【正文】 Simulation Modeling for Production Systems Operations Management Theory and Strategy Strategic Supply Chain。 Sequencing and Scheduling SCM Technology and Application Introduction to Operations Management Operations and Supply Chain Management Risk Models for Production Management Management of Services: Concepts, Design, and Delivery Services Operations Management Six Sigma Practices and Principles Supply Chain Planning Supply Chain Management Tools Decision Models for SC 。如果最底層的顧客需求發(fā)生變動，則層層牽動，影響會愈來愈加大 供應鏈與長鞭效應 Causes Remedial strategies Forecast demand updating 依預測採購 1. Access to market demand information (use of point of sale (POS) data) 2. Information sharing across supply chain links (use of EDI) 3. Vendor managed inventory(VMI) 4. Lead time reduction and JIT supply Order batching 經(jīng)濟規(guī)模訂貨與運輸 1. Reduction of processing costs (Computer Assisted Ordering(CAO)) 2. New ways of achieving economies of scale in transportation/distribution (3rdparty) 供應鏈與長鞭效應 Price fluctuation 促銷折扣 1. Reduce frequency and magnitude of special trade deals and consumer promotions (Everyday Low PriceEDLP) 2. Continuous Replenishment Programs (CRP) Rationing and shortage gaming 訂貨按銷售比例分配 1. Better product allocation policies in short supply periods (allocation based on past sales) 2. Penalties on order cancellations Vendor Managed Inventory ? Vendor Managed Inventory (VMI) – Coordinated management of finished goods inventories – Goods inventories outbound from manufacturer, distributor or reseller to a retailer or other merchandiser – Replenishing finished goods on a reorder point basis, – Products on grocery store shelves: FritoLay other snack food, candy or beverage vendors ? VMI vendors mission – Generate purchase orders on asneeded basis – Replenishing supplies based on an established inventory plan – Ensuring high instock performance with minimal inventory Vendor Managed Inventory VMI Case Study ? Vendor – Importer marketer of hygiene products ? Customer – Capitan of the retail chains: The wholesaler ? Main operational problems in the chain – Vendor ? Long lead time in sourcing from international producers ? High variability of order volume – Wholesaler ? High stocks ? Periodically poor service for the vendor?s products VMI Case Study ? Reasons and results – Partly result from demand distortion – Supply chain is not synchronized to consumer demand – Wholesaler feels buffer needs to keep service level ? Benefits of implementing VMI – Closer cooperation increased delivery frequency – Reduced stock cover at the wholesaler – Total stock cover down from 10 to 6 days – Service level remain stable 全球運籌 風險管理 ? Source – Environment、 Supply、 Demand、 Process、 Control ? 經(jīng)營策略 Source: Juttner, Uta (2023), ?Supply chain risk management,? I. J. of Logistics Management, 16(1): 120141. 全球運籌 風險管理 – 實際運作 Source: Juttner, Uta (2023), ?Supply chain risk management,? I. J. of Logistics Management, 16(1): 120141. 全球運籌 風險管理 – 規(guī)劃 Source: Juttner, Uta (2023), ?Supply chain risk management,? I. J. of Logistics Management, 16(1): 120141. Global Logistics Security ? Each trade transaction can involve up to 25 different parties. ? A typical crossborder transaction might involve filing 35 documents , municating with 25 parties and plying with more than 600 laws and 500 trade agreements (Cassidy , 2023). Security Initiatives Source: Sheu and Lee (2023), ?A voluntary logistics security program,? Supply Chain Management, 11(4): 363374. Memorandum of Understanding Customs Security Profile Within 60 days Reviews makes certification decisions Within 60 days Once certified , pany bees a CTPAT Participant. For CTPAT validation 30day notice is given Necessary document must be submitted Within 30 days Partnership Validation Team Cus