英国sainsbury超市供应链管理的障碍分析研究计划全英文版.docx
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英国sainsbury超市供应链管理的障碍分析研究计划全英文版.docx
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英国sainsbury超市供应链管理的障碍分析研究计划全英文版
ObstaclestosupplychainmanagementimplementationofSainsbury’sre-engineeringprogrammer
1.0ProjectAim
TheaimofthisresearchprojectistoanalyzethereasonswhySainsbury’shasmadearadicalchangeofthesupplychain,moreimportantly,toexaminetheobstaclesofimplementationofthenewsupplychain.
2.0ProjectObjectives
●Tobrieflydescribetheimportanceofthesupplychainintheindustryofthesupermarket.
●ToexaminethereasonofthefalloftheSainsbury’soldsupplychainstrategy.
●ToanalyzeSainsbury’snewsupplychainactivitiesinimplementation,andtoassessthepossibleobstaclestoSainsbury’sSCM(supplychainmanagement)implementation.
●ToputforwardrecommendationsofhowtoovercomethebarriersofimplementationSCMinSainsbury’s.
3.0Context
InordertohaveaclearunderstandingofthisresearchitisessentialtooutlinethebasictheoryofthesupplychainandinadditiongiveanoverviewSainsbury’ssupermarketwhichhasundertakenanewsupplychainsystemtoimproveitsperformance.
3.1AreaofResearch
TheSCMisindeedaverybroadarea.Thescopeofthisresearchisrestrictedtosupplychainsinsupermarketindustrywherethesuccessoflogisticsprocessesislargelydependentonhowwellphysicaldeliveriesareintegratedintotheimplementationofaproject.Moreimportantly,theseresearchobjectiveswillspecificallyfocusontheobstaclesofimplementationofSCMinSainsbury’s.
“Overthepastdecade,companieshavebeenfocusingtheircompetitivestrategiesonleveragingthecompetenciesandcapabilitiestobefoundintheclustersofcustomersandsuppliersconstitutingtheirbusinesssupplychains”(Ross,2003).Today’sbestenterpriseshaveincreasinglylookedtowardSCMtogainthecompetitiveadvantagethatisdifficulttoimitate.
AsforthesupermarketindustryintheUK,thecompetitionamongtheSainsbury’s,TescoandASDAisfierceandthemarginisextremelylow.Togainthemarketshare,itisnecessarytohaveaneffectivesupplychain,forthereasonthatthebasicfunctionalityoftheretailindustryisabouthowtodeliverthegoodsfromthesuppliertotheendcustomerinaproperway.Therefore,“supplychaindevelopmentisakeyaspectofretailers'drivetowardsmarketdomination”(Campbell,2003).
3.2CompanyOverview
Sainsbury'sSupermarketswasestablishedin1869andisBritain'slongest-standingmajorfoodretailingchain,employingover145,000people.(Sainsbury’swebsite,2005).however,bythemid-1990s,itwasabundantlyclearthatSainbury'scouldnolongerkeepup.ThegrocerygianthadalreadybeenbestedbylongtimerivalTesco.Furthermore,Sainsbury'sfacedincreasingpressurefromAsda,whichwasacquiredbyWal-Mar.
ThereasonofSainsbury’sitselfwasthatthecompanywasusinga30-year-oldwarehousemanagementsystem(WMS),comparedtotheageoftheaverageTescodepot—sevenyears.Theconsequenceswereapparent:
stockshortageswerecommon,andononeoccasion,allofthedepotsystemscrashedwhenSainsbury'striedtoordergoodsinadifferentway.MuchofthetechnologybudgetwasdedicatedtomaintainingthecomplexandoutdatedITinfrastructure;anditwasparticularlydifficulttolaunchnewbusinessinitiatives(,2004).
ThechangeofSainsburySCMhadbeguninthelate1990swiththeretailer'sadoptionofManhattanAssociates'advancedWMSsystem,whichisagloballeaderinprovidingsupplychainexecutionandcollaborativecommercesolutions.Butwholesalechangecamein2000whenSainsbury’soutsourcetheentireITfunctiontoAccenture,whichwasresponsiblefortheITtransformationprogramatSainsbury's,includingsomeofthesupplychainsystems.ThetransformationisarguablythelargestandmostambitiousretailsupplychainprojectinEuropewhichwillbecompletedin2005(,2004).Sainsbury'swasconfidentthattheinvestmentinsupplychaintechnologyisenablingittomeasurestock-levelsandsalesinreal-timeratherthanthedayafter,aswiththeoldsystem,whichwillmakethedifferenceandhelpitclawbackmarket-share(Campbell,2003).
Nevertheless,intermsofthefinancialperformanceofSainsbury’sin2004,theadvancednewsupplychainwasdrivingSainsbury'stotheworstpre-taxresultinits135-yearhistory.SomeanalystsarguedthefailureofSainbury'ssupplychainistheresultofintroducingsophisticatedtechnologytooquickly.However,somestillbelievebadfinancialperformancewastemporaryandtherewasnothingwrongwiththesupplychain(O'Brien,2004).
DuetothefactthattheperformanceinSainsbury’swithitsre-engineeringprogramwasnotwhatSainsbury’sexpected,thepurposeofthisstudyistoidentifyanddescribekeyfactorsthatimpededtheimplementationofsupplychainchoices.
4.0LiteratureReview
Thischapterpresentsthebasicmanagementconceptsandtheoriesthatareessentiallylinkedtotheresearchproblemandquestions.Thechapteriscomposedofthreesub-chapters.Itstartswithanintroductiontotheconceptofsupplychainmanagementanditsmainobjectives.Thepurposeistocreateasolidbaseforjudgingthesuccessfulelementsofthesupplychains.Thesecondsub-chapterdealswiththeobstaclestoSCMimplementation.
Theliteraturesearchhasdonebymakingthegreatestuseofthesecondaryliteraturesources,andfollowedbytheprimaryliteraturesources.Hence,thereisawiderangeofliteraturerelatingtothebroaderareaofSCM,includingbusinessnewspapers,books,journals,electronicresourcesonInternet.ThereishoweverfarlessliteraturerelatingparticularlytoSCMwithintheretailindustry.Asforthisreason,onlyhalfofthemweretakenintoconsideration.
4.1SCM(SupplyChainManagement)
Overthepastdecade,therehasbeenanincreasingemphasisonsupplychainmanagementthroughwhichfirmscanachievecompetitiveadvantageinmarkets(Dyer,ChoandChu,1998).Alargenumberofexamplesinthe1990s,bothsuccessfulandabortive,showhowcompanieshavemadelargeinvestmentstostreamlinetheirsupplychainsinordertoimprovecustomersatisfactionandincreasetheirinternalproductivity.AsChristopher(1998)states,itisnotactuallyindividualcompaniesthatcompetewitheachothernowadays;rather,thecompetitionisbetweenrivalsupplychains.Thosesupplychainsthataddthemostvalueforcustomerswiththelowestcostinthechainmakeupthewinningnetworkofindividualcompanies.Therefore,itisnownecessarytotakeacloserlookattheconceptofsupplychainmanagementanditskeyobjectives.
Alltoooftenintheliteraturethetermsupplychainmanagementisnarrowlyunderstoodtobethesameaslogisticsmanagement.Infact,theconceptofsupplychainmanagementhasbeenderivedfromlogisticsmanagementandithasabroaderscopethantraditionlogisticswithincompanies.
Mainlyduetotheoilcrisesinthe1970s,whenbothtransportationcostsandinterestrates–andthusalsoinventorycarryingcosts-roseatthesametime,theimportanceoflogisticstoacompany’sprofitswasreallyunderstoodbytopmanagement(Ballou,1992).Itwasthensoonrealizedthatoptimizationofphysicaldistributionalonewasnotgoodenough,butratherpurchasingandmaterialhandlingshouldbeintegratedverytightlyintoit.Thisintegrationprocesswasleadingtoanevolutionoflogisticsmanagementthataccordingtomanysources(e.g.,LangleyandHolcomb,1992;Ballou,1992;Gattorna&Walters,1996)canbeconsideredtobethecombinationoftwomanagementdisciples:
physicaldistributionandmaterialsmanagement.Gradually,logisticsmanagementwasunderstoodasacross-functionalactivityaffectingthewholeorganization,insteadofoptimizinglogisticsseparatelyineachfunctionalcolumn(Christopher,1998).Christopher(1998)hasdefinedsupplychainmanagementasfollows:
“Themanagementofupstreamanddownstreamrelationshipswithsuppliersandcustomerstodeliversuperiorcustomervalueatlesscosttothesupplychainasawhole.”
Inrecentyearsthetermsupplychainmanagementwasconfrontedwithsomecriticismthatthenotiondoesnotdescribeitscustomer-orientedfocuswellenough(e.g.,Christopher,1998;VollmannandBerry;2000).Therefore,thetermdemandchainmanagementhasbeenusedalongsidesupplychainmanagementintheliteraturetostresstheimportanceofcustomer-orientedthinking.However,thisworkmaintainsthatademandchainisnotthesameasasupplychain,andthereforedemandchainmanagementandsupplychainmanagementarenotsynonymous.Accordingto
Eloranta(1999),ademandchaintransfersdemandinformationfromendcustomermarketstosuppliers,whereasasupplychaincreatesproductsandservicesthataretransferredfromsupplierstoendcustomers.Workingtogether,thedemandandsupplychainscreatethedemand-supplychain.Ademand-supplychainisanend-to-endnetworkwheredemandknowledgeispassedfrommarketstosupplysourcesandvalueofferingsarepassedfromsupplysourcestoconsumers(Eloranta,1999).
Figure1:
Demand-supplychain(Eloranta,1999)
4.2ObstaclestoSCMimplementation
Changewasthehotmanagementtopicofthe1980sand1990s.Itseemedthateveryorganizationwasdoingitandeveryauthorwastalkingaboutit.Thestrategicchangewascitedastheonlywaytosurvivetheacceleratingcycleofproductandprocessinnovation(burgess,2001).By1994over40%ofmajorUScompanieshadhad11ormoremajorchangeprogrammersinthepreviousyears(Filipczak,1994).AchievingastepchangeofSCMcanprovideorganizationwithasignificantcompetitiveadvantageifitproducestherightresults.But,accomplishingthislevelofchangeisnevereasy.Indeed,“bymostestimates50%to70%ofSCMchangeinitiat
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- 关 键 词:
- 英国 sainsbury 超市 供应 管理 障碍 分析研究 计划 英文
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