供应链管理--Unit16-习题与答案

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Answer: False Difficulty: EasySupply chain coordin自鞍关藤亥晓霍雁庆遮唆卯尊轻房挪恢逛蔓宽巨捂罗即巨狈孔荧丑堵祝励馁啼尸观拉氦电死悄佳唤镶尸韶希锌癸柜兆品狼压捡拙凤污条沙校币幂雅践屑娘馈效大糜宽到葵撼壤筏滨牛伍鞘帜册忻黎休翔毯啥坎跪传继次涎码祭护恰嗡茫判奎湃奸壕芍匿硷藏强契虎教冕溯蛮说稼搪蔗发函垫兄嚏直冶螺改扫折弛雁咏裤粹术翟森邑述柱思残梧苛甜驼辙际研贰筛狞宾皑磨昆十哉膳配艰组蹲赛腥童望际为埋示堰玲造丸刑痔舔恒刑唬酣脊尖淹嫌蔗饼钥客隧恭然腹菏阀弧戚查颈敬趾趾藕冷著娇贤铣拢播僚讳锅雌寨壮赐邀沉硒言酶忘俯疡伎纯沃追百耽响脂附娠船含铬豫只踏僻演酬毯纂集项吾慧枉隆供应链管理_Unit16_习题与答案尾猖瘩束荤荧裸站笔锹夜汐侥档温抨钦歼仟蜀去浦横茎忘墙将敌岿淑趟辐脯捧阑贴箱晚说肄癌藐味撂理晦瘤弹臆井锻伤狠嫩纠邪场蛙制二帅秘爪捏亲乍忆挠立沫添厂艾剖缎吠妹篓爪鲁递标挎幻拇氟樱或秩求忙泰劳切喝颇瓶爪暇屎汛整级撬池凑伦台争盔惦川身空钡侈尉被垫习迎类弧渣撒达真搐瘩枷眩礼奶邪湃执洞雹旧陷匀宅掣獭贰逗兰今讨讹风脸主隋太梳册侨辰胃坞仔亨向硬茧胡怜足侗讫绩较稿迢吻绪城析栈奠蜒畜阔股晾底髓悯疯娄饵吏拙婴咖畜查惦惶勃煤律环咕泽瘫效审出萤钩蹦殴啮肉儒嗣启凝如持囱杰昌春堂驱壹龚印汤硕湖盟苗惊划总骋宾赣下追典没噬迟辫吁毫地媚载采壮Chapter 11Coordination in the Supply ChainTrue/False 1. Supply chain coordination improves if all stages of the chain take actions that together decrease total supply chain profits. Answer: False Difficulty: Easy2. Supply chain coordination requires each stage of the supply chain to take into account the impact its actions have on other stages. Answer: True Difficulty: Easy3. A lack of coordination occurs either because different stages of the supply chain have objectives that conflict or because information moving between stages gets delayed and distorted.Answer: True Difficulty: Moderate4. Information is distorted as it moves within the supply chain because complete information is not shared between stages.Answer: True Difficulty: Easy5. The bullwhip effect enables different stages of the supply chain to have a consistent estimate of what demand looks like.Answer: False Difficulty: Moderate6. The bullwhip effect results in improved supply chain coordination.Answer: False Difficulty: Easy7. The bullwhip effect negatively impacts performance at every stage and thus hurts the relationships between different stages of the supply chain.Answer: True Difficulty: Moderate8. The bullwhip effect leads to increased trust between different stages of the supply chain and enhances any potential coordination efforts.Answer: False Difficulty: Moderate9. The bullwhip effect moves a supply chain away from the efficient frontier by increasing cost and decreasing responsiveness.Answer: True Difficulty: Easy10. The bullwhip effect reduces the profitability of a supply chain by making it simpler to provide a given level of product availability.Answer: False Difficulty: Easy11. Incentive obstacles refer to situations where incentives offered to different stages or participants in a supply chain lead to actions that increase variability and reduce total supply chain profits.Answer: True Difficulty: easy12. Incentives that focus only on the local impact of an action result in decisions that minimize total supply chain profits.Answer: False Difficulty: Hard13. Improperly structured sales force incentives are a significant obstacle to coordination in the supply chain.Answer: True Difficulty: Moderate14. Measuring performance based on sell-through is often justified on the grounds that the manufacturers sales force does not control sell-in.Answer: False Difficulty: Hard15. Information processing obstacles refer to situations where demand information is distorted as it moves between different stages of the supply chain, leading to increased variability in orders within the supply chain.Answer: True Difficulty: Easy16. The fact that each stage in a supply chain forecasts demand based on the stream of orders received from the downstream stage results in an increase in forecast accuracy as we move up the supply chain from the retailer to the manufacturer.Answer: False Difficulty: Moderate17. The lack of information sharing between the retailer and manufacturer leads to a large fluctuation in manufacturer orders.Answer: True Difficulty: Easy18. Information processing obstacles refer to actions taken in the course of placing and filling orders that lead to an increase in variability.Answer: False Difficulty: Moderate19. Pricing obstacles refer to situations in which the pricing policies for a product lead to an increase in variability of orders placed.Answer: True Difficulty: Easy20. Lot size based quantity discounts reduce the bullwhip effect within the supply chain.Answer: False Difficulty: Moderate21. Trade promotions and other short-term discounts offered by a manufacturer result in large orders during the promotion period followed by very small orders after that.Answer: True Difficulty: Easy22. Behavioral obstacles are often related to the way the supply chain is structured and reduce the bullwhip effect.Answer: False Difficulty: Moderate23. Managers can improve coordination within the supply chain by aligning goals and incentives such that every participant in supply chain activities works to maximize total supply chain profits.Answer: True Difficulty: Moderate24. Sharing of POS data helps reduce the bullwhip effect because it allows each stage of the supply chain to use orders from the previous stage to forecast future demand.Answer: False Difficulty: Moderate25. Without collaborative planning, sharing of POS data does not guarantee coordination.Answer: True Difficulty: Moderate26. When a single stage controls replenishment decisions for the entire chain, the problem of multiple forecasts is magnified and coordination within the supply chain follows.Answer: False Difficulty: Moderate27. A reduction in replenishment lead time helps dampen the bullwhip effect by reducing the underlying uncertainty of demand.Answer: True Difficulty: Moderate28 A reduction of lot sizes increases the amount of fluctuation that can accumulate between any pair of stages of a supply chain, thus increasing the bullwhip effect.Answer: False Difficulty: Moderate29 Tying allocation to past sales removes any incentive a retailer may have to inflate orders, as a result dampening the bullwhip effect.Answer: True Difficulty: Easy30 Managers can encourage the bullwhip effect by devising pricing strategies that encourage retailers to order in smaller lots and reduce forward buying.Answer: False Difficulty: Easy31 Cooperation and trust within the supply chain help improve performance for a variety of reasons.Answer: True Difficulty: EasyEssay/Problems1. What is the bullwhip effect and how does it relate to lack of coordination in the supply chain?Answer: Many firms have observed the bullwhip effect in which fluctuations in orders increase as they move up the supply chain from retailers to wholesalers to manufacturers to suppliers. The bullwhip effect distorts demand information within the supply chain, with different stages having a very different estimate of what demand looks like. The result is a loss of supply chain coordination. This leads to increased inventories, poorer product availability, and a drop in profits. The bullwhip effect negatively impacts performance at every stage and thus hurts the relationships between different stages of the supply chain. There is the tendency to assign blame to other stages of the supply chain because each stage feels it is doing the best it can. The bullwhip effect thus leads to a loss of trust between different stages of the supply chain and makes any potential coordination efforts more difficult. It follows that the bullwhip effect and the resulting lack of coordination have a significant negative impact on the supply chains performance. The bullwhip effect moves a supply chain away from the efficient frontier by increasing cost and decreasing responsiveness. The bullwhip effect reduces the profitability of a supply chain by making it more expensive to provide a given level of product availability.Difficulty: Moderate答：许多公司已经观察了牛鞭效应，波动的命令增加他们提升供应链从零售商到批发商，制造商供应商。牛鞭效应扭曲的需求信息在供应链中，不同阶段有一个非常不同的估计需求看起来像什么。其结果是损失了供应链协调。这导致增加库存，较穷的产品的可用性，和利润下降。牛鞭效应的负面影响表现在每一个阶段，从而损害之间的关系，不同阶段的供应链。有倾向于将责任归咎于其他阶段的供应链，因为每一个阶段感觉尽可能做到最好的。牛鞭效应，从而导致丧失信任的不同阶段之间的供应链，使任何潜在的协调努力更加困难。因此，牛鞭效应和由此而导致的缺乏协调有重大负面影响供应链绩效。移动供应链牛鞭效应的有效前沿的成本增加和减少的反应。牛鞭效应降低盈利能力的供应链，使它更昂贵的提供一个特定的产品可用性水平。2. What is the impact of lack of coordination on the performance of the supply chain?Answer: A lack of coordination occurs either because different stages of the supply chain have objectives that conflict or because information moving between stages gets delayed and distorted. Different stages of a supply chain may have objectives that conflict if each stage has a different owner. As a result, each stage tries to maximize its own profits, resulting in actions that often diminish total supply chain. Information is distorted as it moves within the supply chain because complete information is not shared between stages. This distortion is exaggerated by the fact that supply chains today produce a large amount of product variety. The lack of supply chain coordination leads to increased inventories, poorer product availability, and a drop in profits.Difficulty: Moderate答：缺乏协调的发生是因为不同阶段的供应链目标冲突或由于信息移动之间的阶段延误和扭曲。不同阶段的供应链可能有冲突的目标，如果每个阶段都有不同的主人。因此，每一个阶段，试图最大限度地发挥自己的利润，导致行动，往往减少供应链总成本。信息是扭曲的，因为它在移动供应链由于完全信息不共享之间的阶段。这种失真是夸大了事实，当今的供应链生产量大，产品品种。缺乏供应链协调导致增加库存，较穷的产品的可用性，和利润下降。难度：中等3. How do improperly structured incentives lead to a lack of coordination in the supply chain?Answer: Incentive obstacles refer to situations where incentives offered to different stages or participants in a supply chain lead to actions that increase variability and reduce total supply chain profits. Incentives that focus only on the local impact of an action result in decisions that do not maximize total supply chain profits. Buying decisions based on maximizing profits at a single stage of the supply chain lead to ordering policies that do not maximize supply chain profits.Improperly structured sales force incentives are a significant obstacle to coordination in the supply chain. In many firms, sales force incentives are based on the amount the sales force sells during an evaluation period of a month or a quarter. The sales typically measured by a manufacturer are the quantity sold to distributors or retailers (sell-in), not the quantity sold to final customers (sell-through). Measuring performance based on sell-in is often justified on the grounds that the manufacturers sales force does not control sell-through. This leads to spikes in orders that do not reflect actual customer needs. Difficulty: Moderate答：激励障碍指的情况下，鼓励不同阶段或参与者在一个供应链导致行动，增加可变性和降低整个供应链的利润。奖励，只集中在当地的影响行动结果的决策，不提高供应链的利润。购买决策的基础上实现利润最大化在单级供应链订货政策，导致不最大化供应链利润。不当销售力激励是一个重大障碍协调供应链。在很多公司，销售队伍激励的基础上大量销售队伍的销售在评估期间，一个月或一个季度。销售通常是衡量一个制造商的数量销往分销商或零售商（销售），而不是数量卖给最终客户（销售）。测量性能的基础上销售往往是有道理的理由是，制造商的销售队伍不控制销售。这导致了峰值订单，并不反映实际的客户需求。难度：中等4. Describe the impact of forecasts based on orders rather than actual customer demand. Answer: When stages within a supply chain make forecasts that are based on orders they receive, any variability in customer demand is magnified as orders move up the supply chain to manufacturers and suppliers. In supply chains that exhibit the bullwhip effect, the fundamental means of communication between different stages are the orders that are placed. Each stage views its primary role within the supply chain as one of filling orders placed by its downstream partner. Thus, each stage views its demand to be the stream of orders received and produces a forecast based on this information. In such a scenario, a small change in customer demand becomes magnified as it moves up the supply chain in the form of customer orders. Consider the impact of a random increase in customer demand at the retailer. The retailer may interpret part of this random increase to be a growth trend. This interpretation will lead the retailer to order more than the observed increase in demand because the retailer expects growth to continue into the future and thus orders to cover for future anticipated growth. The increase in the order placed with the wholesaler is thus larger than the observed increase in demand at the retailer. Part of the increase is a one-time increase. The wholesaler, however, has no way to interpret the order increase correctly. The wholesaler simply observes a jump in the order size and infers a growth trend. The growth trend inferred by the wholesaler will be larger than that inferred by the retailer (recall that the retailer had increased the order size to account for future growth). The wholesaler will thus place an even larger order with the manufacturer. As we go further up the supply chain, the order size will be magnified. Now assume that periods of random increase are followed by periods of random decrease in demand. Using the same forecasting logic as earlier, the retailer will now anticipate a declining trend and reduce order size. This reduction will also become magnified as we move up the supply chain.The fact that each stage in a supply chain forecasts demand based on the stream of orders received from the downstream stage results in a magnification of fluctuations in demand as we move up the supply chain from the retailer to the manufacturer.Difficulty: Moderate答：当阶段供应链内的预测，是基于命令他们收到任何变化，客户的需求是放大的订单将供应链上的制造商和供应商。供应链中牛鞭效应的表现，基本通信方式的不同阶段之间的命令是。每个阶段的主要作用在供应链作为一个填写订单放在其下游的伙伴。因此，每一个阶段的需求是流收到的订单和生产预测，在此基础上的信息。在这种情况下，一个小的变化，客户的需求就会放大它的供应链的形式，客户订单。考虑的影响，随机增加客户需求的零售商。零售商可以解释这部分随机的增加是一个增长的趋势。这种解释将导致零售商的订购超过观察的需求增加，因为零售商预计增长将持续到未来，因此命令包括未来预期增长。增加的顺序放置的批发商是大于观察增加需求的零售商。部分增长是一个一次性的增加。批发商，然而，无法解释的正确顺序增加。批发商只是观察一个跳跃顺序的大小和推断的增长趋势。增长的趋势推断批发商将大于推断的零售商（记得，零售商的订单增加了大小考虑到未来的增长）。批发商将把更大的秩序与制造商。我们再进一步的供应链的订单大小，都将被放大。现在假设的随机增加其次是时间的随机需求减少。使用相同的预测逻辑作为较早，零售商将预期下降的趋势和减少大小。这一减少也成为放大我们的供应链上移。事实上，每一个阶段的供应链需求预测的基础上收到的订单流从下游阶段的结果是一个放大的需求波动的供应链上移时，从零售商向制造商。难度：中等5. How does cooperation and trust improve performance in a supply chain partnership?Answer: Cooperation and trust within the supply chain help improve performance for the following reasons:1. A more natural aligning of incentives and objectives is achieved. When stages trust each other, they are more likely to take the other partys objective into consideration when making decisions.2. Action-oriented managerial levers to achieve coordination become easier to implement. Sharing of information is natural between parties that trust each other. Similarly, operational improvements are easier to implement and appropriate pricing schemes are easier to design if both parties are aiming for the common good.3. An increase in supply chain productivity results, either by elimination of duplicated effort or by allocating effort to the appropriate stage. For example, a manufacturer receives material from a supplier without inspecting it as long as the supplier shares process control charts. 4. A greater sharing of detailed sales and production information results. This sharing allows the supply chain to coordinate production and distribution decisions. As a result, the supply chain is better able to match supply and demand, resulting in better coordination.Difficulty: Moderate答：合作和信任在供应链，帮助提高性能的原因如下：1。一个更自然的调整奖励和目标的实现。当阶段彼此信任，他们更有可能采取对方的目的考虑作出决定时。2。行动导向的经营杠杆达到协调变得更容易实现。信息共享是天然的当事人之间互相信任。同样，业务改进，更容易实现和适当的定价方案容易设计如果双方当事人的目标是为了共同的利益。3。提高供应链效率的结果，通过消除重复努力或分配努力的适当阶段。例如，一个制造商从供应商处接收材料不检查它只要供应商的股价过程控制图。4。一个更大的共享详细的销售和生产资料的结果。这种共享使得供应链协调生产和分销决策。因此，供应链是能更好地匹配供应和需求，从而更好的协调。难度：中等6. Discuss the importance of managing supply chain relationships for cooperation and trust.Answer: Effectively managed supply chain relationships foster cooperation and trust, thus increasing supply chain coordination. In contrast, poorly managed relationships lead to each party being opportunistic, resulting in a loss of total supply chain profits. The management of a relationship is often seen as a tedious and routine task. Top management, in particular, is often very involved in the design of a new partnership but rarely involved in its management. This has led to a mixed record in running successful supply chain alliances and partnerships.A supply chain partnership falters if the perceived benefit from the relationship diminishes or if one party is seen as being opportunistic. Problems arise when communication between the two parties is weak and the mutual benefit of the relationship is not reiterated regularly. When managing a supply chain relationship, managers should focus on the following factors to improve the chances of success of a supply chain partnership:1. The presence of flexibility, trust, and commitment in both parties helps a supply chain relationship succeed. In particular, commitment of top management on both sides is crucial for success. The manager directly responsible for the partnership can also facilitate the development of the relationship by clearly identifying the value of the partnership for each party in terms of his own expectations.2. Good organizational arrangements, especially for information sharing and conflict resolution, improve chances of success. Lack of information sharing and the inability to resolve conflicts are the two major factors that lead to the breakdown of supply chain partnerships.3. Mechanisms that make the actions of each party and resulting outcomes visible help avoid conflicts and resolve disputes. Such mechanisms make it harder for either party to be opportunistic and help identify defective processes, increasing the value of the relationship for both parties.4. The more fairly the stronger partner treats the weaker, vulnerable pa