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1、Chapterl.IroductiontoSupplyChainManagement1. supplychainThesystemofsuppliers,manufacturers,transportation,distributors,andvendorsthatexiststotransformrawmaterialstofinalproductsandsupplythoseproductstocustomers.2. supplychainmanagement!SCMisabusinessnetworkcoveringfrombuying,making,moving,warehousin

2、gtoselling.3. Whatmakessupplychainmanagementdifficult?Supplychainstrategiescannotbedeterminedinisolation.Theyaredirectlyaffectedbyanotherchainthatmostorganizationshave,thedevelopmentchain.Itischallengingtodesignandoperateasupplychainsothattotalsystemwidecostsareminimized,andsystemwideservicelevelsar

3、emaintained.Uncertaintyandriskareinherentineverysupplychain.4. 【StrategiesforSCMGlobalOptimization(全局優(yōu)化)ManagingUncertainty(管理不確定性)5. WhyisGlobalOptimizationHard?Thesupplychainisacomplexnetwork.Differentfacilitiesinthesupplychainfrequentlyhavedifferent,conflictingobjectives.Thesupplychainisadynamics

4、ystem.Systemvariationsovertime6. WhyIsUncertaintyHardtoDealWith?Matchingsupplyanddemandisamajorchallenge.Forecastingdoesn'tsolvetheproblem.Inventoryandback-orderlevelstypicallyfluctuateconsiderablyacrossthesupplychain,evenwhencustomerdemandforspecificproductsdoesnotvarygreatly.Demandisnottheonly

5、sourceofuncertainty.Recenttrendssuchasleanmanufacturing,outsourcing,andoffshoringthatfocusonreductionincreaseriskssignificantly.7. 【ThethreeprinciplesofallforecastingtechniquesForecastingisalwayswrong.Thelongertheforecasthorizon,theworsetheforecast.Aggregateforecastsaremoreaccurate.Chapter2.Inventor

6、yManagement,SupplyContractsandRiskPooling1. 【何時(shí)彳氐(高)于平均需求1Ifthecostofnotsellinganadditionalunitislargerthantheprofitfromsellinganadditionalunit,theoptimalquantityingeneralwillbelessthanaveragedemand,whileifthereverseistrue,theoptimalorderquantityingeneralwillbegreaterthanaveragedemand.2. 【平均需求與最優(yōu)訂貨量

7、的關(guān)系Theoptimalorderquantityisnotnecessarilyequaltoaverage,orforecastdemand.3. 【CoefficientofvariationCoefficientofvariationTheStandarddeviationmeasurestheabsolutevariabilityofcustomerdemands,thecoefficientofvariationmeasuresvariabilityrelativetoaveragedemand.4. 【RiskPooling:threecriticalpointsCentral

8、izinginventorycontrolreducesbothsafetystockandaverageinventorylevelforthesameservicelevel.Thehigherthecoefficientofvariation,thegreaterthebenefitobtainedfromcentralizedsystems;thatis,thegreaterthebenefitfromriskPooling.ThebenefitsfromriskPoolingdependonthebehaviorofdemandfromonemarketrelativetodeman

9、dfromanother.5. ForecastingMethodsJudgmentmethods(判斷方法)Marketresearchmethods(市場研究方法)TimeSeriesmethods(時(shí)間序歹!J方法)Causalmethods(因果方法)以上為定性方法,為定量方法。6. InventoryManagementscontrollingmethocfeContinuousreviewpolicy(持續(xù)檢查策略)Periodicreviewpolicy(定期檢查策略)7. 【(s,S)PolicyWhenevertheinventorypositiondropsbelowace

10、rtainlevel,s,weordertoraisetheinventorypositiontolevelS.(s,S)勺計(jì)算:Thereorderpoint(s)hastwocomponents:a. Toaccountforaveragedemandduringleadtime:LTAVGb. Toaccountfordeviationsfromaverage(wecallthissafetystock):zSTD一wherezischosenfromstatisticaltablestoensurethattheprobabilityofstockoutsduringleadtimei

11、s100%-SL.Sincethereisafixedcost,weordermorethanuptothereorderpoint:Q二Thetotalorder-up-tolevelis:S=Q+s注:AVG=averagedailydemandSTD=standarddeviationofdailydemandLT=replenishmentleadtimeindaysh=holdingcostofoneunitforonedaySL=servicelevel(forexample,95%).ThisimpliesthattheprobabilityofStockingoutis100%

12、-SL(forexample,5%)K=fixedcostAlso,theInventoryPositionatanytimeistheactualinventoryplusitemsalreadyordered,butnotyetdelivered.8. 【JudgmentMethod*AssembletheopinionofexpertsSalesforcecompositecombinessalespeople'sestimates7匚集意見)Panelsofexpertsinternal,external,both(專家座談)Delphimethod(德爾菲方法):a. Eac

13、hmembersurveyedb. Opinionsarecompiledc. Eachmemberisgiventheopportunitytochangehisopinion.9. SupplyContract*Buy-BackContract回購合同):Theselleragreestobuybackunsoldgoodsfromthebuyerforsomeagreed-uponpricehigherthanthesalvagevalue.Revenue-SharingContracts收入共享合同):Thebuyersharessomeofitsrevenuewiththeselle

14、r,inreturnforadiscountonthewholesaleprice.GlobalOptimizationContracts(全局優(yōu)化合同):Thisunbiaseddecisionmakerwouldconsiderthetwosupplychainpartners,thesupplierandthebuyer,astwomembersofthesameorganization.Thatis,thetransferofmoneybetweenthepartiesisignoredandtheunbiaseddecisionmakerwillmaximizesupplychain

15、profit.QuantityFlexibilityContracts(數(shù)量靈活合同):Supplierprovidesfullrefundforreturneditemsaslongasthenumberofreturnsisnolargerthanacertainquantity.SalesRebateContracts(銷售回扣合同):Supplierprovidesadirectincentivetotheretailertoincreasesalesbymeansofarebatepaidbythesupplierforanyitemsoldaboveacertainquantity

16、.Chapter3.LogisticsNetworkConfiguration1. 【物流網(wǎng)絡(luò)配置】2. 【數(shù)據(jù)處理】3. 【網(wǎng)絡(luò)技術(shù)】4. 【SolutionTechnique】sMathematicaloptimizationtechniques:a. Exactalgorithms:findoptimalsolutions(準(zhǔn)確算法)b. Heuristics:find“good”solutions,notnecessarilyoptimOB發(fā)式算法)Simulationmodels:provideamechanismtoevaluatespecifieddesignalternativ

17、escreatedbythedesigner.Chapter4.TheValueofInformation1. 【“Inmodernsupplychains,informationreplacesinvento】ryIthinkitis”truebecauseinformation:HelpsreducevariabilityHelpsimproveforecastsEnablescoordinationofsystemsandstrategiesImprovescustomerserviceFacilitatesleadtimereductionsEnablesfirmstoreactmor

18、equicklytochangingmarketconditions.2. WhatistheBullwhipEffectOrdervariabilityisamplified(放大)thesupplychain;upstreamechelons(梯度)facehighervariability.3. 【W(wǎng)hatarethecausestheBullwhipEffec】t?Promotionalsales:ForwardbuyingVolumeandtransportationdiscounts:BatchingInflatedorders:IBMAptivaordersincreasedby

19、2-3timeswhenretailersthoughtthatIBMwouldbeoutofstockoverChristmasDemandforecasting:Order-up-topointsaremodifiedasforecastschange-ordersincreasemorethanforecastsLongcycletimes:Longleadtimesmagnifythiseffect4. 【MethodsforCopingwiththeBullwhipEffe】ctReduceuncertainty:POS;Sharinginformation;Sharingforec

20、astsandpoliciesReducevariability:Eliminatepromotions;Year-roundlowpricingReduceleadtimes:EDI;CrossdockingStrategicpartnerships:Vendormanagedinventory(VMI);Datasharing5. 【集中信息】Chapter5.SupplyChainIntegration1. 【SupplyChainStrategi】esPushStrategies:特點(diǎn):a. Productiondecisionsbasedonlong-termforecastsb.

21、Orderingdecisionsbasedoninventory&forecasts缺點(diǎn):a. Inabilitytomeetchangingdemandpatterns.b. Theobsolescenceofsupplychaininventoryasdemandforcertainproductsdisappears.c. Thebullwhipeffect:Excessiveinventory(庫存過多),ExcessiveproductionvariabilityPoorservicelevelsPullStrategies:特點(diǎn):Productionisdemanddri

22、vena. Productionanddistributioncoordinatedwithtruecustomerdemandb. Firmsrespondtospecificorders優(yōu)點(diǎn):a. Reducedleadtimes(betteranticipation)b. Decreasedinventorylevelsatretailersandmanufacturersc. Decreasedsystemvariabilityd. Betterresponsetochangingmarkets缺點(diǎn):a. Hardertoleverageeconomiesofscaleb. Doesn

23、'tworkinallcasesPush-PullSupplyChainsCharacteristicsandSkillsObject Cost Minimization service LevelComplexity HighLowFocus2.【模型圖】Resellce AllocationLongResponsivenessShortSupplychain planning OrderfulfilliTient ibDemand uncertainn'61FfonauiLes of ScaleDeLK ery £口登 Unit price3.【Theimpact

24、ofleadtimeanddemanduncertaintyDemandUncertainnpShortPullContiiHicus replenishmentInventory positioningLead timeChapter6.StrategicAlliances1. StrategicAlliancelSStrategicalliancesaretypicallymultifaceted侈方位的),goal-oriented,long-termpartnershipsbetweentwocompaniesinwhichbothrisksandrewardsareshared.2.

25、 【ThealliancewillhelpaddressthefollowingissUesAddingvaluetoproducts.(增加產(chǎn)品價(jià)值)Improvingmarketaccess(改善市場進(jìn)入)Strengtheningoperations;(強(qiáng)化運(yùn)作管理)Addingtechnologicalstrength(增強(qiáng)技術(shù)力量)Enhancingstrategicgrowth(促進(jìn)戰(zhàn)略成長)Enhancingorganizationalskills(提高組織技能)Buildingfinancialstrength(建立財(cái)務(wù)優(yōu)勢)3. 【TypesofStrategicPartne

26、ringMainCharacteristicsofSPICriteriaTypesDecisionAldkerInventoryOwu«rsLiPNevSkillsEmployedbyVendorsQuickKetailerRetailerForecastingSkillsCoiitiauousR呼kn建hm婦alContractuallyAgreedtoLe%-elsEitherPartyForecasting&Hit-entoryControlAdtaucMlContiuuoujRqpktiklimentContracruallyagreedto&CcntLnuo

27、viElyImpravedLevelsEitherPartyroreeastirig&lnvetttor>_ControlVMITenderEitherPartyRetailManagement4. 【AdvantagesofSPFullyutilizesystemknowledgeDecreaserequiredinventorylevelsImproveservicelevelsDecreaseworkduplicationImproveforecasts5. 【DisadvantagesofS】PExpensiveadvancedtechnologyisrequired.S

28、upplier/retailertrustmustbedeveloped.Supplierresponsibilityincreases.Expensesatthesupplieroftenincrease.6. 【W(wǎng)hataretheadvantagesof3PL】?FocusoncorestrengthsProvidestechnologicalflexibilityProvidesOtherflexibilityingeography,workforcesize,additionalservicesandresourceflexibility7.【W(wǎng)hatarethedisadvanta

29、gesof3P】L?Lossofcontrol3PLemployeesmayinteractwithcustomersSharingofconfidentialinfoChapter7.ProcurementandOutsourcing1. 【OutsourcingBenefi】tsEconomiesofscalereducemanufacturingcostsRiskpoolingdemanduncertaintiesaretransferredReducecapitalinvestmentFocusoncorecompetencyIncreasedflexibility2. 【Outsou

30、rcingRisk】sLossofcompetitiveknowledgeConflictingobjectives3. 【Reasonsforoutsourcin】gDependencyoncapacityDependencyonknowledge4. 【Productarchitectur】eModularproducts:a. Componentsareindependentofeachotherb. Componentsareinterchangeablec. Standardinterfacesareusedd. Acomponentcanbedesignedorupgradedwi

31、thlittleornoregardtootherComponentse. CustomerperformancedeterminestheproductconfigurationIntegralsproductsf. Notmadefromoff-the-shelfcomponentsg. Designedasasystembytakingatop-downdesignapproachh. Evaluatedbasedonsystemperformance,notbasedoncomponentperformancei. Componentsinintegralsproductsperfor

32、mmultiplefunctions5. 【AFrameworkforOutsourcin】gF口oductDependent:knowledge,capacityIndep:knowledgeDep:capacityIndep/knowledgecapacityMedu括rOutsourcingriskyOutsourcingopportunityOutsourcingcanreducecostIntegralOutsourcingver/riskyOutsourcingoptionKeepinternal6.【ProcurementStrategyBoitlenefklteins,Etis

33、uTesupplyStrategicttemsFormpartnershipsNon-CnticaItemsSimplifyandautomateLeverageItemsoExploitpurchasingpowerandminimizecostHighLqwProfitImpact7.CharacteristicsofFunctionalVersusInnovativeProdUCtSt性產(chǎn)品VS創(chuàng)新性產(chǎn)品)(了解)尸1Fuiictioii»lproductsInnovativeproductsProductcloclispecdSlowFastDemandcharacteris

34、ticsPredictable1.npredictableProfitIMarginLowHighProductvarieft7rLoivHighAverageforecasterroratthetimeproductiouiscommittedLowHighAverasestockoutrateS1LowHi支hS'Chapter8.GlobalLogisticsandRiskManagement1.【ForcesDrivingGlobalizations球供應(yīng)鏈的驅(qū)動(dòng)力)GlobalMarketForcesTechnologicalForcesGlobalCostForcesPol

35、iticalandEconomicForces2.【ManySourcesofRisksNaturaldisastersGeopoliticalrisksEpidemicsTerroristattacksVolatilefuelpriceCurrencyfluctuationsPortdelaysMarketchangesSuppliersperformanceForecastingaccuracyExecutionproblems以上屬于不可控風(fēng)險(xiǎn),介于可控與不可控風(fēng)險(xiǎn)之間,屬于可控風(fēng)險(xiǎn),剩余的為可控風(fēng)險(xiǎn)。3. ManagingtheUnknown-unknown處理不可控風(fēng)險(xiǎn)的方法)】In

36、vestinredundancy(緩沖能力):RedundancyisbuiltatthedesignstageIncreasevelocityinsensingandresponding感應(yīng)與應(yīng)對):SensingandrespondingrequireaccurateinformationinatimelyfashionCreateanadaptivesupplychaincommunity:Anadaptivesupplychainisasupplychaininwhichallitselementssharesimilarculture,worktowardthesameobjecti

37、ves,andbenefitfromfinancialgains4. ManagingGlobalRiskS處理全球化風(fēng)險(xiǎn)的策略)】SpeculativeStrategies投機(jī)策略):a. Betonasinglescenariob. JapaneseautomanufacturinginJapanHedgeStrategies規(guī)避策略):c. Lossesinoneareaoffsetbygainsinanotherd. VolkswageninUS,Brazil,Mexico,GermanyFlexibleStrategies菜性策略)5. 【Approachescanbeutilize

38、dtoimplementflexiblestrategieseffect】ivelyProductionshifting(產(chǎn)品轉(zhuǎn)移)InformationSharing(信息共享)Globalcoordination(全球協(xié)調(diào))Politicalleverage(政治杠桿)6. 【RequirementsforGlobalStrategyImplementationiveBasicFunctionsofFirms五種基本職能):ProductdevelopmentPurchasingProductionDemandmanagementOrderfulfillment7. 【RegionalPr

39、oduc】ts8. 【InternationalProducts】9. 【MajorDifferencesBetweenDifferentRegions】FirstWorldEmergingThirdWorldInfrastructureHighlydevelopedUnderdevelopmentInsufficientto當(dāng)upportadvancedlogiMzicsSupplierOperatingStandardsHighVariableTypicallynotconsideredInformationSystemAvailabilityGenerallyavailableSuppo

40、rtSystemnotavailableNotavailableHumanResourcesAvailableAvailablewithsomesearchingOftendifficulttofindChapter9.CoordinatedProductandSupplyChainDesign1. 【KeyConceptsofDesignforLogisticsEconomicPackagingandTransportationConcurrentandParallelProcessingStandardization2. ModularProcess模塊化流程)】Consistingofd

41、iscreteoperations,suchthatinventorycanbestoredinpartiallymanufacturedformbetweenoptionsEachproductundergoasetofmakingitpossibletoProductsdifferfromeachotherintermsofthesubsetofoperationsthatareperformedonthem3. TypesofStandardizationPartStandardization(部件標(biāo)準(zhǔn)化):a. Commonpartsareusedacrossmanyprocesses

42、b. ProductredesignmightbenecessaryProcessStandardization(流程標(biāo)準(zhǔn)化):a. Standardizingasmuchoftheprocessaspossible,makingagenericorfamilyproductb. Delayingdifferentiationc. Called“Delayeddifferentiation”,“Postponement”d. Postponement:KeyConceptsProductStandardization(產(chǎn)品標(biāo)準(zhǔn)化):DownwardSubstitutiona. Produceo

43、nlyasubsetofproducts(becauseproducingeachoneincurshighset-upcost)b. Guidecustomerstoexistingproductsc. Substituteproductswithhigherfeaturesetforthosewithlowerfeaturesetd. Whichproductstooffer,howmuchtokeep,howtooptimallysubstitute?ProcurementStandardization(生產(chǎn)標(biāo)準(zhǔn)化):a. Processingequipmentthatmanufactu

44、resthesewafersareveryexpensivewithlongleadtimeandaremadetoorderb. Thefirmreducesriskofinvestinginthewrongequipmentbypoolingdemandacrossavarietyofproducts4. 【OperationalstrategiesforstandardizationModulirPartStandard IzaitonMasimce compstient commonaEty kt。聒 productsCroces* StandardizationDeLay cusrcraizattoti "Product St

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