《供应链管理(第7版英文版)》教学课件CH9

SupplyChainManagement:Strategy,Planning,andOperationSeventhEditionChapter9SalesandOperationsPlanninginaSupplyChainCopyright©2019,2016,2013PearsonEducation,Inc.AllRightsReservedLearningObjectives9.1 Managesupplyanddemandtoimprovesynchronizationinasupplychaininthefaceofpredictablevariability.9.2 Usesalesandoperationsplanningtomaximizeprofitabilitywhenfacedwithpredictablevariabilityinasupplychain.RespondingtoPredictableVariabilityinaSupplyChainPredictablevariabilityischangeindemandthatcanbeforecastedCancauseincreasedcostsanddecreasedresponsivenessinthesupplychainTwobroadoptionsManagesupplyusingcapacity,inventory,subcontracting,andbacklogsManagedemandusingshort-termpricediscountsandpromotionsManagingSupply(1of2)ManagingcapacityTimeflexibilityfromworkforceUseofseasonalworkforceUseofdualfacilities–specializedandflexibleUseofsubcontractingDesigningproductflexibilityintoproductionprocessesManagingSupply(2of2)ManaginginventoryUsingcommoncomponentsacrossmultipleproductsBuildinventoryofhigh-demandorpredictable-demandproductsInventory/CapacityTrade-OffLevelingcapacityforcesinventorytobuildupinanticipationofseasonalvariationindemandCarryinglowlevelsofinventoryrequirescapacitytovarywithseasonalvariationindemandorenoughcapacitytocoverpeakdemandduringseasonManagingDemand(1of4)Withpromotion,threefactorsleadtoincreaseddemandMarketgrowthStealingshareForwardbuyingFactorsinfluencingtimingofapromotionImpactofpromotionondemandCostofholdinginventoryCostofchangingthelevelofcapacityProductmarginsManagingDemand(2of4)Table9-1SummaryofImpactonPromotionTimingFactorImpactonTimingofPromotion/

ForwardBuyHighforwardbuyingFavorspromotionduringlow-demandperiodsHighabilitystealmarketshareFavorspromotionduringpeak-demandperiodsHighabilitytoincreaseoverallmarketFavorspromotionduringpeak-demandperiodsHighmarginFavorspromotionduringpeak-demandperiodsLowmarginFavorspromotionduringlow-demandperiodsHighmanufacturerholdingcostsFavorspromotionduringlow-demandperiodsHighcostsofchangingcapacityFavorspromotionduringlow-demandperiodsHighretailerholdingcostsDecreasesforwardbuyingbyretailerHighpromotionelasticityofconsumerDecreasesforwardbuyingbyretailerSummaryofLearningObjective1Companiescanmaximizeprofitsbymanagingsupplyanddemandtoimprovesynchronizationinasupplychaininthefaceofpredictablevariability.Supplycanbemanagedusingcapacityorinventory.Companiescanreducethecapacityrequiredthroughtheuseofworkforceflexibility,subcontracting,dualfacilities,andproductflexibility.Companiescanreducetheinventoryrequiredbyemphasizingcommonpartsandbuildingandholdingproductswithpredictabledemandaheadoftime.Demandcanbemanagedusingpricingandpromotiondecisionsbecausethetimingofpromotionshasatremendousimpactondemand.Therefore,usingpricingtoshapedemandinconcertwithsupplyplanningcanhelpimprovesupplychainprofits.SalesandOperationsPlanningatRedTomatoTable9-2CostsforRedTomatoandGreenThumbItemCostMaterialcost$10/unitInventoryholdingcost$2/unit/monthMarginalcostofstockout/backlog$5/unit/monthHiringandtrainingcosts$300/workerLayoffcost$500/workerLaborhoursrequired4/unitRegulartimecost$4/hourOvertimecost$6/hourCostofsubcontracting$30/unitManagingDemand(3of4)Figure9-1BaseCaseAggregatePlanforRedTomatoandGreenThumbManagingDemand(4of4)Totalcostoverplanninghorizon=$422,660Revenueoverplanninghorizon=$640,000Profitoverplanninghorizon=$217,340WhentoPromoteIsitmoreeffectivetopromoteduringthepeakperiodofoff-peak?AnalyzetheimpactofapromotionondemandandtheresultingoptimalaggregateplanPromotioninJanuary(1of2)Figure9-2OptimalAggregatePlanWhenDiscountingPriceinJanuaryto$39PromotioninJanuary(2of2)Totalcostoverplanninghorizon=$422,080Revenueoverplanninghorizon=$643,400Profitoverplanninghorizon=$221,320LowerseasonalinventoryAsomewhatlowertotalcostAhighertotalprofitPromotioninApril(1of2)Figure9-3OptimalAggregatePlanWhenDiscountingPriceinAprilto$39PromotioninApril(2of2)Totalcostoverplanninghorizon=$438,920Revenueoverplanninghorizon=$650,140Profitoverplanninghorizon=$211,220HigherseasonalinventoryAsomewhathighertotalcostAslightlysmallertotalprofitDiscountLeadstoLargeIncreaseinConsumption(1of4)PromotioninJanuaryFigure9-4OptimalAggregatePlanWhenDiscountingPriceinJanuaryto$39withLargeIncreaseinDemandDiscountLeadstoLargeIncreaseinConsumption(2of4)Totalcostoverplanninghorizon=$456,880Revenueoverplanninghorizon=$699,560Profitoverplanninghorizon=$242,680HighertotalprofitthanbasecaseDiscountLeadstoLargeIncreaseinConsumption(3of4)PromotioninAprilFigure9-5OptimalAggregatePlanWhenDiscountingPriceinAprilto$39withLargeIncreaseinDemandDiscountLeadstoLargeIncreaseinConsumption(4of4)Totalcostoverplanninghorizon=$536,200Revenueoverplanninghorizon=$783,520Profitoverplanninghorizon=$247,320MuchhigherlevelofseasonalinventoryUsesmorestockoutsandsubcontractingRevenuesincreaseOverallprofitshigherSupplyChainPerformanceTable9-3SupplyChainPerformanceUnderDifferentScenariosRegularPricePromotionPricePromotionPeriodPercentageofIncreaseinDemandPercentageofForwardBuyProfitAverageInventory$40$40NANANA$217,340875$40$39January10%20%$221,320515$40$39April10%20%$211,220932$40$39January100%20%$242,680232$40$39April100%20%$247,3201,492$31$31NANANA$73,340875$31$30January100%20%$84,280232$31$30April100%20%$69,1201,492ConclusionsonPromotion(1of3)Averageinventoryincreasesifapromotionisrunduringthepeakperiodanddecreasesifthepromotionisrunduringtheoff-peakperiodPromotingduringapeak-demandmonthmaydecreaseoverallprofitabilityifthereisasmallincreaseinconsumptionandasignificantfractionofthedemandincreaseresultsfromaforwardbuyConclusionsonPromotion(2of3)Astheconsumptionincreasefromdiscountinggrowsandforwardbuyingbecomesasmallerfractionofthedemandincreasefromapromotion,itismoreprofitabletopromoteduringthepeakperiodAstheproductmargindeclines,promotingduringthepeak-demandperiodbecomeslessprofitableConclusionsonPromotion(3of3)Whenfacedwithseasonaldemand,usecombinationofpricingandproductionandinventorytoimproveprofitabilityEntiresupplychainmustworktowardonegoalofmaximizingprof