供应商绩效 – Page 4 – Supplier Lifecycle Management供应商全周期管理

成层现象与供应链层级 Epidermal Stratification and Supply Chain

by SLM
2017-06-272017-09-30

在生物和植物学中有个说法叫“成层”现象。讲群落的垂直结构指群落在垂直方面的配置状态的最显著的特征是成层现象，即在垂直方向分成许多层次的现象。
在质量改善里，有个工具叫类比法(Analogy)，说的是将一些问题类比生活化。借助这个方法，我把层成现象也类比到供应商管理和企业管理中。There is a terminology in both biology and botany: epidermal stratification . When it comes to the vertical structure of a community, the most significant characteristic of the configuration state of a community in the vertical aspect lies in stratification, a phenomenon that the community is divided into many layers vertically. In terms of quality improvement, one of the tools used is called Analogy, which refers to transferring some problems in management into real-life problems by comparison. Resorting to this method, we can make an analogy between stratification and management of suppliers and enterprises.

塑身与公差 Slim and Tolerance

by SLM
2017-06-182017-09-30
2 Comments

控制品质的其中一个环节就是控制公差，这是为什么说将质量嵌入到产品设计当中的原因。公差将直接影响产品的一致性，稳定性，可靠性和功能。公差设计出来比较容易，但是如何将公差控制在一个有限的范围内却是一件困难的事。
One of the steps in controlling quality is to control tolerance. This is why quality should be built in product design. Tolerance will directly influence the consistency, stability, reliability and functions of products. It is easy to design tolerance, yet it is difficult to control the tolerance in a limited range. This is why America cultivated over ten thousands of engineers studying the control in statistical processes to ensure the quality of military products during the 1940s. The aim to control statistical process is to minimize the product defects which exceed the tolerance, and to inform the engineers of the investigation reasons to take precautions via the form of graphic trend in advance before producing defective goods.

好的质量也意味着好的装柜 Good loading is a nonnegligible part of quality.

by SLM
2017-06-112017-09-30
1 Comment

笔者所在的公司以单纯的国际贸易为主，分布亚洲各地的供应商加工制造然后按照客户的指令将货物按照整柜或者拼柜的方式发往全球近40个主要国家和地区的分公司进行销售。每年经笔者所在的公司管理的发货量在5,000次左右，以2016年为例，与包装和装柜相关的交付后客户的投诉达40次，这并不包含包材用错，标签贴错的情形，而仅仅是货物被投诉少箱数，托盘被投诉垮掉，货物被发错，包装箱破损，货物发霉，货物短溢装（比如螺丝）等。而这意味着几乎每100次发货里就会出现一次纠纷，排除公休周，意味着每周都会发生一次，以笔者的估算平均处理每次的投诉80-100封邮件而平均每个人的日常邮件处理量100封来计算，这相当于每周有一个人天的资源浪费在处理此类的纠纷和投诉上，可见影响之大。