供应链设计与管理(第三版)期末考试重点---供应链知识理念-英文版本

Chapter1 Iroduction to Supply Chain Management 1 supply chain The system of suppliers manufacturers transportation distributors and vendors that exists to transform raw materials to final products and supply those products to customers 2 supply chain management SCM is a business network covering from buying making moving warehousing to selling 3 What makes supply chain management difficult Supply chain strategies cannot be determined in isolation They are directly affected by another chain that most organizations have the development chain It is challenging to design and operate a supply chain so that total systemwide costs are minimized and systemwide service levels are maintained Uncertainty and risk are inherent in every supply chain 4 Strategies for SCM Global Optimization 全局优化 Managing Uncertainty 管理不确定性 5 Why is Global Optimization Hard The supply chain is a complex network Different facilities in the supply chain frequently have different conflicting objectives The supply chain is a dynamic system System variations over time 6 Why Is Uncertainty Hard to Deal With Matching supply and demand is a major challenge Forecasting doesn t solve the problem Inventory and back order levels typically fluctuate considerably across the supply chain even when customer demand for specific products does not vary greatly Demand is not the only source of uncertainty Recent trends such as lean manufacturing outsourcing and offshoring that focus on reduction increase risks significantly 7 The three principles of all forecasting techniques Forecasting is always wrong The longer the forecast horizon the worse the forecast Aggregate forecasts are more accurate Chapter2 Inventory Management Supply Contracts and Risk Pooling 1 何时低 高 于平均需求何时低 高 于平均需求 If the cost of not selling an additional unit is larger than the profit from selling an additional unit the optimal quantity in general will be less than average demand while if the reverse is true the optimal order quantity in general will be greater than average demand 2 平均需求与最优订货量的关系平均需求与最优订货量的关系 The optimal order quantity is not necessarily equal to average or forecast demand 3 Coefficient of variation Coefficient of variation The Standard deviation measures the absolute variability of customer demands the coefficient of variation measures variability relative to average demand 4 Risk Pooling three critical points Centralizing inventory control reduces both safety stock and average inventory level for the same service level The higher the coefficient of variation the greater the benefit obtained from centralized systems that is the greater the benefit from risk Pooling The benefits from risk Pooling depend on the behavior of demand from one market relative to demand from another 5 Forecasting Methods Judgment methods 判断方法 Market research methods 市场研究方法 为定性方法 Time Series methods 时间序列方法 Causal methods 因果方法 为定量方法 6 Inventory Management s controlling methods Continuous review policy 持续检查策略 Periodic review policy 定期检查策略 7 s S Policy Whenever the inventory position drops below a certain level s we order to raise the inventory position to level S s S 的计算 The reorder point s has two components a To account for average demand during lead time LTAVG b To account for deviations from average we call this safety stock zSTD where z is chosen from statistical tables to ensure that the probability of stockouts during leadtime is 100 SL Since there is a fixed cost we order more than up to the reorder point Q 2 The total order up to level is S Q s 注 AVG average daily demand STD standard deviation of daily demand LT replenishment lead time in days h holding cost of one unit for one day SL service level for example 95 This implies that the probability of Stocking out is 100 SL for example 5 K fixed cost Also the Inventory Position at any time is the actual inventory plus items already ordered but not yet delivered 8 Judgment Methods Assemble the opinion of experts Sales force composite combines salespeople s estimates 销售人员汇集意见 Panels of experts internal external both 专家座谈 Delphi method 德尔菲方法 a Each member surveyed b Opinions are compiled c Each member is given the opportunity to change his opinion 9 Supply Contracts Buy Back Contracts 回购合同 The seller agrees to buy back unsold goods from the buyer for some agreed upon price higher than the salvage value Revenue Sharing Contracts 收入共享合同 The buyer shares some of its revenue with the seller in return for a discount on the wholesale price Global Optimization Contracts 全局优化合同 This unbiased decision maker would consider the two supply chain partners the supplier and the buyer as two members of the same organization That is the transfer of money between the parties is ignored and the unbiased decision maker will maximize supply chain profit Quantity Flexibility Contracts 数量灵活合同 Supplier provides full refund for returned items as long as the number of returns is no larger than a certain quantity Sales Rebate Contracts 销售回扣合同 Supplier provides a direct incentive to the retailer to increase sales by means of a rebate paid by the supplier for any item sold above a certain quantity Chapter3 Logistics Network Configuration 1 物流网络配置 2 数据处理 3 网络技术 4 Solution Techniques Mathematical optimization techniques a Exact algorithms find optimal solutions 准确算法 b Heuristics find good solutions not necessarily optimal 启发式算法 Simulation models provide a mechanism to evaluate specified design alternatives created by the designer Chapter4 The Value of Information 1 In modern supply chains information replaces inventory I think it is true because information Helps reduce variability Helps improve forecasts Enables coordination of systems and strategies Improves customer service Facilitates lead time reductions Enables firms to react more quickly to changing market conditions 2 What is the Bullwhip Effect Order variability is amplified 放大 the supply chain upstream echelons 梯度 face higher variability 3 What are the causes the Bullwhip Effect Promotional sales Forward buying Volume and transportation discounts Batching Inflated orders IBM Aptiva orders increased by 2 3 times when retailers thought that IBM would be out of stock over Christmas Demand forecasting Order up to points are modified as forecasts change orders increase more than forecasts Long cycle times Long lead times magnify this effect 4 Methods for Coping with the Bullwhip Effect Reduce uncertainty POS Sharing information Sharing forecasts and policies Reduce variability Eliminate promotions Year round low pricing Reduce lead times EDI Cross docking Strategic partnerships Vendor managed inventory VMI Data sharing 5 集中信息集中信息 Chapter5 Supply Chain Integration 1 Supply Chain Strategies Push Strategies 特点 a Production decisions based on long term forecasts b Ordering decisions based on inventory forecasts 缺点 a Inability to meet changing demand patterns b The obsolescence of supply chain inventory as demand for certain products disappears c The bullwhip effect Excessive inventory 库存过多 Excessive production variability Poor service levels Pull Strategies 特点 Production is demand driven a Production and distribution coordinated with true customer demand b Firms respond to specific orders 优点 a Reduced lead times better anticipation b Decreased inventory levels at retailers and manufacturers c Decreased system variability d Better response to changing markets 缺点 a Harder to leverage economies of scale b Doesn t work in all cases Push Pull Supply Chains 2 模型图模型图 3 The impact of lead time and demand uncertainty Chapter6 Strategic Alliances 1 Strategic Alliances Strategic alliances are typically multifaceted 多方位的 goal oriented long term partnerships between two companies in which both risks and rewards are shared 2 The alliance will help address the following issues Adding value to products 增加产品价值 Improving market access 改善市场进入 Strengthening operations 强化运作管理 Adding technological strength 增强技术力量 Enhancing strategic growth 促进战略成长 Enhancing organizational skills 提高组织技能 Building financial strength 建立财务优势 3 Types of Strategic Partnering 4 Advantages of SP Fully utilize system knowledge Decrease required inventory levels Improve service levels Decrease work duplication Improve forecasts 5 Disadvantages of SP Expensive advanced technology is required Supplier retailer trust must be developed Supplier responsibility increases Expenses at the supplier often increase 6 What are the advantages of 3PL Focus on core strengths Provides technological flexibility Provides Other flexibility in geography workforce size additional services and resource flexibility 7 What are the disadvantages of 3PL Loss of control 3PL employees may interact with customers Sharing of confidential info Chapter7 Procurement and Outsourcing 1 Outsourcing Benefits Economies of scale reduce manufacturing costs Risk pooling demand uncertainties are transferred Reduce capital investment Focus on core competency Increased flexibility 2 Outsourcing Risks Loss of competitive knowledge Conflicting objectives 3 Reasons for outsourcing Dependency on capacity Dependency on knowledge 4 Product architecture Modular products a Components are independent of each other b Components are interchangeable c Standard interfaces are used d A component can be designed or upgraded with little or no regard to other Components e Customer performance determines the product configuration Integrals products a Not made from off the shelf components b Designed as a system by taking a top down design approach c Evaluated based on system performance not based on component performance d Components in integrals products perform multiple functions 5 A Framework for Outsourcing 6 Procurement Strategy 7 Characteristics of Functional Versus Innovative Products 功能性产品 功能性产品 VS 创新性产品 创新性产品 了 解 Chapter8 Global Logistics and Risk Management 1 Forces Driving Globalization 全球供应链的驱动力 全球供应链的驱动力 Global Market Forces Technological Forces Global Cost Forces Political and Economic Forces 2 Many Sources of Risks Natural disasters Geopolitical risks Epidemics Terrorist attacks Volatile fuel price Currency fluctuations Port delays Market changes Supplier s performance Forecasting accuracy Execution problems 以上 属于不可控风险 介于可控与不可控风险之间 属于可控风险 剩余的为可控风险 3 Managing the Unknown unknown 处理不可控风险的方法 处理不可控风险的方法 Invest in redundancy 缓冲能力 Redundancy is built at the design stage Increase velocity in sensing and responding 感应与应对 Sensing and responding require accurate information in a timely fashion Create an adaptive supply chain community An adaptive supply chain is a supply chain in which all its elements share similar culture work toward the same objectives and benefit from financial gains 4 Managing Global Risks 处理全球化风险的策略 处理全球化风险的策略 Speculative Strategies 投机策略 a Bet on a single scenario b Japanese auto manufacturing in Japan Hedge Strategies 规避策略 a Losses in one area offset by gains in another b Volkswagen in US Brazil Mexico Germany Flexible Strategies 柔性策略 5 Approaches can be utilized to implement flexible strategies effectively Production shifting 产品转移 Information Sharing 信息共享 Global coordination 全球协调 Political leverage 政治杠杆 6 Requirements for Global Strategy Implementation Five Basic Functions of Firms 五种基本职 能 Product development Purchasing Production Demand management Order fulfillment 7 Regional Products 8 International Products 9 Major Differences Between Different Regions Chapter9 Coordinated Product and Supply Chain Design 1 Key Concepts of Design for Logistics Economic Packaging and Transportation Concurrent and Parallel Processing Standardization 2 Modular Process 模块化流程 模块化流程 Consisting of discrete operations such that inventory can be stored in partially manufactured form between options Each product undergo a set of making it possible to Products differ from each other in terms of the subset of operations that are performed on them 3 Types of Standardization Part Standardization 部件标准化 a Common parts are used across many processes b Product redesign might be necessary Process Standardization 流程标准化 a Standardizing as much of the process as possible making a generic or family product b Delaying differentiation c Called Delayed differentiation Postponement d Postponement Key Concepts Product Standardization 产品标准化 Downward Substitution a Produce only a subset of products because producing each one incurs high set up cost b Guide customers to existing products c Substitute products with higher feature set for those with lower feature set d Which products to offer how much to keep how to optimally substitute Procurement Standardization 生产标准化 a Processing equipment that manufactures these wafers are very expensive with long lead time and are made to order b The firm reduces risk of investing in the wrong equipment by pooling demand across a variety of products 4 Operational strategies for standardization 5 Supplier Integration Into New P