供應(yīng)鏈管理ppt59頁(yè)-文庫(kù)吧資料
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【正文】 hurdle rate H=C*h庫(kù)存持有成本 Demand during stockout is backlogged CSL= 1 HQRCuDemand in stockout is lost CSL= 1 HQHQ+RCuSlide 41 Level of Product Availability 零售商 利揚(yáng) 某季節(jié)性商品，銷(xiāo)售記錄為常態(tài)分布：mean=350而 ? =100。 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(jī)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(jì)常態(tài)分布函數(shù)： X取值小于 x的概率。 5. 使用共通部件。 3. 偏差 :平均高比值的客戶(hù)需求，集中計(jì)劃有較大效益；反之，效益較小。 平方根規(guī)則 ：互不相關(guān)的庫(kù)存位置數(shù)量降低了 K倍，則所需安全庫(kù)存數(shù)量降低 K倍 。利揚(yáng)將會(huì)訂購(gòu)多少？ Forward buy = Qd Qe =38,2366324=31,912 Q d = ,000(3 ) + 3x6,3243 = 38,236現(xiàn)零售商利揚(yáng)公司面臨需求曲線(xiàn) 300,00060,000p進(jìn)貨價(jià) 3元。進(jìn)貨價(jià) 3元，年持有成本 /個(gè)，現(xiàn)定貨批量 6324個(gè)。 結(jié)論： Retailers pass a small fraction of discount to customers。 2. Shift inventory to retailer or customer 3. Defend a brand against petition. ? Retailer: 1. Pass through some or all to customer 2. Pass through none, 但增大訂購(gòu)量獲取短期折扣。 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(zhǎng) K倍，會(huì)使 flow time降低 K倍數(shù) 。 1. Production Rate 2. Workforce 3. Overtime 4. Machine capacity level 5. Subcontracting 6. Backlog 7. Inventory on hand Tradeoffs: 1. Capacity (regular time, overtime, subcontracted) 2. Inventory 3. Backlog/lost sales Which industries need it ? Slide 32 Manage Predictable Variability ? Manage supply using tradeoffs ? M. demand: shortterm discounts/promotions 將 supply和 demand分開(kāi)管理、 決定，使供應(yīng)鏈協(xié)調(diào)顯著 困難，并降低了獲利能力。 slide 29 Slide 30 Obstacles to Strategic Fit Increasing variety of Products ?Rampant product proliferation ?Mass Customization。他的電腦應(yīng)用系統(tǒng)使用ANSWERS和 EDI， 這使信息可直接下載到顧客的管理系統(tǒng)。而大多數(shù)貨代無(wú)法滿(mǎn)足顧客的這些要求，因而在物流服務(wù)方面對(duì) ACS構(gòu)不成威脅。因?yàn)轭櫩蛯ふ业氖潜群?jiǎn)單運(yùn)輸更多的服務(wù)。這意味著 ACS既要常常貫穿零售公司的整個(gè)物流供應(yīng)鏈，還要為簡(jiǎn)化操作而注重供應(yīng)鏈的連接的必要性，與顧客結(jié)成降低貨物裝卸成本的戰(zhàn)略聯(lián)盟。通常，顧客的總部在北美和歐洲。 Slide 14 Processes and flows Slide 15 Processes and flows Process view of a supply chain ?Cycle View循環(huán)周期劃分 ?Customer order cycle完成周期 ?Replenishment cycle ?Manufacturing cycle ?Procurement cycle ?Pull/Push view of process以推拉分 ?Depending on the timing of the execution relative to customer demand. The push/pull boundary in a supply chain separates push processes from pull processes. Slide 16 Supply Chain Decisions ?Design/Strategy ?Location, capacity of Facilities ?Products at various locations ?Modes of transportation ?Type of information ?Planning ?Location with markets. ?Buildup of inventory ?Replenish inventory policies ?Marketing promotions ?Operation decisions regarding ?Individual customer order implementation in best possible manner Configuration constraints Parameters limits Operations performance Slide 17 Execute Competitive Strategy NewProductDevelop mentMarket ingAndSalesOpera tionsDistribu tionServiceFinance,Accounting,Information,Human ResourcesStrategic Fit means both the petitive and supply chain strategies have the same goal. 戰(zhàn)略匹配 Each functional strategy must support other functional strategies and help reach petitive strategy goal. Slide 18 FIRM INFRASTRUCTUREHUMAN RESOURCE MANAGEMENTINBOUNDLOGISTICSOUTBOUNDLOGISTICSOPERATIONSMARKETINGAND SALESSERVICETECHNOLOGY SUPPORTPROCUREMENT企 業(yè) 基 礎(chǔ) 設(shè) 施 結(jié) 構(gòu) 資 源人 力 資 源技 術(shù) 支 持采 購(gòu) 支 持進(jìn) 界 物 流 出 界 物 流運(yùn) 作 營(yíng) 銷(xiāo)服 務(wù)Supply Chain Management Slide 19 Competitive StrategySupply Chain StrategyManufacturingProduct Inventory MarketingDevelopment Lead time and SalesStrategy Purchasing StrategyTransportationInforma
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