供应链课后答案合.docx

供应链课后答案合.docx

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供应链课后答案合

Chapter1:

21st-CenturySupplyChains

StudyQuestions

1.Comparetheconceptofamodernsupplychainwithmoretraditionaldistributionchannels.Bespecificregardingsimilaritiesanddifferences.

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

2.Whatspecificroledoeslogisticsplayinsupplychainoperations?

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

3.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.

4.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.

5.Compareandcontrastmanufacturingandgeographicpostponement.

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

Ontheotherhand,Geographicalorlogisticalpostponementfocusesonresponseacceleration.Thisstrategyaimstobuildandstockafull-lineinventoryatoneormorestrategiclocations.Forwarddeploymentofinventoryispostponeduntilthecustomerorderisreceived.Inanidealsituationthispostponementstrategyeliminatestheriskofanticipatoryriskofinventorydeploymentwhileretainingmanufacturingeconomyscale.AnexampleofgeographicalpostponementistheSearsStoreDeliverySystem.Thelogisticsoftheappliancesisnotinitiatedtillthecustomerorderisreceived.AnappliancepurchasedonMondaycanbeinstalledatcustomer’shomeasearlyasWednesday.AndthereisapossibilitythattheproductisnotmanufactureduntilthatnightorearlyTuesday.

Inanumberofsupplychainsbothtypesofpostponementstrategiesarecombinedtocreateahighlyresponsivestrategy.

6.Defineandillustratecash-to-cashconversion,dwell-timeminimizationandcashspin.Howdoessupplychainstrategyandstructureimpacteach?

Cash-to-cashconversionisthetimerequiredtoconvertrawmaterialorinventorypurchasesintosalesrevenue.Itisdirectlyrelatedtoinventoryturn.Itsbenefitsarerealizedbyreducingandsharingriskandinventoryinvestment.Intraditionalbusinessthebenefitswereenjoyedattheexpenseofbusinesspartners.Forexample,termsof2%net10meantthatapromptpaymentdiscountcouldbeearnediftheinvoiceispaidwithintendaysfromthetimeofdelivery.Inaresponsebasedsystemthesebenefitscanbesharedbymanagingtheinventorytransfervelocityacrossthesupplychain.Tofacilitatesucharrangementssupplychainpartnersoftenusedeadnetpricing,whichfactorsdiscountsandallowancesinthesellingprice.Thereforeincentivesoftimelypaymentarereplacedbyperformancecommitmentsataspecifiednetprice.Managingsupplychainlogisticsasacontinuoussynchronizedprocessalsoservestoreducedwelltime.

Dwelltimeistheratioofthetimethatanassetsitsidletothetimerequiredtosatisfyitsdesignatedsupplychainmission.Asanexampledwelltimewouldrepresenttheratioofthetimeinventoryisinstoretothetimeitismovingorcontributingtoachievesupplychainobjectives.Dwelltimecanbereducedifthesupplychainpartnersarewillingtoeliminateduplicatework.Thereforeeachfirmcouldbedesignatedtoperformandbeaccountableforthevalue-addedworkinordertoreducetheoveralldwell.

Cashspinbasicallyreferstofreecashspin.Thisconceptaimstoreducetheoverallassetscommittedtothesupplychainperformance.Thereforecapitalinvestedoninventoryorwarehousecanbemadeavailableforredeploymentbyrevisingthesupplychainarrangement.Freecapitalcanbereinvestedinotherprojectsthatwouldhaveotherwisenotbeenconsidered.

Chapter2:

Logistics

StudyQuestions

7.Illustrateacommontrade-offthatoccursbetweentheworkareasoflogistics.

Anyillustrationthatdemonstratesaninherenttrade-offbetweeninformation,inventory,transportation,warehousing,materialhandlingorpackagingisacceptable.Thefollowingareafewexamplesofsuchtradeoffs:

Informationisincreasinglybeingusedasasubstituteforinventory.Forinstance,awarehousemanagerthatisinconstantcontactwithasupplierofhis/herstocksneednotholdtraditional,highlevelsofinventory.Bybeing“connected”,thesupplierrealizeswhenthewarehouseisinneedofpro