供应链战略管理(英文版).ppt

供应链战略管理(英文版).ppt

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StrategicAgendaforSupplyChainManagementStephenRinslerBSc,FCILT,FRSA,FIMC,MCIPS,MIoDChairman,CharteredInstituteofLogisticsandTransport（UK）Director,BishamConsulting1StephenRinsler,BSc,FCILT,FRSA,FIMC,MCIPS,MIoDManagementexperience:

LogisticsDirector（FMCG）,PurchasingDirector（FMCG,Engineering,Retailing,Services,3PL）,ManagingDirector（Facilities）Mainsectors:

FMCGFoodandDetergents,Retailing,manufacturing,thirdpartycontracting,outsourcingSpecificskills:

Supplychainandlogisticsstrategy&implementation,projectmanagement（ITandwarehouse）,buyingandinventorymanagement,CILTRolesChairmanCharteredInstituteofLogisticsandTransport（UK）ManagementCommitteeCILT（International）PastChairmanCILT（UK）SupplyChainFaculty22006StephenRinsler,BishamConsultingIntroductiontoCharteredInstituteofLogisticsandTransport（CILT）Thepre-eminentInstituteforpeopleengagedinthesupplychain,logistics,freightandpassengertransportprofessionsTheCharteredInstituteintheUKprovidesforindividualsAccesstoeducationandlearningAccesstonetworksAccesstoinformationForcompaniesAccesstoeducationandlearningAccesstonetworksAccesstoinformationCharteredmembershipasabenchmarkofprofessionalstandingInChinatheCILThasrecognisedaNationalSection:

CILT（China）andtheprocessofstartinganInstitute（club）hascommenced.Youshouldjoin.32006StephenRinsler,BishamConsultingIntroductiontoBishamConsultingBishamConsultingisanindependentbusinessownedandmanagedbyitsdirectorsandconsultants.Backgroundandapproach:

Thebusinessisstaffedonlybyseniormanagersfromtheindustry-mostofwhomhaveheldmainboardpositionsOurapproachisvery“hands-on”andcommercialwhichhelpsmaintainqualitywhileproducingworkablesolutionsBusinessfocus:

Ourfocusisonstrategy,operations,procurement,outsourcingandrecruitmentinlogisticsandthesupplychainAssessingcostandservicetrade-offs,risks,effectiveassetmanagementandimplementationsarekeystrengthsWeonlyrecommendworkablesolutionswhichwearewillingtohelpimplement14yearstrading,Head-officeinUK14consultants,18specialistassociatesWidely-representedonlogisticsIndustryassociations（CILT,FTA,CIPS,RHA,CIPS,CIM,IMCandIPMM）42006StephenRinsler,BishamConsultingStrategicAgendaforSupplyChainManagementSupplyChainComplexityStakeholdersandMatrixManagementGlobalSupplyChainsGlobalSupplyChainRisksMeasurementandImprovementChangeManagementSimplification:

ProcessMappingExternalInfrastructureChangesCollaboration52006StephenRinsler,BishamConsultingStrategicAgendaforSupplyChainManagementSupplyChainComplexityStakeholdersandMatrixManagementGlobalSupplyChainsGlobalSupplyChainRisksMeasurementandImprovementChangeManagementSimplification:

ProcessMappingExternalInfrastructureChangesCollaboration62006StephenRinsler,BishamConsultingTheSupplyChain:

LogisticsWarehousingDistributionCustomer/Consumer72006StephenRinsler,BishamConsultingTheSupplyChain:

late-1980sManufacturingWarehousingDistributionCustomer/ConsumerGoodsInSuppliersPhysicalFlowsandAddedValueInformationandmoney82006StephenRinsler,BishamConsultingComplexSupplyChains:

Retail92006StephenRinsler,BishamConsultingComplexSupplyChains:

FMCG102006StephenRinsler,BishamConsultingGlobalRetailSupplyChainsOverseasOverseasOverseas112006StephenRinsler,BishamConsultingWhyisthiscomplexviewimportant?

ItisrealityRaretohaveuniquesuppliersSupplierscanbecustomersorcompetitorsCustomerscanbeproducersandsharethesamesuppliersProcurementandMerchandisingmustunderstandthesestructuresandmustbeintegratedintothesupplychain122006StephenRinsler,BishamConsultingStrategicAgendaforSupplyChainManagementSupplyChainComplexityStakeholdersandMatrixManagementGlobalSupplyChainsGlobalSupplyChainRisksMeasurementandImprovementChangeManagementSimplification:

ProcessMappingExternalInfrastructureChangesCollaboration132006StephenRinsler,BishamConsultingTypicalStakeholdersSupplyChainDepartmentRegulatoryBodiesCourtsMarketingFinanceManufacturingSalesProcurementEmployeesSuppliersTheConsumerTheCustomerShareholders142006StephenRinsler,BishamConsultingManagementofSupplyChainsRecognitionoftheimportanceofsupplychainmanagementbutInmostcompaniestherearedepartmentaldirectors:

SalesManufacturingPurchasingFinancialIntegrationofthesupplychainrequiresconsistencyofVisionandStrategyInformationDatacaptureMeasurementofSuccessRequiressomeoverallvisionandcontrol:

MatrixManagement152006StephenRinsler,BishamConsultingMatrixManagementAdifficultconceptformanycompaniesSilomanagementiseasier:

comfortzoneRequiresco-operationbetweendepartmentsDirectorsmustworktogetherFunctionalprofessionalismmustbeenhancedObjectivesandtargetsneedtobealignedSupplychainmanagersneedtofacilitateacrossthecompanySupplychainmanagersmustbeprofessionalaswell