供应链设计与管理考试重点.docx
《供应链设计与管理考试重点.docx》由会员分享，可在线阅读，更多相关《供应链设计与管理考试重点.docx（22页珍藏版）》请在冰豆网上搜索。
供应链设计与管理考试重点
题型：
各20分
判断题
名词解释题
简答题
论述题
案列分析题（无标准答案，谈自己观点）
Chapter1.IroductiontoSupplyChainManagement供应链管理介绍
1.【supplychain】供应链定义
Thesystemofsuppliers,manufacturers,transportation,distributors,andvendorsthatexiststotransformrawmaterialstofinalproductsandsupplythoseproductstocustomers.
【supplychainmanagement】SCMisasetofapproachesutilized（利用）toefficientlyintegrate整合的；完全的suppliers,manufacturers,warehouses,andstores,sothatmerchandisen.商品；货物isproducedanddistributedattherightquantities,totherightlocations,andattherighttime.Inordertominimizesystemwidecostswhilesatisfyingservicelevelrequirements.
2.【Whatmakessupplychainmanagementdifficult?
】供应链难度原因
Supplychainstrategiescannotbedeterminedinisolation.Theyaredirectlyaffectedbyanotherchainthatmostorganizationshave,thedevelopmentchain
（供应链管理战略不能孤立地考虑。
它们直接受大多数组织都具有的另一链---开发链）.
Itischallengingtodesignandoperateasupplychainsothattotalsystemwidecostsareminimized,andsystemwideservicelevelsaremaintained.
（为了使系统综合成本最小化并维持系统的服务水平，设计与运作一条供应链极具挑战性）
Uncertaintyandriskareinherentadj.固有的；内在的；与生俱来的，遗传的ineverysupplychain.
（不确定性和风险存在于每一条供应链中）
3.【StrategiesforSCM】供应链管理策略
GlobalOptimization（全局优化）
ManagingUncertainty（管理不确定性）
4.【WhyisGlobalOptimizationHard?
】全局优化很难
Thesupplychainisacomplexnetwork.
供应链是个复杂的网络
Differentfacilities设施、工具inthesupplychainfrequentlyhavedifferent,conflictingobjectives.
供应链的不同环节通常具有不同甚至冲突的目标
Thesupplychainisadynamicsystemthatevolves进化、进展overtime
供应链是一个动态系统，会随着时间不断发展.
Systemvariationsovertimearealsoimportantconsideration
系统随时间变化也是一个重要的因素
5.【WhyIsUncertaintyHardtoDealWith?
】管理不确定性（原因）
Matchingsupplyanddemandisamajorchallenge.匹配供应与需求是主要的挑战
Forecastingdoesn’tsolvetheproblem.预测不解决问题
Inventoryandback-orderlevelstypicallyfluctuate波动considerablyacrossthesupplychain,evenwhencustomerdemandforspecificproductsdoesnotvary变化greatly.
供应链中库存和缺货水平波动也会很大
Demandisnottheonlysourceofuncertainty.需求并不是影响不确定性的唯一因素
Recenttrendssuchasleanmanufacturing,outsourcing,andoffshoringthatfocusonreductionincreaseriskssignificantly.近来致力于降低成本的精益生产、外包和离岸化都明显增大了风险
6.【Thethreeprinciplesofallforecastingtechniques】预测三个原则（属于Chapter2.的内容）
Forecastingisalwayswrong.
Thelongertheforecasthorizon范围,theworsetheforecast.
Aggregate聚合的forecastsaremoreaccurate.
Chapter2.InventoryManagement,SupplyContractsandRiskPooling
1.【何时低（高）于平均需求】与边际成本有关
Ifthecostofnotsellinganadditionalunitislargerthantheprofitfromsellinganadditionalunit,theoptimalquantityingeneralwillbelessthanaveragedemand,whileifthereverse相反istrue,theoptimalorderquantityingeneralwillbegreaterthanaveragedemand.
2.【平均需求与最优订货量的关系】Theoptimalorderquantityisnotnecessarilyequaltoaverage,orforecastdemand.
3.【Coefficientofvariation】变异系数
Coefficient系数ofvariation（标准差/平均需求）
TheStandarddeviationmeasurestheabsolutevariabilityofcustomerdemands客户的绝对变化的要求,thecoefficientofvariationmeasuresvariability可变性relativetoaveragedemand.
4.【RiskPooling:
threecriticalpoints】重点：
衡量风险分担（变异系数）的要点
Centralizinginventorycontrolreducesbothsafetystockandaverageinventorylevelforthesameservicelevel.集中库存
Thehigherthecoefficientofvariation,thegreaterthebenefitobtainedfromcentralizedsystems集中式系统;thatis,thegreaterthebenefitfromriskPooling.变异系数越大、收益越大。
ThebenefitsfromriskPoolingdependonthebehaviorofdemandfromonemarketrelativetodemandfromanother.
5.【ForecastingMethods】预测方法自己仔细看
Judgmentmethods（判断方法）
Marketresearchmethods（市场研究方法）
TimeSeriesmethods（时间序列方法）
Causalmethods（因果方法）
以上为定性方法，为定量方法。
（不考定量、考定性。
）
6.【InventoryManagement’scontrollingmethods】
Continuousreviewpolicy（持续检查策略）Periodicreviewpolicy（定期检查策略）
7.【（s,S）Policy】Whenevertheinventorypositiondropsbelowacertainlevel,s,weordertoraisetheinventorypositiontolevelS.
（s,S）的计算：
Thereorderpoint（s）hastwocomponents双组分:
a.Toaccountforaveragedemandduringleadtime:
LTAVGLT提前期；AVG需求的平均值
b.Toaccountfordeviationsfrom（与…有偏差）average（wecallthissafetystock）:
zSTDSTD需求的标准差
wherezischosenfromstatisticaltablestoensurethattheprobability（概率）ofstockouts（无缺货）duringleadtimeis100%-SL.
Sincethereisafixedcost,weordermorethanuptothereorderpoint（订货点）:
Q=
Thetotalorder-up-tolevelis:
S=Q+s
注：
AVG=averagedailydemand平均每日的需求
STD=standarddeviationofdailydemand日常需求的标准偏差
LT=replenishmentleadtimeindays
h=holdingcostofoneunitforoneday一天的一个单位成本
SL=servicelevel（forexample,95%）.Thisimpliesthattheprobabilityof
Stockingoutis100%-SL（forexample,5%）
K=fixedcost
Also,theInventoryPositionatanytimeistheactualinventoryplusitems
alreadyordered,butnotyetdelivered.
8.【JudgmentMethods】判断方法
Assemble [ə'sɛmbl]（聚合）theopinionofexperts
Sales-forcecompositecombinessalespeople’sestimates（销售人员汇集意见）
Panelsofexperts（专家小组）–internal,external,both（专家座谈）
Delphimethod（德尔菲方法）：
a.Eachmembersurveyed
b.Opinionsarecompiledv.编辑
c.Eachmemberisgiventheopportunitytochangehisopinion.
9.【SupplyContracts】重点
Buy-BackContracts（回购合同）:
Theselleragreestobuybackunsoldgoodsfromthebuyerforsomeagreed-uponpricehigherthanthesalvagevalue（残值）.
Revenue-SharingContracts（收入共享合同）:
Thebuyersharessomeofitsrevenuewiththeseller,inreturnforadiscountonthewholesaleprice.
GlobalOptimizationContracts（全局优化合同）:
Thisunbiased（公正的）decisionmakerwouldconsiderthetwosupplychainpartners,thesupplierandthebuyer,astwomembersofthesameorganization.Thatis,thetransferofmoneybetweenthepartiesisignoredandtheunbiaseddecisionmakerwillmaximizesupplychainprofit.
QuantityFlexibilityContracts（数量灵活合同）:
Supplierprovidesfullrefund（全部退费）forreturneditemsaslongasthenumberofreturnsisnolargerthanacertainquantity.
SalesRebateContracts（销售回扣合同）:
Supplierprovidesadirectincentive（动机）totheretailertoincreasesalesbymeansofarebatepaidbythesupplierforanyitemsoldaboveacertainquantity.
10.周转库存和安全库存的区别
Chapter3.LogisticsNetworkConfiguration
1.【数据处理】
1）DateCollection数据收集
2）DateAggregation数据综合
3）TransportationRates.运输费率
4）Mileage['maɪlɪdʒ]Estimation里程估计
5）WarehouseCosts仓库成本
6）WarehouseCapacities仓库容量
7）PotentialWarehouseLocation潜在的仓库位置
8）ServiceLevelRequirements服务水平需求
9）FutureDemand未来需求
10）ModelandDateValidation [,vælə'deʃən]（确认、生效）模型和数据验证
11）SolutionTechniques解决技术
12）KeyFeaturesofaNetworkconfigurationSCP供应链规划工具的关键特征
AStrategyforProductAggregation：
⏹PlaceallSKU’sintoasource-group
⏹AsourcegroupisagroupofSKU’sallsourcedfromthesameplace（s）
⏹Withineachofthesource-groups,aggregatetheSKU’sbysimilarlogisticscharacteristics
⏹Weight
⏹Volume
⏹HoldingCost储存成本
2.【SolutionTechniques】解决技术
Mathematicaloptimizationtechniques（数学优化技术）
a.Exactalgorithms:
findoptimalsolutions（准确算法）
b.Heuristics [hju'rɪstɪks]:
find“good”solutions,notnecessarilyoptimal（启发式算法）
Simulationmodels（仿真技术）:
Provideamechanism['mɛkənɪzəm]（机制、原理）toevaluatespecifieddesignalternativescreatedbythedesigner.
Chapter4.TheValueofInformation
1.【“Inmodernsupplychains,informationreplacesinventory”】Ithinkitistruebecauseinformation:
HelpsreducevariabilityHelpsimproveforecastsEnablescoordination [ko,ɔrdɪ'neʃən]n.协调，调和；ofsystemsandstrategies
ImprovescustomerserviceFacilitatesleadtimereductions
Enablesfirmstoreactmorequicklytochangingmarketconditions.
2.【WhatistheBullwhipEffect?
】牛鞭效应定义
Ordervariabilityisamplified（放大）thesupplychain;
upstream [,ʌp'strim].向上游的echelons（梯度）facehighervariability.
3.【WhatarethecausestheBullwhipEffect?
】牛鞭效应原因
Promotionalsales：
Forwardbuying
Volumeandtransportationdiscounts：
Batching
Inflatedorders：
IBMAptivaordersincreasedby2-3timeswhenretailersthoughtthatIBMwouldbeoutofstockoverChristmas
Demandforecasting：
Order-up-topointsaremodifiedasforecastschange–ordersincreasemorethanforecasts
Longcycletimes：
Longleadtimesmagnifythiseffect
4.【MethodsforCopingwiththeBullwhipEffect】牛鞭效应处理方法
Reduceuncertainty：
POS;Sharinginformation;Sharingforecastsandpolicies
Reducevariability：
Eliminatepromotions;Year-roundlowpricing
Reduceleadtimes：
EDI;Crossdocking
Strategicpartnerships：
Vendormanagedinventory（VMI）;Datasharing
Chapter5.SupplyChainIntegration
1.【SupplyChainStrategies】推、拉、推拉结合供应链的【特点】
PushStrategies：
推（积极经营战略）
特点：
a.Productiondecisionsbasedonlong-termforecasts
b.Orderingdecisionsbasedoninventory&forecasts
缺点：
a.Inabilitytomeetchangingdemandpatterns.
b.Theobsolescenceofsupplychaininventoryasdemandforcertainproductsdisappears.
c.Thebullwhipeffect:
Excessiveinventory，Excessiveproductionvariability，Poorservicelevels
PullStrategies：
拉（攻击市场战略）
特点：
Productionisdemanddriven
a.Productionanddistributioncoordinatedwithtruecustomerdemand
b.Firmsrespondtospecificorders
优点：
a.Reducedleadtimes（betteranticipation）
b.Decreasedinventorylevelsatretailersandmanufacturers
c.Decreasedsystemvariability
d.Betterresponsetochangingmarkets
缺点：
a.Hardertoleverageeconomiesofscale
b.Doesn’tworkinallcases
Push-PullSupplyChains推拉供应链
2.【模型图】
3.【Theimpactofleadtimeanddemanduncertainty】提前期对供应链战略的影响
Chapter6.StrategicAlliances
1.【StrategicAlliances】Strategicalliancesaretypicallymultifaceted（多方位的）,goal-oriented,long-termpartnershipsbetweentwocompaniesinwhichbothrisksandrewardsareshared.
2.【Thealliance
升级会员 