物流管理課件-EOQ模型、報(bào)童模型、惠普案例、庫(kù)存管理

1、Pp207-213, pp223-224Vancouver (溫哥華)SupplierSupplierSupplierIC MfgPCATPrint Mech MfgFATSupplierUS DCEuropean DCFar East DCCustomerCustomerCustomerMaterial SSJITPull-modeStocklessv DC Three DCs: US, European, Far East (3個(gè)配送中心) Make-to-stock = maintain high availability (按庫(kù)存生產(chǎn)) Esp. European DC and Far

2、 East DC (far from factory) Inventory = forecasted sales + safety stock (庫(kù)存=預(yù)測(cè)+安全) Management stress: DCs role is as warehouse (管理的壓力DC僅僅是一個(gè)倉(cāng)庫(kù)) Simple, standardized process. (簡(jiǎn)單以及標(biāo)準(zhǔn)化的流程) No MRP, BOM or component procurement labor. (沒(méi)有MRP/BOM以及部件采購(gòu)工作)v Happen at European DC (在歐洲的DC發(fā)生)v Inventory leve

3、l (庫(kù)存水平) Some models too many while some stock-out (一些模型過(guò)多而另外一些模型缺貨)v Service level (顧客服務(wù)水平) Desire high level of product availability (要求比較高的庫(kù)存水平) i.e. keep higher inventory levelv Poor forecast system (預(yù)測(cè)系統(tǒng)差) The forecast errors especially alarming in Europe (歐洲的預(yù)測(cè)誤差特別大) Quite common of product sh

4、ortage from some countries when other models kept piling up (一些模型的產(chǎn)品短缺而另外一些則過(guò)剩)v Improper safety stock calculation (不正確的安全庫(kù)存計(jì)算) In the past, rule of thumb (過(guò)去靠掰手指) Now, difficult to get accurate forecast = Need to revisit (很難獲取準(zhǔn)確的預(yù)測(cè))The Inventory/Service Crisis (庫(kù)存庫(kù)存/服務(wù)危機(jī)服務(wù)危機(jī))v Long lead time (提前期長(zhǎng))

5、 4 to 5 weeks to ship the printers to Europe and Asia (通常需要4-5周的時(shí)間把打印機(jī)運(yùn)往歐洲以及亞洲)v Inventory imbalance (庫(kù)存的不平衡) Wide variety of models and localized inventory (多樣化的模型以及本地化的庫(kù)存) Difficult to forecast the demand for the varied products (很難預(yù)測(cè)多樣化產(chǎn)品的需求)1.Change to air shipment (改用空運(yùn))2.Build a European facto

6、ry (在歐洲建立一個(gè)工廠)3.Hold more inventory (存有更多庫(kù)存)4.Better forecasts (更好地預(yù)測(cè))Unidentified alternative: postponement strategy (在沒(méi)有意識(shí)到的方案，延遲差異化策略)nPostponing the task of differentiating a product for a specific customer until the latest possible point in the supply network (盡可能最后差異化產(chǎn)品)Modified Supply Chain (

7、改進(jìn)后的供應(yīng)鏈改進(jìn)后的供應(yīng)鏈)Finished Printers:Model AFactory at VVLocalization of Goods: + power cord +manual: Germany versionEuropean DC:France version:England versionGermany ResellersFrance ResellersEngland ResellersRegional ResellersFinished Printers:Model AInventories are aggregated here(庫(kù)存在這個(gè)階段集成)It delays

8、Product Differentiation(這里延遲產(chǎn)品差異化)Preliminary Analysis (初步的分析初步的分析)vParameters (參數(shù)) Target Service Level = 98% (顧客服務(wù)水平) Lead Time = 4 Weeks (提前期) Review Period = 1 Week (檢視間隔)vAssumption (假定) Demand follows Normal Distribution (需求服從正態(tài)分布)Analysis Technique (分析技術(shù)分析技術(shù)) vCalculate Safety Stock (SS) usin

9、g European Data (從歐洲的數(shù)據(jù)計(jì)算安全庫(kù)存) a: Probability of stockout sL Cycle Service Level: (1 -a) DL ROP Safety Stock s98.zss 0.980.02Safety Stock CalculationExample Europe AB (安全庫(kù)存的計(jì)算安全庫(kù)存的計(jì)算)Recall: Safety Stock = z STD * LT+rThe numbers here are slightly different from the next table Implementation (實(shí)施實(shí)施)v

10、R&D Support (R&D支持) “The product is working, so why bother?”vDC Support (DC支持) “Not our core competency”vNew packaging (新的包裝)vCapital investment (新的投資)Notion of design for logistics/SC Results (結(jié)果結(jié)果) vSuccessful implementation (成功實(shí)施)vMillions saved (節(jié)約數(shù)以百萬(wàn)計(jì))vService levels increased (顧客服務(wù)水平提

11、高)vPackaging won awards (包裝獲獎(jiǎng))vBest practice spread to other HP divisions (最好的業(yè)務(wù)實(shí)踐推廣到其他部門(mén))Prof Hau Lee at Stanford the major driverPostponement Considerations (延遲差異化策略的考量延遲差異化策略的考量)vTradeoff increased product cost with decreased inventory (產(chǎn)品設(shè)計(jì)成本與庫(kù)存成本的權(quán)衡)vNeed to decide where to postpone - the push-pull b