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Now a buyer's market in many industries, all enterprises in order to survive and do everything possible to meet the development requirements of customers. However, customer requirements and what is it? Time to get affordable, personalized products. Timeliness Of course, the inexpensive and personalized conflicts between these two in itself. You want value for money, I can be achieved through mass production, and you want to personalize, I produced only by a small group or even to achieve a single production, and this will inevitably result in high costs. How to meet customer demands? Many businesses start in two ways: first, tapping the potential within the enterprise. Within the enterprise through business process re-design and planning, and use of information tools (ERP, MRP and other systems) to reduce the invalidity of the enterprise to reduce labor and waste costs and improve efficiency; the second is to lower the prices of raw materials , parts procurement. Enterprises through tender bidding, cost accounting and other means to continue to lower the purchase price, to achieve cost reductions. With the deepening of tapping the potential within the enterprise, thus becoming less and less benefits, and parts prices as round after round of competition, increasing transparency, price reduction effect is not obvious, what is more, or suppliers to achieve low-cost and lower quality, inferior race red is good, or because companies ask their suppliers to lower prices caused by the two sides can not accept the contradictions, supply not protected, which are healthy and sustained development of enterprises adversely effects. So, is there any way to solve this problem? Yes! That is, supply chain management. Enterprise from raw materials and parts procurement, transportation, processing, distribution until the final customer in the hands of this process is seen as an interlocking chain, which is the supply chain. Supply chain management is to optimize the supply chain, with minimal cost, the supply chain from procurement beginning to the end customer to meet all the processes, including workflow (WorkFlow), physical processes (PhysicalFlow), funds flow (FundsFlow) and information Process (InformationFlow), are to operate efficiently at a reasonable price, the right products, in a timely manner to consumers hands. Through the supply chain management concept, we can know the following: 1, the starting point of the supply chain management - the needs of customers. The whole supply chain is driven by customer demand, the entire supply chain management have to meet the needs of users as the core operation. Current customer demand is changing rapidly, enterprises often do not accurately predict, once the large difference between forecast and demand, it is very likely caused by the backlog of inventory. Therefore, many companies regard the demand for access to true and accurate information as supply chain management a top priority. 2, supply chain management is not for single enterprise, but the supply chain in various enterprises, the suppliers, manufacturers, warehouses and shops, considered as a whole, on which to manage all aspects, such as procurement, storage, distribution and so on. 3, the pursuit of supply chain management is the lowest total cost of the entire chain efficiency. Some companies own basically zero inventory, but his supplier has stock piles; some companies their quick response, but his supplier has failed to keep this rhythm, this business is not in competition win, because he and his only, while ignoring the closely related with their partners interests will eventually lead to chain breakage. Therefore, saying that the 21st century, competition is not competition between enterprises and the enterprises, but the supply chain and supply chain competition. Supply chain management is the operation of the entire supply chain as a system, he is not the pursuit of local optimization, but the overall optimization, hope the whole supply chain can benefit from related companies. Why supply chain management is the source of corporate profits do? Canada, England Columbia University Business School Professor Michael • W • Telixiwei study suggests that the enterprise, the inventory cost of about 3% of sales, transportation costs of about 3% of sales, procurement costs account for revenue 40% -60% or so. Against a country, the supply of gross national product accounted for more than 10% of the labor force is also involved in more than 10% of the total. And as the global economic integration and development of information technology, cooperation between enterprises are increasing their cross-border cooperation between the regional and even manufacturing is increasingly evident in the full life cycle product supply chain costs (such as storage and transportation costs) in the proportion of the total cost of growing. For example, a manufacturer of cost structures in Table 1: Table 1 Now the company wants to increase its profit to 12 million, a way to increase sales, another approach is to reduce supply chain costs, as Table 2 Comparison of two results: Table 2 The assumption that sales, supply chain costs, other costs and profit proportional to the increase in cases, companies need to be sales by 24 million, that is, to a 20% increase to meet the demand, but the actual operation, which often pay a higher price; contrary to reduce supply chain costs enterprise approach, in the case of sales achieved without increasing the profit growth, and reduce supply chain costs is to bring the amount of net profits of enterprises, and this cost reduction, but also brought about the increase in corporate profit margins. Many enterprises in China, companies often focus on tapping the potential within, to the neglect of the supply chain management, in fact, working and wasted a lot of void existed in the supply chain into these areas, good supply chain management reduce the total cost of the supply chain is brought to the enterprise profits, therefore, supply chain management is the source of profits. The world's largest steelmaker POSCO Corporation, GE Power Systems (Power System) companies and other enterprises through SCM's advanced supply chain planning, demand planning process, taking into account customers, sales staff and suppliers, and other aspects of information We simplify the process for quick identification of demand forecasting, and quantitative and qualitative forecast into demand planning, improving the accuracy of business plans; significantly shorten the supply chain planning cycle time, while the supply chain through a single plan that plans across all sectors, equipment, resources, materials and manufacturing methods to improve the overall optimization plan quality; through comprehensive consideration of the availability of materials and production, supply and distribution capabilities, enabling enterprises to instantly and make delivery commitments to customers, thus saving 70% of the cost of management, distribution lead time from 20-30 days to 7 days, sales / production planning time from 60 days to 15 days. China's leading household appliances company Haier Group, also through the implementation of supply chain management, business development to bring a strong driving force. Haier Group, through process reengineering, ERP systems used to optimize streamline internal processes and, through B2B website, communication with suppliers, business operations, and CRM Web site built quickly as a bridge with clients, the needs of the customer rapid collection, feedback, so the entire supply chain through information network linking and sharing of information, greatly improved supply chain responsiveness. In this way, Haier the fastest speed, reasonable price to meet the user's individual needs, with real-time information, streamline the supply chain links to ensure low-cost, lower material sluggish Haier 73.8%, the actual storage area reduced by 50%, while Haier's customer satisfaction is rising to become the first home appliance brand. Implementation of supply chain management revenue in the following areas: 1, customer-centric, production is driven by the needs of customers, to ensure the production of the finished product is customer demand, reduce business risks; 2, the timely transmission of information, making demand information is no longer a sequential transmission, but at the same time to reach the various suppliers, making the whole supply chain more responsive to changing needs, shorten the delivery time, accelerate the pace of orders corresponding to companies win in the changing market; 3, the mutual sharing of information so that enterprises can more accurately control inventory and other information in transit, while maintaining service levels, existing inventory, fixed assets, means of transport to the minimum level of information instead of the realization of inventory; 4, online bidding, reconciliation, payment and other procedures, giving them a fair and equitable platform, while simplifying or eliminating the need for the original complex processes, reduce operating costs of enterprises; 5, chain enterprises more closely, so that more enterprises to participate in product development and designs, reduce development cycles, lower development costs; Of course, the benefits of supply chain management is not the end, it brings to businesses is lower costs, increase efficiency and competitiveness enhancement. Since supply chain management enabling enterprises so, then how to do business? Is that all enterprises should immediately begin? I think the company should consider the following aspects: 1, enterprises in the supply chain, the status. This is important because the supply chain management involves not only internal, but also to business partners, how to link to these partners, definitely need to strength-based, interest as a link, therefore, the implementation of Supply Chain Management generally in the supply chain in a strong position. 2, internal situation. Supply chain management is a key aim is to improve supply chain responsiveness, and this requires information sharing to achieve, also requires enterprises must first have some basic information, such as ERP, MES and other systems of the successful application of this basis to further the management of the supply chain. 3, the situation of supply chain partners. Business information supply chain partners often uneven, on the basis of better information, information sharing is relatively easier to achieve, but the situation on poor information, guidance should be given to the training center business to partners as soon as possible adaptation can not be synchronized for the development, consideration should be given out. 4, supply chain management implementation strategies. Supply chain management links with the ultimate customer and the first of the supplier and is through customer demand 这一 information flow through them, the best implementation strategy is to be achieved simultaneously. But the actual situation, supply chain management can be divided into three parts, procurement and supply chain management, enterprise supply chain management and distribution supply chain management. Purchasing and supply chain management refers to the procurement of raw materials to storage from this period, internal supply chain management refers to processing of raw materials to finished product storage, this section shall be general ERP system management areas, and distribution supply chain management refers to finished product delivery to customers this paragraph. The three parts to customer needs to link up the main line of information flow, but has its own focus. Generally speaking, internal supply chain management will be in place first, then the implementation of procurement and distribution were supply chain management, which requires companies to choose according to actual situation. 5, supply chain management implementation plan options. Now a lot of supply chain management software, companies decided to implement the following options should be considered what kind of program. Basically, these considerations: skills, experience, scalability, price, service, etc. Many of the recommendations in this regard because, again, not in the repeat. Each enterprise according to their own circumstances, careful analysis to determine their own direction of development. Currently more and more foreign companies start applying supply chain management to enhance their competitive edge, this is not the behavior to follow suit, but as companies fully understand the importance of the supply chain management actions taken, they felt, we are pleased to see a lot of domestic enterprises have begun to operate in this area, and achieved good results, but we see more of the enterprises still do not realize that this will inevitably adversely affect competition in the future, I hope this attention to our business to build up their supply chain management system, and the full enjoyment of this piece of profit source of income.
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Sažetak Supply chain management je predloženo krajem 80-ih, novi model upravljanja, u analizi lanca opskrbe i model koji se temelji na opskrbnom lancu na temelju dizajna proizvoda strategije i dizajna dijagram toka procesa. Ključne riječi reaktivni učinkovitost lanca nabave Supply Chain (SupplyChain, SC) Koncept iznio je krajem 80-ih, u posljednjih nekoliko godina naširoko kao globalne proizvodnje (GlobalManufacturing) pojavu menadžmenta opskrbnog lanca u sektoru proizvodnje koriste se kao novo rukovodstvo touch-type. Po trenutnom međunarodnom tržištu natjecanje, ekonomski i potražnje korisnički povećava neizvjesnost, brzim tehnološkim inovacijama i drugim čimbenicima, upravljanja opskrbnim lancem (SupplyChainManufacturing, SCM) predložio vrijeme nije dugo, ali su uzrokovali raširena zabrinutost . Neke poznate međunarodne tvrtke kao što je Hewlett-Packard, IBM Corporation, tvrtka Dell računala u praksi nabavnom lancu je napravio velike uspjehe, ljudi opskrbnog lanca se još više uvjeren da 21. stoljeće poduzeća da se prilagode globalnoj konkurenciji je učinkovit način, čime privukla je mnoge znanstvenike i poslovne ljude studij i praksu menadžmenta opskrbnog lanca. Kako dizajnirati opskrbnog lanca je osnova za provedbu u lancu nabave, malo istraživanja u zemlji i inozemstvu, u radu se prvo analizira opskrbnog lanca i njen model, analize proizvoda i opskrbnog lanca ovisno o vrsti proizvoda na bazi opskrbnog lanca dizajn strategije. 1, koncepti i modeli lancem opskrbe Rano vidi se da je proizvodnih tvrtki u lancu je unutarnji proces, koji se odnosi na nabavku sirovina i komponenti primljenih kroz proizvodni proces pretvorbe i prodaje se prosljeđuje proizvođača korisničkom proces. Ograničen na tradicionalni pojam dobavljačkog lanca poduzeća unutarnjih poslova, s naglaskom na korporativno vlastiti interes ciljeva. Kasnije, pojam opskrbnog lanca i drugih tvrtki obratite pozornost na link, obratite pozornost na vanjsko okruženje u nabavnom lancu, nastoje definirati kao lanac različitih poduzeća po proizvodnje, montaže, distribuciju i maloprodaju proces pretvaranja sirovina do gotovih proizvoda Korisnici postupka pretvorbe, to je širi, sustavnije koncept. Na primjer, Sjedinjene Države, Stevens 〔Stevens) je rekao: "dodanu vrijednost procesa i kanali distribucije kroz kontrole dobavljača iz dobavljaču da korisnik korisnik 'tekući opskrbnog lanca, koji počinje u opskrbi izvoru, kraj potrošnje kraju. " Evans 〔Evens) je rekao: "supply chain management je protok informacija kroz feedforward i povratne tok materijala i protoka informacija, da dobavljači, proizvođači, distributeri, trgovci, sve do krajnjeg korisnika sa strukturom u cjelini modelu. " Imajte na umu da ove definicije su integritet opskrbnog lanca, opskrbnog lanca, vodeći računa o konzistentnosti svih članova rada (odnos između članova lanca). U posljednje vrijeme, više naglasak na koncept opskrbnog lanca oko jezgre Enterprise Network lanca odnosa. Ako core business s dobavljačima, dobavljačima i svim dobavljačima, a čak i prije odnosa s korisnicima, kupcima i nakon svih odnosa. U ovom trenutku koncept opskrbnog lanca stvaranja koncepta mreže lanca, kao što su Toyota (Toyota), Nike (Nike), Nissan (Nissan), McDonald's (McDonalds) i Apple (Jabuka) i tako tvrtki u lancu nabave su iz neto lanac stajališta za provedbu, kao što su Harrison (Harrision) je definiran kao "supply chain je provedbu nabave sirovina, pretvoriti ih u srednju i gotovih proizvoda, i prodaje gotovih proizvoda na korisnikov funkcionalne mreže lanca." Ovi pojmovi su također naglasio da je strateški supply chain partnerstvo, Filip (Phillip) te Wendell (Wendell) da strateškom partnerstvu između opskrbnog lanca je vrlo važno, kroz uspostavljanje strateškog partnerstva s ključnim dobavljačima i korisnicima učinkovitije raditi. Iako naknada predsjednik ne postoji jedinstven definicija, ali je sigurno da opskrbnog lanca nije samo vezu s korisnikom lanac materijala dobavljaču, te je s dodanom vrijednosti lanca, materijala za obradu u nabavnom lancu, i prijevoz procesa povećati njegovu vrijednost. I takav lanac u 90 globalnoj proizvodnje, globalne konkurencije okoliš, to treba biti osnovna djelatnost mreže lanca, a ne samo iz jednostavnog lanac dobavljača za korisnika. 2 Supply chain dizajn strategija Projektiranje i upravljanje opskrbnog lanca efikasan za svakog proizvođača su bitni. Jer može doći do poboljšanja razine usluga korisnicima, postići cijenu i uslugu učinkovitu ravnotežu između, poboljšanje konkurentnosti, povećati fleksibilnost, infiltracija ljudi novih tržišta, poboljšanje učinkovitosti smanjivanjem zaliha i druge interese. Ali isto tako mogu biti zbog neprimjerenog dizajn opskrbnog lanca vodi do otpada i neuspjeha. Pravi dizajn strategija je potrebna. Fisher (MarshalIL.Fisher, 1997) da je dizajn opskrbnog lanca se na proizvod u centar. Dizajn Supply chain prvi razumjeti potrebe korisnika proizvodi poduzeća Što je ovo? Životnog ciklusa proizvoda, prognoziranje potražnje, proizvoda raznolikosti, prije tržišnih standarda i servis utjecaj opskrbnog lanca dizajn su važna pitanja. Karakteristike proizvoda moraju biti dizajnirana u skladu s opskrbnog lanca, koji je studirao u ovom lancu opskrbe radu temelji se na strategiji dizajna proizvoda. 2,1 Vrsta proizvoda Različite vrste proizvoda o dizajnu opskrbnog lanca imaju različite zahtjeve, visoke marže, stabilna potražnja za inovativne proizvode (InnovativeProducts) opskrbnog lanca dizajn se razlikuje od nisko profitna marža na stabilnu potražnju za funkcionalni proizvodi (FunctionalProducts). Usporedba dvije različite vrste proizvoda u tablici 1. Tablica 1 dvije različite vrste proizvoda u odnosu na potražnju Kao što se vidi iz tablice 1, funkcionalni proizvodi - like to meet osnovne potrebe korisnika, mijenjati vrlo malo, sa stabilnim i predvidljivu potražnju i dugi životni ciklus, ali njihova profitne margine niske, kako bi se izbjegle nisku granice zarade, mnoge tvrtke u obliku ili tehničke inovacije za potrošače da kupuju, da dobije visoki profit margine, potražnja za ovaj inovativni proizvod općenito nepredvidljiv, životni vijek je kraći. Zbog ova dva proizvoda razlikuju samo treba da imaju različite vrste menadžmenta opskrbnog lanca, kako bi se zadovoljile različite potrebe. 2,2 Supply chain tipa Zašto se različite vrste proizvoda zahtijevaju različite opskrbnog lanca? Uglavnom zbog posla opskrbnog lanca na različite načine: fizičke funkcije i tržišta posredovanja. Stoga lancem opskrbe može se podijeliti u dvije: učinkovitost opskrbnog lanca (EfficientSupplyChain) i jalove lancem opskrbe (ResponsiveSupplyChain). Djelotvornost opskrbnog lanca se uglavnom ogleda fizičke funkcije opskrbnog lanca, koji je najniži iznos troškova sirovina u komponente, polu-gotovih proizvoda, proizvoda, te u nabavnom lancu i prijevoza; reagira opskrbnog lanca se uglavnom odražava funkciju lancem opskrbe tržišta posrednika, da je distribucija proizvoda da zadovolji tržište potražnje kupaca, potražnja nije predvidljiv brzo djelovanje. Dvije vrste opskrbnog lanca prikazan je u tablici 2. Tablica 2. Usporedba dvije vrste opskrbnog lanca 2,3 Dizajn temelju Supply Chain Strategije Kada se taj proizvod i lancem opskrbe karakteristike, možete dizajnirati isti proizvod potražnju i opskrbnog lanca, dizajn strategija je prikazano na slici 2. Slika 1 tip opskrbnog lanca, dizajna i stvarajući strategija za matrice Matrica od četiri elementa strategije u ime četiri vrste mogućih kombinacija proizvoda i opskrbnog lanca, od koje možete vidjeti karakteristike proizvoda i opskrbnog lanca, menadžeri mogu odrediti svoje opskrbnog lanca dizajn poslovnih procesa u skladu s vrstu proizvoda, koja se temelji na proizvod lanca opskrbe dizajn strategije. 2,4 U ranim fazama razvoja proizvoda, nabavnom lancu dizajn U nekim high-tech poduzeća, kao što je Hewlett-Packard (HP), dizajn proizvoda, upravljanja opskrbnim lancem smatra važan čimbenik, mnogi znanstvenici su predložili dizajn za proizvode lancem opskrbe (DesigneForSupplyChainManagement, DFSCM) koncept. DFSCM cilj je dizajn proizvoda i procesa vezanih za troškove naknada predsjednik operacije i može se upravljati učinkovito. To postaje sve jasnije razumijevanje opskrbnog lanca, proizvodnih i distribuciju proizvoda u ukupni trošak konačne odluke o dizajna proizvoda. Stoga, konstrukcije i razvoja proizvoda mora započeti rano u dizajnu opskrbnog lanca, a obzirom na pitanje, da biste dobili maksimalni potencijal prednost. 3, na temelju lanca opskrbe proizvoda dizajn koraka Proizvod na bazi lancem opskrbe dizajn koraka prikazanih na slici 3. Slika 2 Supply chain dizajn modela procesa dijagram (1) analiza tržišnog natjecanja Namjena je pronaći koji proizvod i razvoj tržišta za opskrbnog lanca kako bi bila djelotvorna, mora znati što potražnje proizvoda, tip proizvoda i atributima. Analiza tržišta značajke procesa prema dobavljačima, kupcima i konkurentima istražiti, "ono što korisnici žele" i "njih na tržištu koliko težine" na određene probleme, prepoznati potrebe korisnika i prodavač, korisnike, pritisak konkurencije. Rezultat ovog koraka je važno za svaki proizvod po nalogu karakteristike tržišta. U isto vrijeme nesigurnosti tržišta trebaju analizu i ocjenu. (2) sažeti, analizirati poslovno stanje Analizira stanje poduzeća ponude i potražnje za upravljanje (ako tvrtka je već za upravljanje opskrbnim lancem, analiza opskrbnog lanca statusa quo), a ne ocijeniti važnost opskrbe strategiji lanca dizajn i podobnosti, nego se fokusirati na smjeru opskrbnog lanca razvoja, analizu, pronaći, sažeti postojećih problema i utjecaj korporativni dizajn opskrbnog lanca otpora i drugih čimbenika. (3) za opskrbnom lancu projekti Postojećih problema opskrbe projekata lanca dizajn, analizirati njegove nužnosti. (4) uspostava opskrbe ciljeva lanca dizajn Glavni cilj je postizanje visoke razine usluge kupcima i niže inventara ulaganja i niske cijene jedinicu ravnoteže između dva gola (dva cilja često sukob), treba također uključiti sljedeće ciljeve: ① za ulazak na nova tržišta; ② razvoj novih proizvoda; ③ razvoj novih kanala distribucije, ④ na poboljšanju razine usluga; ⑤ poboljšati zadovoljstvo korisnika; ⑥ smanjiti troškove; ⑦ smanjenjem zaliha poboljšati efikasnost rada. (5) analizu sastava opskrbnog lanca Predložiti osnovni okvir za sastav opskrbnog lanca. Nabavka lanca analiza sastava su proizvodnja postrojenja, opreme, tehnologije i dobavljača, proizvođača, distributera, trgovaca i kupaca izabrati svoju orijentaciju, te utvrditi kriterije za odabir i vrednovanje. (6〕 analizu i ocjenu tehničkih mogućnosti opskrbnog lanca dizajna To je ne samo za poboljšanje tehnologije, strategije ili preporučene liste, a to je razvoj i realizacija u lancu nabave, prvi korak, to je osnova izvodljivosti analize, u kombinaciji sa stvarnim stanjem lanca poduzeća opskrbe za razvoj tehnologije izbora napravio savjete i podršku . To je proces donošenja odluka, ako je to moguće, može se provesti sljedeće dizajn, ako nije potrebno re-design. (7) Dizajn Chain Supply Chain Uglavnom za rješavanje sljedećih problema: ① sastav opskrbnog lanca (dobavljači, oprema, tvornica, distribucija centriranje i pozicioniranje, planiranje i nadzor); ② izvor sirovina (uključujući i dobavljača, promet, cijene, prijevoz itd.); ③ proizvodnja dizajn (prognoziranje potražnje, proizvodnje bilo kojeg proizvoda, proizvodni kapacitet, distribucijski centri koji ponude, cijena, planiranje proizvodnje, planiranje proizvodnje i praćenja kontrole, upravljanje inventarom, itd.); ④ sposobnost za dizajn i distribuciju zadataka (proizvodima i uslugama u kojima tržište, promet, cijene); ⑤ Information Management System; ③ logistički sustav upravljanja, i tako dalje. U dizajnu opskrbnog lanca, korištenje mnogih alata i tehnologija, uključujući indukcija, kolektivna rješavanje problema, shematski, simulacija i dizajn softvera. (8) ispitivanje naknada predsjednik Supply chain dizajn je dovršen, kroz određene metode i tehnike za ispitivanje, pregled i probni rad, ako ne, vratite se u (4) na re-design. Ako postoji bilo koji problem, možete primijeniti za upravljanje lancem opskrbe. Zaključak 21. stoljeća poslovnog uspjeha leži u uspjehu u lancu nabave, upravljanje lancem opskrbe će se popeti na pozornost menadžmenta. Projektiranje i upravljanje opskrbnog lanca snazi je kritične za svaki poduzeća, te mora odabrati odgovarajuću strategiju za dizajn opskrbnom lancu dizajn, proizvod-based strategije opskrbnog lanca dizajn je jedan od njih.