一、物流案例
When Groupthink Is Good
The Internet and intranet phenomenon that has revolutionized the way people communicate, shop, and read the news is also reshaping the way companies manage the supply chain process. Savvy, progressive companies are tying together their suppliers, distributors, and customers via the Internet or intranets so that all the players can share information and build supple and production plans collaboratively.
Heineken USA has reaped great benefits from collaborative planning. As competition intensified from regional and local microbreweries in the late 1980s and the early 1990s, the then-family-owned Heineken USA was slow to react. As a result, Heineken USA’s market share eroded and Heineken NV, the parent company in The Netherlands, decided to take over its American distribution and marketing operations. Heineken USA in its current form began operation in 1995 and t about overhauling its demand and production forecasting process.
Heineken’s old forecast and ordering mechanisms involved face-to-face meetings with distributors and veral steps of faxing orders among Heineken USA district offices, its headquarters, and the world headquarters in Amsterdam. Conquently, it took an average of 10 to 12 weeks for distributors to receive shipments.
To resolve the problem, Heineken USA implemented a private network connecting the company to its suppliers, distributors, and customers through Internet technology. Distributors log onto customized Heineken USA Web pages using a standard Internet browr and connection. By simply entering their ID and password, they can view their sales forecast and modify and submit their orders.
Heineken USA reassd the company’s entire strategy of getting product from the factory to the distributors. The company asmbled a cross-functional team including reprentatives from the marketing, sales, finance, ordering, and shipping departments of the company. For collaborative planning to work and enhance the efficiency of the supply chain, each department had to embrace the process and make it work in its ctor. The n
ew collaborative planning program has reduced order cycle times from 3 months to 4 weeks and simplified planning for Heineken USA’s distributor customers. The results are reduced inventory levels and fresher product to consumers.
Eastman Chemical Company, a $5 billion-a-year maker of chemicals, fibers, and plastics, has also revamped its forecasting and supply chain management through online collaborative planning. Eastman needed a way to align annual demand and production forecasts with long-term financial plans. Synchronizing short-and longer-term forecasts would help reduce inventories, improve customer satisfaction, and cut costs.
The company turned to its intranet, which was already in place but rarely ud. Since real time input from Eastman’s 300 salespeople was crucial to support the forecasting process, the company provided a broad range of employees with standardized hardware and software to access the intranet. The now broadly accessible intranet provided a basis for implementing collaborative planning applications software. Eastman’s new system allows everyone involved in the forecasting process to view the current and planned forec
俄罗斯旅游
ast and make changed as market conditions change. Using its intranet for collaborative planning, Eastman expects to reduce costs by 2 to 4 percent----a substantial sum in such a large company.
A company which implements collaborative supply chain planning via the Internet or an intranet must thoroughly integrate the new process into its existing operations, process, and culture. Collaborative planning via the Internet or intranets can be a vital element in tightening the links in the supply chain, matching production with the overall flow of orders through the chain.
1、translate into Chine
因特网和内部网的出现改变了人们交流、购物和阅读新闻的方式，也重塑了公司管理供应链流程的方式。Savvy这家先进的公司正在通过使用因特网或者内部网将供应商、分销商和客户紧密地联系在一起来使所有参与者能够共享信息并且建立灵活的、柔性的生产计划 。
美国的喜力啤酒已经从合作计划中获得了巨大的利益。随着20世纪80年代末和90杀人犬年代初区域和地方的酿酒厂竞争越来越激烈，当时家庭所拥有的喜力啤酒反应迟钝，导致喜力啤酒的市场份额被侵蚀，并且他在荷兰的母公司，维迪奇公司决定接管美国的配送及营销业务。美国喜力啤酒目前的形式是准备1995年开始运营,并着手整改他的需求和生产预测的过程。
橘诗喜力啤酒旧的预测和订购机制包括分销商面对面的进行会议，通过几个步骤在美国喜力区级办事处、总部、阿姆斯特丹的世界总部之间发送订单传真。因此,分销商平均每10 ~ 12周才能接收到一次货物。
为了解决这个问题，美国喜力公司采用私人网络通过互联网技术来连接公司及其供应商、分销商以及客户。分销商用标准的互联网浏览器和连接来登录专门定制的喜力啤酒主页。只需简单地输入编号和密码,就可以查看他们的销售预测，并修改和提交自己的订单。
上古十大神兽
美国喜力公司对从工厂取货到提供给供应商的整个策略重新进行了评估。公司组建了一个包括市场部、销售部、财务部、采购部和航运部各代表在内的跨职能团队。为了能够使协同计划起作用，并且提高供应链的效率，每个部门不得不提升进程，并使其在各部门中起
效。这个新的合作计划项目将订货周期从三个月降低到了四周，并且为美国喜力公司的分销商客户简化了计划。这不仅降低了库存水平并且使到达消费者手中的产品更加新鲜。
伊士曼化工公司，一个生产化学药品、纤维和塑料，年产值50亿美元的公司，也通过在线合作计划更新了他的预测和供应链管理。伊士曼需要一种方法来满足年需求量和长期财务计划的生产预测。同步短期和长期预测，将有助于减少库存，提高客户满意度，并降低成本。
公司将目标转向了已经引入但是很少使用的内部网。由于来自伊士曼300名销售人员的实时参与对于支持预测工程是至关重要的,公司提供了一个广泛的雇员范围，并给予标准化的硬件和软件来访问它的局域网。现已广泛利用的内部网为协同规划应用软件提供了一个基础。伊士曼公司的新系统允许每个人参与预测进程来查看当前的和计划预测，并随着市场条件的变化而改变。使用内部网的协同计划使伊士曼预计将成本降低2 - 4个百分点——打篮球规则一对于这么大的一个公司来说是很大的一笔数目。
通过使用互联网或内部网实行协同供应链计划的公司必须彻底把新的程序融入到现有的业务、流程和文化中去。通过互联网或内联网的协同计划在缩紧供应链环节、匹配整个生产5寸手机
链中的订单方面是一个重要的元素。新娘妆图片
2、feelings and experiences
Through the ca, I have known the importance of communication. Since exchanging information, they know the needs each other and meet the demand of their own —Manufacturers can understand consumers’ demand and product the right goods. Distributors can get the right goods timely to earn more profits. Customers can get good rvices -- so that reduce blindness and improve efficiency. A company which implements collaborative supply chain planning via the Internet or an intranet not only reducing distributors’ inventory levels, but also improved customer satisfaction, so I think that using computer technology to enhance communication is helpful to the companies’ long-term development.
