Chapter_6__Strategic_Alliances技术报告.pptVIP

Chapter 6 Strategic Alliances;Strategic Alliances;Strategic Alliances;Strategic Alliances;战略联盟: 供应链上的位置、企业资源以及专业技能，共同决定了供应链中最适合履行某项特定职能的企业。;1、在体制上，这个群体组成了一个主体企业的利益共同体 ;Strategic Partnering:Types of SP;Milliken is one of the largest privately held textile and chemical manufacturers in the world.;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, Advanced Continuous Replenishment: Suppliers may gradually decrease inventory levels at the retailer’s store or distribution center as long as service levels are met. Inventory levels are thus continuously improved in a structured way. Kmart ;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.;;Requirements for Effective SP;Important SP Issues;Important SP Issues;The alliance will help address the following issues;Steps in SP Implementation;Main Characteristics of SP;Advantages of SP;Advantages of SP;Disadvantages of SP;Examples of SP Successes and Failures;Examples of SP Successes and Failures;Examples of SP Successes and Failures;Spartan Stores, a grocery chain, shut down its VMI effort about one year after its inception. One problem was that buyers were not spending any less time on reorders than they did before This was because they didn’t trust the suppliers enough to be able to stop carefully monitoring the inventories and deliveries of the VMI items, and intervening at the slightest hint of trouble.;Spartan Stores (continued) Suppliers didn’t do much to allay these fears. The problems were not with the suppliers’ forecasts; instead, they were due to the suppliers’ inability to deal with promotions, which are a key part of the grocery business. Since they were unable to appropriately account for promotions, delivery levels were often unacceptably low