供应链管理20.docx

供应链管理20.docx

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供应链管理20

1.Identifythecyclesinthissupplychainandthelocationofthepush/pullboundary.

2.GiveargumentstosupportthestatementthatWal-Marthasachievedverygoodstrategicfitbetweenitscompetitivendsupplychainstrategies.

3.Whatisthedifferencebetweenvolume-baseddiscountsandlot-sizebaseddiscounts

4.Discusstheprosandconsofeach.WhichoneisadvocatedbyChopraandMeindl

5.Explainpostponementbygivinganexampleintheclothingindustry.Whateffectsdoesithaveandwhataretheconditionsunderwhichitcanwork.

6.WhataresomeindustriesinwhichproductshaveproliferatedandlifecycleshaveshortenedHowhavethesupplychainsintheseindustriesadapted

7.Whatisabuybackcontract,explainitsworkinganddiscussitsprosandcons.

8.<

9.Whyhase-businessbeenmoresuccessfulinthePCindustrycomparedtothegroceryindustry

10.WhataresomeproductlinesthatusecommonpartsacrossmanyproductsWhataretheadvantagesofdoingthis

11.Whywouldafirmwanttoofferpricingpromotionsinitspeak-demandperiods

12.Whywouldafirmwanttoofferpricingpromotionsduringitslow-demandperiods

13.Themanageratthesupermarketwantstodecreasethelotsizewithoutincreasingthecostsheincurs.Whatactionscanhetaketoachievethisobjective

14.Whatistheimpactofsupplyuncertaintyonsafetyinventory

15.TheChinmotorCompanyproducesmotorbikesinChinaandwantstosetupadistributionnetworkintheAsia.ItwillsellitsbikesthroughresellerswhichhavetheirDCsinSingapore,Japan,SouthKorea,ThailandandTaiwan.ChinmotorwantstoestablishonemainChinadistributioncentrefromwhichallclientDCswillbeserved.

a.Whattypeoftransportislikelytobeusedinthisrespect

；

b.Describeinwordsafacilitylocationmodeltothisend.Whatassumptionsneedtobemade,whatdatawoulditneedandhowcanthemodelbesolved

c.WhataretheprosandconsofhavingacentralChinadistributioncentreforChinmotorcomparedtosendingcontainersdirectlyfromChinatothereseller’sdistributioncentres

16.Namefourserviceaspectsoftransportation.

17.Explainhowareductioninleadtimecanhelpasupplychainreducesafetyinventorywithouthurtingproductavailability.

18.WhatarethedifferencesbetweenanexpresscompanyandaLTLtruckingcompany（intermsofproductsandoperations）

19.Namethreedesignoptionsforadistributionnetwork.Namethreestepsinthedesignofatransportationnetwork.

20.Namefourkindsofproductreturns.

21.Nameandexplainthreerecoveryoptions,andthreepartiesinvolvedinreverselogistics.

22.】

23.WhatkindofproductreturnsadepartmentstorelikeV&Dface（nameatleastthree）

24.Nameforeachcategoryanappropriaterecoveryoptionandexplainwhy.

25.Namefourserviceaspectsoftransportation.

26.WhatarethedifferencesbetweenanexpressecompanyandaLTLtruckingcompany（intermsofproductsandoperations）

27.Namethreedesignoptionsforadistributionnetwork.

28.Namethreestepsinthedesignofatransportationnetwork.

29.WhatisquickresponseinproductprocurementExplainitwithanexamplefromtheclothingindustry.

30.Explainpostponementbygivinganexampleintheclothingindustry.Whateffectsdoesithaveandwhataretheconditionsunderwhichitcanwork.

31.《

32.Whatisabuybackcontract,explainitsworkinganddiscussitsprosandcons.

33.Namefourkindsofproductreturns,nameandexplainthreerecoveryoptionsandthreepartiesinvolvedinreverselogistics.

34.WhatkindofproductreturnsadepartmentstorelikeV&Dface（nameatleastthree）

35.Nameforeachcategoryanappropriaterecoveryoptionandexplainwhy.

36.Whataspects（stateatleast3）doyouneedtoknowabouttheclient’scustomerstodesignthesupplychainGivesomeanswerswhichyouconsiderappropriateforthiscase.

37.Sketchatypicalsupplychainforthiscase,byspecifyingthemainfoursupplychaindrivers.

38.InwhatsensedoesthissupplychaindiffersfromonebyaOEMorientedatthesalesoftelevisions

39.HowdothelocationandsizeofwarehousesaffecttheperformanceofafirmsuchasWhatfactorsshouldtakeintoaccountwhenmakingthisdecisionhasbuiltnewwarehousesasithasgrown.Howdoesthischangeaffectvariouscostandresponsetimesinthesupplychain

40.<

41.SupposeInformaticscouldreduceitsleadtimefromtwoweekstooneweek.

42.Whateffectswouldthathaveontheoptimalorderquantity,thereorderpointandthesafetystock

43.WhatwouldbebetterforInformatics,aleadtimewhichisalwaystwoweeksoronewhichiswithprobabilityoneweekandtwoweeksalsowithprobability

44.Next,nametwotrendsinsocietywhichincreaseinventorylevelsingeneralandnametwotrendswhichreduceinventories.Namethreetypesofinventoriesandthreefunctionsofinventories.

45.WhatisquickresponseinproductprocurementExplainitwithanexamplefromtheclothingindustry.

46.Describethefactorsthatinfluencesupplychainnetworkdesigndecisions.

47.Discusstheprimaryobjectiveandoperationalparametersofaggregateplanning.

48.Discusstheinformationrequiredforaggregateplanning.

49.@

50.Describetheimpactoftradepromotionsoncycleinventory.

51.Explainpostponementbygivinganexampleintheclothingindustry.Whateffectsdoesithaveandwhataretheconditionsunderwhichitcanwork.

52.Whatisabuybackcontract,explainitsworkinganddiscussitsprosandcons.

53.Explainthemeasuresofcustomerservicethatareinfluencedbythestructureofthedistributionnetwork.

54.Explainthesixdistinctdistributionnetworkdesignsthatmaybeusedtomoveproductsfromfactorytocustomer.

55.Explainthebasictrade-offbetweenresponsivenessandefficiencyforeachofthemajordriversofsupplychainperformance.

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1.Identifythecyclesinthissupplychainandthelocationofthepush/pullboundary.

1。

确定在这个供应链周期和推/拉边界的位置。

Considerthesupplychaininvolvedwhenacustomerpurchasesabookatabookstore.Identifycyclesinthissupplychainandthelocationofthepush/pullboundary.

考虑供应链参与时，顾客购买一本书在书店。

确定在这个供应链周期和推/拉边界的位置。

Allsupplychainprocessescanbebrokendownintofourprocesscyclesthatconnectthefivestagesofthesupplychain;thecustomerordercycle,thereplenishmentcycle,themanufacturingcycle,andtheprocurementcycle.

供应链过程可分为四个过程循环连接供应链的五个阶段；客户订货周期，补货周期，制造周期和采购周期。

Thecustomerordercycleconnectsthecustomerwiththeretailer;thisconnectionismadeasthebook,perhapsSupplyChainManagementbyChopraandMeindl,isselectedandpaidforbythecustomer.

客户订货周期连接客户和零售商；此连接为本书，也许是供应链管理Chopra和MEINDL，选择和支付的顾客。

Thereplenishmentcycleconnectstheretailerandthedistributorandistriggeredbytheretailer’sneedtofilltheemptyshelfspacewithanothercopyofthistome.

>

补货周期与零售商和分销商，是由零售商的需要填补空货架空间与另一本书引发了。

Themanufacturingcycleconnectsthedistributorandthemanufacturer.Asdemandforthebookisrealizedanddistributorsemptytheirwarehouses,theysignalthemanufacturertoprintanothermillioncopiestofilltheiremptywarehouses.

制造周期与分销商和制造商。

为实现对图书的需求和经销商倒空自己的仓库，他们信号制造商打印一份百万来填补自己的空虚的仓库。

Finally,theprocurementcycleconnectsthemanufacturerandthesupplier.Themanufacturerrequiresrawmaterialinputsofpaper,ink,etc.,tobegintheassemblyprocessforanotherbatchofSupplyChainManagement.

最后，采购周期连接制造商和供应商。

制造商需要原材料投入的纸张，油墨，等，开始另一个批量供应链管理的装配工艺。

Thepush/pullboundaryexistswheredemandswitchesfromreactive（pull）tospeculative（push）production.Formostbookstoresupplychainsthepush/pullboundaryisbetweenthecustomerordercycleandthereplenishmentcycle.Thecustomerorderpullsthebookfromthebookstoreshelfbuttheinitialproductionofthebookwastriggeredbyabuildorderthatmovedmaterialsalongthesupplychaintotheretailoutlet.

推/拉边界存在需求开关从反应（拉）投机（推）生产。

对于大多数书店供应链推/拉边界是客户订货周期和订货周期之间。

客户订单拉动书从书商店的架子上，但这本书初次生产的建造序列，沿着供应链材料到零售店触发。

5ConsiderthesupplychaininvolvedwhenacustomerordersabookfromAmazon.Identifythepush/pullboundaryandtwoprocesseseachinthepushandpullphases.

…

5考虑供应链参与当客户从亚马逊图书订单。

确定推/拉边和两个过程都在推拉阶段。

InAmazon’soriginaloperationsdesignthepush/pullboundaryexistedbetwixttheretailer（Amazon）andtheirdistributor.Amazonorderedproductfromthedistributorandthecustomerorderarrived.Today,Amazonhassixwarehouseswhereitstocksaninventoryofitemsitisconfidentthatwillsell.Inthisscenario,thepush/pullboundaryexistsbetweenthecustomerandtheretailer.

在亚马逊的原始操作设计的推/拉边界存在模棱两可的零售商和分销商（亚马逊）。

从亚马逊订购的产品经销商和客户订单到达。

今天，亚马逊有六个仓库，库存的库存有信心将出售。

在这种情况下，客户和零售商之间存在的推/拉边界。

Processesinthepullphasearetheorderfulfillment,shipping,customerreturns,andcustomerbilling.Processesinthepushphaseareproduction,stockreplenishments,shipping,andpayment.

在拉相过程是订单，发货，回报客户，与客户结算。

在推阶段的工艺生产，库存补给，航运，和支付。

2.GiveargumentstosupportthestatementthatWal-Marthasachievedverygoodstrategicfitbetweenitscompetitivendsupplychainstrategies.

2。

给参数支持的声明，沃尔玛已经取得了非常好的战略适应竞争和供应链策略之间的。

ThebestargumenttosupportthestatementthatWal-Marthasachievedverygoodstrategicfitistheirsuccessasacompany.Competitiontodayissupplychainversussupplychain,notcompanyversuscompany,soacompany’spartnersinthesupplychainoftendeterminethecompany’ssuccess.

*

支持声明，沃尔玛已经取得了非常好的战略匹配最好的理由是他们为公司的成功。

今天的竞争是供应链与供应链，而不是公司与公司，所以公司的供应链合作伙伴往往决定了公司的成功。

Wal-Mart’sstrategicfocusoncostisevidentintheircompetitive,productdevelopment,supplychain,andmarketingstrategy.Theirmarketingstrategyofadvertisingeverydaylowpricesappealstoconsumersanddoesnotdisruptthesupplychainbycausingsurgesindemand.Visitingoneoftheirbigboxstoresrevealslow-pri