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精益供应链管理-战略采购手册
资料语言: 英文     点击这里进入精简版页面
资料类别: 电子书籍 / 生产运作
格式/页数: PDF格式 / 196
资料大小: 2.79 MB
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   资料简介
[color=#00008B]Introduction WHY THIS BOOK AND WHY NOW? With any new work, the question that always has to be answered is—why? Why a new book on supply chain management and procurement? Why another book about lean systems? Why should we care? Is there anything more important that we can learn from the concept of lean supply chain management? Why a new book on supply chain management? The answer is simply because the works that exist tend to treat SCM as product movement and delivery, and SCM is really something greater than that. In fact, many books state that SCM is the same as logistics management,[1] using the Council of Logistics Management definition. Practitioners in SCM will undoubtedly tell you there are very unique differences between logistics and supply chain management. Throughout this book we revisit this difference and demonstrate how integrating SCM into other business elements delivers the greatest improvements of performance—with, yes, financial benefits as well! Why a new book on lean? Most books on lean systems center on manufacturing operations and material management within that environment. These books describe the tools and methods by which to implement lean initiatives, the measures by which success is observed, and the support needed to allow for implementation success. What they don't address is the pre-implementation events that need to occur in the supply chain to enable the lean efforts within the four walls. This is where the value of practical experience comes to play in how this question is answered. Linking supply chain efforts with lean efforts—really making them one and the same—is the way in which both efforts are optimized. So while this book addresses the use of lean tools and the integration with lean implementation internally, it really creates a new definition and practice in lean. Why should we care? Again, the answer is simple, cost … or, more important, profit. In a typical manufacturing firm, procurement and supply chain costs make up about 50 percent of COGS (cost of goods sold), and manufacturing contributes 30 percent. Improvement in these two factors can provide the single biggest opportunity for profit improvement. At a 20 percent gross profit, it takes $5 of improved sales to equal the profit effect of $1 of supply chain savings. While most readers of this work will be either SCM practitioners or students, the truth of this story needs to be heard by the executive management of our organizations so that the appropriate focus and effort is placed here. Typically, organizations rally around sales strategies or overhead reduction strategies for improving profit, with this biggest piece of SCM being lost. Finally, does this or any book provide the roadmap to integrate SCM strategy into the larger business strategy of a company? Many SCM initiatives have either been only moderately successful, or have completely failed. Why? They've failed because they haven't been part of a corporate strategy other than saving money. The tendency is that these plans are stand-alone, not usually an extension of the company's manufacturing or technology plans, and may in fact be in direct conflict with the company's goals and approach. This book was written specifically to be used as a strategic planning tool in developing a world class supply chain and procurement plan. This book doesn't jump immediately to implementation steps, but builds the overall business and value systems that must be in place first. It addresses the different commercial and financial environments in which an organization might find itself, and recommends specific approaches tailored to those conditions. Finally, the book concludes by focusing on the SCM steps and implementation order that facilitates the implementation of lean manufacturing within your own organization.[/color]
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