【正文】 息不共享 3. Operational obstacles ? 大批量定單 ? Replenishment lead time long ? Rationing分配制 and shortage gaming 4. Pricing obstacles ? Lot size Discount ? 價格跳動 5. Behavioral obstacle ? Learning。分享信息，包括目標(biāo)，技術(shù)數(shù)據(jù)，問題點(diǎn)等 ? Integration 發(fā)展了作業(yè)的聯(lián)結(jié)和利益分分享的方法；在許多組織層次之間建立了廣泛聯(lián)系。 競爭驅(qū)動之下的信息權(quán)力同質(zhì)化，加劇其復(fù)歸。 ? Path Dependence：報酬遞增普遍存在時，良性循環(huán)的軌跡發(fā)展。 所有決策由信息分析支持 CFAR向 CPFR ? 合作文化的形成以及 Inter的全面采用 ? 針對性營銷的實(shí)施（顧客層更加明確） 4. 價值網(wǎng)絡(luò)的實(shí)現(xiàn)：整個產(chǎn)業(yè)效率的最優(yōu)化，發(fā)展網(wǎng)絡(luò)。 ? 能對不確定性作出敏捷反應(yīng)。 2. 企業(yè)內(nèi)流程再造。信息要素作用的比重越大，更傾向于協(xié)商。 ? Integrity正直 合伙人彼此之間的行為采用令人尊敬的方式；他們不濫用所得到的信息，彼此之間不搞破壞。 trust… Slide 52 Chain Coordination 1. 統(tǒng)一目標(biāo)與動機(jī)、激勵。 但是，這家企業(yè)從生產(chǎn)到最終零售的供應(yīng)鏈周期對比競爭對手并沒有明顯的優(yōu)勢，因?yàn)榭偛渴歉鶕?jù)銷售分公司的定單進(jìn)行生產(chǎn)；銷售分公司方面考慮 10天以上的前置時間和銷售波動，需要建立相當(dāng)?shù)膸齑?，并且難以與其他分公司進(jìn)行調(diào)撥。最主要的體現(xiàn)是通過集中的定單管理，各地分公司的銷售和庫存情況做到了實(shí)時透明，加強(qiáng)了財務(wù)控制，并且所有的經(jīng)營報表不再需要人工填報，而是能夠自動生成。 利揚(yáng) 銷售價為 p=200元，殘值為 0。 Postponement is the ability to delay product differentiation or customization until closer to the time the product is sold. √Slide 38 Manage Safety Stock f(x, ? ,?)連續(xù)性隨機(jī)變量 X的密度函數(shù)： X取值的分布概率 F(x, ? ,?)為變量 X的累計常態(tài)分布函數(shù)： X取值小于 x的概率。利揚(yáng)將會訂購多少？ Forward buy = Qd Qe =38,2366324=31,912 Q d = ,000(3 ) + 3x6,3243 = 38,236現(xiàn)零售商利揚(yáng)公司面臨需求曲線 300,00060,000p進(jìn)貨價 3元。 Slide 33 Manage Inventory Average material flow time stock/demand= n (week,month,year…) An increase in demand by a factor k, optimal order quantity increases by k, and material flow time decreases by k. 需求的增長 K倍，會使 flow time降低 K倍數(shù) 。而大多數(shù)貨代無法滿足顧客的這些要求，因而在物流服務(wù)方面對 ACS構(gòu)不成威脅。 Slide 14 Processes and flows Slide 15 Processes and flows Process view of a supply chain ?Cycle View循環(huán)周期劃分 ?Customer order cycle完成周期 ?Replenishment cycle ?Manufacturing cycle ?Procurement cycle ?Pull/Push view of process以推拉分 ?Depending on the timing of the execution relative to customer demand. The push/pull boundary in a supply chain separates push processes from pull processes. Slide 16 Supply Chain Decisions ?Design/Strategy ?Location, capacity of Facilities ?Products at various locations ?Modes of transportation ?Type of information ?Planning ?Location with markets. ?Buildup of inventory ?Replenish inventory policies ?Marketing promotions ?Operation decisions regarding ?Individual customer order implementation in best possible manner Configuration constraints Parameters limits Operations performance Slide 17 Execute Competitive Strategy NewProductDevelop mentMarket ingAndSalesOpera tionsDistribu tionServiceFinance,Accounting,Information,Human ResourcesStrategic Fit means both the petitive and supply chain strategies have the same goal. 戰(zhàn)略匹配 Each functional strategy must support other functional strategies and help reach petitive strategy goal. Slide 18 FIRM INFRASTRUCTUREHUMAN RESOURCE MANAGEMENTINBOUNDLOGISTICSOUTBOUNDLOGISTICSOPERATIONSMARKETINGAND SALESSERVICETECHNOLOGY SUPPORTPROCUREMENT企 業(yè) 基 礎(chǔ) 設(shè) 施 結(jié) 構(gòu) 資 源人 力 資 源技 術(shù) 支 持采 購 支 持進(jìn) 界 物 流 出 界 物 流運(yùn) 作 營 銷服 務(wù)Supply Chain Management Slide 19 Competitive StrategySupply Chain StrategyManufacturingProduct Inventory MarketingDevelopment Lead time and SalesStrategy Purchasing StrategyTransportationInformation Technology strategyFinance StrategyHuman Resources StrategySlide 20 Strategic Fit Step 1: Understanding the Customer (demand). ?Quantity of the product needed in each lot ?Response time that customers are willing to tolerate ?Variety of products needed ?Service level required: availability ?Price of the product ?Desired rate of innovation in the product … … Key measure capturing variation for all the attributes: Implied Demand Uncertainty隱含的不確定因素 – resulting uncer