供应链战略管理(英文版).ppt

1、Strategic Agenda forSupply Chain ManagementStephen RinslerBSc,FCILT,FRSA,FIMC,MCIPS,MIoDChairman,Chartered Institute of Logistics and Transport(UK)Director,Bisham Consulting1Stephen Rinsler,BSc,FCILT,FRSA,FIMC,MCIPS,MIoDManagement experience:Logistics Director(FMCG),Purchasing Director(FMCG,Engineer

2、ing,Retailing,Services,3PL),Managing Director(Facilities)Main sectors:FMCG Food and Detergents,Retailing,manufacturing,third party contracting,outsourcingSpecific skills:Supply chain and logistics strategy&implementation,project management(IT and warehouse),buying and inventory management,CILT Roles

3、Chairman Chartered Institute of Logistics and Transport(UK)Management Committee CILT(International)Past Chairman CILT(UK)Supply Chain Faculty22006 Stephen Rinsler,Bisham ConsultingIntroduction to Chartered Institute of Logistics and Transport(CILT)The pre-eminent Institute for people engaged in the

4、supply chain,logistics,freight and passenger transport professionsThe Chartered Institute in the UK provides for individualsAccess to education and learningAccess to networksAccess to informationFor companiesAccess to education and learningAccess to networksAccess to informationChartered membership

5、as a benchmark of professional standingIn China the CILT has recognised a National Section:CILT(China)and the process of starting an Institute(club)has commenced.You should join.32006 Stephen Rinsler,Bisham ConsultingIntroduction to Bisham ConsultingBisham Consulting is an independent business owned

6、 and managed by its directors and consultants.Background and approach:The business is staffed only by senior managers from the industry-most of whom have held main board positions Our approach is very“hands-on”and commercial which helps maintain quality while producing workable solutionsBusiness foc

7、us:Our focus is on strategy,operations,procurement,outsourcing and recruitment in logistics and the supply chainAssessing cost and service trade-offs,risks,effective asset management and implementations are key strengths We only recommend workable solutions which we are willing to help implement14 y

8、ears trading,Head-office in UK14 consultants,18 specialist associatesWidely-represented on logistics Industry associations(CILT,FTA,CIPS,RHA,CIPS,CIM,IMC and IPMM)42006 Stephen Rinsler,Bisham ConsultingStrategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix Managem

9、entGlobal Supply ChainsGlobal Supply Chain RisksMeasurement and ImprovementChange ManagementSimplification:Process MappingExternal Infrastructure ChangesCollaboration52006 Stephen Rinsler,Bisham ConsultingStrategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix Mana

10、gementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement and ImprovementChange ManagementSimplification:Process MappingExternal Infrastructure ChangesCollaboration62006 Stephen Rinsler,Bisham ConsultingThe Supply Chain:LogisticsWarehousingDistributionCustomer/Consumer72006 Stephen Rinsler,Bish

11、am ConsultingThe Supply Chain:late-1980sManufacturingWarehousingDistributionCustomer/ConsumerGoodsInSuppliersPhysical Flows and Added ValueInformation and money82006 Stephen Rinsler,Bisham ConsultingComplex Supply Chains:Retail92006 Stephen Rinsler,Bisham ConsultingComplex Supply Chains:FMCG102006 S

12、tephen Rinsler,Bisham ConsultingGlobal Retail Supply ChainsOverseasOverseasOverseas112006 Stephen Rinsler,Bisham ConsultingWhy is this complex view important?It is realityRare to have unique suppliersSuppliers can be customers or competitorsCustomers can be producers and share the same suppliersProc

13、urement and Merchandising must understand these structures and must be integrated into the supply chain122006 Stephen Rinsler,Bisham ConsultingStrategic Agenda for Supply Chain ManagementSupply Chain ComplexityStakeholders and Matrix ManagementGlobal Supply ChainsGlobal Supply Chain RisksMeasurement

14、 and ImprovementChange ManagementSimplification:Process MappingExternal Infrastructure ChangesCollaboration132006 Stephen Rinsler,Bisham ConsultingTypical StakeholdersSupply ChainDepartmentRegulatory BodiesCourtsMarketingFinanceManufacturingSalesProcurementEmployeesSuppliersThe ConsumerThe CustomerS

15、hareholders142006 Stephen Rinsler,Bisham ConsultingManagement of Supply ChainsRecognition of the importance of supply chain management butIn most companies there are departmental directors:SalesManufacturingPurchasingFinancial Integration of the supply chain requires consistency of Vision and Strate

16、gyInformationData captureMeasurement of SuccessRequires some overall vision and control:Matrix Management152006 Stephen Rinsler,Bisham ConsultingMatrix ManagementA difficult concept for many companiesSilo management is easier:comfort zoneRequires co-operation between departmentsDirectors must work togetherFunctional professionalism must be enhancedObjectives and targets need to be alignedSupply chain managers need to facilitate across the companySupply chain managers must be professional as well