【正文】 uantity discounts to maximize total supply chain profits.只要他們是供應鏈協(xié)調的結果并能實現總供應鏈利潤最大化，數量折扣在供應鏈是合理的。對于價格由市場設定的商品產品，對于每批次有大的固定成本的制造商來說，可以用基于大小的每批次的數量折扣來使總供應鏈利潤最大化。第12章 供應鏈的不確定性管理：安全庫存？Safety inventory is inventory carried to satisfy demand that exceeds the amount forecasted for a given period. As such, it tends to have a negative impact on supply chain cost but a positive impact on supply chain responsiveness. Safety inventory is carried because product demand and lead time are uncertain and a product shortage may result if actual demand during lead time exceeds the forecast amount.安全庫存是滿足超過一個給定期間內的預測的需求而持有的庫存。因此，它往往對供應鏈成本有負面影響，但對供應鏈響應能力有積極的影響。安全庫存的設置是因為產品需求和提前期是不確定的，而如果在提前期期間的實際需求超過預測的量，一種產品有可能發(fā)生缺貨。？The required safety inventory increases with an increase in the standard deviation of periodic demand. The standard deviation of periodic demand is a function of the variance in the lead time and the variance in the demand. Anything that causes supply to be more deterministic will minimize the need for safety inventory.所需的安全庫存會隨著定期需求的標準偏差的增加而增加。對定期需求的標準偏差是由提前期和需求的差異產生的函數得出的。任何可以導致供求更具有確定性的東西將會減少對安全庫存的需要。第13章 最優(yōu)產品可獲得性水平的確定。這將給供應鏈庫存和盈利帶來怎樣的影響？為什么？Improved forecast accuracy should result in a closer match between supply and demand, resulting in improved profitability. An improved match will result in lower levels of unplanned carryover inventory and shortages at the end of planning periods. The improved match will lower the expected costs of having too much or too little inventory.提高預測準確性的結果是使供應商與需求擁有更緊密的匹配，這也將會提高利潤率。一個提高的匹配度會在計劃階段的末期降低無計劃的庫存移動和短缺的水平。同時高匹配度也會降低過多或過少庫存的預期消費。，對所有產品的差異進行延遲不能增加利潤？量身定制式延遲如何應用于這些情況？Postponement is valuable in a supply chain when a firm sells a large variety of products with highly unpredictable demand of about the same size that is not positively correlated. Postponement is not as valuable if a large fraction of the demand es from a few products. In such a setting, tailored postponement is most effective whereby base loads are not postponed but the variation is postponed.當一個企業(yè)銷售繁多品種的產品并且很難預測相同規(guī)格而不是正相關產品的需求量時，延遲策略在供應鏈中的應用是很重要的。如果大部分的需求是來自小部分商品，那么延遲策略就不是很重要。在這種背景下，量身定制式延遲是最有效的，因此基本貨物不進行延遲，但差異化產品進行延遲。第14章 供應鏈的運輸？Infrastructure often requires government ownership and is not something that can be increased in capacity in the short term. If congestion is not factored in to the price structure for infrastructure, then demand for the resources will exceed capacity and major delays will occur. Pricing may be used to force users to internalize the marginal impact of their choices, thus alleviating some of the demand during peak periods.基礎設施往往需要政府的所有權，以及是不是可以在短期內增加的能力。如果基礎設施不計入擁塞價格結構，那么對資源的需求將超過容量并且會發(fā)生重大延誤。定價可以用來迫使用戶使用內部化的邊際影響他們的選擇，從而減輕一些在高峰時期的需求。，各個地區(qū)都建有配送中，并由它們負責周邊大型零售超市的產品供應。請解釋為什么該公司利用上述網絡能在頻繁補貨的同時降低運輸成本？A distribution center that supports several large retail stores can reduce supply chain costs in four ways: 1) Inbound shipments to the DC achieve economies of scale because each supplier sends a large shipment。 2) The outbound transportation costs for a DC can be low because it serves retail locations nearby。 and very large inbound shipments that match retail demand can be crossdocked at the DC, which saves both 3) storage and 4) materialhandling costs.A DC also can replenish retail inventories more frequently。 the DC breaks bulk from manufacturers on one side of the warehouse and sends it to retail locations on the outbound side. Since retail demands are aggregated at the DC level, the amount of inventory actually stored at the DC is very low and as Little’s Law indicates, the time between replenishments is low also.一個支持幾家大型零售店配送中心可以降低供應鏈成本四方面：1）進貨出貨的配送中心實現規(guī)模經濟，因為每個供應商運輸的裝載量很大；2）對于配送中心出境運輸成本低，因為它可以提供零售地點附近；3）非常大的入境貨物符合零售需求可以?？吭谥绷?，從而節(jié)省了存儲；4）材料處理成本。直流也可以更頻繁地補充零售庫存；直流卸貨從制造商的一側倉庫并將其發(fā)送給零售店出站。由于零售需求聚合在直流級別，庫存的數量實際存儲在直流很低，小定律表明，之間的時間補貨也低。第15章 供應鏈的采購決策，但什么因素促使沃爾瑪擁有自己的車隊？WalMart is able to run its own fleet of trucks because it can ship TL throughout its supply chain. WalMart’s shipment sizes are large and the pany achieves aggregation across the many retail stores it owns. If WalMart elected to go with a carrier, they might be able to match WalMart’s costs, but WalMart would cede control to the carrier.沃爾瑪經營自己的車隊是因為這樣可以進行整車運輸。沃爾瑪的運輸規(guī)模很大（經營自己的車隊）可以使他在自己的眾多零售店之間實現集成化運輸。如果沃爾瑪將運輸外包，也許運輸公司的花費和沃爾瑪差不多，但是沃爾瑪會失去對運輸公司的控制。，而汽車工業(yè)的組裝幾乎從未外包？In the consumer electronics industry, the third parties aggregate the demand across multiple firms when performing assemblies thereby gaining production economies of scale that no single firm in this industry can. The auto industry on the other hand, maintains volume levels for its models that each individual manufacturer can reap the benefits of their own assembly.在電子類消費品工業(yè)中，第三方可以在組裝方面集合多個公司的需求實現產品的規(guī)模經濟，任何一個這個工業(yè)中的公司都做不到這一點。另一方面，汽車工業(yè)保持了其模型水平，使得每個制造商能獲得自己組裝方面的利益。12