【正文】 onsiveness spectrum 了解供應(yīng)鏈：反應(yīng)導(dǎo)向與效率導(dǎo)向的界線 Responsivenesshighresponsiveness efficent frontierlowCostHigh Low成本導(dǎo)向 Slide 24 Achieving Strategic Fit responsivesupply chainefficientsupply chaincertain uncertaindemand demandImpliedUncertaintyspectrumResponsivenessspectrumSlide 25 Strategic Scope SuppliersManufacturerDistributor Retailer CustomerComtetitivestrategyproductdevelopmentstgrategysupply chainstrategymarketingstrategy戰(zhàn)略吻合的設(shè)計立足點、戰(zhàn)略范圍 Slide 26 Strategic Scope Expanding Scope of Strategic Fit ?Intrapany intraoperational scope: Minimizelocalcost view ?Intrapany intrafunctional scope: Minimize functional cost view ?Intrapany interfunctional scope: Maximize pany profit view ?Interpany interfunctional scope: Maximize supply chain surplus view Slide 27 Supply Chain Drivers and Obstacles Drivers of Supply Chain Performance efficient responsivesupply chain structureCompetitive StrategySupply ChainStrategyInventory Transprotation Facilities InformationDriversSlide 28 Little’s Law: Inventory I = RT Throughput process Flow Time Components of Information decision 1. Push vs Pull: 2. push requires elaborate MRP system to roll MPS back and creating schedules for suppliers with details. Pull requires information on actual demand transmitted quickly throughout chain 2. Coordination and information sharing 3. Forecasting and Aggregate Planning How to use the aggregate planning both at manager’s stage in the chain and throughout the whole chain 4. Enabling technologies Drivers of Supply Chain 美集物流戰(zhàn)略 APL輪船公司的美集物流 ACS通過在 34個國家的 68個辦事處及倉庫網(wǎng)絡(luò)提供全方位的物流服務(wù)，它對現(xiàn)有的市場及物流服務(wù)有了一定的認識。 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) 。 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。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時透明，加強了財務(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。 trust… Slide 52 Chain Coordination 1. 統(tǒng)一目標與動機、激勵。信息要素作用的比重越大，更傾向于協(xié)商。 ? 能對不確定性作出敏捷反應(yīng)。 ? Path Dependence：報酬遞增普遍存在時，良性循環(huán)的軌跡發(fā)展。分享信息，包括目標，技術(shù)數(shù)據(jù)，問題點等 ? 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。同時，成立了總部物流管理部門，集中管理了所有的倉儲和運輸運作。假如缺貨時的需求客戶會推遲到下周期購買，現(xiàn)時的缺貨成本為多少？ 1. CSL=F(rop)=F(rop, ? ,?) 2. CSL=NormDist(300,200,)= 2. Cu缺貨成本 = x = 千 元 / 臺假如缺貨定為 2千元時，而且未滿足的需求客戶永久失去，現(xiàn)時的最優(yōu) CSL為多少？ HQHQ+RCuCSL= 1 Slide 43 Level of Product Availability 零售商 利揚 獨家經(jīng)營一新的季節(jié)性專利商品。進貨價 3元，年持有成本 /個，現(xiàn)定貨批量 6324個。因為顧客尋找的是比簡單運輸更多的服務(wù)?？焖俜磻?yīng)。Supply Chain Management Slide 1 Slide 2 ?Globalization全球化 ?Developed transportation交通 ?Computer technology電腦技術(shù) ?Digital munication/transmission通訊 ?Deregulation解除管制 ?Increasing Customer need. 141客戶需求 ?Product life cycle. Innovation and Tech nology depreciation產(chǎn)品生命周期 ?Increasing petition競爭環(huán)境惡化 ?Sustainability可持續(xù)發(fā)展 Supply Chain Management 一次新經(jīng)濟，對一個國家和民族，就是一次機遇。 關(guān)鍵詞：戰(zhàn)略伙伴關(guān)系。 ACS的負責人談?wù)摰酵涍\代理的競爭時說，一直以來他們就同貨運代理競爭，但并為將他們視作競爭對手。 Retailers increase purchase lot size or forward buy. This leads to chain inventory increase without a significant increase in customer demand: % vs 500% increase Qd=order during promotion d=discount h=hurdle rate C=cost of product R=demand Qe=economic order 零售商利揚公司年銷售量 12023個。利揚最優(yōu)購買量是多少？ 1. Salvage Value s=855=80元 2. Cu缺貨成本 =250100=150 3. Co=10080=20 4. 最優(yōu) CSL= Cu/(Cu+Co)= 5. Qe=NormInv(CSL, ? ,?)=468 Slide 42 Level of Product