain Management is an i
7、ntegrating function with primary responsibility for linking major business functions and business processes within and across companies into a cohesive and high-performing business model. It includes all of the Logistics Management activities noted above, as well as manufacturing operations, and in
8、addition it drives coordination of processes and activities with and across marketing, sales, product design, finance and information technology.,Matrix of Products-Market,Demand Uncertainty,Time Sensitively,Matrix of Products-Market,Demand Uncertainty,Time Sensitively,Matrix of Products-Market,Dema
9、nd Uncertainty,Time Sensitively,Matrix of Products-Market,Demand Uncertainty,Time Sensitively,Degree of Uncertainty,波动,波动,波动,CLM的最新物流定义 The Up-to-date Logistics Definition of CLM,Logistics management is that part of the supply chain management that plans, implements, and controls the efficient, effe
10、ctive forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customers requirements.,Logistics Management Boundaries & Relationships,Logistics Management activities typically include inbound and outbo
11、und transportation management, fleet management, warehousing, materials handling, order fulfillment, logistics network design, inventory management, supply/demand planning, and management of third party logistics services providers. To varying degrees, the logistics function also includes sourcing a
12、nd procurement, production planning and scheduling, packaging and assembly, and customer service. It is involved in all levels of planning and execution strategic, operational and tactical. Logistics Management is an integrating function, which coordinates and optimizes all logistics activities, as
13、well as integrates logistics activities with other functions including marketing, sales manufacturing, finance and information technology.,A Breakdown of Costs in the UK Supply Chain,Supplier delivery to distribution centre (DC) 18% DC operation and deliver to store 28% Store replenishment 46% Suppl
14、ier replenishment systems 8%,知识准备库存管理,公式中数学符号的含义： Q=销售商需要存货的数量； AVD=每日的平均需求量； STD=每日需求的标准方差，即需求数量的波动幅度的大小；LT=前置时间，从发出订单直到货物到达的时间，包括信息传递和实体运送两部分；=服务水平，即满足需求概率的百分比。参见表6-1服务水平与的取值表,2、供应链管理的发展阶段,零部件制造商 最终装配 分销中心 零售商 用户,1980 传统的供应链,零部件制造商 最终装配 分销中心 零售商 用户,1990 精细供应链,服务水平与的取值表,供应链管理议题,风险共担（Risk-pooling） 长鞭效应（Bullwhip-effect）与供应商管理库存（VMI，vendor managed inventory） 推式（push）与拉式(pull)观点 延迟生产（postponement） 顾客价值（customer value） 供应链运作参考模型简介（SCOR model, supply chain operational reference model,Linking Supply Chain Performance Attributes and Level 1 Metrics,
