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Theory of Supply Chain Management

Companies seek to design business models that meet customer needs better than competitors. Success depends on the ability to Design, Make, and Deliver innovative, high quality, low cost products and services that customers demand.

公司寻求设计比竞争对手更好地满足客户需求的商业模式。成功取决于设计、制造和交付客户所需的创新、高质量、低成本产品和服务的能力。

Supply chain management allows companies to focus on their unique skill sets.

供应链管理使公司能够专注于他们独特的技能组合。

It’s the theory of comparative advantage applied at the company level.

这是比较优势理论在公司层面的应用。

比较优势论(Theory of Comparative Advantage) 如果当一个国家不能以低廉的价格生产某种商品或提供某种劳务时，那么该国从另一个国家进口总是有利的。比较优势论将这一点又推进了一步，认为即使一个国家在其国内能以不太高的成本生产某种商品，但是，如果从其他国家进口这种商品，也许可能价格更低，更为有利。当然，这个结论是建立在这样一个前提上的：进口国生产某种商品，不如生产另一种商品更有利，而出口国生产该种商品则较为有利。交换的结果导致两个国家都有利。

SCM allows companies to do what they do well.

供应链管理允许公司做他们擅长的事情。

Other activities are outsourced to companies with complementary capabilities.

其他活动则外包给具有互补能力的公司。

Supply chain management requires

供应链管理要求

a common understanding of supply chain objectives and individual roles, 对供应链目标和个人角色的共同理解;
an ability to work together, and 有共同工作的能力
a willingness to adapt in order to create and delivery the best products and services possible. 愿意适应，以创造和提供最好的产品和服务。

两个supply chain的例子

Manufacturing：

Service：

【图还是很好理解的，从左往右看就行】

Supply Chain Management的定义

Supply chain management is the design and management of seamless, value-added processes across organisational boundaries to meet the real needs of the end customer.

供应链管理是跨组织边界的无缝增值流程的设计和管理，以满足最终客户的真正需求。

Logistics（物流）的定义

the part of the supply chain that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point of origin to the point of consumption in order to meet customers’requirements

供应链的一部分，计划、实施和控制货物、服务和相关信息从原产地到消费点的高效、有效的流动和存储，以满足客户的要求

Third-party Logistics (3PL) 第三方物流

3PL service providers are companies who provide a range of logistics activities for their clients. E.g. distribution centres, warehouse facilities, manage the delivery of the products through their transport fleets or undertake value-adding services such as re-packing.

第三方物流服务提供商是为客户提供一系列物流活动的公司。例如，配送中心、仓库设施、通过其运输车队管理产品的交付，或提供增值服务，如重新包装。

4PL™

4PLs™ originated by Accenture (previously Anderson Consulting).

4PLs™由埃森哲(前身为安德森咨询公司)发起。

Modern supply chain network is global and complicated, the capabilities to manage does not exist in any one organisation.

现代供应链网络是全球性的和复杂的，管理能力不存在于任何一个组织。

There’s a need for a specialist organisation, to form a JV with the focal firm, use its knowledge of SCs and 3PLs to manage and integrate end-to-end supply chain.

需要一个专业组织，与重点公司组建合资企业，利用其在供应链和第三方物流方面的知识来管理和整合端到端供应链。

【省流：4PL是管理3PL的，为客户提供3PL服务的】

Internal Value Chain Elements 内部价值链要素

Executive Management defines company strategy and allocates resources to achieve it.

执行管理定义公司战略并分配资源以实现该战略。

Supply Management coordinates the upstream supply base, finding the right suppliers and building the right relationships with them.

供应管理协调上游供应基地，寻找合适的供应商并与他们建立良好的关系。

Operations transforms the inputs acquired from suppliers into more highly valued products.

运营将从供应商处获得的投入转化为更有价值的产品。

Logistics moves and stores materials, so they are available when and where they are needed.

物流移动和储存材料，以便在需要的时间和地点提供。

Marketing manages the downstream relationships with customers, identifying their needs and communicating to them how the company can meet those needs.

市场部管理与客户的下游关系，确定他们的需求，并与他们沟通公司如何满足这些需求。

Human Resources designs the systems used to hire, train, and develop the company’s employees.

人力资源部设计用于雇用、培训和发展公司员工的系统。

Accounting maintains business records that provide information needed to control operations.

会计维护业务记录，提供控制操作所需的信息。

Finance acquires and controls the capital required to operate the business.

财务获取并控制经营企业所需的资金。

Information Technology builds and maintains the systems needed to capture and communicate information among decision makers.

信息技术构建和维护所需的系统，以便在决策者之间获取和交流信息。

Research and Development (R&D) is responsible for new product development

研发负责新产品的开发

Internal Process Integration: increase collaboration among the company’s functional groups.

内部流程整合:增加公司各职能组之间的协作。

Backward Process Integration: collaboration with 1st-tier and 2ndtier (leading companies) suppliers.

后向流程集成:与一级和二级(龙头公司)供应商合作。

Forward Process Integration: collaboration with 1st-tier customers.

前向流程集成:与一线客户协作。

Complete Integration: collaboration from the “suppliers’ supplier to the customers’ customer.”

完全整合:从“供应商的供应商”到“客户的客户”的协作。

Value chain analysis 价值链分析法

Step 1 – identify and classify the activities in the company 识别和分类公司的活动

Step 2 – identify the strengths & weaknesses of each activity 确定每个活动的优点和缺点

Step 1 – identify and classify the activities in the company

分为两个：primary activities和secondary activities

Primary Activities 主要活动

Inbound logistics 进货物流
Operations 运营
Outbound logistics 销售物流
Marketing & sales 营销及销售
Service 公共服务系统

（这五个是一步一步的逻辑关系，从1到5）

Secondary Activities 辅助活动

Firm’s infrastructure 公司的基础设施
Human resource management 人力资源管理
Technology development 技术开发
Procurement 采购管理

图示

Step 2 – identify the strengths & weaknesses of each activity

exploiting resources 资源开发

You also need to decide which strengths are

Rare 少见的
Valuable 有价值的
Durable – not likely to lose their rarity or value soon 耐用——不太可能很快失去稀有性或价值
Inimitable – e.g. the result of company culture 不可模仿-例如，公司文化的结果

Once strengths & weaknesses are known, look at

一旦知道了优点和缺点，再看看

How you can use and maintain strengths 你如何利用和保持优势
Solve weaknesses 解决的弱点

从图来看Value Chain与SCM

Local focus

就是一个最最最基础的chain

Company Focus

对于一个公司来说，要考虑的不仅仅是这个chain，还有上游供应商和下游客户

注意两个箭头的位置，与上游供应商连接的是Supply Management，与下游客户连接的是Logistics

SCM就是Linked Value Chains

许多value chains像套圈一样套在一起，每一环都有自己的suppliers和customers，这就是SCM

Supply Chain Management Problems

The goal of supply chain management is to use technologyand teamwork to build efficient and effective processes that create value for the end customer.

供应链管理的目标是利用技术和团队合作来建立高效和有效的流程，为最终客户创造价值。

The goal is compromised when processes, value chain elements, and/or companies work toward local rather than global optimum.

当流程、价值链要素和/或公司朝着局部而不是全局的最佳方向努力时，目标就会打折扣。

Process Management 流程管理

It’s a shift from competing on what we make to how we make it.

这是一种从竞争产品到竞争方式的转变

Functional thinking limits cooperation and impedes creative thinking.

功能性思维限制了合作，阻碍了创造性思维。

Process management promotes collaboration, facilitating customer satisfaction at low cost.

流程管理促进协作，以低成本促进客户满意度。

Process Management requires companies to:

流程管理要求公司:

Recognise the limiting nature of functional structures 认识到功能结构的局限性
Instil process thinking throughout the company 向整个公司灌输流程思维

Process integration remains rare

过程集成仍然很少

Michael Hammer estimates less than 10% of companies have made a serious and successful effort 迈克尔•哈默估计，只有不到10%的公司做出了认真而成功的努力

Requires major changes to measurement, job design, management roles, and organisational structure

要求对测量、工作设计、管理角色和组织结构进行重大变革

Functional organisation

Groups resources into specific departments which perform specific tasks to help the company achieve desired goals.

将资源分配到执行特定任务的特定部门，以帮助公司实现预期目标。

Research and Development - translates customer needs into tangible products. The goal is to design appealing, easy-to-make products with shorter concept-to-market lead times.

研发——将客户需求转化为有形产品。我们的目标是设计出吸引人的、易于制作的产品，缩短从概念到市场的交付时间。

Purchasing acquires the right materials at the right price for use in operations. Sourcing’s goal is to select the right suppliers and then build the right relationships with them

采购部门以合适的价格购买合适的材料，用于生产。采购的目标是选择合适的供应商，然后与他们建立正确的关系

Production transforms inputs into a more highly valued and desirable product or service. The goal: to use capital, energy, knowledge, and labour are used to build processes that make low-cost, high-quality goods.

生产将投入转化为价值更高、更受欢迎的产品或服务。其目标是:利用资本、能源、知识和劳动力来建立生产低成本、高质量产品的流程。

Logistics moves and stores goods so they are available for use in operations or for sale to customers. Logistics seeks to leverage critical activities like transportation, warehousing, and order processing to make sure materials and products are where they need to be when they need to be at the lowest cost.

物流运输和储存货物，使他们可以在操作中使用或出售给客户。物流寻求利用关键活动，如运输、仓储和订单处理，以确保材料和产品在需要的时候以最低的成本到达他们需要的地方。

Marketing identifies customer needs and communicates to the customer how the company can meet those needs. Marketing’s objective is to perform a liaison role between the company and its customers.

市场营销确定顾客的需求，并与顾客沟通公司如何才能满足这些需求。市场营销的目标是在公司和顾客之间扮演联络的角色。

functional behaviour的缺点

Functional structures result in a failure to see beyond the department level to the end user.

功能结构导致无法超越部门级别看到最终用户。

Decisions are made to achieve local, functional optimum without regard to impact on the remainder of the company.

决策是为了实现局部功能的最优，而不考虑对公司其他部分的影响。

Due to inherent conflicts between department goals and measurements, departments are compelled to take dysfunctional actions.

由于部门目标和度量之间的内在冲突，部门被迫采取功能失调的行动。

Process Thinking 流程思维

Process thinking aligns decisions with corporate strategy and coordinates actions across functions.

流程思维使决策与公司战略保持一致，并协调各职能部门之间的行动。

Each process consists of a set of flows and value-added activities.

每个流程由一组流和增值活动组成。

Information Flow 信息流
Physical Flow 实物流
Financial Flow 资金流

Value-Added Process 增值过程

New Product Development 图示

Materials Acquisition 图示

Systems Thinking

Systems thinking is the holistic process of considering both the immediate local outcomes and the longerterm system-wide ramifications of decisions.

系统思考是一种整体的过程，既考虑到当地的直接结果，也考虑到决策在整个系统范围内的长期影响。

It requires:

A Holistic View 整体观点
Information Availability and Accuracy 信息的可用性和准确性
Cross-Functional and Interorganisational Teamwork 跨职能和跨组织的团队合作
Measurement 度量结果
Systems Analysis 系统分析

Holistic View

Managers do not see all of the interrelationships, nor do they understand all of the trade-offs that occur within organisations.

管理者看不到所有的相互关系，也不了解组织内部发生的所有权衡。

Process visibility is a prerequisite to systems thinking.

过程可见性是系统思维的先决条件。

Holistic understanding of the system is more important when trying to coordinate the efforts of two or more companies.

当试图协调两个或更多公司的工作时，对系统的整体理解更为重要。

Information Availability & Accuracy

A tremendous amount of data must be collected, analyzed, and translated into knowledge before well-informed, holistic decisions can be made.

在做出全面的决策之前，必须收集、分析大量的数据，并将其转化为知识。

This is being facilitated by:

这得到下列方面的促进:

Bar Codes and Radio Frequency Identification (RFID) 条形码和射频识别(RFID)
Data Warehousing and Data-Mining 数据仓库与数据挖掘
Enterprise Resource Planning (ERP) - 企业资源计划

Cross-Functional Teams

Company, department, or sub-unit loyalty can make holistic decision making difficult across the supply chain.

公司、部门或子单位的忠诚度会使整个供应链的整体决策变得困难。

Cross-functional and Inter-organisational teams help to improve flow of information and builds trust between organisations and functional areas within organisations.

跨职能和跨组织团队有助于改善信息流动，并在组织之间和组织内部的职能领域之间建立信任

Co-location promotes spontaneous discussion and collaborative decision making

共同定位促进自发讨论和协作决策

Measurement

Often times compensation, recognition, and reward systems are at odds with holistic long term decision making.

通常情况下，补偿、认可和奖励制度与整体的长期决策不一致。

People will not make holistic decision when measured on local or functional outcomes.

当衡量局部或功能性结果时，人们不会做出整体决策。

Aligning measurement and compensation systems to support the organisation’s long term objectives is one of the biggest challenges companies face today.

调整衡量和薪酬体系以支持组织的长期目标，是当今企业面临的最大挑战之一。

Systems Analysis

Systems thinking requires that companies and their employees understand their place in the larger chain.

系统思维要求公司及其员工了解自己在更大的链条中的位置。

Therefore, the following must be addressed:

因此，必须解决以下问题:

Establish the Core Goal 确立核心目标
Define System Boundaries 定义系统边界
Determine Interrelationships 确定相互关系
Determine Information Requirements 确定信息需求
Perform Trade-Off Analysis 进行权衡分析
Consider System Constraints 考虑系统约束

Establish the Core Goal – to insure all participants efforts lead to the same outcome a well-thought-out and communicated goal is required.

建立核心目标——为了确保所有参与者的努力都能产生相同的结果，需要一个经过深思熟虑和沟通的目标。

Define System Boundaries – defines who is and who is not a member of the collaborative group. This should be done at a level that can most effectively achieve the group’s goal.

定义系统边界——定义谁是协作组的成员，谁不是。这应该在一个能够最有效地实现团队目标的层面上进行。

Determine Interrelationships – different members of the collaborative group perform different tasks.

确定相互关系——协作小组的不同成员执行不同的任务。

Determine Information Requirements – without accurate, relevant, and timely information good decision making is impossible. We must therefore identify what information is necessary and then design a system to capture, analyze, and provide it to the correct decision makers.

确定信息需求——没有准确、相关和及时的信息，就不可能做出好的决策。因此，我们必须确定哪些信息是必要的，然后设计一个系统来捕获、分析并将其提供给正确的决策者。

Perform Trade-Off Analysis – decisions at one location will impact the performance at another, it is important that these trade-offs be explored before a decision is made.

进行权衡分析——一个地方的决策将影响另一个地方的性能，在做出决策之前对这些权衡进行探索是很重要的。

Consider System Constraints – systems have constraints that limit their ability to obtain their goals.

考虑系统约束——系统具有限制其实现目标的能力的约束。

图示

A Process View of a Company

Decisions made throughout an organisation should focus on using available resources to create customer value.

整个组织所做的决策应该集中于利用现有资源为客户创造价值。

Customer focus defines the company’s value proposition and drives competency. 以客户为中心定义了公司的价值主张和驱动能力。
Competency guides functional decision making. 胜任力指导功能性决策。
Competency development dictates resource allocation. 能力发展决定了资源分配。
Information and performance systems align efforts on the system’s goal. 信息和绩效系统将努力与系统的目标结合起来。

Strategic Linkage 战略联系

The role of strategy is to direct the use of resources to develop the correct competencies to drive the firm’s value proposition.

战略的作用是指导资源的使用，以发展正确的能力，以推动公司的价值主张。

Value Proposition – the value that the firm promises to deliver to the customer. 价值主张——公司承诺交付给客户的价值。
Competencies – the skills and processes that collectively deliver the promised value. 胜任力——能够共同实现承诺价值的技能和过程。
Core Competency – what the company is so good at that it drives competitive advantage. 核心竞争力——公司非常擅长的东西，它可以驱动竞争优势。

Integrating SCM and Strategy

What makes Dell and Wal-Mart successful? It’s the business model, and supply chain is an enabler. That’s why you’re seeing this growing importance of supply chains. People realize this is the weapon of the future.

是什么让戴尔和沃尔玛成功?这是商业模式，而供应链是促成因素。这就是为什么你看到供应链越来越重要的原因。人们意识到这是未来的武器。

【省流版：SC是enabler，对于每个business model都很重要】

Strategic Thinking: Traditional View（two questions of valid business model）

A valid business model must answer two questions:

What is our business?

Who are our customers?
What is the real value that we offer them?

How can we do it better than anyone else?

Unique organisational capabilities
Almost always process based

【两个问题：做什么？怎么做的更好？】

Supply Chain Strategy

Seeks to leverage the resources and skills of diverse companies in the supply chain to deliver exceptional value to the end customer.

寻求利用供应链中不同公司的资源和技能，为最终客户提供卓越的价值。

Addresses:

How the capabilities of other chain members can be used to create value for the end customer 如何利用其他链成员的能力为最终客户创造价值
How their own strategy and actions impact the ability of the supply chain to create value for the end customer 他们自己的战略和行动如何影响供应链为最终客户创造价值的能力

Traditional View 和 Supply Chain Strategy的questions的区别

Rather than “What is our business?” the SC strategist inquires:

What is the overall supply chain’s value proposition? 整个供应链的价值主张是什么?
How does our company uniquely help the chain deliver on its value proposition? 我们公司如何独特地帮助连锁店实现其价值主张?

Rather than “How can we do it better than anyone else?” the SC strategist asks:

What valued capabilities do other members of the chain possess? 链条上的其他成员拥有哪些有价值的能力?
How can we bring these complementary competencies together in a way customers value? 我们如何以客户重视的方式将这些互补的能力结合在一起?
What type of relationships should we maintain with other members of the supply chain? 我们应该与供应链的其他成员保持什么样的关系?
Are any customer-valued competencies missing? If so, who is best positioned to develop them? 是否缺少任何客户重视的能力?如果是这样，谁最适合开发它们?
How much of the value-added process should we control? 我们应该控制多少增值过程?

SCM Impact on Strategic Thinking

Great firms will fight the war for dominance in the marketplace not against individual competitors in their field but fortified by alliances with wholesalers, manufacturers, and suppliers all along the supply chain. In essence, competitive dominance will be achieved by an entire supply chain, with battles fought supply chain versus supply chain.

大公司为争夺市场主导地位而战，不是与各自领域的个别竞争对手竞争，而是与供应链上的批发商、制造商和供应商结成联盟。从本质上讲，竞争优势将通过整个供应链来实现，供应链与供应链之间的战斗将会打响。

Aligning Strategy with Systems

这里给出了一个表格的形式，反正就是在Innovation，Delivery Flexibility Quality和Cost Leadership这三个方面来分析

Resource Management 资源管理

Every company must manage five resources:

People – determine the productivity and quality of the system; provide the creativity and passion that determines success; requires education and training 人——决定系统的生产力和质量;提供决定成功的创造力和激情;需要教育和培训
Technology – includes hardware and software; used effectively improves productivity 技术——包括硬件和软件;有效地使用可以提高生产力
Materials – all goods and services used in the value-added process for the creation of output 材料-在创造产出的增值过程中使用的所有商品和服务
Infrastructure – physical bricks and mortar assets used in the value creating process. 基础设施-在价值创造过程中使用的实体资产。
Capital – necessary to finance continuing operations 资本——持续经营所需的资金

Coordinated decision making regarding resource allocation across functions is the key to competitive advantage.

跨职能部门资源配置的协调决策是获得竞争优势的关键。

Information Sharing

Communicates strategic objectives and organisational roles.

沟通战略目标和组织角色。

Typical types and uses of data are:

Customer-related - defines goals, value propositions, and competencies 与客户相关——定义目标、价值主张和能力
Firm capabilities and processes - strengths and weaknesses so that an effective strategy can be developed and implemented 公司的能力和过程-优势和劣势，以便制定和实施有效的战略
Competitors’ strategies and capabilities - anticipate competitive threats as well as competitors’ reactions to the company’s own strategic moves。竞争对手的战略和能力——预测竞争对手的威胁以及竞争对手对公司战略举措的反应
External operating environment - identify potential threats and opportunities such as new markets or the emergence of a new technology 外部运营环境-识别潜在的威胁和机会，如新市场或新技术的出现
SC operating information - used to make good day-to-day decisions: how many and type of suppliers needed to support the production schedule 供应链运营信息-用于制定良好的日常决策:需要多少和类型的供应商来支持生产计划
“Success stories” - creates momentum for process integration “成功案例”——为过程集成创造动力

Performance Measurement 绩效衡量

performance measurement必须的两点要求

Performance measurement systems must:

be aligned with strategic objectives; and 与战略目标保持一致
clearly communicate expectations and responsibilities. 清楚地传达期望和责任

well designed performance system的要求

Well designed performance systems:

create understanding of strategic and tactical objectives 建立对战略和战术目标的理解
promote behaviours consistent with achieving objectives 促进与实现目标相一致的行为
document actual results, monitoring progress toward goals 记录实际结果，监控实现目标的进度
benchmark capabilities vis-à-vis competitors’ abilities and customers’ expectations 将能力与竞争对手的能力和客户的业绩进行比较
motivate continuous improvement 激励持续改进

Information-Measurement Integration

就是一级一级的上报feedback，然后上级给直属的下级measurement

Process Reengineering 流程再造

Process Reengineering is the radical redesign of business processes using systems thinking and information technology.

流程再造是使用系统思维和信息技术对业务流程进行彻底的重新设计。

…activity of simplifying and reshaping the process with goals of achieving the desired outcomes in shorter time-frames at less cost, e.g. from linear ‘oneafter-the-other’ to ‘in-parallel’

简化和重塑过程的活动，目标是在更短的时间内以更低的成本实现预期的结果，例如从线性的“一个接一个”到“并行”

Reengineering vs. Restructuring

Reengineering builds the process from scratch focusing on desired customer outcomes.

重新设计从头开始构建流程，重点关注期望的客户结果。

Restructuring replaces resources with technology changing the basic process design or challenging whether the process should be done.

重组用改变基本流程设计的技术或挑战是否应该完成流程来取代资源。

Steps to Process Reengineering

Identify Desired Outcomes – processes are redesigned to fulfil specific customer needs. 确定期望的结果-重新设计流程以满足特定的客户需求。
** Make Processes Visible** – process mapping identifies activities, resources, and performance dimensions helping management to understand the as-is process. 使过程可见——过程映射识别活动、资源和性能维度，帮助管理层理解原来的过程。
Assign Responsibility for Work – responsibility for redesign should be at the level where work is done; employees understand the process and have untapped ideas for improving it. 分配工作责任——重新设计的责任应该在工作完成的层面上;员工了解流程，并有未开发的想法来改进它。
Leverage Technology – technology makes it possible to achieve outcomes in new ways. 利用技术——技术使以新的方式取得成果成为可能。

Reengineering Systematically

Michael Hammer suggests that companies:

Look for role models outside your industry. 在你的行业之外寻找榜样。
Identify and defy a constraining assumption. 识别并挑战一个限制性的假设
Make the special case into the norm. 把特殊情况变成常态
Rethink the following dimensions of work: 重新思考工作的以下方面:

What results the work delivers
Who performs the work
Where work is done
When work is performed
Whether the work should be done
What information the work requires
How thoroughly the work is performed 工作完成得有多彻底

一个关于progressive（进步党员）的reengineering example

3 Types of Technologies

Product technologies – features & characters of a product/service

产品技术-产品/服务的特征和特征

Trains, cars, airplanes;
Drones; Autonomous Vessels;
Robotics - Robotic process automation (RPA) and robotic arms;

Process technologies – methods, procedures

加工技术-方法、程序

Henry Ford’s Model T assembly line – modern auto industry;
RFID, Chipping;
Block chain

Information technologies – collection, storage, sending of data

信息技术-数据的收集、存储和发送

Internet of Things;
Big Data
AI, Machine Learning

Role of Information in a SC

Information is a key driver that serves as the “glue” to create a coordinated supply chain

信息是一个关键的驱动因素，它是创建协调供应链的“粘合剂”

Information must have the following characteristics to be useful:

有用的信息必须具备以下特点:

Accurate 准确的
Accessible in a timely manner 可及时访问
Information must be of the right kind 信息必须是正确的

Information provides the basis for supply chain management decisions

信息为供应链管理决策提供了基础

Inventory 详细目录
- demand patterns, carrying costs, stock-out costs, ordering costs 需求模式，持有成本，缺货成本，订购成本
Transportation 运输
- costs, customer locations, shipment sizes 成本，客户位置，发货规模
Facility 设施
- location, capacity, schedules of a facility; need information about trade-offs between flexibility and efficiency, demand, exchange rates, taxes, etc. 设施的位置、容量、时间表;需要有关灵活性和效率、需求、汇率、税收等之间权衡的信息。

The Importance of Information

Real-time information regarding availability, delivery, shipping, and invoices allows for improved customer satisfaction. 关于可用性、交付、运输和发票的实时信息可以提高客户满意度。
Substituting information for inventory or other resources reduces costs. 用信息代替库存或其他资源可以降低成本。
Information can be used to increase flexibility. 信息可以用来增加灵活性。
Information sharing is redefining supply chain relationships. 信息共享正在重新定义供应链关系。

Use of Information in a SC

Information used at all phases of decision making: strategic, planning, operational

在决策制定的各个阶段使用的信息:战略、计划、操作

Examples:

Strategic: location decisions
Operational: what products will be produced during today’s production run

Information Strategy – Limitations

Information technology is an enabler, not a silver bullet.

信息技术是一个推动者，而不是灵丹妙药。

Automating bad processes simply helps to make mistakes faster.

自动化糟糕的流程只会让你更快地犯错误。

The wrong technology strategy adds neither real value or improves customer satisfaction.

错误的技术策略既不能增加真正的价值，也不能提高客户满意度。

Enterprise Resource Planning (ERP) 企业资源规划

ERP Systems – a single database surrounded by application programs that take data from the database and either conduct analysis or collect additional data for the firm.

ERP系统——一个由应用程序包围的单一数据库，这些应用程序从数据库中获取数据，并为公司进行分析或收集额外的数据。

ERP与Tradtional System的对比

ERP

Systems implemented corporate wide 在公司范围内实施的系统
Single integrated system for all divisions and countries of operation 单一的集成系统，所有部门和国家的业务
Single integrated database 单一集成数据库
Data entered once 一次输入数据
Integrated, cross-functional 集成、跨职能的

Traditional Systems

Systems usually implemented at the functional or department level 系统通常在职能或部门级别实现
Different systems for different divisions or country operations 针对不同部门或国家运营的不同系统
Multiple databases 使用多个数据库
Data entered several times 多次输入数据
Standalone 脱机独立运行的

ERP范围更大（corporate wide），系统集成，数据库集成，只需一次输入数据

ERP – Implementation Process

Define the current process “as is”

Cross functional implementation team of subject matter experts document the current processes. 主题专家组成的跨职能实现团队记录当前流程。

Define what the “best-in-class” business process should be

Explicitly state the final objective of the process. 明确地陈述过程的最终目标
Identify what the ERP system will replace 确定ERP系统将取代什么
Identify how the benefits are likely to occur 确定这些好处可能如何产生

Develop the system

Consultants work in conjunction with those who are most familiar with the business processes in question. 顾问与最熟悉业务流程的人一起工作。

Work through all final “bugs” and then “flip the switch.”

A danger that often exists when flipping the switch—switching over from the old system to the new system—is that the company may not be ready for the change, nor is the system completely configured to handle the specific activities that keep the business running. 当切换开关(从旧系统切换到新系统)时，经常存在的一个危险是，公司可能没有准备好进行更改，系统也没有完全配置好处理保持业务运行的特定活动。

ERP – Competing Viewpoints 相互竞争的观点

ERP systems are viewed with great optimism and serious skepticism.

人们对ERP系统持乐观态度，同时也持严重怀疑态度。

Some companies have achieved seamless integration

一些公司已经实现了无缝集成

Some managers claim ERP vendors “overpromise and underdeliver”

一些管理人员声称ERP供应商“承诺过高，交付不足”。

【省流：ERP有好有坏】

ERP – Implementation Issues - 实现中的问题

Never-ending implementation: Many firms adopt ERP systems module by module extending the implementation period. Even simple implementations take a year or more. Complex implementations have taken close to a decade.

永无止境的实施:许多企业一个模块一个模块地采用ERP系统，延长了实施周期。即使是简单的实现也需要一年或更长时间。复杂的实现花了近十年的时间。

Importance of process mapping: Each application captures data for and about a process. Process mapping documents each process in detail helping managers gain a real understanding of how it works.

过程映射的重要性:每个应用程序捕获过程的数据和关于过程的数据。过程映射详细记录了每个过程，帮助管理人员真正理解它是如何工作的。

Process redesign: Combining a new ERP system with a bad process usually leads to unsatisfactory results—the same old mistakes are made more rapidly. ERP implementation can drive the adoption of new business practices and processes.

流程重新设计:将一个新的ERP系统与一个糟糕的流程相结合通常会导致不满意的结果——同样的旧错误会更快地犯出来。ERP的实施可以推动新的业务实践和流程的采用。

Use of consultants: There is a learning curve inherent in any new technology, knowledgeable consultants can help.

使用顾问:任何新技术都有一个固有的学习曲线，知识渊博的顾问可以提供帮助。

Relying solely on outside consultants can lead to an expensive implementation that doesn’t meet the company’s needs. 仅仅依靠外部顾问可能会导致昂贵的实施，无法满足公司的需求。

Excessive cost: Without proper planning, costs and timelines can quickly exceed the budget.

成本过高:如果没有适当的计划，成本和时间会很快超过预算。

The average total cost of ERP ownership ranged from $400,000 to $300 million with an average cost of $15 million. 拥有ERP的平均总成本从40万美元到3亿美元不等，平均成本为1500万美元。
Implementation time estimates and financial budgets are often exceeded by 50 to 100 percent or more. 实施时间估计和财务预算经常超出50%到100%或更多。

Resistance to change: Employees and managers often prefer the legacy systems and are resistant to change.

抗拒改变:员工和管理者通常更喜欢遗留系统，并且抗拒改变。

Errors during implementation: Glitches or errors in new systems may become evident only after implementation.

实现过程中的错误:新系统中的故障或错误可能只有在实现之后才会变得明显。

Hershey’s failed to capture orders for 5 weeks before Halloween; Result - 19% drop in 3rdQ net income. 好时(Hershey)在万圣节前的5周内未能获得订单;结果:第三季度净收入下降19%。
To avoid this problem, companies can: 为了避免这个问题，公司可以:
- gradually phase in new systems while phasing out old ones 逐步采用新系统，同时淘汰旧系统
- run both systems in parallel until the “bugs” have been worked out 并行运行两个系统，直到“bug”被解决
- utilize pilot projects at a limited number of divisions or locations. 在有限的部门或地点利用试点项目。

Rapid technological change: Rapid technological change can render new systems obsolete complicating cost-benefit analyses.

快速的技术变化:快速的技术变化会使新系统过时，使成本效益分析复杂化。

Early adopters of a new technology have the benefit of being ahead of the competition 新技术的早期采用者在竞争中处于领先地位
Early adopters run the risk of acquiring an untested technology that could disrupt the firms’ entire operations 早期采用者面临着获得未经测试的技术的风险，这种技术可能会扰乱公司的整个运营

ERP – The Future

ERP systems were designed to enhance internal firm communication thereby facilitating exchange with external parties.

ERP系统旨在加强公司内部的沟通，从而促进与外部各方的交流。

Growing demand for collaboration among supply chain partners resulted in the proposal of two new systems:

供应链合作伙伴之间日益增长的协作需求导致了两个新系统的提出:

Cloud ERP – Netsuite, Salesforce
Mobility – on mobile devices 移动性——在移动设备上
Enterprise Commerce Management (ECM) 企业商务管理

E-Commerce and the Internet

The use of Internet technology has reduce the cost of providing, collecting, and communicating information electronically.

互联网技术的使用降低了电子信息提供、收集和交流的成本。

Internet – provides unlimited access 互联网-提供无限制的访问
Intranet – provides systems access to a limited number of parties; avoids custom interfaces, incompatible hardware types, and special connection procedures 内部网——为有限数量的各方提供系统访问;避免自定义接口、不兼容的硬件类型和特殊的连接过程
Extranet – allow limited access to certain applications and data to external users 外部网——允许外部用户有限地访问某些应用程序和数据

Electronic-commerce is the automation of commercial transactions using computers and networked communication technologies.

电子商务是利用计算机和网络通信技术实现商业交易的自动化。

Electronic Data Interchange (EDI)
Internet
E-mail
Electronic funds transfer
Electronic bulletin boards 电子布告板

E-commerce can reduce costs by allowing for:

Centralization of inventory 库存集中
Centralization of shipping locations 集中运输地点
Reduction of safety stock 减少安全库存
Consolidation of inbound transportation 入境运输整合
Real-time capture and distribution of demand and inventory information 实时获取和分配需求和库存信息

E-commerce can enhance revenue by:

电子商务可透过以下方式增加收入:

Removing time and location constraints 消除时间和地点的限制
Allowing direct to customer sales 允许直接向客户销售
Allowing real-time access to demand in inventory data facilitating better decision-making 允许实时访问库存数据的需求，促进更好的决策
Allowing instantaneous and flexible introduction of products and product mixes 允许即时和灵活的引入产品和产品组合
Allowing the customer to instantly pay for orders reducing cash-to-cash cycle time 允许客户即时支付订单，缩短现金到现金的周期时间

Radio Frequency Technology 无线射频技术

Radio frequency transmissions between computer systems and mobile operators.

计算机系统和移动运营商之间的无线电频率传输。

Used extensively in warehouse and distribution center operations 广泛用于仓库和配送中心的操作
Improves picking efficiency and accuracy 提高拣选效率和准确性

Radio frequency identification tags (RFID) - coded electronic chips embedded in the product or in product packaging

射频识别标签(RFID)——嵌入在产品或产品包装中的编码电子芯片

Radio Frequency Identification (RFID)

Unlike barcodes, RFID does not require line of sight to be scanned.

与条形码不同，RFID不需要扫描视线。

RFID tags can hold much more information than bar codes.

RFID标签可以比条形码保存更多的信息。

RFID information can be unique to every product, not just a specific type of item or UPC code.

RFID信息可以是每个产品的唯一信息，而不仅仅是特定类型的物品或UPC代码。

RFID is used extensively in warehouse and distribution centre operations, which improves picking efficiency and accuracy;

RFID广泛应用于仓库和配送中心，提高了拣选效率和准确性;

Other benefits include: time-saving; easy to track; large volume of information gathered at the same time;

其他好处包括:节省时间;易于跟踪;同时收集大量的信息;

But barcodes are still in use, especially at POS (point of sales) level, due to its low-cost and compatibility with existing information systems.

但由于条形码的低成本和与现有信息系统的兼容性，它仍在使用，特别是在POS(销售点)层面。

【只需要大概了解RFID是啥以及三个好处就行】

The Supply Chain IT Framework

The Supply Chain Macro Processes

供应链宏观流程

Customer Relationship Management (CRM) 客户关系管理
Internal Supply Chain Management (ISCM) 内部供应链管理
Supplier Relationship Management (SRM) 供应商关系管理
Plus: Transaction Management Foundation 加起来就是:事务管理基础

他们之间的关系

Customer Relationship Management (CRM)

The processes that take place between an enterprise and its customers downstream in the supply chain

在企业和供应链下游的客户之间发生的过程

Key processes:

Marketing 市场营销
Selling 销售
Order management 订单管理
Call/Service center 呼叫/服务中心

Internal Supply Chain Management（ISCM）

Includes all processes involved in planning for and fulfilling a customer order

包括计划和完成客户订单所涉及的所有过程

ISCM processes:

Strategic Planning 战略计划
Demand Planning 需求计划
Supply Planning 供应规划
Fulfillment 履行
Field Service 现场服务

There must be strong integration between the ISCM and CRM macro processes

在ISCM和CRM宏观过程之间必须有很强的集成

Supplier Relationship Management（SRM）

Those processes focused on the interaction between the enterprise and suppliers that are upstream in the supply chain

这些过程侧重于企业与供应链上游供应商之间的相互作用

Key processes:

Design Collaboration 协同设计
Source 来源
Negotiate 谈判
Buy 购买
Supply Collaboration 供应协同

There is a natural fit between ISCM and SRM processes

在ISCM和SRM过程之间有一种天然的契合

The Transaction Management Foundation

Enterprise software systems (ERP)

企业软件系统(ERP)

Earlier systems focused on automation of simple transactions and the creation of an integrated method of storing and viewing data across the enterprise

早期的系统侧重于简单事务的自动化，以及在整个企业中创建存储和查看数据的集成方法

Real value of the TMF exists only if decision making is improved

只有当决策得到改进时，TMF的真正价值才存在

The extent to which the TMF enables integration across the three macro processes determines its value

TMF支持跨三个宏过程集成的程度决定了它的价值

The Future of IT in the Supply Chain

At the highest level, the three SCM macro processes will continue to drive the evolution of enterprise software

在最高的层次上，三个SCM宏观过程将继续推动企业软件的发展

Software focused on the macro processes will become a larger share of the total enterprise software market and the firms producing this software will become more successful

专注于宏观过程的软件将在整个企业软件市场中占有更大的份额，生产这种软件的公司将变得更加成功

Functionality, the ability to integrate across macro processes, and the strength of their ecosystems, will be keys to success

功能性、跨宏观流程的整合能力以及生态系统的实力将是成功的关键

The Objective of a Supply Chain 供应链的目标

目标：Maximise net value generated 产生的净值最大化

Supply Chain Surplus = Customer Value − Supply Chain Cost

供应链盈余=客户价值−供应链成本

【这个公式应该有点用】

End Customer: the only source of revenue

最终客户:唯一的收入来源

Sources of cost include flows of information, products, or funds between stages of the supply chain

成本的来源包括供应链各阶段之间的信息流、产品流或资金流

Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to grow the total supply chain surplus

有效的供应链管理包括对供应链资产和产品、信息和资金流的管理，以增加供应链的总盈余

Information-Empowered Customer

Customers are empowered with a broad range of product and pricing information

客户可以获得广泛的产品和定价信息

Channel power is shifting down the supply chain toward the end consumer

渠道力量正在从供应链向下向终端消费者转移

Combined these phenomena have created customers that use market leverage to demand higher levels of service at lower cost

这些现象结合在一起，创造了利用市场杠杆以更低成本要求更高水平服务的客户

Creating Value

Companies seek to develop a distinctive advantage and differentiate themselves in the mind of the consumer.

公司寻求发展一种独特的优势，并在消费者心目中使自己与众不同。

Customers seek value in terms of:

Quality
Cost
Flexibility 灵活性
Delivery 交付
Innovation

Competing on Quality

Quality includes both design and manufacturing elements.

质量包括设计和制造两个方面。

The product must be designed to live up to or exceed customer expectations.

产品的设计必须达到或超过顾客的期望

Manufacturing must then conform to the design specifications during production.

在生产过程中，制造必须符合设计规范。

Quality must be designed and built into the company’s products and processes.

质量必须被设计并融入到公司的产品和过程中。

Eight Dimensions of Quality

Performance - the primary operating characteristics of the product.

性能-产品的主要操作特性。

Features - the “bells and whistles” or extras that distinguish a product from competitors’ offerings.

特色——将产品与竞争对手的产品区分开来的“附加功能”或额外功能。

Reliability - the notion that a product can be counted on not to fail.

可靠性——产品可以信赖不会失败的概念。

Conformance - measures how well a product matches established specifications.

一致性-衡量产品与既定规范的匹配程度。

Durability - refers to the product’s mean time between failures and its overall life expectancy.

耐久性——指产品的平均故障间隔时间和总体预期寿命。

Serviceability - the speed of repair when quality problems arise.

可服务性-出现质量问题时的修理速度。

Aesthetics - perception of fit and finish or artistic value.

美学-对合适和完成或艺术价值的感知。

Perceived quality - overall perceptions of a product or brand’s quality reputation

感知质量-对产品或品牌质量声誉的整体感知

Competing on the Cost

Four strategies are widely pursued:

广泛采取的四项战略是:

Productivity enhancement 生产力促进
Adoption of advanced process technology 采用先进的工艺技术
Locating facilities in countries with low-cost inputs 将设施设在投入成本低的国家
Sourcing from the world’s most efficient suppliers 从世界上最高效的供应商采购

Cost Issues

Performance measured by total landed cost

以总到岸成本衡量的表现

【到岸成本=采购成本+物流成本】

Cost drives strategic decisions such as:

成本驱动战略决策，例如:

Global manufacturing rationalization 全球制造业合理化
Outsourcing 外包
Downsizing 裁员

When cost performance improves, companies:

当成本绩效改善时，公司:

Increase market share 增大市场份额
Increase scale of economies 扩大经济规模
Improve profitability 提升盈利能力
Invest in future capabilities 投资未来能力

Competing on Flexibility

Flexibility is the capability to adapt to new, different, or changing requirements.

灵活性是适应新的、不同的或不断变化的需求的能力。

Flexible organisations operate with short lead times, are responsive to special customer requests, and can adapt rapidly to unexpected events.

灵活的组织以较短的交货时间运作，对客户的特殊要求作出反应，并能迅速适应突发事件。

Flexibility requires investment in information and automated production and logistics technologies.

灵活性需要在信息和自动化生产和物流技术方面进行投资

Requirements for a Flexible Culture

Make cycle time a priority throughout the organisation

使周期时间成为整个组织的优先事项

Map processes to make them visible

映射进程以使它们可见

Identify key time-related activities/decisions

确定关键的与时间相关的活动/决策

Benchmark against customer requirements and competitors’ capabilities

根据客户需求和竞争对手的能力进行基准测试

Cross-train workers and organize work in multifunctional teams

对员工进行交叉培训，并在多功能团队中组织工作

Design performance measures to value fast-cycle capabilities

设计性能度量来评估快速循环能力

Develop information systems to track activities and share information

开发信息系统来跟踪活动和共享信息

Build learning loops into every process throughout the organisation

在整个组织的每个过程中建立学习循环

Competing on Delivery

Competing on delivery means consistently delivering on-time and in the correct quantity.

在交货上竞争意味着始终按时、准确地交货。

Fast, reliable delivery requires the reduction of order cycle time and the elimination of variability

快速，可靠的交付需要减少订单周期时间和消除可变性

Delivery capability is cross functional by nature, requiring coordinated efforts by:

交付能力本质上是跨职能的，需要以下方面的协调努力:

Sourcing 寻源采购
Operations 运筹
Logistics 物流

Operations and logistics often represent 90% of total order cycle time

运筹和物流通常占总订单周期时间的90%

Competing on Innovation

Innovation creates new markets and changes industry standards.

创新创造新市场，改变行业标准。

Early Supplier Involvement (ESI) is a key element of innovation strategies.

供应商早期参与(ESI)是创新战略的关键要素。

Products introduced on-time but 50% over budget, realized only a 4% reduction in profit. 产品按时推出，但超出预算50%，利润只减少了4%。
Products introduced on budget but six months late experienced a 33% decrease in profits. 按预算推出但迟了6个月的产品利润下降了33%。

Trade-off vs. Synergy

Traditional：

Managers believed:
- High quality was inherently expensive 高质量本质上是昂贵的
- Standardisation and customisation are on opposite ends of the cost continuum 标准化和定制是成本连续体的两端
- Rapid delivery reduces flexibility 快速交付降低了灵活性
- 用一个很简单的十字图表示：

Contemporary：

Managers now seek synergy along all dimensions of customer value. 管理人员现在在客户价值的各个方面寻求协同作用。
Systematically addressing each results in a stronger more sustainable competitive position. 系统地解决每一个问题，会使企业的竞争地位更强、更可持续。
用图来表示的话就是这样，每一点都可以做到，可以协同：

Customer Satisfaction

Customer satisfaction is based on whether a good or service meets or exceeds the customer’s prior expectations.

顾客满意是基于商品或服务是否达到或超过顾客先前的期望。

The key to satisfying customers is to understand their needs so that unique products and services can be developed.

满足顾客的关键是了解他们的需求，这样才能开发出独特的产品和服务。

Creating satisfaction should be the goal of the company’s culture and structure.

创造满意应该是公司文化和结构的目标。

Expectations and Satisfaction

这里有一个很有趣很易懂的流程图

Importance Complete Satisfaction

Xerox found that customers who rated their service experience as largely satisfied were 6 times more likely to defect to a competitor than those who were completely satisfied.

施乐公司发现，对自己的服务体验非常满意的客户投奔竞争对手的可能性是完全满意的客户的6倍。

Repeat business occurs when service experience is comparable to competitors.

当服务体验与竞争对手相当时，就会出现回头客。

Loyalty is achieved when customers perceive truly distinctive service.

当顾客感受到真正与众不同的服务时，就会产生忠诚。

satisfaction和loyalty的关系

一开始基本不变，但是随着satisfaction越来越high，loyalty可以说是exponential increasing

Customer Service Strategies

Traditional customer service focused on internal service levels and goals: Percent defective products, Percent on-time delivery, Fill rate

传统的客户服务侧重于内部服务水平和目标:次品率，准时交货率，完成率

Without feedback it is easy to emphasize activities the customer does not value.

没有反馈，很容易强调客户不重视的活动。

就会产生Service Gaps

Customer satisfaction strategies require direct input from a customer. Questions to be addressed should include:

顾客满意策略需要顾客的直接输入。要解决的问题应包括:

How do important customers define quality, on-time delivery, responsiveness and other key value areas? 重要客户如何定义质量、准时交货、响应和其他关键价值领域?
Are our internal measures consistent with customers’ measures? 我们的内部措施是否与客户的措施一致?
Does our current performance meet our customers’ requirements? 我们目前的业绩是否符合客户的要求?
Would an improvement in our performance be valued by our customers? 我们业绩的改善会受到客户的重视吗?

Customer input allows managers to:

客户输入允许管理人员:

align measures to customer expectations 使措施与客户期望保持一致
allocate resources and re-evaluate priorities 分配资源，重新评估优先级
adopt new policies or practices 采用新的政策或做法

Information typically gathered from surveys, focus groups, indepth personal interviews, and ethno-graphic studies.

信息通常从调查、焦点小组、深度个人访谈和人种学研究中收集。

Customer Success Strategies

Customer success strategies use supply chain knowledge to help customers become more competitive.

客户成功战略利用供应链知识帮助客户提高竞争力。

Success strategies consist of:

A clearly communicated goal to help customers succeed 一个清晰的沟通目标，以帮助客户成功
A clear understanding of downstream requirements 对下游需求的清晰理解
Investment in customer-valued capabilities 投资于客户价值的能力
Training provided to customers 为客户提供培训
Resources shared with customers 与客户共享资源

以上三种strategy的focus和limitation

Customer Service

Focus

Meet internally set expectations

满足内部设定的期望

Limitations

Fail to understand what customers value

不了解客户的价值

Expend resources and wrong areas

浪费资源和错误的领域

Measure performance inappropriately

不恰当地衡量业绩

Fail to deliver more than mediocre service

未能提供超过一般水平的服务

Operational emphasis leads to service gaps

强调操作会导致服务缺口

Customer Satisfaction

Focus

Meet customer driven expectations

满足客户的期望

Limitation

Ignore operating realities while overlooking operating innovations

忽视经营现实，忽视经营创新

Constant competitor benchmarking leads to product/service proliferation and inefficiency

持续的竞争对手基准导致产品/服务泛滥和效率低下

Maintain unprofitable relationship

维持无利可图的关系

vulnerable to new products and processes

易受新产品和新工艺的影响

Focus on historical needs of customers does not help customers meet new market expectations

专注于客户的历史需求并不能帮助客户满足新的市场期望

Customer Success

Focus

Help customers meet their customers’ needs

帮助客户满足他们的客户需求

Limitation

Limited resources require that “customers of choice” be selected; that is, customer success is inherently a resource-intensive strategy

有限的资源要求选择“客户选择”;也就是说，客户成功本质上是一种资源密集型策略

The End Customer

The end customer is the only one who puts money into the supply chain and is therefore the focus of all activities.

最终客户是唯一将资金投入供应链的人，因此是所有活动的焦点。

Successful companies share information that helps the chain focus on the end customer.

成功的公司共享信息，帮助整个供应链专注于最终客户。

Customer Fulfilment Strategy

Customer fulfilment strategies seek to address:

客户满足策略旨在解决:

What are the real needs of our immediate customers? 我们直接客户的真正需求是什么?
What are the real needs of our customers’ customers? 我们客户的客户的真正需求是什么?
What are the real needs of our supply chain’s end customers? 我们供应链终端客户的真正需求是什么?
What information must be shared up and down the supply chain to meet these customer needs? 为了满足这些客户需求，供应链上下必须共享哪些信息?
What capabilities must be developed up and down the supply chain to meet these customer needs? 为了满足这些客户需求，供应链上下必须开发哪些功能?
How can we help other supply chain members improve the overall chain’s customer fulfilment capabilities? 我们如何帮助其他供应链成员提高整个供应链的客户履行能力?

Barriers to Customer Fulfilment

Companies may seek to improve service levels, but direct their efforts toward the wrong activities.

公司可能会寻求提高服务水平，但将他们的努力引向错误的活动。

Companies may fail to deliver on their promises to be customer-service oriented.

公司可能无法兑现以客户服务为导向的承诺。

Access to information has lead some companies to provide low service levels to “less valuable” customers.

信息的获取导致一些公司向“不太有价值”的客户提供低水平的服务。

Customers identify the following as the cause of dissatisfaction in almost 80% of “horror stories”:

在近80%的“恐怖故事”中，顾客认为以下是导致不满的原因:

Training - employees do not know how their behaviour and performance affects customer perceptions. 培训——员工不知道他们的行为和表现如何影响客户的看法。
Measurement - measures do not reinforce appropriate attitudes and behaviour toward customers. 测量——测量不能加强对顾客的适当态度和行为。
Empowerment - employees do not have authority to solve problems and respond to customer needs. 授权——员工没有解决问题和回应客户需求的权力。
Policies - policies and procedures are inflexible and often run counter to real service and satisfaction. 政策-政策和程序是不灵活的，经常与真正的服务和满意度背道而驰。

Customer-Centric Fulfilment Strategy 以客户为中心的履行策略

Managers should consider two facts when developing processes to match the right kinds and levels of service to specific customers:

管理人员在开发流程以匹配特定客户的正确类型和水平的服务时，应该考虑两个事实:

Not all customers are equal and they do not all deserve the same high level of service. 并不是所有的顾客都是平等的，他们也不应该得到同样高水平的服务。
Not all customers require the same service. 并不是所有的顾客都需要同样的服务。

Matching Strategy to Customer Needs

Three types of analysis are needed to effectively tailor supplychain service levels to specific customers:

为了有效地为特定客户量身定制供应链服务水平，需要三种类型的分析:

Customer Analysis 客户分析
Supply Chain Analysis 供应链分析
Competency Analysis 核心能力分析

在Customer-Centric Supply Chain中对三个Analysis的整体流程图

Customer Analysis

Customer analysis identifies customer needs, helping management to segment customers.

客户分析识别客户需求，帮助管理层对客户进行细分。

Customer segmentation – the identification of unique groups of customers who possess similar needs – allowing the development of products and systems necessary to fulfil the needs of different customer groups.

客户细分-识别具有相似需求的独特客户群-允许开发满足不同客户群需求所需的产品和系统。

Customer Segmentation with Pareto

Relationship intensity can be categorized as follows:

关系强度可分为以下几类:

“A” customers are valued and received the highest service. A类客户受到重视，并得到最高的服务。
“B” customers should be managed carefully. B类客户应该小心管理。
“C” customers should be managed fairly and efficiently C类客户应该得到公平有效的管理

C类最多

Customers-of-Choice Relationships

A select number of “A” customers whose needs the company is well-positioned to fulfil.

选定数量的“A”客户，公司有能力满足他们的需求。

Customer-of-choice relationships are characterized by:

顾客选择关系的特点是:

Frequent communication at many levels between the firms, including marketing, engineering, logistics, and senior management. 公司之间在许多层面上的频繁沟通，包括营销、工程、物流和高级管理。
Inter-organisational teams are formed to solve problems or to work on SC initiatives such as new product development. 组织间团队的成立是为了解决问题或开展供应链活动，如新产品开发。
Information systems are linked to enable real-time information exchange on inventory levels, order status, and future demand. 信息系统连接起来，使库存水平、订单状态和未来需求的实时信息交换成为可能。
Fulfilment processes are designed for flexibility to accommodate customers’ special requests. 履行流程设计灵活，以适应客户的特殊要求。
Policies and procedures support extraordinary efforts to meet unexpected needs or unusual requests. 政策和程序支持非同寻常的努力，以满足意想不到的需求或不寻常的要求。

Highly Valued Relationships

Many “A” and most “B” customers.

很多A级客户和大多数B级客户。

Highly valued relationships characteristics:

高度重视的关系特征:

Customer input is actively sought and utilized to meet expressed expectations. 积极寻求和利用顾客的意见，以满足所表达的期望。
Dedicated customer account teams. 专门的客户账户团队。
Information systems are a way to share information. 信息系统是一种共享信息的方式。
Policies and procedures acknowledged the importance of these customers. 政策和程序承认这些客户的重要性。

Members of this group often become tomorrow’s customers-of-choice.

这一群体的成员往往成为未来的首选客户。

Transaction Relationships

Comprised of “C” customers

由C类客户组成

Receive little personal attention, leading companies strive for high levels of standardized service excellence.

接受很少的个人关注，领先的公司力求高标准的标准化服务。

Service recovery is used to regain confidence of customers when service failures occur.

服务恢复是指在发生服务故障时，重新获得客户的信任。

As data-capturing technology becomes better, “C” customers will become candidates for more tailored services.

随着数据捕捉技术的发展，C类客户将成为更多定制服务的候选者。

Evaluating Customer Relationships 评估客户关系

Activity-Based Costing, which ties specific costs directly to the customers that create them, can be used to identify the profitability of a business relationship.

作业成本法将特定成本直接与创造这些成本的客户联系起来，可以用来确定业务关系的盈利能力。

Customer Relationship Management (CRM) software can be used to create customer profiles that capture buying habits and determine customer profitability.

客户关系管理(CRM)软件可用于创建捕捉购买习惯和确定客户盈利能力的客户档案。

Supply Chain Analysis

Supply chain analysis identifies the end customer needs and the capabilities that must exist in the chain to meet those needs.

供应链分析确定最终客户的需求和必须存在于供应链中以满足这些需求的能力。

Customer success factors are the capabilities that first-tier customers need to satisfy their downstream customers.

客户成功因素是一线客户满足其下游客户所需的能力。

Competency Analysis

A core competency is something that the company does so well as to provide it a competitive advantage.

核心竞争力是公司做得很好的东西，它为公司提供了竞争优势。

Two questions can help to identify a core competence:

有两个问题可以帮助你确定核心竞争力:

What are we known for that makes us uniquely good?
What do we do better than anyone else?

Almost always cross functional

几乎都是跨职能的

Competency-Success Factor Matrix

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