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

1、供应链物流管理supply chain logistics management鲍尔索克斯 课后习题答案16章Chapter1：1. Why can the current movement toward establishing supply chains be characterized as a revolution?Because the current movement toward establishing supply chains has reshaped contemporary strategic thinking.Two massive shifts, supply ch

2、ain revolution and a related logistical renaissance, in expectation and practice concerning the performance of business operations are highly interrelated but they are significantly different aspects of contemporary strategic thinking.2. Compare the concept of a modern supply chain with more traditi

3、onal distribution channels. Be specific regarding similarities and differences.Traditional distribution channels typically had an order fulfillment time of 15-30 days. But if something went wrong, this time would increase dramatically. It was a common practice to maintain inventory at every stage of

4、 the supply chain like retailers, wholesalers, and manufacturers. The market was characterized by scarcity to the primary goal of traditional model was to ensure availability of products. However, today customers want more options in product offerings. Modern supply chain is geared towards meeting t

5、he changing consumer needs. Transportation capacity and operational performance has become more reliable and economical. Logistical systems are capable of capable of delivering products at exact times. So customer orders can be fulfilled faster. With massive development in information technology, th

6、e need to maintain inventory has reduced dramatically. The occurrence of failures, characteristic of traditional supply chain, has been replaced by a commitment towards zero-defect of six sigma performance. In essence a high level of performance is achieved at a lower total cost with commitment of f

7、ewer financial resources than that in the past. 3. What specific role does logistics play in supply chain operations?Logistics is the primary conduit of product and service flow within a supply chain arrangement. It is the work required to move and to position inventory throughout a supply chain. It

8、 is a combination of order management, inventory, transportation, warehousing, material handling and packaging as integrated throughout a facility network. Logistics is essential for effective supply chain connectivity.4. Describe “integrative management”. Be specific concerning the relationship bet

9、ween functionality and process.The challenge to achieving integrated management results from the long-standing tradition of performing and measuring work on a functional basis. Since the industrial revolution, achieving best practice has focused managerial attention on functional specialization. The

10、 prevailing belief was the better the performance of a specific function, the greater the efficiency of the overall process. The fundamental challenge of integrated management is to redirect traditional emphasis on functionality in an effort to focus on process achievement. Integrative process manag

11、ement seeks to identify and achieve lowest total cost by capturing trade-offs that exist between functions. The focus of integrated management is lowest total process cost, which is not necessarily the achievement of the lowest cost for each function included in the process. 5. In terms of enterpris

12、e extension, describe the importance of the information sharing and process specialization paradigms.The information sharing paradigm is the widespread belief that achieving a high degree of cooperative behavior requires that supply chain participants voluntarily share operating information and join

13、tly plan strategies. The guiding principle is that information sharing is essential among supply chain participants to collectively do the things customers demand faster and more efficiently.The process specialization paradigm is commitment to focusing collaborative arrangements on planning joint op

14、erations with a goal of eliminating nonproductive or non-value-adding redundancy by firms in a supply chain. The basic idea is to design the overall supply chain processes in a manner that identifies a specific firms competencies along with the responsibility and accountability to perform each eleme

15、nt of essential work in a manner that maximizes overall results.Importance: Sharing information and joint planning can reduce risk related to inventory positioning. Collaboration can eliminate duplicative or redundant work, such as repetitive quality inspection, by designating and empowering a speci

16、fied member of the supply chain to be fully responsible and accountable. Such extended enterprise integration introduces new challenges regarding measurement, benefit and risk sharing, trust, leadership, and conflict resolution.6. Describe and illustrate an integrated service provider. How does the

17、concept of integrated service provider differ from traditional service providers, such as for-hire transportation and warehousing?Integrated Service Providers (ISP) also known as third-party logistics providers provide a range of logistics services that includes all work necessary to service custome

18、rs. With the regulatory changes in the transportation the traditional logistics services providers started offering warehousing and shared transportation services. Therefore the ISPs initiated the radical shift from single function to multifunction outsourcing. Their services include order entry to

19、product delivery and in certain situations they also provide wide range of value-added services. For example United Parcel Services (UPS) stocks Nike shoes and warm-ups at its Louisville warehouse and processes orders hourly. All the related communication and financial administration are handled by

20、an UPS call center in San Antonio. Therefore UPS handles the basic logistics and value-added services for Nike.In contrast the traditional service providers, such as for-hire transportation and warehousing specialize in specific functions. For instance, the for-hire transportation industry consists

21、of carriers who specialize in moving products between geographic locations. The companies offering warehouse services are traditionally called public warehouses and they provide storage supplemented by specialized services. 7. Compare and contrast anticipatory and response-based business models. Why

22、 has responsiveness become popular in supply chain collaborations? Anticipatory and response-based business models are the two ways used by firms to fulfill customer requirements. However the fundamental difference in the two models is timing Anticipatory model has been the traditional business prac

23、tice, which was mainly forecast driven. Since information about purchasing behavior was not readily available, and the channel partners were loosely collaborating, businesses were driven by forecasts. However the forecasts used by the manufacturers, wholesales, distributors, and retailers were often

24、 different that led to a lot of excess inventory in the system. All the work was performed in anticipation of future projections, so the likelihood of misgauging customer requirements was very high. In addition each firm in the chain duplicated the anticipatory process. Response-based model aims to

25、reduce or eliminate forecast reliance by joint planning and rapid exchange of information between supply chain partners. This model has been made possible because managers can now obtain and share accurate sales information faster. Consequently customers can be provided with their desired items fast

26、er. This model requires fewer steps and therefore less cost to complete a fulfillment process compared to the anticipatory model. Response-based model is similar to a build to order model however the former has a faster response time and allows higher degree of customization.Responsiveness propelled

27、 by information technology development has become the cornerstone of todays supply chain collaboration. Higher responsiveness can not only increase the level of customer satisfaction but can also reduce the overall cost of doing that.8. Compare and contrast manufacturing and geographic postponement.

28、Manufacturing and geographic postponement are strategies and practices that reduces the anticipatory risks of supply chain performance. The factors favoring one pr the other form depends on the volume, value, competitive initiatives desired customer service levels. Manufacturing or form postponement

29、 aims at manufacturing the products one order at a time with no preparatory work or component procurement until the customer specifications are fully known and customer commitment is received. The goal of this postponement strategy is to maintain products in a neutral or non-committed status as long

30、 as possible. In an ideal situation a standard or base product is manufactured in large quantities to obtain economy of scale while deferring the finalization until the customer commitment. In this scenario, economy of scope is introduced by producing the base product to accommodate a wide range of

31、different customers. An example of manufacturing postponement is observed in mixing paint color at retail stores to accommodate the individual customers request. This strategy not only reduces the risks of logistics malfunction but also increases the use of light manufacturing and final assembly at

32、logistical facilities On the other hand, Geographical or logistical postponement focuses on response acceleration. This strategy aims to build and stock a full-line inventory at one or more strategic locations. Forward deployment of inventory is postponed until the customer order is received. In an

33、ideal situation this postponement strategy eliminates the risk of anticipatory risk of inventory deployment while retaining manufacturing economy scale. An example of geographical postponement is the Sears Store Delivery System. The logistics of the appliances is not initiated till the customer order is received. An appliance purchased on Mon