供应链管理要点.docx

1、供应链管理要点第一章：Total cost = transformation costs+ transaction costsSCM is a set of approaches utilized to efficiently integrate suppliers, manufacturers, warehouses, and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time, in ord

2、er to minimize systemwide costs while satisfying service level requirements.Work flow、Physical flow、Fund flow、Information flowManagement focus on: Global Optimization Managing UncertaintyTools and Strategies for Optimization Decision Support Systems Inventory Control Network Design Design for Logist

3、ics Cross DockingConflicting Objectives in the Supply Chain1. Purchasing2. Manufacturing3. Warehousing4. CustomersWhy Is Uncertainty Hard to Deal With? Matching supply and demand is difficult. Inventory and back-order levels typically fluctuate widely across the supply chain. Forecasting doesnt solv

4、e the problem. Demand is not the only source of uncertainty: Lead times/ Yields/ Transportation times/ Component Availability Recent trends make things more uncertain Lean manufacturing/ Outsourcing/ Off-shoringDealing with Uncertainty Pull Systems Risk Pooling Centralization Postponement Strategic

5、Alliances Collaborative ForecastingThe Development of SCM MRP (Materials Requirements Planning) Purchase/Production of orders to forecasted/on-hand orders MRP II (Manufacturing Resource Planning) Capacity planning, financial etc. added ERP (Enterprise Resource Planning) Includes Human resources etc.

6、 Transaction based, does not take into account Constraints Built for recording what already happened, rather planning for what will be. SCM (Supply Chain Management) Intra-enterprise integrationImportant Elements of Supply Chain ManagementPurchasing - Supplier alliances, supplier management, strateg

7、ic sourcingOperations - Demand management, MRP, ERP, JIT, TQMDistribution - Transportation management, customer relationship management, network design, service response logisticsIntegration - Coordination/Integration activities, global integration problems, performance measurementSupply Chain Study

8、 is Complicated-Summary Supply chain is a complicated network Global locations Conflicting objectives of different supply chain members The summation of members local optimization SC global optimization Supply chain is dynamic system, its status will vary with time. Demand and suppliers capacity may

9、 change with time Uncertainty exists in the whole SC Uncertainty exists in different processes and members Uncertainty is not easy to handle第二章：Cost Structure Order costs Holding CostsEOQ Modeling Assumptions1. Production is instantaneous2. Delivery is immediate3. Demand is deterministic4. Demand is

10、 constant over time 5. A production run incurs a fixed setup cost6. Products can be analyzed singly Optimal Quantity = (2*Demand*Order Cost)/holding costThe three principles of all forecasting techniques: Forecasting is always wrong The longer the forecast horizon the worse is the forecast Aggregate

11、 forecasts are more accurateProfit = Revenue - Variable Cost - Fixed Cost + SalvageTWO POLICIES Continuous review policy Periodic review policyNotation AVG = average daily demand STD = standard deviation of daily demand LT = replenishment lead time in days h = holding cost of one unit for one day K

12、= fixed cost SL = service level (for example, 95%). This implies that the probability of stocking out is 100%-SL (for example, 5%) Also, the Inventory Position at any time is the actual inventory plus items already ordered, but not yet delivered. (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: Wheneve

13、r the inventory position drops below a certain level, s, we order to raise the inventory position to level S. The reorder point is a function of: The Lead Time Average demand Demand variability Service level Everything else being equal, service level will be higher for products with: high profit mar

14、gin high volume low variability short lead timeCentralized or Decentralized system has the effect on: Safety stock Service level Overhead Lead time Transportation CostsInventory Management: Best PracticeTop Seven Periodic inventory review. Tight management of usage rates, lead times, and safety stoc

15、k. Reduce safety stock levels. Introduce or enhance cycle counting practice. ABC approach. Shift more inventory or inventory ownership to suppliers. Quantitative approaches. Forecasting method: Judgment methods（Delphi） Market research methods Time Series methods Causal methodsSUMMARY： Matching suppl

16、y with demand a major challenge Forecast demand is always wrong Longer the forecast horizon, less accurate the forecast Aggregate demand more accurate than disaggregated demand Need the most appropriate technique Need the most appropriate inventory policy第三章：The Logistics Network consists of: Facili

17、ties:Vendors, Manufacturing Centers, Warehouse/Distribution Centers, and Customers Raw materials, WIP (Work in Process, 在制品) and finished products that flow between the facilities.Decision Classifications：Strategic Planning、Tactical Planning、Operational ControlThree Hierarchical Steps Network design

18、 Inventory positioning Resource allocationKey Strategic Decisions Determining the appropriate number of facilities such as plants and warehouses. Determining the location of each facility. Determining the size of each facility. Allocating space for products in each facility. Determining sourcing req

19、uirements. Determining distribution strategies, i.e., the allocation of customers to warehouse Warehouse Costs Handling costs Fixed costs Storage costs Three Different Product Categories High variability - low volume products Low variability - high volume products, and Low variability - low volume p

20、roducts.SUMMARY：Network Planning CharacteristicsNetwork DesignInventory Positioning and ManagementResource AllocationDecision focusInfrastructureSafety stockProduction DistributionPlanning HorizonYearsMonthsMonthsAggregation LevelFamilyItemClassesFrequencyYearlyMonthly/WeeklyMonthly/WeeklyROIHighMed

21、iumMediumImplementationVery ShortShortShortUsersVery FewFewFew第四章：Type of Component Strategic Components Commodity Products Indirect MaterialMTO Contract：Supply Contract、Quantity Flexibility Contracts、Sales Rebate Contracts Buy-back contracts、Revenue sharing contracts MTS Contract：Pay-Back Contract、

22、Cost-Sharing ContractContracts with Asymmetric Information Capacity Reservation Contract Advance Purchase ContractContracts for Non-Strategic Components Long-Term Contracts（forward or fixed commitment contracts） Flexible or Option Contracts Spot Purchase Portfolio Contracts Appropriate Mix of Contra

23、cts第五章：The bullwhip effect occurs when the in the supply chain are amplified as they moved up the supply chain. Answer: demand order variabilityProblems Caused by the Bullwhip Effect1、Increased safety stock2、Reduced service level3、Inefficient allocation of resources4、Increased transportation costsBu

24、llwhip effect is a consequence of the players rational behavior within the supply chains infrastructureThis important distinction implies that companies wanting to control the bullwhip effect have to focus on modifying the supply chains and related processes rather than the decision makers behavior

25、Answer: InfrastructureFive major causes of the bullwhip effect: Demand forecast updating Lead time Order batching Price fluctuation Inflated ordersEach of the five forces in concert with the chains infrastructure create the bullwhip effectReorder-point: LAVG+ zSTDL1/2 Methods for Coping with the Bul

26、lwhip Reducing uncertainty. Centralizing information Reducing variability. （EDLP） Lead-time reduction(EDI). Strategic partnerships（VMI）Contractual Incentives to Get True Forecasts from Buyers Capacity Reservation Contract Advance Purchase ContractSummary The bullwhip effect suggests that variability

27、 in demand increases as one moves up in the supply chain. Increase in variability causes significant operational inefficiencies Specific techniques to “counteract” bullwhip effect Information sharing, i.e., centralized demand information. Incentives to share credible forecasts Alignments of expectat

28、ions associated with the use of information. Interaction of various supply chain stages. A series of trade-offs both within and between the different stages. Information is the key enabler of integrating the different supply chain stages Information can be used to reduce the necessity of many of the

29、se trade-offsConclusion Context fashion items, seasonal, high uncertainty in demand Newsvendor with Risk Pooling provides way to plan for and exploit postponement options Results in higher profits, 95% service level, better mix of end-of-year inventory. Results in much different inventory plan great

30、er use of blanks and local finishing Project resulted in planning tool and new insights for planning for Reebok, and a thesis! A second project focused on forecasting第六章：The Key Difference Between Push and Pull（Most production systems are hybrid of pull and push.） Push Systems: schedule work releases based on demand. inherently due-date driven control release rate, observe WIP level Pull Systems: authorize work releases based on system status.