基于第三方物流的供应商管理库存研究
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摘要
在当今激烈的市场环境中,竞争实质上已不是单个企业之间的较量,而是供应链与供应链之间的竞争。在供应链中,买方占据越来越多的优势,为了培育核心竞争力,买方纷纷将非核心业务外包,使得供应商管理库存(VMI)逐渐盛行。随着VMI策略的实施,供应商掌握了真实的终端需求信息,但也增加了库存管理的负担。于是,供应商为了减轻负担,不断寻求将VMI运作中的物流业务外包给合适的第三方物流服务商。
本文首先通过综述国内外关于供应商管理库存和第三方物流的研究,发现目前研究的缺陷并提出本文需要关注的核心问题,即VMI与TPL能否有效整合,在VMI环境下物流外包后会对供应链产生怎样的综合影响。在此基础上,分析供应商管理库存模式盛行的原因及其实施所遇到的困难,提出供应商管理库存与第三方物流匹配的理论模型和基于第三方物流的VMI运作模式。然后,应用系统动力学方法将Towill的供应商管理库存模型拓展到单供应商-双分销商环境,构建VMI-APIOBPCSII模型,并将第三方物流引入供应商管理库存,构建VMI-TPL-APIOBPCS模型。接着,从牛鞭效应、生产节奏、库存指标和客户服务水平四个方面,模拟分析引入第三方物流对VMI模式的影响,并对模型中的重要参数进行灵敏度分析。最后,根据模拟结果和分析结论,为供应商和第三方物流服务商在进行VMI合作时提出一些有益建议。
In the furious market environment, the spirit of competition is no longer between the companies but the supply chains. In the supply chain, more and more advantages are taken by the buyers. The non-core businesses are outsourced, and it makes the vendor-managed inventory (VMI) popular in the reality. When implementing the VMI policy, the buyers capture the real end customer needs, but are put on more burdens. So, in order to mitigate the burdens, the buyers are seeking the right third party logistics provider for the logistics operations in the VMI.
Firstly, the thesis summarizes the researches of VMI and third party logistics, finds the defects of current researches and proposes the important issues needed to pay more attention. It is that the feasibility of integration VMI and TPL and the effects of logistics outsourcing in VMI on the supply chain. On these bases, the reasons why VMI is so popular and the difficulties which the buyers faced are analyzed. Secondly, the thesis extends the VMI System Dynamic model which proposed by Towill et al to the environment of one supplier and two distributors, builds the VMI-APIOBPCSII model. Then third party logistics is introduced in the VMI supply chain, and the VMI-TPL-APIOBPCS model is designed. The effects on the VMI after introducing third party logistics are analyzed from the bullwhip effect, production rate, inventory items, and customer services. Sensitive analysis is done for the important parameters in VMI-TPL-APIOBPCS model. At last, according to the simulation results and analytic conclusions, some useful proposals are put forward to the buyers and third party logistics providers when cooperating in VMI.
本文首先通过综述国内外关于供应商管理库存和第三方物流的研究,发现目前研究的缺陷并提出本文需要关注的核心问题,即VMI与TPL能否有效整合,在VMI环境下物流外包后会对供应链产生怎样的综合影响。在此基础上,分析供应商管理库存模式盛行的原因及其实施所遇到的困难,提出供应商管理库存与第三方物流匹配的理论模型和基于第三方物流的VMI运作模式。然后,应用系统动力学方法将Towill的供应商管理库存模型拓展到单供应商-双分销商环境,构建VMI-APIOBPCSII模型,并将第三方物流引入供应商管理库存,构建VMI-TPL-APIOBPCS模型。接着,从牛鞭效应、生产节奏、库存指标和客户服务水平四个方面,模拟分析引入第三方物流对VMI模式的影响,并对模型中的重要参数进行灵敏度分析。最后,根据模拟结果和分析结论,为供应商和第三方物流服务商在进行VMI合作时提出一些有益建议。
In the furious market environment, the spirit of competition is no longer between the companies but the supply chains. In the supply chain, more and more advantages are taken by the buyers. The non-core businesses are outsourced, and it makes the vendor-managed inventory (VMI) popular in the reality. When implementing the VMI policy, the buyers capture the real end customer needs, but are put on more burdens. So, in order to mitigate the burdens, the buyers are seeking the right third party logistics provider for the logistics operations in the VMI.
Firstly, the thesis summarizes the researches of VMI and third party logistics, finds the defects of current researches and proposes the important issues needed to pay more attention. It is that the feasibility of integration VMI and TPL and the effects of logistics outsourcing in VMI on the supply chain. On these bases, the reasons why VMI is so popular and the difficulties which the buyers faced are analyzed. Secondly, the thesis extends the VMI System Dynamic model which proposed by Towill et al to the environment of one supplier and two distributors, builds the VMI-APIOBPCSII model. Then third party logistics is introduced in the VMI supply chain, and the VMI-TPL-APIOBPCS model is designed. The effects on the VMI after introducing third party logistics are analyzed from the bullwhip effect, production rate, inventory items, and customer services. Sensitive analysis is done for the important parameters in VMI-TPL-APIOBPCS model. At last, according to the simulation results and analytic conclusions, some useful proposals are put forward to the buyers and third party logistics providers when cooperating in VMI.
引文
[1] Alberto Felice De Toni, Elena Zamolo. From a traditional replenishment system to vendor-managed inventory: a case study from the household electrical appliances sector [J]. International Journal of Production Economics, 2005, 96: 63–79
[2] Andel T. Manage inventory, own information [J]. Transportation and Distribution 1996, 37 (5): 54–58
[3] Andres Angulo, Heather Nachtmann, Matthew A Waller. Supply chain information sharing in a vendor managed partnership [J]. Journal of Business Logistics, 2004, 25 (1):101-120
[4] Andrew Cox. Understanding buyer and supplier power: a framework for procurement and supply competence [J]. Journal of Supply Chain Management, 2001, 37 (2)
[5] Anu H Bask. Relationships among TPL providers and members of supply chain – a strategic perspective [J]. The Journal of Business & Industrial Marketing, 2001, 16 (6/7): 470-486
[6] Boyson. Managing effective third party logistics relationship: what dose it take? [J]. Journal of Business Logistics, 1999, 20 (1): 73-100
[7] C. Troyer, R. Cooper. Smart moves in supply chain integration [J]. Transportation and Distribution, 1995, 36 (9): 55-65
[8] Carolyn Farr Sly, Mary Ann Mauldwin. Maximizing the use of vendor managed inventories while minimizing internal headaches [A]. Dynamic APICS Resource Education, 2000: 444-449
[9] Ching Chyi Lee, Wai Hung Julius Chu. Who should control inventory in a supply chain? [J]. European Journal of Operational Research, 2005, 164: 158–172
[10] Christiansen, P.E.. Inter-organizational relations and third party logistics [C]. Conference for Nordic Researchers in Logistics. NOFOMA, Model College, Norway, June 11-13, 1997
[11] Coyle, J.J., Bardi, Langley, C. The management of business logistics [M]. Sixth Edition, West Pub, 1996
[12] Dan Andersson, Andreas Norrman. Procurement of logistics services-a minutes work or a multi-year project? [J]. European Journal of Purchasing & Supply Management, 2002, 8(1): 3-14
[13] Denis R. Towill. Industrial dynamics modeling of supply chains [J]. International Journal of Physical Distribution & Logistics Management, 1996, 26 (2): 23-42
[14] Don Mills. Vendor-managed inventory: best practice, or best forgotten? [J]. Canadian Transportation Logistics, 1997, 1 (1): 100-114
[15] Emigh J. Vendor managed inventory [J]. Computers World , 1999, 52: 25-31
[16] George Kuk. Effectiveness of vendor-managed inventory in the electronics industry: determinants and outcomes [J]. Information & Management, 2004, 41: 645–654
[17] Gerard Cachon, Marshall Fisher. Campbell soup’s continuous replenishment program: evaluation and enhanced inventory decision rules [J]. Production and Operation Management, 1997, 6 (3): 266-276
[18] Gerard Cachon. Managing supply chain demand variability with scheduled ordering policies [J]. Management Science, 1999 , 45: 843-856
[19] Gregory N. Stock, Noel P. Greis, John D. Kasarda. Enterprise logistics and supply chain structure: the role of fit [J]. Journal of Operations Management, 2000, 18: 531-547
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[25] Ki Ling Cheung, Hau L Lee. The inventory benefit of shipment coordination and stock rebalancing in a supply Chain [J]. Management Science, 2002, 48 (2): 300-307
[26] Kum Khiong Yang, Robert A Ruben, Scott Webster. Managing vendor inventory in a dual level distribution system [J]. Journal of Business Logistics, 2003, 24 (2): 91-108
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[40] S.M. Disney, D.R. Towill. The effect of vendor managed inventory (VMI) dynamics on the bullwhip effect in supply chains [J]. International Journal of Production Economics, 2003, 85: 199–215
[41] Sandor Boyson, Thomas Corsi, Martin Dresner, et al. Managing effective third party logistics relationship: what dose it take? [J]. Journal of Business Logistics, 1999, 20 (1): 73-100
[42] Sila Cetinkaya, Chung Yee Le. Stock replenishment and shipment scheduling for vendor managed inventory systems [J]. Management Science, 2000 ,46 (2) :217 – 232
[43] Skjott-Larsen, T.. Third party logistics-from an inter-organizational point of view [J]. International Journal of Physical Distribution &Logistics Management, 2000, 30(2): 112-127
[44] Stigler, George J. The division of labor is limited by the extend of the market [J]. The Journal of Political Economy, 1951 (3): 185-193
[45] Sven Axsater. A note on stock replenishment and shipment scheduling for vendor-managed inventory systems [J]. Management Science, 2001, 47: 1306-1310
[46] Tompkins, James. Third party logistics: only the name remains the same [J]. Food Logistics, 1999 (8)
[47] Troyer. C, R.cooper. Smart moves in supply chain integration [J]. Transportation and Distribution, 1995, 36 (9): 55-65
[48] Virum, H. Third party logistics development in Europe [J]. Logistics andTransportation Review, 1993, 29(4): 355-361
[49] Wire. Europe company: vendor-managed inventory gaining popularity [J]. EIU Views New York, 2003 ,21
[50] Yan Dong, Kefeng Xu. A supply chain model of vendor managed inventory [J]. Transportation Research Part E, 2002, 38: 75–95
[51] Yemisi A Bolumole. The supply chain role of third party logistics providers [J]. International Journal of Logistics Management, 2001,12(2): 87-102
[52] (美)巴罗著.企业物流管理:供应链的规划、组织和控制 [M].王晓东等译.北京:机械工业出版社,2002
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[57] 邓华,张雅维.企业物流外包利弊分析 [J].江苏商论,2002 (8):20-22
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[2] Andel T. Manage inventory, own information [J]. Transportation and Distribution 1996, 37 (5): 54–58
[3] Andres Angulo, Heather Nachtmann, Matthew A Waller. Supply chain information sharing in a vendor managed partnership [J]. Journal of Business Logistics, 2004, 25 (1):101-120
[4] Andrew Cox. Understanding buyer and supplier power: a framework for procurement and supply competence [J]. Journal of Supply Chain Management, 2001, 37 (2)
[5] Anu H Bask. Relationships among TPL providers and members of supply chain – a strategic perspective [J]. The Journal of Business & Industrial Marketing, 2001, 16 (6/7): 470-486
[6] Boyson. Managing effective third party logistics relationship: what dose it take? [J]. Journal of Business Logistics, 1999, 20 (1): 73-100
[7] C. Troyer, R. Cooper. Smart moves in supply chain integration [J]. Transportation and Distribution, 1995, 36 (9): 55-65
[8] Carolyn Farr Sly, Mary Ann Mauldwin. Maximizing the use of vendor managed inventories while minimizing internal headaches [A]. Dynamic APICS Resource Education, 2000: 444-449
[9] Ching Chyi Lee, Wai Hung Julius Chu. Who should control inventory in a supply chain? [J]. European Journal of Operational Research, 2005, 164: 158–172
[10] Christiansen, P.E.. Inter-organizational relations and third party logistics [C]. Conference for Nordic Researchers in Logistics. NOFOMA, Model College, Norway, June 11-13, 1997
[11] Coyle, J.J., Bardi, Langley, C. The management of business logistics [M]. Sixth Edition, West Pub, 1996
[12] Dan Andersson, Andreas Norrman. Procurement of logistics services-a minutes work or a multi-year project? [J]. European Journal of Purchasing & Supply Management, 2002, 8(1): 3-14
[13] Denis R. Towill. Industrial dynamics modeling of supply chains [J]. International Journal of Physical Distribution & Logistics Management, 1996, 26 (2): 23-42
[14] Don Mills. Vendor-managed inventory: best practice, or best forgotten? [J]. Canadian Transportation Logistics, 1997, 1 (1): 100-114
[15] Emigh J. Vendor managed inventory [J]. Computers World , 1999, 52: 25-31
[16] George Kuk. Effectiveness of vendor-managed inventory in the electronics industry: determinants and outcomes [J]. Information & Management, 2004, 41: 645–654
[17] Gerard Cachon, Marshall Fisher. Campbell soup’s continuous replenishment program: evaluation and enhanced inventory decision rules [J]. Production and Operation Management, 1997, 6 (3): 266-276
[18] Gerard Cachon. Managing supply chain demand variability with scheduled ordering policies [J]. Management Science, 1999 , 45: 843-856
[19] Gregory N. Stock, Noel P. Greis, John D. Kasarda. Enterprise logistics and supply chain structure: the role of fit [J]. Journal of Operations Management, 2000, 18: 531-547
[20] Hoek, R.I.. The contribution of performance measurement to the expansion of third party logistics alliances in the supply chain [J]. International Journal of Operations & Production Management, 2001,21(1/2): 15-29
[21] James Aaron Cooke. VMI: very mixed impact? [J]. Logistics Management and Distribution Report, 1998, 37 (12): 51-85
[22] Jan Holmstrom. Business process innovation in the supply chain: a case study of implementing vendor managed inventory. European Journal of Purchasing and Supply Management, 1998 (4):127-131
[23] Jennifer Baljko Shah. UPS logistics becomes hub of activity-helps customers get a handle on vendor-managed inventory programs [J]. EBN, Manhasset, 2001, 11 (17): 58
[24] Johanna Smaros, Juha Matti Lehtonen, Patrik Appelqvist, et al. The impact ofincreasing demand visibility on production and inventory control efficiency [J]. International Journal of Physical Distribution & Logistics Management, 2003, 33 (4): 336-354
[25] Ki Ling Cheung, Hau L Lee. The inventory benefit of shipment coordination and stock rebalancing in a supply Chain [J]. Management Science, 2002, 48 (2): 300-307
[26] Kum Khiong Yang, Robert A Ruben, Scott Webster. Managing vendor inventory in a dual level distribution system [J]. Journal of Business Logistics, 2003, 24 (2): 91-108
[27] Lambert, Douglas, Margaret, et al. Developing and implementing supply chain partnership [J]. The International Journal of Logistics Management, 1996, 7 (2): 1-17
[28] Lieb.R.C, Millen.R.A, Wassenhove,Van L.N. Third party logistics:a comparison of experienced American and European manufacture [J]. International Journal of Physical Distribution&Logistics Management, 1993, 23 (6)
[29] Lieb.R.C, Benze.B.A. The use of third-party logistics services by large american manufacturers: the 2003 survey [J]. Transportation Journal, 2004, 43 (3)
[30] M. Waller, M. E. Johnson, T. Davis. Vendor-managed inventory in the retail supply chain [J]. Journal of Business Logistics, 1999, 20 (1): 183–203
[31] Mallen, Bruce. Fuctional spin off: a key to anticipating change in distribution structure [J]. Journal of Marketing, 1964, 37 (7): 18-25
[32] Michael J Fry, Roman Kapuscinski, Tava Lennon Olsen. Coordinating production and delivery under a (z, Z)-type vendor-managed inventory [J]. Manufacturing & Service Operations Management, 2001, 3 (2): 151-174
[33] Mohan K Menon, Michael A McGinnis, Kenneth B Acherman. Selection criteria for providers of third-party logistics services: an exploratory study [J]. Journal of Business Logistics, 1998, 19 (1): 121-138
[34] Philip M Ricketts. Modeling the “make or buy” logistics decision: an empirical analysis of the logistics decision drivers for suppliers and manufacturers in vendor managed inventory relationships [D]. University of North Taxas, 1999 (8)
[35] Remko I. van Hoek. The contribution of performance measurement to the expansion of third party logistics alliances in the supply chain [J]. International Journal of Operations & Production Management, 2001, 21(1/2): 15-29
[36] Richadson, H.L. Explore outsourcing concepts to model the outsourcing decision [J]. The International Journal of Logistics Management, 1995, 6(2): 55-65
[37] Robert C. Lieb, Brooks A. Bentz. The use of third-party logistics services by large American manufacturers: the 2003 survey [J]. Transportation Journal, 2004, 43 (3): 24-34
[38] S.M. Disney, A.T. Potter, B.M. Gardner. The impact of vendor managed inventory on transport operations [J]. Transportation Research Part E, 2003, 39: 363–380
[39] S.M. Disney, D.R. Towill. A procedure for the optimization of the dynamic response of a vendor managed inventory system [J]. Computers & Industrial Engineering, 2002, 43: 27-58
[40] S.M. Disney, D.R. Towill. The effect of vendor managed inventory (VMI) dynamics on the bullwhip effect in supply chains [J]. International Journal of Production Economics, 2003, 85: 199–215
[41] Sandor Boyson, Thomas Corsi, Martin Dresner, et al. Managing effective third party logistics relationship: what dose it take? [J]. Journal of Business Logistics, 1999, 20 (1): 73-100
[42] Sila Cetinkaya, Chung Yee Le. Stock replenishment and shipment scheduling for vendor managed inventory systems [J]. Management Science, 2000 ,46 (2) :217 – 232
[43] Skjott-Larsen, T.. Third party logistics-from an inter-organizational point of view [J]. International Journal of Physical Distribution &Logistics Management, 2000, 30(2): 112-127
[44] Stigler, George J. The division of labor is limited by the extend of the market [J]. The Journal of Political Economy, 1951 (3): 185-193
[45] Sven Axsater. A note on stock replenishment and shipment scheduling for vendor-managed inventory systems [J]. Management Science, 2001, 47: 1306-1310
[46] Tompkins, James. Third party logistics: only the name remains the same [J]. Food Logistics, 1999 (8)
[47] Troyer. C, R.cooper. Smart moves in supply chain integration [J]. Transportation and Distribution, 1995, 36 (9): 55-65
[48] Virum, H. Third party logistics development in Europe [J]. Logistics andTransportation Review, 1993, 29(4): 355-361
[49] Wire. Europe company: vendor-managed inventory gaining popularity [J]. EIU Views New York, 2003 ,21
[50] Yan Dong, Kefeng Xu. A supply chain model of vendor managed inventory [J]. Transportation Research Part E, 2002, 38: 75–95
[51] Yemisi A Bolumole. The supply chain role of third party logistics providers [J]. International Journal of Logistics Management, 2001,12(2): 87-102
[52] (美)巴罗著.企业物流管理:供应链的规划、组织和控制 [M].王晓东等译.北京:机械工业出版社,2002
[53] (美)福瑞斯特著.工业动力学 [M].胡汝鼎等译.北京:科学出版社, 1985
[54] (美)科伊尔,(美)巴蒂,(美)兰利.企业物流管理-供应链视角 [M].文武等译.北京:电子工业出版社,2003
[55] 陈虎,韩玉启,王斌.基于系统动力学的库存管理研究 [J].管理工程学报, 2005 (3):132-141
[56] 陈文若.第三方物流 [M].北京:对外经济贸易大学出版社,2004
[57] 邓华,张雅维.企业物流外包利弊分析 [J].江苏商论,2002 (8):20-22
[58] 候书森.EMBA 前沿管理方法 [M].北京:中国言实出版社,2003
[59] 刘丽文,袁佳瑞.VMI 环境下的库存与发货模型研究 [J].中国管理科学,2003 (10):31-36
[60] 刘小群,马士华.供应链战略性物流外包中的界面管理研究 [J].工业工程与管理,2005(6):83-88
[61] 刘妍.供应链管理模式下第三方物流经济意义分析 [J].价值工程,2003 (1):34-36
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