專業(yè)英語物流與供應(yīng)鏈管理4-文庫吧在線文庫
【正文】 packages) Transport time to customer Commercial And planning Lead time Materials Lead times Assembly Lead times Distribution Lead times Installation Lead times 商業(yè)和計劃前置時間 原材料前置時間 匯總前置時間 配送前置時間 安裝前置時間 前置時間構(gòu)成要素 (2)The cashtocash cycle Question What’ s the basic concern of any anization? what is rule of thumb? Cumulative Lead time [procurement To payment] Raw material stock Subassembly production Intermediate stock Product assembly Finished stock at Central warehouse Intransit Regional distribution Central stock Customer order cycle 累積的前置時間 （從采購到付款） Strategic leadtime management The longer the pipeline from source of material to the final user the less responsive to changes in demand the system will be. 從原材料到最終使用者的渠道越長，系統(tǒng)就越缺乏對需求變動的應(yīng)變能力 ? An approximate rule of thumb suggests that the amount of safety stock in a pipeline varies with the square foot of the pipeline length. 一個類似于“大拇指”的規(guī)則指出，安全庫存數(shù)量的多少取決于渠道長度的平方根。 or ‘ nonbottlenecks’ . OPT—— 把一個 物流鏈中的所有 活動劃分為瓶頸 類或非瓶頸類。只有當(dāng)訂單發(fā)出之時，需求才變得透明。 ? 實現(xiàn)這兩個目標(biāo)的關(guān)鍵是縮減非增值時間，尤其是縮短庫存時間。 ? The key to reach this dual goals is through focusing on the reduction of nonvalue adding time and particularly time spend as inventory。預(yù)測或計劃驅(qū)動著需求滲透點上游的活動，下游所做的就是對客戶需求做出反應(yīng)。 Valueadding time (time,place and form utility) Costadding time (promotion,storage and transport cost and the time cost of money) Raw material stock production Finished stock Intransit Regional stock Customer delivery Costadded versus valueadded time 引起價值增加和成本增加的活動 （時間、地點和形態(tài)效用） 增值時間 原材料庫存 生產(chǎn) 產(chǎn)成品庫存 運輸 區(qū)域庫存 客戶配送 Costadded versus valueadded time 成本增加時間（促銷、倉儲和運輸成本及時間成本） Valueadding time Raw material stock production Finished stock Intransit Regional stock Customer delivery Raw material stock production Finished stock Intransit Regional stock Customer delivery Costadding time Reducing nonvalueadding time improves service and reduces cost 通過減少非增值時間來提高服務(wù)水平并降低成本 value engineering ? Many business have invested heavily in automation in the factory with the aim of reducing throughput times. ? However it is paradoxical that many of those same business that have spent millions of pounds on automation to speed up the time it takes to manufacture a product are then content to let it sit in a distribution centre or warehouse for weeks waiting to be sold. ? The requirement is to look across the different stages in the supply chain to see how time as a whole can be reduced through reengineering the way the chain is structured. Example 1: Planning cycle/manufacturing lead time Example 2: Forecasting and ordering of suppliers Example 3: Warehouse picking and distribution One point In so many cases it is possible to find considerable Opportunity for total leadtime reduction, often thr
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