電子供應(yīng)鏈中最常被誤解的動(dòng)態(tài)之一可能是基于網(wǎng)絡(luò)的線上采購以及電子商務(wù)(e-commerce)所帶來的影響吧！ 從十年多以前開始，由于有了網(wǎng)絡(luò)的存在，品牌所有者開始能夠直接向客戶推銷自己的產(chǎn)品，不必再由其它地方進(jìn)行運(yùn)輸、存貨以及進(jìn)行管理。 如今我們知道 Amazon.com 的營運(yùn)模式十分適用于消費(fèi)/零售領(lǐng)域，它讓客戶能透過網(wǎng)絡(luò)直接購買到成品。雖然電子商務(wù)在電子供應(yīng)鏈中扮演著重要的作用，但客戶營運(yùn)模式并不適于搜尋、采購以及管理大量的線上零組件。 電子商務(wù)對于組件制造商如何計(jì)劃與運(yùn)輸貨物的影響，增加了電子產(chǎn)品供應(yīng)鏈交易的復(fù)雜性，并使許多供應(yīng)鏈的關(guān)系重新調(diào)整。許多制造商正致力于找到可接觸到客戶的最有效率方式，以及管理未經(jīng)最后加工的庫存。制造商策略也開始分裂成低成本量產(chǎn)(如外包至中國)以及多樣化量產(chǎn)。因此，在電子產(chǎn)業(yè)中，經(jīng)銷商就得不斷地改變其營運(yùn)模式，以期適合于雙方制造商的策略。 一般由目錄經(jīng)銷商處理的小量、少樣產(chǎn)品組合訂單，已經(jīng)從傳統(tǒng)領(lǐng)域步入數(shù)字世界。擁有廣泛產(chǎn)品組合的經(jīng)銷商通常得設(shè)法支持這種類型的客戶，開始提供線上訂購功能。在某些情況下，這意味著必須與已建置電子商務(wù)功能的網(wǎng)站建立合作伙伴關(guān)系，以及從各種產(chǎn)品庫存搜尋多樣化的產(chǎn)品。 其它經(jīng)銷商則發(fā)展自有的電子商務(wù)工具。即將從11月起卸下安富利公司(Avnet Inc.)董事會主席一職的前任 CEO Roy Vallee曾表示，該公司將與客戶共同致力于發(fā)展電子商務(wù)等客戶需要的各種方式。然而，其經(jīng)銷商客戶并未選擇在線上采購組件生產(chǎn)訂單。 相反地，經(jīng)銷商開始利用線上功能來追蹤客戶訂單、分析資料，并將這些資料用于規(guī)劃未來的產(chǎn)品等用途。一項(xiàng)針對全球供應(yīng)鏈主管所進(jìn)行的調(diào)查報(bào)告《The Chief Supply Chain Officer Report 2012》作者指出： “或 許電子商務(wù)最重要的意義在于為所有公司帶來了一個(gè)能與客戶更直接接觸的機(jī)會。對于工業(yè)或B2B品牌而言，這種業(yè)務(wù)往來的關(guān)系有助于雙方邁向更深層的產(chǎn)品資 訊分享以及預(yù)測合作與訂單效率，而不只是一種取代電話與目錄服務(wù)的超強(qiáng)力版本。對于消費(fèi)品牌而言，這種影響力則可深入訂單管理與執(zhí)行，并可能意味著重大的 經(jīng)銷通路改變。” 本文授權(quán)編譯自EBN Online，版權(quán)所有，謝絕轉(zhuǎn)載 本文下一頁：大量訂單正轉(zhuǎn)移至電子商務(wù)

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• 分銷商朝大而全的方向發(fā)展，電子商務(wù)模式仍有待觀察
• 電子元器件采購的未來在電子商務(wù)
• Mouser推出“新一代產(chǎn)品”及“應(yīng)用與技術(shù)”新站點(diǎn)kwTesmc

{pagination} 更多大規(guī)模的訂單正轉(zhuǎn)移至電子經(jīng)銷商。部份原因在于組件供貨商推出了越來越多的產(chǎn)品種類。根據(jù)這份CSCO的報(bào)告強(qiáng)調(diào)，由于客戶期待更廣泛的產(chǎn)品上線，使得數(shù)字消費(fèi)者持續(xù)增加庫存單位(SKU)： “根據(jù)美國富國銀行(Wells Fargo)在去年的一份投資研究報(bào)告表示，Amazon提供的品項(xiàng)數(shù)量比Wal-Mart.com更多80倍，顯示多樣化的產(chǎn)品條形碼正迅速地增加中?！? 在電子產(chǎn)業(yè)中，隨著制造商從含鉛產(chǎn)品轉(zhuǎn)變至改用無鉛組件， RoHS指令的實(shí)施也增加了供應(yīng)鏈中的SKU 。經(jīng)銷商在公司中開發(fā)自有的內(nèi)部辨識系統(tǒng)，以區(qū)別符合RoHS標(biāo)準(zhǔn)與不合格的組件。他們?yōu)榉蟁oHS標(biāo)準(zhǔn)的組件制作了獨(dú)立的庫存設(shè)施，以便與含鉛組件分開處理。 在出貨時(shí)，經(jīng)銷商必須使其組件識別系統(tǒng)與客戶熟悉的組件型號一致。經(jīng)銷通路還必須提供認(rèn)證文件，以確認(rèn)選定的RoHS設(shè)備的確是無鉛組件。該系統(tǒng)可使經(jīng)銷商 管理其它類型的復(fù)雜性，例如由組件制造商所提供的更廣泛組件。過去提供完整解決方案的芯片制造商，如今已區(qū)分為專業(yè)的DSP、微處理器、內(nèi)存、 FPGA、模擬、數(shù)字等專業(yè)公司。電子客戶現(xiàn)在已擁有一個(gè)可進(jìn)行選擇的更廣泛組件組合，而選擇這些組件也同樣變得更加復(fù)雜了。 對 于已經(jīng)知道其需求的客戶－工程師、實(shí)驗(yàn)室或原型產(chǎn)品工作室，他們都需要具有各種不同組件組合的訂單──電子商務(wù)能迅速且有效地找到并完成這一訂單。這些元 件的供貨商也樂于讓經(jīng)銷商處理這些訂單，因?yàn)榉?wù)這些小量產(chǎn)品不但毫無利潤也沒什么效率?？蛻艨赡苤雷约盒枰裁唇M件，但提供廣泛的選擇，意味著能夠在這些選擇中提供最佳解決方案。 即使組件選擇范圍縮小，也得考慮到其它更多的交貨機(jī)制。供貨商能在制造商網(wǎng)站通知直接出貨給客 戶嗎？如果可以的話，供貨商倉庫到工廠的距離有多近？附近剛好也有經(jīng)銷商嗎？如果有的話，經(jīng)銷商能提供客戶所需的產(chǎn)量嗎？大部份的電子商務(wù)模式可管理多達(dá) 十余個(gè)SKU種類，但平均一項(xiàng)電子物料成本(BOM)包括多達(dá)數(shù)百個(gè)SKU 。 未來，我還將進(jìn)一步討論電子商務(wù)如何管理這種復(fù)雜度及其影響。 本文授權(quán)編譯自EBN Online，版權(quán)所有，謝絕轉(zhuǎn)載 編譯：Susan Hong 參考英文原文：Dispelling E-Commerce Myths，by Barbara Jorgensen, EBN Community Editor

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• 分銷商朝大而全的方向發(fā)展，電子商務(wù)模式仍有待觀察
• 電子元器件采購的未來在電子商務(wù)
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{pagination} Dispelling E-Commerce Myths Barbara Jorgensen Possibly one of the most misunderstood dynamics in the electronics supply chain is the impact of Internet-based buying and/or e-commerce. A little more than a decade ago, brand owners became capable of selling their wares directly to customers without shipping, storing, or managing them elsewhere. What we now know is that the Amazon.com-model has worked extremely well in the consumer/retail space where customers buy finished products. While e-commerce plays a significant role in the electronics supply chain, customer business models are simply not well suited to source, purchase, and manage large volumes of components online. E-commerce has had an impact on how component manufacturers plan and ship goods, has increased the complexity of electronics supply chain transactions, and has prompted realignment in many supply chain relationships. In a previous report I noted that many manufacturers are struggling with the most effective way to reach their customers and manage unfinished inventory. Manufacturers are split between low-cost mass production -- outsourcing to China, for example -- and more variable mass customization. In electronics, distributors continue to shift their models to support both strategies. (See: Distributors Secure Role With Extra Services. ) In electronics, e-commerce has not "cut out the middleman" as many feared. Low-volume, low-mix orders, typically handled by catalog distributors, moved from paper to the digital world. Broadline distributors that have typically struggled to support this type of customer, began to provide online ordering capabilities. In some cases, this meant partnering with sites that had already set up e-commerce capabilities and sourced from a variety of inventory pools. Other distributors developed their own e-commerce tools. At the time, analysts viewed the strategy as "betting $2 on every horse." Roy Vallee, who has stepped aside as Avnet Inc.'s CEO and will retire from the chairman position in November, said the company was going to engage with its customers in all the ways customers wanted, and that included e-commerce. However, customers didn't opt to buy production orders online. Instead, distributors began to use online capabilities to track customer orders, analyze data, and use that data for planning purposes. Authors of "The Chief Supply Chain Officer Report 2012" (based on a global survey of supply chain executives) note: Perhaps the most obvious implication of eCommerce is that all companies have an opportunity to make more direct contact with their customers. For industrial or B2B brands this connection lends itself to ever deeper product information sharing, forecast collaboration and order streamlining, but is essentially just a super-powered version of the telephone-and-catalogue relationship it replaces. For consumer brands, the implications reach into order management and fulfillment and potentially mean significant changes to channels. Large-scale order fulfillment, if anything, has shifted more toward electronics distribution. Part of the reason is the increasing variety of products that component suppliers are releasing. The CSCO report noted that the effect of the digital consumer is increasing stock-keeping units (SKUs) because customers expect a wider variety online: A Wells Fargo investment research report last year claimed that Amazon offered 80 times the number of items as did Wal-Mart.com, suggesting that the bar for variety is getting higher quickly. In electronics, the implementation of RoHS also increased SKUs in the supply chain as manufacturers transitioned from leaded-products to unleaded devices -- sometimes manufacturing both. Distributors developed their own in-house identification systems to separate RoHS-compliant and non-compliant parts. They created separate bins and even facilities to store RoHS-compliant devices, which have to be treated differently than leaded devices. Upon shipment, distributors had to reconcile their component-identification systems with the part numbers that customers were familiar with. The channel also had to provide documentation to confirm designated RoHS devices were lead-free. These systems have enabled distributors to manage other types of complexities, such as a wider variety of devices now offered by component makers. Chip makers that used to provide a soup-to-nuts suite of devices have now broken into specialized units for logic, DSP, and microprocessors; memory; FPGA; analog; digital; and everything in-between. Electronics customers now have a wider variety of components to choose from, but selecting these parts has become more complex. For customers that already know what they need -- engineers, labs, or prototype houses that require just a few high-mix orders -- e-commerce fulfills orders quickly and effectively. Suppliers of these parts are happy to let distribution handle these orders because servicing low volumes -- even digitally -- is not profitable or efficient. The same dynamic applies to fulfillment orders, but for different reasons. Customers may know what components they need, but a wide array of choices means there is a "best" solution among the choices. Even when those choices are narrowed down, there is a vast array of delivery mechanisms to consider. Can suppliers drop ship to the manufacturing site? If so, how close is the supplier's warehouse to the plant? Is there a distribution warehouse closer? If so, does the distributor have the volume the customer needs? Most e-commerce models can manage those variables for one, two, or even a dozen SKUs, but an average electronics bill of material (BOM) has hundreds of SKUs. In future posts, I will look at the impact e-commerce has had on managing this level of complexity.