供应链管理要点.docx

供应链管理要点.docx

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供应链管理要点

第一章：

Totalcost=transformationcosts+transactioncosts

SCMisasetofapproachesutilizedtoefficientlyintegratesuppliers,manufacturers,warehouses,andstores,sothatmerchandiseisproducedanddistributedattherightquantities,totherightlocations,andattherighttime,inordertominimizesystemwidecostswhilesatisfyingservicelevelrequirements.

Workflow、Physicalflow、Fundflow、Informationflow

Managementfocuson:

GlobalOptimization

ManagingUncertainty

ToolsandStrategiesforOptimization

DecisionSupportSystems

InventoryControl

NetworkDesign

DesignforLogistics

CrossDocking

ConflictingObjectivesintheSupplyChain

1.Purchasing

2.Manufacturing

3.Warehousing

4.Customers

WhyIsUncertaintyHardtoDealWith?

Matchingsupplyanddemandisdifficult.

Inventoryandback-orderlevelstypicallyfluctuatewidelyacrossthesupplychain.

Forecastingdoesn’tsolvetheproblem.

Demandisnottheonlysourceofuncertainty:

Leadtimes/Yields/Transportationtimes/ComponentAvailability

Recenttrendsmakethingsmoreuncertain

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

Servicelevel

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.

SUMMARY：

NetworkPlanningCharacteristics

NetworkDesign

InventoryPositioningandManagement

ResourceAllocation

Decisionfocus

Infrastructure

Safetystock

ProductionDistribution

PlanningHorizon

Years

Months

Months

AggregationLevel

Family

Item

Classes

Frequency

Yearly

Monthly/Weekly

Monthly/Weekly

ROI

High

Medium

Medium

Implementation

VeryShort

Short

Short

Users

VeryFew

Few

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

Answer:

Infrastructure

Fivemajorcausesofthebullwhipeffect:

Demandforecastupdating

Leadtime

Orderbatching

Pricefluctuation

Inflatedorders

Eachofthefiveforcesinconcertwiththechain'sinfrastructurecreatethebullwhipeffect

Reorder-point:

LAVG+zSTDL1/2

MethodsforCopingwiththeBullwhip

Reducinguncertainty.Centralizinginformation

Reducingvariability.（EDLP）

Lead-timereduction（EDI）.]

Strategicpartnerships（VMI）

ContractualIncentivestoGetTrueForecastsfromBuyers

CapacityReservationContract

AdvancePurchaseContract

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.