小h漫谈（28）：供应链战略选择

摘要：在互联网时代，企业的生存环境瞬息万变，这种快速变化的外部环境迫使企业必须时刻根据外部动态及时调整战略。供应链核心企业通过战略规划，期望实现供应链上各职能、各环节更高效的运转，同时提升供应链的总体协调性。

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“小h漫谈（28）：供应链战略选择”

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"Little H's Chat (28): Choosing a Supply Chain Strategy"

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一、思维导图（Mind mapping）

二、精读内容（Intensive Reading Content）

在互联网时代，企业的生存环境瞬息万变，这种快速变化的外部环境迫使企业必须时刻根据外部动态及时调整战略。供应链核心企业通过战略规划，期望实现供应链上各职能、各环节更高效的运转，同时提升供应链的总体协调性。

In the Internet era, the survival environment of enterprises is constantly changing. This rapidly evolving external environment compels companies to continuously adjust their strategies in a timely manner according to external dynamics. Core enterprises in the supply chain, through strategic planning, aim to achieve more efficient operations across all functions and links of the supply chain, while enhancing the overall coordination of the supply chain.

供应链管理的本质在于通过对供应链各环节的规划设计与决策，使企业战略与供应链的总体竞争战略更加匹配和协调。因此，掌握供应链战略及其环境分析工具，对供应链企业来说至关重要。

The essence of supply chain management lies in the design, planning, and decision-making of each link in the supply chain, ensuring that the corporate strategy is more aligned and coordinated with the overall competitive strategy of the supply chain. Therefore, mastering supply chain strategy and its environmental analysis tools is crucial for supply chain enterprises.

一、竞争战略实施环境分析

I. Analysis of the Implementation Environment for Competitive Strategy

与竞争战略制定与实施相关的常用工具包括 PESTLE 模型、价值链模型和 SWOT 分析法。PESTLE 分析模型源自 PEST（政治、经济、社会、技术）分析模型，在此基础上加入法律（legal）和环境（environment）因素，形成了 PESTLE 模型。

Common tools related to the formulation and implementation of competitive strategy include the PESTLE model, the value chain model, and the SWOT analysis. The PESTLE model, derived from the PEST (Political, Economic, Social, and Technological) model, incorporates additional factors of legal and environmental considerations to form the PESTLE model.

PESTLE 模型的六个因素相互影响、彼此制约，主要用于评估外部环境因素。价值链模型将企业的各种活动分为基本活动和支持性活动，主要增值活动包括内向物流、生产运作、外向物流、营销和服务。价值链分析的根本目的是识别真正为企业增值的环节，即价值链上的“战略环节”，以实现优化流程、提升价值的目标。SWOT（优势、劣势、机会、威胁）分析法是战略管理领域应用最广泛的一种竞争环境分析工具，它可以帮助企业从市场环境中面临的优势、劣势、机遇和威胁四个方面进行分析。

The six factors of the PESTLE model interact with and constrain each other, and are primarily used to assess external environmental factors. The value chain model divides a company's various activities into primary and support activities, with key value-adding activities including inbound logistics, production operations, outbound logistics, marketing, and service. The fundamental purpose of value chain analysis is to identify the links that truly add value to the company, namely the "strategic links" in the value chain, in order to achieve the goal of optimizing processes and enhancing value. The SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) is the most widely used competitive environment analysis tool in the field of strategic management, helping companies analyze their strengths, weaknesses, opportunities, and threats in the market environment.

二、供应链战略选择

II. Supply Chain Strategy Selection

供应链战略（supply chain strategy）是指企业在明确自身竞争战略后，从战略的高度对供应链进行的全局性、总体性规划。根据产品的需求模式，费希尔将产品分为两类：功能性产品和创新型产品。功能性产品包括大量可以从零售店方便购买到的商品，这类产品满足人们的基本生活需求，需求稳定、可预测，如食盐、酱油、矿泉水等。创新型产品则是为满足特定需求而生产的，企业在产品样式或技术上进行创新，例如智能手机、笔记本电脑等。

Supply chain strategy refers to the comprehensive and overall planning of the supply chain from a strategic perspective after a company has clarified its competitive strategy. According to the demand patterns of products, Fisher classifies products into two categories: functional products and innovative products. Functional products include a wide range of items that can be conveniently purchased from retail stores, which meet basic living needs and have stable, predictable demand, such as salt, soy sauce, and mineral water. Innovative products, on the other hand, are produced to meet specific needs, with companies innovating in product design or technology, such as smartphones and laptops.

企业通过创新产品获得的利润较高，但这类产品的需求波动较大，难以预测。因此，对于不同类型的产品，供应链战略可以划分为两类：效率型供应链战略和响应型供应链战略。

Companies can earn higher profits through innovative products, but the demand for such products is highly volatile and difficult to predict. Therefore, supply chain strategies can be divided into two categories based on different types of products: efficiency-driven supply chain strategy and responsiveness-driven supply chain strategy.

效率型供应链战略是指能够以最低成本进行产品创新与设计，并将原材料转化为零部件、半成品、成品，以及分销给客户并提供服务的供应链战略。响应型供应链战略则强调对需求做出快速反应，能够以最快的需求反应进行产品创新与设计，并将原材料转化为零部件、半成品、成品，以及分销给客户并提供服务的供应链战略。

The efficiency-driven supply chain strategy focuses on minimizing costs in product innovation and design, transforming raw materials into components, semi-finished goods, and finished products, as well as distributing them to customers and providing services. The responsiveness-driven supply chain strategy, in contrast, emphasizes rapid response to demand, enabling the fastest possible demand response in product innovation and design, transforming raw materials into components, semi-finished goods, and finished products, and distributing them to customers with efficient service.

在多数情况下，客户需求并不能简单地划分为功能性或创新型。例如，年轻人希望轿车功能齐全、价格低廉，同时又具备个性化的设计特征。因此，目前许多企业在制定供应链战略时，更倾向于选择物流一体化战略。其主要形式包括纵向一体化、后向一体化、横向一体化和网络一体化，其中纵向一体化又可以分为前向一体化与后向一体化。

In most cases, customer needs cannot be simply categorized as functional or innovative. For example, young people expect cars to be fully functional and affordable while also having personalized design features. Therefore, many companies today tend to adopt an integrated logistics strategy when formulating their supply chain strategies. The main forms include vertical integration, backward integration, horizontal integration, and network integration, with vertical integration further divided into forward and backward integration.

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文案|小h

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