專業(yè)英語物流和供應(yīng)鏈管理(英文版)-文庫吧在線文庫
【正文】 erials Lead timesAssemblyLead timesDistributionLead timesInstallationLead times商業(yè)和計(jì)劃前置時(shí)間原材料前置時(shí)間匯總前置時(shí)間配送前置時(shí)間安裝前置時(shí)間前置時(shí)間構(gòu)成要素(2)The cashtocash cycleQuestion What’s the basic concern of any anization? what is rule of thumb?CumulativeLead time[procurementTo payment]Raw material stockSubassembly productionIntermediate stockProduct assemblyFinished stock at Central warehouseIntransitRegional distribution Central stockCustomer order cycle累積的前置時(shí)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(dòng)的應(yīng)變能力n 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(gè)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(gè)物流鏈中的所有活動(dòng)劃分為瓶頸類或非瓶頸類。只有當(dāng)訂單發(fā)出之時(shí)，需求才變得透明。? 實(shí)現(xiàn)這兩個(gè)目標(biāo)的關(guān)鍵是縮減非增值時(shí)間，尤其是縮短庫存時(shí)間。n 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(jì)劃驅(qū)動(dòng)著需求滲透點(diǎn)上游的活動(dòng)，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 materialstockproductionFinished stockIntransitRegionalstockCustomerdeliveryCostadded versus valueadded time引起價(jià)值增加和成本增加的活動(dòng)（時(shí)間、地點(diǎn)和形態(tài)效用）增值時(shí)間原材料庫存生產(chǎn)產(chǎn)成品庫存運(yùn)輸區(qū)域庫存客戶配送Costadded versus valueadded time 成本增加時(shí)間（促銷、倉儲(chǔ)和運(yùn)輸成本及時(shí)間成本）Valueadding timeRaw materialstockproductionFinished stockIntransitRegionalstockCustomerdeliveryRaw materialstockproductionFinished stockIntransitRegionalstockCustomerdeliveryCostadding timeReducing nonvalueadding time improves service and reduces cost通過減少非增值時(shí)間來提高服務(wù)水平并降低成本 value engineeringn Many business have invested heavily in automation in the factory with the aim of reducing throughput times.n 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. n 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 distributionOne pointIn so many cases it is possible to find considerable Opportunity for total leadtime reduction, often throughSome very simple changes in procedure. leadtime gapQuestion 1 According to the text, most anizations face a fundamental problem, what is it? The
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