供应链管理知识点

1、Chapterl.IroductiontoSupplyChainManagement1. supplychainThesystemofsuppliers,manufacturers,transportation,distributors,andvendorsthatexiststotransformrawmaterialstofinalproductsandsupplythoseproductstocustomers.2. supplychainmanagement!SCMisabusinessnetworkcoveringfrombuying,making,moving,warehousin

2、gtoselling.3. Whatmakessupplychainmanagementdifficult?Supplychainstrategiescannotbedeterminedinisolation.Theyaredirectlyaffectedbyanotherchainthatmostorganizationshave,thedevelopmentchain.Itischallengingtodesignandoperateasupplychainsothattotalsystemwidecostsareminimized,andsystemwideservicelevelsar

3、emaintained.Uncertaintyandriskareinherentineverysupplychain.4. 【StrategiesforSCMGlobalOptimization（全局优化）ManagingUncertainty（管理不确定性）5. WhyisGlobalOptimizationHard?Thesupplychainisacomplexnetwork.Differentfacilitiesinthesupplychainfrequentlyhavedifferent,conflictingobjectives.Thesupplychainisadynamics

4、ystem.Systemvariationsovertime6. WhyIsUncertaintyHardtoDealWith?Matchingsupplyanddemandisamajorchallenge.Forecastingdoesn'tsolvetheproblem.Inventoryandback-orderlevelstypicallyfluctuateconsiderablyacrossthesupplychain,evenwhencustomerdemandforspecificproductsdoesnotvarygreatly.Demandisnottheonly

5、sourceofuncertainty.Recenttrendssuchasleanmanufacturing,outsourcing,andoffshoringthatfocusonreductionincreaseriskssignificantly.7. 【ThethreeprinciplesofallforecastingtechniquesForecastingisalwayswrong.Thelongertheforecasthorizon,theworsetheforecast.Aggregateforecastsaremoreaccurate.Chapter2.Inventor

6、yManagement,SupplyContractsandRiskPooling1. 【何时彳氐（高）于平均需求1Ifthecostofnotsellinganadditionalunitislargerthantheprofitfromsellinganadditionalunit,theoptimalquantityingeneralwillbelessthanaveragedemand,whileifthereverseistrue,theoptimalorderquantityingeneralwillbegreaterthanaveragedemand.2. 【平均需求与最优订货量

7、的关系Theoptimalorderquantityisnotnecessarilyequaltoaverage,orforecastdemand.3. 【CoefficientofvariationCoefficientofvariationTheStandarddeviationmeasurestheabsolutevariabilityofcustomerdemands,thecoefficientofvariationmeasuresvariabilityrelativetoaveragedemand.4. 【RiskPooling:threecriticalpointsCentral

8、izinginventorycontrolreducesbothsafetystockandaverageinventorylevelforthesameservicelevel.Thehigherthecoefficientofvariation,thegreaterthebenefitobtainedfromcentralizedsystems;thatis,thegreaterthebenefitfromriskPooling.ThebenefitsfromriskPoolingdependonthebehaviorofdemandfromonemarketrelativetodeman

9、dfromanother.5. ForecastingMethodsJudgmentmethods（判断方法）Marketresearchmethods（市场研究方法）TimeSeriesmethods（时间序歹！J方法）Causalmethods（因果方法）以上为定性方法，为定量方法。6. InventoryManagementscontrollingmethocfeContinuousreviewpolicy（持续检查策略）Periodicreviewpolicy（定期检查策略）7. 【（s,S）PolicyWhenevertheinventorypositiondropsbelowace

10、rtainlevel,s,weordertoraisetheinventorypositiontolevelS.（s,S）勺计算:Thereorderpoint（s）hastwocomponents:a. Toaccountforaveragedemandduringleadtime:LTAVGb. Toaccountfordeviationsfromaverage（wecallthissafetystock）:zSTD一wherezischosenfromstatisticaltablestoensurethattheprobabilityofstockoutsduringleadtimei

11、s100%-SL.Sincethereisafixedcost,weordermorethanuptothereorderpoint:Q二Thetotalorder-up-tolevelis:S=Q+s注：AVG=averagedailydemandSTD=standarddeviationofdailydemandLT=replenishmentleadtimeindaysh=holdingcostofoneunitforonedaySL=servicelevel（forexample,95%）.ThisimpliesthattheprobabilityofStockingoutis100%

12、-SL（forexample,5%）K=fixedcostAlso,theInventoryPositionatanytimeistheactualinventoryplusitemsalreadyordered,butnotyetdelivered.8. 【JudgmentMethod*AssembletheopinionofexpertsSalesforcecompositecombinessalespeople'sestimates7匚集意见）Panelsofexpertsinternal,external,both（专家座谈）Delphimethod（德尔菲方法）:a. Eac

13、hmembersurveyedb. Opinionsarecompiledc. Eachmemberisgiventheopportunitytochangehisopinion.9. SupplyContract*Buy-BackContract回购合同）:Theselleragreestobuybackunsoldgoodsfromthebuyerforsomeagreed-uponpricehigherthanthesalvagevalue.Revenue-SharingContracts收入共享合同）：Thebuyersharessomeofitsrevenuewiththeselle

14、r,inreturnforadiscountonthewholesaleprice.GlobalOptimizationContracts（全局优化合同）:Thisunbiaseddecisionmakerwouldconsiderthetwosupplychainpartners,thesupplierandthebuyer,astwomembersofthesameorganization.Thatis,thetransferofmoneybetweenthepartiesisignoredandtheunbiaseddecisionmakerwillmaximizesupplychain

15、profit.QuantityFlexibilityContracts（数量灵活合同）:Supplierprovidesfullrefundforreturneditemsaslongasthenumberofreturnsisnolargerthanacertainquantity.SalesRebateContracts（销售回扣合同）:Supplierprovidesadirectincentivetotheretailertoincreasesalesbymeansofarebatepaidbythesupplierforanyitemsoldaboveacertainquantity

16、.Chapter3.LogisticsNetworkConfiguration1. 【物流网络配置】2. 【数据处理】3. 【网络技术】4. 【SolutionTechnique】sMathematicaloptimizationtechniques:a. Exactalgorithms:findoptimalsolutions（准确算法）b. Heuristics:find“good”solutions,notnecessarilyoptimOB发式算法）Simulationmodels:provideamechanismtoevaluatespecifieddesignalternativ

17、escreatedbythedesigner.Chapter4.TheValueofInformation1. 【“Inmodernsupplychains,informationreplacesinvento】ryIthinkitis”truebecauseinformation:HelpsreducevariabilityHelpsimproveforecastsEnablescoordinationofsystemsandstrategiesImprovescustomerserviceFacilitatesleadtimereductionsEnablesfirmstoreactmor

18、equicklytochangingmarketconditions.2. WhatistheBullwhipEffectOrdervariabilityisamplified（放大）thesupplychain;upstreamechelons（梯度）facehighervariability.3. 【WhatarethecausestheBullwhipEffec】t?Promotionalsales：ForwardbuyingVolumeandtransportationdiscounts：BatchingInflatedorders：IBMAptivaordersincreasedby

19、2-3timeswhenretailersthoughtthatIBMwouldbeoutofstockoverChristmasDemandforecasting：Order-up-topointsaremodifiedasforecastschange-ordersincreasemorethanforecastsLongcycletimes：Longleadtimesmagnifythiseffect4. 【MethodsforCopingwiththeBullwhipEffe】ctReduceuncertainty：POS;Sharinginformation;Sharingforec

20、astsandpoliciesReducevariability：Eliminatepromotions;Year-roundlowpricingReduceleadtimes：EDI;CrossdockingStrategicpartnerships：Vendormanagedinventory（VMI）;Datasharing5. 【集中信息】Chapter5.SupplyChainIntegration1. 【SupplyChainStrategi】esPushStrategies：特点：a. Productiondecisionsbasedonlong-termforecastsb.

21、Orderingdecisionsbasedoninventory&forecasts缺点：a. Inabilitytomeetchangingdemandpatterns.b. Theobsolescenceofsupplychaininventoryasdemandforcertainproductsdisappears.c. Thebullwhipeffect:Excessiveinventory（库存过多）,ExcessiveproductionvariabilityPoorservicelevelsPullStrategies：特点：Productionisdemanddri

22、vena. Productionanddistributioncoordinatedwithtruecustomerdemandb. Firmsrespondtospecificorders优点：a. Reducedleadtimes(betteranticipation)b. Decreasedinventorylevelsatretailersandmanufacturersc. Decreasedsystemvariabilityd. Betterresponsetochangingmarkets缺点：a. Hardertoleverageeconomiesofscaleb. Doesn

23、'tworkinallcasesPush-PullSupplyChainsCharacteristicsandSkillsObject Cost Minimization service LevelComplexity HighLowFocus2.【模型图】Resellce AllocationLongResponsivenessShortSupplychain planning OrderfulfilliTient ibDemand uncertainn'61FfonauiLes of ScaleDeLK ery £口登 Unit price3.【Theimpact

24、ofleadtimeanddemanduncertaintyDemandUncertainnpShortPullContiiHicus replenishmentInventory positioningLead timeChapter6.StrategicAlliances1. StrategicAlliancelSStrategicalliancesaretypicallymultifaceted侈方位的）,goal-oriented,long-termpartnershipsbetweentwocompaniesinwhichbothrisksandrewardsareshared.2.

25、 【ThealliancewillhelpaddressthefollowingissUesAddingvaluetoproducts.（增加产品价值）Improvingmarketaccess（改善市场进入）Strengtheningoperations;（强化运作管理）Addingtechnologicalstrength（增强技术力量）Enhancingstrategicgrowth（促进战略成长）Enhancingorganizationalskills（提高组织技能）Buildingfinancialstrength（建立财务优势）3. 【TypesofStrategicPartne

26、ringMainCharacteristicsofSPICriteriaTypesDecisionAldkerInventoryOwu«rsLiPNevSkillsEmployedbyVendorsQuickKetailerRetailerForecastingSkillsCoiitiauousR呼kn建hm妇alContractuallyAgreedtoLe%-elsEitherPartyForecasting&Hit-entoryControlAdtaucMlContiuuoujRqpktiklimentContracruallyagreedto&CcntLnuo

27、viElyImpravedLevelsEitherPartyroreeastirig&lnvetttor>_ControlVMITenderEitherPartyRetailManagement4. 【AdvantagesofSPFullyutilizesystemknowledgeDecreaserequiredinventorylevelsImproveservicelevelsDecreaseworkduplicationImproveforecasts5. 【DisadvantagesofS】PExpensiveadvancedtechnologyisrequired.S

28、upplier/retailertrustmustbedeveloped.Supplierresponsibilityincreases.Expensesatthesupplieroftenincrease.6. 【Whataretheadvantagesof3PL】?FocusoncorestrengthsProvidestechnologicalflexibilityProvidesOtherflexibilityingeography，workforcesize，additionalservicesandresourceflexibility7.【Whatarethedisadvanta

29、gesof3P】L?Lossofcontrol3PLemployeesmayinteractwithcustomersSharingofconfidentialinfoChapter7.ProcurementandOutsourcing1. 【OutsourcingBenefi】tsEconomiesofscalereducemanufacturingcostsRiskpoolingdemanduncertaintiesaretransferredReducecapitalinvestmentFocusoncorecompetencyIncreasedflexibility2. 【Outsou

30、rcingRisk】sLossofcompetitiveknowledgeConflictingobjectives3. 【Reasonsforoutsourcin】gDependencyoncapacityDependencyonknowledge4. 【Productarchitectur】eModularproducts：a. Componentsareindependentofeachotherb. Componentsareinterchangeablec. Standardinterfacesareusedd. Acomponentcanbedesignedorupgradedwi

31、thlittleornoregardtootherComponentse. CustomerperformancedeterminestheproductconfigurationIntegralsproductsf. Notmadefromoff-the-shelfcomponentsg. Designedasasystembytakingatop-downdesignapproachh. Evaluatedbasedonsystemperformance,notbasedoncomponentperformancei. Componentsinintegralsproductsperfor

32、mmultiplefunctions5. 【AFrameworkforOutsourcin】gF口oductDependent:knowledge,capacityIndep:knowledgeDep:capacityIndep/knowledgecapacityMedu括rOutsourcingriskyOutsourcingopportunityOutsourcingcanreducecostIntegralOutsourcingver/riskyOutsourcingoptionKeepinternal6.【ProcurementStrategyBoitlenefklteins,Etis

33、uTesupplyStrategicttemsFormpartnershipsNon-CnticaItemsSimplifyandautomateLeverageItemsoExploitpurchasingpowerandminimizecostHighLqwProfitImpact7.CharacteristicsofFunctionalVersusInnovativeProdUCtSt性产品VS创新性产品）（了解）尸1Fuiictioii»lproductsInnovativeproductsProductcloclispecdSlowFastDemandcharacteris

34、ticsPredictable1.npredictableProfitIMarginLowHighProductvarieft7rLoivHighAverageforecasterroratthetimeproductiouiscommittedLowHighAverasestockoutrateS1LowHi支hS'Chapter8.GlobalLogisticsandRiskManagement1.【ForcesDrivingGlobalizations球供应链的驱动力）GlobalMarketForcesTechnologicalForcesGlobalCostForcesPol

35、iticalandEconomicForces2.【ManySourcesofRisksNaturaldisastersGeopoliticalrisksEpidemicsTerroristattacksVolatilefuelpriceCurrencyfluctuationsPortdelaysMarketchangesSuppliersperformanceForecastingaccuracyExecutionproblems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. ManagingtheUnknown-unknown处理不可控风险的方法）】In

36、vestinredundancy（缓冲能力）：RedundancyisbuiltatthedesignstageIncreasevelocityinsensingandresponding感应与应对）：SensingandrespondingrequireaccurateinformationinatimelyfashionCreateanadaptivesupplychaincommunity：Anadaptivesupplychainisasupplychaininwhichallitselementssharesimilarculture,worktowardthesameobjecti

37、ves,andbenefitfromfinancialgains4. ManagingGlobalRiskS处理全球化风险的策略）】SpeculativeStrategies投机策略）：a. Betonasinglescenariob. JapaneseautomanufacturinginJapanHedgeStrategies规避策略）：c. Lossesinoneareaoffsetbygainsinanotherd. VolkswageninUS,Brazil,Mexico,GermanyFlexibleStrategies菜性策略）5. 【Approachescanbeutilize

38、dtoimplementflexiblestrategieseffect】ivelyProductionshifting（产品转移）InformationSharing（信息共享）Globalcoordination（全球协调）Politicalleverage（政治杠杆）6. 【RequirementsforGlobalStrategyImplementationiveBasicFunctionsofFirms五种基本职能）：ProductdevelopmentPurchasingProductionDemandmanagementOrderfulfillment7. 【RegionalPr

39、oduc】ts8. 【InternationalProducts】9. 【MajorDifferencesBetweenDifferentRegions】FirstWorldEmergingThirdWorldInfrastructureHighlydevelopedUnderdevelopmentInsufficientto当upportadvancedlogiMzicsSupplierOperatingStandardsHighVariableTypicallynotconsideredInformationSystemAvailabilityGenerallyavailableSuppo

40、rtSystemnotavailableNotavailableHumanResourcesAvailableAvailablewithsomesearchingOftendifficulttofindChapter9.CoordinatedProductandSupplyChainDesign1. 【KeyConceptsofDesignforLogisticsEconomicPackagingandTransportationConcurrentandParallelProcessingStandardization2. ModularProcess模块化流程）】Consistingofd

41、iscreteoperations,suchthatinventorycanbestoredinpartiallymanufacturedformbetweenoptionsEachproductundergoasetofmakingitpossibletoProductsdifferfromeachotherintermsofthesubsetofoperationsthatareperformedonthem3. TypesofStandardizationPartStandardization（部件标准化）：a. Commonpartsareusedacrossmanyprocesses

42、b. ProductredesignmightbenecessaryProcessStandardization（流程标准化）：a. Standardizingasmuchoftheprocessaspossible,makingagenericorfamilyproductb. Delayingdifferentiationc. Called“Delayeddifferentiation”,“Postponement”d. Postponement:KeyConceptsProductStandardization（产品标准化）：DownwardSubstitutiona. Produceo

43、nlyasubsetofproducts（becauseproducingeachoneincurshighset-upcost）b. Guidecustomerstoexistingproductsc. Substituteproductswithhigherfeaturesetforthosewithlowerfeaturesetd. Whichproductstooffer,howmuchtokeep,howtooptimallysubstitute?ProcurementStandardization（生产标准化）：a. Processingequipmentthatmanufactu

44、resthesewafersareveryexpensivewithlongleadtimeandaremadetoorderb. Thefirmreducesriskofinvestinginthewrongequipmentbypoolingdemandacrossavarietyofproducts4. 【OperationalstrategiesforstandardizationModulirPartStandard IzaitonMasimce compstient commonaEty kt。聒 productsCroces* StandardizationDeLay cusrcraizattoti "Product St