英文版-物流與供應鏈管理

英文版-物流與供應鏈管理第一頁，共241頁。SupplyChainLogisticsManagementChapter1:Twenty-firstCenturySupplyChainsYanhongHou第二頁，共241頁。SUPPLIERNETWORKINTEGRATEDENTERPRISEDISTRIBUTIVENETWORKInformation,Product,Service,FinancialandKnowledgeFlowsMATERIALSCapacity,Information,CoreCompetencies,CapitalandHumanResourcesRelationshipManagementProcurementManufacturingDistributionENDCONSUMERSGeneralizedSupplyChainModel

1-3McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三頁，共241頁。Whatisasupplychain?CustomerwantsdetergentandgoestoJewelJewelSupermarketJewelorthirdpartyDCP&GorothermanufacturerPlasticProducerChemicalmanufacturer(e.g.OilCompany)TennecoPackagingPaperManufacturerTimberIndustryChemicalmanufacturer(e.g.OilCompany)第四頁，共241頁。AnticipatoryBusinessModelFORECASTBUY

COMPONENTS

AND

MATERIALSMANUFACTURERWAREHOUSESELLDELIVER第五頁，共241頁。BUY

COMPONENTS

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MATERIALSMANUFACTURERSELLDELIVERResponse-basedBusinessModel第六頁，共241頁。The21stCenturySupplyChainManagingthemodernsupplychainisajobthatinvolvesspecialistsinmanufacturing,purchasing,anddistribution,ofcourse.ButtodayitisalsovitaltotheworkofCFOs,CIOs,operationsandcustomerserviceexecutives,andcertainlychiefexecutives.Changesinsupplychainmanagementhavebeentrulyrevolutionary,andthepaceofprogressshowsnosignofmoderating.Inourincreasinglyinterconnectedandinterdependentglobaleconomy,theprocessofdeliveringsuppliesandfinishedgoods(andinformationandotherbusinessservices)fromoneplacetoanotherisaccomplishedbymeansofmind-bogglingtechnologicalinnovations,clevernewapplicationsofoldideas,seeminglymagicalmathematics,powerfulsoftware,andold-fashionedconcrete,steel,andmuscle.第七頁，共241頁。第八頁，共241頁。SupplyChainLogisticsManagementChapter2:Logistics第九頁，共241頁。Source:RobertV.Delaney,11thAnnual“StateOfLogisticsReport”?June5,20001980GDP$2.88trillionLogisticsCost$451billion15.7%ofGDPTrans.Cost$214billion2007GDP$13.84trillionLogisticsCost$1398billion10.1%ofGDPTrans.Cost$857billionLogisticsTransportation$billion0100200300400500600700800900198019991000YearUnitedStatesLogisticsCosts第十頁，共241頁。IntegratedLogisticsOrderProcessingInventoryTransportationFacilityNetworkWarehousingMaterialHandlingPackaging第十一頁，共241頁。LogisticalIntegrationCustomersEnterpriseMarketDistributionManufacturingSupportProcurementSuppliersInformationFlowInventoryFlow第十二頁，共241頁。MarketDistribution

OperatingConcernsMarketDistribution:Activitiesrelatedtoprovidingcustomerservice.Requiresperformingorderreceiptandprocessing,deployinginventories,storageandhandling,andoutboundtransportationwithinasupplychain.Includestheresponsibilitytocoordinatewithmarketingplanninginsuchareasaspricing,promotionalsupport,customerservicelevels,deliverystandards,handlingreturnmerchandise,andlife-cyclesupport.Theprimarymarketdistributionobjectiveistoassistinrevenuegenerationbyprovidingstrategicallydesiredcustomerservicelevelsatthelowesttotalcost.第十三頁，共241頁。ManufacturingSupport

OperatingConcernsManufacturingSupport:Activitiesrelatedtoplanning,scheduling,andsupportingmanufacturingoperations.Requiresmasterscheduleplanningandperformingwork-in-processstorage,handling,transportation,andtimephasingofcomponents.Includestheresponsibilityforstorageofinventoryatmanufacturingsitesandmaximumflexibilityinthecoordinationofgeographicandfinalassembliespostponementbetweenmanufacturingandmarketdistributionoperations.第十四頁，共241頁。Procurement

OperatingConcernsProcurement:Activitiesrelatedtoobtainingproductsandmaterialsfromoutsidesuppliers.Requiresperformingresourceplanning,supplysourcing,negotiation,orderplacement,inboundtransportation,receivingandinspection,storageandhandling,andqualityassurance.Includestheresponsibilitytocoordinatewithsuppliersinsuchareasasscheduling,supplycontinuity,hedging,andspeculation,aswellasresearchleadingtonewsourcesorprograms.Theprimaryprocurementobjectiveistosupportmanufacturingorresaleorganizationsbyprovidingtimelypurchasingatthelowesttotalcost.第十五頁，共241頁。LogisticsInformationRequirementsStrategicObjectivesCapacityConstraintsLogisticsRequirementsManufacturingRequirementsProcurementRequirementsOrderProcessingOrderAssignmentDistributionOperationsTransportationandShippingProcurementInventoryDeploymentInventoryManagementPLANNING-COORDINATIONOPERATIONSForecasting第十六頁，共241頁。EchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerINFORMATIONFLOWS第十七頁，共241頁。EchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerSupportforDirectDeliveryINFORMATIONFLOWS第十八頁，共241頁。FlexibleEchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerSupportforDirectDeliveryFlowThroughServiceSupplierArrangementsFlowThroughServiceSupplierArrangementsINFORMATIONFLOWS第十九頁，共241頁。ProcessView:CycleViewofSCsCustomerOrderCycleReplenishmentCycleManufacturingCycleProcurementCycleCustomerRetailerDistributorManufacturerSupplierinterfaceinterfaceinterfaceinterface第二十頁，共241頁。LogisticalPerformanceCyclesNodeTransportationLinksCommunicationLinksMaterialSourceLeadSupplier(Tier1)ManufacturingPlantDistributorsCustomerPurchasingCycleManufacturingSupportCyclePhysicalDistributionCycle第二十一頁，共241頁。MaterialSourceMaterialSourceMaterialSourceManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlantWarehouseDistributionWarehouseCustomer123Multi-EchelonedFlexibleNetwork第二十二頁，共241頁。CustomerOrderCycleAtthecustomer/retailerinterfaceIncludesallprocessesdirectlyinvolvedinreceivingandfillingthecustomer’sorder:CustomerarrivalCustomerorderentryCustomerorderfulfillmentCustomerorderreceiving第二十三頁，共241頁。BasicMarketDistributionPerformance-CycleActivitiesOrderProcessingOrderTransmissionCustomerOrderOrderSelectionOrderTransportationCustomerDelivery第二十四頁，共241頁。ReplenishmentCycleAttheretailer/distributorinterfaceIncludesallprocessesinvolvedinreplenishingretailerinventory:RetailerordertriggerRetailerorderentryRetailerorderfulfillmentRetailerorderreceiving第二十五頁，共241頁。ManufacturingCycleAtthedistributor/manufacturerinterfaceIncludesallprocessesinvolvedinreplenishingdistributor(orretailer)inventory:Orderarrivalfromdistributor,retailer,orcustomerProductionschedulingManufacturingandshippingReceivingatthedistributor,retailer,orcustomer第二十六頁，共241頁。ProcurementCycleAtthemanufacturer/supplierinterfaceIncludesallprocessesnecessarytoensurethatmaterialareavailableformanufacturingaccordingtoschedule.Keypoint:AcycleviewoftheSCClearlydefinestheprocessesinvolvedandtheownersofeachprocess.Usefulinoperationaldecisions,specifiestherolesandresponsibilitiesofeachmemberoftheSCandthedesiredoutcomeforeachprocess.第二十七頁，共241頁。Procurement-CycleActivitiesSourcingOrderPlacementandExpeditingReceivingTransportationSupplier第二十八頁，共241頁。Performance-CycleUncertaintyOrderTransmissionTimeRange-Days1/231CustomerDeliveryTimeRange-Days1/231OrderTransportationTimeRange-Days2104OrderSelectionTimeRange-Days1202OrderProcessingTimeRange-Days142TotalPerformanceCycleTimeRange-Days54010CustomerDeliveryCycle第二十九頁，共241頁。SupplyChainLogisticsManagementChapter3:CustomerAccommodation第三十頁，共241頁。ServiceOutputs:TheValueAddedDifferentsupplychainsprovidedifferentlevelsofserviceoutputtoconsumers/endusers: 1.SpatialConvenience 2.Lotsize 3.Waitingtime 4.Productvariety(assortmentwidthanddepth)第三十一頁，共241頁。StrategicPerspectivesHighlevelofBasicService-ThePlatformTargetedValue-Added

SatisfactionGrowththroughCustomer

Success第三十二頁，共241頁。SuccessSatisfactionBasicService3LevelsofCustomerFocusAchieveinternalstandards(e.g.,specifiedperformancecycleoffillrate)Meetcustomerexpectations(e.g.,arriveontimewithrightproductasmeasuredbythecustomer)Customersofchoiceachievetheirobjectives(e.g.,logisticsoperationcanprovideproductandserviceinamannerthatensureslongtermcustomerviability)3-33McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三十三頁，共241頁。BasicServiceElementsAvailabilityFillratesStockoutsOrdersshippedcompleteOperationalPerformanceSpeedConsistencyFlexibilityRecoveryServiceReliability*damage*mis-shipments*etc.LogisticsCustomerServiceMix第三十四頁，共241頁?！癙erfectOrder”Achievement

The“PerfectOrder”DefinedCompleteOrdersDeliveredToCustomersRequestedDateAndTimeInPerfectCondition,IncludingAllDocumentation..97x.97x.97x.97x.97x.97x.97x.97x.97x.97=.733-35McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三十五頁，共241頁。WHATISCUSTOMERSATISFACTION?

SAT=F(Expectations,perceivedperformance)PerceivedPerformance-Expectations<0,DissatisfactionPerceivedPerformance-Expectations>=0,Satisfaction“MeetorExceedCustomerExpectations”第三十六頁，共241頁。AGENERICPROFILEOFEXPECTATIONS1.RELIABILITY

2.RESPONSIVENESS

3.COMPETENCE

4.ACCESS

5.COURTESY

6.COMMUNICATION

7.CREDIBILITY

8.SECURITY

9.TANGIBLES

10.KNOWINGTHECUSTOMER第三十七頁，共241頁。SATISFACTIONANDQUALITYMODELWordofMouth

CommunicationsRequirementsActual

PerformanceManagement

Perceptionsof

ExpectationsPerformance

StandardsPastExperienceExpectationsPerceived

PerformanceExternal

CommunicationsSELLERCUSTOMERGAP6GAP5GAP4GAP3GAP2GAP13-38McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三十八頁，共241頁。CustomerSatisfactionVerySatisfiedVerySatisfiedSatisfiedVerySatisfiedSatisfiedSatisfiedDissatisfiedDissatisfiedDissatisfiedLOHIMEDHILOMEDExpectationPerformance第三十九頁，共241頁。WHYCUSTOMERSATISFACTIONISNOTSUFFICIENTItfocusesoncustomer’sexpectations-nottheirrealrequirementsConsiderableresearchsuggeststhat“satisfied”customersstillarelikelytodefectThereisatendencybycompaniestotreatallcustomersasbeingequalandidentical3-40McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第四十頁，共241頁。EvolutionofManagementThought

Philosophy

FocusCustomerService MeetInternalStandardsCustomerSatisfaction MeetExpectationsCustomerSuccess MeetCustomerRequirements

Noticethatthesatisfaction modeldoesnotfocuson requirements第四十一頁，共241頁。MovingtoCustomerSuccessOurCustomer’sCustomerOurCustomerUsHowcanwehelpourcustomerswin?Thisisnotourproblem(WRONG)We’lldowhatever theytellus theywant第四十二頁，共241頁。DevelopmentofLogisticalCompetency0510GainingCost-effectivenessMarketAccessMarketExtensionMarketCreationStage1Stage2Stage3Stage4第四十三頁，共241頁。ACHIEVINGCUSTOMERSUCCESSNOTALLCUSTOMERSHAVETHESAMEREQUIREMENTSUNDERSTANDYOURCUSTOMERS'REQUIREMENTSKNOWYOURCUSTOMERS'PROCESSESHOWCANYOURCAPABILITIESENHANCECUSTOMERS'PERFORMANCE?NEWPERFORMANCEMETRICS第四十四頁，共241頁。SupplyChainLogisticsManagementChapter4:InventoryManagementandStrategy第四十五頁，共241頁。4.1ProductPositioningDecisionFactorsAccurateassessmentofinventoryvalueAssignmentofresponsibilityforinventorycarryingcostsOpportunitycost(15%)Taxesandinsurance(1%)Obsolescence(1%)Storage(2%)第四十六頁，共241頁。4.2庫存管理系統(tǒng)庫存管理系統(tǒng)是以庫存成本降低和服務水平提升為共同目的的相關制度、規(guī)范、方法、手段、技術、管理以及操作過程的集成，它對存貨從選擇、規(guī)劃、訂貨、進貨、入庫、儲存及至最后出庫的流程進行科學而合理的控制和優(yōu)化，以實現(xiàn)存貨在時間、空間上的有效整合及系統(tǒng)的整體經濟效益。

第四十七頁，共241頁。ProvideforUncertainty

InventoryManagementManageWheretostock?Whentoorder?Howmuchtoorder?ControlAccountabilityAccuracy第四十八頁，共241頁。庫存計劃的制定可以有以下幾種分類方法（1）按庫存周期類型，可以分為單周期庫存和多周期庫存。（2）按對庫存的檢查策略，可以分為連續(xù)檢查策略和定期檢查策略

（3）按照庫存補給策略，可分為：連續(xù)性檢查的固定訂貨量、固定訂貨點策略；連續(xù)性檢查的固定訂貨點，最大庫存策略；周期性檢查的固定訂貨策略；周期性檢查的最大庫存策略。（4）按照庫存控制模型可以分為確定型庫存模型和隨機型庫存模型。（5）按需求是否相關可以分為獨立需求庫存模型和相關需求庫存模型。49第四十九頁，共241頁。

基本的決策變量是訂貨點（R），定貨批量（Q），檢查周期（t）和最大庫存（S）訂購頻率訂購數(shù)量Q固定最大庫存S訂貨點RR，QR，St固定t，Qt，S

庫存計劃策略組合50第五十頁，共241頁。一、定量訂貨庫存管理系統(tǒng)

定量訂貨方式時間RQ庫存水平LTLT51第五十一頁，共241頁。優(yōu)點：每次訂貨之前都要詳細檢查和盤點庫存，檢查是否降低到訂貨點，能夠及時了解和掌握庫存動態(tài)。每次訂貨數(shù)量固定，且是預先確定好的經濟訂貨批量，方法簡便。定量訂貨庫存管理系統(tǒng)適用于品種數(shù)目少但占用資金大的A類庫存

52第五十二頁，共241頁。缺點必須對所有存貨的實物數(shù)量不斷地加以核查和盤點，從而增加了庫存保管的維持成本。該系統(tǒng)對各項存貨的管理是分別進行的，該方式要求對每個品種單獨進行訂貨作業(yè)，即不考慮產品聯(lián)合訂貨。這樣會增加訂貨成本和運輸成本。53第五十三頁，共241頁。二、雙堆庫存管理系統(tǒng)

又稱為兩批庫存管理系統(tǒng)，與定量訂貨庫存管理系統(tǒng)原理相同，同屬于固定數(shù)量定貨庫存管理系統(tǒng)。 特點：企業(yè)庫存量形象化，簡便易行。 缺點：占用較多的倉庫面積。 雙堆訂貨管理系統(tǒng)最適合于廉價的、用途較為單一的和前置時間短的物品。

54第五十四頁，共241頁。三、定期定貨庫存管理系統(tǒng) 定期定貨庫存管理系統(tǒng)是以定期定貨（periodorderquantity,POQ）庫存管理模式為基礎的庫存管理系統(tǒng)，采用的庫存計劃策略為可以為（t，S）策略。

TTQ2Q’1Q1Q’2庫存水平S（最大庫存容量）LTLT定期訂貨方式

55第五十五頁，共241頁。優(yōu)點：訂貨間隔時間確定，多種貨物可同時進行采購，可以降低訂單處理成本、運輸成本和獲得供應商的價格折扣；由于不需要經常進行庫存盤點，只是到了訂貨周期開始才檢查庫存量，大大減少了庫存管理人員的工作量，從而降低了庫存管理費用。缺點：由于不經常進行庫存檢查，和盤點，對于企業(yè)存貨的實際情況無法及時掌握，企業(yè)為了對應訂貨間隔期間內需要的突然變動，往往庫存水平較高。56第五十六頁，共241頁。特征定量訂貨庫存管理系統(tǒng)定期訂貨庫存管理系統(tǒng)訂貨量固定（每次訂貨量相同）變化的，每次訂貨量都不同何時訂購在庫存降到再訂貨點時只在盤點期到來時庫存記錄每次出庫都做記錄只在盤點期記錄庫存大小較小較大定量訂貨管理系統(tǒng)和定期訂貨庫存管理系統(tǒng)的比較57第五十七頁，共241頁。四、最大-最小庫存管理系統(tǒng)最小-最大系統(tǒng)是利用定量訂貨庫存管理系統(tǒng)和定期訂貨庫存管理系統(tǒng)的組合而得到的庫存管理系統(tǒng)，采用（R，Q）庫存計劃策略與（t，S）庫存計劃策略的結合，又稱為非強制性補充供貨系統(tǒng)。

該庫存管理系統(tǒng)要求企業(yè)確定庫存量的最高水平、再訂貨點和固定的盤存周期。企業(yè)的庫存水平按照固定的時間間隔進行檢查，若在檢查日庫存余額高于預定的再訂貨點，便不訂貨；若在檢查日庫存余額等于或低于再訂貨點時，便進行訂貨。訂貨量等于最高庫存水平減去盤存時的庫存水平。58第五十八頁，共241頁。4.3多周期庫存模型訂貨量的確定1．經濟訂貨批量模型假設:需求速度是恒定的，單位時間內需求D件產品。訂貨批量固定在每次訂貨Q件，也就是說，每次倉庫向供應商訂購Q件產品。倉庫每次訂貨都會發(fā)生一個固定的訂貨成本C0。庫存產品放在倉庫中保管時會發(fā)生庫存持有成本，h是每單位產品存放單位時間的庫存持有成本。提前期,發(fā)出訂單到收到貨物的時間為零初始庫存量為零計劃期無限長第五十九頁，共241頁。T時間庫存水平平均值

隨時間變化的庫存水平60第六十頁，共241頁。兩次相鄰補貨之間的時間為一個周期。整個周期T內的庫存成本：單位時間的總平均成本為：應用微積分對上式求導，可以得出使成本最小所對應的訂貨量Q*61第六十一頁，共241頁。例4.1某企業(yè)對某種產品的年度需求量為8000單位，每單位的價值為p=10元/件，訂貨費用為每次30元，庫存持有成本為按所存貨物價值的30%計算，求EOQ。解答：該企業(yè)的經濟訂貨批量為62第六十二頁，共241頁。2．EOQ的調整

EOQ的假設條件使得其適用性大打折扣，在實際應用中還必須考慮其他一些因素。（1）運輸費率一般來說，一次訂貨的批量越大，單位運輸成本就越低。在卡車運輸和鐵路運輸中大批量裝運存在運費折扣是很普遍的現(xiàn)象。于是，在其他條件都相同的情況下，企業(yè)希望以最為經濟的運輸批量來進行購買，此時的訂貨數(shù)量也許會大于用EOQ方法所確定的經濟訂貨批量。63第六十三頁，共241頁。例4.2

某企業(yè)對某種產品的年度需求量=2400單位；每單位成本=5.00元存貨持有成本百分比=20％；訂貨成本=19元小批量裝運的費率=1元/單位大批量裝運的費率=0.75元/單位下面對比訂貨批量分別為300個480兩種方案的成本進行比較：方案1Q=300（小批量運輸）方案2Q=480（大批量運輸）存貨持有成本150240訂貨成本15295運輸成本24001800總成本27022135年度節(jié)約567元64第六十四頁，共241頁。（2）批量折扣

在批量折扣的情況下，企業(yè)按照與給定的數(shù)量有關的價格計算總成本，以確定相應的EOQ值。如果按照折扣數(shù)量訂購所獲得的成本降低足以彌補增加的庫存成本時，那么數(shù)量折扣就是一個可行方案。例4.3某公司每年需采購某種產品732件。該產品的訂貨成本為45元，儲存成本為每年15元，該產品的折扣策略如下表。訂貨范圍單價（元/件）1-492250-792080-9918100以上1765第六十五頁，共241頁。通過計算得出EOQ=66件此時總成本為TC66=732*20+732/66*45+1/2*66*15=15634比較TC80=732*18+732/80*45+1/2*80*15=14188TC100=732*17+732/100*45+1/2*100*15=13523最佳訂貨量Q*=10066第六十六頁，共241頁。作業(yè)：A公司以單價10元每年購入某種產品8000件。每次訂貨費用為30元，資金年利息率為12%，單位維持庫存費按所庫存貨物價值的18%計算。若每次訂貨的提前期為2周，試求經濟訂貨批量、最低年總成本、年訂購次數(shù)和訂貨點。

67第六十七頁，共241頁。三、多周期庫存模型的訂貨時點多周期庫存模型的假設：需求是隨機的，服從一定的隨機分布。每次訂貨，需要支付一個固定的成本C0，再加上與訂購數(shù)成比例的費用。如果發(fā)出一個訂單，供應商在經過一定提前期后到達，提前期可能是固定的也可能是隨機的。如果顧客訂單到達時，手頭無存貨滿足顧客需求，這筆訂單就會失去。規(guī)定一個必須的服務水平。服務水平是提前期中不出現(xiàn)缺貨的概率。如，供應商希望確保提前期內至少能滿足95%的顧客需求，則服務水平為95%。68第六十八頁，共241頁。1．不確定條件下再訂貨點的確定（1）需求不確定條件下的再訂貨點（ROP）

ROP由兩部分組成：提前期內的平均庫存水平，LT×d安全庫存ssROP=d×LT+Z×Sd×LT1/269第六十九頁，共241頁。（2）提前期不確定條件下的再訂貨點當提前期不確定時，定義平均提前期為T，提前期的標準差為sLT，此時的安全庫存量為：ss=Z×d×sLT，此時的再訂貨點為ROP=d×LT+Z×d×sLT第七十頁，共241頁。（3）需求和提前期不確定條件下的再訂貨點可以通過將需求波動和提前期波動累加得出需求和提前期不確定條件下的合成標準差。第七十一頁，共241頁。CombiningDemandandLead

TimeUncertaintyLeadTimeLT=10LT=2.00+DemandDD=5DD=2.54AverageLTD(Leadtimedemand)=LT*DD=50=10-72McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第七十二頁，共241頁。例5.5某制造商銷售一種零件，每天的平均需求為100件，訂貨提前期為4天（1）設需求呈正態(tài)分布，且需求相互獨立，需求的標準差為30件，當客戶服務水平為99%時，其安全庫存量為多少？再訂貨點是多少？（2）若需求穩(wěn)定，但是訂貨完成周期服從正態(tài)分布，并且其標準差為4天，當客戶服務水平為99%時，該企業(yè)需要持有的安全庫存量是多少，再訂貨點是多少？（3）若需求服從標準差為30的正態(tài)分布，并且提前期也是變化的，提前期的標準差為4天，當客戶服務水平為99%時，該企業(yè)需要持有的安全庫存量是多少，再訂貨點是多少？服務水平90%91%92%93%94%95%96%97%98%99%Z1.291.341.411.481.561.651.751.882.052.3373第七十三頁，共241頁。作業(yè)：定量訂貨策略下蘇寧零售店蘋果手機的安全庫存問題在蘇寧的一家零售店里蘋果手機一周的需求量呈正態(tài)分布,其均值為300,標準差為200。蘋果公司要花兩周的時間為蘇寧提供定貨。蘇寧公司確定補給周期供給水平為95%，并且對庫存情況進行連續(xù)監(jiān)控。問：蘇寧零售店應該保持手機的安全庫存量是多少？再定貨點應該是多少？第七十四頁，共241頁。一、庫存的ABC分類管理

ABC分類管理方法就是將庫存物品按重要性程度分為特別重要的庫存（A類庫存），一般重要的庫存（B類庫存）和不重要的庫存（C類庫存）三個等級，然后針對不同的級別分別進行管理和控制。將商品按其庫存額從大到小進行排序，并算出總庫存額；計算累計庫存額占總庫存額的百分比；按累計庫存百分比劃分A、B、C類。

第七十五頁，共241頁。A類B類C類1009080706050403020100102030405060708090100ABC分類曲線圖第七十六頁，共241頁。

級別項目ABC控制程度嚴格一般簡單庫存量計算依模型詳細計算一般計算簡單計算或不計算進出記錄詳細記錄一般記錄簡單記錄存貨檢查頻度密集一般很低安全庫存量低較大大量ABC分類管理第七十七頁，共241頁。ProductClassificationAnalysis(ABC)第七十八頁，共241頁。SampleIntegratedStrategy第七十九頁，共241頁。SupplyChainLogisticsManagementChapter11:TransportationInfrastructureandRegulation第八十頁，共241頁。TransportationManagementDiscussionTopics

TransportationInfrastructure

IntegratedTransportationDecisions第八十一頁，共241頁。SupplierManufacturerCustomerInboundOutboundProduct/InfoFlowsInfo/ReturnGoodsFlowsTransportationValueContribution第八十二頁，共241頁。FreightTransportationModes

CostStructureServiceCapabilitiesTransportationInfrastructure第八十三頁，共241頁。TransportationModesRailMotorAirWaterPipelineIntermodal“Premium”第八十四頁，共241頁。BasicModesofTransportation

Fixedcosts

Var.costs TrafficcompositionRail high low bulkfood,mining, heavymfgMotor low medium consumergoods, medium/lightmfgWater medium low bulkfood,mining, chemicalsAir low high high-valuegoods, rushshipmentsPipe high low petroleum,chemicals, mineralslurry 第八十五頁，共241頁。RelativeServiceCharacteristicsOperating characteristics

Rail

Motor

Water

Air

PipeSpeed 3 2 4 1 5 Availability 2 1 4 3 5Dependability 3 2 4 5 1Capability 2 3 1 4 5Flexibility 3 1 4 2 5Composite 13 9 17 15 211=best,5=worst第八十六頁，共241頁。IntermodalRailAirWaterTruck第八十七頁，共241頁。TransportPrinciples

EconomiesofScale$/wgt.Sizeofshipment第八十八頁，共241頁。TransportationCostTheoryEconomyofScale1CostperunitVolumeLTLTL15,000lbs.第八十九頁，共241頁。TransportationCostTheory(cont.)EconomyofScale2CostperunitDensityLTLTL第九十頁，共241頁。TransportPrinciples

EconomiesofDistance$/wgt.ShipmentDistance“TaperingPrinciple”第九十一頁，共241頁。TransportationFormatsCommoncarriersContractcarriersPrivatecarriersExemptcarriersNon-operatingintermediariesFreightforwardersShipper’sAssociations/CooperativesandAgentsBrokers第九十二頁，共241頁。ChangingTransportationEnvironmentDeregulationTime-basedcompetitionExpandinggeographiccoverageInformationtechnologyIntermodal第九十三頁，共241頁。Mode

CarrierClass

CarrierDiscreteStepsTraditionalMode/CarrierSelection第九十四頁，共241頁。IntegratedMode/Class/CarrierSelectionMode/Class/CarrierIntegratedDecisionCustomerservice/transittimerequirementsTransportationcostconstraintsIntegratedtransportationcarrierdatabase(allpossiblemodes/types/carrierswithpricing)Market/productcharacteristicsCarrierSelection第九十五頁，共241頁。TransportationCostsProductrelatedDensityStowabilityEase/difficultyofhandlingLiabilityMarketrelatedCompetitionlevelLocationofmarketsNatureandextentofregulationBalanceoffreighttrafficSeasonalityofproductmovementsDomesticvs.International第九十六頁，共241頁。PricingandRateNegotiationsratevarianceMarketrelatedvalueMaximumRateMinimumRateProduct/servicerelatedcostcompetition,marketlocation,regulations,freightbalance,seasonality,internationaldistance,density,stowability,handling,liability第九十七頁，共241頁。TransportationRegulatoryEnvironment-EconomicObjectivesConsumerandmarketprotectionIndustrystabilityImposeintegrityonindustrypracticesTypesofeconomicregulationEntryRatesServicesExit第九十八頁，共241頁。TransportationRegulatoryEnvironment-SafetyObjectivesEmployeeandpublicprotectionEnvironmentalprotectionTypesEquipmentEnvironmentalconstraintsOperatorconstraintsHazardousmaterial第九十九頁，共241頁。SupplyChainLogisticsManagementChapter12:TransportationManagement第一百頁，共241頁。IntegratedTransportationDecisionsSupplierManufacturerCustomerInboundOutboundDecisionFlowStrategicOperationalMacroMicroDecisionScopeTotalnetworkandlanedesigndecisionsDockleveldecisionsLaneoperationdecisionsMode/carrierselectiondecisionsRatenegotiations12-101McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第一百零一頁，共241頁。NetworkFreightFlows(S=supplier,P=plant,W=warehouse,C=customer)SSSSPPPPWWWCCCCCCCCCCCCCCCCCCSCCC12-102McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第一百零二頁，共241頁。LaneOperationDecisionsAnalyzelanedensities/frequenciestounderstandwhatopportunitiesemergefor:Inbound/outboundconsolidationVehicleconsolidationTemporalconsolidationNetworkconsolidationCarrierconsolidation第一百零三頁，共241頁。Example12-104McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第一百零四頁，共241頁。NorthCarolinaTLVanFreightDistribution

CARRIER WT(k#)

%OFMARKETCOTTON 4261.4 7.7WARD’S 3050.7 6.4PIQUA 2491.2 5.9 SO.BROKE 1914.4 4.4 N&P 1764.0 3.7 TRANSDYN 1546.2 2.8 KBT 1368.6 2.1 ITCO 1363.0 1.9 WRIGHT 811.9 1.5 TELEDYNE 727.2 1.1TOPTENTOTAL 37.5%29CARRIERS REMAINING62.5%CarrierConsolidation第一百零五頁，共241頁。TransportationCostsProductrelatedDensityStowabilityEase/difficultyofhandlingLiabilityMarketrelatedCompetitionlevelLocationofmarketsNatureandextentofregulationBalanceoffreighttrafficSeasonalityofproductmovementsDomesticvs.International第一百零六頁，共241頁。OtherTransportationFeesTransitservicesor“Stop-offcharges”Diversion/ReconsignmentfeesDemurrage(rail)orDetention(motor)feesAccessorialservicesfeesSurcharges第一百零七頁，共241頁。DockLevelDecisionsTacticalplanningandcontrolactivitiesconcernedwithmakingandreceivingshipmentsandloadingandunloadingfreightOrderpickingReceivingUnloadingLoadingLoadPlanningRouting&SchedulingBenefitsinclude:GreatervehicleutilizationImprovedandmoreresponsivecustomerserviceReducedtransportationexpensesReducedcapitalinvestmentinequipment第一百零八頁，共241頁。DockLevelDecisionsTacticalplanningandcontrolactivitiesconcernedwithmakingandreceivingshipmentsandsupervisionofloadingandunloadingfreightLoadPlanningRoutingandScheduling第一百零九頁，共241頁。LoadPlanningProperpacking,marking,blocking,bracing,andstowageoffreightImportance:Legal/safetyimplicationsProductprotectionCost/serviceperformance第一百一十頁，共241頁。RoutingandSchedulingFindingbestpathavehicleshouldfollowthroughnetworksofroads,raillines,shippinglanes,andairroutesDeterminingbestpatternforstops,multi-vehicleuse,driverlayovers,timeofdayrestrictions第一百一十一頁，共241頁。PrinciplesforDockLevelOperationsLoadtruckswithdeliveriesforcustomersclosesttoeachotherStopsonindividualdaysarrangedtogetherStartrouteswithfartheststopsfirstCircularroutes-don’tcrosspathsUselargestvehiclesfirstifcanbefilledMixpickupsinwithdeliveries,notatendIfonestopfarfromother,useanothertruckAvoidnarrowstoptimewindows,orhandleseparately第一百一十二頁，共241頁。BenefitsofGoodDockLevelOperationsGreatervehicleutilizationImprovedandmoreresponsivecustomerserviceReducedtransportationexpensesReducedcapitalinvestmentinequipment第一百一十三頁，共241頁。SupplyChainLogisticsManagementChapter13:Warehousing第一百一十四頁，共241頁。ECONOMICBENEFITSOFWAREHOUSINGConsolidationBreak-bulkorcrossdockProcessing/PostponementStockpiling第一百一十五頁，共241頁。WAREHOUSEBENEFITS

CONSOLIDATIONPlantAPlantBPlantCConsolidationWarehousesCustomersABC第一百一十六頁，共241頁。WAREHOUSEBENEFIT

DISTRIBUTIONASSORTMENTPlantAPlantBPlantCDistributionCenterCustomerACustomerBCustomerC第一百一十七頁，共241頁。WAREHOUSEBENEFIT

BREAKBULKOPERATIONPlantABreakBulkWarehouseCustomerACustomerBCustomerC第一百一十八頁，共241頁。SERVICEBENEFITSOFWAREHOUSINGSpotstockAssortmentMixingProductionsupportMarketpresence第一百一十九頁，共241頁。WAREHOUSINGBENEFITS

IN-TRANSITMIXINGPlantAPlantBPlantCWarehouseTransitMixingPointProductDCustomerWA-B-C-DCustomerXA-B-C-DCustomerYA-B-CCustomerZA-B第一百二十頁，共241頁。WAREHOUSINGBENEFITS

MANUFACTURINGSUPPORTVendorAVendorBVendorCManufacturingWarehouseAssemblyPlant第一百二十一頁，共241頁。WAREHOUSINGALTERNATIVESOptionsPrivatePublicContractOtherSelectwarehousingoptionwithbeststrategicfit第一百二十二頁，共241頁。SHAREOFWAREHOUSEBUSINESS第一百二十三頁，共241頁。DECISIONF