【正文】 ? The search is for logistics solutions that are more responsive but lowcost。 Question 2 What are the goals of the pipeline management? The goals of the pipeline management goals Lower costs Higher quality More flexibility Faster response time 更低的成本 更高的質(zhì)量 高強(qiáng)的靈活性 更快的反應(yīng)速度 How to achieve these goals ? Manage the supply chain as an entity and seeking to reduce the pipeline length and/or cost to speed up the flow through that pipeline. ? To find ways in which the ratio of valueadded to costadded time in the pipeline can be improved. ? 將供應(yīng)鏈作為一個(gè)整體進(jìn)行管理，并縮短整個(gè)渠道的長(zhǎng)度，同時(shí)（或者）加速物品在渠道中的流動(dòng)。Chapter 4 Strategic leadtime management This chapter： ? Explores the ‘ cost of time ’ and the drivers of timebased petition。 ? 找到可以提高增值時(shí)間與成本增加時(shí)間比率的方法。 ? Time pression in the pipeline has the potential both to speed up response times and to reduce supply chain cost。 The information iceberg Order cycle time Actual usage/ demand The order 訂單處理周期 未來(lái)實(shí)際使用、需求 There are now sighs that buyers and suppliers are recognizing the opportunities for mutual advantage in information on requirements can be shared on a continuing basis. 有跡象表明，購(gòu)買者和供應(yīng)者正意識(shí)到如果雙方能持續(xù)共享需求信息的話，這對(duì)于彼此雙方都是有利的 Zara case study ◆ Background of Zara ◆ target market ? International market position ? Operating strategy ? Design trends Successful for some reasons: on the dual objectives of working without stocks and responding quickly to market need. one of the most effective quickresponsive systems in its industry. costs are kept to a minimum because Zara pays only for the plete garments. Zara’ s supply chain Finished products Summary ? The ability to move quickly is critical。 pipeline management Question 1 How to control logistics lead times successfully? ? The key to the successful control of the logistics lead time is pipeline management. ? 成功控制物流前置時(shí)間的關(guān)鍵是實(shí)施物流渠道管理。 shortening product life cycles, customers’ desire for reduced inventories and the dangers of being forecast dependent in an increasingly volatile marketplace. ? 探討時(shí)間成本和時(shí)間競(jìng)爭(zhēng)的驅(qū)動(dòng)力；正在不斷縮短的產(chǎn)品生命周期，客戶減少庫(kù)存的要求，在動(dòng)蕩的市場(chǎng)環(huán)境下過(guò)分依賴預(yù)測(cè)的種種風(fēng)險(xiǎn)。 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(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(kù)存 生產(chǎn) 產(chǎn)成品庫(kù)存 運(yùn)輸 區(qū)域庫(kù)存 客戶配送 Costadded versus valueadded time 成本增加時(shí)間（促銷、倉(cāng)儲(chǔ)和運(yùn)輸成本及時(shí)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(guò)減少非增值時(shí)間來(lái)提高服務(wù)水平并降低成本 value engineering ? Many business have investe