供应链优化的挑战外文翻译Word文档下载推荐.docx

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原文

TheSupplyChainOptimizationChallenge

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.AlanC.McKinnon

SupplyChainOptimizationistheapplicationofprocessesandtoolstoensuretheoptimaloperationofamanufacturinganddistributionsupplychain.Thisincludestheoptimalplacementofinventorywithinthesupplychain,minimizingoperatingcosts（includingmanufacturingcosts,transportationcostsanddistributioncosts）.Thisofteninvolvestheapplicationofmathematicalmodelingtechniquesusingcomputersoftware.

Typically,supplychainmanagersaretryingtoimizetheprofitableoperationoftheirmanufacturinganddistributionsupplychain.Thiscouldincludemeasureslikeimizinggrossmarginreturnoninventoryinvested（GMROII）（balancingthecostofinventoryatallpointsinthesupplychainwithavailabilitytothecustomer）,minimizingtotaloperatingexpenses（transportation,inventoryandmanufacturing）,orimizinggrossprofitofproductsdistributedthroughthesupplychain.Supplychainoptimizationaddressesthegeneralsupplychainproblemofdeliveringproductstocustomersatthelowesttotalcostandhighestprofit.Thisincludestradingoffthecostsofinventory,transportation,distributingandmanufacturing.Supplychainoptimizationhasapplicationsinallindustriesmanufacturinganddistributinggoods,includingretail,industrialproducts,andconsumerpackagedgoods.

Firstly,thetechniquesbeingappliedtosupplychainoptimizationareclaimedtobeacademicallycredible.Mostofthespecialistcompanieshavebeencreatedasaresultofresearchprojectsinacademicinstitutionsorconsultingfirms:

andtheypointtoresearcharticles,whitepapers,academicadvisorsandindustryreviewstosupporttheircredibility.Secondly,thetechniquesareclaimedtobecommerciallyeffective.Thecompaniespublishcasestudiesthatshowhowclientshaveachievedreductionsininventorywhilstmaintainingorimprovingavailability.Thereislimitedpublisheddataoutsideofthesecasestudies,andareluctanceforsomepractitionerstopublishdetailsoftheirsuccesseswhichmaybecommerciallysensitive,thereforehardevidenceisdifficulttocomeby.

Foodproductionanddistributionisbigbusiness.TheUSfoodandfibersystemisthenation'

slargestmanufacturingsub-sector.accountingforover12%ofGDPand17%ofnationalemployment.Andfoodwholesalinganddistributionrepresentsalargechunkofthat-$372billiontobeexactFoodwholesalersserveasthedistributionbufferbetweenincreasinglyglobalfoodproducersandthe900000plusfoodretailoutlets-rangingfrommomandpopgrocerystorestonationalsupermarketchains,andeverythinginbetween.Asabuffer,theyallowbothendsofthefooddistributionsupplychaintooperateefficiently?

producerscanmanufactureandshiptheirproductsinefficientlotsizeswhileoperatorshaveaccesstothevastarrayofproducts,butareabletobuyonanneeded?

Dailyorderpattern.Thechallengethatfooddistributorsfaceishowtobalancethedemandsfromeachendofthesupplychainwithoutsacrificingrevenuesandalienatingloyalcustomers.Asaresultofwidespreadandrapidconsolidation,theindustryisdividedintotwocamps-largenational/super-regionalplayersworkingtorealizetheefficienciesandleveragetheopportunitiesthattheirsizeoffersandthesmallerlocal/regionalorganizationsworkingjustashardtoremaincompetitiveintheirtraditionalmarkets.Unfortunately,consolidationinthisindustryhasnotbeentranslatedintoincreasedefficiencies.Toimproveefficiencies,delivercustomervalue,andoptimizeoperations,globalproducers,nationalandregionaldistributors,andretailoutletsneedtoconsiderthefollowing:

1EvaluateNetworkOptimizationandVendor（SKU）RationalizationThewaveofmergersandacquisitionsthatswepttheglobalfooddistributionindustryoverrecentyearshaspavedthewayforsignificantnetworkoptimizationopportunities.Inanindustrywhereover15000newproductsareintroducedannually,vendorandSKUrationalizationisakeyopportunity.ThesolutionisnotjustcuttingtheSKUcount,butofferingcustomersfullaccesstoasmanyvendorsandproductsaspossiblewhilemaintainingacosteffectivenetwork.Howmanyfacilitiesshouldbeinthenetwork,wheretheyshouldbelocated,whatSKUsshouldbestocked,andwhatfunctionsshouldbeperformed?

areallcriticalquestionsthatmustbeaddressed.Inordertomeetthechallengeofoperatinganefficientdistributionnetworkwithoutlimitingcustomeraccesstoproducts,distributorsarerequiredtoincorporateamulti-channeldistributionapproach.

2FocusonOperationalExcellenceInitiativesBuyingawiderangeofproductsinbulkandsellingthemefficientlyinsmallquantitiesisadauntingoperationalchallenge.Best-in-classperformancemeansoptimizingdistributioncenteroperations?

frombasicfacilitylayoutanddesigntosuccessfuldeployingleadingedgetechnologieslikeLaborManagementSystemsandVoicePickingtodriveimprovedperformanceandaccuracy.Inaddition,transportationoptimizationisjustascriticalanddistributorsarerequiredtoevaluatehowtheyplantheirtransportationoperations?

fromadvancedrouteplanningtoinboundfreightoptimization.Itisdifficulttosustainbestpracticesandimplementadvancedtechnologyinade-centralizedorganization.Centralizedprocessesandmanagementarecriticaltooptimizingsupplychains.

3ImproveSupplyChainMetricandKPISystems（Dashboards）

LeadingfooddistributorsmustactivelypursueActivityBasedCosting（ABC）initiativesthatdrivestrategicchangesintheirapproachtonetworkdesigns,vendornegotiationsandcustomerservicepolicies.HavingthecapabilitytoautomatethecollectionofKeyPerformanceIndicator（KPI）datathatisbothaccurateandtimely,andpresentedinaash-board?

formatallowsexecutivemanagementandotherfunctionalpersonneltounderstandtrendsandbemoreproactive.Thisiscriticaltoreducecosts,optimizerevenueandensurecustomerservice.Itisalsocritical,particularlygiventheamountofconsolidation,toevaluateincentivesbasedonKPIstodriveoverallsupplychainexcellenceratherthanlocaloptimization.

4LookOutsidetheIndustryforBestPracticestoGrowtheTopLineWhilegrowth-by-acquisitionhasbeenthenameofthegameinrecentyears,thereareuniqueopportunitiestostimulateneworganicgrowth.Distributorsmustlookoutsideoftheirindustrytobenchmarkbestpracticesincustomerretentionandloyaltyprograms.Forexample,awellexecutedcustomeron-boardingprocesscanreducecustomerhurnimproveloyalty,andsignificantlyimprovesatisfaction.Otherest-practices?

fromoutsidetheindustryinclude:

tieredservicelevelsbasedondifferentsegments,ensuringhigh-valuecustomersaretreateddifferentlythanothers.The0-20ruletypicallyapplieswhere80percentofyourrevenuecomesfrom20percentofyourcustomers.Adheringtotheestcustomersbest?

philosophycanbeappliedtooperationsaswellassales.theclassicsupplychainapproachhasbeentotrytoforecastfutureinventorydemandasaccuratelyaspossible,byapplyingstatisticaltrendingand"

bestfit"

techniquesbasedonhistoricdemandandpredictedfutureevents.Theadvantageofthisapproachisthatitcanbeappliedtodataaggregatedatafairlyhighlevel（categoryofmerchandise,weekly,bygroupofcustomers）,requiringmodestdatabasesizesandsmallamountsofmanipulation.Unpredictabilityindemandisthenmanagedbysettingsafetystocklevels,sothatforexampleadistributormightholdtwoweeksofsupplyofanarticlewithsteadydemandbuttwicethatamountforanarticlewherethedemandismoreerratic.Then,usingthisforecastdemand,asupplychainmanufacturinganddistributionplaniscreatedtomanufactureanddistributeproductstomeetthisforecastdemandatlowestcost（orhighestprofitability）.Thisplantypicallyaddressesthefollowingbusinessconcerns:

HowmuchofeachproductshouldbemanufacturedeachdayHowmuchofeachproductshouldbemadeateachmanufacturingplant?

Whichmanufacturingplantsshouldre-stockwhichwarehouseswithwhichproductsWhattransportationmodesshouldbeusedforwarehousereplenishmentandcustomerdeliveries?

Thetechnicalabilitytorecordandmanipulatelargerdatabasesmorequicklyhasnowenabledanewbreedofsupplychainoptimizationsolutionstoemerge,whicharecapableofforecastingatamuchmoregranularlevel（forexample,perarticlepercustomerperday）.Somevendorsareapplying"

modelstothisdata,towhichsafetystockrulesareapplied,whileothervendorshavestartedtoapplystochastictechniquestotheoptimizationproblem.Theycalculatethemostdesirableinventorylevelperarticleforeachindividualstorefortheirretailcustomers,tradingoffcostofinventoryagainstexpectationofsale.Theresultingoptimizedinventorylevelisknownasamodelstock.Meetingthemodelstocklevelisalsoanarearequiringoptimization.Becausethemovementofproducttomeetthemodelstock,calledthestocktransfer,needstobeineconomicshippingunitssuchascompleteunitloadsorafulltruckload,thereareaseriesofdecisionsthatmustbemade.Manyexistingdistributionrequirementsplanningsystemsroundthequantityuptothenearestfullshippingunit.Thecreationofforexample,truckloadsaseconomicshipmentunitsrequiresoptimizationsystemstoensurethataxleconstraintsandspaceconstraintsaremetwhileloadingcanbeachievedinadamage-freeway.Thisisgenerallyachievedbycontinuingtoaddtime-phasedrequirementsuntiltheloadsmeetsomeminimumweightorcube.Moresophisticatedoptimizationalgorithmstakeintoaccountstackabilityconstraints,loadandunloadingrules,palletizinglogic,warehouseefficiencyandload