供应链管理要点Word文档格式.docx
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Leanmanufacturing/Outsourcing/Off-shoring
DealingwithUncertainty
PullSystems
RiskPooling
Centralization
Postponement
StrategicAlliances
CollaborativeForecasting
TheDevelopmentofSCM
MRP(MaterialsRequirementsPlanning)
Purchase/Productionoforderstoforecasted/on-handorders
MRPII(ManufacturingResourcePlanning)
Capacityplanning,financialetc.added
ERP(EnterpriseResourcePlanning)
IncludesHumanresourcesetc.
Transactionbased,doesnottakeintoaccountConstraints
Builtforrecordingwhatalreadyhappened,ratherplanningforwhatwillbe.
SCM(SupplyChainManagement)
Intra-enterpriseintegration
ImportantElementsofSupplyChainManagement
Purchasing-Supplieralliances,suppliermanagement,strategicsourcing
Operations-Demandmanagement,MRP,ERP,JIT,TQM
Distribution-Transportationmanagement,customerrelationshipmanagement,networkdesign,serviceresponselogistics
Integration-Coordination/Integrationactivities,globalintegrationproblems,performancemeasurement
SupplyChainStudyisComplicated-Summary
Supplychainisacomplicatednetwork
Globallocations
Conflictingobjectivesofdifferentsupplychainmembers
Thesummationofmembers’localoptimization<
SCglobaloptimization
Supplychainisdynamicsystem,itsstatuswillvarywithtime.
Demandandsupplier’scapacitymaychangewithtime
UncertaintyexistsinthewholeSC
Uncertaintyexistsindifferentprocessesandmembers
Uncertaintyisnoteasytohandle
第二章:
CostStructure
Ordercosts
HoldingCosts
EOQModelingAssumptions
1.Productionisinstantaneous
2.Deliveryisimmediate
3.Demandisdeterministic
4.Demandisconstantovertime
5.Aproductionrunincursafixedsetupcost
6.Productscanbeanalyzedsingly
OptimalQuantity=(2*Demand*OrderCost)/holdingcost
Thethreeprinciplesofallforecastingtechniques:
Forecastingisalwayswrong
Thelongertheforecasthorizontheworseistheforecast
Aggregateforecastsaremoreaccurate
Profit=Revenue-VariableCost-FixedCost+Salvage
TWOPOLICIES
Continuousreviewpolicy
Periodicreviewpolicy
Notation
AVG=averagedailydemand
STD=standarddeviationofdailydemand
LT=replenishmentleadtimeindays
h=holdingcostofoneunitforoneday
K=fixedcost
SL=servicelevel(forexample,95%).Thisimpliesthattheprobabilityofstockingoutis100%-SL(forexample,5%)
Also,theInventoryPositionatanytimeistheactualinventoryplusitemsalreadyordered,butnotyetdelivered.(任何时刻的库存状况就是仓库的实际库存加上分销商未到的订货)
(s,S)Policy:
Whenevertheinventorypositiondropsbelowacertainlevel,s,weordertoraisetheinventorypositiontolevelS.
Thereorderpointisafunctionof:
TheLeadTime
Averagedemand
Demandvariability
Servicelevel
Everythingelsebeingequal,servicelevelwillbehigherforproductswith:
highprofitmargin
highvolume
lowvariability
shortleadtime
CentralizedorDecentralizedsystemhastheeffecton:
Safetystock
Overhead
Leadtime
TransportationCosts
InventoryManagement:
BestPractice—TopSeven
Periodicinventoryreview.
Tightmanagementofusagerates,leadtimes,andsafetystock.
Reducesafetystocklevels.
Introduceorenhancecyclecountingpractice.
ABCapproach.
Shiftmoreinventoryorinventoryownershiptosuppliers.
Quantitativeapproaches.
Forecastingmethod:
Judgmentmethods(Delphi)
Marketresearchmethods
TimeSeriesmethods
Causalmethods
SUMMARY:
Matchingsupplywithdemandamajorchallenge
Forecastdemandisalwayswrong
Longertheforecasthorizon,lessaccuratetheforecast
Aggregatedemandmoreaccuratethandisaggregateddemand
Needthemostappropriatetechnique
Needthemostappropriateinventorypolicy
第三章:
TheLogisticsNetworkconsistsof:
Facilities:
Vendors,ManufacturingCenters,Warehouse/DistributionCenters,andCustomers
Rawmaterials,WIP(WorkinProcess,在制品)andfinishedproductsthatflowbetweenthefacilities.
DecisionClassifications:
StrategicPlanning、TacticalPlanning、OperationalControl
ThreeHierarchicalSteps
Networkdesign
Inventorypositioning
Resourceallocation
KeyStrategicDecisions
Determiningtheappropriatenumberoffacilitiessuchasplantsandwarehouses.
Determiningthelocationofeachfacility.
Determiningthesizeofeachfacility.
Allocatingspaceforproductsineachfacility.
Determiningsourcingrequirements.
Determiningdistributionstrategies,i.e.,theallocationofcustomerstowarehouse
WarehouseCosts
Handlingcosts
Fixedcosts
Storagecosts
ThreeDifferentProductCategories
Highvariability-lowvolumeproducts
Lowvariability-highvolumeproducts,and
Lowvariability-lowvolumeproducts.
NetworkPlanningCharacteristics
NetworkDesign
InventoryPositioningandManagement
ResourceAllocation
Decisionfocus
Infrastructure
Safetystock
ProductionDistribution
PlanningHorizon
Years
Months
AggregationLevel
Family
Item
Classes
Frequency
Yearly
Monthly/Weekly
ROI
High
Medium
Implementation
VeryShort
Short
Users
VeryFew
Few
第四章:
TypeofComponent
StrategicComponents
CommodityProducts
IndirectMaterial
MTOContract:
SupplyContract、QuantityFlexibilityContracts、SalesRebateContracts
Buy-backcontracts、Revenuesharingcontracts
MTSContract:
Pay-BackContract、Cost-SharingContract
ContractswithAsymmetricInformation
CapacityReservationContract
AdvancePurchaseContract
ContractsforNon-StrategicComponents
Long-TermContracts(forwardorfixedcommitmentcontracts)
FlexibleorOptionContracts
SpotPurchase
PortfolioContracts
AppropriateMixofContracts
第五章:
Thebullwhipeffectoccurswhentheinthesupplychainareamplifiedastheymovedupthesupplychain.
Answer:
demandordervariability
ProblemsCausedbytheBullwhipEffect
1、Increasedsafetystock
2、Reducedservicelevel
3、Inefficientallocationofresources
4、Increasedtransportationcosts
Bullwhipeffectisaconsequenceoftheplayers'
rationalbehaviorwithinthesupplychain'
sinfrastructure
Thisimportantdistinctionimpliesthatcompanieswantingtocontrolthebullwhipeffecthavetofocusonmodifyingthesupplychain'
sandrelatedprocessesratherthanthedecisionmakers'
behavior
Infrastructure
Fivemajorcausesofthebullwhipeffect:
Demandforecastupdating
Orderbatching
Pricefluctuation
Inflatedorders
Eachofthefiveforcesinconcertwiththechain'
sinfrastructurecreatethebullwhipeffect
Reorder-point:
LAVG+zSTDL1/2
MethodsforCopingwiththeBullwhip
Reducinguncertainty.Centralizinginformation
Reducingvariability.(EDLP)
Lead-timereduction(EDI).]
Strategicpartnerships(VMI)
ContractualIncentivestoGetTrueForecastsfromBuyers
Summary
Thebullwhipeffectsuggeststhatvariabilityindemandincreasesasonemovesupinthesupplychain.
Increaseinvariabilitycausessignificantoperationalinefficiencies
Specifictechniquesto“counteract”bullwhipeffect
Informationsharing,i.e.,centralizeddemandinformation.
Incentivestosharecredibleforecasts
Alignmentsofexpectationsassociatedwiththeuseofinformation.
Interactionofvarioussupplychainstages.
Aseriesoftrade-offsbothwithinandbetweenthedifferentstages.
Informationisthekeyenablerofintegratingthedifferentsupplychainstages
Informationcanbeusedtoreducethenecessityofmanyofthesetrade-offs
Conclusion
Context–fashionitems,seasonal,highuncertaintyindemand
NewsvendorwithRiskPoolingprovideswaytoplanforandexploitpostponementoptions
Resultsinhigherprofits,95%servicelevel,bettermixofend-of-yearinventory.
Resultsinmuchdifferentinventoryplan–greateruseofblanksandlocalfinishing
ProjectresultedinplanningtoolandnewinsightsforplanningforReebok,andathesis!
Asecondprojectfocusedonforecasting
第六章:
TheKeyDifferenceBetweenPushandPull
(Mostproductionsystemsarehybridofpullandpush.)
PushSystems:
schedulework
releasesbasedondemand.
inherentlydue-datedriven
controlreleaserate,observeWIPlevel
PullSystems:
authorizework
releasesbasedonsystemstatus.