【正文】 n ways to service customers who require justintime deliveries?n Many panies still think that the only way to service customers who require justintime deliveries is for them, the supplier, to carry the inventory instead of the customer.n Instead what is needed is for the supplier to substitute responsiveness for inventory whenever possible. 許多公司仍然認為，給客戶提供及時配送服務(wù)的唯一方法，就是只能由供應(yīng)商代替客戶持有庫存。其實作為供應(yīng)商真正需要的是：在必要的時候用快速反應(yīng)來代替大量的庫存。 concept of lead timeWhat’s the meaning of lead time from the customer’s viewpoint and from the supplier’s perspective respectively?(客戶觀念、供應(yīng)商觀念的前置時間157)what is rule of thumb?The amount of safety stock in a pipeline varies with the Square root of the pipeline length. 安全庫存的數(shù)量多少取決于渠道長度的平方根。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 pipeline managementHow to control logistics lead times successfully?n The key to the successful control of the logistics lead time is pipeline management.成功控制物流前置時間的關(guān)鍵是實施物流渠道管理。What are the goals of the pipeline management?（162）渠道管理的目標(biāo)How to achieve these goals（162）怎樣實現(xiàn)這些目標(biāo) leadtime gap前置時間差What’s the customer’s order cycle? The length of time that the customer is prepare to wait, from when the order is placed through to when the goods are received.The factors that influence the customer’s willingness to wait: （168）The challenge for logistics management:（169） How to close the leadtime gap?n shortening logistics lead timen Move the customer’s order cycle closer by gaining earlier warning of requirements through improved visibility of demand. 縮短物流前置時間n 通過提高需求的可見性，盡量把客戶訂貨周期調(diào)整到與早期得到的需求信息更接近1）reducing logistics lead timeAll the logistics processes can be viewed as a network of interlinked activities that can be optimized as a whole by focusing on total throughput time. Any attempt to manage by optimizing individual elements or activities in the process will lead to a lessthanoptimal result overall.所有的物流過程都能被看做是由各種具有內(nèi)在聯(lián)系的活動所形成的一個網(wǎng)絡(luò)，要想優(yōu)化這個網(wǎng)絡(luò)，必須要通過調(diào)整總體運營時間才能得以實現(xiàn)。而單純通過優(yōu)化個別要素或過程中個別活動只能得到一個次優(yōu)化的結(jié)果What’s OPT? what’s its essence?（171）生產(chǎn)技術(shù)優(yōu)化理論What is a bottleneck?瓶頸171What’s the key concern of logistics management?How to achieve it?（173）The result of the twinpronged approach: iceberg Chapter 7JIT and ‘quick response’ logistics1. push and pull產(chǎn)品“推動’與需求”拉動”What kind of concept JIT is?（179）JIT本質(zhì)Essentially JIT is a ‘pull’ concept where demand at the end of the pipeline pulls 。JIT本質(zhì)上是一種“拉動”思想，供應(yīng)鏈的終端需求拉動產(chǎn)品去適應(yīng)市場，同時也決定著產(chǎn)品背后零配件的流向。What’s the traditional ‘push’ system?（179）在對需求進行預(yù)測的基礎(chǔ)上大批量生產(chǎn)或組裝產(chǎn)品，這種做法在供應(yīng)鏈中定位為部門和不同實體之間的“緩沖器What’s reorder point (ROP)?（179） It’s a form of statistical inventory control which typically might rely on reordering when inventory levels fall to a certain predetermined point, this point is called ROP.當(dāng)庫存水平降低到特定的預(yù)測點之下時，就要追加訂貨來補充庫存了How to determine a reorder point ? A reorder point or reorder level is predetermined based on the expected length of the replenishment lead time (see figure ). The amount to be ordered may be based on the EOQ. 再訂貨點是根據(jù)所預(yù)期的補給前置時間的長度來事先確定的。What’s Economic order quantity (EOQ)?（179）Are there any alternative methods of determining a reorder point ? An alternative method is the regular review of stock levels with fixed intervals between orders when the amount to be ordered is determined with reference to a predetermined replenishment level （see figure ） 在兩次訂貨之間、在固定的時間間隔里定期檢查庫存水平，下訂單的量參照事先確定的補給水平 What are dependent demand and independent demand? What’s their difference?（182） Demand is termed ‘dependent’ when it is directly related to, or derives from, the demand for another inventory item or product. 當(dāng)需求是與另一種庫存品或產(chǎn)品的需求直接相關(guān)或來源于這些已知產(chǎn)品的需求時，這種需求就被稱為“依賴需求”。 independent demand（182）2. The Japanese philosophy日本的理念Where does the name Kanban e from?（186）“看板”這個名字來源于日本人使用的一種卡片，這種卡片在早期的系統(tǒng)中用于發(fā)出信號通知供應(yīng)鏈上游供應(yīng)商運送一定數(shù)量的原材料。n What’s the characters of Kanban system?（186）看板是一種”拉動”式系統(tǒng),它是由供應(yīng)鏈最末端的需求驅(qū)動的。在生產(chǎn)環(huán)節(jié)中，該系統(tǒng)的目標(biāo)是只生產(chǎn)滿足即時需求數(shù)量的產(chǎn)品。當(dāng)組裝線上需要配件時，生產(chǎn)線上的上一個階段將提供恰好為所需數(shù)量的配件。同樣地，這種運作誘發(fā)上一階段的需求，以此類推。 for logistics對物流的啟示The basic principle of JIT logistics are:(1) all elements of the chain are synchronized鏈上所有組織的活動成為一個統(tǒng)一體； (2) early identification of shipping and replenishment requirements盡早明確運輸量和補貨需求； (3) highest level of planning discipline有出色的組織規(guī)劃。What are the prerequisites for successful JIT logistics ?（191）4.‘Quick response ’ logistics“快速反應(yīng)”物流 What’s the basic idea behind quick response （QR）（192） “快速反應(yīng)”物流的指導(dǎo)思想是What has made QR possible?It is the development of information technology and in particular the rise of electronic data interchange (EDI), barcode, the use of electronic point of sale systems (EPOS) and laser scanners. 信息技術(shù)的發(fā)展，尤其是以因特網(wǎng)為平臺的數(shù)據(jù)交換、條形碼以及使用激光掃描設(shè)備的電子銷售點等相關(guān)技術(shù)的應(yīng)用，使“快速反應(yīng)”成為可能。QR快速反應(yīng)的特點（193）QR is obviously a classic case of the substitution of information for inventory. whilst QR may have a high fixed cost the incremental costs of service improvements are relatively low.“快速反應(yīng)”是以信息取代庫存的最典型方式。雖然“快速反應(yīng)”需要大量的先期投資，但隨著服務(wù)水平的不斷增長，“快速反應(yīng)”所帶來的成本增額卻非常低。A further feature in favor of QR system is that by speeding up processing time in the system, cumulative lead times are reduced. This can then result in lower inventory and thus further reduce responsive times. In effect a ‘virtuous circle’! “快速反應(yīng)”系統(tǒng)的另一個鮮明的特點是，由于加快了整個流程的速度從而降低了總前置時間。這樣就降低了庫存水平，從而進一步縮短反應(yīng)時間，形成良性循環(huán)。6. Vendor managed inventory供應(yīng)商管理庫存Traditional mode: customers place orders on their suppliers, It has three problems傳統(tǒng)上，客戶向它們的供應(yīng)商發(fā)出訂單，有三個問題（195）——供應(yīng)商被迫進行預(yù)測，并保有不必要的安全庫存?！?yīng)商往往面對突如其來的短期需求，導(dǎo)致它們需要頻繁改變生產(chǎn)計劃并制定相應(yīng)的配送計劃，這些活動無疑產(chǎn)生了附加成本?！捎诓豢杀苊獾母呷必浡剩瑢?dǎo)致了客戶服務(wù)水平的下降。n VMI: the supplier to maintain the customers inventory by sharing information with the customer（196） strategies for quick response“快速反應(yīng)”中的生產(chǎn)戰(zhàn)略18 / 18