文档介绍：Logistics/Supply anization
Chapter 15
CR (2004) Prentice Hall, Inc.
A anization structure does not by itself produce good performance--just as a good constitution does not guarantee great presidents, or good laws, or a moral society. But a anization structure makes good performance impossible, no matter how good the individual managers may be. To anization structure…will therefore always improve performance.
Peter F. Drucker
1
Organizing for Logistics/Supply Chain Management
CR (2004) Prentice Hall, Inc.
2
CR (2004) Prentice Hall, Inc.
Objectives anization
Definitively defines responsibility, accountability, and authority–essentials for good management
Collects people together in a meaningful way to achieve the goals of supply management
Sets initial conditions so that proper cost tradeoffs can be realized
Facilitates the implementation of plans as well as the planning process
Aids administration
3
CR (2004) Prentice Hall, Inc.
Activity Fragmentation
in the Supply Chain
President
Marketing
Finance
Operations
Distribution channels
Customer service
Field inventories
Revenue
Cost of capital
ROI
Inventory carrying costs
Supply alternatives and supply costs
Warehousing
Purchasing
Transportation
Responsibilities
15-4
4
CR (2004) Prentice Hall, Inc.
Activity Fragmentation
in the Supply Chain (Cont’d)
President
Marketing
Finance
Operations
More inventory
Frequent & short production runs
Fast order processing
Fast delivery
Field warehousing
Less inventory
Cheap order processing
Less warehousing
Long production runs
Lowest cost routing
Plant warehousing
Objectives
15-5
5
Activity Fragmentation
in the Supply Chain (Cont’d)
Reasons for fragmentation
Lack of understanding of key cost tradeoffs
Traditions and conventions
Other areas considered to be more important to the firm than anization structure can be in an evolutionary state
Benefits of fragmentation elimination
Encourages important cost tradeoffs to be effected
Focuses on an imp