供应链管理(第三版)马士华CHAP-02
供应链管理—马士华 (2)
平衡的供应链可以实现各主要职能（采购/低采购成本、生产/规模效益、分销/低运输成本、市场/产品多样化和财务/资金运转快）之间的均衡。
3.有效性供应链和反应性供应链
ቤተ መጻሕፍቲ ባይዱ
根据供应链的功能模式（物理功能和市场中介功能）可以把供应链划分为两种：有效性供应链（Efficient Supply Chain）和反应性供应链（Responsive Supply Chain）。有效性供应链主要体现供应链的物理功能，即以最低的成本将原材料转化成零部件、半成品、产品，以及在供应链中的运输等；反应性供应链主要体现供应链的市场中介的功能，即把产品分配到满足用户需求的市场，对未预知的需求做出快速反应等。两种类型的供应链的比较见表2-1。
供应链管理是一种集成的管理思想和方法，它执行供应链中从供应商到最终用户的物流的计划和控制等职能。例如，伊文斯（Evens）认为：供应链管理是通过前馈的信息流和反馈的物料流及信息流，将供应商、制造商、分销商、零售商，直到最终用户连成一个整体的管理模式。菲利浦（Phillip）则认为供应链管理不是供应商管理的别称，而是一种新的管理策略，它把不同企业集成起来以增加整个供应链的效率，注重企业之间的合作。最早人们把供应链管理的重点放在管理库存上，作为平衡有限的生产能力和适应用户需求变化的缓冲手段，它通过各种协调手段，寻求把产品迅速、可靠地送到用户手中所需要的费用与生产、库存管理费用之间的平衡点，从而确定最佳的库存投资额。因此其主要的工作任务是管理库存和运输。现在的供应链管理则把供应链上的各个企业作为一个不可分割的整体，使供应链上各企业分担的采购、生产、分销和销售的职能成为一个协调发展的有机体。
※ 信息系统落后。我国大多数企业仍采用手工处理方式，企业内部信息系统不健全、数据处理技术落后，企业与企业之间的信息传递工具落后，没有充分利用EDI、Internet等先进技术，致使信息处理不准确、不及时，不同地域的数据库没有集成起来。
供应链管理马士华答案
供应链管理马士华答案【篇一：供应链管理重点(马士华版)】应链：供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料开始，制成中间产品以及最终产品，最后由销售网络把产品送到消费者手中的将供应商、制造商、分销商、零售商，直到最终用户连成一个整体的功能网络结构。
2.供应链管理：供应链管理就是使供应链运作达到最优化，以最少的成本，让供应链从采购开始，到满足最终顾客的所有过程，包括工作流、实物流、资金流和信息流等均能高效率地操作，把合适的产品、以合理的价格，及时、准确地送到消费者手上。
3.供应链管理涉及的内容：①主要领域：需求、计划、订单交付、供应、回流；②支持平台：对供应链全程提供物流支持和信息支持的平台；③基本职能：产品工程、产品技术保证、采购、生产控制、库存控制、仓储管理、分销管理；④辅助职能：客户服务、制造、设计工程、会计核算、人力资源、市场营销。
4.供应链管理思想产生的必然性：市场需求与竞争环境变化→企业机会成本增加→实行业务外包→企业间交易成本增加→企业间合作与联盟→供应链管理。
5.传统与现代供应链管理区别：①供应链管理把供应链中所有节点企业看作一个整体；②供应链管理强调和依赖战略管理；③对所有相关企业采用集成的思想和方法；④强调通过与合作企业建立战略合作伙伴关系；⑤供应链管理的协调与激励机制。
6.供应链运作的协调与协同：①供应链的核心机制是“竞争—合作—协调”，其中协调是供应链管理成功与否的关键；②对供应链协调的研究（买方—卖方协调、生产—分销协调、库存—分销协调、供应链网络结构中物流过程的协调、基于internet的供应链协调机制）。
7.供应链管理的基本思想1.“横向一体化”的管理思想。
2.非核心业务一般应采取外包的方式分散给业务伙伴，并与业务伙伴结成战略联盟关系。
3.供应链企业间形成的是一种合作性竞争。
4.以顾客满意度作为目标的服务化管理。
5.供应链管理追求物流、信息流、资金流、工作流和组织流的集成。
供应链管理马士华精选 课件
• 马士华等著：供应链管理，机械工业出版社，2000 • （美）唐纳德 .J. 鲍尔索克斯等著、林国龙等翻译， 物流管 理，机械工业出版社，1999 • （美）大卫.辛奇-利维等著、季建华等翻译，供应链设计与 管理——概念、战略与案例研究，上海远东出版社，2000 • Michigan State University: 21st century logistics: Making Supply Chain Integration a Reality, 1999 • Andrew J Berger, John L Gattorna: Supply Chain Cybermastery, 2001 • B.Fleischmann et al: Advances in Distribution Logistics, Springer, 1998
电子合同
研究直接通过Web辨别供应来源和签定合同。
• eManufacturing 电子化制造
利用因特网和企业内部网实现制造过程集成以及和外部 供应链的集成。
第2章 供应链管理基础
第1节 世纪企业所面临的竞争环境
– – – – –
市场环境的变化 信息社会、网络时代的到来 资源获取的难度 社会利益的压力，如环保要求 消费需求的变化 • 个性化 • 及时化 • 平民化 • 便利化
推动式计划 库存信息 库存信息 推动 拉动 总体的用户需求 全球物料 计划系统 库存信息 用户需求 拉动 拉动
几个月
2个星期
一个星期
一个星期
零部件制造商
最终装配
分销中心
零售商
用户
2000 用户化的敏捷供应链
用户需求 Internet 信息系统 拉动 拉动 拉动 拉动 单个的用户需求
供应链管理-马士华讲义(第三章)
多级的供应链系统设计——例1 例 多级的供应链系统设计
假设： 单个产品 两个工厂P1和P2 工厂P2的年生产能力是60000个产品 两个工厂的生产成本相同 两个分销中心W1、W2，具有相同的库存成本 有三个市场C1、C2、C3，需求量分别为50000、100000、50000个产品。
3
C1
(50000)
3
P1
0 4 5
W1
2
4
C2
1 2 5
(100000)
(60000) P2
2
W2
C3(50000) Nhomakorabea 方法三：一种优化算法的出的结果。
目标函数： MIN=0 P11+5 P12+4 P21+2 P22+3 W11+4 W12+5 W13+2 W21 +1 W22+2 W23; 需求约束：W11+W21=50000; W12+W22=100000; W13+W23=50000; 供应约束： P11+P12 =140000; P21+P22 =60000; 分销中心不存留产品： P11+P21-W11-W12-W13=0; P12+P22-W21-W22-W23=0; 所有变量大于等于零： P11…P22>=0; W11…W23>=0.
第3章 供应链系统的设计 Designing Supply Chain System
第1节 供应链体系结构形式 节
A B C D E
自 然 界
供 应 商
制 造 商
分 销 商
用 户
直链模式
C1 D1 B1 B2 · · · Bn · · · Ck Dm C3 · · · C2 D2
供应链管理马士华
分销中心 (欧洲代理商)
欧洲经销商
消费者
在温哥华完成
供应商
打印机箱制 造
分销中心 (亚洲代理商)
亚洲经销商
消费者
供应链网链结构示意图
源
零件供应商 制造商 分销 零售 用户 供应商 核心企业 分销商
汇
供应商的供应商
物流 信息流 资金流
核心企业：制造商、零售商，等等
第2节 供应链管理的研究与发展
• eProcurement
电子化采办
通过因特网采购和办理产品和服务的活动。
• eMarketplace 电子集市
通过因特网把具有共享采购成本和联合采购能力目标的 企业组合起来。
• Employee-centric portal 员工中心门户
能够从一个集中的地方获取为企业员工使用的所有工具、 信息和资源。
第1章
导论
Introduction
第1节 引言
• 供应链管理的含义
– 供应链管理：Supply Chain Management – 供应链：是在相互关联的部门或业务伙伴之间所发生
的物流、资金流和信息流、覆盖从产品(或服务)设计、 原材料采购、制造、包装到支付给最终用户的全过程。
– 供应链管理：为以最小成本并满足客户需要的服务
1、供应链管理的研究
– 美国的大学及研究机构 供应链管理的概念提出来后，立刻在理论界得 到了迅速响应，一批学者投身于该领域的研究：
• 斯坦福大学国际供应链论坛 • 西北大学工业工程与管理科学系 • 其他大学及研究所
– 美国的工业界
• SCC的创立 为了帮助企业实施供应链管理，以两个咨询公 司——PRTM和AMR为主，加上其他美国的几个领 先的企业，组成了一个小组，并于1996年宣布成立 了供应链理事会（Supply-Chain Council）。目前有 数百家会员单位。 • SCC选择了一个参考模型，经过发展、试验、完善， 于1997年发布出了供应链参考模型——SCOR。 • SCC将供应链参考模型（SCOR）看作描述和改进 运作过程效率的工业标准。SCC成员支持SCOR作 为供应链管理的标准模式。
第2章供应链管理基础理论马士华
三、集成化供应链管理的效益
n 总供应链管理成本降低超过10% n 中型企业的准时交货率提高15% n 订单满足提前期缩短25-35% n 中型企业增值生产率提高超过10% n 绩优企业资产运营业绩提高15-20% n 中型企业的库存降低3%，绩优企业的库存降低15% n 绩优企业在现金流周转周期上比一般企业保持40-50天的优势
与激励机制 n 没有建立对不确定性变化的跟踪与管理系统，整个系统
的风险较大。 n 与供应商和经销商都缺乏简历战略伙伴关系的意识
•2 第2章供应链管理基础理论马士华
第二节 供应链管理要素及结构体系框架
集成化供应链管 理
同步化、集成化生产计划
供应
生产作业
订单交 付
需求管理 回流
供应链全程物流管理
基于Internet/Intranet的全球信息网络 各种技术支持
•13 第2章供应链管理基础理论马士华
第三节 供应链体系结构
一、供应链系统的特征 二、供应链的类型 三、“推—拉”结合的供应链
第2章供应链管理基础理论马士华
一、供应链系统的特征
➢ 复杂性 ➢ 动态性 ➢ 响应性 ➢ 交叉性
•15 第2章供应链管理基础理论马士华
二、供应链的类型
（一）稳定的供应链和动态的供应链 （二）平衡的供应链和失衡的供应链 （三）效率型供应链和响应型供应链 （四）敏捷性供应链
第2章供应链管理基础理 论马士华
2020/11/25
第2章供应链管理基础理论马士华
第一节 传统企业运作模式及存在的问题
n 企业生产与经营系统的设计没有考虑供应链的影响 n 供、产、销系统没有形成“链” n 部门主义障碍 n 信息共享性差 n 库存管理系统满足不了供应链管理的要求 n 没有市场响应、用户服务、供应链管理方面的评价标准
供应链管理要点(马士华版).doc
供应链管理要点(马士华版)第一章供应链管理产生的背景。
21世纪企业面临的环境特征p1——p2(1)信息爆炸的压力。
(2)技术进步越来越快。
(3)高新技术的应用范围越来越广。
(4)市场全球化和劳动力竞争。
(5)产品开发的难度越来越大。
(6)可持续发展的要求。
(7)全球技术支持和售后服务(8)用户的要求越来越苛刻。
2 . 21世纪全球市场竞争的主要特征p4-(2)技术进步越来越快。
(3)高新技术的应用范围越来越广。
(4)市场全球化和劳动力竞争。
(5)产品开发的难度越来越大。
(6)可持续发展的要求。
(7)全球技术支持和售后服务(8)用户的要求越来越苛刻。
2 . 21世纪全球市场竞争的主要特征p4:供应链是一个以核心企业为中心的功能性网络结构，控制信息流、物流和资金流，从购买原材料开始制造中间产品和最终产品，最后通过销售网络将产品发送给消费者，将供应商、制造商、分销商和零售商连接到整个最终用户。
P169。
供应链的特征:复杂性，动态性，面向用户的需求，交叉点p1810。
供应链管理: 供应链管理是优化供应链的运作，使供应链从采购到满足最终客户的所有过程，包括工作流程、实际物流、资金流和信息流，都能以最低的成本有效运作，并以合理的价格及时准确地将合适的产品交付给消费者。
供应链管理战略p20——p23(1)的主要内容是制定供应链管理实施战略(同时在企业内外采取有效措施；充分发挥信息的作用；供应链企业的组成和运作；计算机技术和人工智能技术的广泛应用；方法指南；标准和法规的作用；(2)推拉式供应链制造商推动:(1)特点(集成度低、需求变化大、缓冲库存高)；(2)流程(供应商←制造商→经销商→零售商→用户-p169。
供应链的特征:复杂性，动态性，面向用户的需求，交叉点p1810。
供应链管理: 供应链管理是优化供应链的运作，使供应链从采购到满足最终客户的所有过程，包括工作流程、实际物流、资金流和信息流，都能以最低的成本有效运作，并以合理的价格及时准确地将合适的产品交付给消费者。
马士华供应链管理讲义
• eContracting 电子合同
研究直接通过Web辨别供应来源和签定合同。
• eManufacturing 电子化制造
利用因特网和企业内部网实现制造过程集成以及和外部 供应链的集成。
第2章 供应链管理基础
第1节 世纪企业所面临的竞争环境
– 市场环境的变化 – 信息社会、网络时代的到来 – 资源获取的难度 – 社会利益的压力，如环保要求 – 消费需求的变化
能够从一个集中的地方获取为企业员工使用的所有工具、 信息和资源。
• ePayment 电子化支付
通过因特网支付产品或服务的费用。
• eRequisitioning 电子指令
通过因特网发出的订货指令。
• eAuctioning 电子拍卖
借助因特网，通过竞标以获得产品和服务的电子采 购技术。
• eBuying 电子采购
• eIntelligence 电子情报
研究如何利用因特网鉴别、收集和使用内部和 外部数据支持电子采购的活动。
• eProcurement 电子化采办
通过因特网采购和办理产品和服务的活动。
• eMarketplace 电子集市
通过因特网把具有共享采购成本和联合采购能力目标的 企业组合起来。
• Employee-centric portal 员工中心门户
–强调核心竞争力 –资源外用(Outsourcing) –合作性竞争 –以顾客满意度为目标的服务化管理 –物流、信息流、资金流、工作流、组织流的集成 –借助信息技术实现管理目标 –延迟制造(Postponement)原则 –更加关注物流企业的参与 –缩短物流周期与缩短制造周期同等重要
供应链与传统的供应系统(Logistics：后勤体系) 的区别。传统的供应系统体系是“从采购到销 售”，而供应链是“从需求市场到供应市场”。
供应链管理第三版课件
一、构建供应链第三方物流供需 联盟
1. 供应链物流需求方动机与风险规避 （1）物流需求主体的动机生产或销售企业采 用第三方物流的主要动机 （见图6-7）。
二、构建供应链战略联盟
1. 供应链管理战略联盟概述 供应链管理战略联盟往往基于供应链成员信息 系统的集成，如ERP、BPR等。跨国公司在同供应 商的创新合作时探索出三种模式（见图6-13）。
图6-13 跨国公司在同供应商的创新合பைடு நூலகம்时 探索出的三种模式
二、构建供应链战略联盟
随着中国加入WTO，跨国公司进军中国 市场的步伐加快。特别是那些国际著名的企业 已纷纷抢滩登岸。世界500强中绝大多数都已 在我国设立机构、开展业务，国际物流前10名 企业中UPS、FedEx、TPG在中国都设有机构。
（2）第三方物流企业的风险 与用户企业结成战略联盟后，第三方物流 企业面临的主要风险（见图6-11）。
图6-11 与用户企业结成战略联盟后， 第三方物流企业的风险
一、构建供应链第三方物流供需 联盟
（3）第三方物流企业风险回避措施 第三方物流企业可采取的风险回避的主要 措施（见图6-12）。
图6-12 第三方物流企业风险回避的主要措施
能正确讲述供应链中第三方物流企业与 制造企业、销售企业间建立物流联盟、企业 联盟的理论和实践问题。
能清晰的说明供应链企业联盟物流需求 方、供给方的动机与风险规避问题。
训练学生应用供应链企业联盟的策略 和方法的技能。
训练学生评价供应链合作伙伴的技能。
第一节 供应链企业联盟概述
供应链管理第三版马士华
创造 性团
队
顾客 化
策略
集成化计划
顾客化需求
信息 共享
同步性评价
满意度评价
图6 集成化供应链管理理论模型
二、集成化供应链管理的实现
(一)实施供应链管理要解决的若干问题
• 供应链的高成本（大约占净销售值的５％ ～２ ０％）
• 库存水平过高（库存水平经常保持在３ ～５ 个 月）
• 部门之间的冲突 • 目标重构 • 产品生命周期变短带来的敏捷性要求 • 外部竞争加剧 • 经济发展的不确定性增加 • 价格和汇率的影响 • 用户多样化需求
第一节 供应链的类型分析
一、 供应链的特征
• 复杂性 • 动态性 • 面向用户需求 • 交叉性
二、供应链的类型ຫໍສະໝຸດ • 稳定的供应链和动态的供应链
• 平衡的供应链和倾斜的供应链
• 效率性供应链和响应性供应链
• 风险规避供应链和敏捷供应链
需求不确定性
低 (功能型产品)
高(创新型产品)
低 (稳定流程)
效率性供应链
• 所有的人和部门都应对共同任务有共同的 认识和了解，去除部门障碍，实行协调工 作和并行化经营
• 风险分担与利益共享
（二）集成化供应链管理实现的步骤
阶段1：基础建设 物料流
用户服务
采购 物料控制 生产 销售 分销
阶段2：职能集成 物料流
用户服务
物料管理 制造管理
分销
阶段3：内部供应链集成 物料流
用户服务
三、扩展企业的目标与特征
(一)扩展企业合作的目标
• 缩短物料加工、信息处理、产品开发、 信息基础设施建设的周期。
• 提高对产品上市时间的要求，开展基 于时间的竞争。
供应链管理第3版 ChopraChapter 2_NEW
Chapter 2Supply Chain Performance: Achieving Strategic Fit and ScopeTrue/False1. A company’s competitive strategy defines the set of customer needs that it seeksto satisfy through its products and services.Answer: TrueDifficulty: Easy2. The value chain emphasizes the close relationship between all the functionalstrategies within a company.Answer: TrueDifficulty: Moderate3. A company’s product development strategy defines the set of customer needs that itseeks to satisfy through its products and services.Answer: FalseDifficulty: Moderate4. A company’s product development strategy specifies the portfolio of new productsthat it will try to develop.Answer: TrueDifficulty: Easy5. A company’s supply chain strategy specifies how the market will b e segmentedand how the product will be positioned, priced, and promoted.Answer: FalseDifficulty: Easy6. A company’s supply chain strategy determines the nature of procurement andtransportation of materials as well as the manufacture and distribution of the product.Answer: TrueDifficulty: Easy7. The degree of supply chain responsiveness should be consistent with the implieduncertainty.Answer: TrueDifficulty: Easy8. The degree of supply chain responsiveness does not need to be consistent with theimplied uncertainty.Answer: FalseDifficulty: Moderate9. To achieve complete strategic fit, a firm must ensure that all functions in the valuechain have consistent strategies that support the competitive strategy.Answer: TrueDifficulty: Moderate10. To achieve complete strategic fit, a firm must ensure that all functions in the valuechain have diverse strategies that support functional goals.Answer: FalseDifficulty: Moderate11. Because demand and supply characteristics change, the supply chain strategy mustchange over the product life cycle if a company is to continue achieving strategic fit.Answer: TrueDifficulty: Easy12. The supply chain strategy must be established at the beginning of the product lifecycle and not changed if a company is to continue achieving strategic fit.Answer: FalseDifficulty: Easy13. To retain strategic fit, supply chain strategy must be adjusted over the life cycle of aproduct and as the competitive landscape changes.Answer: TrueDifficulty: Moderate14. The intercompany scope of strategic fit is essential today because the competitiveplaying field has shifted from company versus company to supply chain versussupply chain.Answer: TrueDifficulty: Moderate15. The intercompany scope of strategic fit is no longer relevant today because thecompetitive playing field has shifted from company versus company to supply chain versus supply chain.Answer: FalseDifficulty: Easy16. The intercompany scope of strategic fit requires firms to evaluate every action in thecontext of the entire supply chain.Answer: TrueDifficulty: Moderate17. There is a close connection between the design and management of supply chainflows and the success of a supply chain.Answer: TrueDifficulty: EasyMultiple Choice1. A company’s competitive strategya. defines the set of customer needs that it seeks to satisfy through itsproducts and services.b. specifies the portfolio of new products that it will try to develop.c. specifies how the market will be segmented and how the product will bepositioned, priced, and promoted.d. determines the nature of procurement and transportation of materials aswell as manufacture and distribution of the product.e. determines how it will obtain and maintain the appropriate set of skills andabilities to meet customer needs.Answer: aDifficulty: Moderate2. A company’s product development strategya. defines the set of customer needs that it seeks to satisfy through itsproducts and services.b. specifies the portfolio of new products that it will try to develop.c. specifies how the market will be segmented and how the product will bepositioned, priced, and promoted.d. determines the nature of procurement and transportation of materials aswell as manufacture and distribution of the product.e. determines how it will obtain and maintain the appropriate set of skills andabilities to meet customer needs.Answer: bDifficulty: Easy3. A company’s marketing and sales strategya. defines the set of customer needs that it seeks to satisfy through itsproducts and services.b. specifies the portfolio of new products that it will try to develop.c. specifies how the market will be segmented and how the product will bepositioned, priced, and promoted.d. determines the nature of procurement and transportation of materials aswell as manufacture and distribution of the product.e. determines how it will obtain and maintain the appropriate set of skills andabilities to meet customer needs.Answer: cDifficulty: Moderate4. A company’s supply chain strategya. defines the set of customer needs that it seeks to satisfy through itsproducts and services.b. specifies the portfolio of new products that it will try to develop.c. specifies how the market will be segmented and how the product will bepositioned, priced, and promoted.d. determines the nature of procurement and transportation of materials aswell as manufacture and distribution of the product.e. determines how it will obtain and maintain the appropriate set of skills andabilities to meet customer needs.Difficulty: Easy5. Which of the following determines the nature of procurement of raw materials,transportation of materials to and from the company, manufacture of the product or operation to provide the service, and distribution of the product to the customer along with follow-up service?a. Competitive strategyb. Product development strategyc. Marketing and sales strategyd. Supply chain strategye. none of the aboveAnswer: dDifficulty: Easy6. Which of the following defines the set of customer needs that a company seeks tosatisfy through its products and services?a. Competitive strategyb. Product development strategyc. Marketing and sales strategyd. Supply chain strategye. none of the aboveAnswer: aDifficulty: Moderate7. Which of the following specifies how the market will be segmented and how theproduct will be positioned, priced, and promoted?a. Competitive strategyb. Product development strategyc. Marketing and sales strategyd. Supply chain strategye. none of the aboveAnswer: cDifficulty: Moderate8. Which of the following specifies the portfolio of new products that a company will tryto develop?a. Competitive strategyb. Product development strategyc. Marketing and sales strategyd. Supply chain strategye. all of the aboveAnswer: bDifficulty: Easy9. A supply chain strategy includesa. supplier strategy.b. operations strategy.c. logistics strategy.d. all of the abovee. none of the aboveDifficulty: Moderate10. A supply chain strategy involves decisions regardinga. inventory.b. transportation.c. operating facilities.d. information flows.e. all of the aboveAnswer: eDifficulty: Moderate11. A supply chain strategy involves decisions regarding all of the following excepta. inventory.b. transportation.c. new product development.d. operating facilities.e. information flows.Answer: cDifficulty: Moderate12. Which of the following is a key to the success or failure of a company?a. The competitive strategy and all functional strategies must fit together toform a coordinated overall strategy.b. Each functional strategy must support other functional strategies and helpa firm reach its competitive strategy goal.c. The different functions in a company must appropriately structure theirprocesses and resources to be able to execute strategies successfully.d. All of the above are keys to success.e. None of the above are a key to success.Answer: dDifficulty: Moderate13. Which of the following is not a key to the success or failure of a company?a. The competitive strategy and all functional strategies must fit together to forma coordinated overall strategy.b. Each functional strategy must support other functional strategies and help afirm reach its competitive strategy goal.c. The different functions in a company must appropriately structure theirprocesses and resources to be able to execute strategies successfully.d. All of the above are keys to success.e. None of the above are a key to success.Answer: dDifficulty: Moderate14. Which of the following is not a key to the success or failure of a company?a. The competitive strategy and all functional strategies must fit together toform a coordinated overall strategy.b. The competitive strategy and all functional strategies operateindependently of each other.c. The different functions in a company must appropriately structure theirprocesses and resources to be able to execute strategies successfully.d. Each functional strategy must support other functional strategies and helpa firm reach its competitive strategy goal.e. All of the above are keys to success.Answer: bDifficulty: Moderate15. Which of the following are basic steps to achieving strategic fit?a. Understanding the customer and supply uncertainty.b. Understanding the supply chain capabilities.c. Achieving strategic fit.d. All of the above are basic steps to achieving strategic fit.e. None of the above are a basic step to achieving strategic fit.Answer: dDifficulty: Moderate16. Which of the following is not a basic step to achieving strategic fit?a. Achieving strategic fit.b. Understanding the supply chain capabilities.c. Determining the response time that customers are willing to tolerate.d. Understanding the customer and supply uncertainty.e. none of the aboveAnswer: cDifficulty: Moderate17. Customer demand from different segments varies along which of the followingattributes?a. The quantity of product needed in each lot.b. The response time that customers are willing to tolerate.c. The variety of products needed.d. The service level required.e. all of the aboveAnswer: eDifficulty: Easy18. Which of the following is not an attribute along which customer demand varies?a. The uniqueness of the product.b. The quantity of product needed in each lot.c. The variety of products needed.d. The desired rate of innovation in the product.e. All of the above are attributes.Answer: aDifficulty: Moderate19. The uncertainty of customer demand for a product is thea. rate of strategic uncertainty.b. demand uncertainty.c. implied demand uncertainty.d. average forecast error.e. none of the aboveAnswer: bDifficulty: Moderate20. The uncertainty that exists due to the portion of demand that the supply chain isrequired to meet is thea. rate of strategic uncertainty.b. demand uncertainty.c. implied demand uncertainty.d. average forecast error.e. none of the aboveAnswer: cDifficulty: Moderate21. Which of the following customer needs will cause implied uncertainty of demand toincrease?a. Range of quantity required increasesb. Lead time decreasesc. Variety of products required increasesd. Required service level increasese. all of the aboveAnswer: eDifficulty: Easy22. Which of the following customer needs will cause implied uncertainty of demand todecrease?a. Range of quantity required increasesb. Lead time decreasesc. Variety of products required increasesd. Required service level increasese. none of the aboveAnswer: eDifficulty: Moderate23. Which of the following customer needs will cause implied uncertainty of demand toincrease?a. Product marginb. Lead time decreasesc. Average stockout rated. Average forced season end markdowne. none of the aboveAnswer: bDifficulty: Moderate24. Which of the following characteristics of customer demand have a correlation withimplied uncertainty?a. Product marginb. Average forecast errorc. Average stockout rated. Average forced season end markdowne. all of the aboveAnswer: eDifficulty: Moderate25. Which of the following is not a characteristic of customer demand correlated withimplied uncertainty?a. Product marginb. Unpredictable and low yieldsc. Average stockout rated. Average forced season end markdowne. None of the above are correlated with implied uncertaintyAnswer: bDifficulty: Moderate26. Which of the following supply chain capabilities will cause supply uncertainty toincrease?a. Frequent breakdownsb. Unpredictable and low yieldsc. Poor qualityd. Limited supply capacitye. all of the aboveAnswer: eDifficulty: Easy27. Which of the following supply chain capabilities will cause supply uncertainty toincrease?a. Evolving production processb. Inflexible supply capacityc. Limited supply capacityd. Unpredictable and low yieldse. all of the aboveAnswer: eDifficulty: Easy28. Which of the following supply chain capabilities will cause supply uncertainty todecrease?a. Evolving production processb. Inflexible supply capacityc. Limited supply capacityd. Unpredictable and low yieldse. none of the aboveAnswer: eDifficulty: Moderate29. Which of the following is not a supply chain capability that will impact supplyuncertainty?a. Evolving production processb. Inflexible supply capacityc. Limited supply capacityd. Product margine. Unpredictable and low yieldsAnswer: dDifficulty: Moderate30. The first step in achieving strategic fit between competitive and supply chainstrategies is toa. understand the supply chain and map it on the responsiveness spectrum.b. understand customers and supply chain uncertainty.c. match supply chain responsiveness with the implied uncertainty ofdemand.d. ensure that all functional strategies within the supply chain support thesupply chain’s level of responsiveness.e. none of the aboveAnswer: bDifficulty: Hard31. The second step in achieving strategic fit between competitive and supply chainstrategies is toa. understand the supply chain and map it on the responsiveness spectrum.b. understand customers and supply chain uncertainty.c. match supply chain responsiveness with the implied uncertainty of demand.d. ensure that all functional strategies within the supply chain support the supplychain’s level of responsiveness.e. none of the aboveAnswer: aDifficulty: Hard32. The final step in achieving strategic fit between competitive and supply chainstrategies is toa. understand the supply chain and map it on the responsiveness spectrum.b. understand customers and supply chain uncertainty.c. match supply chain responsiveness with the implied uncertainty of demand.d. combine customer and supply chain uncertainty and map it on the implieduncertainty spectrum.e. all of the aboveAnswer: cDifficulty: Moderate33. Supply chain responsiveness includes the ability to do which of the following?a. Respond to wide ranges of quantities demandedb. Meet short lead timesc. Handle a large variety of productsd. Meet a very high service levele. all of the aboveAnswer: eDifficulty: Easy34. Supply chain responsiveness includes the ability to do which of the following?a. Handle supply uncertaintyb. Build highly innovative productsc. Meet short lead timesd. Meet a very high service levele. all of the aboveAnswer: eDifficulty: Easy35. Supply chain responsiveness includes the ability to do which of the following?a. Handle supply uncertaintyb. Understand customers and supply chain uncertaintyc. Match supply chain responsiveness with the implied uncertainty ofdemandd. Ensure that all functional strategies within the supply chain support thesupply chain’s level of responsivenesse. none of the aboveAnswer: aDifficulty: Moderate36. Supply chain responsiveness includes the ability to do which of the following?a. Understand customers and supply chainb. Meet a very high service levelc. Match supply chain responsiveness with the implied uncertainty of demandd. Ensure that all functional strategies within the supply chain support the supplychain’s level of responsive nesse. none of the aboveAnswer: bDifficulty: Moderate37. Supply chain responsiveness includes the ability to do which of the following?a. Understand customers and supply chainb. Match supply chain responsiveness with the implied uncertainty of demandc. Meet short lead timesd. Ensure that all functional strategies within the supply chain support the supplychain’s level of responsivenesse. all of the aboveAnswer: cDifficulty: Moderate38. The cost of making and delivering a product to the customer is referred to asa. supply chain responsiveness.b. supply chain efficiency.c. cost-responsiveness efficient frontier.d. implied uncertainty.e. none of the aboveAnswer: bDifficulty: Easy39. The curve that shows the lowest possible cost for a given level of responsiveness isreferred to as thea. supply chain responsiveness curve.b. supply chain efficiency curve.c. cost-responsiveness efficient frontier.d. responsiveness spectrum.e. none of the aboveAnswer: cDifficulty: Moderate40. A firm that is not on the cost-responsiveness efficient frontier can improvea. both responsiveness and cost performance.b. only responsiveness.c. only cost performance.d. responsiveness, but not cost performance.e. neither responsiveness nor cost performance.Answer: aDifficulty: Easy41. A firm that is not on the cost-responsiveness efficient frontier can improvea. both responsiveness and cost performance.b. only responsiveness.c. only cost performance.d. either responsiveness or cost performance, but not both.e. neither responsiveness nor cost performance.Answer: aDifficulty: Moderate42. A firm that is on the cost-responsiveness efficient frontier can improvea. responsiveness only by increasing cost and becoming less efficient.b. cost performance only by reducing responsiveness.c. both responsiveness and cost performance by improving processes andchanging technology to shift the efficient frontier.d. all of the abovee. neither responsiveness nor cost performance.Answer: dDifficulty: Moderate43. A graph with two axes with implied uncertainty along the horizontal axis andresponsiveness along the vertical axis is referred to as thea. implied uncertainty spectrum.b. responsiveness spectrum.c. uncertainty/responsiveness map.d. zone of strategic fit.e. none of the aboveAnswer: cDifficulty: Moderate44. The relationship where increasing implied uncertainty from customers and supplysources is best served by increasing responsiveness from the supply chain is known as thea. implied uncertainty spectrum.b. responsiveness spectrum.c. uncertainty/responsiveness map.d. zone of strategic fit.e. none of the aboveAnswer: dDifficulty: Moderate45. To achieve complete strategic fit, a firm musta. consider all functional strategies within the value chain.b. ensure that all functions in the value chain have consistent strategies thatsupport the competitive strategy.c. ensure that all substrategies within the supply chain such asmanufacturing, inventory, and purchasing be consistent with the supplychain’s level of responsiveness.d. all of the abovee. none of the aboveAnswer: dDifficulty: Hard46. The drive for strategic fit should come froma. the supply chain manager.b. the strategic planning department.c. the highest levels of the organization, such as the CEO.d. middle management.e. sales and marketing.Answer: cDifficulty: Hard47. The important points to remember about achieving strategic fit area. there is one best supply chain strategy for all competitive strategies.b. there is no right supply chain strategy independent of the competitivestrategy.c. there is a right supply chain strategy for a given competitive strategy.d. all of the abovee. b and c onlyAnswer: eDifficulty: Hard48. The preferable supply chain strategy for a firm that sells multiple products and servescustomer segments with very different needs is toa. set up independent supply chains for each different product or customersegment.b. set up a supply chain that meets the needs of the highest volume productor customer segment.c. tailor the supply chain to best meet the needs of each product’s demand.d. set up a supply chain that meets the needs of the customer segment withthe highest implied uncertainty.e. set up a supply chain that meets the needs of product with the highestimplied uncertainty.Answer: cDifficulty: Hard49. Which of the following would not be a demand and supply characteristic toward thebeginning stages of a product’s life cycle?a. Demand is very uncertain and supply may be unpredictable.b. Demand has become more certain and supply is predictable.c. Margins are often high and time is crucial to gaining sales.d. Product availability is crucial to capturing the market.e. Cost is often of secondary consideration.Answer: bDifficulty: Moderate50. Which of the following would be a demand and supply characteristic toward thebeginning stages of a product’s life cycle?a. Demand has become more certain and supply is predictable.b. Margins are lower due to an increase in competitive pressure.c. Product availability is crucial to capturing the market.d. Price becomes a significant factor in customer choice.e. none of the aboveAnswer: cDifficulty: Moderate51. Which of the following would not be a demand and supply characteristic in the laterstages of a product’s life cycle?a. Demand has become more certain and supply is predictable.b. Margins are lower due to an increase in competitive pressure.c. Product availability is crucial to capturing the market.d. Price becomes a significant factor in customer choice.e. All of the above are characteristics of the later stages.Answer: cDifficulty: Moderate52. The functions and stages that devise an integrated strategy with a shared objectiveare referred to asa. competitive strategy.b. supply chain strategy.c. scope of strategic fit.d. scope of marketing strategy.e. scope of product development strategy.Answer: cDifficulty: Moderate53. The most limited scope over which strategic fit is considered is one operation withina functional area in a company. This is referred to asa. intracompany intraoperational scope.b. intracompany intrafunctional scope.c. intracompany interoperational scope.d. intercompany interfunctional scope.e. agile intercompany scope.Answer: aDifficulty: Easy54. The scope of strategic fit that includes all operations within a function in a companyisa. intracompany intraoperational scope.b. intracompany intrafunctional scope.c. intracompany interoperational scope.d. intercompany interfunctional scope.e. agile intercompany scope.Answer: bDifficulty: Easy55. The scope of strategic fit where all functional strategies are developed to supportboth each other and the competitive strategy in order to maximize company profit isa. intracompany intraoperational scope.b. intracompany intrafunctional scope.c. intracompany interoperational scope.d. intercompany interfunctional scope.e. agile intercompany scope.Answer: cDifficulty: Easy56. The scope of strategic fit that requires that each company evaluate its actions in thecontext of the entire supply chain isa. intracompany intraoperational scope.b. intracompany intrafunctional scope.c. intracompany interoperational scope.d. intercompany interfunctional scope.e. agile intercompany scope.Answer: dDifficulty: Easy57. A firm’s ability to achieve strategic fit when partnering with supply chain stages th atchange over time is referred to asa. intracompany intraoperational scope.b. intracompany intrafunctional scope.c. intracompany interoperational scope.d. intercompany interfunctional scope.e. agile intercompany scope.Answer: eDifficulty: EasyEssay/Problems1. Discuss the two keys to the success or failure of a company.Answer: A company’s success or failure is thus closely linked to the followingkeys:1. The competitive strategy and all functional strategies must fit together to forma coordinated overall strategy. Each functional strategy must support otherfunctional strategies and help a firm reach its competitive strategy goal.2. The different functions in a company must appropriately structure theirprocesses and resources to be able to execute these strategies successfully.Difficulty: Hard2. List and explain the three basic steps to achieving strategic fit.Answer: There are three basic steps to achieving strategic fit:1. Understanding the customer and supply chain uncertaint y. First a companymust understand the customer needs for each targeted segment and theuncertainty the supply chain faces in satisfying these needs. These needs helpthe company define the desired cost and service requirements. The supply chain uncertainty helps the company identify the extent of disruption and delay thesupply chain must be prepared for.2. Understanding the supply chain capabilities. There are many types of supplychains, each of which is designed to perform different tasks well. A companymust understand what its supply chain is designed to do well.3. Achieving strategic fit. If a mismatch exists between what the supply chaindoes particularly well and the desired customer needs, the company will eitherneed to restructure the supply chain to support the competitive strategy or alterits strategy.Difficulty: Moderate3. List the attributes along which customer demand from different segments canvary.Answer: In general, customer demand from different segments may vary alongseveral attributes as follows:•The quantity of the product needed in each lot•The response time that customers are willing to tolerate•The variety of products needed•The service level required•The price of the product•The desired rate of innovation in the productDifficulty: Moderate4. List the abilities included in supply chain responsiveness.Answer: Supply chain responsiveness includes a supply chain’s ability to do the following:•Respond to wide ranges of quantities demanded•Meet short lead times•Handle a large variety of products•Build highly innovative products•Meet a very high service level•Handle supply uncertaintyDifficulty: Moderate5. Discuss the impact of the product life cycle on strategic fit between implieddemand uncertainty and supply chain responsiveness.Answer: As products go through their life cycle, the demand characteristics and the needs of the customer segments being served change. Supplycharacteristics also change as the product and production technologies mature.High-tech products are particularly prone to these life cycle swings over a verycompressed time span. A product goes through life cycle phases from theintroductory phase, when only the leading edge of customers is interested in itand supply is uncertain, all the way to the point at which the product becomes a。
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用户服务
用户 汇
集成化供应链管理实施步骤模型图
第五节
供应链管理与业务外包
一、业务外包的原因
• • • •
•
分担风险 加速重构优势 企业难以管理或失控的辅助业务职能 使用企业不拥有的资源 降低和控制成本，节约资本资金
二、业务外包的问题
•
•
•
减少企业对业务的监控，但它同时要出现 企业责任外移的问题。企业必须不断监控 外企业的行为并与之建立稳定长期的联系。 可能会使剩下职工的工作积极性和业绩下 降，因为他们会失去对企业的信心，失去 努力工作的动力，工资业绩水平和生产率 会越来越低 需要正确地将适当业务进行外向资源配置。 慎重选择好合作伙伴，容易过分强调短期 效益。
二、供应链管理战略的主要内容
（一）制定供应链管理的实施战略
• • • •
•
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在企业内外同时采取有力措施 充分发挥信息的作用 供应链企业的组成和工作 计算机技术和人工智能技术的广泛应用 方法论的指导 标准和法规的作用
（二）推动式(Push)和牵引式(Pull)的供应链 运作方式
供应商
制造商
分销商
零售商
第六节
供应链管理的战略性问题
一、供应链管理从操作层向战略层的转移
根据Deloitte咨询公司发布的一项研究报告，虽然现 在已有９１％的北美制造企业将供应链管理列入关键或 重要管理活动，但是，只有２％的企业达到了世界级水 平，差不多有７５％的企业在平均及以下水平。一个主 要的原因是，虽然大多数企业有供应链计划，但５０％ 的企业没有正规的供应链管理战略。其他原因还有： • 缺乏应用和集成技术的能力 • 整合企业资源方面的困难 • 改革关键流程的阻力 • 跨职能的障碍 • 缺乏有效测量供应链绩效的评价指标
（二）基于供应链管理的扩展企业模型
制造商 Internet、EDI
M
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订货控制 成本估算 II J 主生产计划 数据库
产品构思 设计 工艺计划 物料管理 A P P NC编程 A D
C
C
计划
I T
能力需求计划
能力调整 任务投放 生产控制 NC 、 CNC 、 DNC 机床和机 器人控制 传送控制 装配控制 生产数量、时间及成本 检查 成品入库 设备维修 质量保证 出库 销售合同 销售计划 运输 售后服务
第二章
学习目的
供应链管理的基本问题
本章围绕供应链管理的基本内容，着重讨论供应链 的类型、供应链的运行策略及机制、基于供应链的企 业扩展原理、供应链的集成化管理以及与供应链管理 有关的战略决策等问题。通过这些内容的学习，使读 者能够认识到不同的企业、或同一企业的不同产品， 都有不同的竞争特性，如何根据竞争特性选择与之相 适应的供应链管理模式，是企业实施供应链管理的一 个基本问题。这个问题解决不好的话，就很难利用供 应链管理的本质特征提高企业的竞争力。因此，本章 的内容是进一步了解和应用供应链管理理论和方法的 基础。
集成化的供应链管理
价值增值性 面向对象过 程控制 创造 性团 队 顾客 化 策略
一、集成化供应链管理理论模型
调整 适应性
业务重组
集成化供应链管理
集成化计划 信息 共享
顾客化需求
同步性评价
满意度评价
图6
集成化供应链管理理论模型
二、集成化供应链管理的实现
(一)实施供应链管理要解决的若干问题
• • • • • •
工艺路线设计 装配设计 产品和工艺设计
用户驱动 的设计 市场营销与 销售
供应商
制 造
用 户供Biblioteka 链 管理生产计划与控制 JIT、OPT MRP、MRPII
用户订单 执行与控 制
图3 传统制造模式下的扩展企业模型
（一）传统制造模式下的扩展企业模型(续) • • • • 用户驱动的设计 用户订单执行与控制 供应链管理 合作设计产品模式
（二）集成化供应链管理实现的步骤
阶段1：基础建设 物料流
采购 物料控制 阶段2：职能集成 生产 销售 分销
用户服务
物料流
物料管理 制造管理 阶段3：内部供应链集成 分 销
用户服务
用户服务
分 销
物料流
物料管理 制造管理 阶段4：外部供应链集成 物料流 供应商 内部供应链 阶段5：集成化供应链动态联盟 源 供应链联盟 图7
四、扩展企业的采购关系
(一)所考虑的问题
• • •
新产品和服务开发 价值分析与价值工程 供应商管理与协调 合同信任关系 竞争信任关系 良好愿望型信任关系
(二)几种信任关系
• • •
五、扩展企业的生产计划与控制
产量
积压库存
丧失机会 生产 需求 时间
图5
延时的影响（需求的放大效应）
第四节
协调性评价
拉动战略 (响应型供应链)
图2
“推—拉”供应链分界线
第二节
供应链成长理论与供应链 管理的运营机制
起源 成长 发育 成熟 衰退 解体(灭亡)
一、供应链的成长理论
• • • •
•
•
二、供应链管理的运行机制
• • • • •
•
合作机制 决策机制 激励机制 自律机制 风险机制 信任机制
第三节
供应链管理与企业扩展性
一、扩展企业的产生与定义
扩展企业可以定义为一个概念性的组 织单元或系统，它包括制造商和供应商 （一个或多个），通过紧密合作来实现 并共享最大化的利润。扩展企业的出现使
企业之间的竞争转化为供应链与供应链之间的 竞争。
二、扩展企业的理论模型
(一)传统制造模式下的扩展企业模型
扩展企业
合作设计 产品模式 CAD CAM
•
• •
供应链的高成本（大约占净销售值的５％ ～２ ０％） 库存水平过高（库存水平经常保持在３ ～５ 个 月） 部门之间的冲突 目标重构 产品生命周期变短带来的敏捷性要求 外部竞争加剧 经济发展的不确定性增加 价格和汇率的影响 用户多样化需求
（二）解决上述问题的措施
•
•
•
• •
•
企业要从供应链的整体出发，考虑企业内 部的结构优化问题 企业要转变思维模式，从纵向一维空间思 维向纵-横一体的多维空间思维方式转变 企业要放弃“小而全，大而全”的封闭的 经营思想，向与供应链中的相关企业建立 战略伙伴关系为纽带的优势互补、合作关 系转变 企业要建立分布的、透明的信息集成系统， 保持信息沟通渠道的畅通和透明性 所有的人和部门都应对共同任务有共同的 认识和了解，去除部门障碍，实行协调工 作和并行化经营 风险分担与利益共享
三、建立供应链管理战略系统的主要内容
• • • • • •
组织战略 改革企业的经营思想 共享信息战略 利用先进技术的战略 绩效度量问题 供应库(Supply base)战略
本章关键术语
效率性供应链(Efficient Supply Chain ) 响应性供应链(Responsive Supply Chain ) 敏捷供应链(Agile Supply Chain) 扩展企业（Extended Corporation） 集成化供应链管理(Integrated Supply Chain Management) 业务外包(Outsourcing) 推动式(Push) 拉动式(Pull) 供应链管理战略(Supply Chain Strategy)
四、全球范围业务外包
(一)促成因素
在世界经济范围内竞争，企业必须在全球范围内 寻求业务外包。在全球范围内对原材料、零部件的配 置正成为企业国际化进程中获得竞争优势的一种重要 技术手段
(二)复杂性
国际运输方面可能遇到地区方面的限制，订单和 再订货可能遇到配额的限制，汇率变动及货币的不同 也会影响付款的正常运作。因此，全球业务外包需要 有关人员具备专业的国际贸易知识，包括国际物流、 外汇、国际贸易实务、国外供应商评估等方面的知识。
第一节
供应链的类型分析
一、 供应链的特征
• • •
•
复杂性 动态性 面向用户需求 交叉性
二、供应链的类型
• • • •
稳定的供应链和动态的供应链 平衡的供应链和倾斜的供应链 效率性供应链和响应性供应链 风险规避供应链和敏捷供应链
需求不确定性 高(创新型产品) 低 (功能型产品) 效率性供应链 响应性供应链
(一)扩展企业合作的目标
• • • •
缩短物料加工、信息处理、产品开发、 信息基础设施建设的周期。 提高对产品上市时间的要求，开展基 于时间的竞争。 采用更广泛的产品周期的概念。 形成更为有效的组织和系统。
（二）扩展企业的特征
•
•
•
核心企业集中体现核心竞争力的商业活 动，对非核心业务通过外包给外部产品 供应商和服务提供商。外包能够提高核 心企业和供应商的竞争能力，增强相互 之间的依赖，实现共同的利益。 扩展企业的核心企业与供应商和客户建 立一种长期、互相信赖的关系，把它们 当作合作伙伴而不是竞争对手。 为了实现供应商-客户在商业和技术信息 上的集成，扩展企业采用先进的通信技 术和运输手段支持跨组织的商业活动。
执行
O P T
工况数据收集 库存控制
供应商
入库或送工作地 到货检验 送货计划 生产计划 订货单
分销商
T M
图4 基于供应链的扩展企业模型
（二）基于供应链管理的扩展企业模型(续)
• • • •
生产系统设计思想 产品设计与制造过程设计 集成的生产计划与控制模式 体现企业间的战略伙伴关系
三、扩展企业的目标与特征
用户
制造商推动的供应链：集成度低、需求变化大、缓冲库存量高
供应商
制造商
分销商
零售商
用户
用户牵动的需求链：集成度高、数据交换迅速、缓冲库存量低、快速反应