2015-Scm-c1 Tong Quan Sc

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  • Chng Chng

    TNG QUAN V CHUI CUNG NGTNG QUAN V CHUI CUNG NG

    1. Tng quan v chui cung ng

    2. Hot ng ca chui cung ng2. Hot ng ca chui cung ng

    3. Cu trc ca chui cung ng

    4. Nhng i tng tham gia trong chui cung ng

    5. Chui cung ng ph hp vi chin lc kinh doanh

    1

  • 1.1. TNG QUAN V CHUI CUNG NGTNG QUAN V CHUI CUNG NG

    2

  • EVOLUTION OF SUPPLY CHAIN MANAGEMENTEVOLUTION OF SUPPLY CHAIN MANAGEMENT

    SCM Formation/Extensions

    Further Refinement of SCM Capabilities

    1950s 1960s 1970s 1980s 1990s 2000s Beyond

    Traditional Mass Manufacturing

    Inventory Management/Cost Optimization

    JIT, TQM, BPR, Alliances

    Extensions

  • WHAT IS A SUPPLY CHAIN?WHAT IS A SUPPLY CHAIN?

    Flow of products and services from: Raw materials manufacturers Intermediate products manufacturers End product manufacturers

    David SimchiDavid Simchi--Levi et.al.,Levi et.al., 20092009

    End product manufacturers Wholesalers and distributors and Retailers

    Connected by transportation and storage activities Integrated through information, planning, and

    integration activities Cost and service levels

  • NH NGHA V CHUI CUNG NGNH NGHA V CHUI CUNG NG--11

    A typical supply chain is a chain operation such as: rawmaterials are procured, products are produced, shippedto warehouses, and then shipped to retailers orcustomers (DavidDavid SimchiSimchi--LeviLevi etet alal..,, 20002000))

    Mt chui cung ng c trng l mt chui cchot ng bao gm:

    Thu mua NVL, sn xut sn phm, chuyn vo hthng kho, v cui cng chuyn n cc i l vkhch hng

    5

  • NH NGHA V CHUI CUNG NGNH NGHA V CHUI CUNG NG--22

    Felix et al. (2003) SC system integrates all operations anddepartments through suppliers, inbound logistics, core manufacturer,outbound logistics, marketing and sales, and end customers

    Khi nim SCM rng hn Logistic!

    Mt h thng chui cung ng tch hp tt c cc hotng v cc phng ban xuyn sut t: Nh cung cp,vn hnh ni b, sn xut chnh, vn hnh bn ngoi,kinh doanh tip th, v khch hng

    6

  • NH NGHA V CHUI CUNG NGNH NGHA V CHUI CUNG NG--33

    Stadtler (2002; 2005) built the house of SCM andmentioned to the SC planning matrix (Meyr et al., 2002)which related business functions: procurement,production, transportation and distribution, and sales

    Stadtler xy dng ngi nh QL chui cung ngv ng thi cng cp n ma trn hochnh chui cung ng bao gm: Vic thu mua,sn xut, vn chuyn v phn phi, v kinhdoanh

    7

  • Ngi nh qun l chui cung ngNgi nh qun l chui cung ng

    CompetitivenessCustomer service

    Integration: Coordination:

    Choice of partners Use of information and communication

    NH NGHA V CHUI CUNG NGNH NGHA V CHUI CUNG NG--44

    and communication technologyNetwork organization and

    inter-organizational collaboration

    Leadership

    Process orientation

    Advanced planning

    Foundation:Logistics, marketing, operations research, organizational theory,

    purchasing and supply8

    Fig. House of SCM (Stadtler, 2002; 2005)

  • NH NGHA V CHUI CUNG NGNH NGHA V CHUI CUNG NG--55

    Fierce competition in todays global market, theintroduction of products with short life cycles, and theheightened expectations of customers have forcedbusiness enterprises to invest in, and focus attention on,business enterprises to invest in, and focus attention on,their supply chains (David Simchi-Levi et al., 2000).Therefore, supply chain management (SCM), now, isvery important role in business activities!

    Nhn mnh vai tr v cng quan trng ca SCM.

    9

  • CHUI CUNG CHUI CUNG NG NG L G?L G?Khi nim:- Nh cung cp: cung cp nguyn vt liu, bn thnh phm,- Mua hng: nguyn vt liu, bn thnh phm, Chi tit,tit,

    - Sn xut: bn thnh phm, thnh phm,- Tn kho: bn thnh phm, sn phm, chi tit

    - Trung tm phn phi (Distribution Centers): phn phi sn phm- i l: p ng nhu cu ca khch hng

    10

  • CHUI CUNG NG

    Suppliers Raw materials Factories Warehouse/ Retailers/

    Purchasing Manufacturing Distributing

    Suppliers Raw materials Factories Warehouse/

    storage

    Retailers/

    customers

    Fig. Typical Supply Chain

    11

  • CHUI CUNG NGCHUI CUNG NG

    procurement production distribution sales

    Strategic Network planning

    DemandMaster Planning

    long-term

    mid-term

    Purchasing&

    Material Requirements

    Planning

    ProductionPlanning

    Distribution Planning

    Scheduling Transport Planning

    Demand

    Planning

    Demand

    fulfillment

    Master Planning

    short-term

    Fig. Software modules covering the Supply Chain planning matrix (Meyr et al., 2002)12

  • QUN L CHUI CUNG QUN L CHUI CUNG NG L NG L G?G?Qun l chui cung ng l g?Tch hp mt cch hiu qu t nh cung cp, vic sn xut,tn kho, v cung cp sn phm n khch hng theo 3 tiuch:

    - ng s lng yu cu- ng s lng yu cu- ng ni quy nh

    - ng thi gian cn thit

    Supply chain management is concerned with theefficient integration of suppliers, factories,warehouses and stores so that merchandise isproduced and distributed:

    In the right quantities

    To the right locations

    At the right time

    13

  • WHAT IS SUPPLY CHAIN MANAGEMENT?WHAT IS SUPPLY CHAIN MANAGEMENT?

    Supply chain management is a set of approachesutilized to efficiently integrate suppliers, manufacturers,warehouses, and stores, so that merchandise isproduced and distributed at the right quantities, to theright locations, and at the right time, in order to minimizesystem wide costs while satisfying service levelrequirements.

  • TWO OTHER FORMAL DEFINITIONSTWO OTHER FORMAL DEFINITIONSThe design and management of seamless, value-added process across organizational boundaries to meet the real needs of the end customer

    Institute for Supply ManagementManaging supply and demand, sourcing raw Managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer

    The Supply Chain Council

  • MC TIU CA CHUI CUNG NGMC TIU CA CHUI CUNG NG

    =>What Is the Goal of Supply ChainManagement?

    Cc tiu ha tng chi ph ca h thng (thamn yu cu ca khch hng!) In order tomn yu cu ca khch hng!) In order to

    Minimize total system costSatisfy customer service requirements

    Kim sot h thng:Tt c ngun lc u tham gia v nh hng n chi ph chung.p dng cho ton cng ty (h thng) c th gim chi ph

    Tch hp cc ngun lc l cha kha thnh cng. 16

  • Tm quan trng ca SCM: (theo kt qu iutra ca 691 (SC managers) t cc cng ty Chuu, M, v ) [ M: 21%, TB chung: 15% nhnmnh SCM]

    TM QUAN TRNG CA SCMTM QUAN TRNG CA SCM

    SCM ng th 3 trong i mi trong kinh doanhhin i (sau TQM, v Process Engineering-PE) SCM l qu trnh xuyn sut, trong khi TQM vPE th thin v ni b.

    17

  • Khch hng: nhu cu

    i lTng khoNh my

    Cung ng

    THE SCM NETWORKTHE SCM NETWORK

    D. Simchi-Levi, P. Kaminshy & E. Simchi-Levi, 1999

    Chi ph sn xut / mua

    Chi ph bo qun

    Chi ph vn chuyn Chi ph

    bo qun

    Chi ph vn chuyn

    18Fig. The logistics network

  • Key ObservationsKey Observations

    Every facility that impacts costs need to be considered Suppliers suppliers Customers customers

    Efficiency and cost-effectiveness throughout Efficiency and cost-effectiveness throughout the system is required System level approach

    Multiple levels of activities Strategic Tactical Operational

  • Other Related ObservationsOther Related Observations

    Supply chain strategy linked to the Development Chain

    Challenging to minimize system costs and maximize system service levelssystem service levels

    Inherent presence of uncertainty and risk

  • Chui cung ng l mt chui nng ng:i hi ca khch hng ngy cng tng lm giatng p lc ln cc i l v cc nh cung cp va dng chng loi, cht lng, s lng, gi c Gia tng tnh nng ng ca tt c cc thnh t

    TNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG

    Gia tng tnh nng ng ca tt c cc thnh ttrong h thng SC

    21

  • Or

    d

    e

    r

    S

    i

    z

    e

    Retailer OrdersRetailer Orders

    Distributor OrdersDistributor OrdersProduction PlanProduction Plan

    Customer Customer

    TNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG O

    r

    d

    e

    r

    S

    i

    z

    e

    Time

    Tom McGuffry, Electronic Commerce and Value Chain Management, 1998

    Customer Customer demanddemand

    22

    Fig. The Dynamics of the Supply Chain

  • Or

    d

    e

    r

    S

    i

    z

    e

    Production PlanProduction Plan

    Thng tin thc t cho nhng nh qun lTNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG

    O

    r

    d

    e

    r

    S

    i

    z

    e

    Customer demand

    Customer demand

    Time

    Tom McGuffry, Electronic Commerce and Value Chain Management, 199823

    Fig. The Dynamics of the Supply Chain

  • Or

    d

    e

    r

    S

    i

    z

    e

    What Management WantsK hoch cn t ca nhng nh qun l

    TNH NNG NG CA CHUI CUNG NG TNH NNG NG CA CHUI CUNG NG O

    r

    d

    e

    r

    S

    i

    z

    e

    Customer demand

    Customer demand

    TimeTom McGuffry, Electronic Commerce and Value Chain Management, 1998

    Production PlanProduction Plan

    24

  • 2.2. HOT HOT NGNG CA CHUI CUNG NGCA CHUI CUNG NG

    25

  • THNH PHN V HOT NG THNH PHN V HOT NG

    Sources:plantsvendorsports

    RegionalWarehouses:stocking points

    Field Warehouses:stockingpoints

    C