供应链物流管理supply chain logistics management鲍尔索克斯 课后习题答案16章.docx

供应链物流管理supply chain logistics management鲍尔索克斯 课后习题答案16章.docx

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供应链物流管理supplychainlogisticsmanagement鲍尔索克斯课后习题答案16章

Chapter1：

1.Whycanthecurrentmovementtowardestablishingsupplychainsbecharacterizedasarevolution?

Becausethecurrentmovementtowardestablishingsupplychainshasreshapedcontemporarystrategicthinking.

Twomassiveshifts,supplychainrevolutionandarelatedlogisticalrenaissance,inexpectationandpracticeconcerningtheperformanceofbusinessoperationsarehighlyinterrelatedbuttheyaresignificantlydifferentaspectsofcontemporarystrategicthinking.

2.Comparetheconceptofamodernsupplychainwithmoretraditionaldistributionchannels.Bespecificregardingsimilaritiesanddifferences.

Traditionaldistributionchannelstypicallyhadanorderfulfillmenttimeof15-30days.Butifsomethingwentwrong,thistimewouldincreasedramatically.Itwasacommonpracticetomaintaininventoryateverystageofthesupplychainlikeretailers,wholesalers,andmanufacturers.Themarketwascharacterizedbyscarcitytotheprimarygoaloftraditionalmodelwastoensureavailabilityofproducts.However,todaycustomerswantmoreoptionsinproductofferings.Modernsupplychainisgearedtowardsmeetingthechangingconsumerneeds.Transportationcapacityandoperationalperformancehasbecomemorereliableandeconomical.Logisticalsystemsarecapableofcapableofdeliveringproductsatexacttimes.Socustomerorderscanbefulfilledfaster.Withmassivedevelopmentininformationtechnology,theneedtomaintaininventoryhasreduceddramatically.Theoccurrenceoffailures,characteristicoftraditionalsupplychain,hasbeenreplacedbyacommitmenttowardszero-defectofsixsigmaperformance.Inessenceahighlevelofperformanceisachievedatalowertotalcostwithcommitmentoffewerfinancialresourcesthanthatinthepast.

3.Whatspecificroledoeslogisticsplayinsupplychainoperations?

Logisticsistheprimaryconduitofproductandserviceflowwithinasupplychainarrangement.Itistheworkrequiredtomoveandtopositioninventorythroughoutasupplychain.Itisacombinationofordermanagement,inventory,transportation,warehousing,materialhandlingandpackagingasintegratedthroughoutafacilitynetwork.Logisticsisessentialforeffectivesupplychainconnectivity.

4.Describe“integrativemanagement”.Bespecificconcerningtherelationshipbetweenfunctionalityandprocess.

Thechallengetoachievingintegratedmanagementresultsfromthelong-standingtraditionofperformingandmeasuringworkonafunctionalbasis.Sincetheindustrialrevolution,achievingbestpracticehasfocusedmanagerialattentiononfunctionalspecialization.Theprevailingbeliefwasthebettertheperformanceofaspecificfunction,thegreatertheefficiencyoftheoverallprocess.

Thefundamentalchallengeofintegratedmanagementistoredirecttraditionalemphasisonfunctionalityinanefforttofocusonprocessachievement.Integrativeprocessmanagementseekstoidentifyandachievelowesttotalcostbycapturingtrade-offsthatexistbetweenfunctions.Thefocusofintegratedmanagementislowesttotalprocesscost,whichisnotnecessarilytheachievementofthelowestcostforeachfunctionincludedintheprocess.

5.Intermsofenterpriseextension,describetheimportanceoftheinformationsharingandprocessspecializationparadigms.

Theinformationsharingparadigmisthewidespreadbeliefthatachievingahighdegreeofcooperativebehaviorrequiresthatsupplychainparticipantsvoluntarilyshareoperatinginformationandjointlyplanstrategies.Theguidingprincipleisthatinformationsharingisessentialamongsupplychainparticipantstocollectivelydothethingscustomersdemandfasterandmoreefficiently.

Theprocessspecializationparadigmiscommitmenttofocusingcollaborativearrangementsonplanningjointoperationswithagoalofeliminatingnonproductiveornon-value-addingredundancybyfirmsinasupplychain.Thebasicideaistodesigntheoverallsupplychainprocessesinamannerthatidentifiesaspecificfirm’scompetenciesalongwiththeresponsibilityandaccountabilitytoperformeachelementofessentialworkinamannerthatmaximizesoverallresults.

Importance:

Sharinginformationandjointplanningcanreduceriskrelatedtoinventorypositioning.Collaborationcaneliminateduplicativeorredundantwork,suchasrepetitivequalityinspection,bydesignatingandempoweringaspecifiedmemberofthesupplychaintobefullyresponsibleandaccountable.Suchextendedenterpriseintegrationintroducesnewchallengesregardingmeasurement,benefitandrisksharing,trust,leadership,andconflictresolution.

6.Describeandillustrateanintegratedserviceprovider.Howdoestheconceptofintegratedserviceproviderdifferfromtraditionalserviceproviders,suchasfor-hiretransportationandwarehousing?

IntegratedServiceProviders（ISP）alsoknownasthird-partylogisticsprovidersprovidearangeoflogisticsservicesthatincludesallworknecessarytoservicecustomers.Withtheregulatorychangesinthetransportationthetraditionallogisticsservicesprovidersstartedofferingwarehousingandsharedtransportationservices.ThereforetheISPsinitiatedtheradicalshiftfromsinglefunctiontomultifunctionoutsourcing.Theirservicesincludeorderentrytoproductdeliveryandincertainsituationstheyalsoprovidewiderangeofvalue-addedservices.ForexampleUnitedParcelServices（UPS）stocksNikeshoesandwarm-upsatitsLouisvillewarehouseandprocessesordershourly.AlltherelatedcommunicationandfinancialadministrationarehandledbyanUPScallcenterinSanAntonio.ThereforeUPShandlesthebasiclogisticsandvalue-addedservicesforNike.

Incontrastthetraditionalserviceproviders,suchasfor-hiretransportationandwarehousingspecializeinspecificfunctions.Forinstance,thefor-hiretransportationindustryconsistsofcarrierswhospecializeinmovingproductsbetweengeographiclocations.Thecompaniesofferingwarehouseservicesaretraditionallycalledpublicwarehousesandtheyprovidestoragesupplementedbyspecializedservices.

7.Compareandcontrastanticipatoryandresponse-basedbusinessmodels.Whyhasresponsivenessbecomepopularinsupplychaincollaborations?

Anticipatoryandresponse-basedbusinessmodelsarethetwowaysusedbyfirmstofulfillcustomerrequirements.Howeverthefundamentaldifferenceinthetwomodelsistiming

Anticipatorymodelhasbeenthetraditionalbusinesspractice,whichwasmainlyforecastdriven.Sinceinformationaboutpurchasingbehaviorwasnotreadilyavailable,andthechannelpartnerswerelooselycollaborating,businessesweredrivenbyforecasts.Howevertheforecastsusedbythemanufacturers,wholesales,distributors,andretailerswereoftendifferentthatledtoalotofexcessinventoryinthesystem.Alltheworkwasperformedinanticipationoffutureprojections,sothelikelihoodofmisgaugingcustomerrequirementswasveryhigh.Inadditioneachfirminthechainduplicatedtheanticipatoryprocess.

Response-basedmodelaimstoreduceoreliminateforecastreliancebyjointplanningandrapidexchangeofinformationbetweensupplychainpartners.Thismodelhasbeenmadepossiblebecausemanagerscannowobtainandshareaccuratesalesinformationfaster.Consequentlycustomerscanbeprovidedwiththeirdesireditemsfaster.Thismodelrequiresfewerstepsandthereforelesscosttocompleteafulfillmentprocesscomparedtotheanticipatorymodel.Response-basedmodelissimilartoabuildtoordermodelhowevertheformerhasafasterresponsetimeandallowshigherdegreeofcustomization.

Responsivenesspropelledbyinformationtechnologydevelopmenthasbecomethecornerstoneoftoday’ssupplychaincollaboration.Higherresponsivenesscannotonlyincreasethelevelofcustomersatisfactionbutcanalsoreducetheoverallcostofdoingthat.

8.Compareandcontrastmanufacturingandgeographicpostponement.

Manufacturingandgeographicpostponementarestrategiesandpracticesthatreducestheanticipatoryrisksofsupplychainperformance.Thefactorsfavoringoneprtheotherformdependsonthevolume,value,competitiveinitiativesdesiredcustomerservicelevels.Manufacturingorformpostponementaimsatmanufacturingtheproductsoneorderatatimewithnopreparatoryworkorcomponentprocurementuntilthecustomerspecificationsarefullyknownandcustomercommitmentisreceived.Thegoalofthispostponementstrategyistomaintainproductsinaneutralornon-committedstatusaslongaspossible.Inanidealsituationastandardorbaseproductismanufacturedinlargequantitiestoobtaineconomyofscalewhiledeferringthefinalizationuntilthecustomercommitment.Inthisscenario,economyofscopeisintroducedbyproducingthebaseproducttoaccommodateawiderangeofdifferentcustomers.Anexampleofmanufacturingpostponementisobservedinmixingpaintcoloratretailstorestoaccommodatetheindividualcustomer’srequest.Thisstrategynotonlyreducestherisksoflogisticsmalfunctionbutalsoincreasestheuseoflightmanufacturingandfinalassemblyatlogisticalfacilities

Ontheotherhand,Geographicalorlogisticalpostponementfocusesonresponseacceleration.Thisstrategyaimstobuildandstockafull-lineinventoryatoneormorestrategiclocations.Forwarddeploymentofinventoryispostponeduntilthecustomerorderisreceived.Inanidealsituationthispostponementstrategyeliminatestheriskofanticipatoryriskofinventorydeploymentwhileretainingmanufacturingeconomyscale.AnexampleofgeographicalpostponementistheSearsStoreDeliverySystem.Thelogisticsoftheappliancesisnotinitiatedtillthecustomerorderisreceived.AnappliancepurchasedonMon