Critical Writing (Logistics Management) ,free plagiarism ,Use APA style for referencing
Logistics Management
Chapter 1
Saudi Electronic University
Chapter 1: Logistics and the Supply Chain
Chapter 1: Logistics and the Supply Chain
• What is the supply chain, and how is it structured?
• What is the purpose of a supply chain?
؟اھمیظنتمتیفیكودیروتلاةلسلسيھام
؟دیروتلاةلسلسنمضرغلاوھام
Competitiveness needs to be considered at two levels: • The level of the focal firm • The level of the supply chain
We need to clarify the managerial and strategic perspectives of the logistics challenge: • Managerial: supervising day-to-day logistics processes in terms of their time,
cost and quality objectives • Strategic: formulating and implementing the guiding principles, driving forces
and ingrained attitudes that are shared by partners across a supply network
Chapter 1: Logistics and the Supply Chain
:نییوتسمىلعةیسفانتلاةردقلايفرظنلابجی ةیرؤبلاةكرشلاىوتسم• دیروتلاةلسلسىوتسم•
:يتسجوللايدحتللةیجیتارتسالاوةیرادإلاتاروظنملاحیضوتىلإجاتحن ةدوجلاوةفلكتلاوتقولافادھأثیحنمةیمویلاةیتسجوللاتایلمعلاىلعفارشإلا :ةیرادإلا• يتلاةخسارلافقاوملاوةعفادلاىوقلاوةیھیجوتلائدابملاذیفنتوةغایص :ةیجیتارتسالا•
دیروتلاةكبشربعءاكرشلااھیفكرتشی
We need to create clarity in logistics terms. • Supply chain • SCM • Logistics • Material flow • Supply networks
Note that we will use “chain” and “network” interchangeably.Chain will generally be used to describe simple links between organisations and network for more complex linkages.
Chapter 1: Logistics and the Supply Chain
.ةیتسجوللاتاحلطصملايفحوضولاقلخلةجاحبنحن نیدروملا •SCM ةیتسجوللاتامدخلا• داوملاقفدت• دیروتلاتاكبش•
ماعلكشبةلسلسلامادختسامتیس .لدابتلاب "network"و "chain"مدختسنفوساننأظحال .اًدیقعترثكأطباورىلعلوصحللةكبشلاوتاسسؤملانیبةطیسبلاطباورلافصول
Chapter 1: Logistics and the Supply Chain Tesco Case Study 1.1
• Illustrates aspects of the logistics challenge facing a major retailer.
• 20,000 products planned and controlled
• 2.1 billion cases per year to be ordered, shipped, sorted by store, and put on display
• 3 different temperature regimes • 10 UK regional distribution
centers • Over 2,300 stores • Rapid turnover of stocks for fast
movers • Methods include day 1 for day 2 • Pick to zero • Store deliveries in four “waves”
daily
ھجاویيذلايتسجوللايدحتلابناوجحضوی• .يسیئرةئزجتعئاب
اھتبقارمواھلططخمجتنم 20000• اھزرفواھنحشوقودنصرایلم 2.1بلطمتی•
ًایونساھضرعورجتملابسح ةفلتخمةرارحةمظنأ 3• ةدحتملاةكلمملايفةیمیلقإعیزوتزكارم 10• رجتم 2300نمرثكأ• تاكرشلالجأنممھسأللعیرسنارودلدعم•
ةكرحلاةعیرس يناثلامویلللوألامویلاقرطلانمضتت• رفصلارتخا• ایموی "تاجوم"عبرأيفمیلستلامتی•
The core purpose of Tesco is to “create value or customers to earn their lifetime loyalty.”
To achieve loyalty, they have to understand customer needs and how they can be served.
Products should be recognized by customers as outstanding value for the money.
Chapter 1: Logistics and the Supply Chain
."ةایحلاىدممھئالوبسكلءالمعلاوأةمیقلاقلخ"وھ Tescoنميساسألاضرغلا
.مھتمدخنكمیفیكوءالمعلاتاجایتحامھفمھیلعبجی،ءالولاقیقحتل
.لاملالباقمةقلعمةمیقاھنأىلعتاجتنملابءالمعلافرتعینأبجی
Logistics is the task of planning and controlling the purchase and distribution of the product range from suppliers to stores.
It is concerned with managing two key flows:
• material flow of the physical goods from suppliers through the distribution centres to stores;
• information flow of demand data from the end- customer back to purchasing and to suppliers, and supply data from suppliers to the retailer, so that material flow can be accurately planned and controlled.
Chapter 1: Logistics and the Supply Chain
ىلإنیدروملانمتاجتنملاةعومجمعیزوتوءارشيفمكحتلاوطیطختلاةمھميھتایتسجوللا .رجاتملا
:ةیسیئرلاتاقفدتلانمنینثاةرادإبمتھی
؛رجاتملاىلإعیزوتلازكارمربعنیدروملانمةیداملاعئاضبلليداملاقفدتلا• نمتانایبلادیوزتو،نیدروملاوءارشلاىلإيئاھنلالیمعلانمبلطلاتانایبتامولعمقفدت•
.ةقدبھیفمكحتلاوداوملاقفدتطیطختنكمیثیحب،ةئزجتلاعئابىلإنیدروملا
The logistics task of managing material flow and information flow is a key part of the overall task of supply chain management.
Supply chain management is concerned with managing the entire chain of processes, including raw material supply, manufacture, packaging and distribution to the end- customer.
Chapter 1: Logistics and the Supply Chain
ةرادإلةلماشلاةمھملانمًایساسأاًءزجتامولعملاقفدتوداوملاقفدتةرادإلةیتسجوللاةمھملادعت .دیروتلاةلسلس
عینصتلاوماخلاداوملادیروتكلذيفامب،اھلمكأبتایلمعلاةلسلسةرادإبدیروتلاةلسلسةرادإمتھت .يئاھنلالیمعلاىلإعیزوتلاوفیلغتلاوةئبعتلاو
The Tesco UK supply chain structure comprises three main functions: • distribution: the operations and support task of managing Tesco’s
distribution centres (DCs), and the distribution of products from the DCs to the associated stores;
• network and capacity planning: the task of planning and implementing sufficient capacity in the supply chain to ensure that the right products can be pro- cured in the right quantities now and in the future;
• supply chain development: the task of improving Tesco’s supply chain so that its processes are stable and in control, that it is efficient, and that it is correctly structured to meet the logistics needs of material flow and information flow.
Chapter 1: Logistics and the Supply Chain
:ةیسیئرفئاظوثالثنم Tesco UKدیروتلاةلسلسلكیھنوكتی ىلإ DCنمتاجتنملاعیزوتو، (Tesco (DCعیزوتزكارمةرادإمعدلاةمھموتایلمع:عیزوتلا•
؛ةطبترملارجاتملا ةجلاعمةیناكمإنامضلدیروتلاةلسلسيفةیفاكةردقذیفنتوطیطختةمھم:تاردقلاوةكبشلاطیطخت•
؛لبقتسملايفونآلاةبسانملاتایمكلابةحیحصلاتاجتنملا ةرقتسماھتایلمعنوكتثیحب Tescoيفدیروتلاةلسلسنیسحتةمھم:دیروتلاةلسلسریوطت•
قفدتلةیتسجوللاتاجایتحالاةیبلتلحیحصلكشباھمیظنتمتیو،ةلاعفنوكتو،اھیلعرطیسمو .تامولعملاقفدتوداوملا
Definitions:
A supply chain is a network of partners who collectively convert a basic commodity (upstream) into a finished product (downstream) that is valued by end- customers, and who manage returns at each stage.
Transforms inputs in the form of materials and information into outputs in the form of goods and services.
Chapter 1: Logistics and the Supply Chain
:تافیرعت
جتنمىلإ)عبنملا(ةیساسأةعلسيعامجلكشبنولوحینیذلاءاكرشلانمةكبشيھدیروتلاةلسلس .ةلحرملكيفدئاوعلانوریدینیذلاو،نییئاھنلاءالمعلالبقنمھمییقتمتی)بصم(يئاھن
.تامدخوعلسلكشيفجتاونىلإتامولعموداوملكشيفتالخدملالوحی
SCM encompasses the planning and controlling of all processes involved in procurement, conversion, transportation and distribution across a supply chain.
SCM includes coordination and collaboration between partners, which can be suppliers, intermediaries, third party service providers, and customers.
SCM integrates supply and demand management within and between companies in order to serve the needs of the end- customer.
Chapter 1: Logistics and the Supply Chain
ءارشلاتایلمعاھیلعيوطنتيتلاتایلمعلاعیمجيفمكحتلاوطیطختلادیروتلاةلسلسةرادإلمشت .دیروتلاةلسلسربععیزوتلاولقنلاولیوحتلاو
يمدقموءاطسوونیدروماونوكینأنكمینیذلا،ءاكرشلانیبنواعتلاوقیسنتلا SCMنمضتت .ءالمعوةیجراختاھجنمتامدخ
.يئاھنلالیمعلاتاجایتحاةیبلتلجأنماھنیبامیفوتاكرشلالخادبلطلاوضرعلاةرادإ SCMجمدت
It is the buying behaviour of the end-customer that causes materials to flow through the supply chain.
ربعداوملاقفدتيفببستیيذلاوھيئاھنلالیمعللءارشلاكولسنإ .دیروتلاةلسلس
SCM encompasses the planning and controlling of all processes involved in procurement, conversion, transportation and distribution across a supply chain.
SCM includes coordination and collaboration between partners, which can be suppliers, intermediaries, third party service providers, and customers.
SCM integrates supply and demand management within and between companies in order to serve the needs of the end-customer.
Logistics has both strategic (long-term planning) and managerial (short- and medium-term planning and control) aspects.
Chapter 1: Logistics and the Supply Chain
لقنلاولیوحتلاوءارشلاتایلمعاھیلعيوطنتيتلاتایلمعلاعیمجيفمكحتلاوطیطختلادیروتلاةلسلسةرادإلمشت .دیروتلاةلسلسربععیزوتلاو
تاھجنمتامدخيمدقموءاطسوونیدروماونوكینأنكمینیذلا،ءاكرشلانیبنواعتلاوقیسنتلا SCMنمضتت .ءالمعوةیجراخ
.يئاھنلالیمعلاتاجایتحاةیبلتلجأنماھنیبامیفوتاكرشلالخادبلطلاوضرعلاةرادإ SCMجمدت
ریصقلاىدملاىلعةبقارموطیطخت(ةیرادإو)لجألالیوططیطخت(ةیجیتارتسابناوجاھلةیتسجوللاتامدخلا .)طسوتملاو
Chapter 1: Logistics and the Supply Chain 1.1.2 Supply chain: structure and tiering
The concept of a supply chain suggests a series of processes linked together to form a chain. A typical Tesco supply chain is formed from five such links.
Figure 1.1
ةلسلسنوكتت .ةلسلسلیكشتلضعبلااھضعببةطبترمتایلمعلانمةلسلسدیروتلاةلسلسموھفمحرتقی .لیبقلااذھنمطباورةسمخنمةیجذومنلا Tescoدیروت
The additional complexity prompts many authors to refer to supply networks rather than supply chains, a point we return to shortly. Logistics today is also concerned with what happens after a product has been sold. Two major concerns are:
• Reverse logistics: the return of unwanted goods and packaging in the opposite direction
• Waste: the discarding of product at any stage in the supply chain due to quality problems – for example, the disposal of out-of- date or damaged stock by a retailer or by an end- customer.
Chapter 1: Logistics and the Supply Chain
،دیروتلالسالسنمًالدبدیروتلاتاكبشىلإعوجرلاىلإنیفلؤملانمدیدعلايفاضإلادیقعتلاعفدی نالغاش .جتنملاعیبدعبثدحیامباًضیأمویلاةیتسجوللاتامدخلامتھت .ًابیرقاھیلإدوعنةطقنيھو :امھنایسیئر
سكاعملاهاجتالابةئبعتلاواھیفبوغرملاریغعئاضبلاةداعإ :ةیسكعلاتایتسجوللا• ىلع-ةدوجلالكاشمببسبدیروتلاةلسلسلحارمنمةلحرميأيفجتنملانمصلختلا :تایافنلا•
.يئاھنلیمعوأةئزجتعئابلبقنمفلاتلاوأمیدقلانوزخملانمصلختلا،لاثملالیبس
Chapter 1: Logistics and the Supply Chain
Figure 1.2
Other terms that are used to describe aspects of managing the supply chain are:
• Purchasing and supply deals with a focal firm’s immediate suppliers (upstream).
• Physical distribution deals with the task of distributing products to tier 1 customers (downstream).
Chapter 1: Logistics and the Supply Chain
:يھدیروتلاةلسلسةرادإبناوجفصولةمدختسملاىرخألاتاحلطصملا
.)عبنملا(ةیرؤبلاةكرشللنیرشابملانیدروملاعمدیروتلاوءارشلاتاقفص .)بصملا(لوألاىوتسملاءالمعىلعتاجتنملاعیزوتةمھمعميداملاعیزوتلالماعتی
• Logistics refers to management of materials and information.
• Inbound logistics deals with links between the focal firm and its upstream suppliers.
• Outbound logistics refers to the links between the focal firm and its downstream customers.
• Internal logistics deals with planning and control of material flow within the boundaries of the focal firm.
Chapter 1: Logistics and the Supply Chain
.تامولعملاوداوملاةرادإىلإتایتسجوللاریشت• .عبنملايفاھیدروموةیروحملاةكرشلانیبطباورلاعمةیلخادلاةیتسجوللاتامدخلالماعتت• .ةیئاھنلالحارملايفاھئالمعوةیروحملاةكرشلانیبطباورلاىلإةرداصلاتایتسیجوللاریشت• .ةیروحملاةكرشلادودحلخادداوملاقفدتيفمكحتلاوطیطختلاعمةیلخادلاتایتسجوللالماعتت•
The essential points of supply chain management were summarised long ago by Oliver and Webber (1982):
• Supply chain management views the supply chain as a single entity.
• It demands strategic decision making. • It views balancing inventories as a last resort. • It demands system integration.
Chapter 1: Logistics and the Supply Chain
Oliver and Webberةطساوبةلیوطةرتفذنمدیروتلاةلسلسةرادإلةیساسألاطاقنلاصیخلتمت (1982):
.دحاونایككدیروتلاةلسلسىلإدیروتلاةلسلسةرادإرظنت• .يجیتارتسالارارقلاذاختابلطتی• .ریخألحكتانوزخملاةنزاومربتعتو• .ماظنلالماكتبلطتی•
Chapter 1: Logistics and the Supply Chain
Figure 1.3
Supply chains should be views as networks of organizations.
Chapter 1: Logistics and the Supply Chain
Flow measures the quantity of material (measured in input terms such as numbers of components, tonnes and litres) that passes through a given network per unit of time.
Chapter 1: Logistics and the Supply Chain
Figure 1.5 Example of a confectionery network map (Source: After Zheng et al., 1998)
What is the relationship between material flow and information flow?
؟تامولعملاقفدتوداوملاقفدتنیبةقالعلايھام
Chapter 1: Logistics and the Supply Chain 1.2 Material Flow and Information Flow
Material flow should be synchronous. It is important to keep materials flowing from source to end-customer in a supply chain. To keep unnecessary build-ups of inventory, flow must be orchestrated so that parts movement is coordinated.
.ًانمازتمداوملاقفدتنوكینأبجی .دیروتلاةلسلسيفيئاھنلالیمعلاىلإردصملانمداوملاقفدتىلعظافحلامھملانم .ءازجألاةكرحقیسنتمتیثیحبقفدتلاقیسنتبجی،نوزخملليرورضلاریغمكارتلاىلعظافحلل
Chapter 1: Logistics and the Supply Chain 1.2 Material Flow and Information Flow
The goal is continuous, synchronous flow. Continuous means no interruptions, no dropping the ball, no unnecessary accumulations of inventory. And synchronous means that it all runs like a ballet. Parts and components are delivered on time, in the proper sequence, exactly to the point they’re needed.
مدعو،ةركلاطاقسإمدعو،تاعاطقنالامدعرمتسملاينعی .نمازتملاورمتسملاقفدتلاوھفدھلا میلستمتی .ھیلابلالثميرجیءيشلكنأينعینمازتملاو .نوزخمللةیرورضریغتامكارتدوجو .ةبولطملاةطقنلاىلإطبضلابوحیحصلالسلستلابوددحملاتقولايفتانوكملاوءازجألا
Chapter 1: Logistics and the Supply Chain 2. Material Flow and Information Flow
Traditionally, sales were focused as stocked developed.
Xerox realized that they should only make the stock when they needed it, then ship it to the customer.
Three types of delivery were needed: • Deliver JIT: Off the shelf commodity products • Finish JIT: Middle-range products with 5-day window • Build JIT: Larger products planned months in advance
.نوزخمروطتعمةزكرمتاعیبملاتناك،ایدیلقت
.لیمعلاىلإھنحشمث،ھیلإةجاحلادنعطقفنوزخملاعنصتنأبجیاھنأ Xeroxتكردأ
:میلستلانمعاونأةثالثىلإةجاحكانھتناك ةزھاجلاعلسلاتاجتنم:JITمیلست مایأ 5ةدملةذفانعمىدملاةطسوتمتاجتنم:JITءاھنإ امدقمرھشأاھلططخملاربكألاتاجتنملا:JITءانب
Chapter 1: Logistics and the Supply Chain
Figure 1.6 Xerox: the impact on inventories
How did inventory reduction in the supply chain lead to improved competitiveness at Xerox?
ىلإدیروتلاةلسلسيفنوزخملالیلقتىدأفیك ؟Xeroxةكرشيفةیسفانتلاةردقلانیسحت
Chapter 1: Logistics and the Supply Chain 1.2 Material Flow and Information Flow
Information flow
Customer demand signals the trigger for the supply chain to respond
Demand information is shared across the supply chain by creating a demand chain to enhance customer value.
IT is used to integrate demand and supply data to keep the entire chain informed
تامولعملاقفدت
دیروتلاةلسلسةباجتساءاروعفادلاىلإلیمعلابلطریشی
.لیمعلاةمیقنیسحتلبلطةلسلسءاشنإلالخنمدیروتلاةلسلسربعبلطلاتامولعمةكراشممتت
عالطاىلعاھلمكأبةلسلسلاءاقبإلبلطلاوضرعلاتانایبجمدلتامولعملاایجولونكتمادختسامتی
Chapter 1: Logistics and the Supply Chain
Figure 1.7 Integrating demand and supply chains
How do products win orders in the marketplace? How does logistics contribute to competitive advantage?
ةیتسجوللاتامدخلامھاستفیك؟قوسلايفرماوأبتاجتنملازوفتفیك ؟ةیسفانتلاةزیملايف
Chapter 1: Logistics and the Supply Chain 1.3 Competing through logistics
Within a given supply chain, it is important that each organisation understands how each group of products competes in the marketplace, and that it aligns its capabilities with those of its partners.
Product = physical product + accompanying service
يفتاجتنملانمةعومجملكسفانتتفیكةسسؤملكمھفتنأمھملانم،ةنیعمدیروتةلسلسنمض .اھئاكرشتاردقعماھتاردقةمءاومبموقتنأو،قوسلا
ةبحاصملاةمدخلا +يداملاجتنملا =جتنملا
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Key advantage provided by logistics is: • Availability of conforming product in the marketplace at low cost
Logistics supports competitiveness of the supply chain by: • Meeting end-customer demand through supplying what is
needed in the form it is needed, when it is needed, at a competitive cost.
:يھةیتسجوللاتامدخلااھمدقتيتلاةیسیئرلاةزیملا ةضفخنمةفلكتبقوسلايفقباطملاجتنملارفاوت•
:لالخنمدیروتلاةلسلسلةیسفانتلاةردقلاتایتسجوللامعدت ةفلكتبوةجاحلادنعبولطملالكشلاببولطموھامریفوتلالخنميئاھنلالیمعلابلطةیبلت•
.ةیسفانت
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
ةیتسجوللاتامدخلالالخنمسفانتلا
:يھيتلافادھألادیدحتةیتسجوللاةزیملاينعت حضاو• سایقلللباق• يمكلاسایقلللباق•
ةیتسجولةزیمقلخلةبعصفادھأ ةدوج• نمز• ةفلك•
Logistics advantage means setting goals that are: • Clear • Measurable • Quantifiable
Hard objectives for creating logistical advantage • Quality • Time • Cost
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Hard Objectives
• Quality- the most visible aspect of supply chain performance • Time - measures how long a customer has to wait in order to
receive a given product or service • Cost - is important for all supply chain processes because they
translate into price advantages
ةیتسجوللاتامدخلالالخنمسفانتلا
ةبعصفادھأ
دیروتلاةلسلسءادأيفاًحوضورثكألابناجلا-ةدوجلا• ةنیعمةمدخوأجتنمىلعلوصحلالجأنملیمعلااھرظتنینأبجیيتلاةدملاسیقی-تقولا• ةیرعسایازمىلإمجرتتاھنألدیروتلاةلسلستایلمععیمجلةمھم-ةفلكتلا•
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Supportive capabilities are three more ways for creating logistical advantage with regards to hard objectives:
• Controlling variability in logistics processes • Dealing with uncertainty • Sustainability
:ةبعصلافادھألابقلعتیامیفةیتسجولةزیمقلخلىرخأقرطثالثيھةمعادلاتاردقلا
ةیتسجوللاتایلمعلايفنیابتلايفمكحتلا• نیقیلامدععملماعتلا• ةمادتسالا•
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Supportive Capabilities
• Controlling variability in logistics processes - Variability refers to real and identifiable differences within a population
• Dealing with uncertainty – uncertainty refers to our lack of knowledge and having to deal with unpredictable events
• Sustainability - addresses the improvement of social and environmental issues in the design of logistics systems.
ةمعادلاتاردقلا
اھدیدحتنكمیةیقیقحتافالتخاىلإنیابتلاریشی-ةیتسیجوللاتایلمعلايفنیابتلايفمكحتلا• ناكسلالخاد
عملماعتلاىلإةجاحلاوةفرعملاىلإانراقتفاىلإریشینیقیلامدع-نیقیلامدععملماعتلا• ةعقوتملاریغثادحألا
.ةیتسجوللاةمظنألامیمصتيفةیئیبلاوةیعامتجالاایاضقلانیسحتلوانتت-ةمادتسالا•
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
نیابتلايفمكحتلا
.فدھلاةمدخلاوأجتنملااھبققحیيتلاةیدامتعالانیابتلاضوقی
دروملاةبقارملةیدامتعالامادختسامتی :ثیحنمءادألا فدھلالباقمنیابتلاوددحملاتقولايفاھمیلستمتيتلاتابلطللةیوئملاةبسنلا-ددحملاتقولايف• فدھلالباقمنیابتلاوةلمتكماھمیلستمتيتلاتابلطللةیوئملاةبسنلا-لماك• .فدھلالباقمنیابتلاوبویعللةیوئملاةبسنلا-ةدوجلاىلع•
Controlling variability
Variability undermines the dependability with which a product or service meets target.
Dependability is used to monitor a supplier’s performance in such terms as: • On-time – percentage of orders delivered on-time and the variability against the
target • In-full – percentage of orders delivered complete
and the variability against the target • On-quality – percentage of defects and the variability against the
target.
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Dealing with Uncertainty
Dealing with uncertainty means responding rapidly to unknown problems that affect logistics processes. The implication of uncertainty for supply chain processes is that they need to be flexible.
Flexibility comes in two basic forms: • Proactive - to create the capability in advance to handle uncertainty • Reactive - to cope with uncertainty in a focal firms internal or external
environment
نیقیلامدععملماعتلا
تایلمعلاىلعرثؤتيتلاةفورعملاریغتالكشمللةعیرسلاةباجتسالانیقیلامدععملماعتلاينعی نوكتنأىلإجاتحتاھنأيھدیروتلاةلسلستایلمعلةبسنلابنیقیلامدعىلعةبترتملاراثآلا .ةیتسجوللا .ةنرم
:نییساسأنیلكشيفةنورملايتأت نیقیلامدععملماعتللًاقبسمةردقلاءاشنإل-يقابتسا• ةیروحملاتاكرشللةیجراخوأةیلخادةئیبيفنیقیلامدععملماعتلل-لعفلادر•
Chapter 1: Logistics and the Supply Chain 1.3 Competing through logistics
Sustainability
Sustainability is defined as the development that meets the needs of the present without compromising future generations.
The three sustainability values are: Environmental - a focal firm is concerned with reducing consumption of non-renewable energy and materials. Social - ensuring that goods are manufactured in socially responsible conditions Economic - the net value that a firm generates after social and environmental values have been taken into account.
ةمادتسالا
.ةمداقلالایجألابساسملانودرضاحلاتاجایتحايبلیيذلاریوطتلااھنأىلعةمادتسالافیرعتمتی
:يھثالثلاةمادتسالامیق .ةددجتملاریغداوملاوةقاطلاكالھتسالیلقتبةیروحمةكرشمتھت-ةئیبلا ًایعامتجاةلوؤسمفورظيفعئاضبلاعینصتنامض-يعامتجا .رابتعالايفةیئیبلاوةیعامتجالامیقلاذخأدعبةكرشلااھدلوتيتلاةمیقلايفاص-يداصتقا
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Case Study 1.3: Measuring schedule variability Scheduled demand = S Call-off quantity = A Difference = D
D = S – A
• Produced to schedule S > A and supplier will overproduce and end up with excess stock
• If S < A, the effects could be a reduction in stuck by the supplier or a shortfall (S – A) of parts from the supplier
Both conditions have different logistical implications.
ينمزلالودجلاریغتسایق :1.3ةلاحلاةسارد S=لودجملابلطلا،= A ءاعدتسالاةیمك،D=قرفلا
D = S – A
ضئافنوزخمبرمألاھبيھتنیوجاتنإلايفدروملايضفیسو S> Aلودجلًاقفوھجاتنإمت - S)صقنوأدروملافقوتيفضافخناراثآلانوكتنأنكمی، S <Aتناكاذإ A) دروملانمءازجألايف
.ةفلتخمةیتسجولراثآامھلنیطرشلاالك
Chapter 1: Logistics and the Supply Chain
Figure 1.8 Distribution of differences between scheduled and actual demand for WestCo
Chapter 1: Logistics and the Supply Chain
Figure 1.9 Distribution of differences between scheduled and actual demand for EastCo
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Case Study 1.4: Nokia deals with uncertainty
• The key differences between Nokia and Ericsson was that while Nokia was transparent with their problems, Ericsson was not.
• Once Nokia realized the problem, they threw great resources to resolve the supply problems.
نیقیلامدععمایكونلماعتت1.4:ةلاحةسارد
عملماعتلايفةفافشایكونتناكامنیبھنأنوسكیرإوایكوننیبةیسیئرلاتافالتخالاتناك• .كلذكنوسكیرإنكیمل،امھلكاشم
.دادمإلالكاشملحلةریبكدراوماوقلأ،ةلكشملاایكونتكردأنأدرجمب•
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Case Study 1.5: Plan A at Marks and Spencer
• The firm has embedded sustainability into the company’s culture.
• Note trade-offs between economic risk of €300m and potential social and environmental gains which are hard to quantify in financial terms.
• Many Plan A goals are unquantifiable, but the impact of perceived goodwill appears to offset it.
• By integrating corporate responsibility with finance, the company has ensured sustainability will be a part of the company’s growth strategy.
رسنبسوسكراميفأةطخلا:1.5ةلاحلاةسارد
.ةكرشلاةفاقثيفةمادتسالانیمضتبةكرشلاتماق• يتلاةلمتحملاةیئیبلاوةیعامتجالابساكملاووروینویلم 300ةغلابلاةیداصتقالارطاخملانیبتاضیاقملاظحال•
.ةیلاملاةیحانلانماھسایقبعصی .اھلباقیةروصتملاةنسحلاایاونلاریثأتنأودبینكلو،يمكلاسایقللةلباقریغأةطخلافادھأنمدیدعلا• ومنةیجیتارتسانماًءزجنوكتسةمادتسالانأةكرشلاتنمض،لیومتلاعمةكرشلاةیلوؤسمجمدلالخنم•
.ةكرشلا
Chapter 1: Logistics and the Supply Chain 3. Competing through logistics
Soft Objectives
There are other ways in which logistics advantage may be gained.
Examples of soft objectives are: • Confidence – queries answered promptly, courteously, and
efficiently • Security – customer’s information and property treated in a
confidential and secure manner
ةنیللافادھألا
.ةیتسجولةزیمباستكااھلالخنمنكمیىرخأقرطكانھ
:يھةمعانلافادھألاىلعةلثمأ ةیلاعفو،فطلب،ةعرسبتاراسفتسالاىلعدرلامتی-ةقثلا• ةنمآوةیرسةقیرطبھتاكلتممولیمعلاتامولعمةلماعم-نامألا•
Chapter 1: Logistics and the Supply Chain 1.3 Competing through logistics
Order Winners and Qualifiers
Order winners are factors that directly and significantly help products to win orders in the marketplace.
Order qualifiers are factors that are regarded by the market as an ‘entry ticket’. Unless the product or service meets basic performance standards, it will not be taken seriously.
Order winners and qualifiers are specific to individual segments.
نیلھؤملاونیزئافلابیترت
.قوسلايفتابلطلابسكيفریبكورشابملكشبتاجتنملادعاستلماوعمھتابلطلابنوزئافلا
ءادألارییاعمبةمدخلاوأجتنملايفیملام ."لوخدةركذت"قوسلااھربتعیلماوعيھبلطلاتالھؤم .دجلالمحمىلعاھعملماعتلامتینلف،ةیساسألا
.ةیدرفلاحئارشلابةصاختالھؤملاوبلطلابنوزئافلا
Chapter 1: Logistics and the Supply Chain
Table 1.1 Different product ranges have different logistics performance objectives
Chapter 1: Logistics and the Supply Chain 4. Logistics Strategy
Defining Strategy • Strategy is about planning as distinct from doing.
Hayes and Wheelwright (1984): • Logistics strategy is the set of guiding principles, driving
forces and ingrained attitudes that help to coordinate goals, plans and policies, and which are reinforced through conscious and subconscious behaviour within and between partners across a network.
ةیجیتارتسإلادیدحت .لمعلانعفلتخمھنأىلعطیطختلالوحرودتةیجیتارتسالا•
:(1984)تیارلیووزیاھ ةخسارلافقاوملاوةعفادلاىوقلاوةیھیجوتلائدابملانمةعومجميھتایتسجوللاةیجیتارتسا•
كولسلالالخنماھزیزعتمتیيتلاو،تاسایسلاوططخلاوفادھألاقیسنتىلعدعاستيتلا .ةكبشلاربعءاكرشلانیبولخاديعاواللاويعاولا
Chapter 1: Logistics and the Supply Chain 4. Logistics Strategy
Defining Strategy Whittington (2000) proposes four approaches to setting strategy.
He starts by suggesting different motivations for setting strategy: • How deliberate are the processes of strategy setting? These can range
from clearly and carefully planned to a series of ad hoc decisions taken on a day-to-day basis.
• What are the goals of strategy setting? These can range from a focus on maximising profit to allowing other business priorities such as sales growth to be included.
ةیجیتارتسإلادیدحت .ةیجیتارتسإلاعضولجھانمةعبرأ (Whittington (2000حرتقی
:ةیجیتارتسإلاعضولةفلتخمعفاودحارتقابأدبی ىلإةیانعبططخملاوحضاولانمهذھحوارتتنأنكمی؟ةیجیتارتسالاعضوتایلمعدمعتىدمام•
.يمویساسأىلعذختتيتلاةصصخملاتارارقلانمةلسلس حامسلاىلإحبرلاةدایزىلعزیكرتلانمهذھحوارتتنأنكمی؟ةیجیتارتسإلاعضوفادھأيھام•
.تاعیبملاومنلثمىرخألالامعألاتایولوأجاردإب
Chapter 1: Logistics and the Supply Chain 4. Logistics Strategy
Defining Strategy What are the implications for the way in which supply chain strategy is approached in different organisations? Following is a brief description of Whittington’s four options:
• Evolve. ‘Strategy’ is not something that is formally undertaken at all. ‘Our strategy is not to have a strategy’ is a typical viewpoint. Operating decisions are taken in relation to the needs of the moment, with financial goals as the main guiding principle.
• Classical. While financial goals are again the main guiding principle, these are achieved through a formal planning process. This is called ‘classical’ because it is the oldest and most influential option.
ةیجیتارتسإلادیدحت امیف؟ةفلتخملاتامظنملايفدیروتلاةلسلسةیجیتارتساعملماعتلااھبمتیيتلاةقیرطلاىلعةبترتملاراثآلايھام :ةعبرألا Whittingtonتارایخلزجومفصويلی
فلمكالتمامدعيھانتیجیتارتسا" .قالطإلاىلعًایمسرهذیفنتمتیًائیشتسیل "ةیجیتارتسإلا"روطتت• فادھألاعم،ةظحللاتاجایتحابقلعتیامیفلیغشتلاتارارقذاختامتی .ةیجذومنرظنةھجويھةیجیتارتسإلا .يسیئريداشرإأدبمكةیلاملا
ةیلمعلالخنماھقیقحتمتی،يسیئرلايھیجوتلاأدبملاىرخأةرميھةیلاملافادھألانأنیحيف .يكیسالك• .اًریثأترثكألاومدقألارایخلاھنأل "يكیسالك"رایخلااذھىمسی .ةیمسرلاطیطختلا
Chapter 1: Logistics and the Supply Chain 4. Logistics Strategy
Defining Strategy • Accommodate. Here, decisions are back to the day- to-day mode, but
financial objectives are no longer the primary concern. Strategy is accommodated instead to the realities of the focal firm and the markets in which it operates.
• Systemic. This option for strategy setting sees no conflict between the ends and means of realising business goals. While goal setting takes place across all major aspects of the business (including human resources, marketing and manufacturing policies), these are linked to the means by which they will be achieved in practice.
ةیجیتارتسإلادیدحت مت .لغاشلالغشلادعتملةیلاملافادھألانكل،يمویلاعضولاىلإتارارقلادوعت،انھ.بعوتسی•
.اھیفلمعتيتلاقاوسألاوةیروحملاةكرشلاعقاوعمكلذنمًالدبةیجیتارتسإلافییكت فادھأقیقحتلئاسووتایاغلانیبضراعتيأةیجیتارتسإلادادعإلرایخلااذھىریال .ةیماظنلا•
ةیرشبلادراوملاكلذيفامب(لمعللةیسیئرلابناوجلاعیمجربعفادھألادیدحتمتیامنیب.لمعلا ةسرامملايفاھلالخنماھقیقحتمتیسيتلالئاسولابةطبترماھنإف،)عینصتلاوقیوستلاتاسایسو .ةیلمعلا
Chapter 1: Logistics and the Supply Chain
Figure 1.10 Four options for crafting strategy
Chapter 1: Logistics and the Supply Chain 4. Logistics Strategy
Aligning Strategies • If different links in the supply chain are directed towards different
competitive priorities, then the chain will not be able to serve the end-customer as well as a supply chain in which the links are directed towards the same priorities.
• That is the basic argument for alignment in the supply chain (Cousins, 2005).
• Where the links are directed by a common and consistent set of competitive criteria, then that supply chain will compete better in the marketplace than one in which the links have different, conflicting priorities. This is the concept of ‘focus’, the view that you cannot be good at everything.
تایجیتارتسالاةاذاحم ةرداقةلسلسلانوكتنلف،ةفلتخمةیسفانتتایولوأوحندیروتلاةلسلسيفةفلتخمطباورھیجوتمتاذإ•
سفنوحنطباورلاھیجوتاھیفمتیيتلادیروتلاةلسلسىلإةفاضإلابيئاھنلالیمعلاةمدخىلع .تایولوألا
).Cousins،2005(دیروتلاةلسلسيفةمءاومللةیساسألاةجحلايھهذھ• ةلسلسنإف،ةیسفانتلارییاعملانمةقستموةكرتشمةعومجملالخنمطباورلاھیجوتمتیامدنع•
ةفلتخمتایولوأاھلطباورلااھیفنوكتيتلاكلتنمقوسلايفلضفألكشبسفانتتسهذھدیروتلا .ءيشلكيفاًدیجنوكتنأكنكمیالھنأبةلئاقلارظنلاةھجو، "زیكرتلا"موھفموھاذھ .ةبراضتمو
Chapter 1: Logistics and the Supply Chain 4. Logistics Strategy
Case Study 1.6: Talleres Auto Talleres Auto (TA) is an SME based in Barcelona. TA attends to broken- down vehicles, providing a roadside repair and recovery service. • Two of the parts that TA frequently uses are starters and
alternators, which were obtained from a local distributor. • In turn, the local distributor ordered parts from a prime distributor.
Starters and alternators were obtained from a remanufacturer, who replaced the windings and tested the products using parts bought from a component supplier.
• A diagram of this part of the supply chain is shown in Figure 1.11.
Talleres 1.6ةلاحلاةسارد Auto: Talleres Auto (TA) متھت.ةنولشرباھرقممجحلاةطسوتموةریغصةكرشيھTA تابكرملاب
.قیرطلابناجىلعدادرتسالاوحالصإلاةمدخرفوتو،ةلطعملا لوصحلامتيتلاو،تادلوملاونیئدتبملايھرركتملكشب TAاھمدختستيتلاءازجألانمنانثا•
.يلحمعزومنماھیلع تادلومونیئدتبملاىلعلوصحلامت .يسیئرعزومنمرایغلاعطقيلحملاعزوملابلط،هرودب•
مادختسابتاجتنملاتربتخاوتافللاتلدبتسايتلا،عینصتلاةداعإةكرشنمددرتملارایتلا .تانوكملادرومنمةارتشملاءازجألا
.1.11لكشلايفدیروتلاةلسلسنمءزجلااذھليطیطختمسررھظی•
Chapter 1: Logistics and the Supply Chain
Figure 1.11 The Talleres Auto supply chain
Chapter 1: Logistics and the Supply Chain 1.4 Logistics Strategy
Differentiating Strategies What makes a successful strategy? Five principles of strategic positioning, related to logistics strategy: • A unique value proposition: determining what makes the
product/service different from its competitors. • A tailored supply chain: governed by consistent order winning and
qualifying criteria. • Identify the trade-offs: by choosing not just the priorities but also what
not to do. A responsive supply chain is not compatible with an efficient supply chain (Fisher, 1997).
• Align logistics processes: so that processes are mutually reinforcing. • Continuity: logistics processes are continually and consistently improved
over time.
قیرفتلاتایجیتارتسا :ةیتسجوللاةیجیتارتسالابةقلعتملا،ةیجیتارتسالاعقاوملادیدحتلئدابمةسمخ؟ةحجانةیجیتارتسالعجیيذلاام .اھیسفانمنعةفلتخمةمدخلا /جتنملالعجیيذلاامدیدحت :دیرفةمیقضرع• .ةقستملالیھأتلاوبلطلابزوفلارییاعماھمكحت :ةصصخملادیروتلاةلسلس• ریغةباجتسالاةعیرسدیروتلاةلسلس .ھلعفبجیالاماًضیأنكلوتایولوألاطقفسیلرایتخاب :تالضافملاددح•
.)1997،رشیف(ةلاعفلادیروتلاةلسلسعمةقفاوتم .ضعبلااھضعبتایلمعلاززعتثیحب :ةیتسجوللاتایلمعلاةمءاوم• .تقولارورمبرارمتسابورارمتسابةیتسجوللاتایلمعلانیسحتمتی :ةیرارمتسالا•
Chapter 1: Logistics and the Supply Chain 4. Logistics Strategy
Trade-offs in Logistics To reinforce the issue of differentiating strategies, let us look at two commonly used strategies: • Cost: a high-volume product for which demand is relatively stable
throughout the year. • Time: a high variety product, which is designed for a given season
and which is completely redesigned for the next season.
تایتسجوللايفتالضافملا :مادختسالاعئاشنیتیجیتارتساىلعةرظنيقلنانوعد،تایجیتارتسالانیبزییمتلاةلأسمزیزعتل .ماعلارادمىلعًایبسناًرقتسمھیلعبلطلانوكیمجحلاریبكجتنم :ةفلكتلا• .يلاتلامسوملللماكلابھمیمصتةداعإونیعممسوملھمیمصتمت،عونتلايلاعجتنم :تقولا•
Logistics Management
Chapter 2
Saudi Electronic University
Chapter 2: Putting the end customer first
Chapter 2: Putting the end customer first
2.1 The marketing perspective
‘Marketing’ has traditionally been associated with anticipating, identifying and satisfying customer requirements profitably. A more current definition emphasises value in the context of the broader supply chain – and that includes partners rather than just customers:
Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, partners, and society at large.
Chapter 2: Putting the end customer first
قیوستلاروظنم 2.1
ثدحألافیرعتلادكؤی .حبرملكشبءالمعلاتابلطتمةیبلتودیدحتوعقوتبًایدیلقت "قیوستلا"طبترادقل :طقفءالمعلاسیلوءاكرشلالمشیاذھو-عسوألادیروتلاةلسلسقایسيفةمیقلاىلع
ةمیقاھليتلاضورعلاءاشنإبةصاخلاتایلمعلاوتاسسؤملاةعومجموطاشنلاوھقیوستلا .اھلدابتواھمیدقتواھعملصاوتلاولككعمتجملاوءاكرشلاوءالمعلل
2.1 The marketing perspective
Harnessing customer power: The basic assumption that customers choose – that they know best what they want – means that they have become the centre of the retailer’s universe. In the best businesses, their decisions drive everything. These choices are also judgements. They pick the winners and losers in retail and in manufacturing. This is not theoretical: they regularly pass verdicts, moving from product to product and store to store. These judgements send strong feedback – shocks might be a better word – forcing change.
Chapter 2: Putting the end customer first
قیوستلاروظنم 2.1
:ءالمعلاةوقریخست زكرماوحبصأمھنأينعی-نودیریاملضفأنوفرعیمھنأ-ءالمعلاهراتخیيذلايساسألاضارتفالا .ماكحأاضیأيھتارایتخالاهذھ .ءيشلكمھتارارقدوقت،لامعألالضفأيف .ةئزجتلايعئابملاع نوردصیمھف :ًایرظنسیلاذھ .عینصتلاوةئزجتلابعیبلايفنیرساخلاونیزئافلانوراتخیمھنإ ةیوقلعفدودرماكحألاهذھلسرت .رجتمىلإرجتمنموجتنمىلإجتنمنمنولقتنیو،ماظتناباًماكحأ
.رییغتلاربجت-لضفأةملكتامدصلانوكتدق-
2.1 The marketing perspective
In Chapter 1, we referred to ‘tier 1 customers’ with whom a focal firm deals directly, and to ‘end-customers’ who are the individuals or businesses that buy the finished ‘product’ at the downstream end of the supply network. It is therefore usual to refer to two types of customer: • business customers: who represent the focal firm’s
immediate trading environment • end-customers: who represent the ultimate customer
for the network as a whole
Chapter 2: Putting the end customer first
قیوستلاروظنم 2.1
،ًةرشابمةیروحمةكرشمھعملماعتتنیذلا "لوألاىوتسملاءالمع"ىلإانرشأ،لوألالصفلايف كلذل .دیروتلاةكبشةیاھنيفيئاھنلا "جتنملا"يرتشتيتلاتاكرشلاوأدارفألامھءالمعلاءاھنإ"ىلإو :ءالمعلانمنیعونىلإةراشإلاداتعملانم ةیروفةیراجتةئیبةیروحملاةكرشلانولثمینیذلا :لامعألاءالمع• لككةكبشلليئاھنلالیمعلانولثمینیذلا :نویئاھنلاءالمعلا•
2.1 The marketing perspective
We also need to distinguish here between customers and consumers. Webster (2000) defines them thus: • consumers are people who use or consume the
product; • customers are individuals or businesses who buy the
product, meaning that they acquire it and pay for it.
Chapter 2: Putting the end customer first
قیوستلاروظنم 2.1
:يلاتلاوحنلاىلع (2000)رتسبیومھفرعی .نیكلھتسملاوءالمعلانیبانھزییمتلاىلإاًضیأجاتحن ؛ھنوكلھتسیوأجتنملانومدختسینیذلاصاخشألامھنوكلھتسملا• .ھنمثنوعفدیوھنوبستكیمھنأينعیامم،جتنملانورتشیتاكرشوأدارفأمھءالمعلا•
2.1 The marketing perspective Rising customer expectations
Expectations have risen among customers in line with a general increase in the wealth of developed countries over the last half century. This increase in expectations has many causes, including: • better levels of general education; • better ability to discern between alternative products; • exposure to more lifestyle issues in the media.
Chapter 2: Putting the end customer first
قیوستلاروظنم 2.1 ءالمعلاتاعقوتةدایز
نرقلافصنلالخةمدقتملانادلبلاتاورثيفةماعلاةدایزلاعمًایشامتءالمعلانیبتاعقوتلاتعفترا :اھنم،ةدیدعبابسأاھلتاعقوتلايفةدایزلاهذھ .يضاملا ؛ماعلامیلعتلانملضفأتایوتسم• ؛ةلیدبلاتاجتنملانیبزییمتلاىلعلضفأةردق• .مالعإلالئاسويفةایحلاطمنایاضقنمدیزملضرعتلا•
2.1 The marketing perspective Rising customer expectations
The explosion in applications of internet technology continues to have sweeping effects on the way that business is transacted today. Applications that have sprung from the world wide web have impacted both B2C and business to business B2B relationships. • Business to consumer (B2C) • Business to business (B2B) • Supply chain implications
Chapter 2: Putting the end customer first
قیوستلاروظنم 2.1 ءالمعلاتاعقوتةدایز
اھبمتتيتلاةقیرطلاىلعةحساكتاریثأتثادحإيفتنرتنإلاایجولونكتتاقیبطتيفراجفنالارمتسی .مویلاةیراجتلاتالماعملا نیبةیراجتلالامعألاو B2Cتاقالعىلعةیملاعلابیولاةكبشنمتأشنيتلاتاقیبطتلاترثأدقل .تاكرشلا (B2C)كلھتسمىلإةكرشنم• (B2B)ةكرشىلإةكرشنم• دیروتلاةلسلسىلعةبترتملاراثآلا•
2. Segmentation
Segmentation describes how a given market might be broken up into different groups of customers with similar needs. Profiles of the segments and evaluation of their relative attractiveness to a focal firm can then be developed. There are many possible ways in which markets can be segmented, including: • Demographic • Geographic • Technical • Behaviorial
Chapter 2: Putting the end customer first
ةئزجت.2 .ةھباشتملاتاجایتحالايوذءالمعلانمةفلتخمتاعومجمىلإنیعمقوسمیسقتنكمیفیكمیسقتلافصی .ةیروحمةكرشلةیبسنلااھتیبذاجمییقتوتاعاطقلافیرعتتافلمریوطتكلذدعبنكمی :كلذيفامب،قاوسألامیسقتاھلالخنمنكمیيتلاةنكمملاقرطلانمدیدعلاكانھ ةیناكسلا• يفارغجلا• ينقت• يكولس•
2. Segmentation
The important characteristics of segments (McGoldrick, 2002) are that they must be: measurable: variables that can be easily identified and measured; • economically viable: capable of producing the contribution that
justifies the effort and cost of marketing; • accessible: geographically or in terms of media communications; • actionable: can be attracted and served effectively.
Chapter 2: Putting the end customer first
ةئزجت.2 :سایقللةلباق :نوكتنأبجیاھنأيھ) McGoldrick ،2002(تاعاطقللةمھملاصئاصخلا ؛ةلوھسباھسایقواھدیدحتنكمیتاریغتم ؛قیوستلاةفلكتودھجرربتيتلاةمھاسملاجاتنإىلعةرداق :ًایداصتقاةایحللةلباق• ؛ةیمالعإلاتالاصتالاثیحنموأًایفارغج :اھیلإلوصولانكمی• .ةیلاعفباھمیدقتواھبذجنكمی :ذیفنتللةلباق•
2. Segmentation
The marketing mix is the set of marketing decisions that is made to implement positioning strategy and to achieve the associated marketing and financial goals.
The marketing mix has been popularly termed the ‘4 Ps’: • product: range, sizes, presentation and packaging, design and
performance; • price: list price, discounts, geographical pricing, payment
terms; • promotion: sales force, advertising, consumer
promotion, trade promotion, direct marketing; • place: channel selection, market coverage,
distribution systems, dealer support.
Chapter 2: Putting the end customer first
عقاوملادیدحتةیجیتارتساذیفنتلاھذاختامتیيتلاةیقیوستلاتارارقلاةعومجموھيقیوستلاجیزملا .اھبةطبترملاةیلاملاوةیقیوستلافادھألاقیقحتو :“Ps 4"ـبماعلكشبيقیوستلاجیزملاةیمستمت ؛ءادألاومیمصتلاوةئبعتلاوضرعلاوماجحألاوقاطنلا :جتنملا• ؛عفدلاطورشويفارغجلاریعستلاوتاموصخلاوراعسألاةمئاق :رعسلا• ؛رشابملاقیوستلا،يراجتلاجیورتلا،كلھتسملاجیورت،نالعإلا،تاعیبملاةوق :جیورتلا• .ءالكولامعد،عیزوتلاةمظنأ،قوسلاةیطغت،ةانقلارایتخا :ناكملا•
ةئزجت
Chapter 2: Putting the end customer first
Segmentation principles can also be applied to industrial marketing. But ‘there are distinct differences between the marketing of industrial products and consumer goods’ (Millier and Palmer, 2000: 60), as summarised in Table 2.2.
Chapter 2: Putting the end customer first
تاجتنملاقیوستنیبةحضاوتافالتخاكانھ"نكلو .يعانصلاقیوستلاىلعةئزجتلائدابمقیبطتاًضیأنكمی Millier(،ةیكالھتسالاعلسلاوةیعانصلا and Palmer،2000: 60 (،2.2لودجلايفھصیخلتمتامك.
3. Demand Profiling
• Marketing people want to forecast demand in order to plan broad goals such as allocating the salesforce, setting sales goals, promotions planning and advertising campaigns.
• Logistics people need to know how many to deliver, where and when to do so, for each sku in the product range and for each channel – not just for the range as a whole. This leads to a common perception of the two functions – marketing dealing in the abstract and logistics dealing in the day-today realities.
Chapter 2: Putting the end customer first
طیمنتلابلطلا.3 قیرفصیصختلثمةعساوفادھألطیطختلالجأنمبلطلابؤبنتلايفقیوستلاوفظومبغری•
.ةینالعإلاتالمحلاوةیجیورتلاضورعلاطیطختوتاعیبملافادھأدیدحتوتاعیبملا نولعفیىتمونیأو،مھمیلستبجینیذلاصاخشألاددعةفرعمىلإنویتسیجوللاصاخشألاجاتحی•
كرتشمروصتىلإاذھيدؤی .لككقاطنللطقفسیلو-ةانقلكلوجتنملاقاطنيف SKUلكل،كلذ .مویلاعقاويفيتسجوللاويدیرجتلالماعتلايفيقیوستلالماعتلا-نیتفیظولل
Chapter 2: Putting the end customer first
Chapter 2: Putting the end customer first
Chapter 2: Putting the end customer first
3. Demand Profiling
In practice, the MAD may be exponentially weighted to give higher weightings to the most recent demand data. The sidebar on Figure 2.3 shows how the total (aggregate) demand for this product can be broken down into four components: • Base • Trend • Seasonality • Uncertainty
Chapter 2: Putting the end customer first
طیمنتلابلطلا.3 .بلطلاتانایبثدحألىلعأحیجرتءاطعإلریبكلكشب MADحیجرتمتیدق،ةیلمعلاةسرامملايف ىلإجتنملااذھل)يلامجإلا(بلطلايلامجإمیسقتنكمیفیك 2.3لكشلايفيبناجلاطیرشلاحضوی :تانوكمةعبرأ زكرمتی• هاجتالا• ةیمسوملا• ةبیر•
2.3 Demand Profiling
Base and trend demands can be found by linear regression analysis, and a seasonality index can be found by dividing the original data by the trend for each period. Uncertainty is usually allowed for by increasing the forecast to provide a safety margin to make it unlikely that there are missed sales opportunities. Forecast demand for a future period n is then calculated from;
So forecast demand for year 4 was based on projecting historical data for these four components into the future
Chapter 2: Putting the end customer first
بلطلادیدحت 2.3
ىلعروثعلانكمیو،يطخلارادحنالالیلحتلالخنمهاجتالاوةدعاقلاتابلطتمىلعروثعلانكمی لالخنمنیقیلامدعبحامسلامتیامةداع .ةرتفلكلهاجتالاىلعةیلصألاتانایبلاةمسقبةیمسوملارشؤم .اًدعبتسماًرمأةعئاضتاعیبمصرفدوجومدعلعجلنامأشماھریفوتلتاعقوتلاةدایز ؛نمnةیلبقتسمةرتفلعقوتملابلطلاباسحمتی
لبقتسملايفةعبرألاتانوكملاهذھلةیخیراتلاتانایبلاعقوتىلعةعبارلاةنسللعقوتملابلطلادنتساكلذل
2.4 Quality of Service
• Most supply chains that involve physical products end with service processes such as retailing (grocery or apparel), healthcare (pharmaceutical and other medical goods) and distribution (motor cars).
• Service processes mean that the customer is present in some way, although distribution through web- based shopping, telephone and mail order mean that customers do not have to be physically present.
• Performance of service processes often differs between employees, between customers and from one hour to the next.
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4
ةلاقبلا(ةئزجتلابعیبلالثمةمدختایلمعبةیدامتاجتنمنمضتتيتلادیروتلالسالسمظعميھتنت• .)تارایسلا(عیزوتلاو)ىرخألاةیبطلاعلسلاوةیودألا(ةیحصلاةیاعرلاو)سبالملاوأ
قوستلالالخنمعیزوتلانأنممغرلاىلع،امةقیرطبدوجوملیمعلانأةمدخلاتایلمعينعت• .ًایلعفدجاوتلامھیلعنیعتیالءالمعلانأينعیيدیربلابلطلاوفتاھلاوبیولاربع
.ىرخأىلإةعاسنموءالمعلانیبونیفظوملانیبةمدخلاتایلمعءادأفلتخیامًابلاغ•
2.4 Quality of Service
• Quality of service takes place during service delivery, which is the interaction between the customer (B2B or B2C) and the service process.
• ‘Gaps’ can emerge between what the service is supposed to be, what the customer expects it to be, and how the customer perceives it when it is delivered.
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4
.ةمدخلاةیلمعو) B2Cوأ B2B(لیمعلانیبلعافتلاوھو،ةمدخلامیدقتءانثأةمدخلاةدوجثدحت• اھكردیفیكو،لیمعلاھعقوتیامو،ةمدخلاھیلعنوكتنأضرتفیامنیب "تاوجف"رھظتنأنكمی•
.اھمیدقتدنعلیمعلا
2.4 Quality of Service
• Gap 1 refers to differences between customer expectations and how these have been developed into a service specification by the supplier.
• Gap 2 refers to differences between how the specification was drawn up and how it was delivered.
• Gap 3 refers to differences between what the customer expected and what he or she perceived was delivered.
• Gap 4 refers to differences between how supplier and customer perceived the service delivery.
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4
نمةمدختافصاومىلإاھریوطتمتفیكوءالمعلاتاعقوتنیبتافالتخالاىلإ1ةوجفلاریشت• .دروملالبق
.اھمیلستةیفیكوتافصاوملاةغایصةیفیكنیبتافالتخالاىلإ 2ةوجفلاریشت• .ھمیلستمتدقھنأروصتیامولیمعلاھعقوتیامنیبتافالتخالاىلإ 3ةوجفلاریشت• .ةمدخلامیدقتللیمعلاودروملاكاردإةیفیكنیبتافالتخالاىلإ 4ةوجفلاریشت•
Chapter 2: Putting the end customer first
2.4 Quality of Service Customer loyalty
While plugging gaps in service quality helps to improve customer satisfaction, this is a ‘qualifier’ for long- term customer loyalty. The two concepts are not the same. Piercy (2009) distinguishes them as follows: • Customer Satisfaction • Customer Loyalty
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4 لیمعلاءالو
كلذىلعةمدخلاةدوجيفتارغثلادسدعاسیامنیب .نیھباشتماسیلناموھفملا .لیوطلاىدملاىلعءالمعلاءالول "لھؤم"اذھو،ءالمعلااضرنیسحت :يلاتلاوحنلاىلع (2009)يسریبمھزیمی ءالمعلااضر• لیمعلاءالو•
2.4 Quality of Service Customer loyalty
The benefits of customer loyalty are potentially huge. The loyal customer should be viewed in terms of lifetime spending potential. Loyal customers: • generate long-term revenue streams (high lifetime values); • tend to buy more than new customers; • tend to increase spending over time; • may be willing to pay premium prices; • provide cost savings compared with attracting new customers.
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4 لیمعلاءالو
ىلعقافنإلاثیحنمصلخملالیمعلاىلإرظنلابجی .ةمخضءالمعلاءالودئاوفنوكتنألمتحملانم :ءایفوأنئابز .ةایحلاىدم ؛)ةیلاعةیرمعمیق(لجألاةلیوطتاداریإتاقفدتدیلوت• ؛ددجءالمعنمرثكأءارشىلإنولیمی• ؛تقولارورمبقافنإلاةدایزىلإلیمت• ؛ةزیممراعسأعفدلدادعتساىلعنوكیدق• .ددجءالمعبذجبةنراقمفیلاكتلاریفوت•
Chapter 2: Putting the end customer first
2.4 Quality of Service Value Disciplines
Perceived value is a development of the service quality– product quality–price model is that of value disciplines. Instead of competing on all of these fronts equally, Treacy and Wiersema (1997) argue that companies taking leadership positions do so by narrowing their competitive focus, not by broadening it. They propose three strategies, or ‘generic value disciplines’ that can be followed: • Operational excellence • Product leadership • Customer intimacy
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4 ةمیقلاطابضنا نمًالدب .ةمیقلاطباوضبصاخلاكلذوھرعسلاجذومن-جتنملاةدوج-ةمدخلاةدوجلریوطتيھةروصتملاةمیقلا ةیدایقبصانمذختتيتلاتاكرشلانأب (1997)امیسریوويسیرتلداجی،يواستلابتاھبجلاهذھلكىلعسفانتلا ةثالثنوحرتقی .ھعیسوتقیرطنعسیلو،يسفانتلااھزیكرتقاطنقییضتلالخنمكلذلعفت نوكتنأنكمیيتلا "ةماعلامیقلاةمظنأ"وأ،تایجیتارتسا :عبتی يلیغشتلاقوفتلا• جتنملاةدایق• لیمعلاعمةفلألا•
2.4 Quality of Service Relationship marketing and customer relationship management (CRM)
A development of customer intimacy is relationship marketing. Here, the aim is to develop long-term, loyal customers through ‘bonding’ with them.
This development can take place at three levels: • Financial incentives • Social and financial bonds • Structural bonds
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4 (CRM)ءالمعلاتاقالعةرادإوتاقالعلاقیوست
،ریوطتوھفدھلا،انھ .تاقالعلاقیوستوھلیمعلاعمةمیمحلاةقالعلاریوطت .مھعم "طبارتلا"لالخنمنیصلخملاءالمعلا
:تایوتسمةثالثىلعروطتلااذھثدحینأنكمی ةیلامزفاوح• ةیلاملاوةیعامتجالاتادنسلا• ةیلكیھطباور•
Chapter 2: Putting the end customer first
2.4 Quality of Service Measuring service quality
• Going back to the start of this section, it is helpful to have in place measures of performance of service processes.
• These can be used to monitor performance over time and to compare (‘benchmark’) the processes with others.
Chapter 2: Putting the end customer first
ةمدخلاةدوج 2.4 ةمدخلاةدوجسایق
.ةمدخلاتایلمعءادألسییاقمعضودیفملانم،مسقلااذھةیادبىلإةدوعلاب•
.نیرخآلاعمتایلمعلا)"ءادألاسایق"(ةنراقموتقولارورمبءادألاةبقارملاھمادختسانكمی•
2.5 Setting priorities for logistics strategy
Setting priorities to assure quality of service leads to establishment of performance measures. Priorities should be used to help ensure that: • partners in a supply network focus on providing end- customer value; • partners in that network can see how well the network as a
whole is performing against this yardstick.
In this way they can judge whether performance is improving or declining, and assess the effect that changes to the system may have on quality of service.
Chapter 2: Putting the end customer first
ةیتسجوللاةیجیتارتساللتایولوألادیدحت 2.5 تایولوألامادختسابجی .ءادألاسییاقمعضوىلإةمدخلاةدوجنامضلتایولوألادیدحتيدؤی :يلیامنامضيفةدعاسملل ؛نییئاھنلاءالمعللةمیقریفوتىلعدیروتلاةكبشيفءاكرشلازكری• .رایعملااذھلباقملككةكبشلاءادأةدوجىدمةفرعمةكبشلاكلتيفءاكرشللنكمی•
ھثدحتدقيذلاریثأتلامییقتو،عجارتیوأنسحتیءادألاناكاذإامىلعمكحلامھنكمیةقیرطلاهذھبو .ةمدخلاةدوجىلعماظنلايفتارییغتلا
Chapter 2: Putting the end customer first
Chapter 2: Putting the end customer first
Chapter 2: Putting the end customer first
Logistics Management
Chapter 3
Saudi Electronic University
Chapter 3: Value and Logistics Costs
Chapter 3: Value and Logistics Costs
• How can shareholder value be defined?
• What is economic value added, and how does it help in this definition?
؟مھاسملاةمیقدیدحتنكمیفیك•
؟فیرعتلااذھيفدعاستفیكوةفاضملاةیداصتقالاةمیقلايھام•
Return on investment (ROI)
Return on investment (ROI) is measured as profit (in €) before interest and tax as a percentage of capital employed (also in €):
ROI can also be seen as the outcome of profitability and asset utilisation:
Chapter 3: Value and Logistics Costs
(ROI)رامثتسالادئاع
نمةیوئمةبسنكبئارضلاودئاوفلالبق)ورویلاب(حبرھنأىلع (ROI)رامثتسالاىلعدئاعلاسایقمتی :)ورویلاباًضیأ(مدختسملالاملاسأر
:لوصألامادختساوةیحبرللةجیتنرامثتسالادئاعرابتعااًضیأنكمی
Chapter 3: Value and Logistics Costs
Figure 3.1 The make-up of return on capital employed (investment) (Source: Courtesy of Sri Srikanthan)
Return on investment (ROI)
• Sales • Costs • Working capital • Inventory • Cash and debtors • Creditors • Fixed Assets
Chapter 3: Value and Logistics Costs
(ROI)رامثتسالادئاع
تاعیبم• فیلاكتلا• ةلماعلاىوقلا• نوزخملا• نونیدملاودقنلا• نونئادلا• ةتباثلوصأ•
Financial ratios and ROI drivers
ROI is an important measure for assessing shareholder value and is underpinned by two main drivers:
• increased profitability; • increased asset utilisation
Chapter 3: Value and Logistics Costs
رامثتسالادئاعتاكرحموةیلاملابسنلا
:نایسیئرنالماعھمعدیونیمھاسملاةمیقمییقتلاًمھماًسایقمرامثتسالادئاعربتعی
ةیحبرلاةدایز• لوصألامادختساةدایز•
Financial ratios and ROI drivers Financial ratios have a number of advantages for an organisation: • a benchmark for comparing one organisation
with another; • used as a comparator for a particular industrial
sector; • used to track past performance; • a motivator for setting performance targets; • an early warning indicator if the organisation’s
performance starts to decline.
Chapter 3: Value and Logistics Costs
:ةسسؤمللایازملانمددعةیلاملابسنللرامثتسالاىلعدئاعلاتاكرحموةیلاملابسنلا ؛ىرخأعمةمظنمةنراقملرایعم• ؛نیعميعانصعاطقلنراقمكمدختست• ؛قباسلاءادألاعبتتلمدختست• ؛ءادألافادھأدیدحتلزفاح• .ضافخنالايفةمظنملاءادأأدباذإركبمریذحترشؤم•
Financial ratios and ROI drivers
The use of financial ratios in relation to time is key to monitoring working capital and the ‘cash to cash’ cycle. Key time-related ratios include: • average inventory turnover: the number of times inventory is turned
over in relation to the cost of good sold; • average settlement period for debtors: the time taken for customers
to pay their invoices; • average settlement period for creditors: the time taken for an
organisation to pay its creditors.
Chapter 3: Value and Logistics Costs
رامثتسالادئاعتاكرحموةیلاملابسنلا
."دقنلاىلإدقنلا"ةرودولماعلالاملاسأرةبقارملًایساسأاًرمأتقولابقلعتیامیفةیلاملابسنلامادختسادعی :لمشتتقولابةقلعتملاةیسیئرلابسنلا ؛ةعابملاةعلسلاةفلكتبقلعتیامیفنوزخملامیلستاھیفمتیيتلاتارملاددع :نوزخملانارودلدعمطسوتم• ؛مھریتاوفعفديفءالمعلاھقرغتسیيذلاتقولا :نینیدمللةیوستلاةرتفطسوتم• .اھینئادلدادسلايفةمظنملاھقرغتستيذلاتقولا :نینئادللةیوستلاةرتفطسوتم•
How can logistics costs be represented?
Key issues: What are the various ways of cutting up the total cost ‘cake’, and what are the relative merits of each?
؟ةیتسجوللافیلاكتلالیثمتنكمیفیك
، "ةكعك"ةیلامجإلاةفلكتلاضیفختلةفلتخملاقرطلايھام :ةیسیئرلاایاضقلا ؟اھنملكلةیبسنلاایازملايھامو
Fixed or Variable Costs
Costs tend to respond differently as the volume changes:
• fixed costs tend to stay the same as volume of activity changes, or at least within a given volume range;
• variable costs change as the volume of activity changes.
Chapter 3: Value and Logistics Costs
ةریغتملاوأةتباثلافیلاكتلا
:مجحلاریغتعمفلتخملكشبةباجتسالاىلإفیلاكتلالیمت
؛نیعممجحقاطننمضلقألاىلعوأ،طاشنلامجحریغتعميھامكءاقبلاىلإةتباثلافیلاكتلالیمت• .طاشنلامجحریغتعمةریغتملافیلاكتلاریغتت•
Direct / Indirect
Another way to cut up the total cost ‘cube’ is to analyse costs in terms of whether or not they can be directly allocated to a given product. Two further categories emerge:
• Direct costs • Indirect costs
Chapter 3: Value and Logistics Costs
رشابمریغ/رشابم
ةیناكمإثیحنمفیلاكتلالیلحتيھو "بعكملا"ةیلامجإلاةفلكتلاضفخلىرخأةقیرطكانھ :نایرخأناتئفرھظت .المأنیعمجتنملةرشابماھصیصخت
ةرشابملافیلاكتلا• ةرشابملاریغفیلاكتلا•
Chapter 3: Value and Logistics Costs
Engineered / discretionary
A third way of analysing costs is to consider the ease of allocating them.
• Engineered costs: have a clear input- output relationship
• Discretionary costs: do not have a clear input- output relationship
يریدقت/ایسدنھ
.اھصیصختةلوھسيفرظنلايھفیلاكتلالیلحتلةثلاثلاةقیرطلا
تاجرخملاوتالخدملانیبةحضاوةقالعاھل :ةسدنھملافیلاكتلا• تاجرخملاوتالخدملانیبةحضاوةقالعكیدلسیل:ةیریدقتلافیلاكتلا•
Engineered / discretionary
A classic example of converting discretionary costs into engineered costs has been the conversion of ‘quality’ as a discretionary concept into engineered ‘quality costs’ (Dale and Plunkett, 1995).
This was achieved by breaking down the concept of quality into three cost drivers: • Prevention • Appraisal • Internal and external failure
Chapter 3: Value and Logistics Costs
يریدقت /ایسدنھ
موھفمك "ةدوجلا"لیوحتوھةیسدنھفیلاكتىلإةیریدقتلافیلاكتلالیوحتىلعةیكیسالكلاةلثمألانم .)Dale and Plunkett ،1995(ةیسدنھ "ةدوجفیلاكت"ىلإيریدقت
:ةفلكتللتاكرحمةثالثىلإةدوجلاموھفممیسقتلالخنمكلذقیقحتمت ةیاقولا• ھیصوت• يجراخويلخادلشف•
Activity-based Costing (ABC)
Refer to Cooper and Kaplan (1988) explanation about the two pen factories. (p.90 and previous slide)
ABC principles would help the management of Complex to make more informed product decisions. The management of Simple has no need for another costing system; the current one works well for them.
Chapter 3: Value and Logistics Costs
(ABC)طاشنلاساسأىلعةفلكتلا
)ةقباسلاةحیرشلاوP 90(.مالقألايعنصملوح(Cooper and Kaplan (1988حرشعجار
ةرادإجاتحتال .تاجتنملانأشبةرانتسارثكأتارارقذاختالعمجملاةرادإيف ABCئدابمدعاست Simple ؛فیلاكتلاریدقتلرخآماظنىلإ
.مھلةبسنلابدیجلكشبلمعیيلاحلا
Cost-time profile
The cost–time profile (CTP) (Bicheno, 2005) is a graph, which plots cumulative time against cumulative cost for a set of discrete activities that together form a process or a supply chain.
The CTP utilises outputs from two sources: • activity times: from the time-based process mapping (TBPM) process time
recording system (see Chapter 5); • activity costs: from a process costing system that is underpinned by
activitybased costing.
Chapter 3: Value and Logistics Costs
تقولاوةفلكتلافیرعتفلم
ةفلكتلالباقميمكارتلاتقولامسریينایبمسرو) Bicheno،2005(تقولاوةفلكتلافیرعتفلم .دیروتةلسلسوأةیلمعًاعملكشتيتلاةلصفنملاةطشنألانمةعومجملةیمكارتلا
:نیردصمنمتاجرخمةیدقنلاتالیوحتلاجمانربمدختسی ؛)5لصفلارظنا((TBPM)ةیلمعللةینمزلاطئارخلامسرماظننم :طاشنلاتاقوأ .طاشنلاساسأىلعفیلاكتلاریدقتبموعدملاةیلمعلاةفلكتماظننم :طاشنلافیلاكت
Cost-to-Serve
Cost to serve (CTS) is defined (Guerreiro et al., 2008) as:
the cost of the administrative, commercial and logistics activities related to customer service delivery, as measured through ABC methodology.
Chapter 3: Value and Logistics Costs
ةمدخلةفلكت
CTS(Guerreiro(ةمدخلاةفلكتفیرعتمتی et al) ،2008(يلاتلاوحنلاىلع:
لالخنماھسایقمتامك،ءالمعلاةمدخمیدقتبةقلعتملاةیتسجوللاوةیراجتلاوةیرادإلاةطشنألاةفلكت ABCةیجھنم
Cost-to-Serve Identical manufactured products may be distributed in many different ways.
Examples of factors that may influence CTS are: • Distribution channel used (for example, wholesalers, supermarkets,
hypermarkets). • Delivery frequency (for routinely planned replenishment deliveries
– daily, weekly, etc.). • Customised deliveries (requiring special planning). • Promotional activity • Contractual terms used (for example, pricing by full truck loads, full pallet
loads, pallet layers).
Chapter 3: Value and Logistics Costs
ةمدخلةفلكت .ةفلتخمقرطةدعبةقباطتملاةعنصملاتاجتنملاعیزوتنكمی
:يھ CTSىلعرثؤتدقيتلالماوعلاىلعةلثمأ .)تكرامربیاھلاوتكرامربوسلاتالحموةلمجلاراجت،لاثملالیبسىلع(ةمدختسملاعیزوتلاةانق• .)خلإ،اًیعوبسأ،اًیموی-دیوزتللينیتورلكشبةططخملامیلستلاتایلمعل(میلستلاراركت• .)اًصاخاًطیطختبلطتت(ةصصخملامیلستلاتایلمع• يجیورتطاشن• تیلبلالامحأ،ةلماكلاتانحاشلاتالومحبسحریعستلا،لاثملالیبسىلع(ةمدختسملاةیدقاعتلاتاحلطصملا•
.)تیلبلاتاقبط،ةلماكلا
Who are the key stakeholders in a business, and what needs to be achieved in order to satisfy them?
How can a balanced set of measures of performance be developed in order to address stakeholder satisfaction and stakeholder contribution?
بجیيذلاامو،ةیراجتلالامعألايفنییسیئرلاةحلصملاباحصأمھنم ؟مھئاضرإلجأنمھقیقحت
ةجلاعملجأنمءادألاسییاقمنمةنزاوتمةعومجمریوطتنكمیفیك ؟ةحلصملاباحصأةمھاسموةحلصملاباحصأاضر
A balanced measurement portfolio The challenge for the directors of a firm is to balance the diverse interests of the groups of stakeholders.
It is important to review the interests of each group: • Shareholders • Employees • Customers • Suppliers • Local community • Government
Chapter 3: Value and Logistics Costs
ھجاویيذلايدحتلاةنزاوتمسایقةظفحم نیبنزاوتلاقیقحتوھةكرشلايریدم باحصأتاعومجملةعونتملاحلاصملا .ةحلصملا
:ةعومجملكتامامتھاةعجارممھملانم نیمھاسملا• نیفظوملا• ءالمعلا• نیدروملا• يلحمعمتجم• ةموكح•
Balanced Measures
Supply Chain Management and the Balanced Scorecard Extending the balanced scorecard into the context of the supply chain, Brewer and Speh (2000) consider that performance measurement systems must be aligned to supply chain practices: If firms talk about the importance of supply chain concepts, but continue to evaluate employees using performance measures that are . . . unaffected by supply chain improvements, then they will fail in their supply chain endeavours.
Chapter 3: Value and Logistics Costs
نزاوتملاءادألاةقاطبودیروتلاةلسلسةرادإ Brewer and Spehربتعی،دیروتلاةلسلسقایسيفنزاوتملاءادألاةقاطبعیسوت نأ (2000) :دیروتلاةلسلستاسراممعمةقفاوتمنوكتنأبجیءادألاسایقةمظنأ مادختسابنیفظوملامییقتلصاوتاھنكل،دیروتلاةلسلسمیھافمةیمھأنعتاكرشلاتثدحتاذإ دیروتلاةلسلسيعاسميفلشفتفوسف،دیروتلاةلسلستانیسحتبرثأتتملاذإ . . .ءادألاسییاقم .مھبةصاخلا
Supply Chain Management and the Balanced Scorecard As a general rule, effective cross-supply chain measures should have the following characteristics (Derocher and Kilpatrick, 2000): • simple to understand; • no more than ten in total number; • representative of a significant causal relationship; • have an associated target; • capable of being shared across the supply chain
Chapter 3: Value and Logistics Costs
نزاوتملاءادألاةقاطبودیروتلاةلسلسةرادإ Derocher(ةیلاتلاصئاصخلابدیروتلاةلسلسربعةلاعفلاریبادتلاعتمتتنأبجی،ةماعةدعاقك
and Kilpatrick،2000(: مھفلالھس• ؛يلامجإلاددعلايفةرشعنعدیزیال• ؛ةمھمةیببسةقالعلثمم• ؛طبترمفدھاھل• دیروتلاةلسلسربعاھتكراشمنكمی•
Chapter 3: Value and Logistics Costs
Supply Chain Management and the Balanced Scorecard The following are eight such measures, which can be adapted to focus on specific sectors: 1. on time in full, outbound 2. on time in full, inbound 3. internal defect rates 4. new product introduction rate 5. cost reduction 6. stock turns 7. order to delivery lead time 8. financial flexibility
ءادألاةقاطبودیروتلاةلسلسةرادإ نزاوتملا نكمیلیبقلااذھنمریبادتةینامثيلیامیف :ةددحمتاعاطقىلعزیكرتللاھفییكت
ةرداص،لماكلابددحملاتقولايف1.
ةدراو،لماكلابددحملاتقولايف2.
يلخادلاللخلاتالدعم3.
دیدججتنملاخدإلدعم4.
فیلاكتلالیلقت5.
مھسألالوحتی6.
ةلھممیلستلالجأ7.
ةیلاملاةنورملا8.
Supply Chain Operations Reference Model (SCOR)
Logistics Management
Chapter 4
Saudi Electronic University
Chapter 4: Managing Logistics Internationally
Chapter 4: Managing Logistics Internationally
Chapter 4: Managing Logistics Internationally
Figure 4.1 Decision framework for international logistics
• What are the trade-offs between responsiveness to local markets and economies of scale?
قاوسأللةباجتسالانیبتالضافملايھام• ؟مجحلاتایداصتقاوةیلحملا
Chapter 4: Managing Logistics Internationally
Table 4.1 The fourth-generation global shift in Europe
Chapter 4: Managing Logistics Internationally
Table 4.2 Dimensions of different internationalism strategies (Source: Based on Yip, 1989, and Bartlett and Ghoshal, 1989)
Chapter 4: Managing Logistics Internationally
Logistical implications of internationalization
Internationalising logistics networks holds consequences for: • Inventory • Handling • Transport
Chapter 4: Managing Logistics Internationally
لیودتللةیتسجوللاراثآلا
:ىلعبقاوعةیتسجوللاتاكبشلالیودتىلعبترتت نوزخملا• ةجلاعم• تالصاوملا•
Time-to-Market Time-to-market has particular significance for the management of the global logistics pipeline. We will discuss the following issues here:
• Product obsolescence - The extended lead time inherent in international logistics pipelines means that products run the risk of becoming obsolete during their time in transit.
• Inventory-holding costs - Lead time spent in the logistics pipeline increases the holding cost of inventory.
Chapter 4: Managing Logistics Internationally
قوستلاتقوناح :انھةیلاتلاایاضقلاشقاننس .يملاعلايتسجوللابیبانألاطخةرادإلةصاخةیمھأقوسلاىلإتقولل
تاجتنملانأةیلودلاةیتسجوللابیبانألاطوطخيفةلصأتملاةلیوطلاةلھملاينعت-جتنملامداقت• .اھلقنةرتفءانثأةقیتعحبصتنأرطخلةضرعم
ةفلكتةدایزىلإيتسیجوللابیبانألاطخيفقرغتسملاتقولايدؤی-نوزخملابظافتحالافیلاكت• .نوزخملابظافتحالا
Global Consolidation The types of resource acquired in this way include all inputs to the end- product, such as raw materials and components, and also labour and knowledge.
Familiar features of global consolidation include: • sourcing of commodity items from low-wage economies • concentration at specific sites • bulk transportation
Chapter 4: Managing Logistics Internationally
يملاعلادیحوتلا داوملالثم،يئاھنلاجتنملاتالخدمعیمجةقیرطلاهذھباھیلعلوصحلامتیيتلادراوملاعاونألمشت .ةفرعملاوةلامعلاكلذكو،تانوكملاوماخلا
:يلیاميملاعلادیحوتللةفولأملاتازیملالمشت روجألاةضفخنمتاداصتقالانمعلسلاعلسىلعلوصحلا• ةددحمعقاوميفزیكرتلا• ةلمجلابلقنلا•
Sourcing commodity items from low-wage economies Two sourcing issues are used by internationally operating organisations: • consolidation of purchasing of all company divisions
and companies; • sourcing in low-wage economies.
Chapter 4: Managing Logistics Internationally
روجألاةضفخنمتاداصتقالانمعلسىلعلوصحلا :ًایلودةلماعلاتامظنملالبقنمرداصملادیدحتيتلكشممادختسامتی ؛تاكرشلاوةكرشلاماسقأعیمجءارشدیحوت• .روجألاةضفخنمتاداصتقالايفرداصم•
Concentration at specific sites Consolidation of purchasing applies not only to commodity goods but also to high-value or scarce resources. • Research and development skills are both high value and scarce. • Therefore there is an incentive to locate at certain sites to tap
into specific pools of such skills. Bulk transportation One of the more obvious advantages of operating a company in a global manner is the cost advantage of consolidated transportation.
Chapter 4: Managing Logistics Internationally
ةددحمعقاوميفزیكرتلا وأةمیقلاةیلاعدراوملاىلعاًضیأقبطنیلب،بسحفةیساسألاعلسلاىلعءارشلادیحوتقبطنیال .ةردانلا .ةردانوةیلاعةمیقتاذریوطتلاوثحبلاتاراھم• .تاراھملاهذھنمةددحمتاعومجمنمةدافتساللةنیعمعقاومدیدحتلزفاحكانھ،كلذل• ةلمجلابلقنلا .دحوملالقنللةفلكتلاةزیميفةیملاعةقیرطبةكرشلیغشتلاًحوضورثكألاایازملاىدحإلثمتت
Risk in International Logistics Companies are adapting to the new supply chain reality of expecting the unexpected.
Companies are developing new risk management approaches based upon the realisation that decades of globalising supply chains has come at a price: a heightened and different risk profile. Considerations: • Geopolitical threats • Transportation breakdowns
Chapter 4: Managing Logistics Internationally
يفلثمتملادیدجلادیروتلاةلسلسعقاوعمةیلودلاةیتسجوللاتامدخلاتاكرشيفرطاخملافیكتت .عقوتمریغوھامعقوت
دیروتلالسالسنماًدوقعنأكاردإىلعًءانبرطاخملاةرادإلةدیدججھانمریوطتبتاكرشلاموقت .فلتخموعفترمرطاخمفلم :رعسبتءاجدقةملوعلا :تارابتعالا ةیسایسویجلاتادیدھتلا• لقنلالاطعأ•
• How can we picture the trade- offs between costs, inventories and lead times in international logistics?
تانوزخملاوفیلاكتلانیبتالضافملاروصتاننكمیفیك• ؟ةیلودلاةیتسجوللاتامدخلايفةینمزلالھملاو
The tendency towards internationalisation There is a need to lower costs while enhancing the service they provide to customers. They use the following approaches: • Focused factories • Centralised inventories
Chapter 4: Managing Logistics Internationally
.ءالمعللاھنومدقیيتلاةمدخلانیسحتعمفیلاكتلاضفخلةجاحكانھلیودتلاوحنهاجتالا :ةیلاتلابیلاسألانومدختسی ةزكرملاعناصملا• ةیزكرملادرجلامئاوق•
Chapter 4: Managing Logistics Internationally
Figure 4.4 Inventory centralisation against logistics costs and service dimensions
Chapter 4: Managing Logistics Internationally
Figure 4.5 Delivery strategies in a global network
Table 4.4 Three different delivery strategies
Chapter 4: Managing Logistics Internationally
• What are the risks in international logistics in terms of time and inventories, and how can they be addressed?
تقولاثیحنمةیلودلاةیتسجوللاتامدخلايفرطاخملايھام• ؟اھتجلاعمنكمیفیكو،تانوزخملاو
Chapter 4: Managing Logistics Internationally The Challenges of International Logistics and Location International logistics is complex, and different from localised logistics pipelines.
The main differences that need to be taken into consideration are: • extended lead time of supply; • extended and unreliable transit
times; • multiple consolidation and break
points; • multiple freight modes and cost
options; • price and currency fluctuations.
طوطخنعفلتختوةدقعميلودلاةیتسیجوللاتامدخلاعقوملاوةیلودلاةیتسجوللاتامدخلاتایدحت .ةیلحملاةیتسجوللابیبانألا :يھاھتاعارمبجیيتلاةیسیئرلاتافالتخالا ؛دیروتلاةلھمدیدمت• ؛ةقوثومریغوةدتممروبعتاقوأ• ؛ةددعتمرسكودیحوتطاقن• ؛ةفلكتلاتارایخوةددعتمنحشقرط• .تالمعلاوراعسألاتابلقت•
Chapter 4: Managing Logistics Internationally
Organising for International Logistics There are at least three elements in organising for international logistics. These are: • layering and tiering • the evolving role of individual plants • reconfiguration processes
These will be outlined in the following subsections
Chapter 4: Managing Logistics Internationally
ةیلودلاةیتسجوللاتامدخلامیظنت :يھهذھو .ةیلودلاةیتسجوللاتامدخلامیظنتيفلقألاىلعرصانعةثالثكانھ تاقبطلاوتاقبطلا• ةیدرفلاتاتابنللروطتملارودلا• نیوكتلاةداعإتایلمع•
ةیلاتلاةیعرفلاماسقألايفهذھحیضوتمتیس
Chapter 4: Managing Logistics Internationally
Chapter 4: Managing Logistics Internationally
Chapter 4: Managing Logistics Internationally
Figure 4.11 Stages in the implementation of postponed manufacturing: local starting point (Source: van Hoek, 1998)
Figure 4.12 Stages in the implementation of postponed manufacturing: global starting point (Source: van Hoek, 1998)
Chapter 4: Managing Logistics Internationally
Chapter 4: Managing Logistics Internationally
Reverse Logistics Reverse logistics deals with the flow of goods that go back up the supply chain for a number of reasons, including: product returns, repairs, maintenance and endof-life returns for recycling or dismantling.
Chapter 4: Managing Logistics Internationally
ةیسكعلاةیتسجوللاتامدخلا يفامب،بابسألانمددعلدیروتلاةلسلسىلإدوعتيتلاعئاضبلاقفدتعمةیسكعلاتایتسجوللالماعتت .كیكفتلاوأریودتلاةداعإلرمعلاةیاھندئاوعوةنایصلاوتاحالصإلاوجتنملاعاجرإ:كلذ
Reverse Logistics Reasons why reverse logistics is often only partially incorporated into international network design include: • no infrastructure: companies often try
to use the same outbound distribution system to handle returns without considering whether it is fit for purpose;
• reverse logistics is often a ‘corner-of-the- desk concern’, and does not receive sufficient resources;
• much attention on the subject is driven by legislation, not yet by recognised business value;
• focal firms see reverse logistics as a cost of doing business;
• the subject is intuitively not popular: it means something has gone wrong, so people are tempted to ignore it or hide it;
• it is hard to forecast the reverse flow and composition – what is going to come back.
Chapter 4: Managing Logistics Internationally
ةیسكعلاةیتسجوللاتامدخلا متیةیسكعلاتایتسیجوللالعجتيتلابابسألالمشت :يلیامةیلودلاةكبشلامیمصتيفطقفًایئزجاھجمد ًابلاغتاكرشلالواحت :ةیتحتةینبدجوتال•
لماعتلليجراخلاعیزوتلاماظنسفنمادختسا ًابسانمناكاذإامیفریكفتلانودتادئاعلاعم ؛ضرغلل
ةیسكعلاةیتسجوللاتامدخلانوكتامًابلاغ• دراومىقلتیالو، "بتكملاتامامتھادحأ" ؛ةیفاك
عوفدمعوضوملابمامتھالانمریثكلا• ةیراجتلاةمیقلادعبسیلو،تاعیرشتلاب ؛اھبفرتعملا
ةیسكعلاتایتسجوللاةیروحملاتاكرشلاىرت• ؛ةیراجتلالامعألاةسرامملةفلكتك
ينعیھنإ :يسدحلكشبًاعئاشسیلعوضوملا• ھلھاجتىلإسانلالیمیكلذل،امأطخثودح ؛ھئافخإوأ
-نیوكتلاويسكعلاقفدتلابؤبنتلابعصلانم• .دوعیسيذلاام
Reverse Logistics Opinions indicate that there are operational shortcomings such as using the same infrastructure for the return flow, and the difficulty of forecasting reverse flow. These might be explained by a lack of management attention, and by lack of appreciation of the full costs of reverse logistics. On the other hand, potential downsides of a reactive approach include image risks, service shortfalls and being a nuisance to customers.
Suggested ways forward include considering the full impact of reverse logistics and approaching it as a business: • consider reverse logistics for its full cost and
negative potential market impact; • seek green as a business (‘green is green’); • design for disassembly and recycling; • outsource reversed operations to a
specialist 3PL; • create dedicated (parts of) operations
Chapter 4: Managing Logistics Internationally
ةیسكعلاةیتسجوللاتامدخلا لثمةیلیغشتروصقھجوأدوجوىلإءارآلاریشت ةبوعصو،ةدوعلاقفدتلةیتحتلاةینبلاسفنمادختسا مامتھاصقنبكلذریسفتنكمیو .يسكعلاقفدتلابؤبنتلا تایتسجوللةلماكلافیلاكتلاریدقتمدعو،ةرادإلا ةیبلسلابناوجلالمشت،ىرخأةیحاننم .ةیسكعلا صقنوةروصلارطاخميلعافتلاجھنللةلمتحملا .ءالمعللجاعزإردصمھنوكوةمدخلا
ریثأتلايفرظنلااًمدقيضمللةحرتقملاقرطلالمشت اھعملماعتلاوةیسكعلاةیتسجوللاتامدخلللماكلا :يراجتلمعك اھتفلكتلةیسكعلاةیتسجوللاتامدخلايفرظنلا•
قوسلاریثأتةیبلسلااھتاناكمإوةلماكلا يراجتلمعكةئیبلاىلعظافحلاىلإىعست•
؛)"رضخألاوھرضخألا"( ؛ریودتلاةداعإوكیكفتللمیمصت• ىلإةیسكعلاتایلمعللةیجراخرداصمبةناعتسالا•
؛ 3PLصصختم ةصصخمتایلمع)ءازجأ(ءاشنإ•
Managing for Risk Readiness Supply chain disruptions such as transportation breakdowns and geopolitical risks can have many impacts: empty distribution channels, stores and goods stuck upstream leading to lost sales, revenue and customers.
There are at least two levels at which companies are responding to risk in international logistics: • Preparing for immediate response to risks • Structurally preparing for risk in international supply chains
Chapter 4: Managing Logistics Internationally
رطاخمللدادعتسالاةرادإ :ةدیدعتاریثأتةیسایسویجلارطاخملاولقنلالطعتلثمدیروتلاةلسلستابارطضالنوكینأنكمی تاداریإلاوتاعیبملانادقفىلإيدؤیاممعبنملايفةقلاععلسلاونزاخملاوةغرافلاعیزوتلاتاونق .ءالمعلاو
:ةیلودلاةیتسجوللاتامدخلالاجميفرطاخمللتاكرشلاامھیفبیجتستلقألاىلعنایوتسمكانھ رطاخمللةیروفلاةباجتساللدادعتسالا• ةیلودلادیروتلالسالسيفرطاخملليلكیھلادادعتسالا•
Immediate Risk Readiness Recent events have shown that immediate responses to risks can include four things:
• raised inventory levels to assure a cushion for supply disruptions of key parts and supplies
• redrawing transportation scenarios in the light of the possible logistics meltdown of global trade routes
• supplier hedges are put into place • global sourcing and supplier rationalisation efforts are
being reconsidered actively
Chapter 4: Managing Logistics Internationally
رطاخملليروفلادادعتسالا :ءایشأةعبرألمشتنأنكمیرطاخمللةیروفلاتاباجتسالانأةریخألاثادحألاترھظأ
ةیسیئرلاتادادمإلاوءازجأللتادادمإلاعاطقنالةداسوریفوتنامضلنوزخملاتایوتسمعفر• ةیملاعلاةراجتلاقرطللمتحملايتسیجوللارایھنالاءوضيفلقنلاتاھویرانیسمسرةداعإ• حیحصلااھناكميفاھعضومتینیدروملاتاطوحت• ةیملاعلانیدروملاورداصملادیشرتدوھجيفطاشنبرظنلاةداعإمتت•
Structural Risk Readiness Because risk needs to be an ongoing focus, companies are increasingly devoting dedicated teams to risk management in the supply chain. These teams can do several things: • develop contingency plans and risk protocols; • audit preparedness; • train plant management and staff; • report to senior management on risk profiles and
preparedness.
Chapter 4: Managing Logistics Internationally
ةیلكیھلارطاخمللدادعتسالا ةصصخمًاقرفدیازتملكشبسركتتاكرشلانإف،رمتسملازیكرتلاىلإجاتحترطاخملانألاًرظن :ءایشأةدعبمایقلاقرفلاهذھلنكمی .دیروتلاةلسلسيفرطاخملاةرادإل ؛رطاخملاتالوكوتوربوئراوطلاططخریوطت• قیقدتللدادعتسالا• ؛نیفظوملاوعنصملاةرادإبیردت• .اھلدادعتسالاورطاخملاحمالملوحایلعلاةرادإلاىلإریراقتعفر•
Corporate Social Responsibility in the Supply Chain • CSR in the supply chain deals with the social and environmental
consequences of supply chain operations. • Making a global supply chain environmentally sustainable and
socially considerate is harder than just doing so for a focal firm. This is due to global reach and the fact that multiple companies are involved.
• As a result, it is harder to assess and improve operating policies across the entire supply chain.
Chapter 4: Managing Logistics Internationally
دیروتلاةلسلسيفتاكرشللةیعامتجالاةیلوؤسملا تایلمعلةیئیبلاوةیعامتجالابقاوعلاعمدیروتلاةلسلسيفتاكرشللةیعامتجالاةیلوؤسملالماعتت•
.دیروتلاةلسلس كلذبمایقلادرجمنمبعصأعمتجمللةیعارموًایئیبةمادتسمةیملاعلادیروتلاةلسلسلعجنإ•
.تاكرشلانمدیدعلاةكراشمةقیقحويملاعلاراشتنالاىلإكلذعجریو .ةیروحمةكرشلةبسنلاب .اھلمكأبدیروتلاةلسلسربعلیغشتلاتاسایسنیسحتومییقتبعصی،كلذلةجیتن•
Chapter 4: Managing Logistics Internationally
Figure 4.15 CSR practices in the supply chain
Logistics Management
Chapter 5
Saudi Electronic University
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
Competing on time is the principle of taking timely completion of supply chain tasks to a higher level: that of compressing cycle times for supply chain operations for internal and external benefits.
External benefits include: • lowering overall cycle time and providing
services faster; • outrunning competition.
Internal benefits include: • shorter cash-to-cash cycles,
thereby releasing working capital and reducing asset intensity of the supply chain;
• lowering inventories in the pipeline and storage by speeding up turnover times for work in progress and inventory.
These benefits are especially important within lean or waste elimination approaches.
ماھمزاجنإىوتسمعفرأدبموھددحملاتقولايفسفانتلا طغض :ىلعأىوتسمىلإبسانملاتقولايفدیروتلاةلسلس ةیلخادعفانمقیقحتلدیروتلاةلسلستایلمعلتارودلاتاقوأ .ةیجراخو
:ةیجراخلاایازملالمشت لكشبتامدخلامیدقتويلامجإلاةرودلاتقولیلقت•
؛عرسأ .ةسفانملاحایتجا•
:ةیلخادلاایازملالمشت ریرحتيلاتلابو،رصقأدوقنىلإيدقنلیوحتتارود•
ةلسلسيفلوصألاةفاثكلیلقتولماعلالاملاسأر ؛دیروتلا
قیرطنعنیزختلاوبیبانألاطخيفنوزخملاضفخ• مدقتلايفلمعلاتاقوأنارودلالدعمعیرست .نوزخملاو
وأردھلانمصلختلاجھنيفصاخلكشبةمھمدئاوفلاهذھ .تایافنلانمصلختلا
Chapter 5: Managing the Lead-Time Frontier – Part I
The role of time in competitive advantage Time-based competition: definition and concepts
A working definition of competing on time is:
The timely response to customer needs
Traditionally, people often have the opinion that you cannot have low cost and high quality, or low cost and fast delivery, or fast delivery and high quality.
ةیسفانتلاةزیملايفتقولارود میھافملاوفیرعتلا :ةینمزلاةسفانملا
:وھددحملاتقولايفةسفانملليلمعلافیرعتلا
ءالمعلاتاجایتحالبسانملاتقولايفةباجتسالا
ةفلكتوأ،ةیلاعةدوجوةضفخنمةفلكتىلعلوصحلاكنكمیالھنأهدافميأرسانلاىدلنوكیامًابلاغ،ًایدیلقت .ةیلاعةدوجوعیرسلیصوتوأ،میلستلاةعرسوةضفخنم
Chapter 5: Managing the Lead-Time Frontier – Part I
The role of time in competitive advantage Time-based competition: definition and concepts The trade-off between cost and quality can be altered by preventing defects from happening in the first place through such measures as: • designing the process so that defects cannot occur (error
proofing); • designing products so that they are easy to make and
distribute; • training personnel so that they understand the process and its
limitations.
ةیسفانتلاةزیملايفتقولارود میھافملاوفیرعتلا :ةینمزلاةسفانملا
ریبادتلالخنملوألاماقملايفبویعلاثودحعنملالخنمةدوجلاوةفلكتلانیبةلضافملارییغتنكمی :لثم ؛)ءاطخألاقیقدت(بویعلاثدحتالثیحبةیلمعلامیمصت• ؛اھعیزوتواھعنصلھسیثیحبتاجتنملامیمصت• .اھدودحوةیلمعلااومھفیىتحنیفظوملابیردت•
Chapter 5: Managing the Lead-Time Frontier – Part I The role of time in competitive advantage Time-based competition: definition and concepts
Understanding trade-off relationships lies at the heart of a focal firm’s ability to achieve competitive advantage. Relationships that need to be understood and harnessed include recognising that: • costs do not have to increase in order to improve quality, they can
reduce; • costs do not have to increase when lead times are reduced. It may be
possible to reduce both in some processes (see Figure 3.10); • costs do not have to go up as product variety increases and times
reduce, they can also reduce.
ةیسفانتلاةزیملايفتقولارود میھافملاوفیرعتلا :ةینمزلاةسفانملا
بجیيتلاتاقالعلالمشت .ةیسفانتةزیمقیقحتىلعةیروحملاةكرشلاةردقمیمصيفةضیاقملاتاقالعمھفنمكی :يلیامبفارتعالااھریخستواھمھف ؛اھلیلقتنكمیلب،ةدوجلانیسحتلجأنمفیلاكتلاةدایزبجیال• رظنا(تایلمعلاضعبيفامھیلكلیلقتنكمملانمنوكیدق .ةینمزلالھملالیلقتدنعفیلاكتلاةدایزمزلیال•
؛) 3.10لكشلا .اھلیلقتاًضیأنكمیلب،تاقوألالیلقتوتاجتنملاعونتةدایزعمفیلاكتلاعفترتنأبجیال•
Chapter 5: Managing the Lead-Time Frontier – Part I The role of time in competitive advantage Variety and complexity One of the first challenges we have in describing logistics systems is to understand the terms variety and complexity.
Thus Galbraith (1977) defines complexity as the difference between the information needed to perform a task and the information actually possessed.
A more helpful definition for logistics purposes (Edmunds, 1999) is:
A system is complex when it is difficult to formulate its overall behavior, even when given almost complete information about its components and their relationships
ةیسفانتلاةزیملايفتقولارود دیقعتلاوعونتلا فصويفاھھجاونيتلاىلوألاتایدحتلادحأ ةیتسجوللاةمظنألا .دیقعتلاوعونتلاتاحلطصممھفوھ
ھنأىلعدیقعتلا (Galbraith (1977فّرعیاذكھو امةمھمءادألةمزاللاتامولعملانیبقرفلا .لعفلابةدوجوملاتامولعملاو
ةیتسجوللاضارغأللةدئافرثكأفیرعت )Edmunds،1999(وھ:
ةغایصبعصلانمنوكیامدنعاًدقعمماظنلانوكی ةلماكھبشتامولعممیدقتدنعىتح،ماعلاھكولس اھتاقالعوھتانوكملوح
Chapter 5: Managing the Lead-Time Frontier – Part I
The role of time in competitive advantage Variety and complexity Mercedes offers 3.3 × 1024 possible variations on its E class model, which is ‘far more than the company could ever sell in its entire existence’ (Pil and Holweg, 2004). Only 17,000 of these variations are said to matter to the end-customer, a situation which appears to be making the logistics challenge unnecessarily complex. Here, the complexity of the E class is being driven by variety, and it is useful to distinguish two types of variety:
• External variety: is the choice offered to the end-customer, or potential finished product skus. Choice soon builds up – an automotive example would be:
o2 body styles × 15 power train combinations × 19 painted body colours × 15 trim colours × 70 factory fitted options ≈600,000 variations
• Internal variety: converts external variety into the internal requirements placed onto the supply chain. Holweg and Pil (2004) measured internal variety at three levels in the product structure (for an example of a product structure, see Case study 6.1): the basic product (models and body styles), intermediate (such as power trains, wiring harnesses and body colours), and peripheral (number and variety of components used).
ةیسفانتلاةزیملايفتقولارود دیقعتلاوعونتلا × 3.3سدیسرممدقت اھزارطىلعةلمتحمتاعیونت 1024 يفةكرشلاھعیبتنأنكمیاممریثكبرثكأ"وھو، Eةئفلانم Pil "لماكلاباھدوجو and Holweg،2004(نإلاُقی
وھو،يئاھنلالیمعلامھتتافالتخالاهذھنمطقف 17000 ریغلكشباًدقعميتسجوللايدحتلالعجیھنأودبیعضو نمو،عونتلاباًعوفدم Eةئفلادیقعتنوكی،انھ .يرورض :عونتلانمنیعوننیبزییمتلادیفملا
وأ،يئاھنلالیمعللمدقملارایخلاوھ :يجراخلاعونتلا نمو-ًابیرقرایتخالاأدبیس .ةلمتحملاةیئاھنلاتاجتنملا :تارایسلاىلعةلثمألا
o لكیھلاطامنأنمناعون× تاعومجمنمةعومجم15 ×ةكرحلالقن ×لكیھللًایلطمًانول 19 ×اًمسقمًانول 15
فالتخا600000≈عنصملاباًزھجماًرایخ 70 تابلطتملاىلإيجراخلاعونتلالوحی:يلخادلاعونتلا Holwegماق .دیروتلاةلسلسيفةعوضوملاةیلخادلا and
Pil يفتایوتسمةثالثىلعيلخادلاعونتلاسایقب (2004) رظنا،جتنملالكیھللاثمىلعلوصحلل(جتنملالكیھ طامنأوجذامنلا(يساسألاجتنملا) :6.1ةلاحلاةسارد تاعومجمو،ةقاطلاتاراطقلثم(طیسولا،)مسجلا تانوكملاعونتوددع(ةیفرطلاو)مسجلاناولأوكالسألا .)ةمدختسملا
Chapter 5: Managing the Lead-Time Frontier – Part I The role of time in competitive advantage Variety and complexity These authors have used variety as a measure of complexity. Complexity makes it progressively more challenging to plan and control the supply chain. Cooper and Griffiths (1994) state that ‘issues of variety and complexity are strongly linked’, and list three rules for managing complexity:
• Increased variety tends to add to the complexity of logistics operations, and so increases both direct and indirect costs (section 3.2.2).
• Variety should only be increased when it contributes to added value. Heineken, the Dutch beer manufacturer, has 10 skus today compared with 2,500 across Europe a few years ago. The ‘right’ level of product variety starts with consumer research (Mahler and Bahulkar, 2009) rather than ‘tail cutting’ (Activity 2.1).
• System redesign can enhance added value through reducing the cost impact of an increase in variety. The antidote to complexity is simplicity, so auto manufacturers have implemented several ways to offer external variety without making internal operations too complex (see Case study 8.3).
ةیسفانتلاةزیملايفتقولارود دیقعتلاوعونتلا دیقعتلالعجی .دیقعتللسایقمكعونتلانوفلؤملاءالؤھمدختسا ةلسلسيفمكحتلاوطیطختلايجیردتلكشببعصلانم نأ (Cooper and Griffiths (1994ركذی .دیروتلا ثالثدرسو، "ًاقیثواًطابتراةطبترمدیقعتلاوعونتلاایاضق" :دیقعتلاةرادإلدعاوق
تایلمعلادیقعتةفاضإىلإدیازتملاعونتلالیمی• ریغوةرشابملافیلاكتلانمدیزیاذكھو،ةیتسجوللا )3.2.2مسقلا(ةرشابملا
.ةفاضملاةمیقلايفمھاسیامدنعطقفعونتلاةدایزبجی• عینصتلةیدنلوھلاةكرشلا، Heinekenةكرشكلتمت ـبةنراقممویلاتابورشملانمعاونأ 10،ةریبلا
أدبی .تاونسعضبلبقابوروأءاحنأعیمجيف 2500 كلھتسملاثاحبأبتاجتنملاعونتل "حیحصلا"ىوتسملا )Mahler and Bahulkar،2009 (عطق"نمًالدب )2.1طاشنلا("لیذلا
نمةفاضملاةمیقلاماظنلامیمصتةداعإززعتنأنكمی• داضملاقایرتلا .عونتلاةدایزلةفلكتلاریثأتلیلقتلالخ ةدعتارایسلاوعنصمذفنكلذل،ةطاسبلاوھدیقعتلل تایلمعلالعجنوديجراخلاعونتلامیدقتلقرط )8.3ةلاحلاةساردرظنا(ةیاغللةدقعمةیلخادلا
Chapter 5: Managing the Lead-Time Frontier – Part I The role of time in competitive advantage Time-based Initiatives When a company attacks time directly, the first benefits to show up are usually shorter cycle times and faster inventory turns.
Lower overhead costs usually follow, as the costs of dealing with breakdowns and delays begin to disappear from the system.
By seeking time reduction, both time reduction and cost reduction are often the rewards.
ةیسفانتلاةزیملايفتقولارود تقولاىلإةدنتسملاتاردابملا تارودتاقوأنوكتامةداعروھظللىلوألادئاوفلانإف،رشابملكشبتقولاةكرشلامجاھتامدنع نوزخملانارودةعرسورصقأ
يفریخأتلاولاطعألاعملماعتلافیلاكتأدبتثیح،ةماعلافیلاكتلاضافخناكلذعبتیامةداع .ماظنلانمءافتخالا
.تآفاكملاةباثمبةفلكتلالیلقتوتقولالیلقتنوكیامًابلاغ،تقولالیلقتىلإيعسلالالخنم
Chapter 5: Managing the Lead-Time Frontier – Part I The role of time in competitive advantage Time-based Opportunities to Add Value There are several ways in which a company can use time to help meet customer needs better and therefore add more value.
The most common examples of this are: • increased responsiveness to customer needs; • managing increased variety; • increased product innovation; • improved return on new products; • reducing risk by relying less on forecasts.
ةیسفانتلاةزیملايفتقولارود ةمیقةفاضإلتقولاىلعةمئاقلاصرفلا لكشبءالمعلاتاجایتحاةیبلتيفةدعاسمللتقولامادختسااھلالخنمةكرشللنكمیيتلاقرطلانمدیدعلاكانھ .ةمیقلانمدیزملاةفاضإيلاتلابولضفأ
:يھكلذىلعاًعویشرثكألاةلثمألا ؛ءالمعلاتاجایتحالةباجتسالاةدایز• ؛دیازتملاعونتلاةرادإ• ؛تاجتنملاراكتباةدایز• ؛ةدیدجلاتاجتنملاىلعدئاعلانیسحت• .تاعقوتلاىلعلقألكشبدامتعالالالخنمرطاخملالیلقت•
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I The role of time in competitive advantage Time-based Opportunities to Reduce Costs The second key element of time-based competition is to reduce cost and therefore improve productivity through the elimination of non-value-added time in processes. This means that wasted lead time and unnecessary tasks that are not actually adding any value in the customers’ eyes should be identified and eliminated. Stopping unnecessary tasks and removing wasted time from those that remain lowers cost by: • reducing the need for working capital; • reducing the need for plant and equipment capital; • reducing development costs; • reducing quality costs.
ةیسفانتلاةزیملايفتقولارود فیلاكتلالیلقتلتقولاىلإدنتستصرف نمصلختلالالخنمةیجاتنإلانیسحتيلاتلابوةفلكتلالیلقتوھتقولاىلإةدنتسملاةسفانملليناثلايسیئرلارصنعلا يتلاةیرورضلاریغماھملاوعئاضلاتقولادیدحتبجیھنأينعیاذھو .تایلمعلايفةفاضملاةمیقلايذریغتقولا كلتنمعئاضلاتقولاةلازإوةیرورضلاریغماھملافقو .اھیلعءاضقلاوءالمعلارظنيفةمیقيأاًیلعففیضتال :لالخنمةفلكتلقألظتيتلا ؛لماعلالاملاسأرىلإةجاحلالیلقت• ؛تادعملاوعناصملالامسأرىلإةجاحلالیلقت• ؛ریوطتلافیلاكتلیلقت• .ةدوجلافیلاكتلیلقت•
Chapter 5: Managing the Lead-Time Frontier – Part I
The role of time in competitive advantage Limitations to time-based approaches
Two basic limitations to the need for time-based logistics management are the need for speed and the degree of speed required.
1. Not all operating environments require speed. 2. Not all customers value speed as they may be able to order
well in advance of delivery.
ةیسفانتلاةزیملايفتقولارود تقولاىلعةمئاقلاجھنلاىلعدویقلا
ةجردوةعرسلاىلإةجاحلاامھتقولاىلعةمئاقةیتسجولةرادإىلإةجاحللنایساسأنادحكانھ .ةبولطملاةعرسلا
.ةعرسلابلطتتلیغشتلاتائیبلكتسیل1.
.لیوطتقوبمیلستلالبقبلطلاىلعنیرداقنونوكیدقمھنألةعرسلاءالمعلاعیمجرّدقیال2.
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
P:D ratios and differences Using time as a performance measure Cost is a more subjective measure that is open to interpretation.
For quality measures to be useful they often require a statistical approach that can easily be misunderstood.
Deming’s famous Monte Carlo experiments with a funnel and glass marble (Deming, 1986: 327) illustrate the perils of interfering with a stable process:
If anyone adjusts a stable process to try to compensate for a result that is undesirable, or for a result that is extra good, the output that follows will be worse than if he had left the process alone.
تافالتخالاو P: Dبسن ءادأللسایقمكتقولامادختسا حوتفموةیتاذرثكأسایقميھةفلكتلا .ریسفتلل
اھنإف،ةدیفمةدوجلاسییاقمنوكتيكل ءاسینأنكمیًایئاصحإاًجھنًابلاغبلطتت .ةلوھسبھمھف
ةریھشلاولراكيتنومبراجتحضوت غنیمد(يجاجزماخروعمقمادختسابغنیمدل ةیلمعيفلخدتلارطاخم)327 :1986، :ةرقتسم
ةرقتسمةیلمعلیدعتبصخشيأماقاذإ بوغرمریغةجیتننعضیوعتلاةلواحمل جتانلانإف،اًدجةدیجةجیتنوأ،اھیف ةیلمعلاكرتولاممأوسأنوكیسيلاتلا .اھدرفمب
Chapter 5: Managing the Lead-Time Frontier – Part I
P:D ratios and differences Using time as a performance measure
Frequent interference in a stable process increases the variability of its output! Time, on the other hand, is a measure that everyone understands. Using this measure anyone can answer the key question: • Do we meet the target the customer has
set for us?
By comparing this measure with one taken for the performance of competitors, we can easily answer the next key question: • How good are we compared with the
competition?
If we take a reason for measuring performance as being to understand the effect of making changes to a process, we can more easily answer the question: • Is our performance getting better or
worse?
تافالتخالاو P: Dبسن ءادأللسایقمكتقولامادختسا
نمدیزیةرقتسمةیلمعيفرركتملالخادتلا وھ،ىرخأةیحاننم،تقولا !اھجتانعونت ،سایقملااذھمادختساب .عیمجلاھمھفیسایقم لاؤسلاىلعةباجإلاصخشيألنكمی :يسیئرلا ؟لیمعلاانلهددحيذلافدھلاققحنلھ•
ءادألهذاختامتسایقمبسایقملااذھةنراقمب لاؤسلاىلعةباجإلاةلوھسباننكمی،نیسفانملا :يلاتلايسیئرلا ؟ةسفانملاعمةنراقملاةدوجىدمام•
ریثأتمھفھنأىلعءادألاسایقلًاببسانذخأاذإ ةباجإلااننكمیف،امةیلمعىلعتارییغتءارجإ :ربكأةلوھسبلاؤسلاىلع ؟ءوسیمأنسحتیانؤادألھ•
Chapter 5: Managing the Lead-Time Frontier – Part I P:D ratios and differences
Using time to measure supply pipeline performance
In the same way that time can be used to measure the performance of
a process within a company so it can be used to measure the supply
pipeline.
Two measures are presented below that are key to understanding supply pipeline performance: • P-time • D-time.
دادمإلابیبانأطخءادأسایقلتقولامادختسا
سایقلھمادختسانكمیثیحبةكرشلالخادةیلمعءادأسایقلتقولااذھمادختسانكمیةقیرطلاسفنبو .دیروتلابیبانأطخ
:دیروتلابیبانأطخءادأمھفلناحاتفمامھوهاندأنیسایقممیدقتمتی •P-تقولا •D-تقولا.
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I Time-based process mapping The following sections give an overview of the key stages involved in the time- based mapping process:
Stage 1: Create a task force Stage 2: Select the process to map Stage 3: Collect data Stage 4: Flow chart the process Stage 5: Distinguish between value-adding and non-value-adding time Stage 6: Construct the time-based process map Stage 7: Solution generation
ةیلمعللةینمزلاطئارخلامسر :تقولاىلإةدنتسملاطئارخلامسرةیلمعاھیلعيوطنتيتلاةیسیئرلالحارملانعةماعةحملةیلاتلاماسقألامدقت
لمعقیرفءاشنإ:1ةلحرملا اھنییعتدیرتيتلاةیلمعلاددح:2ةلحرملا تانایبلاعمج:3ةلحرملا ةیلمعللينایبمسر:4ةلحرملا ةمیقفیضیاليذلاتقولاىلإةمیقفیضیيذلاتقولانیبزییمتلا:5ةلحرملا تقولاىلإةدنتسملاةیلمعلاةطیرخءانب:6ةلحرملا لحلادیلوت:7ةلحرملا
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I Managing timeliness in the logistics pipeline Two basic strategies for managing timeliness in the logistics pipeline are make to stock (MTS) and make to order (MTO). In between, we have assemble to order (ATO). We begin with a brief description of each:
• Make to stock (MTS) • Assemble to order (ATO) • Make to order (MTO)
ةیتسجوللابیبانألاطخيفتیقوتلاةرادإ (MTS)نیزختللةیتسیجوللابیبانألاطخيفتیقوتلاةرادإلنیتیساسأنیتیجیتارتساعضومتی :لكلزجومفصوبأدبن(ATO).بلطلاعیمجتبانمق،كلذنیباميف(MTO).بلطلاو
(MTS)نوزخملايفھلعج• (ATO)بلطلابسحعیمجتلا• (MTO)رمأللعج•
Chapter 5: Managing the Lead-Time Frontier – Part I
Managing timeliness in the logistics pipeline Strategies to cope when P-time is greater than D-time • When faced with a D-time shorter than the corresponding P-time, a
company has a number of options. In the short term it can attempt to make to order, or it can forecast demand and supply from stock (MTS).
• The more common solution is to forecast customer demand, make products to stock and supply from there.
ةیتسجوللابیبانألاطخيفتیقوتلاةرادإ DتقونمربكأPتقونوكیامدنعلماعتللتایجیتارتسا ىلع .تارایخلانمددعاھیدلةكرشلانإف،لباقملا P-timeنمرصقأ D-timeھجاوتامدنع•
.نوزخملانمضرعلاوبلطلابؤبنتلااھنكمیوأ،بلطمیدقتلواحتنأنكمی،ریصقلاىدملا (MTS)
.كانھنمدیروتلاونیزختللتاجتنملالعجو،ءالمعلابلطبؤبنتلاوھاًعویشرثكألالحلا•
Managing timeliness in the logistics pipeline Strategies to cope when P- time is greater than D-time Both make to order and make to stock have associated costs and risks, so a company should look at ways to reduce these costs and risks in the longer term.
Reducing risks can be grouped into three inter-linked areas. These are: • marketing • product development • process improvement
Chapter 5: Managing the Lead-Time Frontier – Part I
نمربكأ P-timeتقونوكیامدنعلماعتللتایجیتارتسايتسیجوللابیبانألاطخيفتیقوتلاةرادإ D-time ةكرشلاىلعبجیكلذل،ةطبترمرطاخموفیلاكتامھلنیزختلاوبلطللناعنصیامھالك
.لیوطلاىدملاىلعرطاخملاوفیلاكتلاهذھلیلقتلقرطيفرظنتنأ
:يھهذھو .ةطبارتمقطانمثالثيفرطاخملالیلقتفینصتنكمی قیوست• جتنملاریوطت• ةیلمعلانیسحت•
Chapter 5: Managing the Lead-Time Frontier – Part I
Managing timeliness in the logistics pipeline Practices to cope when P-time is greater than D-time There are a number of ways to reduce P-time. These can be summarised as follows: • Control by optimising throughput and improving process capability. • Simplify by untangling process flows and reducing product complexity. • Compress by straightening process flows and reducing batch sizes. • Integrate by improving communications and implementing teams. • Coordinate by adding customer-specific parts as late as possible. • Automate with robots and IT systems
D-timeنمربكأ P-timeتقولاعملماعتللةیتسیجوللابیبانألاطخيفتیقوتلاةرادإتاسرامم :يلاتلاوحنلاىلعاھصیخلتنكمیPتقولیلقتلقرطلانمددعكانھ .ةیلمعلاةردقنیسحتوةیجاتنإلانیسحتقیرطنعمكحتلا• .دیقعتجتنملالیلقتوةیلمعلاتاقفدتكفلالخنمطیسبت• .تاعفُدلاماجحألیلقتوةیلمعلاتاقفدتمیوقتقیرطنعطغضلا• .قرفلاذیفنتوتالاصتالانیسحتقیرطنعلماكتلا• .ناكمإلاردقرخأتمتقويفلیمعلابةصاخلاءازجألاةفاضإبقیسنتلابمق• تامولعملاایجولونكتةمظنأوتاتوبورلاعمةتمتأ•
Chapter 5: Managing the Lead-Time Frontier – Part I
A method for implementing time-based practices
Chapter 5: Managing the Lead-Time Frontier – Part I
Chapter 5: Managing the Lead-Time Frontier – Part I
When, where and how? There are several tactical considerations to be made when planning a time-based strategy.
These have been grouped in the form of three questions to be asked:
• When? • Where? • How?
؟فیكونیأوىتم .تقولاىلعةمئاقةیجیتارتسالطیطختلادنعاھبمایقلابجیيتلاةیكیتكتلاتارابتعالانمدیدعلاكانھ
:اھحرطمتیلةلئسأةثالثلكشيفاھعیمجتمت
؟يتم• ؟نیأ• ؟فیك•
Chapter 6: Supply chain planning and control
Supply chain planning and control
∑ The supply chain ‘game plan’ Key issue: What are the key steps in planning and executing material flow and information flow within the focal firm? What are the key steps in planning and executing material flow and information flow between partners in a supply net- work? What are the implications for planning and controlling the supply chain as a whole?
دیروتلاةلسلسل"ةبعللاةطخ"• ةكرشلالخادتامولعملاقفدتوداوملاقفدتذیفنتوطیطختيفةیسیئرلاتاوطخلايھام:ةیسیئرلاةیضقلا ةكبشيفءاكرشلانیبتامولعملاقفدتوداوملاقفدتذیفنتوطیطختيفةیسیئرلاتاوطخلايھام؟ةیروحملا ؟لككدیروتلاةلسلسيفمكحتلاوطیطختلاىلعةبترتملاراثآلايھام؟لمعلا-دیروتلا
o Planning and control within manufacturing عینصتلايفمكحتلاوطیطختلا
The purpose of a manufacturing planning and control (MPC) system is to meet customer requirements by enabling managers to make the right decisions. Three time horizons are involved for all of these processes:
1- Long term: to support decisions about capacity provision. 2- Medium term: to match supply and demand. 3- Short term: to meet day-to-day demand as it unfolds.
نمنیریدملانیكمتلالخنمءالمعلاتابلطتمةیبلتوھ)MPC(مكحتلاوعینصتلاطیطختماظننمضرغلا .ةحیحصلاتارارقلاذاختا :تایلمعلاهذھعیمجلةینمزقافآةثالثنیمضتمتی .تاردقلاریفوتبةقلعتملاتارارقلامعدل:لیوطلاىدملا-1 .بلطلاوضرعلاعمبسانتی:طسوتملاىدملا-2 .هروھظروفيمویلابلطلاةیبلتل:ریصقلاىدملا-3
Figure 6.1 shows the main modules in an MPC system. The top section is called the ‘front end’, and provides an overall match of demand and resource.
MPC System :An Overview-Manufacturing Planning and Controlـللحرش
MPC System:MPC Manufacturing Planning and Controlـلليبرعلابحرش
A summary of the main front-end modules, followed by a summary of engine and back end: FRON END
- Demand management: collates demand from all sources – external (forecasts and orders), internal (other firms within the organization) and spares.
- Resource planning: pooling demand and passing it on to manufacturing must be moderated by capacity to deliver. Resource planning is concerned with manufacturing capacity in the longer term (output measure), and with machine and man- power loading (input measure) in the shorter term.
- Sales order processing (SOP): is the module concerned with matching of demand management and resource planning. Therefore, it is crucial that compatible measures of demand and capacity are used. The aim of SOP is to maintain balance between demand and supply.
- Master production scheduling (MPS): is the disaggregated form of the SOP. The MPS is the link between front end and engine of the MPC system.
:ةیفلخلاةیاھنلاوكرحمللصخلمباًعوبتم،ةیسیئرلاةیمامألاتادحوللصخلم ةھبجلاةیاھن
ىرخألاتاكرشلا(ةیلخادلاو)رماوألاوتاعقوتلا(ةیجراخلا-رداصملاعیمجنمبلطلاعمجی:بلطلاةرادإ- .رایغلاعطقو)ةمظنملالخاد .میلستلاىلعةردقلالالخنمفارشإللعینصتلاىلإھلقنوبلطلاعیمجتعضخینأبجی:دراوملاطیطخت- ةیرشبلاةقاطلاوةنیكاملالیمحتو،)جارخإلاسایق(لیوطلاىدملاىلعةیعینصتلاةردقلابدراوملاطیطختمتھی .ریصقلاىدملاىلع)لاخدإلاسایق( نم،كلذل.دراوملاطیطختوبلطلاةرادإةقباطمبةینعملاةدحولايھ:)SOP(تاعیبملارماوأةجلاعم- ضرعلانیبنزاوتلاىلعظافحلاوھSOPنمفدھلا.ةردقلاوبلطللةقفاوتمسییاقممادختسايرورضلا .بلطلاو نیبطبارلاوھMPS.ةیسایقلالیغشتلاتاءارجإلةلصفملاةغیصلايھ:)MPS(ةیسیئرلاجاتنإلاةلودج- .MPCماظنكرحموةیمامألاةھجاولا
Master Production:تارضاحملايفحرشنايللاوباتكلايفدجوملالاثملاحرشیمھمویدیف- Schedule
ENGINE
- Material and capacity planning (engine room): the logic behind this is called material requirements planning (MRP). This takes MPS data and explodes it into detailed plans by component and subassembly. Each of these plans must be checked and optimized against available capacity by means of the detailed capacity planning module.
- .)MRP(داوملاتابلطتمطیطختىمسیكلذءارونماكلاقطنملا:)كرحملاةفرغ(ةعسلاوداوملاطیطخت-
نملكصحفبجی.يعرفلاعیمجتلاونوكملابسحةلصفمططخيفاھرجفیوMPSتانایباذھذخأی .ةیلیصفتلاةعسلاطیطختةدحوقیرطنعةحاتملاةعسلالباقماھنیسحتوططخلاهذھ
BACK END
- MPC execution systems (back end): the outputs from material and capacity plans in the engine are sets of instructions to suppliers, manufacturing and distribution. The basic format is ‘how many’ and ‘when’ for each part number for each planning process for the relevant planning period. Achievement against schedule has to be monitored by minute, by hour or by day. Failures to meet schedule require that remedial action is taken , such as overtime working or outsourcing.
Front end, engine and back end MPC modules are all connected to the enterprise requirements planning (ERP) database. This enables MPC modules to be seamlessly connected to human resource management, finance and sales and marketing modules.
نمتاعومجمنعةرابعكرحملايفةعسلاوداوملاططختاجرخم:)ةیفلخلاةیاھنلا(MPCذیفنتةمظنأ- ةرتفلطیطختةیلمعلكلءزجمقرلكل"ىتم"و"مك"وھيساسألاقیسنتلا.عیزوتلاوعینصتلاونیدرومللتامیلعتلا مدعتالاحبلطتت.مویلابوأةعاسلابوأةقیقدلابينمزلالودجلالباقمزاجنإلاةبقارمبجی.ةلصلاتاذطیطختلا .ةیجراخرداصمبةناعتسالاوأيفاضإلالمعلالثم،ةیجالعتاءارجإذاختاينمزلالودجلابمازتلالا
ةسسؤملاتابلطتمطیطختتانایبةدعاقبةیفلخلاوكرحملاوةیمامألاةھجاوللMPCتادحونملكلیصوتمتی )ERP(.تادحوطبركلذحیتیMPCتاعیبملاولیومتلاوةیرشبلادراوملاةرادإتادحوبةسالسبةیطمنلا .قیوستلاو
o Managing inventory in the supply chain ß Planning and controlling factory output is part of the challenge of managing
material flow in the supply chain. ß Random demand is independent ß Dependent demand is fixed by the actions of the firm ß It is important to manage inventories of independent demand items using order
points ß Important to optimize trade-offs between inventory holding costs and
changeover or order placing costs
oدیروتلاةلسلسيفنوزخملاةرادإ ßةلسلسيفداوملاقفدتةرادإيفلثمتملايدحتلانماًءزجعنصملاتاجرخميفمكحتلاوطیطختلادعی
.دیروتلا ßلقتسميئاوشعلابلطلا ßةكرشلاتافرصتلالخنمتباثدمتعملابلطلا ßبلطلاطاقنمادختسابةلقتسملابلطلارصانعتانوزخمةرادإمھملانم ßرمألاعضووأرییغتلافیلاكتونوزخملابظافتحالافیلاكتنیبتالضافملانیسحتلمھم
‘Economic’ batch sizes and order sizes ß The question of how many parts to
make at a time has traditionally been answered by reference to a longstanding concept called the ‘economic’ batch quantity (EBQ) formula.
ß Similar principles are used to determine how many parts at a time to order from suppliers in ‘economic’ order quantities (EOQs). Both EBQ and EOQ assume that parts are used at a uniform rate and that another batch of parts should be made or ordered when stock falls below the re-order point.
The principle behind reorder point, which sets out to answer the question when to order, is shown in Figure 6.3
تابلطلاماجحأوةیداصتقالاتاعفدلاماجحأ ßلیوطموھفمىلإعوجرلابةرملكيفاھعنصبجیيتلاءازجألاددعبقلعتملالاؤسلاىلعةباجإلاتمت
.)EBQ("ةیداصتقالا"ةعفُدلاةیمكةغیصىمسیدمألا ßةیداصتقالا"تابلطلاتایمكيفنیدروملانماھبلطبولطملاءازجألاددعدیدحتلةلثاممئدابممدختُست"
)EOQs(نملكضرتفی.دحاوتقويفEBQوEOQلمعبجیھنأودحوملدعمبمدختُستءازجألانأ .بلطلاةداعإةطقننودامىلإنوزخملاضفخنیامدنعاھبلطوأءازجألانمىرخأةعفد
6.3لكشلايف،بلطلادنعلاؤسلاىلعةباجإللددحیيذلاو،بیترتلاةداعإةطقنءارونماكلاأدبملارھظی
In the case of manufacturing batch sizes, the EBQ is determined by optimizing the trade- off between changeover cost between one batch and the next and inventory carrying cost:
- Changeover cost per unit, : The cost associated with changing over a given machine from the last good part from a batch to the first good part from the succeeding batch.
- Inventory carrying cost, C : The cost of holding stock, calculated from the total inventory cost and the annual rate charged for holding inventory.
The usage rate z is known and constant and that the manufactured cost of the SKU c is also known and constant. A little algebra applied to these assumptions leads to the so- called Wilson formula: EBQ √2z /cC EBQ increases with usage rate and changeover cost and reduces with manufactured cost per unit and inventory carrying cost. The concept of the economic order quantity EOQ is based on similar assumptions to the EBQ. The calculation addresses the question ‘how many parts will we order?’ The trade- off this time is between the cost of placing an order and inventory carrying cost, where:
- Cost of placing an order: All order related costs, including purchase department costs, transportation costs from the supplier, and goods-in inspection and receiving.
EOQ increases in line with the cost of placing an order and reduces in line with the inventory carrying cost.
ةدحاوةعفدنیبلیوحتلاةفلكتنیبةلضافملانیسحتقیرطنعEBQدیدحتمتی،عینصتلاتاعفُدماجحأةلاحيف :نوزخملالقنةفلكتوةیلاتو
ىلإةعفدنمدیجءزجرخآنمنیعمزاھجىلعرییغتلابةطبترملاةفلكتلا:Cs،ةدحولكللیوحتلاةفلكت- .ةیلاتلاةعفُدلانمدیجلالوألاءزجلا
رعسلاونوزخملاةفلكتيلامجإنمةبوسحم،نوزخملابظافتحالاةفلكت:C،نوزخمللةیرتفدلاةفلكتلا- .نوزخملاىلعبستحملايونسلا
نملیلقلاقیبطتيدؤی.اًضیأةتباثوةفورعمSKU cـلةعنصملاةفلكتلانأوتباثوفورعمzمادختسالالدعم EBQ √2zCs:نوسلیوةغیصبىمسیامىلإتاضارتفالاهذھىلعربجلا / cC .نوزخملالقنةفلكتوةدحولكلعینصتلاةفلكتعمللقیولیوحتلاةفلكتومادختسالالدعمعمEBQدیزی ددعمك"لاؤسلاةیباسحلاةیلمعلالوانتت.EBQـلةلثاممتاضارتفاىلعEOQيداصتقالابلطلاةیمكموھفمدمتعی :ثیح،نوزخملالقنةفلكتوبلطلامیدقتةفلكتنیبةرملاهذھةضیاقملانوكت"؟اھبلطنسيتلاءازجألا
نملقنلافیلاكتوءارشلامسقفیلاكتكلذيفامب،بلطلابةقلعتملافیلاكتلاعیمج:بلطلامیدقتةفلكت- .اھمالتساوعئاضبلاصحفودروملا
.نوزخملالقنةفلكتعمىشامتیامبللقتوبلطلامیدقتةفلكتعمىشامتیامبEOQدادزت
Periodic order quantity and target stock levels ß Various methods have been adopted to overcome some of the deficiencies of
EOQ models. ß An EOQ system finds it very difficult to cope if demand goes up or down rapidly. ß An alternative way to deal with variable demand is to use the periodic order
quantity. ß Here, the re-order quantities are revised more frequently. ß The method uses mean time between orders (TBO), which is calculated by
dividing the EOQ by the average demand rate. ß the re-order quantity is based on total demand for the immediate two weeks of
history. This re-order method is called periodic order quantity (POQ). ß POQ normally gives a lower mean inventory level than EOQ in variable de- mand
situations ةفدھتسملانوزخملاتایوتسموةیرودلارمألاةیمك
ßجذامنيفروصقلاھجوأضعبىلعبلغتللةفلتخمقرطدامتعامتEOQ. ßماظندجیEOQةعرسبضفخناوأبلطلاعفترااذإھتھجاومةیاغللبعصلانمھنأ. ßةیرودلارمألاةیمكمادختساریغتملابلطلاعملماعتللةلیدبلاقرطلانم. ßرركتملكشببلطلاةداعإتایمكةعجارممتت،انھ. ßرماوألانیبتقولاطسوتمةقیرطلامدختست)TBO(،ةمسقبھباسحمتیيذلاوEOQبلطلالدعمطسوتمىلع. ßةیمكهذھبلطلاةداعإةقیرطىمست.خیراتلانمنییلاتلانیعوبسألايفبلطلايلامجإىلعبلطلاةداعإةیمكدمتعت
.)POQ(ةیرودلارمألا ßPOQنمنوزخملللقأطسوتمىوتسمةداعيطعیEOQةریغتملابلطلاتالاحيف
Periodic review ß A widely used model for inventory control in retailing is periodic review. This
works by placing orders of variable size at regular intervals – the review period. The quantity ordered is enough to raise stock on hand plus stock on order to a target level called the target stock level (TSL):
Order quantity = Target stock level - Stock on hand - Stock on order ß The TSL is the sum of cycle stock (average daily demand over the review period
and replenishment lead time) and the safety stock. An example of the way the TSL is calculated is:
يرودلاضارعتسالا ßاذھلمعی.ةیرودلاةعجارملاةئزجتلابعیبلايفنوزخملاةبقارملعساوقاطنىلعةمدختسملاجذامنلانم
عفرلةیفاكةبولطملاةیمكلا.ةعجارملاةرتف-ةمظتنمتارتفىلعریغتممجحتاذرماوأعضوقیرطنع نوزخملاىوتسمىمسیفدھتسمىوتسمىلإبلطلادنعنوزخملاىلإةفاضإلابدیلالوانتميفنوزخملا :)TSL(فدھتسملا
بلطلاتحتنوزخملا-دیلالوانتميفنوزخملا-فدھتسملانوزخملاىوتسم=رمألاةیمك ßTSLنوزخمو)دیوزتلاةلھموةعجارملاةرتفلالخيمویلابلطلاطسوتم(ةرودلانوزخمعومجموھ
:وھTSLباسحةقیرطىلعلاثم.نامألا
o Planning and control in retailing ةئزجتلابعیبلايفمكحتلاوطیطختلا
Retailing is faced with planning and control challenges distinct from manufacturing: - A retailer cannot generate sales without stock, and stock that is bought for sales
that do not happen can be very expensive for the retailer. - The product range that has to be supported on the shelf is comparatively wide. - Several stages of the internal supply chain must be coordinated - depots, back of
store and front of store - Retail profit margins in grocery are tighter (2–4 per cent) than for large, branded
manufacturers (8–10 per cent). - Demand can be affected by changes that are difficult to forecast, such as
seasonality, fashion, endorsements, and promotions. - ‘Best before’ and ‘use by’ dates for fresh produce increase obsolescence
pressures and inventory turns. - Reverse logistics is more complicated.
:عینصتلانعفلتختمكحتلاوطیطختلايفتایدحتةئزجتلاةراجتھجاوت نأنكمیثدحتاليتلاتاعیبمللهؤارشمتیيذلانوزخملاو،نوزخمنودبتاعیبمقیقحتةئزجتلاعئابلنكمیال- .ةئزجتلارجاتلةبسنلابةیاغللاًفلكمنوكی .اًیبسنعساوفرلاىلعاھمعدبجیيتلاتاجتنملاقاطن- رجتملامامأورجتملارھظوتاعدوتسملا-ةیلخادلادیروتلاةلسلسنملحارمةدعقیسنتبجی- ةیراجتلاتامالعلاتاذةریبكلاةعنصملاتاكرشلانم)ةئاملايف4-2(قیضأةلاقبلايفةئزجتلاحبرشماوھ- .)ةئاملايف8-10( .ةیجیورتلاضورعلاوتادییأتلاوءایزألاوةیمسوملالثم،اھبؤبنتلابعصیيتلاتارییغتلاببلطلارثأتینأنكمی- .نوزخملاتابلقتومداقتلاطوغضنمةجزاطلاتاجتنملل"لولحبمادختسالا"و"لبقلضفألا"خیراوتدیزت- .اًدیقعترثكأةیسكعلاتایتسجوللا-
ß Customers’ choices ‘drive everything’. Retailers be-come more connected to the market than to the supply chain. The core capability in retailing is trading.
ß Examination of a very typical retail demand series shows that there is a degree of uncertainty about the actual demand for each day. Retailers expect suppliers to cope with this demand uncertainty by holding buffer stocks.
ß Retailers use projective forecasting for planning replenishment quantities of stable demand items
ß Using sales based ordering (SBO), retailers attempt to match supply with POS demand as closely as possible.
ßةردقلا.دیروتلاةلسلسبمھطابترانمقوسلاباًطابترارثكأةئزجتلاراجتحبصأ."ءيشلكةدایق"ءالمعلاتارایخ .لوادتلايھةئزجتلاةراجتيفةیساسألا
ßمویلكليلعفلابلطلانأشبنیقیلامدعنمةجردكانھنأةیاغللةیجذومنلاةئزجتلابلطةلسلسصحفحضوی. تانوزخمبظافتحالالالخنمبلطلانأشبهذھنیقیلامدعةلاحعمنودروملالماعتینأةئزجتلاراجتعقوتی .ةیطایتحا
ßةرقتسملابلطلارصانعلدیدجتلاتایمكطیطختليطاقسإلاؤبنتلاةئزجتلاراجتمدختسی ßتاعیبملاساسأىلعبلطلامادختساب)SBO(،ردقربكأبعیبلاطاقنبلطعمضرعلاةقباطمةئزجتلاراجتلواحی
.نكمم
o Inter-firm planning and control
There are many factors that make planning even more challenging, resulting from differences between the partners:
- Differences in process technology - Differences in working routines - Priority planning - Inadequacies in MPC systems design
oتاكرشلانیبمكحتلاوطیطختلا
:ءاكرشلانیبتافالتخالاببسبةبوعصرثكأطیطختلالعجتيتلالماوعلانمدیدعلاكانھ ةجلاعملاةینقتيفتافالتخالا- لمعلانیتوريفتافالتخالا- ةیولوألاوذطیطختلا- MPCةمظنأمیمصتةیافكمدع-
Implications of poor coordination
One consequence of poor coordination within a supply network is amplification of changes in demand upstream. Amplification of demand changes has been called the bullwhip effect. four major causes of the bullwhip effect:
- Updating of demand forecasts - Order batching - Price fluctuation - Rationing and shortage gaming
It is possible for material movements in supply chains to descend into chaos.
قیسنتلافعضىلعةبترتملاراثآلا
میخضتءاعدتسامت.عبنملالبقبلطلايفتاریغتلامیخضتيفدیروتلاةكبشلخادقیسنتلافعضجئاتنىدحإلثمتت .طوسلاریثأتبلطلاتارییغت :طوسلاریثأتلةیسیئربابسأةعبرأ بلطلاتاعقوتثیدحت- عیمجتلابیترت- راعسألاتابلقت- باعلألاصقنونینقت- .ىضوفلاىلإدیروتلالسالسيفداوملاتاكرحردحنتنأنكمملانم
∑ Overcoming poor coordination in retail supply chains Key issue: How can collaboration be extended across the supply chain to focus on meeting consumer demand?
ةئزجتلابدیروتلالسالسيفقیسنتلافعضىلعبلغتلا• ؟كلھتسملابلطةیبلتىلعزیكرتللدیروتلاةلسلسربعنواعتلاعیسوتنكمیفیك:ةیسیئرلاةیضقلا
o Efficient consumer response (ECR)
ß ECR is designed to integrate and rationalize product assortment, promotion, new product development and replenishment across the supply chain.
ß ECR has increased industrial awareness of the growing problem of non-value- added supply chain costs.
ß The focus of ECR is to integrate supply chain management with demand management.
ß ECR initiatives aim to promote greater collaboration between manufacturers and retailers.
oةلاعفلاكلھتسملاةباجتسا)ECR(
ßمیمصتمتECRةلسلسربعاھدیدجتوةدیدجلاتاجتنملاریوطتوجیورتلاوتاجتنملاةلیكشتدیشرتوجمدل .دیروتلا ßتدازECRةفاضملاةمیقلاتاذریغدیروتلاةلسلسفیلاكتلةدیازتملاةلكشملابيعانصلايعولا. ßزیكرتبصنیECRبلطلاةرادإعمدیروتلاةلسلسةرادإجمدىلع. ßتاردابمفدھتECRةئزجتلاراجتونیعنصملانیبربكأنواعتزیزعتىلإ.
Category management
Category management aims to balance retailers’ product volume and variety of objectives. Category management represents a focus on the development of at least some of the following capabilities:
- account management - demand management; - multifunctional selling teams; - price list restructuring; - effective and customized
promotions. تائفلاةرادإ
.فادھألانمةعونتمةعومجموةئزجتلاراجتتاجتنممجحنیبنزاوتلاقیقحتىلإتائفلاةرادإفدھت :لقألاىلعةیلاتلاتاردقلاضعبریوطتىلعاًزیكرتتائفلاةرادإلثمت باسحلاةرادا- ؛بلطلاةرادإ-
؛فئاظولاةددعتمعیبقرف- .راعسألاةمئاقةلكیھةداعإ- .ةصصخموةلاعفةیجیورتضورع-
Continuous replenishment
Continuous replenishment offers both retailers and their suppliers the opportunity to manage their inventory in a more efficient manner effective replenishment strategies require development of the following capabilities:
- joint inventory management; - cross-dock operations; - continuous replenishment; - effective logistics strategies and product flows; - quick response.
رمتسملادیدجتلا ةءافكرثكأةقیرطبمھنوزخمةرادإلةصرفلامھیدروموةئزجتلاراجتنملكلرمتسملادیدجتلارفوی :ةیلاتلاتاردقلاریوطتةلاعفلادیدجتلاتایجیتارتسابلطتت ؛كرتشملانوزخملاةرادإ- ؛ماھتالاصفقربعتایلمع- ؛رمتسملادیدجتلا- ؛تاجتنملاقفدتوةلاعفةیتسجولتایجیتارتسا- .عیرسدر-
Enabling technologies
Enabling technologies drive ECR and make it work. They include scanning data, data warehousing and data mining, which have facilitated our understanding of customer requirements. capabilities required by organizations in order to implement an effective ECR initiative include:
- effective information sharing - automated order generation; - bar-coding and the use of other scanning technology.
In addition, the data to be shared and communicated at various stages in the supply chain depend on what will provide the most overall benefit. These data should include:
- demand/consumption/sales information - cash flow; - stocks of finished goods/work in progress; - delivery and output status
ةینیكمتلاتایجولونكتلا
انمھفلھسامم،تانایبلاجارختساواھنیزختوتانایبلاحسملمشتيھو.لمعتاھلعجتوECRعفدتنیكمتلاتاینقت .ءالمعلاتابلطتمل
:لمشتECRلاجميفةلاعفةردابمذیفنتلجأنمتامظنملالبقنمةبولطملاتاردقلا تامولعمللةلاعفةكراشم- ؛ةتمتؤملاتابلطلاءاشنإ- .ىرخألاحسملاتاینقتمادختساويطیرشلازیمرتلا- امىلعدمتعتدیروتلاةلسلسنمةفلتخملحارميفاھلقنواھتكراشممتیسيتلاتانایبلانإف،كلذىلإةفاضإلاب :تانایبلاهذھنمضتتنأبجی.ةلماشةدئافربكأرفویس تاعیبملا/كالھتسالا/بلطلاتامولعم- ؛يلامقفدت- ؛يراجلالمعلا/عنصلاةماتلاعلسلانوزخم- جارخإلاومیلستلاةلاح-
Radio frequency identification devices (RFIDs)
Radio frequency identification (RFID) is a product tracking technology that is becoming applied widely in supply chains today. An RFID device, often called a tag, can be attached to a piece of merchandise and informs a reader about the nature and location of what it is attached to.
)RFIDs(ویدارلاددرتدیدحتةزھجأ
.مویلادیروتلالسالسيفعساوقاطنىلعاھقیبطتمتیتاجتنملاعبتتلةینقتيھ)RFID(ةیویدارلاتاددرتلادیدحت متیامعقوموةعیبطبئراقلامالعإوعئاضبلانمةعطقب،ةمالعاًبلاغھیلعقلُطیيذلا،RFIDزاھجلیصوتنكمی .ھبھلیصوت
Figure 6.9 shows how the reader can relay this information to a management system that can create a picture of what merchandise is where at a level of detail that has not previously been possible.
The antenna is a device that uses radio waves to read and/or write data to the tags. The reader manages the interface between antenna and management system. The management system enables data from tags to be collected and sorted for the purposes of management information and action.
.تامالعلاىلعتانایبلاةباتكوأ/وةءارقلویدارلاتاجوممدختسیزاھجوھيئاوھلا .ةرادإلاماظنويئاوھلانیبةھجاولاةرادإبئراقلاموقی .تاءارجإلاوتامولعملاةرادإضارغألاھزرفوتامالعلانمتانایبلاعمجةرادإلاماظنحیتی
Product tagging allows for several interesting applications including: - tracking products throughout the distribution pipeline (‘asset tracking’) - tracking products through back of store to the shelf - intelligent shelves, whereby ‘sweeping’ of product - registering sales without involving a cashier
:كلذيفامبمامتھاللةریثملاتاقیبطتلانمدیدعلابجتنملاىلعتامالععضوحمسی )"لوصألاعبتت"(عیزوتلابیبانأطخءاحنأعیمجيفتاجتنملاعبتت- فرلاىلإرجتملارھظلالخنمتاجتنملاعبتت- جتنملا"حستكی"ثیح،ةیكذففرأ- قودنصلانیمأكارشإنودتاعیبملالیجست-
o Collaborative planning, forecasting and replenishment (CPFR) )CPFR(دیدجتلاوؤبنتلاوينواعتلاطیطختلا
ß Collaborative planning, forecasting and replenishment (CPFR) is aimed at improving collaboration between buyer and supplier so that customer service is improved while inventory management is made more efficient. The trade- off between customer service and inventory is thereby altered.
ß The goal of the CPFR movement was to develop a business model to forecast and replenish inventory collaboratively.
ß The CPFR concept can have bottom-line impact on their businesses.
ßدیدجتلاوؤبنتلاوينواعتلاطیطختلافدھی)CPFR(متیثیحبدروملاويرتشملانیبنواعتلانیسحتىلإ ةمدخنیبةضیاقملارییغتمتیيلاتلابو.ةءافكرثكأنوزخملاةرادإحبصتامنیبءالمعلاةمدخنیسحت .نوزخملاوءالمعلا ßةكرحنمفدھلاناكCPFRينواعتلكشبهدیدجتونوزخملابؤبنتلللمعجذومنریوطتوھ. ßموھفملنوكینأنكمیCPFRمھلامعأىلعيئاھنریثأت.
A nine-step business model has been developed that provides an insight into the effort required by both supplier and customer. The model is as follows:
1- Develop front-end agreement. 2- Create joint business plans. 3- Create individual sales forecasts. 4- Identify exceptions to sales forecasts. 5- Resolve/collaborate on exception items. 6- Create order forecast. 7- Identify exceptions to order forecast. 8- Resolve/collaborate on exception items. 9- Generate orders.
جذومنلا.لیمعلاودروملانملكلبقنمبولطملادھجللةبقاثةرظنرفویتاوطخعستنملمعجذومنریوطتمت :يلیامكوھ .ةیمامأةیقافتاعضو-1 .ةكرتشملمعططخءاشنإ-2 .ةیدرفتاعیبمتاعقوتءاشنإ-3 .تاعیبملاتاعقوتنمتاءانثتسالادیدحت-4 .تاءانثتسالادونبيفنواعت/لح-5 .بلطلاتاعقوتءاشنإ-6 .ؤبنتلابلطلتاءانثتسالادیدحت-7 .تاءانثتسالادونبيفنواعت/لح-8 .رماوألادیلوت-9
Benefits of electronic collaboration Nestlé UK states that the advantages of collaborative systems are significant, and lists the following benefits:
- There is improved availability of product to the consumer, and hence more sales. - Total service is improved, total costs are reduced (including inventory, waste and
resources), and capacities can be reduced owing to the reductions in uncertainty.
- Processes that span two or more companies become far more integrated and hence simple, standard, speedy and certain.
- Information is communicated quickly, in a more structured way, and is transparent across the supply chain to all authorized users.
- An audit trail can be provided to say when information was amended. - Email prompts can update users of variance and progress and can confirm
authorizations. - The data that are in the system can be used for monitoring and evaluation
purposes. - The process can be completed in a quick timescale, at a lower total cost. - All trading partners become more committed to the shared plans and objectives.
Changes are made with more care and are immediately visible to all.
:ةیلاتلادئاوفلادرستو،ةریبكةینواعتلاةمظنألاایازمنأةدحتملاةكلمملاھلتسنةكرشركذتينورتكلإلانواعتلادئاوف .تاعیبملاةدایزيلاتلابو،كلھتسمللجتنملارفاوتنیسحت- لیلقتنكمیو،)دراوملاوتایافنلاونوزخملاكلذيفامب(فیلاكتلايلامجإضفخو،ةیلامجإلاةمدخلانیسحتمت- .نیقیلامدعنملیلقتلاببسبتاردقلا .ةقوثوموةعیرسوةیسایقوةطیسبيھفيلاتلابوًالماكترثكأرثكأوأنیتكرشلدتمتيتلاتایلمعلاحبصت- .مھلحرصملانیمدختسملاعیمجلدیروتلاةلسلسربعةیفافشوًامیظنترثكأةقیرطبوةعرسبتامولعملالیصوتمتی- .تامولعملالیدعتمتىتمحضویقیقدتلجسمیدقتنكمی- .صیخارتلادیكأتومدقتلاونیابتلابنیمدختسملاثیدحتينورتكلإلادیربلاتابلاطملنكمی- .مییقتلاوةبقارملاضارغألماظنلايفةدوجوملاتانایبلامادختسانكمی- .لقأةیلامجإةفلكتبوعیرسينمزقاطنيفةیلمعلامامتإنكمی- ةیانعلانمدیزمبتارییغتلاءارجإمتی.ةكرتشملافادھألاوططخلاباًمازتلارثكأنییراجتلاءاكرشلاعیمجحبصی- .روفلاىلععیمجللةیئرمنوكتو
o Vendor-managed inventory (VMI) )VMI(عئابلاهریدیيذلانوزخملا
Vendor-managed inventory (VMI), is an approach to inventory and order fulfilment whereby the supplier, not the customer, is responsible for managing and replenishing inventory. Automated VMI originated in the late 1980s with department stores in the US as a solution to manage the difficulties in predicting demand for seasonal clothing. Manual VMI had been around for many years.
،لیمعلاسیلو،دروملانوكیثیحتابلطلاءافیتساونوزخمللجھنوھ،)VMI(عئابلاهریدیيذلانوزخملا .هدیدجتونوزخملاةرادإنعًالوؤسم
VMIتابوعصلاةرادإللحكةدحتملاتایالولايفىربكلارجاتملاعمتاینینامثلارخاوأيفرشؤملاأشنيلآلا .ةیمسوملاسبالملاىلعبلطلابؤبنتلايف .ةدیدعتاونسذنماًدوجومناكVMIلیلد
Potential benefits The immediate benefit to a supplier engaged in VMI is access to data on:
- customer sales; - inventory levels at the customer.
ةلمتحملادئاوفلا :لوحتانایبلاىلإلوصولايھVMIيفكرتشملادرومللةرشابملاةدئافلا ؛ءالمعلاتاعیبم- .لیمعلاىدلنوزخملاتایوتسم-
Potential problems in setting up a VMI system
- Unwillingness to share data - Seasonal products - Investment and restructuring costs - Retailer vulnerability - Lack of standard procedures - System maintenance
VMIماظندادعإيفةلمتحملالكاشملا
تانایبلاةكراشميفةبغرلامدع- ةیمسوملاتاجتنملا- ةلكیھلاةداعإورامثتسالافیلاكت- ةئزجتلاعئابفعض- ةیرایعمتاءارجإدوجومدع- ماظنلاةنایص-
o Quick response (QR) )QR(ةعیرسةباجتسا
Quick response (QR) is an approach to meeting customer demand by supplying the right quantity, variety and quality at the right time to the right place at the right price.
Understanding overall performance involves mapping the processes needed to convert raw material into the final product. The performance of the process is also assessed to determine its effectiveness.
تقولايفةدوجلاوعونتلاوةبسانملاةیمكلاریفوتلالخنمءالمعلابلطةیبلتلجھنيھ)QR(ةعیرسلاةباجتسالا .بسانملارعسلاببسانملاناكملاىلإبسانملا
اًضیأةیلمعلاءادأمییقتمتی.يئاھنلاجتنملاىلإماخلاداوملالیوحتلةمزاللاتایلمعلانییعتماعلاءادألامھفنمضتی .اھتیلاعفدیدحتل
There are two main differences between QR and a time-based approach to improvement:
1. There is an emphasis on using actual customer demand to pull products through the distribution and manufacturing system.
2. There is extensive use of information technology as the preferred way to achieve pull.
:نیسحتللتقولاىلعمئاقلاجھنلاوةعیرسلاةباجتسالانیبةیسیئرلاتافالتخالانمناعونكانھ .عینصتلاوعیزوتلاماظنلالخنمتاجتنملابحسليلعفلالیمعلابلطمادختساىلعزیكرتكانھ.1 .بحسقیقحتلةلضفملاةقیرطلااھرابتعابتامولعملاایجولونكتلقاطنلاعساومادختساكانھ.2
Role of enabling technologies
High variety in clothing markets and in grocery markets has led these industries to use information technologies as a means of enabling QR.
These technologies are based around the use of uniform product codes and electronic data interchange (EDI). This process has enormous implications for links across the supply chain.
ةینیكمتلاتاینقتلارود
نیكمتلةلیسوكتامولعملاتاینقتلتاعانصلاهذھمادختساىلإةلاقبلاقاوسأوسبالملاقاوسأيفریبكلاعونتلاىدأ .ةعیرسلاةباجتسالا
.)EDI(ةینورتكلإلاتانایبلالدابتوةدحوملاتاجتنملازومرمادختسالوحتاینقتلاهذھدنتست .دیروتلاةلسلسربعطباورلاىلعةلئاھراثآاھلةیلمعلاهذھ
Chapter 7: Just-in-time and the agile supply chain
∑ Just-in-time and lean thinking Key issue: What are the implications of just-in-time and lean thinking for logistics? How can just-in-time principles be applied to other forms of material control such as material requirements planning?
لیزھلاریكفتلاوبسانملاتقولايف• تامدخللةبسنلاببسانملاتقولايفنرملاریكفتلاىلعةبترتملاراثآلايھام:ةیسیئرلاةیضقلا لثمداوملايفمكحتلانمىرخألاكشأىلعبسانملاتقولايفئدابمقیبطتنكمیفیك؟ةیتسجوللا ؟داوملاتابلطتمطیطخت
- Just-in-time is actually a broad philosophy of management that seeks to eliminate waste and improve quality in all business processes. JIT is put into practice by means of a set of tools and techniques that provide the cutting edge in the ‘war on waste’. - The partial view of JIT is an approach to material control based on the view that a process should operate only when a customer signals a need for more parts from that process. - A supply network can be conceived of as a chain of customers, with each link coordinated with its neighbors by JIT signals. The whole network is triggered by demand from the end-customer.
عیمجيفةدوجلانیسحتوردھلاىلعءاضقلاىلإىعستةرادإللةعساوةفسلفعقاولايفيھبسانملاتقولايف- ھیلإتلصوتامثدحأرفوتيتلاتاینقتلاوتاودألانمةعومجملالخنمJITقیبطتمتی.ةیراجتلاتایلمعلا ."تایافنلاىلعبرحلا" طقفلمعتنأبجیةیلمعلانأبةلئاقلارظنلاةھجوىلعدمتعیداوملايفمكحتللجھنوھJITـليئزجلاضرعلا- .ةیلمعلاكلتنمءازجألانمدیزملاىلإةجاحلاىلإلیمعلاریشیامدنع تاراشإةطساوبھناریجعمطابترالكقیسنتمتیثیح،ءالمعلانمةلسلساھنأىلعدیروتلاةكبشروصتنكمی-
JIT.يئاھنلالیمعلانمبلطلالالخنماھلمكأبةكبشلالیغشتمتی.
- The two systems of controlling materials can be distinguished as follows: 1. Pull scheduling: a system of controlling materials whereby the user signals to the
maker or provider that more material is needed. Material is sent only in response to such a signal.
2. Push scheduling: a system of controlling materials whereby makers and providers make or send material in response to a pre-set schedule, regardless of whether the next process needs them at the time.
The push approach is a common way for processes to be managed, and often seems a sensible option.
YouTube Video : Manufacturing: Push or Pull
:يلاتلاوحنلاىلعداوملايفمكحتلايماظنزییمتنكمی-
نمدیزمىلإةجاحلابدوزملاوأعناصلاىلإمدختسملاریشیثیحداوملايفمكحتللماظن:بحسلاةلودج.1 .ةراشإلاهذھلثملةباجتساطقفداوملالاسرإمتی.داوملا
ةباجتساداوملالاسرإوأعنصبنودروملاونوّعنصملاھبجومبموقیداوملايفمكحتللماظن:عفدلاةلودج.2 .تقولاكلذيفاھیلإةجاحبةیلاتلاةیلمعلاتناكاذإامعرظنلاضغب،اًقبسمددحمينمزلودجل
.ًالوقعماًرایخودبیاماًبلاغو،تایلمعلاةرادإلةعئاشةقیرطوھعفدلاجھن
o The just-in-time system
Companies achieve the ability to produce and deliver just-in-time to satisfy actual demand because they develop a production system that is capable of working in this way. Such a system can be envisaged as a number of ‘factors’ that interact with each other, as shown in Figure 7.1.
oبسانملاتقولايفماظنلا ىلعرداقجاتنإماظنروطتاھنأليلعفلابلطلاةیبلتلبسانملاتقولايفمیلستلاوجاتنإلاىلعةردقلاتاكرشلاققحت امك،ضعبلااھضعبعملعافتتيتلا"لماوعلا"نمددعھنأىلعماظنلااذھلثمروصتنكمی.ةقیرطلاهذھبلمعلا .7.1لكشلايفحضوموھ
Factor 1 The top of the pyramid is full capability for just-in-time supply. This is the level at which a focal firm can produce and deliver according to the demand that is placed on it. The relationships operating within and between levels 2 and 3 form the system that ultimately underpins the achievement of JIT. They are complex, and in some cases, there is a long time delay between taking actions and seeing the effects.
1لماعلا ملستوجتنتنأةیروحمةكرشلنكمیيذلاىوتسملاوھاذھ.بسانملاتقولايفدادمإللةلماكلاةردقلايھمرھلاةمق يفمعدیيذلاماظنلا3و2نییوتسملانیبولخادلمعتيتلاتاقالعلالكشت.اھیلعاھعضومتیيذلابلطللاًقفو .راثآلاةیؤروتاءارجإلاذاختانیبلیوطریخأتكانھ،تالاحلاضعبيفو،ةدقعماھنإ.JITقیقحتةیاھنلا
Factor 2 The two factors delay, and inventory interact with each other in a system of positive amplification; that is, they go up together and they go down together. This interrelationship results in either a virtuous cycle, where things keep getting better, or a vicious cycle, where they keep getting worse.
2لماعلا نولزنیواًعمنودعصیمھنأيأ؛يباجیإمیخضتماظنيفضعبلاامھضعبعمنوزخملالعافتیونارخؤینالماعلا يفرمتستثیحةغرفمةقلحوأ،نسحتلايفرومألارمتستثیح،ةلضافةقلحامإطبارتلااذھنعجتنی.اًعم .روھدتلا
Factor 3
Defects lead to delays, either through requiring rework or necessitating increased production to compensate for scrap. The likelihood of defects leads to safety stocks being held as a buffer against potential problems. This thinking amplifies quality problems by increasing the time between a defect occurring and its discovery.
3لماعلا يدؤی.ةدرخلاضیوعتلجاتنإلاةدایزىلإةجاحلاوألمعلاةداعإبلطلالخنمامإ،تاریخأتىلإبویعلايدؤت لكاشمریكفتلااذھمخضی.ةلمتحملالكاشملادضزجاحكنامألاتانوزخمبظافتحالاىلإبویعثودحلامتحا .ھفاشتكاوبیعلاثودحنیبتقولاةدایزقیرطنعةدوجلا
Factor 4 Machine downtime relates to a number of issues:
- unplanned downtime – that is, breakdowns. - planned maintenance. - changeover times.
Downtime, and particularly the risk of unplanned downtime, is a key cause of the need for safety stocks in a process. Other JIT tools and techniques can help to minimize the problems here. Example of JIT tools used to reduce the costs of machine downtime : total productive maintenance, Minimizing changeover time.
4لماعلا :تالكشملانمددعبةنیكاملالطعتتقوقلعتی
.لاطعألايأ-ھلططخملاریغفقوتلا⁻ .ةططخملاةنایصلا⁻ .رییغتلاتاقوأ⁻
يفةمالسلانوزخمىلإةجاحللاًیسیئراًببس،ھلططخملاریغفقوتلارطاخمةصاخو،لمعلانعفقوتلادعی ةمدختسملاJITتاودأىلعلاثم.انھتالكشملالیلقتيفىرخألاJITتاینقتوتاودأدعاستنأنكمی.ةیلمعلا .رییغتلاتقولیلقتو،ةیجاتنإلاةنایصلايلامجإ:ةنیكاملالطعتتقوفیلاكتلیلقتل
Factor 5 A simple process results from having first focused operations around a family of compatible products. Layout is then organized to bring together all the people and equipment needed to undertake the process. These are arranged so that there is a logical flow between the process steps. A simple process will be more visible, allowing it to be better maintained.
5لماعلا ًالوأةزكرمتایلمعدوجونمةطیسبةیلمعجتنت متیمث.ةقفاوتملاتاجتنملانمةعومجملوح تادعملاوصاخشألالكعمجیلطیطختلامیظنت نوكیثیحباھبیترتمتی.ةیلمعلاءارجإلةمزاللا
.لضفألكشباھتنایصبحمسیامم،اًحوضورثكأةطیسبلاةیلمعلانوكتس.ةیلمعلاتاوطخنیبيقطنمقفدتكانھ Factor 6
The levels of work in progress and other types of inventory have a significant impact upon the visibility of a process. It becomes increasingly difficult to see the flow of a process as inventory increases.
6لماعلا لكشببعصلانمحبصی.ةیلمعلاةیؤرىلعریبكریثأتاھلىرخألانوزخملاعاونأومدقتلادیقلمعلاتایوتسم نوزخملاةدایزعمةیلمعلاقفدتةیؤردیازتم
o The seven wastes
There are seven total types of waste: - The waste of overproduction - The waste of waiting - The waste of transporting - The waste of inappropriate processing - The waste of unnecessary inventory - The waste of unnecessary motions - The waste of defects
oعبسلاتایافنلا
:تایافنلانمةیلامجإعاونأةعبسكانھ جاتنإلاضئافرادھإ⁻ راظتنالارادھإ⁻ لقنلارادھإ⁻ ةمئالملاریغةجلاعملارادھإ⁻ ةیرورضلاریغنوزخملارادھإ⁻ ةیرورضلاریغتاكرحلارادھإ⁻ بویعلارادھإ⁻
o JIT and material requirements planning
- MRP is a logical and systematic way of planning materials. ß It links downstream demand with manufacture and with upstream supply. ß It can handle detailed parts requirements, even for products that are made
infrequently and in low volumes. - MRP is based on a centrally controlled, bureaucratic approach to material planning.
- Typically, MRP adopts push scheduling characteristics. MRP is good at planning but weak at control. - JIT pull scheduling is good at handling relatively stable demand for parts that are made regularly. - JIT has become associated with jidoka, the Japanese way of cutting out waste, doing the simple things well and getting better every day.
oتابلطتمطیطختJITداوملاو
-MRPداوملاطیطختلةیجھنموةیقطنمةقیرطيھ. ßيلوألادادمإلاوعینصتلابيئاھنلابلطلاطبری. ßرركتمریغلكشباھعینصتمتیيتلاتاجتنمللةبسنلابىتح،ةیلیصفتلاءازجألاتابلطتمعملماعتلاھنكمی
.ةضفخنمماجحأبو .داوملاطیطختلاًیزكرمھیفمكحتلامتیيطارقوریبجھنىلعMRPدمتعی- .ةرطیسلايففیعضھنكلوطیطختلايفدیجMRPنإ.عفدلاةلودجصئاصخMRPدمتعیامًةداع- اًیبسنرقتسملابلطلاعملماعتلايفةدیجJITبحسةلودج- .ماظتنابعنصتيتلاءازجألل نسحتلاودیجلكشبةطیسبلاءایشألابمایقلاوتایافنلانمصلختللةینابایلاةقیرطلا،jidokaـباًطبترمJITحبصأ- .مویلك
o Lean thinking
- The term lean thinking refers to the elimination of waste in all aspects of a business. - Lean thinking is a cyclical route to seeking perfection by eliminating waste (the Japanese word is muda) and thereby enriching value from the customer perspective. - The end-customer should not pay for the cost, time and quality penalties of wasteful processes in the supply network.
oردھلانميلاخلاریكفتلا
.ةیراجتلالامعألابناوجعیمجيفردھلانمصلختلاىلإردھلانميلاخلاریكفتلاحلطصمریشی- يھةینابایلاةملكلا(ردھلانمصلختلالالخنملامكلاىلإيعسلليرودقیرطوھردھلانميلاخلاریكفتلا-
muda(لیمعلاروظنمنمةمیقلاءارثإيلاتلابو. .دیروتلاةكبشيفةردھملاتایلمعللةیعونلاتامارغلاوتقولاوةفلكتلايئاھنلالیمعلاعفدیالأبجی-
Four principles are involved in achieving the fifth, seeking perfection:
- Specifying value. - Identifying the value stream. - Making value flow. - Pull scheduling.
:لامكلاىلإيعسلا،سماخلافدھلاقیقحتيفلخدتئدابمةعبرأكانھ
.ةمیقلادیدحت⁻ .ةمیقلاقفدتدیدحت⁻ .ةمیقلاقفدتلعج⁻ .ةلودجبحس⁻
Specify value - Value is specified from the customer perspective. - From the end-customer perspective, value is added along the supply network as raw materials from primary manufacture are progressively converted into finished product bought by the end-customer, such as the aluminum ore being converted into one of the constituents of a can of coke. From a marketing and sales perspective, the can of coke should be ‘always within reach of your thirst’. - Another is Porter’s concept of the value chain, which sees two types of activity that are of value to the customer. The first is the primary value activities, the second is support activities.
ةمیقلاددح .لیمعلاروظنمنمةمیقلادیدحتمتی- عینصتلانمماخلاداوملالیوحتمتیثیحدیروتلاةكبشلوطىلعةمیقلاةفاضإمتی،يئاھنلالیمعلاروظنمنم- محفةبلعتانوكمدحأىلإموینمولألاماخلیوحتلثم،يئاھنلالیمعلاھیرتشیيئاھنجتنمىلإًایجیردتيلوألا ."كشطعلوانتميفاًمئاد"كوكلامحفةبلعنوكتنأبجی،تاعیبملاوقیوستلاروظنمنم.كوكلا ةمیقلاةطشنأوھلوألا.لیمعللةمیقتاذةطشنألانمنیعونىریيذلاو،ةمیقلاةلسلسلرخآلارتروبموھفمو- .معدلاةطشنأوھيناثلاو،ةیساسألا
Identify the value stream Following on from the concept of value, the next principle is to identify the whole sequence of processes along the supply network.
ةمیقلاقفدتدیدحت .دیروتلاةكبشلوطىلعتایلمعلللماكلالسلستلادیدحتوھيلاتلاأدبملانإف،ةمیقلاموھفملاًعبت
Make value flow Minimizing delays, inventories, defects and downtime supports the flow of value in the supply network. Simplicity and visibility are the foundations to achieving these key factors.
قفدتتةمیقلالعجا
ةطاسبلا.دیروتلاةكبشيفةمیقلاقفدتمعدیلمعلانعفقوتلاتقووبویعلاوتانوزخملاوتاریخأتلالیلقتنإ .ةیسیئرلالماوعلاهذھقیقحتلسسألايھةیؤرلاو
Pull scheduling - Enforce the rules in section 6.1: make only in response to a signal from the customer (the next process) that more is needed. - This implies that demand information is made available across the supply chain. - Supply from manufacturing, not from stock. - Use customer orders not forecast.
بحسلاةلودج ىلإةجاحكانھنأب)ةیلاتلاةیلمعلا(لیمعلانمةراشإلةباجتسالابطقفمق:6.1مسقلايفةدراولادعاوقلاضرفا- .دیزملا .دیروتلاةلسلسربعةحاتمبلطلاتامولعمنأينعیاذھ- .نوزخملانمسیلوعینصتلانمدیروتلا- .ةعقوتملاریغءالمعلارماوأمادختسا-
Lean thinking shares the philosophy of ‘big JIT’: seek perfection. This is the fifth principle
سماخلاأدبملاوھاذھ.لامكلانعثحبا:"ةریبكلاJITةینقت"ةفسلفيفنیللاریكفتلاكرتشی
o Application of lean thinking to business processes
- Working back from the customer, a focal firm should consider the following processes: ÿ Order to replenishment. ÿ Order to production. ÿ Product development.
- In each of these processes, the application of lean thinking involves examining the process, quantifying waste within it, identifying root causes of the waste, and developing and implementing of solutions.
oةیراجتلاتایلمعلاىلعنرملاریكفتلاقیبطت
:ةیلاتلاتایلمعلاةاعارمةیرؤبلاةكرشلاىلعبجی،لیمعلانملمعلادنع- ÿدیدجتلابلط. ÿجاتنإلابلط. ÿجتنملاریوطت.
دیدحتو،اھلخادتایافنلاةیمكدیدحتو،ةیلمعلاصحفنرملاریكفتلاقیبطتنمضتی،تایلمعلاهذھنملكيف- .اھذیفنتولولحلاعضوو،تایافنللةیرذجلابابسألا
Order to replenishment The order replenishment cycle concerns the time taken to replenish what has been sold. Lean thinking seeks to manage the order replenishment cycle by re- placing only what has been sold within rapid replenishment lead times.
دیدجتلالجأ دیدجتةرودةرادإىلإردھلانميلاخلاریكفتلاىعسی.ھعیبمتامدیدجتلقرغتسملاتقولابدیدجتلاةرودقلعتت .عیرسلادیدجتلالھمنوضغيفطقفھعیبمتامعضوةداعإلالخنمبلطلا
Order to production
The order to production cycle is the series of steps that are followed to respond to an order, organize and undertake production, and deliver the product to the customer.
جاتنإلالجأنم میلستوھبعالطضالاوجاتنإلامیظنتوامرمأىلعدرللاھعابتامتیيتلاتاوطخلانمةلسلسوھجاتنإلاةرودبیترت .لیمعلاىلإجتنملا
Product development Product development delivers new products or services that can be sold. This process is essential if an organization is to have future success.
جتنملاریوطت يفاًحاجنققحتسةمظنملاتناكاذإةیرورضةیلمعلاهذھ.اھعیبنكمیةدیدجتامدخوأتاجتنمجتنملاریوطتمدقی .لبقتسملا
o Role of lean practices
Lean thinking is associated with a number of operational practices that help to deliver the aim of waste minimization. Two of the most significant are:
- small-batch production. - rapid changeover.
These two practices are closely associated with each other but are considered separately here to aid clarity. READ PAGE 235 ON THE TEXTBOOK
oفاجعلاتاسراممرود :اھمھأنمنانثا.تایافنلالیلقتفدھقیقحتىلعدعاستيتلاةیلیغشتلاتاسرامملانمددعبّنیللاریكفتلاطبتری
.ةریغصةعفدجاتنإ⁻ .عیرسلالوحتلا⁻
أرقا.حوضولايفةدعاسمللانھلصفنملكشبامھیفرظنلامتینكلوضعبلاامھضعببًاقیثواًطابتراناتیلمعلاناتاھطبترت يسردملاباتكلايف235ةحفصلا
∑ The concept of agility YouTube Video : Agile and Lean Supply Chain
- The ‘agile supply chain’ is an essentially practical approach to organizing logistics capabilities around end-customer demand. - It is about moving from supply chains that are structured around a focal company and its operating guidelines towards supply chains that are focused on end customers. - Capabilities of the supply networks are ‘all about flexibility, response time, small production runs, small minimum order quantities, and the ability to shift direction as the trends move’. While some of these ideas reflect JIT approaches, the key is to
organize logistics from the customer order back – or ‘outside in’ – as opposed to pushing product-service offerings into the market – or ‘inside out’. Important requirements for that change in mindset include:
ÿ A relentless focus on drivers of customer value in all logistics processes. ÿ Developing capabilities for responsiveness and flexibility in advance. ÿ Using those capabilities to align supply chains operations in a dynamic manner
A helpful comparison between agile and lean supply, shown in Table 7.1 We have extended this table into our comparison of further characteristics of lean and agile supply, shown in Table 7.2.
ةقاشرلاموھفم∑ .يئاھنلالیمعلابلطلوحةیتسجوللاتاردقلامیظنتلساسألايفيلمعجھنيھ"ةقیشرلادیروتلاةلسلس"- لسالسوحناھبةصاخلالیغشتلاتاداشرإوةیروحمةكرشلوحاھمیظنتمتیيتلادیروتلالسالسنملاقتنالابرمألاقلعتی- .نییئاھنلاءالمعلاىلعزكرتيتلادیروتلا ةریغصلاتایمكلاو،ةریغصلاجاتنإلاتایلمعو،ةباجتسالاتقوو،ةنورملابقلعتیءيشلك"يھدیروتلاتاكبشتاردق- وھحاتفملانإف،JITجھنسكعتراكفألاهذھضعبنأنیحيف."تاھاجتالاكرحتعمهاجتالارییغتىلعةردقلاو،تابلطلل ىلإجتنملاةمدخضورععفدنمًالدب-"لخادلاىلإجراخلانم"وأ-ىرخأةرملیمعلابلطنمةیتسجوللاتامدخلامیظنت :لمشتةیلقعلايفرییغتلااذھلةمھملاتابلطتملا."جراخلاىلإلخادلانم"وأ-قوسلا
ÿةیتسجوللاتایلمعلاعیمجيفلیمعلاةمیقتاكرحمىلعھیفةداوھالزیكرت. ÿامدقمةنورملاوةباجتسالاتاردقریوطت. ÿةیكیمانیدةقیرطبدیروتلالسالستایلمعةاذاحملتاردقلاهذھمادختسا
انتنراقميفلودجلااذھعیسوتبانمقدقل7.1لودجلايفحضوموھامك،قیشرلاوقیشرلاضرعلانیبةدیفمةنراقم .7.2لودجلايفحضوموھامك،نرملاولیزھلادادمإللةیفاضإلاصئاصخلل
- The comparisons in Tables 7.1 and 7.2 help us to place ‘agile’ in relation to ‘lean’, and thus to complement our earlier concept of logistics performance objectives. - The relative importance of the four ways of competing through logistics (quality, time, cost and dependability) can be assessed with the help of order winners and order qualifiers. - The specification of order qualifiers and order winners helps in the development of logistics strategy. - Order winners and qualifiers can change over time.
لامكتسايلاتلابو،"فاجعلا"ـبقلعتیامیف"لیاجأ"عضوىلع7.2و7.1نیلودجلايفتانراقملااندعاست- .يتسجوللاءادألافادھألقباسلاانموھفم ةفلكتلاوتقولاوةدوجلا(ةیتسجوللاتامدخلالالخنمةسفانمللعبرألاقرطللةیبسنلاةیمھألامییقتنكمی- .بلطلاتالھؤموبیترتلابنیزئافلاةدعاسمب)ةیدامتعالاو .ةیتسجوللاتامدخلاةیجیتارتسإریوطتيفنیزئافلاوتابلطلاتالھؤمدیدحتدعاسی- .تقولارورمباوریغتینأنیلھؤملاونیزئافللنكمی-
Supply capabilities
Allocation of finished goods to given customer orders is a familiar way of responding quickly to demand – for example, selling cars from a dealer forecourt. But this approach to supply means that inventories of finished goods must first be built up. The problem is that they must be built up in anticipation of unknown demand. If stocks pushed by a manufacturer onto its dealer network are too high, they will have to be discounted. If they are too low, sales are lost to competitors. Delaying the exact specification of the car until the customer order is known, and then delivering it within an acceptable D-time, is called form postponement. The concept of ‘postponement’ is now increasingly widely employed by organizations in a range of industries.
دیروتلاتاردق
عیب،لاثملالیبسىلع-بلطللةعرسبةباجتساللةفولأمةقیرطلیمعلارماوألعنصلاةماتلاعلسلاصیصختدُعی .رجاتءانفنمتارایسلا .عنصلاةماتلاعلسلانمتانوزخمءانبًالوأبجیھنأينعیدیروتلايفجھنلااذھنكل ىلعةعنصملاةكرشلااھتعفديتلامھسألاتناكاذإ.فورعمریغبلطلابسحتاھؤانبمتینأبجیھنأيھةلكشملا مامأتاعیبملارسخت،ةیاغللةضفخنمتناكاذإ.اھمصخنیعتیسف،ةیاغللةعفترماھبةصاخلاراجتلاةكبش .نیسفانملا ،ةلوبقمةینمزةرتفنوضغيفاھمیلستمث،لیمعلابلطةفرعمىتحةرایسللةقیقدلاتافصاوملاریخأتىلعقلُطی نمةعومجميفتامظنملالبقنمعساوقاطنىلع"لیجأتلا"موھفممادختسانآلامتی.جذومنلالیجأتمسا .تاعانصلا
Postponement is widely used to improve responsiveness, and is defined as: The delay, until end-customer orders are received, of the final part of the transformation processes, through which the number of skus proliferates, and for which only a short time period is available. The postponed transformation processes may be manufacturing processes, assembly processes, configuration processes, packaging or labeling processes.
The appearance of wide customer choice can be created while keeping source, make and deliver processes as simple as possible. This is the thinking behind the principle of design for logistics. Creating an agile supply chain requires more than revising logistics and distribution management: it goes all the way to product design.
Individual companies in an agile supply chain need to align their operations by redesigning the flow of goods, information and management practices. The aim is the virtual organization, where groups of supply chain partners agree common terms for working together.
:ھنأىلعھفیرعتمتیو،ةباجتسالانیسحتلعساوقاطنىلعلیجأتلامدختسی ددعرثاكتیاھلالخنميتلاو،لیوحتلاتایلمعنمریخألاءزجلل،يئاھنلالیمعلاتابلطمالتساىتح،ریخأتلا
skus،وأعینصتلاتایلمعيھةلجؤملالیوحتلاتایلمعنوكتدق.ةریصقةینمزةرتفىوساھلرفوتتاليتلاو .تامالعلاعضووأفیلغتلاتایلمعوأنیوكتلاتایلمعوأعیمجتلاتایلمع
نمنكممردقربكأباھمیدقتوتایلمعلاءارجإوردصملابظافتحالاعمءالمعللعساولارایتخالارھظمءاشنإنكمی .تایتسجوللمیمصتلاأدبمءاروریكفتلاوھاذھ.ةطاسبلا میمصتىلإلصتيھف:عیزوتلاوةیتسجوللاتامدخلاةعجارمةرادإدرجمنمرثكأةقیشردیروتةلسلسءاشنإبلطتی .جتنملا
علسلاقفدتمیمصتةداعإلالخنماھتایلمعةمءاومىلإةقیشرلادیروتلاةلسلسيفةیدرفلاتاكرشلاجاتحت دیروتلاةلسلسءاكرشنمتاعومجمقفتتثیح،يضارتفالامیظنتلاوھفدھلا.ةرادإلاتاسرامموتامولعملاو .اًعملمعللةكرتشمطورشىلع
o Classifying operating environments
Figure 7.8 offers a classification of operating environments based on demand characteristics. This classification places agility in the context of alternative logistics strategies. First, A, B and C products are positioned. This is based on a Pareto analysis of an organization’s product range. class ‘A’ products comprise 80 per cent of sales value taken on just 20 per cent of orders. They tend to be the more standardized, have lower forecast errors and lower volume variation. Lean logistics methods are therefore often appropriate. Class ‘B’ products on the other hand are often subject to higher forecast errors and have higher volume variations. They are often better served by agile approaches.
oلیغشتلاتائیبفینصت
قایسيفةكرحلاةفخفینصتلااذھعضی.بلطلاصئاصخىلعًءانبلیغشتلاتائیبلاًفینصت7.8لكشلامدقی .ةلیدبةیتسجولتایجیتارتسا
.ةمظنملاتاجتنمةعومجملوتیرابلیلحتىلإاذھدنتسیو.CوBوAتاجتنمعضومتی،ًالوأ نأىلإلیمت.تابلطلانمطقفةئاملايف20ىلعةذوخأملاتاعیبملاةمیقنمةئاملايف80"أ"ةئفلاتاجتنملكشت ةنرملاةیتسیجوللابیلاسألانوكتاماًبلاغكلذل.مجحلايفلقأنیابتولقأعقوتءاطخأاھیدلو،اًدیحوترثكأنوكت مجحلايفتافالتخااھلوىلعأؤبنتءاطخألةضرع"ب"ةئفلاتاجتنمنوكتاماًبلاغ،ىرخأةیحاننم.ةبسانم .ةقیشرلابیلاسألالالخنملضفألكشبمھتمدخمتیاماًبلاغ.ربكأ
o Preconditions for successful agile practice
- There is another set of factors that need to be in place for the agile principles and practices to pay off or work at all. - These are cross-functional alignment and enterprise level focus on the contribution of logistics management and strategy. - Before investing in agile capabilities, it is important to do an enterprise-level reality check and a cost of complexity sanity check.
oةحجانلیاجأةسرامملةقبسملاطورشلا
ةقیشرلاتاسرامملاوئدابمللحیحصلااھناكميفنوكتنأىلإجاتحتيتلالماوعلانمىرخأةعومجمكانھ- .قالطإلاىلعلمعتوأاھرامثيتؤتل .ةیجیتارتسالاوةیتسجوللاةرادإلاةمھاسمىلعةسسؤملاىوتسمىلعزیكرتلاوفئاظولاةددعتمةاذاحمهذھ- .دیقعتلارابتخاةفلكتوةسسؤملاىوتسمىلععقاوللصحفءارجإمھملانم،ةقیشرلاتاردقلايفرامثتسالالبق-
Lowering the cost of complexity: avoiding overly expensive agility - The purpose of responding to customer demand is fundamental to the role of logistics. In this sense, agility is a natural goal. A key qualification is: not at any cost, nor to compensate for mismanagement elsewhere in the organization.
ةطرفملاةفلكتلاةقاشربنجت:دیقعتلاةفلكتضفخ .يعیبطفدھةقاشرلانإف،ىنعملااذھب.تایتسجوللارودليساسأرمأوھءالمعلابلطلةباجتسالانمضرغلا- :وھيسیئرلالھؤملا .ةمظنملايفرخآناكميأيفةرادإلاءوسنعضیوعتللالو،نمثيأبسیل
Forecasting; reducing the need for last-minute crises - As important as fast response may be, organizations cannot make all of their operational decisions in real time and in response to events already taking place. - Some advanced preparation and planning is required. Hence, even in the most agile supply chains, forecasting is needed and can be used to avoid expensive panic shipments against orders that could have been anticipated. There are several management approaches to forecasting that will enhance its accuracy and relevance :
1. A ‘one forecast’ approach 2. Ensure forecast accountability 3. Make forecasting business relevant 4. Use one process
ةریخألاةظحللاتامزأىلإةجاحلالیلقت؛عقوتلا ةباجتساويلعفلاتقولايفةیلیغشتلااھتارارقعیمجذاختاتامظنمللنكمیال،ةعیرسلاةباجتسالاةیمھأنممغرلاىلع- .لعفلابةیراجلاثادحألل نكمیوؤبنتللةجاحكانھ،ةنورمرثكألادیروتلالسالسيفىتح،مثنمو.مدقتملاطیطختلاودادعإلاضعببولطم- .اھعقوتنكمملانمناكيتلاتابلطلادضةظھابلارعذلاتانحشبنجتلاھمادختسا :اھتیمھأواھتقدززعتسيتلاوؤبنتللةرادإلاجھانمنمدیدعلاكانھ ةعقوتملاةلءاسملانامض.2"دحاوعقوت"جھن.1 ةدحاوةیلمعمدختسا.4ًابسانملامعألابؤبنتلالعجا.3
o Developing measures that put the end-customer first to improve market sensitivity
- All companies include customer service in some form in their performance measurement system. However, almost all operationalize this measurement internally, leading to responsiveness that is misguided and focused wrongly and limiting the network integration across the supply chain.
- GE changed its measurement set towards what it calls Span measurement. Span stands for the range of delivery around customer requested due dates. - The experience of GE suggests the value of several actions to improve measurement for agility:
ÿ Share measurement dashboards with customers. ÿ Do not measure against your own measures of success, ask the customer what
defines success for them. ÿ Hold all parts of the supply chain accountable against the customer- defined
measure of success so that there is no escape from market sensitivity.
oقوسلاةیساسحنیسحتللوألاماقملايفيئاھنلالیمعلاعضتتاءارجإریوطت
نوموقیاًبیرقتمھعیمجنإف،كلذعمو.اھئادأسایقماظنيفاملكشبءالمعلاةمدخنیمضتبتاكرشلاعیمجموقت- ةلسلسربعةكبشلالماكتنمدحتوئطاخلكشبةزكرموةللضمةباجتساىلإيدؤیامم،اًیلخادسایقلااذھلیغشتب .دیروتلا
خیراوتلوحمیلستلاقاطنىلإSpanریشی.SpanسایقھیمستاموحناھبةصاخلاسایقلاةعومجمGEتریغ- .لیمعلانمةبولطملاقاقحتسالا :ةكرحلاةفخسایقنیسحتلتاءارجإلانمدیدعلاةمیقىلإGEةبرجتریشت-
ÿءالمعلاعمسایقلاتاحولكراش. ÿھلةبسنلابحاجنلاددحیامعلیمعلالأساو،كبةصاخلاحاجنلاسییاقمسیقتال. ÿنمرفمكانھنوكیالىتحلیمعلاهددحیيذلاحاجنلاسایقمنعةلوؤسمدیروتلاةلسلسءازجأعیمجلعجا
.قوسلاةیساسح
o Shared goals to improve virtual integration
- Agility requires the ability to be able to respond to local market requirements and opportunities.
- Companies should still aim to leverage skills and capabilities across the regions in which they operate. - This means they need to establish and strive for shared goals across their business units as a form of virtual integration, with local operations remaining in place and the focus remaining on local customer service. - Most often however, companies’ trend either towards local responsiveness or strong global standardization and organization.
oيضارتفالالماكتلانیسحتلةكرتشمفادھأ
.ةیلحملاقوسلاصرفوتابلطتملةباجتسالاىلعةردقلايتیلیجأبلطتت- .اھیفلمعتيتلاقطانملاربعتاردقلاوتاراھملانمةدافتسالاىلإفدھتنأتاكرشلاىلعنیعتیلازیال- لماكتلالاكشأنملكشكمھلامعأتادحوربعةكرتشمفادھأقیقحتليعسلاوءاشنإىلإةجاحبمھنأينعیاذھ- .ةیلحملاءالمعلاةمدخىلعزیكرتلاواھناكميفةیلحملاتایلمعلاءاقبعم،يضارتفالا .اھمیظنتوةیوقلاةیملاعلارییاعملادیحوتوأةیلحملاةباجتسالاوحنامإتاكرشلاهاجتانوكیاماًبلاغ،كلذعمو-
o Boundary spanning S&OP process to improve process integration
- The purpose of the sales and operations planning is to set sales forecasts and to translate them into operations plans for sourcing, making, storing and delivering to demand. - It requires internal integration, at least between sales and operations, to make the process work. Additionally, forecasting is not just a numbers game, it is a key business process that supports supply chain readiness for market demand. - Alcoa has made some great strides across very diverse business that are very autonomous in their markets to develop a boundary spanning S&OP process to support process and internal integration.
oةیلمعربعدتمتدودحS&OPةیلمعلالماكتنیسحتل
رداصملادیدحتلتایلمعططخىلإاھتمجرتوتاعیبملاتاعقوتدیدحتوھتایلمعلاوتاعیبملاطیطختنمضرغلا- .بلطلابسحاھمیلستواھنیزختواھعنصو تایلمعلاوتاعیبملانیبلقألاىلع،يلخادلالماكتلابلطتی- .لمعتةیلمعلالعجا بلطلدیروتلاةلسلسدادعتسامعدتةیساسأةیراجتةیلمعھنإ،ماقرأةبعلدرجمسیلؤبنتلانإف،كلذىلإةفاضإلاب .قوسلا ریوطتلاھقاوسأيفةدیدشلاةیلالقتسالابعتمتتةیاغللةعونتملامعأربعةریبكلاتاوطخلاضعبAlcoaتعطق- .يلخادلالماكتلاوةیلمعلامعدلدودحلاربعدتمتS&OPةیلمع
- Three aspects are particularly noteworthy: 1. Forecast by market and not business unit
2. Coordinate between source-make-deliver 3. Link forecasts to improvement goals
:صاخلكشبةظحالملابةریدجبناوجةثالثكانھ- لامعألاةدحوسیلوقوسلابسحؤبنتلا.1 میلستلا-عنصلا-ردصملانیبقیسنتلا.2 نیسحتلافادھأبتاعقوتلاطبرا.3
- A few ground rules for effective S&OP tables include: ÿ all key functions need to attend mandatory (sales, finance, production,
logistics, procurement) and additional function can be invited if needed (R&D, engineering);
ÿ all attendees need to come with real decision-making authority and mandate for the table to become effective.
ÿ the discussion needs to focus not just on generating a forecast but also on diagnosing forecast errors from the past to learn from them and discuss trade-offs.
ÿ there needs to be a structured (standing) agenda and set of measures used (most typically including forecast error, forecasted volumes and sales amounts, capacity utilization, new products and upcoming events, sku.
:يلیامةلاعفلاS&OPلوادجلةیساسألادعاوقلاضعبنمضتت- ÿتایرتشملاوتایتسجوللاوجاتنإلاولیومتلاوتاعیبملا(ةیمازلإةیسیئرلافئاظولاعیمجروضحبجی(
؛)ةسدنھلاوریوطتلاوثحبلا(رمألامزلاذإةیفاضإةفیظوةوعدنكمیو ÿًالاعفلودجلاحبصیىتحضیوفتورارقلاذاختالةیلعفةطلسباوتأینأنیرضاحلاعیمجىلعبجی. ÿيضاملانمؤبنتلاءاطخأصیخشتىلعاًضیأنكلوتاعقوتءاشنإىلعطقفسیلةشقانملازكرتنأبجی
.تالضافملاةشقانمواھنمملعتلل ÿأطخلانمضتتاًبلاغ(ةمدختسملاسییاقملانمةعومجمو)مئاد(مظنملامعألودجكانھنوكینأبجی
،ةمداقلاثادحألاوةدیدجلاتاجتنملاو،ةعسلامادختساو،ةعقوتملاتاعیبملاغلابموماجحألاو،عقوتملا SKU.
Chapter 8: Integrating the supply chain ∑ Integration in the supply chain
Key issue: How can we integrate internally, externally and electronically?
What drives integration in the supply chain? Procter & Gamble’s desire is to design the supply chain to meet the needs of end- customers, starting from point of sale and working backwards to deliver the right product, in the right place, at the right time, of the right quality. The following are four principles of Procter & Gamble’s supply chain strategy:
- Produce every product that needs to be produced every day through short cycle production.
- Communicate with suppliers in real time – suppliers with whom we have built long-term relationships and with whom we have integrated systems.
- Draw demand data from the point nearest to the end-customer – in this case, the retail cash register.
- Collaboration between all supply chain partners using a multifunctional approach (commercial and supply chain working together) and aligned metrics focusing on delivering to the end-customer.
دیروتلاةلسلسيفلماكتلا• ؟اًینورتكلإواًیجراخواًیلخادلماكتلااننكمیفیك:ةیسیئرلاةیضقلا
؟دیروتلاةلسلسيفلماكتلاعفدیيذلاام ةطقننماًءدب،نییئاھنلاءالمعلاتاجایتحاةیبلتلدیروتلاةلسلسمیمصتىلإProcter & Gambleةكرشىعست يلیامیف.ةبسانملاةدوجلاب،بسانملاتقولايفو،بسانملاناكملايف،بسانملاجتنملامیدقتلفلخلللمعلاوعیبلا :Procter & Gambleةكرشلدیروتلاةلسلسةیجیتارتسالئدابمةعبرأ
.ةریصقجاتنإةرودلالخنممویلكجاتنإىلإجاتحیجتنملكجاتنإبمق⁻ انمقنیذلاودمألاةلیوطتاقالعمھعمانمقأنیذلانیدروملا-يلعفلاتقولايفنیدروملاعملصاوتلا⁻
.مھعمةمظنألاجمدب .ةئزجتلابعیبللدقنلالجس،ةلاحلاهذھيف-يئاھنلالیمعللةطقنبرقأنمبلطلاتانایبمسرا⁻ ةلسلسويراجتلالمعلا(فئاظولاددعتمجھنمادختسابدیروتلاةلسلسءاكرشعیمجنیبنواعتلا⁻
.يئاھنلالیمعللمیلستلاىلعزكرتةقفاوتمسییاقمو)اًعمدیروتلا
Evidence that improved integration (both upstream and downstream) leads to improved performance for the supply chain as a whole has been found by survey research for firms in fabricated metal products, machinery and equipment manufacturing (Frohlich and Westbrook, 2001). Integration was measured across eight variables, as follows:
1. Access to planning systems. 2. Sharing production plans. 3. Joint EDI access/networks. 4. Knowledge of inventory mix/levels. 5. Packaging customization. 6. Delivery frequencies. 7. Common logistical equipment/containers. 8. Common use of third party logistics.
نملككدیروتلاةلسلسلءادألانیسحتىلإيدؤی)بصملاوعبنملا(نسحملالماكتلانأىلعلیلدلاىلعروثعلامت Frohlich and(تادعملاعینصتوتالآلاوةعنصملاةیندعملاتاجتنملالاجميفتاكرشللحسملاثاحبألالخ
Westbrook ،2001(.يلاتلاوحنلاىلعتاریغتمةینامثربعلماكتلاسایقمت: .طیطختلاةمظنأىلإلوصولا.1 .جاتنإلاططخمساقت.2 .ةكرتشملاتانایبللينورتكلإلالدابتلاتاكبش/لوصو.3 .تایوتسملا/نوزخملاجیزمةفرعم.4 .فیلغتلاوةئبعتلاصیصخت.5 .لیصوتلاتاددرت.6 .ةكرتشملاةیتسجوللاتایواحلا/تادعملا.7 .ثلاثلافرطلاتایتسجوللعئاشلامادختسالا.8
The broadest integration strategies led to the highest rates of significant performance improvements. They pictured this in terms of ‘arcs of integration’, our version of which is shown in Figure 8.1. We can propose that broader integration reduces uncertainty of material flow through the supply network. In turn, this improves efficiency and reduces the P-time.
تالدعمىلعأىلإلماكتلاتایجیتارتساعسوأتدأ ثیحنماذھاوروصدقل.ءادألايفةریبكتانیسحت .8.1لكشلايفرھظتيتلاانتخسنو،"لماكتلاساوقأ" نیقیلامدعنمللقیعسوألالماكتلانأحرتقننأاننكمی نسحیهرودباذھو.دیروتلاةكبشربعداوملاقفدتنأشب .يلعفلاتقولانمللقیوةءافكلا
o Internal integration: function to function
- Firms with higher internal integration demonstrated higher relative logistics performance compared with less integrated firms. - Firms should continue to work at improving internal integration. For example, functional barriers between purchasing, manufacturing and distribution may lead to the following scenarios:
- Purchasing buys castings on the basis of low price, but the supplier has a poor record for delivery reliability and quality. Manufacturing is faced with uncertain deliveries and high reject rates.
- Manufacturing aims to keep machine and labor productivity high, so batch sizes are kept high. Distribution is faced with poor availability, especially of class B and C parts.
- Distribution wants to maintain a fast throughput warehousing operation, so resists carrying out any post-manufacturing operations. Manufacturing is faced with the additional complexity of customizing products.
- Internal integration is the key starting point for broader integration across the supply chain.
oلمعتلةفیظو:يلخادلالماكتلا .ًالماكتلقألاتاكرشلابةنراقماًیبسنىلعأاًیتسجولءادأىلعألايلخادلالماكتلاتاذتاكرشلاترھظأ- زجاوحلايدؤتدق،لاثملالیبسىلع.يلخادلالماكتلانیسحتىلعلمعلايفرارمتسالاتاكرشلاىلعبجی- :ةیلاتلاتاھویرانیسلاىلإعیزوتلاوعینصتلاوءارشلانیبةیفیظولا میلستلاةیقوثومبقلعتیامیففیعضلجسھیدلدروملانكل،ضفخنملارعسلاساسأىلعتابوبصملاءارشلايرتشی .ةیلاعضفرتالدعموةدكؤمریغمیلستتایلمععینصتلاھجاوی.ھتدوجو
عیزوتلاھجاوی.ةیلاعتاعفُدلاماجحألظتثیحب،ةیلاعةلامعلاوةنیكاملاةیجاتنإىلعظافحلاىلإعینصتلافدھی .CوBةئفلانمءازجألاًةصاخ،رفاوتلايفاًصقن
ھجاوی.عینصتلادعبامتایلمعيأذیفنتمواقیكلذل،ةیجاتنإلاةعیرسنیزختةیلمعىلعظافحلاعیزوتلادیری .تاجتنملاصیصختلاًیفاضإاًدیقعتعینصتلا .دیروتلاةلسلسربععسوألماكتلةیسیئرلاةیادبلاةطقنوھيلخادلالماكتلا-
o Inter-company integration: a manual approach
- If significant improvements can be achieved by internal integration, potential for the benefits of external integration could be even higher. - A logical extension of the just-in-time concept is to place customer and supplier processes closer together. - The ‘supplier in-plant’ is also part of the production planning process, so production is planned concurrently with the supplier organization. The benefits of this streamlining have also resulted in major business improvements for Bose. These include:
1. 50 per cent improvement in terms of on-time deliveries, damage and shortages. 2. 6 per cent reduction in material costs. 3. 26 per cent improvement in equipment utilization. 4. major reductions in inventory holdings.
oيودیجھن:تاكرشلانیبلماكتلا
.ىلعأيجراخلالماكتلادئاوفةیلامتحانوكتدقف،يلخادلالماكتلاقیرطنعةریبكتانیسحتقیقحتنكمأاذإ- .ضعبلاامھضعبنمنیدروملاوءالمعلاتایلمعبیرقتوھبسانملاتقولاموھفمليقطنملادادتمالا- ةمظنمعمنمازتلابجاتنإللطیطختلامتیكلذل،جاتنإلاطیطختةیلمعنمءزجاًضیأوھ"عنصملالخاددروملا"- .دروملا :هذھلمشتو.Boseةكرشلةریبكةیراجتتانیسحتىلإاًضیأطیسبتلااذھدئاوفتدأ
.صقنلاورارضألاوددحملاتقولايفمیلستلاثیحنمةئاملاب50ةبسنبنسحت.1 .داوملافیلاكتيفضیفخت2.6٪ .تادعملامادختسايفنسحت3.26٪ .نوزخملاتازایحيفةریبكتاضیفخت.4
o Electronic integration
- Much of the pioneering work for electronic integration has been in the fast-moving consumer goods (FMCG) sector between retailers and manufacturers. The traditional way to exchange orders and delivery information has been by means of electronic data interchange (EDI). - Achieving visibility throughout the supply chain is of paramount importance in the search for competitive advantage. - The internet provides a platform-independent communications highway that can be used as a cross- company interface to enable electronic commerce. - E-business is a term used to cover trading with a firm’s suppliers and business customers – that is, business-to-business – by electronic means. Trading partners can integrate electronically in three ways: transactional, information sharing and collaborative planning.
oينورتكلإلالماكتلا
راجتنیب)FMCG(ةكرحلاعیرسةیكالھتسالاعلسلاعاطقيفينورتكلإلالماكتللدئارلالمعلانمریثكلاناك- تانایبللينورتكلإلالدابتلاقیرطنعمیلستلاتامولعموتابلطلالدابتلةیدیلقتلاةقیرطلاتناك.نیعنصملاوةئزجتلا )EDI(. .ةیسفانتةزیمنعثحبلايفةیمھألاغلاباًرمأدیروتلاةلسلسربعةیؤرلاقیقحتدعی- نیكمتلتاكرشلاربعةھجاوكھمادختسانكمیيساسألاماظنلانعًالقتسمتالاصتاللاًعیرساًقیرطتنرتنإلارفوی- .ةینورتكلإلاةراجتلا ،يأ-نییراجتلااھئالمعوةكرشلايدرومعمةراجتلاةیطغتلمدختسیحلطصميھةینورتكلإلاةیراجتلالامعألا- .ةینورتكلإلالئاسولاب-ةكرشىلإةكرشنم .ينواعتلاطیطختلاوتامولعملاةكراشموتالماعملا:قرطثالثباًینورتكلإجامدنالالوادتلاءاكرشلنكمی
Transactional: the electronic execution of transactions
This is usually found in business to business (B2B) e-commerce, with the trading partners focusing on the automation of business transactions such as purchase orders, invoices, order and advanced shipment notices, load tendering and acknowledgements, and freight invoices and payments. These transactions involve the electronic transmission of a fixed-format document with predefined data and information fields.
تالماعمللينورتكلإلاذیفنتلا:تالماعملا
تالماعملاةتمتأىلعنویراجتلاءاكرشلازكریثیح،)B2B(تاكرشلانیبةینورتكلإلاةراجتلايفًةداعاذھدجوی نحشلاتارارقإونحشلاةصقانموةمدقتملانحشلاوتابلطلاتاراعشإوریتاوفلاوءارشلارماوألثمةیراجتلا لوقحوتانایبعمتباثقیسنتتاذةقیثولينورتكلإلالقنلاتالماعملاهذھنمضتت.تاعوفدملاونحشلاریتاوفو .اًقبسمةددحمتامولعم
Information sharing: the electronic sharing or exchange of information
- Trading partners are given access to a system with shared information. - The recipient uses the data as it stands, and no feedback is given. - Shared information may include product descriptions and pricing, promotional calendars, inventory levels, shipment tracking and tracing.
تامولعملالدابتوأةینورتكلإلاةكراشملا:تامولعملالدابت
.ةكرتشمتامولعمنمضتیماظنىلإلوصولاةیناكمإنییراجتلاءاكرشلاحنممتی- .تاظحالميأءاطعإمتیالويھامكتانایبلاملتسملامدختسی- عبتتونوزخملاتایوتسموةیجیورتلاتامیوقتلاوریعستلاوجتنملافاصوأةكرتشملاتامولعملانمضتتدق- .بقعتلاوتانحشلا
- Continuous replenishment (CR): Continuous replenishment logistics is a pioneering approach to using developments in IT to supply demand quickly from the manufacturer. CR shares data from retailer to supplier. The aim is for the supplier to replace quickly what has been sold today, so that stock availability on the shelf is maintained at the retailer.
تامولعملاایجولونكتيفتاروطتلامادختسالدئارجھنيھرمتسملادیدجتلاتایتسجول:)CR(رمتسملادیدجتلا- .ةعنصملاةكرشلانمةعرسببلطلاةیبلتل .درومىلإةئزجتعئابنمتانایبلايراجتلالجسلاكراشی عئابدنعفرلاىلعنوزخملارفوتىلعظافحلامتیثیحب،مویلاھعیبمتامةعرسبدروملالدبتسینأوھفدھلا .ةئزجتلا
o Choosing the right supply relationships Key issues: What types of supply relationships can be adopted? How can each type of relationship be tailored to different types of product?
- There are many possible types of relationships in the supply chain. - The different options can be viewed in the form of a continuum. - This can range from arm’s length, where the relationship is conducted through the marketplace with price as its foundation, to vertical integration, where the relationship is cemented through ownership. - A continuum of relationship options is shown:
1. Arm’s length 2. Partnership 3. Strategic alliance 4. Joint venture 5. Vertical integration
ةحیحصلادیروتلاتاقالعرایتخا• عاونأعمتاقالعلانمعونلكمیمصتنكمیفیك؟اھدامتعانكمیيتلادیروتلاتاقالععاونأام:ةیسیئرلاایاضقلا ؟تاجتنملانمةفلتخم
.دیروتلاةلسلسيفةنكمملاتاقالعلاعاونأنمدیدعلاكانھ- .ةلصتمةلسلسلكشيفةفلتخملاتارایخلاضرعنكمی- لماكتلاىلإ،اھلساسأكرعسلاعمقوسلالالخنمةقالعلامتتثیح،ماتلامغانتلانماذھحوارتینأنكمی- .ةیكلملالالخنمةقالعلازیزعتمتیثیح،يسأرلا :ةقالعلاتارایخنمةلصتمةلسلسضرعمتی-
عارذلالوط.1 ةكارشلا.2 يجیتارتسافلاحت.3 كرتشمعورشم.4 يسأرلالماكتلا.5
∑ Partnerships in the supply chain Key issues: What are partnerships, and what are their advantages and disadvantages?
- Here, we review the added value that partnerships may bring. Generally, cooperative relationships or ‘partnerships’ have been characterized as being based upon:
ß The sharing of information. ß Trust and openness. ß Coordination and planning. ß Mutual benefits and sharing of risks. ß A recognition of mutual interdependence. ß Shared goals. ß Compatibility of corporate philosophies. ß
دیروتلاةلسلسيفتاكارشلا• ؟اھبویعواھایازميھامو،تاكارشلايھام:ةیسیئرلاایاضقلا
ىلع"تاكارشلا"وأةینواعتلاتاقالعلافصومت،ماعلكشب.تاكارشلااھبلجتدقيتلاةفاضملاةمیقلاضرعتسن،انھ- :ساسأ
ßتامولعملامساقت. ßحاتفنالاوةقثلا. ßطیطختلاوقیسنتلا. ßرطاخملامساقتوةلدابتملاعفانملا. ßلدابتملادامتعالابفارتعالا. ßةكرتشملافادھألا. ßتاكرشلاتافسلفقفاوت.
o Economic justification for partnerships
- Open market relationships are typified by short- term contracts, arm’s length relations, little joint development and many suppliers per part. - Observing that Japanese practice – and consequently the ‘lean’ model of supply differs significantly from this – indicates that other, non-market mechanisms must be operating. - The Japanese tend to infuse their transactions with the non-economic qualities of commitment and trust.
oتاكارشلليداصتقالارربملا
نمدیدعلاولیلقلاكرتشملاریوطتلاو،رحلالمعلاتاقالعو،لجألاةریصقدوقعلابةحوتفملاقوسلاتاقالعزیمتت- .ءزجلكلنیدروملا تایلآلانأىلإریشت-اذھنعاًریبكاًفالتخا"فیعضلا"ضرعلاجذومنفلتخیيلاتلابو-ةینابایلاةسرامملانأةظحالم- .لمعتنأبجیةیقوسلاریغىرخألا .مھتالماعميفةقثلاومازتلالاىلعةیداصتقاریغتافصءافضإىلإنوینابایلالیمی-
o Advantages of partnerships
- Within partnerships, savings come in the form of reduced negotiations and drawing up of separate contracts, reduced monitoring of supplier soundness, including supply quality and increased productivity. - These are accompanied by strategic advantages of shortened lead times and product cycles, and conditions amenable to longer-term investment. - These advantages, however, need to be set against the problems that can be associated with the introduction of commitment and trust.
oتاكارشلاایازم
نیدروملاةمالسلةضفخمةبقارمو،ةلصفنمدوقعةغایصوةضفخمتاضوافملكشيفتاروفولايتأت،تاكارشلانمض- .ةیجاتنإلاةدایزودیروتلاةدوجكلذيفامب، .لجألالیوطرامثتساللةمئالمفورظو،جتنملاتارودوةینمزلالھملاریصقتيفلثمتتةیجیتارتسإایازمكلذبحاصی- .ةقثلاومازتلالالاخدإبطبترتنأنكمیيتلاتالكشملابساُقتنأبجی،كلذعم،ایازملاهذھ-
o Disadvantages of partnerships
Some of the examples of potential disadvantages of partnerships include the following: - The inability to price accurately qualitative matters such as design work. - The need for organizations to gather substantial information about potential
partners on which to base decisions. - The risk of divulging sensitive information to competitors. - Potential opportunism by suppliers.
oتاكارشلابویع :يلیامتاكارشللةلمتحملائواسملاىلعةلثمألاضعبنمضتت
.میمصتلالامعألثمةقدبةیعونلارومألاریعستىلعةردقلامدع⁻ .تارارقلااھیلإدنتستيتلاونیلمتحملاءاكرشلالوحةیرھوجتامولعمعمجبتامظنملامایقةرورض⁻ .نیسفانمللةساسحلاتامولعملاءاشفإرطخ⁻ .نیدروملالبقنمةلمتحملاةیزاھتنالا⁻
∑ Supply base rationalization Key issue: What are the drivers for reducing the numbers of direct suppliers?
- Integrating a supply chain means that a focal firm’s processes align with those of its upstream and downstream partners. - It becomes impractical to integrate processes of the focal firm with the processes of a substantial inbound network of suppliers. - Instead, high-intensity relationships can be managed with a limited supplier base. - Such considerations argue for the appointment of a limited number of lead suppliers, each responsible for managing their portion of the inbound supply chain. - Clearly one of the key concerns for logistics management is the criteria by which lead suppliers are chosen.
دیروتلاةدعاقدیشرت• ؟نیرشابملانیدروملاددعلیلقتلعفاودلايھام:ةیسیئرلاةیضقلا
.بصملاوعبنملايفاھئاكرشتایلمععمىشامتتةیرؤبلاةكرشلاتایلمعنأدیروتلاةلسلسجمدينعی- .نییلخادلانیدروملانمةریبكةكبشتایلمععمةیروحملاةكرشلاتایلمعجمديلمعلاریغنمحبصی- .نیدروملانمةدودحمةدعاقلالخنمةفاثكلاةیلاعتاقالعلاةرادإنكمی،كلذنمًالدب- ءزجلاةرادإنعلوؤسممھنملك،نییسیئرلانیدروملانمدودحمددعنییعتىلإوعدتتارابتعالاهذھلثم- .ةدراولادیروتلاةلسلسنمھبصاخلا نیدروملارایتخااھلالخنممتیيتلارییاعملاوھتایتسجوللاةرادإلةیسیئرلاتامامتھالادحأنأحضاولانم- .نییسیئرلا
o Supplier management
- Supplier management is the aspect of supply chain management that seeks to organize the sourcing of materials and components from a suitable set of suppliers. - Companies are usually seeking to reduce the numbers of suppliers they deal with by focusing on those with the ‘right’ set of capabilities. - The extent to which companies have undertaken this and have tiered their supply chains is exceptional.
oنیدروملاةرادإ
نمتانوكملاوداوملارداصممیظنتىلإىعستيتلادیروتلاةلسلسةرادإبناوجنمبناجيھنیدروملاةرادإ- .نیدروملانمةبسانمةعومجم مھیدلنیذلاكئلوأىلعزیكرتلالالخنممھعملماعتتنیذلانیدروملاددعلیلقتىلإًةداعتاكرشلاىعست- .تاردقلانم"ةبسانم"ةعومجم .يئانثتسارمأاھبةصاخلادیروتلالسالسةیقرتباھمایقورمألااذھبتاكرشلامایقىدمنإ-
o Lead suppliers
- While true single-sourcing strategies are the exception rather than the rule, the concept of the lead supplier is now widely accepted. - Over the past ten years many large companies have consolidated their supplier base. - However, many of the original suppliers still contribute to the OEM’s products, but they now do so from lower tiers. - The responsibility for managing them now lies with the suppliers left at the first tier.
oنیدروملارابك لوبقميسیئرلادروملاموھفمنإف،ةدعاقلاسیلوءانثتسالايھةیقیقحلايدرفلادیروتلاتایجیتارتسانأنیحيف- .عساوقاطنىلعنآلا .اھیدرومةدعاقةریبكلاتاكرشلانمدیدعلاتززع،ةیضاملارشعلاتاونسلاىدمىلع- ،ةیلصألاتادعمللةعنصملاةكرشلاتاجتنميفنومھاسینییلصألانیدروملانمدیدعلالازیال،كلذعمو- .ىندألاتایوتسملانمنآلاكلذنولعفیمھنكل .لوألاىوتسملايفنیكورتملانیدروملاقتاعىلعنآلااھترادإةیلوؤسمعقت-
∑ Supplier networks Key issues: What are supplier associations and the Japanese keiretsu?
Supplier networks can be formal or informal groups of companies whose common interest is that they all supply a particular customer or support an entire industry. Four such networks are considered here:
- supplier associations. - Japanese keiretsu. - Italian districts. - Chinese industrial areas.
نیدروملاتاكبش• ؟ةینابایلاkeiretsuونیدروملاتایعمجيھام:ةیسیئرلاایاضقلا
يفكرتشملااھمامتھالثمتیيتلاتاكرشلانمةیمسرریغوأةیمسرتاعومجمنوكتنأنیدروملاتاكبشلنكمی .اھلمكأبةعانصمعدوأنیعملیمعباًعیمجمھدیوزت :انھلیبقلااذھنمتاكبشعبرأرابتعامتی
.نیدروملاتایعمج⁻ .ينابایوستیریك⁻ .ةیلاطیإقطانم⁻ .ةینیصلاةیعانصلاقطانملا⁻
o Supplier associations
Aitken (1998) defines a supplier association as: the network of a company’s important suppliers brought together for the purpose of coordination and development. Through the supplier association forum this company provides training and resource for production and logistics process improvements. The association also provides the opportunity for its members to improve the quality and frequency of communications, a critical factor for improving operational performance.
- Supplier associations may be traced back to the late 1930s with the oldest known group being one linked to Japanese automotive manufacturer Toyota. - This early group consisted of 18 suppliers producing basic commodity items such as screws, nuts and bolts. - These suppliers formed the group for the benefit of themselves. - The Toyota organization itself did not perform an active role in the beginning of the association. - During WWII, the Japanese government intervened and forced assemblers and subcontractors to work together to increase the efficiency of the supply chain.
oنیدروملاتایعمج
:اھنأىلعنیدروملاةیعمج)Aitken)1998ددحی ،نیدروملاداحتاىدتنملالخنم.ریوطتلاوقیسنتلاضرغباًعماھعیمجتمتةكرشللنیمھملانیدروملانمةكبش ھئاضعألةصرفلاداحتالارفویامك.تایتسجوللاوجاتنإلاتایلمعنیسحتلدراوملاوبیردتلاةكرشلاهذھرفوت .يلیغشتلاءادألانیسحتلمساحلماعوھو،اھرتاوتوتالاصتالاةدوجنیسحتل
ةطبترمةفورعمةعومجممدقأتناكثیح،يضاملانرقلانمتاینیثالثلارخاوأىلإنیدروملاتایعمجدوعت- .Toyotaةینابایلاتارایسلاعینصتةكرشب .ریماسملاولیماوصلاويغاربلالثمةیساسأاًعلسنوجتنیاًدّروم18نمةركبملاةعومجملاهذھتفلأت- حلاصلةعومجملانیدروملاءالؤھلكش- .مھسفنأ .ةیعمجلاةیادبيفلعافرودبمقتملاھسفناتویوتةمظنم- اًعملمعلاىلعنطابلانمنیلواقملاونیعمجملاتربجأوةینابایلاةموكحلاتلخدت،ةیناثلاةیملاعلابرحلالالخ- .دیروتلاةلسلسةءافكةدایزل
o Japanese keiretsu
- One of the Japanese business structures that have received interest from Western business is the keiretsu. - Keiretsu is a term used to describe Japanese business consortia based on cooperation, coordination, joint ownership and control. - The keiretsu possesses the particular characteristic of having ownership and control based on equity exchanges between supply chain members. - Despite the complexities of their ownership structure, keiretsu represents a supply chain model that helps to explain the organization of most companies in the automotive and electronics sectors in Japan.
oةینابایلاوستیریك
.keiretsuوھنییبرغلالامعألالاجرنممامتھابتیظحيتلاةینابایلاةیراجتلالكایھلادحأ- ةكرتشملاةیكلملاوقیسنتلاونواعتلاساسأىلعةینابایلالامعألاتاداحتافصولمدختسیحلطصموستیریك- .ةرطیسلاو .دیروتلاةلسلسءاضعأنیبمھسألالدابتساسأىلعةرطیسلاوةیكلملاكالتمالةصاخلاةمسلاkeiretsuكلتمی- يفدعاسیيذلادیروتلاةلسلسجذومنلثمیkeiretsuنإف،مھبصاخلاةیكلملالكیھتادیقعتنممغرلاىلع- .نابایلايفتاینورتكلإلاوتارایسلايعاطقيفتاكرشلامظعممیظنتحرش
o Italian districts
- A third way of organizing supply partnerships has been popularized and led by industrial districts in Italy (Becattini, 2002). - Porter (1990) commented on the strengths of the Italian ceramic tile ‘cluster’ in the Sassuolo district in his Competitive Advantage of Nations. - Producers benefited from ‘a highly developed set of suppliers, support industries, services and infrastructure’, and the geographic concentration of firms in the district ‘supercharged the whole process’. - Districts are characterized by hundreds or even thousands of small, family owned firms with a handful of employees working single shifts. The great majority of firms are led by entrepreneurs who are craftsmen, often relying on the most basic planning and control tools. Concern currently focuses on the ability of districts to adapt to changes in global competition
oةیلاطیإلاتاعطاقملا
.)Becattini ،2002(ایلاطیإيفةیعانصلاقطانملااھتداقودیروتلاتاكارشمیظنتلةثلاثةقیرطمیمعتمت- ھتزیميفولوساسةقطنميفيلاطیإلاكیماریسلاطالب"ةعومجم"يفةوقلاطاقنىلع)1990(رتروبقلع- .ممأللةیسفانتلا وتامدخلاوةمعادلاتاعانصلاونیدروملانمروطتلاةیلاعةعومجم"نمنوجتنملادافتسا- ."اھتمربةیلمعلاذحش"ةقطنملايفتاكرشلليفارغجلازیكرتلاو،"ةیتحتلاةینبلا نملیلقددعاھیفلمعیيتلاتالئاعللةكولمملاةریغصلاتاكرشلانمفالآلاىتحوأتائمدوجوبقطانملازیمتت- ىلعبلاغلايفنودمتعینویفرحلامعأداوراھدوقیتاكرشلانمىمظعلاةیبلاغلا.ةدحاوتابونيفنیفظوملا ةسفانملايفتاریغتلاعمفیكتلاىلعقطانملاةردقىلعاًیلاحConcernزكری.مكحتلاوطیطختلاتاودأطسبأ ةیملاعلا
o Chinese industrial areas
- Manufacturing of goods has been extensively transferred to low cost countries such as China, and trade between China and Europe has increased dramatically in the past 20 years. - China is the EU’s second-largest trade partner, while the EU is China’s top trade partner. Europe invested some €4.5 billion in China in 2009. - China has developed massive industrial areas. But ‘one of the unique characteristics of industrial policy in China is that it involves government intervention at all levels, from the political elite all the way down to village leaders’
oةینیصلاةیعانصلاقطانملا
نیصلانیبةراجتلاتدازو،نیصلالثمةفلكتلاةضفخنملودىلإعساوقاطنىلععئاضبلاعینصتلقنمت- .ةیضاملانیرشعلاتاونسلايفریبكلكشبابوروأو لوألايراجتلاكیرشلاوھيبوروألاداحتالانأنیحيف،يبوروألاداحتالليراجتكیرشربكأيناثيھنیصلا- .2009ماعيفنیصلايفورویرایلم4.5يلاوحابوروأترمثتسا.نیصلل اھنأيھنیصلايفةیعانصلاةسایسللةدیرفلاصئاصخلاىدحإ"نكل.ةمخضةیعانصقطانمنیصلاتأشنأ- "ىرقلاةداقىلإًالوصوةیسایسلاةبخنلانم،تایوتسملاعیمجىلعيموكحلخدتىلعيوطنت
∑ Supplier development Key issue: How can upstream supply processes be integrated to improve material flow?
- One of the keys to increased responsiveness in the supply chain is a high level of integration with upstream suppliers. - Where suppliers appear unable to make improvements, or fail to do so sufficiently quickly, customers who feel their own performance is being hampered – yet remain committed to the relationship with the supplier – often seek ways to remedy the situation. - Supplier development consists of any effort of a buying firm with a supplier to increase its performance or capabilities and meet the buying firm’s short-term or long- term supply needs.
- Various trends are observable as leading-edge companies seek to improve their management of the upstream supply chain, including:
1. integrated processes. 2. synchronous production
دروملاةیمنت∑ ؟داوملاقفدتنیسحتلةیلوألادیروتلاتایلمعجمدنكمیفیك:ةیسیئرلاةیضقلا
.عبنملايدرومعملماكتلانميلاعلاىوتسملاوھدیروتلاةلسلسيفةباجتسالاةدایزحیتافمدحأ- ءالمعلانإف،ةیفاكةعرسبكلذبمایقلايفنولشفیوأ،تانیسحتءارجإىلعنیرداقریغنودّروملاودبیامدنع- نعنوثحبیاماًبلاغ-دروملاعمةقالعلابنیمزتلمنولظیكلذعمو-لیقارعللضرعتیمھئادأنأبنورعشینیذلا .عضولاحیحصتلقرط تاجایتحاةیبلتواھتاردقوأاھئادأةدایزلنیدروملادحأعمءارشةكرشھبموقتدھجيأنمدروملاریوطتنوكتی- .ةیرتشملاةكرشلللجألاةلیوطوألجألاةریصقدیروتلا يفامب،ةیلوألادیروتلاةلسلسلاھترادإنیسحتىلإةدئارلاتاكرشلاىعستثیحةفلتخمتاھاجتاةظحالمنكمی- :كلذ
.ةلماكتمتایلمع.1 نمازتمجاتنإ.2
o Integrated processes
- A key focus of supplier development should be the alignment of critical processes: that is, new product development, material replenishment and payment. - It is perhaps the concept of joint strategy development that distinguishes integrated supply chains from mere ‘marriages of convenience’. - Process integration can be enhanced through the creation of supplier development teams.
oةلماكتمتایلمع
دیدجتودیدججتنمریوطتيأ:ةجرحلاتایلمعلاةمءاوموھنیدروملاریوطتليسیئرلازیكرتلانوكینأبجی- .عفدلاوداوملا تاجیز"درجمنعةلماكتملادیروتلالسالسزیمیيذلاوھةكرتشملاةیجیتارتسالاریوطتموھفمنوكیامبر- ."ةحلصملا .نیدروملاریوطتقرفءاشنإلالخنمتایلمعلالماكتزیزعتنكمی-
o Synchronous production
- Linking upstream production schedules with downstream demand helps to improve material flow. - Transparency of information upstream and downstream is essential for synchronization to work. - Another approach that seeks to improve synchronous supply chain processes is that of vendor-managed inventory (VMI).
oنمازتملاجاتنإلا
.داوملاقفدتنیسحتىلعيئاھنلابلطلابةیلوألاجاتنإلالوادجطبردعاسی- .نمازتلالمعليرورضرمأبصملاوعبنملايفتامولعملاةیفافش-
عئابلاهریدیيذلانوزخملابولسأوھوةنمازتملادیروتلاةلسلستایلمعنیسحتىلإىعسیرخآجھنكانھ- )VMI(.
∑ Implementing strategic partnerships Key issue: What are the barriers to achieving strategic partnerships in the supply chain?
- We use the term ‘strategic partner’ to refer to a supply partner with whom a focal firm has decided to develop a long-term, collaborative relationship.
- Strategic partnerships are very demanding and resource intensive. - It is necessary to determine where is the most appropriate point along the route for a given supply relationship. - In some cases, as stated earlier, open market negotiations will be most appropriate. - The transition from multiple sourcing and arm’s length negotiation of short-term, purchase-price-allocated contracts to one based on cooperation, collaboration, trust and commitment requires a supply chain process to be put in place which needs designing, developing, optimizing and managing.
ةیجیتارتساتاكارشذیفنت• ؟دیروتلاةلسلسيفةیجیتارتساتاكارشقیقحتنودلوحتيتلاقئاوعلايھام:ةیسیئرلاةیضقلا
ةقالعریوطتةیروحمةكرشتررقيذلادیروتلاكیرشىلإةراشإلل"يجیتارتسالاكیرشلا"حلطصممدختسن- .ھعمدمألاةلیوطنواعت
.دراوملاوتابلطتملانمریثكلابلطتتةیجیتارتسإلاتاكارشلا- .ةنیعمدیروتةقالعلراسملالوطىلعةمءالمرثكألاةطقنلادیدحتيرورضلانم- .بسنألايھةحوتفملاقوسلاتاضوافمنوكتس،اًقباسانركذامك،تالاحلاضعبيف- دقعىلإءارشلارعسبةصصخملادوقعلللجألاةریصقةیراجتسسأىلعضوافتلاورداصملاددعتنملاقتنالا- ریوطتومیمصتىلإجاتحتيتلادیروتلاةلسلسةیلمعذیفنتبلطتیمازتلالاوةقثلاونواعتلاونواعتلاىلعمئاق .ةرادإونیسحتو
Barriers that have been identified include the following: - There is an inappropriate use of power over the supply chain partner. - Buyers focus on their own company’s self-interest, often because they are
incentivized to do so. - There is a focus on the negative implications of entering into partnership. - While buyers value trust, commitment and reliability, they continue to be
opportunistic and seek gains at their partner’s expense. - Price is viewed as the key attribute in supplier selection.
:يلیاماھدیدحتمتيتلازجاوحلالمشت
.دیروتلاةلسلسكیرشىلعةطلسللبسانمریغمادختساكانھ⁻ .كلذبمایقللمھزیفحتببسباًبلاغ،مھتاكرشلةیتاذلاةحلصملاىلعنورتشملازكری⁻ .ةكارشيفلوخدللةیبلسلاراثآلاىلعزیكرتكانھ⁻ ىلعبساكمقیقحتلنوعسیونییزاھتنااولازاممھنأالإ،ةیقوثوملاومازتلالاوةقثلانورتشملاردقیامنیب⁻
.مھئاكرشباسح .دروملارایتخايفةیسیئرلاةمسلاھنأىلعرعسلاىلإرظُنی⁻
∑ Managing supply chain relationships Key issue: How can broader-based relationships be formed between trading partners in the supply chain?
o Creating closer relationships
- Even the closest and most interdependent supply relationships in practice exhibit a tension between togetherness (a tendency to see the requirements for working together in the supply relationship) and separateness (the frustration of joint work or the positive aspects of working separately.
دیروتلاةلسلستاقالعةرادإ• ؟دیروتلاةلسلسيفنییراجتلاءاكرشلانیباقاطنعسوأتاقالعنیوكتنكمیفیك:ةیسیئرلاةیضقلا
oقثوأتاقالعةماقإ
ةیؤرىلإلیم(رزآتلانیباًرتوترھظتةیلمعلاةسرامملايفاًطابترارثكألاوبرقألادیروتلاتاقالعىتح- لكشبلمعللةیباجیإلابناوجلاوأكرتشملالمعلاطابحإ(لاصفنالاو)دیروتلاةقالعيفاًعملمعلاتابلطتم .لصفنم
- Logistics disciplines provide a focus for coordination around which other aspects of a supply relationship revolve.
.دیروتلاةقالعلىرخألابناوجلاھلوحرودتيذلاقیسنتلاىلعاًزیكرتةیتسجوللاتاصصختلارفوت-
o Factors in forming supply chain relationships
Lamming (1993) proposed nine factors for analyzing customer–supplier relationships, which have been modified and extended below:
- What the order winners are - How source decisions are made - The nature of electronic collaboration - The attitude to capacity planning - Call-off requirements - Price negotiations - Managing product quality - The level of pressure
oدیروتلاةلسلستاقالعنیوكتلماوع
:هاندأاھعیسوتواھلیدعتمتيتلاو،دروملاولیمعلانیبتاقالعلالیلحتللماوعةعست)Lamming)1993حرتقا بیترتلابنیزئافلايھام
ردصملاتارارقذاختامتیفیك⁻ ينورتكلإلانواعتلاةعیبط⁻ تاردقلاطیطختنمفقوملا⁻ ءاعدتسالاتابلطتم⁻ راعسألاتاضوافم⁻ جتنملاةدوجةرادإ⁻ طغضلاىوتسم⁻
Chapter 9 :Sourcing and supply management Planned objectives of this chapter are to explain:
∑ Value contributions that procurement can make to the supply chain;
∑ What procurement does or the basic procurement process, strategically, tactically and operationally;
∑ Four operating principles for good procurement practice aimed at leveraging supply market value;
1 Align internally before turning attention externally
2 Involve procurement early and completely to develop category strategies
3 Focus on total cost of ownership, not just price 4 After the order has been placed, the harder work of supplier
relationship management begins;
∑ The new talent profile for procurement professionals.
:حرشيھلصفلااذھيفاھلططخملافادھألا
.دیروتلاةلسلسلتایرتشملااھمدقتنأنكمیيتلاتامھاسملاةمیق•
؛ةیلیغشتلاوةیكیتكتلاوةیجیتارتسالاةیحانلانم،ةیساسألاءارشلاةیلمعوأءارشلاھلعفیام•
.قوسلايفضرعلاةمیقةدایزىلإفدھتيتلاةدیجلاءارشلاتاسراممللیغشتئدابمةعبرأ•
اًیجراخهابتنالاھیجوتلبقایلخادةاذاحمبمق1
تائفلاتایجیتارتساریوطتللماكلكشبوركبمتقويفءارشلاكارشإ2
طقفرعسلاسیلوةیكلمللةیلامجإلاةفلكتلاىلعزیكرتلا3
؛نیدروملاتاقالعةرادإلقاشلالمعلاأدبی،بلطلامیدقتدعب4
.تایرتشملايفرتحملدیدجلابھاوملافلم•
By the end of this chapter, you should be able to understand the principles of:
∑ The drivers of procurement value;
∑ Rationalizing the supply base;
∑ How to segment the supply base.
:ئدابممھفىلعاًرداقنوكتنأبجی،لصفلااذھةیاھنب .تایرتشملاةمیقلةكرحملالماوعلا• .دیروتلاةدعاقدیشرت• .دیروتلاةدعاقمیسقتةیفیك•
This chapter addresses three key issues:
1 What does procurement do? The strategic, tactical and operational roles of the procurement function. Drivers of procurement value.
2 Rationalizing the supply base: supplier rationalization programs and why they are needed.
3 Segmenting the supply base: strategic, bottleneck, non-critical and leverage items. The impact of sustainable supply chain management (SSCM). Preferred suppliers, policies per segment, vendor rating – leading to ‘customer of choice’ status. Procurement talent.
:ةیسیئرایاضقثالثلصفلااذھلوانتی
.تایرتشملاةمیقتاكرحم.ءارشلاةفیظولةیلیغشتلاوةیكیتكتلاوةیجیتارتسإلاراودألا؟تایرتشملالعفتاذام1 .اھیلإةجاحلاببسونیدروملادیشرتجمارب:ضرعلاةدعاقدیشرت2 ةمادتسملادیروتلاةلسلسةرادإریثأت.ذوفنو،ةجرحریغو،ةجاجزلاقنعو،ةیجیتارتسإدونب:دیروتلاةدعاقمیسقت3 )SSCM(.لضفملالیمعلا"ةلاحىلإيدؤیامم-نیعئابلامییقتو،ةحیرشلكلتاسایسلاو،نولضفملانودروملا". .ءارشلاةبھوم
What does procurement do?
Figure 9.2
Procurement strategic sourcing, tactical contract management and operational ordering cycle
There are two key subprocesses to consider, as shown in Figure 9.2. After specifying needs for supplies, there is a supply market search for the supplies that are needed. This is followed by the selection of supplies and the firms who make them. After this process, the suppliers have been contracted, but they have not yet delivered the physical goods. For this, we have the operational process in which supplies are ordered and received, and suppliers are paid for their services.
ةیلیغشتلاتابلطلاةرودوةیكیتكتلادوقعلاةرادإورداصملاةیجیتارتسإلاتایرتشملا تادادمإللتاجایتحالادیدحتدعب.9.2لكشلايفحضوموھامك،امھتاعارمبجیناتیسیئرناتیعرفناتیلمعكانھ هذھدعب.اھعنصتيتلاتاكرشلاوتادادمإلارایتخاكلذيلیو.ةبولطملاتادادمإلانعدیروتلاقوسيفثحبلامتی، بلطاھیفمتیيتلاةیلیغشتلاةیلمعلاانیدل،اذھل.دعبةیداملاعئاضبلااوملسیملمھنكل،نیدروملاعمدقاعتلامت،ةیلمعلا .مھتامدخلباقمنیدرومللعفدو،اھمالتساوتادیروتلا
Drivers of procurement value This driver is particularly valuable in: ● Narrow margin industries; ● Price-sensitive markets; ● Focal firms that have a high procured value ratio, meaning that the value of procured goods and services is high in comparison to revenue generated. In such environments a high share of total costs is managed in the procurement process four operating principles should be followed:
1. Align procurement internally towards its broader strategic role within the focal firm before turning to supplier relations. 2. Involve procurement early and fully in supply chain design and development, not just when a contract needs to be drawn up about prices for a supplier already selected. 3. Focus on total costs of ownership (see below) or customer value sought, not solely on price.
4. Do not consider the procurement job done when a supplier contract is signed;
تایرتشملاةمیقتاكرحم :يفةصاخةمیقھلكرحملااذھ ؛قیضلاشماھلاتاذتاعانصلا● ؛رعسللةساسحلاقاوسألا● ةعفترمةارتشملاتامدخلاوعلسلاةمیقنأينعیامم،ةارتشملاةمیقلانمةیلاعةبسناھیدليتلاةیرؤبلاتاكرشلا● بجی،ءارشلاةیلمعيففیلاكتلايلامجإنمةیلاعةبسنةرادإمتت،تائیبلاهذھلثميف.ةدلوتملاتاداریإلابةنراقم :لیغشتئدابمةعبرأعابتا
تاقالعىلإلاقتنالالبقةیروحملاةكرشلالخادعسوألايجیتارتسالااھرودعماًیلخادتایرتشملاةمءاوم.1 .نیدروملا ىلإةجاحلادنعطقفسیلو،دیروتلاةلسلسریوطتومیمصتيفلماكلكشبوركبمتقويفتایرتشملاكارشإ.2 .لعفلابهرایتخامتدروملراعسألالوحدقعةغایص .رعسلاىلعطقفسیلو،ةبولطملالیمعلاةمیقوأ)هاندأرظنا(ةیكلمللةیلامجإلافیلاكتلاىلعزیكرتلا.3 ؛دروملادقععیقوتدنعتمتدقءارشلاةمھمنأربتعتال.4
Operating principle I: Business alignment Alignment requires of professionals: ● The ability to identify potential levers for alignment and for spotting business needs. ● Willingness to see functional expertise as a price of entry, not a differentiator, as peers expect you to be knowledgeable about procurement, that is not a likely subject of conversation: business needs are. ● Service focus to center the effort around peer needs, not procurement desire to drive value. ● Flexibility in articulating the agenda differently depending upon business needs and creativity to find a way to stick to the agenda, despite different business needs. ● The ability to ‘sell’ ideas through participation rather than through the use of authority or position ● Standing strong on business values, such as ‘customers first, positions last’;
لامعألاةمءاوم:لوألالیغشتلاأدبم :نیینھملانمةمءاوملابلطتت .لمعلاتاجایتحادیدحتوةمءاومللةلمتحملاعفاورلادیدحتىلعةردقلا● ةیاردىلعنوكتنأكنارقأعقوتیثیح،زییمتلماعسیلولوخدرعساھنأىلعةیفیظولاةربخلاةیؤريفةبغرلا● .كلذكلمعلاتاجایتحا:ةثداحمللًالمتحماًعوضومسیلاذھو،تایرتشملاب .ةمیقلاعفدلءارشلايفةبغرلاسیلو،نارقألاتاجایتحالوحدھجلازیكرتىلعةمدخلازیكرت● مازتلاللةقیرطداجیإلعادبإلاولمعلاتاجایتحاىلعًادامتعافلتخملكشبلامعألالودجةغایصيفةنورملا● .ةفلتخملالمعلاتاجایتحانممغرلاىلع،لامعألالودجب بصنملاوأةطلسلامادختسالالخنمسیلوةكراشملالالخنمراكفألا"عیب"ىلعةردقلا● ؛"ریخألازكرملا،ًالوأءالمعلا"لثم،لامعألامیقىلعةوقبفوقولا●
Ways to achieve alignment include: ● Embedding/stationing key procurement staff in the businesses to make the part of the business ‘fabric’. ● Using metrics of the business to evaluate performance. ● Study business plans and business training material. ●Interview executives, get invited to business meetings to understand the agenda of priorities and issues.
:يلیامةاذاحملاقیقحتقرطلمشت .لامعألا"جیسن"نمءزجلعجلتاكرشلايفنییسیئرلاتایرتشملايفظومزكرمت/نیمضت● .ءادألامییقتللامعألاسییاقممادختسا● .لامعألاىلعبیردتلاداومولامعألاططخةسارد● .ایاضقلاوتایولوألالودجمھفللمعلاتاعامتجاروضحلةوعدىلعلصحا،نییذیفنتلانیریدملاةلباقم●
Markers of aligned procurement organizations include: ● Strong business partner focus among staff. ● Incentives and performance indicators are not solely financial – such as cost savings based on PPV (purchase price variance – the ‘standard cost’ that has been budgeted and then used as a measure of procurement’s performance). ● Results are not claimed by procurement but procurement contributions are reference in business results (annual reports, for example). ● Procedures and authorizations exist but are hardly referenced due to seamless working relationships in which peers acknowledge each other’s role and have clarity about roles and responsibilities.
:يلیامةقفاوتملاتایرتشملاتامظنمتامالعلمشت .نیفظوملانیبلمعلاكیرشىلعيوقلازیكرتلا● ةفلكتلا"-ءارشلارعسقرف(PPVساسأىلعفیلاكتلاتاروفولثم-طقفةیلامتسیلءادألاتارشؤموزفاوحلا● .)تایرتشملاءادألسایقمكاھمادختسامثةینازیملايفاھعضومتيتلا"ةیسایقلا ریراقتلا(لامعألاجئاتنيفعجرميھتایرتشملاتامھاسمنكلوتایرتشملالبقنمجئاتنلابةبلاطملامتتمل● .)لاثملالیبسىلع،ةیونسلا نارقألااھیفرقیيتلاةسلسلالمعلاتاقالعببسباھیلإةراشإلامتتامًارداننكلوصیخارتلاوتاءارجإلادجوت● .تایلوؤسملاوراودألانأشبحوضومھیدلوضعبلامھضعبرودب
Principle II: Developing strategies for procurement categories Principle II calls for involvement of procurement early and fully, right across the product lifecycle, from design through to disposal. This broad-based involvement allows procurement to adopt a long-term, strategic role and to seek innovative opportunities to leverage supplier market value
تایرتشملاتائفلتایجیتارتساعضو:يناثلاأدبملا اًءدب،جتنملاةایحةرودربعةرشابم،لماكلكشبوركبمتقويفءارشلاةیلمعيفةكراشملاىلإيناثلاأدبملاوعدی لجألالیوطيجیتارتسارودينبتبتایرتشمللقاطنلاةعساولاةكراشملاهذھحمست.ھنمصلختلاىتحومیمصتلانم نیدرومللةیقوسلاةمیقلانمةدافتساللةركتبمصرفنعثحبلاو
Document for a procurement category typically include: ● Specification of supply chain stakeholders engaged in the development of the strategy for the purpose of properly specifying business needs and aligning business stakeholders. ● Overview of current procured value and existing supply base. ● Analysis of the supply market and supply market trends ● Competitor approaches and benchmark performance in the category. ● Consideration of the need to buy versus the opportunity to in-source; ● Supply facing strategic options and relevant performance indicators for this category; taking in all of the above how should we approach the supply base, including relationship considerations; ● Implementation and communication plans that focus on engaging the user Base in the business and along the supply chain during and after the procurement project.
:يلیامریبدتلاةئفدنتسمنمضتیامًةداع حیحصلادیدحتلاضرغلةیجیتارتسالاریوطتيفنیكراشملادیروتلاةلسلسيفةحلصملاباحصأدیدحت● .لامعألايفةحلصملاباحصأةمءاومولمعلاتاجایتحال .ةیلاحلادیروتلاةدعاقوةارتشملاةیلاحلاةمیقلاىلعةماعةرظن● ضرعلاوضرعلاقوستاھاجتالیلحت● .ةئفلايفءادألاسایقونیسفانملاجھن● ؛يلخادردصمىلعلوصحلاةصرفلباقمءارشلاىلإةجاحلايفرظنلا● املكرابتعالايفذخألاعم؛ةئفلاهذھلةلصلاتاذءادألاتارشؤموةیجیتارتسالاتارایخلاھجاویيذلاضرعلا● ؛ةقالعلاتارابتعاكلذيفامب،دیروتلاةدعاقعملماعتننأبجیفیك،قبس مدختسملاكارشإىلعزكرتيتلالاصتالاوذیفنتلاططخ● .ءارشلاعورشمدعبوءانثأدیروتلاةلسلسلوطىلعولمعلايفةدعاق
Principle III: Total cost of ownership, not just price The total cost of ownership (TCO) concept acknowledges that price might only Be the tip of the iceberg of cost drivers. For example, price matters when buying a car. But so do maintenance costs, warranty, durability of the car, how quickly you can take delivery, what are the running
طقفرعسلاسیلوةیكلمللةیلامجإلاةفلكتلا:ثلاثلاأدبملا طقفنوكیدقرعسلانأب)TCO(ةیكلمللةیلامجإلاةفلكتلاموھفمرقی ،ةنایصلافیلاكتاًضیأنكلو.ةرایسءارشدنعمھمرعسلا،لاثملالیبسىلع.ةفلكتلايقئاسلدیلجلالبجةمقنك لیغشتلاوھامو،میلستلاةعرسىدمو،ةرایسلاةناتمو،نامضلاو
Principle IV: Supplier relationship management (SRM) Basic steps to supplier relationship management are: 1 Reduce the supply-base. 2 Segment the supply-base. 3 Establish policies per supply market segment. 4 Implement vendor rating and improvement planning. 5 Assign executive ownership to most important suppliers to foster relationship potential.
)SRM(نیدروملاعمتاقالعلاةرادإ:عبارلاأدبملا :يھنیدروملاعمتاقالعلاةرادإلةیساسألاتاوطخلا .ضرعلاةدعاقلیلقت1 .ضرعلاةدعاقمّسق2 .دیروتلاقوسنمعاطقلكلتاسایسعضو3 .نیسحتلاطیطختونیعئابلافینصتذیفنت4 .ةلمتحملاتاقالعلازیزعتلنیدروملامھألةیذیفنتلاةیكلملانییعت5
9.2 Rationalizing the supply base Paradoxically, the first step to managing the supply base for value through relationships Is to get rid of the majority of suppliers. The rationale for this action is The inability of a focal firm to allocate development resource to suppliers when there are simply too many of them. One of the steps to prepare for reduction of the supply base is to collect the list across business units and operating entities, together with the amount of annual spend and which parts of the organization are buying from which suppliers. Supply base may be revealed. For example, it may reveal that different business units within a focal firm are buying from the same suppliers under different contractual terms, or that a number of different suppliers are used for non-critical items (next section) without anybody ever considering to contract a few with better terms.
دیروتلاةدعاقدیشرت9.2 تاقالعلالالخنمةمیقللدیروتلاةدعاقةرادإلىلوألاةوطخلانأتاقرافملانمو وھءارجإلااذھليقطنملاساسألا.نیدروملاةیبلاغنمصلختلاوھ .مھنمریبكددعكانھنوكیامدنعنیدرومللریوطتلادراومصیصختىلعةیرؤبلاةكرشلاةردقمدع اًبنج،ةیلیغشتلاتانایكلاولامعألاتادحوربعةمئاقلاعمجيفدیروتلاةدعاقلیلقتلریضحتلاتاوطخىدحإلثمتت .نیدروملانميرتشتةسسؤملانمءازجأيأويونسلاقافنإلاغلبمعمبنجىلإ ةیروحمةكرشلخادةفلتخملمعتادحونأنعفشكتدق،لاثملالیبسىلع.ضرعلاةدعاقنعفشكلامتیدق اھمادختسامتینیفلتخملانیدروملانمًاددعنأوأ،ةفلتخمةیدقاعتطورشبجومبنیدروملاسفننميرتشت .لضفأطورشبلیلقعمدقاعتلايفصخشيأركفینأنود)يلاتلامسقلا(ةجرحلاریغرصانعلل
9.3 Segmenting the supply base Not all suppliers are created equal. There are large and small suppliers by spend; Suppliers that do business with multiple parts of a focal firm; suppliers that have been contracted through a strategic sourcing effort – and those that are not.
Therefore, it is advisable to segment the supply-base, just as we segment markets and customers (section 2.2). In the best-case scenario, supplier segmentation should align with market segmentation, based on the notion that supply chains should be organized from the customer back, across the businesses and companies involved (‘vertical integration’).
دیروتلاةدعاقةئزجت9.3 ؛قافنإلاقیرطنعراغصورابكنیدرومكانھ.ةاواسملامدقىلعنیدروملاعیمجءاشنإمتیمل دھجلالخنممھعمدقاعتلامتنیذلانیدروملا؛ةیروحمةكرشنمةددعتمءازجأعمنولماعتینیذلانودروملا .مھعمدقاعتلامتیملنیذلاو-ةیجیتارتسإلارداصملا بجی،ویرانیسلضفأيف.)2.2مسقلا(ءالمعلاوقاوسألامیسقتبموقنامكاًمامت،ضرعلاةدعاقمیسقتبحصُنی،كلذل ىلإلیمعلانماھمیظنتبجیدیروتلالسالسنأةركفىلإًادانتسا،قوسلاةئزجتعمنیدروملامیسقتىشامتینأ .)"يسأرلالماكتلا"(ةینعملاتاكرشلاوةیراجتلاةطشنألاربع،فلخلا
Basic segmentation criteria tend to include: ● the amount of spend with the supplier, and ● criticality of supplies for the smooth operation of the supply chain and for delivery to the customer.
:نیمضتىلإةیساسألاةئزجتلارییاعملیمت دروملاعمقافنإلاغلبم● .لیمعللاھمیلستودیروتلاةلسلسلسلسلالیغشتلالجأنمتادادمإلاةیمھأ●
Strategic items Strategic items are those for which the buyer has strength but there are few available Suppliers. In this situation, procurement should use its power strategically to Draw suppliers into a relationship that ensures supply in the long term.
ةیجیتارتسالارصانعلا اھنملیلقلارفوتینكلوةوقيرتشملااھبعتمتیيتلارصانعلايھةیجیتارتسإلارصانعلا ليجیتارتسالكشباھتطلستایرتشملامدختستنأبجی،ةلاحلاهذھيف.نیدروملا .لیوطلاىدملاىلعدیروتلانمضتةقالعىلإنیدروملابذجا
Bottleneck items Where the buyer has little power and there are few alternatives then these items Are termed bottlenecks. The aim of purchasing in this situation is to reduce dependence On these items through diversification to find additional suppliers, seek substitute products and work with design teams to ensure that bottleneck items are avoided in new products where possible.
ةجاجزلاقنعدونب رصانعلاهذھف،ةلیلقلئادبكانھوةوقلانملیلقلايرتشملاىدلنوكیامدنع ةیعبتلالیلقتوھةلاحلاهذھيفءارشلانمفدھلا.تاقانتخالاىمست
قرفعملمعلاوةلیدبتاجتنمنعثحبلاو،نییفاضإنیدرومىلعروثعللعیونتلالالخنمرصانعلاهذھنأشب .كلذنكمأامثیحةدیدجلاتاجتنملايفقانتخالارصانعبنجتنامضلمیمصتلا
Non-critical items With a good choice of suppliers, possibly through following a strategy of using standardized parts, the traditional buying mechanism of competitive tendering is most valid for non-critical items. Such items are the ones with the following characteristics: ● Not jointly developed; ● Unbranded; ● Do not affect performance and safety in particular; ● Have required low investment in specific tools and equipment.
ةجرحلاریغرصانعلا ةیدیلقتلاءارشلاةیلآنوكت،ةیرایعملاءازجألامادختساةیجیتارتساعابتالالخنمامبر،نیدرومللدیجلارایتخالاعم :ةیلاتلاصئاصخلااھليتلايھرصانعلاهذھ.ةجرحلاریغرصانعللةمءالمرثكألايھةیسفانتلاةصقانملل ؛كرتشملكشباھریوطتمتیمل● .ةیراجتةمالعنودب● ؛صاخلكشبةمالسلاوءادألاىلعرثؤتال● .ةددحمتادعموتاودأيفةضفخنمتارامثتسابلطتت●
Leverage items Where there are a large number of available suppliers and the buyer has high Spending power, then the buyer will be able to exercise this power to reduce Prices and push for preferential treatment. A more tactical approach may be appropriate. In SSCM, focal firms are dividing leverage items into three sub-segments: ● True commodities: retain the characteristics of the ‘traditional’ leverage items: Suppliers would have an impact on only a single value of the TBL. ● Strategic commodities: are recognized for their potential ability to be leveraged In terms of their long-term competitive advantage. Instead of using buyer Power, small numbers of selected suppliers were being given long-term contracts And premium prices to invest in new product development. ● Transitional commodities: these may initially be regarded as strategic commodities.
رصانعلاعفر ًاعفترميرتشملانوكیونیحاتملانیدروملانمریبكددعدجویثیح دحللةطلسلاهذھةسراممىلعارداقنوكیسيرتشملامث،قافنإلاةوق .ةیلیضفتةلماعمىلعلوصحللعفدلاوراعسألا
.ةیكیتكترثكأجھنعابتابسانملانمنوكیدق :ةیعرفماسقأةثالثىلإةیلاملاةعفارلارصانعةیروحملاتاكرشلامسقت،SSCMيف :"ةیدیلقتلا"ةیلاملاةعفارلارصانعصئاصخبظفتحا:ةیقیقحلاعلسلا● .TBLنمطقفةدحاوةمیقىلعریثأتنیدرومللنوكیس ةنادتسالاىلعةلمتحملااھتردقبفرُعت:ةیجیتارتسإلاعلسلا●
يرتشملامادختسانمًالدب.لجألاةلیوطةیسفانتلااھتزیمثیحنم لجألاةلیوطدوقعنیراتخملانیدروملانمریغصددعحنممت،ةوقلا .دیدججتنمریوطتيفرامثتساللةزیممراعسأو .ةیجیتارتساًاعلسةیادبلايفاھرابتعانكمی:ةیلاقتناعلس●
Preferred suppliers Suppliers that win contracts as part of a strategic sourcing project tend to be considered As preferred suppliers.
نیلضفملانیدروملا .نیلضفمنیدرومكھیفرظنلاىلإيجیتارتسالادیروتلاعورشمنمءزجكدوقعلابنوزوفینیذلانودّروملالیمی
Strategic relationships A very small number of suppliers can become of strategic importance to the fundamental Success of a focal firm, and to performance of the supply chain. The single most important characteristic of such relationships is that there can be very few.
ةیجیتارتسالاتاقالعلا ةیساسأللةیجیتارتسإةیمھأاذنیدروملانمًادجلیلقددعحبصینأنكمی ًادجلیلقددعكانھنوكینأنكمیھنأوھتاقالعلاهذھزیمیاممھأ.دیروتلاةلسلسءادأو،ةیروحمةكرشحاجن .اھنم
Establishing policies per supplier segment If suppliers are segmented as a reflection of how they are not all similar, the obvious Next step is to agree upon, and implement, policies that reflect the differing nature of relationships with suppliers in different segments. These tend to be centered around the amount of time and resources allocated to the relationship (for example, from few in the commercial segment to many in the strategic segment)
نیدروملانمةحیرشلكلتاسایسلاعضو حضاواذھف،اًعیمجمھھباشتمدعةیفیكلساكعناھنأىلعنیدروملامیسقتمتاذإ ةفلتخملاتاعاطقلايفنیدروملاعمتاقالعللةفلتخملاةعیبطلاسكعتيتلاتاسایسلاىلعقافتالايھةیلاتلاةوطخلا يفلیلقلانم،لاثملالیبسىلع(ةقالعللةصصخملادراوملاوتقولارادقملوحروحمتتنأىلإهذھلیمت.اھذیفنتو )يجیتارتسالاعاطقلايفدیدعلاىلإيراجتلاعاطقلا
Vendor rating Vendor rating is a measurement effort focused on supplier performance. The steps involved in setting up a vendor rating system are: 1 Select the team: vendor rating is best undertaken by a cross-functional team of Stakeholders who have various interests in a given commodity from design Through to logistics. The process is not exclusive to the procurement Function – vendor rating works better when there are business peers of procurement professionals involved in the dialogue to represent a broad internal client base. 2 Establish the rating criteria: the actual set of metrics used is a tool, and there is some
sophistication that goes into its design. For example, the metrics categories may be
consistent across categories but with different weighting between the categories depending upon the category strategy 3 Determine the effective weighting: this establishes the team’s view of the relative importance of each criterion. This may be achieved by asking members to undertake a paired comparison of the criteria that have been defined in step 2. 4 Score each supplier’s performance: team members are asked to rate the criteria for each supplier. To minimize the risk of bias, a set of rating guidelines is established For each criterion, and a scale agreed – for example, from 1 _ poor to 10 _ excellent.
مھفینصت .نیدروملاءادأىلعزكریسایقدھجوھعئابلافینصت :يھنیعئابلافینصتماظندادعإيفةعبتملاتاوطخلا فئاظولاددعتمقیرفةطساوبعئابلافینصتءارجإلضفألانم:قیرفلاددح1 میمصتلانمةنیعمةعلسيفةفلتخمحلاصممھیدلنیذلاةحلصملاباحصأ تایرتشمللةیرصحتسیلةیلمعلا.ةیتسجوللاتامدخلالالخنم تایرتشملايفنیصصختملانملامعأءارظنكانھنوكیامدنعلضفألكشبنیعئابلافینصتلمعی-ةفیظولا .ةعساوةیلخادءالمعةدعاقلیثمتلراوحلايفنوكراشی يفلخدیيذلادیقعتلاضعبكانھو،ةادأيھةمدختسملاسییاقملانمةیلعفلاةعومجملا:فینصتلارییاعمعض2 ًادامتعاتائفلانیبفلتخمحیجرتعمنكلوتائفلاربعةقستمسییاقملاتائفنوكتدق،لاثملالیبسىلع.اھمیمصت ةئفلاةیجیتارتساىلع ةبلاطملالخنمكلذقیقحتنكمی.رایعملكلةیبسنلاةیمھأللقیرفلارظنةھجوددحیاذھ:لاعفلاحیجرتلادیدحت3 .2ةوطخلايفاھدیدحتمتيتلارییاعمللةجودزمةنراقمءارجإبءاضعألا .دروملكلرییاعملامییقتقیرفلاءاضعأنمبلُطی:دروملكءادألجس4 فینصتلاتاداشرإنمةعومجمعضومت،زیحتلارطاخملیلقتل زاتمم_10ىلإریقف_1نم،لاثملالیبسىلع-ھیلعقفتمسایقمورایعملكل
9.3.5 Executive ownership of supply relationships The role of an executive owner of the relationship includes: ● hosting two–three top-to-top meetings with peers from the supplier to discuss The relationship and business opportunities; ● serving as a steward of the supplier inside the organization; ● serving as an escalation point for usage and performance issues with the supplier; ● serving as a sponsor of joint improvement projects and ensuring proper resource allocation towards these projects.
دیروتلاتاقالعلةیذیفنتلاةیكلملا9.3.5 :يلیامةقالعلليذیفنتلاكلاملارودلمشی اھتشقانملدروملانمنارقأعمىلعأىلإىلعأنمتاعامتجاةثالثىلإنینثاةفاضتسا● ؛لمعلاصرفوةقالعلا ؛ةمظنملالخاددروملانعلوؤسمكلمعلا● ؛دروملاعمءادألاومادختسالاایاضقلدیعصتةطقنكلمعلا● .عیراشملاهذھلةبسانملادراوملاصیصختنامضوةكرتشملانیسحتلاعیراشملٍعاركلمعلا●
9.3.6 Migrating towards customer of choice status Customer of choice status entails several benefits, including: ● First access to innovations and R&D. ● Customized solutions on a technology, process, service and product level hardwired into company supply chain processes. ● Best account management staff allocated to the account. ● Supplier wanting to do more than needed. ● All senior executive ownership met with equal level engagement, both in seniority,
راتخملالیمعلاةلاحوحنلیحرتلا9.3.6 :كلذيفامب،ایازملانمدیدعلاراتخملالیمعلاةلاحمزلتست .ریوطتلاوثحبلاوتاراكتبالاىلإلوصولوأ● ةصاخلادیروتلاةلسلستایلمعيفةنمضمجتنملاوةمدخلاوةیلمعلاوایجولونكتلاىوتسمىلعةصصخملولح● .ةكرشلاب .باسحللنیصصخملاباسحلاةرادإيفظوملضفأ● .بولطملانمرثكألعفینأدیریدّروملا● وأةیمدقألايفءاوس،ةیواستمةكراشمبایلعلاةیذیفنتلاةیكلملاعیمجتعمتجا●
Procurement technology There are procurement technologies related to all process, from e-auction Technology (including B2B versions of ebay) for ordering in commodity markets to e- sourcing process support software that can facilitate a strategic sourcing process. Catalogues (supplier generated or internally managed) and e-procurement technologies are often used in the operational process
تایرتشملاایجولونكت ينورتكلإلادازملانم،تایلمعلالكبةطبترمءارشتاینقتكانھ رداصملاةیلمعمعدجماربىلإعلسلاقاوسأيفبلطلل)ebayنمB2Bتارادصإكلذيفامب(ایجولونكتلا .ةیجیتارتسالارداصملاةیلمعلھستنأنكمیيتلاةینورتكلإلا يفينورتكلإلاءارشلاتاینقتو)اًیلخادةرادُملاوأدروملاةطساوباھؤاشنإمتیيتلا(تاجولاتكلامدختُستاماًبلاغ ةیلیغشتلاةیلمعلا
Markers of boardroom value These markers include: ● Explicit mention and coverage of procurement in the annual report, investors’ updates and CEO/CFO speeches. ●Published targets for procurement return in mergers, savings or supplier innovation targets. ● Procurement targets are explicitly mentioned in the budget letter to the businesses at the start of the budgeting season. ● All businesses have stated plans, objectives and key performance indicators on their dashboard that relate to procurement
● Internal service awards are being won by procurement professionals as a sign of recognition within the company of its service and valuable business contributions. ● A ‘tour of duty’ in procurement becomes a plus for general managers and heads of business units, just like a ‘tour of duty’ in sales is – once this stage is reached it is clear that, as a function, procurement has arrived and its impact in business is acknowledged.
تاعامتجالاةعاقةمیقتامالع :تامالعلاهذھلمشت /يذیفنتلاریدملاتاباطخونیرمثتسملاتاثیدحتو،يونسلاریرقتلايفتایرتشمللةحیرصلاةیطغتلاوةراشإلا● .يلاملاریدملا .نیدروملاراكتبافادھأوأتارخدملاوأجمدلاتایلمعيفتایرتشملادئاعلةروشنملافادھألا● .ةینازیملامسومةیادبيفتاكرشلاىلإةینازیملاباطخيفًةحارصتایرتشملافادھأركذمت● تایرتشملابةقلعتملاتامولعملاةحولىلعةیسیئرلاءادألاتارشؤموفادھألاوططخلاتاكرشلاعیمجتددح● ةیراجتلااھتامھاسموةكرشلاتامدخبفارتعالاىلعلیلدكةیلخادلاةمدخلازئاوجبتایرتشملاوصصختمزوفی .ةمیقلا ةلوج"لثماًمامت،لامعألاتادحوءاسؤرونیماعلانیریدمللةیفاضإةزیمتایرتشملايف"لمعلاةلوج"حبصت● يفهریثأتوتایرتشملاتلصو،ةفیظوك،ھنأحضتی،ةلحرملاهذھىلإلوصولادرجمب-تاعیبملايف"لمعلا .ھبفرتعملامعألا
Summary What is the role of procurement in logistics? ● Procurement is the upstream part of the supply chain that faces suppliers. Given the amount of value procured in by most company’s procurement plays a key role not only in helping manage the company bottom line, but also in ensuring critical suppliers and delivery service and product quality. ● Essentially, most companies and supply chains are critically dependent on supplies and suppliers for customer service and performance. It is therefore recommended that procurement is involved early and fully, so that strategies can be developed per product category, strategies that appreciate total cost of ownership, not just purchase price. ● Supplier relationships should be managed proactively with segments, performance measurement and management, policies per segment, and executive ownership for key relationships. ● The talent profile required for effectiveness in procurement is that of (future) top leaders of the company. ● The ability to demonstrate high level, concrete business impact within procurement makes it a function much sought out by aspiring and ambitious talent.
صخلم ؟تایتسجوللايفتایرتشملارودوھام .نیدروملاھجاویيذلادیروتلاةلسلسنميلوألاءزجلايھتایرتشملا● ةدعاسملايفطقفسیلاًیسیئراًرودبعلت،تاكرشلامظعمتایرتشملالخنماھؤارشمتیيتلاةمیقلارادقملاًرظن .جتنملاةدوجولیصوتلاةمدخونیمھملانیدروملانامضيفاًضیأنكلو،ةكرشلاحابرأيفاصةرادإيف
كلذل.ءادألاوءالمعلاةمدخلنیدروملاوتادادمإلاىلعيساسألكشبدیروتلالسالسوتاكرشلامظعمدمتعت● تائفنمةئفلكلتایجیتارتسالاریوطتنكمیثیحب،لماكلكشبوركبمتقويفتایرتشملاكارشإمتینأبىصوی .ءارشلارعسطقفسیلو،ةیكلمللةیلامجإلاةفلكتلاردقتيتلاتایجیتارتسالاو،تاجتنملا ،عاطقلكلتاسایسلاو،ھترادإوءادألاسایقو،تاعاطقلاعميقابتسالكشبنیدروملاتاقالعةرادإبجی● .ةیسیئرلاتاقالعللةیذیفنتلاةیكلملاو .)نییلبقتسملا(ةكرشلاةداقرابكوھتایرتشملايفةیلاعفلاقیقحتلبولطملابھاوملافلمنإ● ةبولطمةفیظواھلعجتتایرتشملانمضلامعألاىلعٍلاعىوتسمىلعسوملمويلمعریثأتراھظإىلعةردقلا● .ةحومطلاوةحومطلابھاوملالبقنماًریثك
How can a procurement strategy be crafted and delivered? ● Procurement strategy begins with internal business alignment of procurement with other business functions. It continues with developing strategies for procurement categories. ● Supplier relationship management starts with rationalizing the supply base.
؟اھمیلستوءارشلاةیجیتارتساةغایصنكمیفیك ریوطتلصاوت.ىرخألالامعألافئاظوعمتایرتشمللةیلخادلالامعألاةمءاومبءارشلاةیجیتارتسإأدبت● .تایرتشملاتائفلتایجیتارتسا .دیروتلاةدعاقدیشرتبنیدروملاعمتاقالعلاةرادإأدبت●
Chapter 10: Logistics future challenges and opportunities Logistics future challenges and opportunities Objectives The intended objectives of this chapter are to: ● collect together four major changes that are impacting on supply chain strategies (the what); ● identify how management of the supply chains of the future will be affected by the advance of new structures and approaches to aligning the organization, external partners and management development; ● list key issues in managing the transition towards future state supply chains (the how).
ةیتسجوللالبقتسملاصرفوتایدحت :يھلصفلااذھنمةدوصقملافادھألا ؛)اذام(دیروتلاةلسلستایجیتارتساىلعرثؤتةیسیئرتارییغتةعبرأعمج● ءاكرشلاوةمظنملاةمءاوملةدیدجلاجھنلاولكایھلامدقتبلبقتسملايفدیروتلالسالسةرادإرثأتتسفیكدیدحت● ؛ةرادإلاریوطتونییجراخلا .)فیك(ةیلبقتسملاةیموكحلادیروتلالسالسوحنلاقتنالاةرادإيفةیسیئرلاایاضقلابةمئاقعض●
By the end of this chapter, you should be able to understand: ● key issues in four key areas that will affect the way supply chains of the future will be structured; ● improved ways in which supply chains may compete in the marketplace; ● ways of approaching implementation in four major change areas.
:مھفىلعاًرداقنوكتنأبجی،لصفلااذھةیاھنيف ؛لبقتسملايفدیروتلالسالسةلكیھةقیرطىلعرثؤتسةیسیئرتالاجمةعبرأيفةیسیئرلاایاضقلا● ؛قوسلايفدیروتلالسالساھبسفانتتدقيتلاقرطلانیسحت● .ةیسیئررییغتتالاجمةعبرأيفذیفنتلانمبارتقالاقرط●
This chapter addresses five key issues: 1 Wrapping the chain around the heart of the focal firm, or, achieving internal Alignment: improving internal alignment (wrapping around) with key other parts of the internal organization (the heart) to help the supply chain become front and center and well positioned internally to be able to further integration externally. 2 Selectively hooking up the chain, or, external improvement priorities: picking upstream and downstream collaborative opportunities. 3 Pulling the chain the right direction, or, cost-to-serve: how do we manage full- service costs (pull from the customer) for healthy (right direction), profitable growth? 4 The critical link in the chain, or, supply chain managers of the future: the major influences on creating supply chain managers of the future and the rapidly migrating talent profile needed for success. 5 Changing chains: practical lessons on how the massive changes needed to create the supply chain of the future can be managed and achieved
:ةیسیئرایاضقسمخلصفلااذھلوانتی ةیلخادلاقیقحتوأ،ةیروحملاةكرشلابلقلوحةلسلسلافافتلا1 ةلسلسةدعاسمل)بلقلا(ةیلخادلاةسسؤمللىرخألاةیسیئرلاءازجألاعم)فافتلالا(ةیلخادلاةاذاحملانیسحت:ةاذاحملا .اًیجراخلماكتلاةدایزىلعةرداقنوكتلاًیلخاددیجعضويفوفصتنملايفوةمدقملايفحبصتنأىلعدیروتلا .بصملاوعبنملايفةینواعتلاصرفلاءاقتنا:يجراخلانیسحتلاتایولوأوأ،ةلسلسلليئاقتنالاطبرلا2 )لیمعلانمباحسنالا(ةلماكلاةمدخلافیلاكتریدنفیك:ةمدخلاةفلكتوأ،حیحصلاهاجتالايفةلسلسلابحس3 ؟حبرمو)حیحصلاهاجتالا(يحصومنقیقحتل ةلسلسيریدمءاشنإىلعةیسیئرلاتاریثأتلا:لبقتسملايفدیروتلاةلسلسيریدموأ،ةلسلسلايفمساحلاطبارلا4 .حاجنللمزاللالیحرتلاعیرسبھاوملافیرعتفلمولبقتسملايفدیروتلا يفدیروتلاةلسلسءاشنإلةمزاللاةلئاھلاتارییغتلاقیقحتوةرادإةیفیكلوحةیلمعسورد:ةریغتملسالس5 لبقتسملا
10.1 Changing economics? Key issue: Supply chain integration assumes integration that does not come naturally to firms and managers. List five common practices that companies adopt for the benefit of sales or financial reporting that really hurt supply chain efforts. They are: 1 Pulling forward sales to hit a revenue target causing huge short-term surges in demand and related possible inventory shortages to be followed by a drop in demand and inventory build. 2 Reporting on time in full measures against delivery dates promised by the focal firm – not those requested by the customer. 3 Having an inventory policy that is applied generally across the product range to focus on the challenges of seasonal peaks and long lead times – when demand for some products in the range can be more accurately forecast 4 Manipulating orders in favor of reporting ambitions – for example, stopping inventory build towards the end of a reporting period to improve the balance sheet, but ordering extra quantities after the period has ended. 5 Manipulating sales forecasts so that they will add up to the numbers promised by finance to the investor community and result in poor ordering policies.
؟ریغتملاداصتقالا10.1 .نیریدملاوتاكرشلليعیبطلكشبيتأیاليذلالماكتلاضرتفیدیروتلاةلسلسلماكت:ةیسیئرلاةیضقلا
دوھجبلعفلابرضتيتلاةیلاملاریراقتلادادعإوأتاعیبملاحلاصلتاكرشلااھانبتتةعئاشتاسراممسمخبةمئاقعض :مھنامھ.دیروتلاةلسلس يفلجألاةریصقةریبكتاعافتراثودحيفببستیامم،تاداریإلافدھىلإلوصوللمامألاىلإتاعیبملابحس1 .نوزخملاءانبوبلطلايفضافخناھعبتیلمتحملانوزخملايفصقننمكلذبطبتریاموبلطلا كلتسیلو-ةیروحملاةكرشلااھبتدعويتلامیلستلادیعاوملباقمةلماكلاریبادتلايفددحملاتقولايفغالبإلا2 .لیمعلااھبلطیيتلا ددملاوةیمسوملاةورذلاتایدحتىلعزیكرتللجتنملاقاطنربعماعلكشباھقیبطتمتینوزخمةسایسدوجو3 ربكأةقدبقاطنلايفتاجتنملاضعبىلعبلطلابؤبنتلانكمیامدنع-ةلیوطلا
ریراقتلادادعإةرتفةیاھنيفنوزخملاءانبفاقیإ،لاثملالیبسىلع-غالبإلاتاحومطحلاصلرماوألاببعالتلا4 .ةرتفلاءاھتنادعبةیفاضإتایمكبلطنكلو،ةیمومعلاةینازیملانیسحتل نیرمثتسملاعمتجمللیومتلاقیرطنعةدوعوملاماقرألاىلإلصیامفیضتثیحبتاعیبملاتاعقوتيفبعالتلا5 .ةئیسبیترتتاسایسىلإيدؤتو
10.2 Internal alignment How do we align the internal organization around supply chain opportunities, priorities and efforts? Figure 10.1 shows a chart from van Hoek and Mitchell (2006) that demonstrates the challenge of internal alignment. This chart captures findings from an internal survey of a globally operating manufacturing company ,The survey included existing supply chain priorities and initiatives. In a way it lists supply chain targets and supply chain efforts already underway; that is, the existing plan that the supply chain is operating against – and that is board-approved. Figure 10.1 shows that, when contrasting opportunity scores of respondents from sales with respondents from the supply chain, important differences in opinion are found. When bars point to the right, sales sees a greater priority; when bars point to the left, the supply chain sees a greater priority. Taken together, the chart tells a shocking story of misalignment. Another obvious area of misalignment is that sales is asking for improved transportation management and delivery services.
ةیلخادلاةاذاحملا10.2 ؟دوھجلاوتایولوألاودیروتلاةلسلسصرفلوحةیلخادلاةمظنملاةمءاومبموقنفیك ةاذاحملايفلثمتملايدحتلاحضوی)Van Hoek and Mitchell)2006نماًططخم10.1لكشلاحضوی تایولوأحسملالمشو،اًیملاعلمعتعینصتةكرشلةیلخادةیئاصقتساةساردجئاتنينایبلامسرلااذھطقتلی.ةیلخادلا يأ؛لعفلابةیراجلادیروتلاةلسلسدوھجودیروتلاةلسلسفادھأدرستةقیرطب.ةیلاحلادیروتلاةلسلستاردابمو .ةرادإلاسلجماھیلعقفاويتلاو-دیروتلاةلسلساھبلمعتيتلاةیلاحلاةطخلا ،دیروتلاةلسلسنمنیبیجتسملاعمتاعیبملانمنیبیجتسمللصرفلاتارشعةنراقمدنعھنأ10.1لكشلاحضوی ةدمعألاریشتامدنع؛ربكأةیولوأتاعیبملاىرت،نیمیلاىلإةطرشألاریشتامدنع.يأرلايفةمھمتافالتخادجوت كانھ.ةاذاحملالالتخانعةعورمةصقينایبلامسرلايوری،ةعمتجم.ربكأةیولوأدیروتلاةلسلسىرت،راسیلاىلإ .لیصوتلاتامدخولقنلاةرادإنیسحتبلطتتاعیبملانأوھولالتخاللحضاورخآلاجم
New product development Is a key peer function that deserves internal alignment focus. It is often pointed out that the impact of the supply chain on new product development (NPD) and new product introduction is important in areas such as: ● shipping products to market fast enough (before product launch dates); ● ensuring sufficient inventory at the launch date; and ● ensuring a flow of parts and components for new product manufacturing.
دیدججتنمریوطت ریوطتىلعدیروتلاةلسلسریثأتنأىلإراُشیاماًبلاغ.ةیلخادلاةاذاحملازیكرتقحتستنارقأللةیساسأةفیظويھ :لثمتالاجميفمھمدیدججتنملاخدإو)NPD(ةدیدجلاتاجتنملا ؛)جتنملاحرطدیعاوملبق(ةیفاكةعرسبقوسلاىلإتاجتنملانحش● و؛قالطإلاخیراتيفٍفاكنوزخمنامض● .دیدججتنمعینصتلتانوكملاوءازجألاقفدتنامض●
10.3 Selecting collaborative opportunities upstream and downstream Key issue: Where and how to place bets on collaborative opportunities upstream and downstream in the supply chain. Once a company has its internal organization more aligned around supply chain opportunities, priorities and initiatives, it is in a better position to select external collaborative opportunities.
بصملاوعبنملاةینواعتلاصرفلارایتخا10.3 .دیروتلاةلسلسيفبصملاوقیرطلاةیادبيفةینواعتلاصرفلاىلعتانھارملاعضتفیكونیأ:ةیسیئرلاةیضقلا يفاھنإف،تاردابملاوتایولوألاودیروتلاةلسلسصرفلوحاًقاستارثكأةكرشلليلخادلامیظنتلاحبصینأدرجمب .ةیجراخلاةینواعتلاصرفلارایتخاللضفأعضو
Selecting upstream collaboration opportunities Develop’ to enable this (see Figures 10.3 and 10.4). The company has tackled this diligently: ● The programme has CEO-level support and public endorsement making it crystal clear that this is not just a supply chain initiative or playground but that this is mission critical for the company. ● They have established a dedicated organization with senior leadership, programme management, deal makers, business developers and engineers. ● They have developed a ‘needs list’ containing technologies in which the company is interested. This helps to focus the search for innovation, and serves as a screening tool for assessing collaborative opportunities ● Account managers will steward partner innovations into the organization and throughout a structured and well-defined process. ● P&G can structure partnerships in multiple forms depending on the type of innovation and application.
عبنملانواعتلاصرفرایتخا .)10.4و10.3نیلكشلارظنا(اذھنیكمتل"ریوطت :ةیدجباذھعمةكرشلاتلماعتدقل درجمتسیلهذھنأاًمامتاًحضاورمألالعجیاممماعدییأتويذیفنتلاسیئرلاىوتسمىلعمعدبجمانربلاىظحی● .ةكرشللةیمھألاةغلابةمھمهذھنكلوبعلةحاسوأدیروتلاةلسلسلةردابم .نیسدنھملاولامعألايروطموتاقفصلاعانصوجماربلاةرادإوایلعلاةدایقلاعمةصصخمةمظنماوأشنأدقل● نعثحبلاىلعزیكرتلايفاذھدعاسی.ةكرشلااھبمتھتيتلاتاینقتلاىلعيوتحت"تاجایتحاةمئاق"اوروطدقل● ةینواعتلاصرفلامییقتلصحفةادأكلمعیو،راكتبالا .ًادیجةددحموةمظنمةیلمعلاوطوةمظنملايفءاكرشلاتاراكتباىلعتاباسحلاوریدمفرشیس● .قیبطتلاوراكتبالاعونبسحةددعتملاكشأبتاكارشلاةلكیھلبماجدنآرتكوربةكرشعیطتست●
Examples of ‘Connect + Develop’
Connect + Develop successes
Consumers around the world have already realized the benefits of P&G’s Connect +Develop strategy. The following products and technologies are examples of the mutually beneficial collaborations we have established through external connections.
"Connect + Develop"ىلعةلثمأ تاحاجنلاریوطت+لصاوت دعت.P & GةكرشلConnect + Developةیجیتارتسإدئاوفلعفلابملاعلاءاحنأعیمجيفنوكلھتسملاكردأدقل .ةیجراخلاتالاصتالالالخنماھانأشنأيتلاةعفنملاةلدابتمنواعتلاتایلمعىلعةلثمأةیلاتلاتاینقتلاوتاجتنملا
Ready-to-go technologies
P&G introduced Bounce, the world’s first dryer-added softener, after acquiring the product technology from the independent inventor who developed the innovative fabric-care solution.
لمعللةزھاجتاینقت ىلعلوصحلادعب،ملاعلايفففجمللفاضممعنملوأ،Bounceلبماجدنآرتكوربتمدق .ةشمقألابةیانعللركتبملالحلاروطيذلالقتسملاعرتخملانمجتنملاایجولونكت
Ready-to-go products By acquiring the newly introduced spinbrush, P&G was able to bring a superior oral care brand to market quickly, without undertaking the time and expense of developing an entirely new product.
مادختساللةزھاجتاجتنم ةیراجتةمالعمیدقتنمP&Gتنكمت،ًاثیدحاھحرطمتيتلاspinbrushىلعلوصحلالالخنم .اًمامتدیدججتنمریوطتيفةفلكتلاوتقولادبكتنود،ةعرسبقوسلاىلإمفلابةیانعللةدوجلاةقئاف
Ready-to-go packaging Several of our Olay Skin Care products now utilize new consumer-preferred pump dispenser originally developed by a European packaging products company. P&G led a collaborative improvement process to make the original
pumps more effective prior to their launch in Olay’s North American markets.
مادختساللزھاجفیلغت هریوطتمتكلھتسملللضفمدیدجةخضمعزومنآلاةرشبلابةیانعلليالوأتاجتنمنمدیدعلامدختست لعجلةینواعتنیسحتةیلمعP&Gةكرشتداق.ةیبوروأفیلغتتاجتنمةكرشلبقنملصألايف .ةیلامشلااكیرمأيفOlayقاوسأيفاھقالطإلبقةیلاعفرثكأةیلصألاتاخضملا
Commercial partnerships P&G found the perfect complement to the Swiffer brand in a hand-held duster developed by a Japanese competitor. After purchasing the product, P&G leveraged elements of existing manufacturing processes and advertising components to launch Swiffer Duster within 18 months.
ةیراجتلاتاكارشلا اھروطيتلادیلابةلومحملارابغلاةضفنميفةیراجتلاSwifferةمالعليلاثملالمكملاP&Gتدجو ةیلاحلاعینصتلاتایلمعرصانعنملبماجدنآرتكوربتدافتسا،جتنملاءارشدعب.ينابایسفانم اًرھش18نوضغيفSwifferرابغلاةضفنمقالطإلنالعإلاتانوكمو
Selecting downstream opportunities: which customers to give the keys to our car Partnering with customers can be a much scarier notion than partnering upstream. It implies sharing a lot of inside information with customers and talking openly about what a company cannot do. Traditionally, this is not how companies (and sales staff) sell. When making the mind-shift, however, there is a lot of potential on the table. Specifically, some companies are initiating customer collaboration efforts that involve working to resolve supply chain problems jointly with customers to serve the end- consumer better. Among the areas where fruitful collaboration opportunities have been found are several process integration areas, including: ● linking supplier delivery to customer warehousing and materials handling processes; ● linking supplier to customer forecasting; ● linking customer ordering to supplier delivery planning systems.
انترایسحیتافمنوحنمیءالمعلايأ:ةیئاھنلاصرفلارایتخا تامولعملانمریثكلاةكراشمينعیھنإ.عبنملايفةكارشلانمرثكأةفیخمةركفءالمعلاعمةكارشلانوكتنأنكمی اھبعیبتيتلاةقیرطلايھهذھتسیل،ایدیلقت.ھلعفةكرشلاعیطتستالامعةحارصبثدحتلاوءالمعلاعمةیلخادلا ىلعةحورطملاتاناكمإلانمریثكلاكانھ،ينھذلالوحتلاءارجإدنع،كلذعمو.)تاعیبملاوفظومو(تاكرشلا ةلسلسلكاشملحىلعلمعلانمضتتيتلاءالمعلانواعتدوھجتاكرشلاضعبأدبت،دیدحتلاھجوىلع.ةلواطلا صرفىلعاھیفروثعلامتيتلاتالاجملانیبنم.لضفألكشبيئاھنلاكلھتسملاةمدخلءالمعلاعمكارتشالابدیروتلا :كلذيفامب،تایلمعلالماكتتالاجمنمدیدعلاكانھ،ةرمثمنواعت ؛داوملاةلوانمتایلمعوءالمعلانیزختبنیدروملامیلستطبر● ؛ءالمعلابؤبنتلابدروملاطبر● نیدروملامیلستطیطختةمظنأبءالمعلاتابلططبر●
Additionally, a focus on serving the end-consumer better implies collaborative opportunities such as: ● supplier suggestions for campaigns and merchandising; ● joint product and packaging design; ● joint product mix development to improve inventory turns on the retailer’s shelf.
:لثمصرفنواعتلاينعیلضفألكشبيئاھنلاكلھتسملاةمدخىلعزیكرتلانإف،كلذىلإةفاضإلاب .جیورتلاوتالمحللنیدروملاتاحارتقا● ؛فیلغتلاوةئبعتلاوجتنمللكرتشممیمصت● .ةئزجتلاعئابفرىلعلوحتینوزخملانیسحتلكرتشملاتاجتنملاجیزمریوطت●
10.4 Managing with cost-to-serve to support growth and profitability Service terms and conditions for unprofitable accounts need to be changed, and converted into profitable alternatives; ● the most important customers need more attention, by focusing more customer service efforts on these customers; ● prices should be increased for unprofitable customers, or they should be gradually removed from the focal firm’s sales portfolio altogether.
ةیحبرلاوومنلامعدلةمدخلاةفلكتبةرادإلا10.4 ؛ةحبرملئادبىلإاھلیوحتوةحبرملاریغتاباسحللةمدخلاماكحأوطورشرییغتبجی ءالؤھىلعءالمعلاةمدخدوھجنمدیزملازیكرتلالخنم،مامتھالانمدیزمىلإنوجاتحیةیمھأرثكألاءالمعلا● ؛ءالمعلا .اًمامتةیروحملاةكرشلاتاعیبمةظفحمنماًیجیردتاھتلازإبجیوأ،نیحبرملاریغءالمعللراعسألاةدایزبجی●
10.5 The supply chain manager of the future Key issue: What are the changing needs and requirements that apply to the most effective supply chain managers? Ultimately, the purpose of this book is to support the development of effective supply chain managers. This is arguably the most important job to begin with. In that respect it should be noted that today’s and tomorrow’s supply chain managers look very different from the supply chain staff of the recent past.
لبقتسملايفدیروتلاةلسلسریدم10.5 دیروتلاةلسلسيریدماھریغنمرثكأىلعقبطنتيتلاةریغتملاتابلطتملاوتاجایتحالايھام:ةیسیئرلاةیضقلا ؟ةلاعفلا ةفیظومھأيھهذھنألوقلانكمی.ةلاعفلادیروتلاةلسلسيریدمریوطتمعدوھباتكلااذھنمضرغلا،ةیاھنلايف يفظومنعاًمامتنیفلتخمنودبیًادغومویلادیروتلاةلسلسيریدمنأىلإةراشإلاردجت،ددصلااذھيف.اھبأدبت .بیرقلايضاملايفدیروتلاةلسلس
There are several key capabilities that will make or break supply chain managers of the near future: ● These managers need to be effective at interfacing with customers. This is new because in the past supply chain staff used to be almost completely internally and operationally focused. Sales monopolized the customer, leaving supply chain managers short of ‘supply chain relevant’ customer insight.
● Functional knowledge is a base requirement (this used to be a differentiator, now it is a qualifier). ● They need to have general management and strategic management capabilities and skills. ● They need to be able to develop and foster relationships internally and externally (as opposed to being focused only on running an operation). ● They need to be able to translate supply chain efforts and jargon into business language that their peers can respond to and relate to their own day-to-day efforts. ● They need to have a service ethic that does not include always saying ‘yes’. They therefore need to manage trade-offs in operations, while finding creative ways to serve the customer and becoming an essential part of the business organization (chain wrapped around the heart) and being considered key business partners. ● They need to be ‘business people’ that help build and grow the business and use supply chain as a tool not the purpose in doing so, so creativity, innovative approaches to business problems and entrepreneurial approaches to leveraging supply chain capabilities and practices to the benefit of the customer are key.
:بیرقلالبقتسملايفمھمطحتوأدیروتلاةلسلسيریدملعجتنأاھنأشنميتلاةیساسألاتاردقلانمدیدعلاكانھ يفنوفظوملاناكيضاملايفھنألدیدجاذھ.ءالمعلاعملصاوتلايفنیلاعفنوریدملاءالؤھنوكینأبجی● ةلسلسيریدمًةكرات،لیمعلاتاعیبملاتركتحا.لیغشتلاولخادلاىلعاًبیرقتلماكلكشبنوزكریدیروتلاةلسلس ."دیروتلاةلسلسبةلصلاتاذ"ءالمعلاةیؤرىلإنورقتفیدیروتلا .ً)الھؤمحبصأنآلاو،زییمتلماعقباسلايفاذھناك(يساسأبلطميھةیفیظولاةفرعملا● .ةیجیتارتساةیرادإوةماعةیرادإتاراھموتاراھمىلإةجاحبمھ● .)ةیلمعلاةرادإىلعطقفزیكرتلانمًالدب(اًیجراخواًیلخادتاقالعلازیزعتوریوطتىلعنیرداقاونوكینأبجی● مھنارقألنكمیيتلالامعألاةغلىلإتاحلطصملاودیروتلاةلسلسدوھجةمجرتىلعنیرداقاونوكینأبجی● .ةیمویلامھدوھجبطابترالاواھلةباجتسالا ."معن"لوقاًمئادنمضتتاليتلاةمدخلاتایقالخأىلإنوجاتحی● اًیساسأاًءزجاوحبصینأوءالمعلاةمدخلةیعادبإقرطداجیإعم،تایلمعلايفتالضافملاةرادإىلإنوجاتحیكلذل .نییسیئرلامعأءاكرشمھرابتعاو)بلقلالوحةفوفلمةلسلس(لامعألاةمظنمنم سیلوةادأكدیروتلاةلسلسمادختساوةیراجتلالامعألاةیمنتوءانبيفنودعاسی"لامعألاجر"اونوكینأبجی● تاردقنمةدافتسالللامعألاةدایربیلاسأولامعألالكاشملةركتبملاجھنلاوعادبإلانإفاذل،كلذبمایقلانمضرغلا .حاتفملايھلیمعلاةحلصمىلإدیروتلاةلسلستاسراممو
This will help supply chain managers avoid traditional pitfalls such as: ● being unable to align the organization around supply chain opportunities; ● lacking crucial voice of the customer (voc) insights to achieve success with final customers (voc processes aim to go beyond customer satisfaction measurement by crafting a more comprehensive, cross-functional exchange with selected customers – for example, Delgado-Hernandez et al., 2007); ● being only operationally focused, with limited insight into strategic business goals; ● taking initiatives in an effort to help peers, but not succeeding due to the points listed above;
● being great at supply chain concepts, but weak at solving customer problems and becoming a partner that is mission critical for the focal firm.
:لثمةیدیلقتلاقلازملابنجتىلعدیروتلاةلسلسيریدمكلذدعاسیس ؛دیروتلاةلسلسصرفلوحةمظنملاةمءاومىلعةردقلامدع● زواجتىلإvocتایلمعفدھت(نییئاھنلاءالمعلاعمحاجنلاقیقحتلةمساحلا)voc(ءالمعلاءارآىلإراقتفالا● ،لاثملالیبسىلع-نیددحمءالمععمفئاظولاددعتوًالومشرثكألدابتةغایصلالخنمءالمعلااضرسایق
Delgado-Hernandez et al. ،2007(؛ ؛ةیجیتارتسالالمعلافادھألةدودحمةیؤرعم،طقفتایلمعلاىلعزیكرتلا● ؛هالعأةروكذملاطاقنلاببسبحجنتملنكلو،نارقألاةدعاسملةلواحميفتاردابمذاختا● ةمھملثمیاًكیرشحبصتنأوءالمعلاتالكشملحيفاًفیعضنكلو،دیروتلاةلسلسمیھافميفاًعئارنوكتنأ● .ةیروحملاةكرشللةیمھألاةغلاب
10.6 Changing chains Focal firms that make change happen in supply chains over and over again experience The following: 1 Prepare for the (longer) run: major supply chain change efforts tend to take longer than initially planned and longer than might be anticipated up-front. And there are typically no short cuts to true implementation of the plan (no matter what consultants and vendors might say). 2 Plan to re-plan: most major supply chain change efforts end up being executed differently than initially planned and the change programmes are often revised along the way in order to be able to respond to changed circumstances or additional change issues found along the change journey. A voyage of discovery: there is real learning as you go along. As change programmes evolve and progress, managers learn about new changes and behavioral challenges – and how to incorporate them into the change Programme. The boardroom pitch is only the start of the test: after pitching successfully to senior management and gaining their buy-in, middle management and staff across the organization need to be engaged in the effort to give the programme a chance for real implementation. Additionally, given the learning that needs to happen along the way and the extended time period, real reconfiguration and implementation changes require (senior) management Commitment which needs to be earned repeatedly. So, in short, boardroom support helps launch the change but is not merely sufficient when it comes to making the change actually happen. Integrative but not integral: change programmes in supply chains often focus on different parts of the supply chain. While they all require integrative actions to ensure business alignment and cross-functional peer support they often do not address the whole supply chain.
Internal customers are a proxy for end-customers: customer service first is key in all good supply chain efforts but not all parts of the supply chain have direct access to the customer, let alone the end-customer. For those, often more upstream, segments of the supply chain, internal customers might be focused on as a proxy for end-customers. Just like external integration requires internal alignment as a basis, focusing on internal service is a good foundation for external service capability, good service ethic also runs everywhere in your Blood, not just when in front of a customer. Inside first: many supply chain reconfigurations start internally to the company before they impact other segments of the supply chain externally IT integration: this was also a hot topic in the early 1990s but it appears to still be hard to achieve and is not easily enabled but rather a source of a lot of work. It is important to keep that in mind, and not to assume that technology makes it easy to change broken processes. Technology cannot change broken process Or poor alignment without the hard managerial change work to support it. Benchmarks and best practices open eyes and help change programmes to stay on track: external benchmarks are useful to set direction, make the case for change and audit progress on the change journey using externally verifiable standards. Cross-functionality: is key to engaging relevant stakeholders in the supply chain, although not all functions and businesses need to engage. Rather than full supply chain integration, the concept of selective integration is key and Specific to company and context. Consistent cross-functionality: is a key characteristic of supply chain reconfiguration. Together with the complexity of the change process we suggest this is a marker of effective supply chain change management. Training and communication: these are well-known levers. Training staff and management are key enablers of change effectiveness and readiness. Communications – to remind and reinforce across the organization – are useful tactics as long as they are updated with the change journey adjustments and learnings during the change journey.
لسالسلارییغت10.6 :يلیاماًراركتواًرارمدیروتلالسالسيفرییغتلاثدحتيتلاةیروحملاتاكرشلا ططخموھامملوطأًاتقوقرغتستنأىلإةیسیئرلادیروتلاةلسلسرییغتدوھجلیمت:)لوطألا(راسمللدادعتسالا1 .اًقبسمعقوتموھامملوطأوةیادبلايفھل .)نوعئابلاونویراشتسالاھلوقیدقامعرظنلاضغب(ةطخلليقیقحلاذیفنتللةرصتخمقرطةداعدجوتالو ططخملانعفلتخملكشبذیفنتلابةیسیئرلادیروتلاةلسلسرییغتدوھجمظعمبرمألايھتنی:طیطختلاةداعإلةطخ2 فورظللةباجتسالانمنكمتلالجأنمقیرطلالوطىلعرییغتلاجماربةعجارممتتاماًبلاغو،ةیادبلايفاھل .رییغتلاةلحرلوطىلعةدوجوملاةیفاضإلارییغتلاتالكشموأةریغتملا
ىلعنوریدملافرعتی،اھمدقتورییغتلاجماربروطتعم.كمدقتءانثأيقیقحملعتكانھ:ةیفاشكتساةلحر3 رییغتلايفاھجمدةیفیكو-ةیكولسلاتایدحتلاوةدیدجلاتارییغتلا .جمانرب باستكاوایلعلاةرادإللحجانيمیدقتضرعمیدقتدعب:رابتخاللةیادبدرجموھةرادإلاسلجمةعاقضرعنإ4 جمانربلاحنملةلوذبملادوھجلايفةمظنملاءاحنأعیمجيفنوفظوملاوىطسولاةرادإلاكراشتنأبجی،مھدییأت ةینمزلاةرتفلاوقیرطلالوطىلعثدحینأبجیيذلاملعتللاًرظن،كلذىلإةفاضإلاب.يقیقحلاذیفنتللةصرف )ایلع(ةرادإذیفنتلاتارییغتوةیقیقحلانیوكتلاةداعإبلطتت،ةدتمملا سیلھنكلورییغتلاقالطإيفةرادإلاسلجممعددعاسی،راصتخاب،كلذل.رركتملكشبھبسكبجیيذلامازتلالا .عقاولايفرییغتلاءارجإبرمألاقلعتیامدنعطقفًایفاك .دیروتلاةلسلسنمةفلتخمءازجأىلعدیروتلالسالسيفرییغتلاجماربزكرتاماًبلاغ:ًالماكتمسیلنكلويلماكت5 الاًبلاغاھنإف،فئاظولاددعتمنارقألامعدولامعألاةمءاومنامضلةیلماكتتاءارجإاًعیمجبلطتتاھنأنیحيف .اھلمكأبدیروتلاةلسلسلوانتت ةدیجلادیروتلاةلسلسدوھجعیمجيفحاتفملايھًالوأءالمعلاةمدخ:نییئاھنلاءالمعللًالیكونویلخادلاءالمعلادعی6 تاعاطقىلإةبسنلاب.يئاھنلالیمعلانعكیھان،لیمعلاىلإرشابملوصواھیدلدیروتلاةلسلسءازجألكسیلنكلو لثماًمامت.نییئاھنلاءالمعلللیكومھنأىلعنویلخادلاءالمعلازكریدق،اًعبنترثكأنوكتاماًبلاغيتلادیروتلاةلسلس ةمدخلاةردقلًادیجاًساسأدعیةیلخادلاةمدخلاىلعزیكرتلانإف،ساسأكةیلخادةاذاحمبلطتیيذلايجراخلالماكتلا كعقوميفناكملكيفةدیجلاةمدخلاتایقالخألمعتامك،ةیجراخلا .نوبزلامامأطقفسیل،مدلا نمىرخأتاعاطقىلعرثؤتنألبقةكرشللاًیلخاددیروتلاةلسلسنیوكتةداعإتایلمعنمدیدعلاأدبتً:الوألخادلا7 اًیجراخدیروتلاةلسلس نملازیالھنأودبینكلوتاینیعستلالئاوأيفاًنخاساًعوضوماًضیأاذھناك:تامولعملاایجولونكتلماكت8 الو،رابتعالايفكلذعضتنأمھملانم.لمعلانمریثكلاردصمھنكلوةلوھسبھنیكمتمتیملوھقیقحتبعصلا ةلطعملاةیلمعلارییغتایجولونكتللنكمیال.ةلطعملاتایلمعلارییغتلھسلانملعجتایجولونكتلانأضرتفت .ھمعدلداجلايرادإلارییغتلالمعنودفیعضلاقفاوتلاوأ رییاعملا:حیحصلاراسملاىلعءاقبللجماربلارییغتىلعدعاستونویعلاتاسرامملالضفأورییاعملاحتفت9 اھنمققحتلانكمیرییاعممادختسابرییغتلاةلحريفمدقتلاةعجارمورییغتلاتابثإوهاجتالادیدحتيفةدیفمةیجراخلا .اًیجراخ جاتحتالھنأنممغرلاىلع،دیروتلاةلسلسيفنیینعملاةحلصملاباحصأكارشإلحاتفموھ:فئاظولاددعتم10 وھيئاقتنالالماكتلاموھفمنإف،دیروتلاةلسلسللماكلالماكتلانمًالدب.ةكراشملاىلإتاكرشلاوفئاظولاعیمج وحاتفم .قایسلاوةكرشلابصاخ ،رییغتلاةیلمعدیقعتعمبنجىلإاًبنج.دیروتلاةلسلسلیكشتةداعإلةیساسأةیصاخيھ:ةقستمةعطاقتمةفیظو11 .دیروتلاةلسلسرییغتلةلاعفلاةرادإلاىلعةمالعهذھنأحرتقن
رییغتلاةیلاعفلةیساسألالماوعلانمةرادإلاونیفظوملابیردتدعی.ةفورعمتاعفارهذھ:لصاوتلاوبیردتلا12 .دادعتسالاو ملعتلاورییغتلاةلحرتالیدعتباھثیدحتمتیاملاطةدیفمتاكیتكتيھ-ةمظنملاربعزیزعتلاوریكذتلل-تالاصتالا .رییغتلاةلحرءانثأ
Summary What does the supply chain of the future look like? ● The chain is wrapped around the heart, or, the ability to align the organization internally around supply chain opportunities, priorities and efforts in order to avoid partial, ineffective or failed supply chain improvement efforts. ● Hook on the chain, or, the capability to spot and select the limited number of collaborative opportunities upstream with partners and suppliers, and downstream with customers. ● Pulling the chain, or, the capability to map true and complete cost to fulfil customer orders and to manage services and costs for increased profitable growth. ● Critical link in the chain, or, the development of a ‘new breed’ of supply chain managers that will help realize all of the above. ● Changing chains, or, the capability to make the change actually happen for real.
صخلم ؟لبقتسملايفدیروتلاةلسلسودبتفیك لجأنمدوھجلاوتایولوألاودیروتلاةلسلسصرفلوحًایلخادةمظنملاةمءاومىلعةردقلاوأ،بلقلالوحةفوفلمةلسلسلا● .ةلشافلاوأةلاعفلاریغوأةیئزجلادیروتلاةلسلسنیسحتدوھجبنجت لحارملايفو،نیدروملاوءاكرشلاعمةینواعتلاصرفلانمدودحملاددعلارایتخاودیدحتىلعةردقلاوأ،ةلسلسلاطبر● .ءالمعلاعمةیئاھنلا ومنلاةدایزلفیلاكتلاوتامدخلاةرادإوءالمعلاتابلطةیبلتلةلماكلاوةیقیقحلاةفلكتلانییعتىلعةردقلاوأ،ةلسلسلابحس● .حبرملا .قبساملكقیقحتيفدعاستسيتلادیروتلاةلسلسيریدمنم"ةدیدجةلالس"ریوطتوأ،ةلسلسلايفمھمطابترا● .يقیقحلكشبرییغتلاءارجإىلعةردقلاوأ،لسالسلارییغت●
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