【正文】 o works after a merger(決定公司合并之后如何最優(yōu)整合兩個網(wǎng)絡(luò) ) ? Develop an emerce distribution strategy(發(fā)展電子商務(wù)配送戰(zhàn)略 ) ?Quickly respond to RFP’s(快速應(yīng)對建議需求 ) ? Perform due diligence studies(進行盡職調(diào)查 ) Who is Involved?(參與的對象 ) ? Operations(運營部門 ) ? Can include transportation, warehousing, manufacturing, and vendors(運輸、倉儲、制造以及供應(yīng) ) ? Provides information on how the business runs and what is possible(業(yè)務(wù)運作的信息 ) ? Sales/Marketing(銷售 /市場營銷部門 ) ? Provides information on service level constraints and evaluates how different scenarios will impact sales(服務(wù)水平對收益的影響 ) ? Provides forecast data(預(yù)測數(shù)據(jù) ) ? Finance(財務(wù)部門 ) ? Determines cost inputs and validates cost of scenarios(算成本收益 ) ? Information Technology(IT部門 ) ? Assists with data collection(協(xié)助數(shù)據(jù)收集 ) $$10$20$30$40$50$60$70$80$900 2 4 6 8 10N u m b e r o f W a r e h o u s e sCost (millions $)T o t a l C o s tT r a n s p o r t a t i o n C o s tF i x e d C o s tI n v e n t o r y C o s tThe key is to balance the total costs with service requirements(權(quán) 衡 總 成本 與 服 務(wù) 需求 ) Network Design Optimization (網(wǎng)絡(luò)設(shè)計優(yōu)化 ) Industry Benchmarks: Number of Distribution Centers (業(yè)界 DC數(shù)量的標準 ) Sources: CLM 1999, Herbert W. Davis amp。 Co。 LogicTools Avg. of WH 3 14 25 Pharmaceuticals(制 藥 ) Food Companies(食品 ) Chemicals(化工 ) High margin product(高利 潤 率 ) Service not important (or easy to ship express)(容易快 遞 ) Inventory expensive relative to transportation(庫 存高 過運輸 成本 ) Low margin product(低利 潤 率 ) Service very important(服 務(wù) 重要 ) Outbound transportation expensive relative to inbound (運輸貴 ) Limitations of Strategic Tools and the Need for Tactical Tools(戰(zhàn)略工具的局限 ) ?Strategic tools do not consider time periods(不考慮時間 ) ? Demand varies over time(需求隨時間而變化 ) ? Production capacity can vary over time(產(chǎn)能隨時間而變化 ) ?Strategic models cannot identify the month in which warehouses will be out of capacity or demand will not be satisfied(戰(zhàn)略模型不能識別到具體的缺貨以及多貨時期 ) Need for Tactical Planning Tools (戰(zhàn)術(shù)層面的計劃工具 ) Jan Fe b M a r A pr M a y J u n J u l A u g S e p O c t N ov D e cD e m a n dSa fe ty Sto c kProduction Capacity(產(chǎn) 能 ) DC Capacity(倉庫 容量 ) Supply Chain Master Planning (供應(yīng)鏈主計劃 ) ?A supply chain master plan identifies production quantities, distribution strategies and storage requirements by efficiently allocating supply chain resources to minimize systemwide cost or maximize profit over multiple time periods (透過有效分配供應(yīng)鏈的資源來最小化多期系統(tǒng)范圍的成本或最大化總利潤，進而識別產(chǎn)量、配送策略以及存儲需求 ) Supply Chain Master Planning (供應(yīng)鏈主計劃 ) ?Allows the supply chain to replace sequential optimization with global optimization (允許供應(yīng)鏈用全局優(yōu)化替代序貫優(yōu)化 ) ? In sequential optimization each part of the supply chain is optimized with no, or very little, regards to other supply chain ponents(序貫優(yōu)化基本上不考慮供應(yīng)鏈其他成員的決策 ) ? Traditional supply chain strategies(傳統(tǒng)的供應(yīng)鏈戰(zhàn)略 ) Procurement Planning Manufacturing Planning Distribution Planning Demand Planning Sequential Optimization (序貫優(yōu)化 ) Supply Chain Master Planning Procurement Planning Manufacturing Planning Distribution Planning Demand Planning Global Optimization(全局優(yōu)化 ) Sequential Optimization vs. Global Optimization(序貫優(yōu)化與全局優(yōu)化 ) Supply Chain Master Planning: A Case Study (案例分析 ) ?CPG Example ? Showing the benefits of global optimization(全局優(yōu)化的好處 ) Supply Chain Master Planning: CPG Manufacturer (主生產(chǎn)計劃 ) Demand varies by week and changes week to week (波動的需求 ) Starting inv positions for every product in every DC (DC中的庫存在變動 ) Production/purchases fixed on short term Basis(短期的生產(chǎn)與采購 ) Challenges(挑戰(zhàn) ) overflow How to best replenish DC’s (如何最好地 對 DC補貨 ) How much to mit to for each supplier(如何采購 ) How