敏捷供应链多变的市场竞争外文翻译Word文档格式.docx
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敏捷供应链多变的市场竞争外文翻译Word文档格式.docx
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外文原文
TheAgileSupplyChain:
CompetinginVolatileMarkets
IndustrialMarketingManagement,Vol29.2000
MartinChristopher
CranfieldSchoolofManagement,UK
Turbulentandvolatilemarketsarebecomingthenormaslife-cyclesshortenandglobaleconomicandcompetitiveforcescreateadditionaluncertainty.Theriskattachedtolengthyandslow-movinglogistics‘pipelines’hasbecomeunsustainable,forcingorganizationstolookagainathowtheirsupplychainsarestructuredandmanaged.Thispapersuggeststhatthekeytosurvivalinthesechangedconditionsisthrough‘agility’,inparticularbythecreationofresponsivesupplychains.
Theimportanceoftimeasacompetitiveweaponhasbeenrecognizedforsometime.Theabilitytobeabletomeetthedemandsofcustomersforever-shorterdeliverytimesandtoensurethatsupplycanbesynchronizedtomeetthepeaksandtroughsofdemandisclearlyofcriticalimportanceinthiseraof‘time-basedcompetition.
Tobecomemoreresponsivetotheneedsofthemarketrequiresmorethanspeed,italsorequiresahighlevelofmaneuverabilitythattodayhascometobetermedagility.
WhatisAgility?
Agilityisabusiness-widecapabilitythatembracesorganizationalstructures,information,systems,logisticsprocessesand,inparticular,mindsets.Akeycharacteristicofanagileorganizationisflexibility.Indeedtheoriginsofagilityasabusinessconceptliesinflexiblemanufacturingsystems(FMS).Initiallyitwasthoughtthattheroutetomanufacturingflexibilitywasthroughautomationtoenablerapidchangeandthusagreaterresponsivenesstochangesinproductmixorvolume.Laterthisideaofmanufacturingflexibilitywasextendedintothewiderbusinesscontextandtheconceptofagilityasanorganizationalorientationwasborn.
Agilityshouldnotbeconfusedwith‘leanness’.Leanisaboutdoingmorewithless.Thetermisoftenusedinconnectionwithleanmanufacturingtoimplya‘zeroinventory’,just-in-timeapproach.Paradoxically,manycompaniesthathaveadoptedleanmanufacturingasabusinesspracticeareanythingbutagileintheirsupplychain.Thecarindustryinmanywaysillustratesthisconundrum.TheoriginsofleanmanufacturingcanbetracedtotheToyotaProductionSystem(TPS),withitsfocusonthereductionandeliminationofwaste.
WhilstthelessonslearnedfromtheTPSprincipleshavehadaprofoundimpactmanufacturingpracticesinawiderangeofindustriesaroundtheworld,itseemsthatthetendencyhasbeenforthebenefitsofleanthinkingtoberestrictedtothefactory.Thusweencountertheparadoxicalsituationwherevehiclemanufactureisextremelyefficientwiththroughputtimeinthefactorytypicallydowntotwelvehoursorless,yetinventoryoffinishedvehiclescanbeashighastwomonthsofsales–andstillthecustomerhastowaitforweeksorevenmonthstogetthecaroftheirchoice!
Whilstleannessmaybeanelementofagilityincertaincircumstances,byitselfitwillnot
enabletheorganizationtomeetthepreciseneedsofthecustomermorerapidly.Webster’sDictionarymakesthedistinctionclearlywhenitdefinesleanas‘containinglittlefat’whereasagileisdefinedas‘nimble’.
Therearecertainconditionswherealeanapproachmakessense.Inparticularwheredemandispredictableandtherequirementforvarietyislowandvolumeishigh.InfacttheveryconditionsinwhichToyotadevelopedtheleanphilosophy.Theproblemsarisewhenweattempttoimplantthatphilosophyintosituationswheredemandislesspredictable,therequirementforvarietyishighandconsequentlyvolumeattheindividualstockkeepingunit(SKU)levelislow–asetofcharacteristicswhichismoretypicaloftheWesternautomobileindustry.Inotherwordsitcouldbearguedthatmanyfirmshavebeenmisguidedintheirattemptstoadoptaleanmodelinconditionstowhichisnotsuited.
Theroutestoagility
TobetrulyagileasupplychainmustpossessanumberofdistinguishingcharacteristicsasFigure2suggests.Firstly,theagilesupplychainismarketsensitive.Bymarketsensitiveismeantthatthesupplychainiscapableofreadingandrespondingtorealdemand.Mostorganizationsareforecast-drivenratherthandemand-driven.Inotherwordsbecausetheyhavelittledirectfeed-forwardfromthemarketplacebywayofdataonactualcustomerrequirementstheyareforcedtomakeforecastsbaseduponpastsalesorshipmentsandconverttheseforecastsintoinventory.ThebreakthroughsofthelastdecadeintheformofEfficientConsumerResponse(ECR)andtheuseofinformationtechnologytocapturedataondemanddirectfromthepoint-of-saleorpoint-of-usearenowtransformingtheorganization’sabilitytohearthevoiceofthemarketandtoresponddirectlytoit.
Conventionallogisticssystemsarebaseduponaparadigmthatseekstoidentifytheoptimalquantitiesofinventoryandsitsspatiallocation.Complexformulaeandalgorithmsexisttosupportthisinventory-basedbusinessmodel.Paradoxically,whatwearenowlearningisthatoncewehavevisibilityofdemandthroughsharedinformation,thepremiseuponwhichtheseformulaearebasednolongerholds.ElectronicDataInterchange(EDI)andnowtheInternethaveenabledpartnersinthesupplychaintoactuponthesamedatai.e.realdemand,ratherthanbedependentuponthedistortedandnoisypicturethatemergeswhenordersaretransmittedfromonesteptoanotherinanextendedchain.
Sharedinformationbetweensupplychainpartnerscanonlybefullyleveragedthroughprocessintegration.Byprocessintegrationismeantcollaborativeworkingbetween
buyersandsuppliers,jointproductdevelopment,commonsystemsandsharedinformation.Thisformofco-operationinthesupplychainisbecomingevermoreprevalentascompaniesfocusonmanagingtheircorecompetenciesandoutsourceallotheractivities.Inthisnewworldagreaterrelianceonsuppliersandalliancepartnersbecomesinevitableand,hence,anewstyleofrelationshipisessential.Inthe‘extendedenterprise’asitisoftencalled,therecanbenoboundariesandanethosoftrustandcommitmentmustprevail.Alongwithprocessintegrationcomesjointstrategydetermination,buyer-supplierteams,transparencyofinformationandevenopen-bookaccounting.
Thisideaofthesupplychainasaconfederationofpartnerslinkedtogetherasanetworkprovidesthefourthingredientofagility.Thereisagrowingrecognitionthatindividualbusinessesnolongercompeteasstand-aloneentitiesbutratherassupplychains.Wearenowenteringtheeraof‘networkcompetition’wheretheprizeswillgotothoseorganizationswhocanbetterstructure,co-ordinateandmanagetherelationshipswiththeirpartnersinanetworkcommittedtobetter,closerandmoreagilerelationshipswiththeirfinalcustomers.Itcanbearguedthatintoday’schallengingglobalmarkets,theroutetosustainableadvantageliesinbeingabletoleveragetherespectivestrengthsandcompetenciesofnetworkpartnerstoachievegreaterresponsivenesstomarketneeds.
Hybridstrategiesareoftenappropriate
Therewillbeoccasionswheneithera‘pure’agileorleanstrategymightbeappropriateforasupplychain.Howevertherewilloftenbesituationswhereacombinationofthetwomaybeappropriatei.e.ahybridstrategy.
Hybridsupplychainstrategiesrecognizethatwithinamixedportfolioofproductsandmarketstherewillbesomeproductswheredemandisstableandpredictableandsomewheretheconverseistrue.AsFisherhaspointedoutitisimportantthatthecharacteristicsofdemandarerecognizedinthedesignofsupplychains.However,itisnotnecessarilythecasethatasupplychainshouldbeeitherleanoragile.Insteadasupplychainmayneedtobeleanforpartofthetimeandagilefortherest.
ZaratheSpanishfashioncompanyprovidesagoodexampleofthishybridsupplychainstrategy.
ZaraisoneofSpain’smostsuccessfulanddynamicapparelcompanies,producingfashionableclothingtoappealtoaninternationaltargetmarketof18to35year-olds.Zara’sinternationalmarketpositioningplacesitindirectcompetitionwithsomeofthemostskilledoperationsinthebusiness,includingItalianfashiongiantBenettonandUS-basedTheGapandTheLimited.Itsrapidgrowthandon-goingsuccessinsuchafiercelycompetitiveenvironmentisinfactatestamenttoitsabilitytoestablishanagilesupplychainwhichstillincorporatesmany‘lean’characteristics.ThepursuitofthishybridstrategyhasenabledZaratodeveloponeofthemosteffectivequick-responsesystemsinitsindustry.
Thewholeprocessofsupplyinggoodstothestoresbeginswithcross-functionalteams-comprisingfashion,commercialandretailspecialists-workingwithinZara’sDesignDepartmentatthecompany’sheadquartersinLaCorona.Thedesignsreflectthelatestininternationalfashiontrends,withinspirationgleanedthroughvisitstofashionshows,competitors’stores,universitycampuses,pubs,cafesandclubs,plusanyothervenuesoreventsdeemedtoberelevanttothelifestylesofthetargetcustomers.Theteam’sunderstandingoffashiontrendsisfurtherguidedbyregularinflowsofEPOSdataandotherinformationfromallofthecompany’sstoresandsitesaroundtheworld.
Rawmaterialsareprocuredthroughthecompany’sbuyingofficesintheUK,ChinaandTheNetherlands,withmostofthematerialsthemselvescominginfromMauritius,NewZealand,Australia,Morocco,China,India,Turkey,Korea,ItalyandGermany.Approximately40%ofgarments-thosewiththebroadestandleasttransientappeal–areimportedasfinishedgoodsfromlow-costmanufacturingcentersintheFarEast.Therestareproducedbyquick-responseinSpain,usingZara’sownh
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