【正文】 urns are just a number of problems that occur when each stage of a supply chain focuses solely on its own profits. The trucking pany requires full truck loads for delivery forcing the retailer to carry more inventory than wanted or needed. The supplier offers discounts to their buyers to maximize production but forcing the buyers to purchase in larger quantities than desired. This concept was very prevalent during the 1950s and 1960s as panies to minimize local costs and maximize their own profits.Today, retailers and manufacturers have the opportunity to plan promotions jointly such as WalMart and Pamp。超級市場連鎖店關(guān)注成本和質(zhì)量，一些特色的連鎖店因為持有大范圍的目標(biāo)客戶群為對郵寄產(chǎn)品和民族烹飪有興趣的顧客的商品而增加了對靈活性的關(guān)注。第2章 供應(yīng)鏈績效：贏得戰(zhàn)略匹配與戰(zhàn)略范圍8. 7—11便利店、超級市場連鎖店和沒過好市多這樣的折扣零售商，他們面臨的隱含不確定性有什么不同？When customers go to a convenience store chain such as 7Eleven, they go there for the convenience of a nearby store and are not necessarily looking for the lowest price. Implied demand uncertainty would be high as customers are looking for a variety of products and convenience versus cost and demand levels are hard to predict. A supermarket chain focuses on cost and quality, with some specialty chains adding flexibility by carrying a broader range of products that may be targeted towards customers interested in organic products or ethnic cuisine. Implied demand uncertainty for a supermarket chain tends to be low。如今亞馬遜有六個倉庫，在這六個倉庫中存放著確定會被賣出的商品。最后（或最初，取決于你自己的觀點）生產(chǎn)者將訂單（信息）和資金轉(zhuǎn)移給供應(yīng)商以換取材料來投入生產(chǎn)流程。零售商從批發(fā)商/分銷商那列出一份訂單，以便補充庫存。第1章 理解供應(yīng)鏈 1. 如果在一家便利店購買一聽蘇打水，請描述供應(yīng)鏈的不同階段，并且說明涉及的流程。一個顧客的購買行為是商品向顧客的轉(zhuǎn)移與信息向零售商的轉(zhuǎn)移。批發(fā)商/分銷商將信息與資金傳遞給生產(chǎn)者即生產(chǎn)產(chǎn)品，并將（產(chǎn)品）順著供應(yīng)鏈送至批發(fā)商手中的一方。亞馬遜從分銷商和顧客手中獲取訂單后訂購產(chǎn)品。推動階段是生產(chǎn)，庫存的補充，運輸與付款。顧客尋找各種各樣的商品時，便利性和成本相對，需求水平很難預(yù)料，隱含的需求不確定性會很高。9. 當(dāng)供應(yīng)鏈的每個環(huán)節(jié)僅僅專注于自己的利潤時，在作決定時會引起哪些問題？識別一些有助于零售商和制造商共同努力去拓展戰(zhàn)略匹配范圍的行動。供應(yīng)商給買家提供價格折扣以使生產(chǎn)最大化，卻導(dǎo)致購買者買進超過需求的大批量商品。在供應(yīng)鏈的零售商、制造商、原材料、供應(yīng)商之間實現(xiàn)聯(lián)合產(chǎn)品發(fā)展的機會正在探索當(dāng)中。只要價格低，這些顧客很樂意接受少品種甚至大包裝的商品。如果供應(yīng)鏈按照組裝作業(yè)安排在離市場非常近的地方這種方式設(shè)計供應(yīng)鏈，這樣供應(yīng)鏈可以不需要太多的在途存貨就可以以便宜的方式運行。那是在更遠(yuǎn)的供應(yīng)鏈可以傳送即時、準(zhǔn)確地對供應(yīng)經(jīng)銷商信息。零售的分銷網(wǎng)絡(luò)設(shè)計的存儲與客戶傳感器實現(xiàn)高需求的快速響應(yīng),低品種產(chǎn)品。 none of the advantages currently being enjoyed by Dell and Gateway are likely to change significantly.個人電腦行業(yè)是高度定制的產(chǎn)品銷售,購買在每戶的基礎(chǔ)上,通常低于商品構(gòu)成雜貨。食品有一個低得多的比率；盡管店內(nèi)顧客付出成本去接他們的雜貨，這些成本都隱藏在一個分項賬單遞送費用的比較從豆莢。因為運輸成本上升，這些決策將會在很大程度上影響整個供應(yīng)鏈的利益。 when demand drops, the producer is left with expensive excess capacity. If the facilities are flexible, production of popular models can continue to prepare product for export. If facilities are inflexible or all sales are flat, then the producer must bear the cost or shed assets.汽車制造商通常采取多工廠的戰(zhàn)略來建造服務(wù)設(shè)施。第6章 設(shè)計全球供應(yīng)鏈網(wǎng)絡(luò)1. 為什么在評估供應(yīng)鏈設(shè)計決策時考慮不確定性是非常重要的？There is little in life that is certain, so it is important to consider the impact that uncertainty has on the supply chain. Modeling techniques discussed in this text require assumptions about future demand, price structures, paradigms, etc. It is safe to say that most assumptions that we make in using these models are false。 供應(yīng)鏈決策,必須需要相當(dāng)大的投資, 在短期內(nèi)不能改變或撤銷不遭受損失。這些可能會有所不同的原因：波特的五種力量模型表明，替代產(chǎn)品和服務(wù)的存在與否，現(xiàn)有競爭對手的威脅,新的競爭對手和客戶的議價能力將會影響公司的現(xiàn)有產(chǎn)品。反過來，這些供應(yīng)商可能會通知他們的供應(yīng)商，在需求峰值預(yù)計分立元件。同時，如果去年有沒有為第二年計劃的特別促銷，那么為了適應(yīng)這一因素，數(shù)據(jù)肯定需要調(diào)整。庫存成本包括過多（每周期存儲成本）和過少（延期交貨或缺貨成本）。第9章 銷售和運作計劃：供應(yīng)鏈的供給和需求計劃。通過聚合訂單的客戶，轉(zhuǎn)包商能夠滿足高峰需求的客戶，因為其他標(biāo)準(zhǔn)的一些客戶的需求將會經(jīng)歷著山谷。 there should be a myriad of formal and informal munication channels open among all parties. If constancy of purpose is ever in question, each firm might devote some resources towards equitable “chain incentives” such that behaviors that benefit the entire supply chain are recognized and rewarded. The incentives, munication, and trust should be established at all levels of every chain member. Company leadership should provide for highly visible evidence of these activities on their level and among crossbusiness supply chain teams.供應(yīng)鏈合作機制是當(dāng)供應(yīng)鏈建立時便開始最初的合作過程。激勵，溝通和信任應(yīng)建立在各級的每一個供應(yīng)鏈成員之間。每一個供應(yīng)鏈成員有不同的關(guān)于需求的想法，當(dāng)供應(yīng)鏈合作伙伴疏遠(yuǎn)客戶時，這個需求評估會被嚴(yán)重歪曲和夸張。通過消除重復(fù)的工作或分配工作到適當(dāng)?shù)碾A段都會得到供應(yīng)鏈效率增加效果。材料成本的錢支付給寶潔是貨物本身的價值。這種成本具有可變性，包括資本成本和的所有與物理存儲庫存有關(guān)的費用——縮水、變質(zhì)或報廢、保險、資本成本、倉庫空間等等。因此，它往往對供應(yīng)鏈成本有負(fù)面影響，但對供應(yīng)鏈響應(yīng)能力有積極的影響。任何可以導(dǎo)致供求更具有確定性的東西將會減少對安全庫存的需要。同時高匹配度也會降低過多或過少庫存的預(yù)期消費。第14章 供應(yīng)鏈的運輸？Infrastructure often requires government ownership and is not something that can be increased in capacity in the short term. If congestion is not factored in to the price structure for infrastructure, then demand for the resources will exceed capacity and major delays will occur. Pricing may be used to force users to internalize the marginal impact of their choices, thus alleviating some of the demand during peak periods.基礎(chǔ)設(shè)施往往需要政府的所有權(quán)，以及是不是可以在短期內(nèi)增加的能力。請解釋為什么該公司利用上述網(wǎng)絡(luò)能在頻繁補貨的同時降低運輸成本？A distribution center that supports several large retail stores can reduce supply chain costs in four ways: 1) Inbound shipments to the DC achieve economies of scale because each supplier sends a large shipment。直流也可以更頻繁地補充零售庫存；直流卸貨從制造商的一側(cè)倉庫并將其發(fā)送給零售店出站。如果沃爾瑪將運輸外包，也許運輸公司的花費和沃爾瑪差不多，但是沃爾瑪會失去對運輸公司