战略联盟 Strategic Alliances,战略联盟？,战略联盟：是两个公司之间一种典型的、多方位的目标导向型的长期伙伴关系，他们共享收益、共担风险。共同的目标可以带来更多的资源承诺。,Strategic Partnering:Types of SP,Quick Response: Vendors receive POS data from retailers, and use this information to synchronize production and inventory activities at the supplier. The retailer still prepares individual orders, but the POS data is used by the supplier to improve forecasting and scheduling. Example: Milliken and Company: The lead time from order receipt at Millikens textile plants to final clothing receipt at several of the department stores involved was reduced from eighteen weeks down to three weeks.,战略合作伙伴的类型,快速反应： 销售商从零售商处获得零售点数据POS ，并利用这一信息协同供应商的生产与库存活动 零售商仍然准备个别订单，但零售点数据被供应商利用以提高预测的准确度和时间安排的合理性 例如：Milliken公司：从Milliken公司的纺织厂接到订单到相关的商店收到服装的提前期从8周降到了3周,Continuous Replenishment: Vendors receive POS data and use it prepare shipments at previously agreed upon intervals to maintain agreed to levels of inventory. Wal-Mart, Kmart Advanced Continuous Replenishment: Suppliers may gradually decrease inventory levels at the retailers store or distribution center as long as service levels are met. Inventory levels are thus continuously improved in a structured way. Kmart,Strategic Partnering:Types of SP,连续补货：零售商收到零售点数据，利用这些数据，并根据以前同意的间隔，确定发货数量，以达到同意的库存水平 如沃尔玛、凯玛特 高级的连续补货：只要能达到预定的服务水平，供应商就逐渐降低零售商的商店或配送中心的库存水平。库存水平通过这种预先安排好程序和方法逐渐得到改善。 如凯玛特,战略合作伙伴的类型,Vendor Managed Inventory (VMI):JITD VMI Projects at Dillard Department Stores, J.C. Penney, and Wal-Mart have shown sales increases of 20 to 25 percent, and 30 percent inventory turnover improvements.,Strategic Partnering:Types of SP,销售商管理的库存 (VMI)：JITD Dillard百货公司、 J.C. Penney公司和沃尔玛在VMI项目实施后，销售增长了20%至25%，库存周转率提高了30%,战略合作伙伴的类型,Requirements for Effective SP,Advanced information systems Top management commitment Information must be shared Power and responsibility within an organization might change (for example, contact with customers switches from sales and marketing to logistics) Mutual trust Information sharing Management of the entire supply chain Initial loss of revenues,有效战略合作伙伴的要求,先进的信息系统 高层管理人员的支持和承诺 信息必须分享 一个公司中的权力和义务会发生变化（如与客户联系的任务由销售与营销部门转到物流部门） 相互信任 信息共享 相互共同参与对整个供应链的管理 可能会导致最初的收入降低，但长期上,Important SP Issues,Inventory ownership: Retailer owns inventory Supplier owns the goods until they are sold (consignment) Why would a firm do this? Performance measures: Fill rate, inventory level, inventory turns,战略合作伙伴的重要问题,库存所有权： 零售商拥有库存 商品被卖出前由供应商拥有（委托） 企业为什么这样做？ 绩效评估：满足率、库存水平、库存周转,Important SP Issues,Confidentiality Communication and cooperation When First Brands started partnering with Kmart, Kmart often claimed that its supplier was not living up to its agreement to keep two weeks of inventory at all times. It turned out that this was due to the fact that the two companies employed different forecasting methods.,战略合作伙伴的重要问题,相互信任及数据信息保密性？ 沟通与合作 当First Brands公司开始与凯玛特合作时，凯玛特常常声称供应商没能履行在任何时候都拥有2周的库存了协议。调查原因：证明这是由于两家公司使用的预测方法不同造成的,Steps in SP Implementation,Contractual negotiations Ownership Credit terms Ordering decisions Performance measures Develop or integrate information systems Develop effective forecasting techniques Develop a tactical decision support tool to assist in coordinating inventory management and transportation policies,战略伙伴关系的实施步骤,合约谈判 所有权 信用条件 订货决策 绩效指标 开发或整合信息系统 开发有效的预测技术 开发一个有效的决策支持工具以协同库存管理和运输策略,Main Characteristics of SP,战略合作伙伴的主要特征,Advantages of SP,Fully utilize system knowledge Consider the partnership between White-Hall Robbins (W-R), who makes over-the-counter drugs such as Advil, and Kmart. W-R initially disagreed with Kmart about forecasts, and in this case, it turned out that W-R forecasts were more accurate because they have a much more extensive knowledge of their products than Kmart does.,战略伙伴的优势,可以充分利用合作双方的知识 考虑制造OTC（非处方用药）药物（如Advil）的W-R公司与凯玛特的关系。W-R公司不同意凯玛特的预测，在这种情况下，事实证明W-R公司的预测更准确，因为它们对自己的产品更了解,Advantages of SP,Decrease required inventory levels Improve service levels Decrease work duplication Improve forecasts,战略伙伴的优势,降低了必要的库存水平 提高了服务水平 减少了重复劳动 提高了预测的准确度,Disadvantages of SP,Expensive advanced technology is required. Supplier/retailer trust must be developed. Supplier responsibility increases. Expenses at the supplier often increase. Why? How can this be addressed?,战略伙伴的缺点,需要更加昂贵的技术 必须培养供应商 / 零售商之间的信任 供应商的责任增加了 供应商的开支常常增加 为什么？如何应对？,Examples of SP Successes and Failures,Western Publishing-Golden Books: Western Publishing is using VMI for its Golden Books line of childrens books at several retailers. POS data automatically triggers re-orders when inventory falls below a reorder point. This inventory is delivered either to a distribution center, or in many cases, directly to the store. Ownership of the books shifts to the retailer once deliveries have been made. In the case of Toys R Us, the company has even managed the entire book section for the retailer, including inventory from suppliers other than Western Publishing. Extra sales, increased costs to Western,战略合作伙伴成功的案例,西部出版社的黄金产品线： 西部出版社在几家零售商中为其黄金产品线儿童书籍使用VMI 当库存降到再订货点以下时