SCM供应链管理与响应能力(中英文版)
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
某公司SCM供应链管理(英文版)
Software Configuration Management(SCM)Document Number: [nn]Date: Day, Month Day, Year[Project Name][Author 1][Author 2 - if none, leave blank line][Author 3 - if none, leave blank line][Author 4 - if none, leave blank line]Professor [Name]Software Engineering DepartmentMonmouth UniversityWest Long Branch, NJ 07764-1898Table of Contents1. SCOPE 41.1.I DENTIFICATION 4 1.2.S YSTEM O VERVIEW 4 1.3.D OCUMENT O VERVIEW 42. REFERENCED DOCUMENTS 53. REQUIREMENTS SUMMARY 53.1.B ACKGROUND,O BJECTIVES, AND S COPE 5 3.2.O PERATIONAL P OLICIES AND C ONSTRAINTS 6 3.3.D ESCRIPTION OF C URRENT S YSTEM OR S ITUATION 6 3.4.U SERS OR I NVOLVED P ERSONNEL7 3.4.1C ONFIGURATION R EQUIREMENTS8 3.5.S OFTWARE C ONFIGURATION M ANAGEMENT C RITERIA94. JUSTIFICATION 124.1A SSUMPTIONS AND C ONSTRAINTS12 4.2A DDITIONAL I TEMS FOR CONSIDERATION: 125. NOTES 131 Scope[This section shall be divided into the following paragraphs.]1.1 Identification[This paragraph shall contain a full identification of the system and the software to which this document applies, including, as applicable, identification number(s), title(s), abbreviation(s), version number(s), and release number(s).]1.2 System Overview[This paragraph shall briefly state the purpose of the system and the software to which this document applies. It shall describe the general nature of the system and software; summarize the history of system development, operation, and maintenance; identify the project sponsor, acquirer, user, developer, and support agencies; identify current and planned operating sites; and list other relevant documents.]1.3 Document Overview[This paragraph shall summarize the purpose and contents of this document and shall describe any security or privacy considerations associated with its use.]2 Referenced Documents[This section shall list the number, title, revision, and date of all documents referenced in this specification. This section shall also identify the source for all documents.]3 Requirements Summary[This section shall be divided into the following paragraphs to describe the risk management requirements as it currently exists.]3.1 Background, Objectives, and Scope[This paragraph shall describe the background, mission or objectives, and scope of the product or situation.][Example: Requirements regarding software configuration management (SCM) cover a broad arena. SCM is considered one of the integral processes that support the other activities in the standard. The developer's approach, described in the project's SDP, is to address all applicable contract clauses for SCM including:Configuration identificationConfiguration controlConfiguration status accountingConfiguration auditsPackaging, storage, handling, and delivery3.2 Operational Policies and Constraints[This paragraph shall describe any operational policies and constraints that apply to the current system or situation.][Example: SCM activities apply to all software products prepared, modified, and/or used to develop software products as well as to the products under development, modification, reengineering, or reuse. If a system/subsystem or SWI is developed in multiple builds, SCM in each build is to be understood to take place in the context of the software products and controls in place at the start of the build.]3.3 Description of Current System or Situation[This paragraph shall provide a description of the current system or situation, identifying differences associated with different states or modes of operation (for example, regular, maintenance, training, degraded, emergency, alternative-site, wartime, peacetime). The distinction between states and modes is arbitrary. A system may be described in terms of states only, modes only, states within modes, modes within states, or any other scheme that is useful. If the system operates without states or modes, this paragraph shall so state, without the need to create artificial distinctions. ]3.4 Users or Involved Personnel[This paragraph shall describe the types of users of the system, or personnel involved in the current situation, including, as applicable, organizational structures, training/skills, responsibilities, activities, and interactions with one another.][Example: Developer's key activities related to Software configuration management:Describe the approach to be followed for software configuration management, identifying risks/uncertainties and plans for dealing with them. Cover all contractual clauses pertaining to software configuration management.Participate in selecting CSCIs during system (architectural) design. Identify entities to be placed under configuration control. Assign a project-unique identifier to each SWI and each additional entity to be placed under configuration control, including software products to be developed or used and the elements of the software development environment. Use an identification scheme that identifies entities at the level of control and include version/revision/release status.Establish and implement procedures designating levels of control each identified entity must pass through, the persons or groups with authority to authorize changes and to make changes at each level, and the steps tobe followed to request authorization for changes, process change requests, track changes, distribute changes, and maintain past versions. Propose to the acquirer, in accordance with contractually established forms and procedures, changes that affect an entity already under acquirer control. Prepare and maintain records of configuration status of all entities that have been placed under project-level or higher configuration control. Maintain configuration status records for the life of the contract. Include, as applicable, version/revision/release, changes since being placed under project-level or higher configuration control, and status of associated problem/change reports.Support acquirer-conducted configuration audits as specified in the contract.Establish and implement procedures for packaging, storage, handling, and delivery of deliverable software products. Maintain master copies of delivered software products for the duration of the contract.Prepare a version description for the system.Meet general requirements and perform integral processes of the standard.]3.4.1 Configuration Requirements[This paragraph describes the configuration management requirements for the project.][Example: SCM requirements task the developer to "keep track of" everything during the course of the development. SCM is an activity, not an organization. SCM may be performed by members of the development team, individuals within a project tasked with that responsibility, a separate organization, or other arrangement suitable for the project.]3.5 Software Configuration Management Criteria[This paragraph describes the software configuration management criteria to be followed during the project.[Example: The standard requires the developer to establish levels of control for all work products. Some examples of possible levels of control and of things the developer might identify and control are:Author control:Engineering data -- notes, records, work-in-progress (i.e., dataspecified in documents associated with particular developmentactivities)Software development filesProject control:Source code files, data files, installation softwareInformation in documents agreed upon by the project to becorrectReuse librariesEvaluation recordsOrganizational control:General purpose software -- operating systems, databasemanagement systems, e-mail, word processors, spreadsheetsEngineering and development tools -- CASE tools, editors,compilers, debuggers, SCM tools, test softwareComputer system administrative tools and products -- diagnosticsoftware, network managers, archives, backupsEvaluation recordsAcquirer control:SpecificationsSome key goals of SCM requirements are to ensure that the developer: keeps track of all software and software product descriptions associatedwith the project; implements only authorized changes to requirements; and knows what software and associated products match a specific set of requirements or changes to those requirements.To implement changes to requirements, the acquirer and developer must agree upon what those changes are. When requirements have been defined and recorded as specifications and those specifications have been placed on contract, changes are implemented through contract modifications. When specifications have not been made a part of the contract, the acquirer and developer will need to provide a means for controlling and making changes to requirements. These means can be as informal as a phone call or hand-shake, or as formal as documents signed by authorized acquirer and developer representatives. The standard does not provide contractual forms or notices concerning changes in requirements, such as Engineering Change Proposals (ECPs), Engineering Change Notices (ECNs), or notification to users of changes in a particular version of the software. Although the standard does provide a reminder in the form of two "shell" requirements to support acquirer configuration management activities for (1) proposing changes to acquirer controlled entities, and (2) supporting configuration audits, these activities may not apply to all projects.All work products (including computerized files, the software products that constitute the development environment, and hardware), not just deliverables, are to be identified and controlled during the developmentand under developer software configuration management activity. The physically controlled items can include: computer files, magnetic media (tapes, diskettes, video cassettes), paper documents, books, manuals, and drawings.The standard leaves it up to the developer to describe what software configuration management records will be produced, when they will be produced, the level of detail of information that will be contained in each record and who is responsible for performing these activities.4 Justification[This section shall be divided into the following paragraphs.]4.1 Assumptions and Constraints[This paragraph shall identify any assumptions and constraints applicable to the changes identified in this section.]4.2 Additional Items for consideration:[This paragraph shall identify additional items that should be taken into consideration.][Example: Additional items that should be taken into consideration are: Describe the approach to be followed for software product evaluation, identifying risks/uncertainties and plans for dealingwith them. Cover all contractual clauses pertaining to softwareproduct evaluation.•Perform in-process evaluations of the software products generated. Perform a final evaluation of each deliverablesoftware product before its delivery.•Prepare and maintain records of each software product evaluation. Maintain these records for the life of the contract.Handle problems in software products under project-level orhigher configuration control in accordance with paragraph 5.17of the standard.•Maintain independence in software product evaluation. The persons responsible for evaluating a software product are not tobe the same persons who developed the product.•Meet general requirements and perform integral processes of the standard.5 Notes[This section shall contain any general information that aids in understanding this document (e.g., background information, glossary, rationale). This section shall include an alphabetical listing of all acronyms, abbreviations, and their meanings as used in this document and a list of terms and definitions needed to understand this document.]。
scm供应链管理-SCM;haulee英文版 精品
Example Research: Channel Policies
Varying channel policies (returns, price protection, consignment, etc.) in different industries … why? Design of channel policy to achieve channel coordination in markets with unpredictable demands and declining product prices (PC). Linking channel policy with product and market characteristics.
Contract: buying capacity options from foundries to be exercised in future.
Value of information linkage to value of options.
Design of incentive-compatible contracts for winwin and first-best outcomes.
Capacity Reservation
Information Collection
Options Exercised
Demand Realized
Varying Return Policies with Channel
Returns
Intermediate
Allowed
Publishing(books, Auto
Information distortion
Mismatch of supply and demand
供应链管理系统双语英文翻译
供应链管理系统双语英文翻译1) A supply chain includes only the organizations directly involvedin supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。
Answer: FALSE2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. Answer: TRUE 供应链由所有各方，直接或间接参与，满足客户要求。
3) A supply chain could be more accurately described as a supply network or supply web.Answer: TRUE供应链可以更准确地描述为供应网络。
4) The objective of every supply chain is to maximize the overall value generated. TRUE每一个供应链的目的是生成的整体价值最大化。
5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain. Answer: FALSE每一个供应链的目标是最大化为供应链的制造组件生成价值。
6) Every supply chain must include all 5 stages. Answer: FALSE每个供应链必须包括所有 5 个阶段。
7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. Answer: TRUE 供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。
供应链管理专业英语
供应链管理专业英语Title: Navigating the Intricacies of Supply Chain ManagementIntroductionIn today's global business landscape, supply chain management (SCM) plays a crucial role in ensuring that organizations can efficiently deliver products and services to their customers. SCM encompasses the planning, implementation, and control of the flow and storage of goods, services, and information from the point of origin to the point of consumption. The complexities involved in managing a supply chain are multifaceted and require a deep understanding of logistics, inventory, transportation, and inter-organizational relationships.Understanding the Supply Chain StructureAt its core, a supply chain consists of various entities including suppliers, manufacturers, distributors, retailers, and customers. Each entity plays a critical role in ensuring the smooth operation of the chain. For instance, suppliers provide raw materials or components, manufacturers transform these inputs into finished products, distributors manage the movement of goods, and retailers facilitate the sale to end consumers.Strategic Planning in Supply Chain ManagementStrategic planning is a foundational element in SCM as it allows organizations to anticipate future demand and make informed decisions about resource allocation. This process involves market research, demand forecasting, and the development of a long-term plan to guide the entire supply chain. Strategies may include diversifying supply sources, implementing just-in-time (JIT) manufacturing, or investing in technology to enhance efficiency.Operational Efficiency through Process OptimizationEfficient processes are essential for reducing waste, minimizing costs, and improving customer satisfaction. Techniques such as lean management and six sigma can be applied to identify and eliminate inefficiencies within the supply chain. By streamlining operations, companies can achieve faster throughput times, lower inventory levels, and higher quality outputs.Inventory Management and ControlInventory management is a critical aspect of SCM as it directly affects cash flow and customer service levels. Effective inventory control requires accurate forecasting, monitoring stock levels, and implementing appropriate inventory policies such as economic order quantity (EOQ) or critical ratio analysis. By maintaining optimal inventory levels, organizations can avoid stockouts and overstocking, which can lead to lost sales and increased carrying costs.Transportation and Logistics CoordinationThe transportation of goods is a significant component of SCM, involving decisions on mode of transport, route selection, and carrier management. Efficient logistics coordination ensures timely delivery of products while controlling transportation costs. Advancements in technology, such as vehicle tracking systems and real-time data analytics, have transformed the way logistics are managed, allowing for greater visibility and responsiveness in transportation networks.Technology Integration for Enhanced VisibilityThe integration of technology has become indispensable in modern supply chains. Enterprise Resource Planning (ERP) systems, RFID tags, and other digital tools provide real-time data on inventory levels, supplier performance, andproduction schedules. This enhanced visibility enablescompanies to respond quickly to changes in demand or supply chain disruptions, thus maintaining operational agility.Risk Management and Contingency PlanningSupply chains are vulnerable to risks such as natural disasters, political instability, or economic fluctuations. Risk management involves identifying potential threats, assessing their impact, and developing contingency plans to mitigate these risks. Diversifying suppliers, building safety stock, and establishing alternative sourcing strategies are common approaches to safeguard against unforeseen events.Sustainability in Supply Chain ManagementSustainability has emerged as a key consideration in SCM. Organizations are increasingly held accountable for their environmental impact and social responsibilities. Sustainable practices include reducing carbon footprint through efficient transportation methods, minimizing waste through recyclinginitiatives, and ensuring ethical sourcing by monitoring labor conditions at supplier facilities.ConclusionSupply chain management is an ever-evolving field that demands continuous improvement and adaptation to remain competitive. By embracing strategic planning, process optimization, inventory control, logistics coordination, technology integration, risk management, and sustainability practices, organizations can navigate the complexities of their supply chains and achieve operational excellence. As global markets continue to expand and consumer demands shift, those who master the art of supply chain management will undoubtedly secure a competitive edge in their respective industries.。
供应链中英对译
供应链supply chain供应链管理supply chain management纵向一体化vertical integration横向一体化horizontal integration供应链管理战略supply chain management strategy供应链协调与写作supply chain coordination and cooperation供应链风险管理supply chain risk management效率型供应链efficient supply chain响应型供应链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牵引式pull供应链管理战略supply chain management strategy供应链构建supply chain configuration供应链构建的设计原则the principles of supply chain configuration核心企业core company非核心企业non-core company基于产品的供应链设计策略product-based supply chain design为供应链管理设计产品design for supply chain management供应链重构supply chain reengineering供应链合作关系supply chain partnership战略联盟strategic alliance供应商选择supplier selection客户关系管理customer relationship management供应商关系管理supplier relationship management采购管理purchasing management传统采购模式traditional purchasing mode 基于供应链的采购管理模式purchasing mode under the supply chain management mode准时化采购JIT purchasing全球采购global purchase同步化synchronization能力平衡capacity balancing库存控制inventory control协调coordination生产计划与控制production planning and control订单刘order flow合作计划、预测与补货collaborative planning ，forecasting and replenishment准时生产制just in time零库存zero inventories快速响应quick response产品到达市场的时间time-to-market基于时间的竞争time based competition同步性synchronization民机供应链agile supply chain物流logistics物流管理logistics management物流网络logistics network第三方物流third party logistics一体化物流integrated logistics全球物流global logistics流入物流inbound logistics流出物流outbound logistics逆向物流reverse logistics外包outsourcing库存inventory补给策略replenishment policy周期性检查模型periodic review model连续性检查模型continuous review model供应商管理库存vender managed inventory 联合管理库存joint managed inventory多级库存友华multi-stage inventory optimization连续补给continuous replenishment。
SCM供应链管理与响应能力(中英文版)
The “Beer Game” example
CONSUMERS
供应链的响应能力
“皮鞭” 效应
沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势
“啤酒游戏” 示例
客户
SC Responsiveness
Coordinate the supply chain 1. Share More Information
10% 至 40%
被迫终止季节性降价平均占 全价百分比 按单产品所需的前导时间
0% 6 个月至 1 年
10% 至 25% 1 日至 2 周
*边际收益等于价格减去各项成本，再除以价格，用百分率表示。
SC Responsiveness
Primary purpose
Manufacturing focus Inventory strategy
供应链的响应能力
协调供应链
2. 改变渠道控制 卖方管理的存货 代销存货 “零售量”
供应商 供应商 供应商
Intra-Operation Initiative
3. Create More Operational Flexibility
•Invest in postponement •Increase modularity •Share platforms / Common components •Reduce changeover costs (and batch sizes) •Reduce weight of capacity utilization as KPI
Consumers
供应链的响应能力
运营内部举措
客户
3. 创造更多的运营灵活性
• 延期方面的投资 • 增加模化程度 • 共享平台/共用元件 • 减少转换成本（和批量大小） • 降低作为关键绩效指标（KPI）设备利用 率 的重要性
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理外文翻译
供应链管理外文翻译Supply Chn ManagementIntroduction Supply chn management (SCM) is the strategic and operational management of the series of processes involved in moving a product or service from concept to final consumption. It includes the coordination and integration of supply, demand, raw materials, production, distribution, and最终 consumption. The goal of SCM is to create a seamless flow of information, materials, and finances from suppliers to customers, increasing efficiency, reducing costs, and improving service. Key Concepts1、Supply Chain: The series of businesses and organizations that are involved in the production and delivery of a product or service, including suppliers, manufacturers, warehouses, transportation companies, and retailers.2、Demand Management: The process of forecasting and managing customer demand to ensure that supply meets demand. This involves analyzing sales data, market research, and communication with customers to understand their needs.3、Logistics Management: The coordination and management of the transportation, storage, and inventory of goods from suppliers to customers. Logistics management aims to optimize transportation costs, reduce inventory, and ensure on-time delivery.4、Procurement Management: The process of purchasing the raw materials, components, and services required for production. It involves developing relationships with suppliers, negotiating prices, and ensuring quality and delivery.5、Information Management: The process of collecting, sharing, and using information throughout the supply chain. This includes the flow of orders, shipments, payments, and product information between businesses.6、Collaboration: The cooperation and communication between supply chain partners to achieve shared goals. This requires open communication, trust, and the sharing of data and resources.7、Continuous Improvement: The practice of constantly seeking to improve processes, reduce waste, and increase efficiency. It requires regular analysis of supply chain performance dataand the implementation of effective changes based on identified opportunities for improvement.Benefits SCM can provide significant benefits to businesses and their customers:1、Improved Efficiency: By optimizing supply chain processes and removing bottlenecks, SCM can increase operational efficiency and reduce costs.2、Enhanced Customer Satisfaction: SCM ensures that products are delivered promptly, accurately, and to the desired quality standards, resulting in satisfied customers.3、Increased Flexibility: SCM allows businesses to quickly adapt to changes in market conditions, customer demand, and supply.4、Reduced Risk: SCM improves the visibility and manageability of supply chain operations, which helps businesses identify and address potential risks before they become problems.5、Enhanced Competitiveness: Effective SCM can help businesses reduce costs, improve delivery times, and provide better quality products, which can provide a competitive advantage inthe market.Conclusion Supply chn management is critical for businesses today as it involves the entire process of moving products or services from concept to final consumption. By optimizing supply chn processes, improving collaboration, and continuously seeking improvement, businesses can achieve increased efficiency, customer satisfaction, flexibility, reduced risk, and enhanced competitiveness. Therefore, effective SCM is essential for businesses to remn competitive in today's rapidly changing global marketplace.。
supply-Chain-management(中文)
供应链管理供应链管理(Supply Chain Management ,简称SCM)目录[隐藏]∙ 1 供应链管理的定义与内容∙ 2 供应链管理方法∙ 3 为什么要实施供应链管理∙ 4 供应链管理与优化的方法∙ 5 供应链管理提出的时代背景[1]∙ 6 供应链管理中的关键问题∙7 供应链管理的发展趋势∙8 供应链管理理论的演进[2]∙9 供应链管理的载体[7]∙10 供应链管理的基本要求[7]∙11 供应链管理的方法∙12 供应链管理的步骤∙13 供应链管理面临的挑战∙14 供应链管理的四大支点o14.1 1、以顾客为中心o14.2 2、强调企业的核心竟争力o14.3 3、相互协作的双赢理念o14.4 4、优化信息流程∙15 供应链管理思想∙16 供应链管理的八大管理原理∙17 供应链管理的战略意义[7]∙18 实施供应链管理的对策[7]∙19 SCM在制造业的实施[1]∙20 供应链管理案例分析o20.1 案例一：中国石油电子商务[8]o20.2 案例二：丰田汽车精细流程[8]o20.3 案例三：戴尔公司[9]o20.4 案例四：德州仪器的供应链管理[10]∙21 相关链接∙22 参考文献[编辑]供应链管理的定义与内容供应链管理(Supply Chain Management ,简称SCM)：就是指在满足一定的客户服务水平的条件下，为了使整个供应链系统成本达到最小而把供应商、制造商、仓库、配送中心和渠道商等有效地组织在一起来进行的产品制造、转运、分销及销售的管理方法。
供应链管理包括计划、采购、制造、配送、退货五大基本内容。
计划：这是SCM的策略性部分。
你需要有一个策略来管理所有的资源，以满足客户对你的产品的需求。
好的计划是建立一系列的方法监控供应链，使它能够有效、低成本地为顾客递送高质量和高价值的产品或服务。
采购：选择能为你的产品和服务提供货品和服务的供应商，和供应商建立一套定价、配送和付款流程并创造方法监控和改善管理，并把对供应商提供的货品和服务的管理流程结合起来，包括提货、核实货单、转送货物到你的制造部门并批准对供应商的付款等。
scm供应链管理-供应链管理SCM练习 英文版 精品
Supply Chain Management ExerciseTrue or False1. A supply chain includes only the organizations directly involved in supplying ponents needed for manufacturing.Answer: FalseDifficulty: Moderate2. A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TrueDifficulty: Moderate3. A supply chain could be more accurately described as a supply network or supply web. Answer: TrueDifficulty: Moderate4.The objective of every supply chain is to maximize the overall value generated.Answer: TrueDifficulty: Easy5.The objective of every supply chain is to maximize the value generated for the manufacturing ponent of the supply chain.Answer: FalseDifficulty: Moderate6.All supply chain activities within a firm belong to one of three macro processes – CRM, ISCM and SRM.Answer: TrueDifficulty: Easy7.There is a close connection between the design and management of supply chain flows and the success of a supply chain.Answer: TrueDifficulty: Easy8. A pany’s petitiv e strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: TrueDifficulty: Easy9.The value chain emphasizes the close relationship between all the functional strategies withina pany.Answer: TrueDifficulty: Moderate10. A pany’s product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: FalseDifficulty: Moderate11. A pany’s product development strategy specifies the portfolio of new p roducts that it will try to develop.Answer: TrueDifficulty: Easy12. A pany’s supply chain strategy specifies how the market will be segmented and how the product will be positioned, priced, and promoted.Answer: FalseDifficulty: Easy13. A pany’s supply chai n strategy determines the nature of procurement and transportation of materials as well as the manufacture and distribution of the product.Answer: TrueDifficulty: Easy14.The degree of supply chain responsiveness should be consistent with the implied uncertainty. Answer: TrueDifficulty: Easy15.The degree of supply chain responsiveness does not need to be consistent with the implied uncertainty.Answer: FalseDifficulty: Moderate16.The two major types of facilities are distribution sites and storage sites.Answer: FalseDifficulty: Moderate17.Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Answer: TrueDifficulty: Moderatermation is potentially the biggest driver of performance in the supply chain as it directly affects each of the other drivers.Answer: TrueDifficulty: Easy19.The high utilization facility will have no more difficulty responding to demand fluctuations than one with a lot of unused capacity.Answer: FalseDifficulty: Easy20.Stock keeping unit (SKU) storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: TrueDifficulty: Moderate21.Warehouse unit storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: FalseDifficulty: Moderate22.Distribution occurs between every pair of stages in the supply chain.Answer: TrueDifficulty: Moderate23.Distribution only occurs between manufacturing and consumers in the supply chain. Answer: FalseDifficulty: Moderate24.panies in the same industry often select very different distribution networks, because the choice of the distribution network can be used to achieve a variety of supply chain objectives ranging from low cost to high responsiveness.Answer: TrueDifficulty: Moderate25.The main advantage of a distribution network with local storage is that it can lower the delivery cost and provide a faster response than other networks.Answer: TrueDifficulty: Moderate26.When designing supply chain networks, panies must build appropriate flexibility to help counter fluctuations in exchange rates and demand across different countries.Answer: TrueDifficulty: Moderate27.Inventory and facility costs increase as the number of facilities in a supply chain increase. Answer: TrueDifficulty: Moderate28.Transportation costs increase as the number of facilities is increased.Answer: FalseDifficulty: Moderate29.When faced with a network design decision, the goal of a manager is to design a network that minimizes the firm’s costs while satisfying customer needs in terms of demand and responsiveness.Answer: FalseDifficulty: Hard30.The supply chain network is designed to maximize total profits, taking into account the expected margin and demand in each market, various logistics and facility costs, and the taxes and tariffs at each location.Answer: TrueDifficulty: Easy31.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, cannot be altered in the short term. Answer: TrueDifficulty: Moderate32.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, rarely remain in place for several years. Answer: FalseDifficulty: Moderate33.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, define the boundaries within which the supply chain must pete.Answer: TrueDifficulty: Moderate34.Long-term contracts for both warehousing and transportation requirements will be more effective if the demand and price of warehousing do not change in the future or if the price of warehousing goes up.Answer: TrueDifficulty: Easy35.Long-term contracts for both warehousing and transportation requirements will be more effective if either demand or the price of warehousing drops in the future.Answer: FalseDifficulty: Moderate36.The present value of future cash flows is found by using a discount factor.Answer: TrueDifficulty: Moderate37.The rate of return k is also referred to as the present value of capital.Answer: FalseDifficulty: Easy38. A negative NPV for an option indicates that the option will lose money for the supply chain. Answer: TrueDifficulty: Moderate39.The decision with the lowest NPV will provide a supply chain with the highest financial return.Answer: FalseDifficulty: Moderate40.In reality, demand and prices are highly uncertain and are likely to fluctuate during the life of any supply chain decision.Answer: TrueDifficulty: Moderate41.The goal of aggregate planning is to satisfy demand in a way that minimizes profit. Answer: FalseDifficulty: Easy42.Aggregate planning is a process by which a pany determines levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon.Answer: TrueDifficulty: Moderate43.Aggregate planning solves problems involving aggregate decisions rather than stock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy44.Forecasting errors are dealt with in aggregate plans using either safety backlog or safety capacity.Answer: FalseDifficulty: Moderate45.Safety inventory is defined as inventory held to satisfy demand that is higher than forecasted. Answer: TrueDifficulty: Easy46.Safety capacity is defined as capacity used to satisfy demand that is lower than forecasted. Answer: FalseDifficulty: Easy47.panies should work with downstream partners to produce forecasts and with upstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy48.The aggregate plan should be viewed primarily as an in-house tool that does not need to be municated to supply chain partners.Answer: FalseDifficulty: Easy49.Given that forecasts are always wrong to some degree, the aggregate plan needs to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate50.With supply and demand management decisions being made independently, it is easier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate51. A firm can vary supply of product by controlling production capacity and inventory. Answer: TrueDifficulty: Easy52. A firm that uses flexible work hours from the workforce to manage capacity to better meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate53.Offering a promotion during a peak period that has significant forward buying creates even more variable demand than before the promotion.Answer: TrueDifficulty: Easy54.Average inventory decreases if a promotion is run during the peak period and increases if the promotion is run during the off-peak period.Difficulty: Easy55.Promoting during a peak demand month may decrease overall profitability if a significant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard56.As forward buying bees a smaller fraction of the demand increase from a promotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard57.As the product margin declines, promoting during the peak demand period bees less profitable.Answer: TrueDifficulty: Easy58.Cycle inventory exists because producing or purchasing in large lots allows a stage of the supply chain to exploit economies of scale and increase cost.Answer: FalseDifficulty: Moderate59. A lot or batch size is the quantity that a stage of the supply chain either produces or purchases at a given time.Answer: TrueDifficulty: Moderate60.Cycle inventory is the physical inventory in the supply chain due to either production or purchases demanded by the customer.Answer: TrueDifficulty: Moderate61.The inventory profile is a plot depicting the level of inventory over time.Answer: TrueDifficulty: Easy62. A discount is volume-based if the pricing schedule offers discounts based on the quantity ordered in a single lot.Answer: FalseDifficulty: Hard63. A discount is volume-based if the discount is based on the total quantity purchased over a given period, regardless of the number of lots purchased over that period.Difficulty: Easy64.Pricing schedules with all unit quantity discounts encourage retailers to increase the size of their lots, which reduces the average inventory and flow time in a supply chain.Answer: FalseDifficulty: Moderate65.Safety inventory is inventory carried for the purpose of satisfying demand that exceeds the amount forecasted for a given period.Answer: TrueDifficulty: Moderate66.Safety inventory is carried because demand forecasts are accurate and a product shortage may result if the forecast demand exceeds the actual demand.Answer: FalseDifficulty: Moderate67.Raising the level of safety inventory increases product availability and thus the margin captured from customer purchases.Answer: TrueDifficulty: Moderate68.Raising the level of safety inventory increases inventory holding costs.Answer: TrueDifficulty: Easy69.Carrying excessive inventory can help counter demand volatility when new products e on the market.Answer: FalseDifficulty: Moderate70.The appropriate level of safety inventory is determined by the uncertainty of both demand and supply and the desired level of cycle inventory.Answer: FalseDifficulty: Moderate71.As the uncertainty of supply or demand grows, the required level of safety inventories increases.Answer: TrueDifficulty: Moderate72.As the desired level of product availability increases, the required level of safety inventory decreases.Difficulty: Easy73. Lead time is the gap between when an order is placed and when it is received.Answer: TrueDifficulty: Easy74.Periodic review policies require more safety inventory than continuous review policies for the same level of product availability.Answer: TrueDifficulty: Easy75.When using a continuous review policy, a manager has to account for the uncertainty of demand during the lead time and the review interval.Answer: FalseDifficulty: EasyMultiply Choice1.Which of the following is not a stage within a typical supply chain?a.Customersb.Retailersc.Wholesalers/Distributorsd.Manufacturerse.All of the above are stages within a typical supply chain.Answer: eDifficulty: Easy2.Supply chain profitability isa.not correlated to the value generated by the various stages of the supply chain.b.the total profit to be shared across all supply chain stages.c.the difference between the revenue generated from the customer and the overall cost across the supply chain.d.the total revenue generated by the distributor stage of the supply chain.e. b and c onlyAnswer: eDifficulty: Difficult3.Successful supply chain management requires which of the following decision phases?a.supply chain strategy/designb.supply chain planningc.supply chain operationd.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate4.The objective of customer order entry is toa.get the correct orders to customers by the promised due date at the lowest possible cost.b.maintain a record of product receipt and plete payment.c.maximize the conversion of customer arrivals to customer orders.d.ensure that orders are quickly and accurately entered and municated to other affected supply chain processes.e.none of the aboveAnswer: dDifficulty: Easy5.The push/pull view of the supply chain is useful when considering strategic decisions relating to supply chain design, becausea.it categorizes processes based on whether they are initiated in response to or in anticipation of customer orders.b.it specifies the roles and responsibilities of each member of the supply chain.c.it clearly defines the processes involved and the owners of each process.d.it focuses on processes that are external to the firm.e.it focuses on processes that are internal to the firm.Answer: aDifficulty: Hard6.Which of the following statements about pull processes is accurate?a.May also be referred to as speculative processes.b.Execution is initiated in anticipation of customer orders.c.At the time of execution, demand must be forecast.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: dDifficulty: Easy7.Which of the following statements about push processes is accurate?a.May also be referred to as speculative processes.b.Execution is initiated in response to customer orders.c.At the time of execution, demand is known with certainty.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: aDifficulty: Easy8.Supply chain macro processes include which of the following?a.Customer Relationship Management (CRM)b.Internal Supply Chain Management (ISCM)c.Supplier Relationship Management (SRM)d.all of the abovee.none of the aboveAnswer: dDifficulty: Easy9. A pany’s petitive strategya.defines the set of customer needs that it seeks to satisfy through its products 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 be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.10. A pany’s supply chain strategya.defines the set of customer needs that it seeks to satisfy through its products 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 be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: dDifficulty: Easy11. A supply chain strategy includesa.supplier strategy.b.operations strategy.c.logistics strategy.d.all of the abovee.none of the aboveAnswer: dDifficulty: Moderate12.Customer demand from different segments varies along which of the following attributes?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: Easy13.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: Moderate14.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: Moderate15.The uncertainty that exists due to the portion of demand that the supply chain is required 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: Moderate16.Which of the following supply chain capabilities will cause supply uncertainty to increase?a.Frequent breakdownsb.Unpredictable and low yieldsc.Poor qualityd.Limited supply capacitye.all of the aboveAnswer: eDifficulty: Easy17.Which of the following is not a major driver of supply chain performance?a.Facilitiesb.Inventoryc.Transportationrmatione.All of the above are major drivers of supply chain performance.Answer: eDifficulty: Easy18.Which of the following is not a major driver of supply chain performance?a.Customersb.Facilitiesc.Inventoryd.TransportationrmationAnswer: aDifficulty: Moderate19.The places in the supply chain network where product is stored, assembled, or fabricated are known asa.facilities.b.inventory.c.transportation.rmation.e.customers.Answer: aDifficulty: Easy20.The warehousing methodology that uses a traditional warehouse to store all of one type of product together isa.warehouse unit storage.b.stock keeping unit (SKU) storage.c.job lot storage.d.cross-docking.e.none of the aboveAnswer: bDifficulty: Moderate21.Seasonal inventory should be used whena. a pany can rapidly change the rate of its production system at a very low cost.b.changing the rate of production is expensive (e.g., when workers must be hired or fired).c.adjusting to a period of low demand without incurring large costs.d.the world is perfectly predictable.e.production rate is flexible.Answer: aDifficulty: Hard22.The process by which a firm decides how much to charge customers for its goods and services isa.supply chain coordination.b.forecasting.c.aggregate planning.d.revenue management.e.pricing.Answer: eDifficulty: Easy23.Which of the following are measures of customer service that are influenced by the structure of the distribution network?a.Returnabilityb.Order visibilityc.Customer experienced.Product availabilitye.all of the aboveAnswer: eDifficulty: Moderate24.Which of the following is not a measure of customer service that is influenced by the structure of the distribution network?a.Returnabilityb.Customer experiencec.Customer maturityd.Product availabilitye.All of the above are measures of customer service.Answer: cDifficulty: Easy25.The time between when a customer places an order and receives delivery isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: aDifficulty: Easy26.The number of different products/configurations that a customer desires from the distribution network isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: bDifficulty: Easy27.As the number of facilities in a supply chain increases, total facility costsa.decrease.b.remain the same.c.increase.d.increase to a point and then decrease.e.decrease to a point and then increase.Answer: cDifficulty: Moderate28.Total logistics costs for a supply chain network are a sum ofa.inventory and facility costs.b.inventory, facility, and distributor costs.c.facility, transportation, and distributor costs.d.inventory, transportation, and facility costs.e.none of the aboveAnswer: dDifficulty: Moderate29.As the number of facilities in a supply chain network increases, total logistics costs willa.decrease.b.decrease at first and then increase.c.increase.d.increase at first and then decrease.e.neither increase or decrease.Answer: bDifficulty: Moderate30.Which of the following are key decisions in the design of a distribution network?a.Will product be delivered to the customer location or picked up from a pre-ordained site?b.Will product flow through a production facility?c.Will product flow through an intermediary (or intermediate location)?d.all of the abovee. a and c onlyAnswer: eDifficulty: Moderate31.Supply chain network design decisions includea.only the location of manufacturing, storage, or transportation-related facilities.b.only the allocation of capacity and roles to each facility.c.both the location of manufacturing, storage, or transportation-related facilities and the allocation of capacity and roles to each facility.d.neither the location of manufacturing, storage, or transportation-related facilities nor the allocation of capacity and roles to each facility.e.none of the aboveAnswer: cDifficulty: Easy32.Supply chain network design decisions classified as facility role are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: aDifficulty: Moderate33.Supply chain network design decisions classified as facility location are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: bDifficulty: Easy34.Developing countries often create free trade zones wherea.duties and tariffs are imposed as long as production is used primarily for export.b.duties and tariffs are imposed as long as production is used primarily for import.c.duties and tariffs are relaxed as long as production is used primarily for export.d.duties and tariffs are relaxed as long as production is used primarily for import.e.duties and tariffs are increased as long as production is used primarily for export. Answer: cDifficulty: Easy35.Building some over-capacity in the supply chain network and making the capacity flexible allows a firm to alter production flows within the supply chain toa.produce less in facilities that have a lower cost based on current exchange rates.b.produce more in facilities that have a lower cost based on current exchange rates.c.produce more in facilities that have a higher cost based on current exchange rates.d.produce less in facilities that have the same cost based on current exchange rates.e.None of the above are accurate.Answer: bDifficulty: Moderate36.Positive externalities are instances wherea.the collocation of multiple firms benefits all of them.b.the dispersion of multiple firms benefits all of them.c.the cooperation of multiple firms benefits all of them.d.the coordination of multiple firms benefits all of them.e.the disagreement of multiple firms benefits all of them.Answer: aDifficulty: Moderate37.The basis for all strategic and planning decisions in a supply chain es froma.the forecast of demand.b.sales targets.c.profitability projections.d.production efficiency goals.e.all of the aboveAnswer: aDifficulty: Easy38.For push processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: dDifficulty: Moderate39.For pull processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: bDifficulty: Moderate40.In general, the further up the supply chain a pany is (or the further they are from the consumer),a.the greater the distortion of information they receive.b.the smaller the distortion of information they receive.c.the information they receive is more accurate.d.the information they receive is more useful.e.none of the aboveAnswer: aDifficulty: Moderate41.Which of the following is not a forecasting method?a.qualitativeb.time seriesc.causald.simulatione.All of the above are forecasting methods.Answer: eDifficulty: Moderate42.Predictable variability isa.change in demand that can be forecasted.b.change in demand that cannot be forecasted.c.change in demand that has been planned.d.change in demand that has been scheduled.e.all of the aboveAnswer: aDifficulty: Easy43.Which of the following is not a problem caused by products experiencing predictable variability of demand?a.high levels of stockouts during peak demandb.high levels of excess inventory during periods of low demandc.increased responsiveness of the supply chaind.increased costs in the supply chaine.decreased responsiveness of the supply chainAnswer: cDifficulty: Easy44. A firm can handle predictable variability by managinga.supply using capacity, inventory, trade promotions, and backlogs.b.supply using capacity, inventory, subcontracting, and backlogs.c.demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: eDifficulty: Easy45.Seasonal demand can be met bya.maintaining enough manufacturing capacity to meet demand in any period.b.building up inventory during the off season to meet demand during peak seasons.c.offering a price promotion during periods of low demand to shift some of the demand into a slow period.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate46.The advantage of maintaining enough manufacturing capacity to meet demand in any period isa.very low inventory costs because inventory needs to be carried from period to period.b.very low inventory costs because no inventory needs to be carried from period to period.c.very high inventory costs because no inventory needs to be carried from period to period.d.very high inventory costs because expensive capacity would go unused during most months when demand was lower.e.none of the aboveAnswer: bDifficulty: Moderate。
scm供应链管理-Mckency供应链管理 精品
Supply Chain Framework
Information Flow Forecasting & Production Planning
Customer Service
Purchasing
Inbound Logistics
Manufacturing Maintenance
Marketing & Sales
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Information Flow Forecasting & Production Planning
Customer Service
• Understand their relationships—the “causal tree”:
Objective 1
Objective 2
KPIs External Best Practice Quantitative
KPI
KPI
KPI
KPI
• KPI and xxx measure • “Dual service” measures
Making their client specific warrants attention
• Respect all sources of data:
Blind-sided
Intuition Qualitative
Opinion
Discussion Survey
Functional Measures
Purchasing
Inbound Logistics
供应链管理外文翻译
The Impact of Green Supply Chain Management on Transportation Cost ReductionABSTRACT：Supply chain management（SCM）has become an important competitive approach for organizations. The issue of green supply chain management is critical for the successful implementation of industrial ecosystems and industrial ecology。
Organizations have a number of reasons for implementing these green supply chain policies，from reactive regulatory reasons, to proactive strategic and competitive advantage reasons. From an overall environmental and organizational perspective，it is important to understand the situation and what issues exist in this field。
Many organizations worldwide have already experienced globalization and a shifting focus to competition among networks of companies in this environment。
Multinational enterprises have established global networks of suppliers that take advantage of country-industry specific characteristics to build this competitive advantage. To success having this competitive advantage, logistics and supply chain managers have to balance efforts to reduce costs and innovate while maintaining good environmental performance。
scm供应链管理-MIT的物流与供应链管理英文79页 精品
Source: Forrester
Traditional Adaptive
Source: Forrester
What to do ?
• Understand customer need • Monitor supply availability • Manage supply chain partner performance • Decentralize problem solving • Monitor corrective actions and feedback • Include macro-economic indicators
BODY SCANNER BY TC2
Invasion of the Body Scanners
Digitally speaking
Part of the Process
PERSONAL DIGITAL PROFILE
Retailer: What should we order for Fall ? Customer: How will I look in this dress? Manufacturer: What’s the next demand?
Portal
eFASHION
PERSONAL PROFILE ANALYSIS
MALL
Julia aRoberts
m
Preference Survey
BODY SCAN
EBC B2B
Data Warehouse
Anne Klein Levis, Bebe Talbots, AX
Order
FABRIC BROKER
Manufacturer
PERSONAL PROFILE
外文文献及翻译-供应链管理系统(SCMS)
外文文献及翻译-供应链管理系统(SCMS)摘要本文介绍了供应链管理系统（SCMS）的概念、功能和优势。
供应链管理系统是一种集成的信息技术解决方案，旨在优化供应链的运作和管理。
通过实时跟踪和监控，SCMS可以实现供应链的可见性、协调和效率。
引言随着全球贸易的发展，供应链的复杂性和竞争性也在不断增加。
供应链管理系统的出现为企业提供了一种解决方案，可以有效地管理供应链中的各个环节，并提高整体效率和竞争力。
SCMS的概念和功能供应链管理系统（SCMS）是一种综合性的信息技术解决方案，用于管理和优化供应链的运作和管理。
其主要功能包括：1. 订单管理：SCMS可以帮助企业实现订单的自动化处理和跟踪。
从订单的生成到交付的整个过程可以通过SCMS进行监控和管理。
2. 库存管理：SCMS可以提供准确的库存信息，并帮助企业优化库存的管理和控制。
通过实时的库存监控和预测功能，企业可以避免库存过剩或缺货的问题。
3. 运输管理：SCMS可以协调和优化供应链中的运输活动。
通过实时的运输跟踪和路线规划，SCMS可以减少运输成本、提高运输效率，并及时解决运输中的问题。
4. 供应商管理：SCMS可以帮助企业管理供应商的信息和合作关系。
通过供应商评估和选择功能，企业可以选择最适合自身需求的供应商，并建立长期的合作关系。
SCMS的优势使用供应链管理系统（SCMS）可以带来以下几个优势：1. 提高运作效率：SCMS可以实现供应链的可见性，帮助企业实时了解各个环节的情况，并及时作出调整。
这样可以减少不必要的等待和浪费，提高整体运作效率。
2. 降低成本：通过优化库存管理和运输规划，SCMS可以帮助企业减少库存成本和运输成本。
此外，SCMS还可以提高供应链中各个环节的协同效率，进一步降低企业的成本。
3. 提升客户满意度：SCMS可以提供准确的订单跟踪和交付信息，帮助企业提高客户满意度。
客户可以实时了解订单的状态和预计到达时间，减少不确定性和等待时间。
scm供应链管理-西门子供应链培训材料3英文 31页 精品
Seminar presentation April 2004
Agenda
• Customer Relationship Management Presentation • Break • Case 1– San Fabian Supply Company • Case 2– Solo Mobile Phone Company
CRM enablers
Technology
• System integration • Use of e-technologies • Selection of system/
© Siemens ICM MP; April 2004; Confidential
Page 5
CRM is the holistic approach to a customer-value based company orientation – four enablers set up the frame ...
Create a loyal customer
Acquisition phase
Total customer life-cycle
Short term Market share, sales Demands from customer segments
Medium to long term
Share of wallet, customer profitability, customer value
Individual preferences and needs
Stand-alone product
供应链管理外文翻译
毕业论文材料：英文文献及译文课题名称：电子商务环境下XX公司供应链管理研究IIMB Management ReviewVolume 23, Issue 4, December 2011, Pages 234–245 Sustainable supply chain management: Review and research opportunitiesSudheer Gupta Omkar D. Palsule-DesaiAbstractAnthropogenic emissions likely pose serious threat to the stability of our environment; immediate actions are required to change the way the earth’s resources are consumed. Among the many approaches to mitigation of environmental deterioration being considered, the processes for designing, sourcing, producing and distributing products in global markets play a central role. Considerable research effort is being devoted to understanding how organisational initiatives and government policies can be structured to facilitate incorporation of sustainability into design and management of entire supply chain. In this paper, we review the current state of academic research in sustainable supply chain management, and provide a discussion of future direction and research opportunities in this field. We develop an integrative framework summarising the existing literature under four broad categories: (i) strategic considerations; (ii) decisions at functional interfaces; (iii) regulation and government policies; and (iv) integrative models and decision support tools. We aim to provide managers and industry practitioners with a nuanced understanding of issues and trade-offs involved in making decisions related to sustainable supply chain management. We conclude the paper bydiscussing environmental initiatives in India and the relevance of sustainability discussions in the context of the Indian economy.Keywords∙Sustainable supply chain management;∙Green supply chains;∙Closed-loop supply chains;∙Sustainability;∙Extended producer responsibility;∙Emissions tradingIntroductionA broad consensus has by now emerged that anthropogenic emissions pose serious threat tothe stability of our environment, and that the resulting changes will affect our ecosystem by disrupting food and water supplies, submerging coastal wetlands, and causing severe weather patterns and species extinction. The global average temperature has been rising since the early 1900s, and has risen by more than 0.5 °C in the last 50 years alone, with an accompanying rise in global average sea levels and drop in Northern Hemisphere snow cover (IPCC, 2007a). Decades of careful data collection, analysis and projections by groups of scientists and researchers around the world have confirmed that the world faces severe changes with an expected 2–4 °C rise in global average temperature by the year 2100: 30–40% of the species could be extinct, close to a third of global coastal wetlands are in danger of being submerged, millions of people will likely face food and water shortages, andmany densely populated areas of the world, including many parts of Asia, will face higher rates of morbidity and mortality from heat waves, floods and droughts (IPCC, 2007b).A large part of the blame has been attributed to the six greenhouse gases (GHGs) that are known to trap heat into the earth’s atmosphere and contribute to a rise in global temperature: primary ones being carbon dioxide, methane, and nitrous oxide. As measurements have shown, concentrations of GHGs in the earth’s atmosphere have been relatively stable over the last 10,000 years (at between 250 and 300 parts per million). However, in the last 150 years or so—since the beginning of industrial revolution—concentrations of carbon dioxide in the atmosphere have shot up by more than 30% (from less than 300 ppm to close to 400 ppm), and concentrations of methane have almost doubled (IPCC, 2007a). Several large scale model projections have shown that a business-as-usual scenario, with no changes in our production methods and consumption habits, will lead to an imbalance in the ecosystem and damage the stability of our environment.There is an obvious need for urgent action to change the way we consume the earth’s resources. Among the many approaches to mitigation and adaptation being considered, the processes for designing, sourcing, producing and distributing products in global markets play a central role, as these activities account for a bulk of the resources consumed and the environmental impact. For example, in the United States, industrial activities account for about a third of fossil fuel related carbon dioxide emissions; another 40% are accounted for by transportation (EPA, 2007). Evidently, design and management of supply chain activities is a primary factor in promoting environmental sustainability.In this paper, we review the current state of academic research in designing and managing sustainable supply chains, and provide a discussion of future directions and research opportunities in this rapidly evolving field. In Section 2, we provide a definition and description of Sustainable Supply Chain Management. In Section 3, we summarise and discuss existing classifications and reviews of research in this field, and describe how our perspective differs from those in the literature. Section 4 presents the bulk of recent research in this area that fits our integrative perspective, summarised under four broad categories: (i) Strategic considerations; (ii) Decisions at functional interfaces; (iii) Regulation and government policies; and (iv) Integrative models and decision support tools. We conclude in Section 5 with a discussion of some environmental initiatives in India and the relevance of sustainability discussions in the context of the Indian economy.Sustainable Supply Chain Management (SSCM)We define Sustainable Supply Chain Management (SSCM) as a set of managerial practices that include all of the following:●Environmental impact as an imperative;●Consideration of all stages across the entire value chain for each product; and● A multi-disciplinary perspective, encompassing the entire product life-cycle.This definition implies a few broad themes in our perspective on environmental sustainability. First, firms must view environmental impact of their activities as an integral part of decision-making, rather than as a constraint imposed by government regulation or social pressure, or as a fad to exploit by app earing to be “green”. Second, firms must pay attention to environmental impact across the entire value chain, including those of suppliers, distributors, partners and customers. Third, firms’ view of sustainability must transcend a narrow functionalperspective and encompass a broader view that integrates issues, problems and solutions across functional boundaries.In keeping with this definition, our review of the literature on SSCM adopts a firm perspective, rather than societal or policy-makers’ perspect ive, and focuses on organisational decisions related to the entire product life-cycle that involves design, production, distribution, consumer use, post-use recovery and reuse. We do not limit ourselves to literature in any one academic discipline; rather, we focus on interactions across functional areas including corporate strategy, product design, production and inventory management, marketing and distribution, and, regulatory compliance.The paper is intended to provide managers and industry practitioners with a nuanced understanding of issues and trade-offs involved in making decisions related to SSCM. The paper is also intended to provide management researchers with a summary of the current state of the art in SSCM research, and a roadmap for future research directions.SSCM research: reviews and classificationSeveral excellent reviews have been written over the years that examine various aspects of SSCM-related research. While these reviews adopt different perspectives from ours, readers interested in exploring a particular aspect of SSCM would find them useful. For instance, many of the existing reviews explore the SSCM literature for implications of environmental concerns on firm’s individual functions involving activities such as product design, prod uction planning, or inventory management. On the contrary, we examine the existing studies from a value-chain perspective, and discuss environmental concerns in managerial decisions acrossfunctions. Moreover, most of the existing reviews cover literature that is, in some cases, over a decade old. Our review focuses on more recent research in this fast changing and growing field.Early research efforts in SSCM were largely devoted to understanding the technical and operational considerations inherent in collecting, testing, sorting, and remanufacturing of returned products. Research in this domain can broadly be classified under the following headings: (i) Production planning, scheduling and control; (ii) Inventory management; and (iii) Reverse logistics. While research in these areas continues, given the availability of excellent reviews covering this domain, we will abstract from these issues in our review, and encourage the readers to consult the papers mentioned below.In an early review of the literature, Greenberg (1995) surveys the use of mathematical programming models for controlling environmental quality, focussing on air, water, and land. The paper is limited to general equilibrium models with multiple decision making agents, where an equivalent mathematical program can be formulated to compute a fixed point. The review provides an annotated bibliography with more than 300 papers, and identifies many research avenues for studies using mathematical programming in addressing environmental concerns. Fleischmann et al. (1997) focus on quantitative models of reverse logistics, and subdivide the literature in three areas: distribution planning, inventory control, and production planning. For each of these areas, the authors discuss the implications of the product reuse efforts being explored at the time, review the mathematical models proposed in the literature, and point out the areas in need of further research. Carter and Ellram (1998) also focus on reverse logistics, but present a more holistic view that includes the reduction of materials in theforward system in such a way that fewer materials flow back, reuse of materials is made possible, and recycling is facilitated. The paper develops a broadened view of the role of logistics personnel in reverse logistics, and identifies gaps where future research is needed. In particular, the authors identify important players and influencing factors (internal, external and environmental) involved in reverse logistics and provide a framework to study these issues. Gungor and Gupta (1999) focus on ‘environmentally conscious manufacturing and product recovery’, described as integrating environmental t hinking into new product development including design, material selection, manufacturing processes, product delivery to the consumers, and end-of-life management of the product. The authors review and categorise more than 300 papers based on four stages of product life-cycle analysis: product design, manufacturing, use, and recovery. The paper argues that two key issues involved in ‘environmentally conscious manufacturing’ are: (i) understanding the life-cycle of the product and its impact on the environment at each of its life stages, and (ii) making better decisions during product design and manufacturing so that the environmental attributes of the product and manufacturing process are kept at a desired level. Consistent with bulk of the research efforts a t the time, the review focuses on the product recovery process (divided into ‘recycling’ and ‘remanufacturing’), and provides an analysis of issues relevant in collection, disassembly, inventory control and production planning of used products. Similar issues are tackled in Guide and van Wassenhove (2002) and Guide, Jayaraman, and Srivastava (1999).In a departure from the narrower focus of articles summarised above, Kleindorfer, Singhal, and van Wassenhove (2005) review various sustainability themes covered in the first 50 issues of Production and Operations Management journal. The authors use the term sustainabilitybroadly to include environmental management, closed-loop supply chains, and triple-bottom-line thinking that integrates profit, people and the planet into the culture, strategy and operations of companies. The authors suggest that businesses are under an increasing pressure to pay more attention to the environmental and resource consequences of the products and services they offer and the processes they deploy. In turn, operations management (OM) researchers and practitioners face new challenges in integrating sustainability issues within their traditional areas of interest. The paper concludes with some thoughts on future research challenges in sustainable operations management, highlighting three areas—green product and process development, lean-and-green OM, and, remanufacturing and closed-loop supply chains—that integrate essential aspects of sustainable OM.“Closed loop supply chain management” (CLSC) can be defined as the design, control, and operation of a system to maximise value creation over the life-cycle of a product, with dynamic recovery of value from different types and volumes of returns over time (Guide & van Wassenhove, 2006). This perspective has gained increasing attention among researchers in the last decade. Guide and van Wassenhove (2009) focus on business aspects of closed-loop supply chain research and provide a personal perspective on value-added recovery activities, but do not review the existing literature. The authors summarise evolution of CLSC research through five phases, which is useful in understanding the evolution of a subset of research activities within SSCM. The paper claims that Phase 1 consisted of early research that focused almost exclusively on technical problems and individual activities of reverse logistics. Phase 2 has expanded research problems to include inventory control, reverse logistics networks, andremanufacturing/shop line design issues. Phase 3 involves coordinating reverse supply chains using an economic perspective and game theoretic models, understanding strategic implications of product recovery, contracting issues, incentive alignment, and channel design. Phase 4 involves ‘Global system design for profitability’, that primarily incl udes issues such as time value of product returns and maximising value over entire product life-cycle. Phase 5 involves a focus on marketing issues such as pricing of product returns, cannibalisation, and understanding consumer behaviour.While these reviews and classifications provide different perspectives on sustainability research in supply chain management, none of them provides an integrative, comprehensive overview of the field from a firm’s perspective, adopting a strategic decision-based approach. We seek to integrate these perspectives in our review below.Integrative SSCMFollowing our discussion in Section 2, we consider a broad range of managerial decisions, categorised along the following dimensions:I. Strategic considerations:a. Organisational strategyb. Supply chain strategy and structurec. Marketing strategyII. Decisions at functional interfaces:d. Product design and product life-cyclee. Pricing and valuation of returnsf. Forecasting, information provision, and value of informationIII. Regulation and government policies:g. Extended producer responsibilityh. Cap and trade programsIV. Integrative models and decision support toolsIn the following sections, we briefly summarise the major issues and concerns in each of these categories, review and summarise some of the academic efforts that have addressed these issues, and outline promising avenues for future research in these areas.Strategic considerationsOrganisational strategyFrom a strategic perspective, organisational decisions on sustainability revolve around the following questions: (i) How does the organisation view sustainability? (ii) What options does the organisation have to incorporate environmental considerations into strategic decisions? (iii) How do these considerations affect theories of the firm that provide an economic rationale to firm’s existence, behaviour, structure and relationship to markets? While there are broad debates in literature on corporate social responsibility (of which sustainability discussions could be seen as a subset), we limit ourselves here to a value chain perspective and summarise the major issues via three papers that discuss, respectively, the strategic value of pollution prevention and resulting productivity gains, compare specific methods and techniques for controlling greenhouse gas emissions on their estimated costs, and outline the strategic importance of reverse value chain activities. These themes recur throughout this article and we will expand on them, and their impact on supply chain related decisions, in the following sections.In an influential article, Porter and van der Linde (1995) view pollution from the perspective of resource inefficiency, and discuss green initiatives in terms of their implications on firm’s competitiveness. In particular, they view the inherent trade-off between environmentalregulations and competitiveness as ecology versus economy: the regulations provide social benefits via strict environmental standards, however, higher private costs for prevention and cleanup increase prices and hence reduce competitiveness. The authors argue that policy makers, business leaders, and environmentalists have focussed on the static cost impact of environmental regulations and have ignored the more important offsetting productivity benefits from innovation. Moreover, the authors claim that pollution prevention through product and process design is superior and economical to pollution control through waste management. In this regard, they propose a resource productivity framework based on innovation and improvements in operational efficiency.While Porter and van der Linde (1995) argue for the benefits of pollution prevention over pollution control,Enkvist, Naucler, and Rosander (2007) focus on GHG emissions and provide detailed cost curves that enable a deeper understanding of the significance and cost of each possible method of reducing emissions. The cost curves show estimates of the prospective annual abatement cost in Euros per ton of avoided emissions of GHGs, as well as the abatement potential of these approaches in gigatons of emissions. The study covers six sectors (power generation, manufacturing with a focus on steel and cement, transportation, residential and commercial buildings, forestry, and agriculture and waste disposal) in six regions (North America, Western Europe, Eastern Europe including Russia, other developed countries, China, and other developing nations) spanning three time horizons (2010, 2020 and 2030). For the most part, at the low end of the curve are measures that improve energy efficiency, whereas at the higher end are approaches for adopting more greenhouse gas-efficient technologies and for shifting to cleaner industrial processes.In contrast to the papers discussed above, Jayaraman and Luo (2007) focus on reverse value chain activities (reuse, repair, refurbishing, recycling, remanufacturing, or redesign of returned products from the end-user), and present a redefined value chain strategy that entails a closed-loop system for industries in which such activities may create additional competitive advantages for the firm. The analysis presented in this paper is relevant from a strategic management perspective for the following three reasons: (i) through reverse logistics, the value chain is no longer portrayed as unidirectional, but as a closed-loop system in which additional values are generated from the existing resources; (ii) the competitive advantage paradigm can be further enlightened by a new source of competitive edge—tangible values from the physical side and intangible values from the information side of reverse logistics; (iii) the reverse logistics framework has implications for the resource-based view of the firm. Supply chain strategy and structureThe next level of organisational decisions involves the structure of the supply chain and strategic choices the firms must make in order to incorporate sustainability considerations. Research effort here has largely focused on designing the reverse supply chain to collect and re-use end-of-life products returned by customers, structuring supply chain incentives to properly motivate partners, and managing competition between remanufactured and new products. The following summary provides the major issues and findings in the literature. Savaskan, Bhattacharya, and van Wassenhove (2004) address the problem of choosing appropriate reverse channel structure for the collection of used products from customers for remanufacturing. In particular, a manufacturer in the supply chain has three options forcollecting used products: (i) collect directly from the customers, (ii) incentivise the existing retailer to induce collection, or (iii) subcontract the collection activity to a third party. The proposed noncooperative game theoretic model has decentralised decision-making system with the manufacturer as the Stackelberg leader. The authors show that simple coordination mechanisms can be designed such that the collection effort of the retailer and the supply chain profits are attained at the same level as in a centrally coordinated system.Savaskan and van Wassenhove (2006) extend the above model to a multiple retailers setting. The authors focus on the interaction between a manufacturer’s reverse channel choice to collect post-consumer goods and the strategic product pricing decisions in the forward channel when retailing is competitive. They first examine how the allocation of product collection to retailers impacts their strategic behaviour in the product market, and later discuss the economic trade-offs the manufacturer faces while choosing an optimal reverse channel structure. The authors show that when a direct collection system is used, channel profits are driven by the level of returns, whereas in the indirect reverse channel, supply chain profits are driven by the competitive interaction between the retailers. Moreover, from the supply chain coordination perspective, they show that the buy-back payments transferred to the retailers for post-consumer goods provide a wholesale pricing flexibility that can be used to price discriminate between retailers.The effect of competition from remanufactured products is a primary concern for a manufacturer. This competition can be from products the manufacturer introduces himself, or from another remanufacturer who enters the market, intercepts used products from consumers and sells remanufactured products that compete with new products from the manufacturer.Several papers have examined this issue. Majumder and Groenevelt (2001) present a two-period model to explore the effect of competition in remanufacturing. In the first period, only an OEM manufactures and sells new products. In the second period, a fraction of these items are returned for remanufacturing. However, the OEM doesn’t get all these returned products, some are used up by a local remanufacturer who competes with the OEM in the consumer market to sell remanufactured products. In this case, the critical trade-offs for the OEM are between the lower cost of remanufacturing in the second period against the threat of higher competition from the remanufacturer. The authors show that competition causes the OEM to manufacture less in the first period and attempt to increase local remanufacturer’s cost of remanufacturing. On the contrary, the remanufacturer helps OEM reduce his manufacturing cost. The authors also extend the model to examine the role of a social planner who wants to increase remanufacturing. They show that the social planner can give incentives to the OEM to increase the fraction available for remanufacturing, or reduce his remanufacturing costs. Ferguson and Toktay (2006) develop models to support a manufacturer’s recovery strategy in the face of a competitive threat on the remanufactured product market. They first analyse the competition between new and remanufactured products produced by a monopolist manufacturer and identify conditions under which the firm would choose not to remanufacture its products. They then characterise the potential profit loss due to external remanufacturing competition and analyse two entry-deterring strategies: remanufacturing and preemptive collection. A major finding is that a firm may choose to remanufacture or preemptively collect its used products to deter entry, even when the firm would not have chosen to do so under a pure monopoly environment.Ferrer and Swaminathan (2006) analyse a two-period model, that is later extended to a multi-period setting, in which a firm produces new products in the first period and uses returned cores to offer remanufactured products, along with new products, in the second period. They extend their focus to the duopoly environment where an independent operator sells remanufactured products in future periods. The authors find that if remanufacturing is very profitable, the original-equipment manufacturer may forgo some of the first-period margin by lowering the price and selling additional units to increase the number of cores available for remanufacturing in future periods. Further, as the threat of competition increases, the OEM is more likely to completely utilise all available cores, offering the remanufactured products at a lower price.SSCM and marketing strategyWhile a large part of the SSCM literature focuses on operational decisions, a small but significant research stream has explored sustainability decisions in a supply chain from a marketing perspective. Two major issues have been examined: (i) How do market characteristics affect remanufacturing incentives? (ii) How do classical marketing decisions such as pricing and segmentation, interface with technology selection and remanufacturing decisions? The following papers provide some answers.Atasu, Sarvary, and van Wassenhove (2008) examine the remanufacturing environment from a marketing perspective with an emphasis on important characteristics of a remanufactured product such as low-cost, lower valuation, cannibalisation and supply constraints. In addition to analysing the profitability of remanufacturing systems for different cost, technology, andlogistics structures, the authors provide an alternative and somewhat complementary approach that considers demand-related issues, such as the existence of `green’ segments, original-equipment manufacturer competition, and product life-cycle effects. For a monopolist, they show that there exist thresholds on the remanufacturing cost savings, the green segment size, market growth rate, and consumer valuations for the remanufactured products, above which remanufacturing is profitable. They also show that under competition, remanufacturing can become an effective marketing strategy, which allows the manufacturer to defend its market share via price discrimination.Debo, Toktay, and van Wassenhove (2005) visualise remanufacturing as an interplay between pricing, market segmentation and technology selection. In particular, the authors solve the joint pricing and production technology selection problem faced by a manufacturer that considers introducing a remanufacturable product in a market that consists of heterogeneous consumers. The objective is to understand the market and technology drivers of product remanufacturability. They show that high production costs of the single-use product, low remanufacturing costs, and low incremental costs to make a single-use product remanufacturable are the key technology drivers. The more consumers are concentrated on the lower end of the market, the lower the remanufacturing potential.While these papers provide a much-needed impetus to research in this domain, many issues remain to be examined. First, we need to identify and critically examine the firm’s incentives to invest in product durability in relation to the life-cycle environmental impact of products. Second, more research is needed in designing, pricing and promoting products with specific environmental attributes—such as lowering emissions, reducing amount of waste。
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► Supply Chain Mgmt1
GOM7
供应链管理 1
A Can of Coke
Smelting
Rolling
Can Making
Label
Filling
Distribution
There are more opportunities in better management of global supply chains than you think
Every step (plants, transports, warehouses, sales….) Is maximizing its own operational efficiency
Is this too much local optimization and not enough global optimization?
Respond quickly to unpredictable demand in order to minimize stockouts, forced markdowns, and obsolete inventory
Maintain high average utilization rate
Deploy excess buffer capacity
Generate high turns and minimize inventory throughout the chain
deploy significant buffer stocks of parts or finished goods
The “Beer Game” example
CONSUMERS
供应链的响应能力
“皮鞭” 效应
沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势
“啤酒游戏” 示例
客户
SC Responsiveness
Coordinate the supply chain 1. Share More Information
功能产品
创新产品
物理效率高的 供应链
市场响应型的 供应链
匹配 不匹配
不匹配 匹配
SC Responsiveness
Aspects of Demand
Functional (Predictable Demand)
Innovative (Unpredictable Demand)
Product life cycle
Consumers
Manage the Demand
Avoid the “Bullwhip” Effect
供应链的响应能力
怎么办？
客户
协调供应链
重新设计供应链
需求管理
避免 “皮鞭” 效应
SC Responsiveness
The “Bull whip” Effect
Order variability tends to increase as we move up the supply chain like the “bull whip”
10% to 25%
Lead time required for made-to- 6 months to 1 year order products
1 day to 2 weeks
*The contribution margin equals price minus variable cost divided by price and is expressed as a percentage
Low (10 to 20 variants per category) 10%
1% to 2%
High (often millions of variants per category) 40% to 100%
10% to 40%
Average forced end of season 0% markdown as percentage of full price
SC Responsiveness
Coordinate the supply chain
2. Change Controls in the Channel
Vendor Managed Inventory Consignment Stocks “Sell-through”
Supplier Supplier Supplier
More than 2 years
3 months to 1 year
Contribution margin*
5% to 20%
20% to 60%
Product variety
Average margin of error in the forecast at the time production is committed Average stockout rate
Supply Chain
Market Responsive Mismatch
Supply Chain
Mismatch Match
供应链的响应能力
“功能” 产品对 “创新” 产品的 不同 “时钟速率”
“功能” 产品
“创新” 产品
汽油 铅笔 谷物
打印机 数码照相机 时装服饰
使供应链与产品的 “时钟速率”相适应
10% 至 40%
被迫终止季节性降价平均占 全价百分比 按单产品所需的前导时间
0% 6 个月至 1 年
10% 至 25% 1 日至 2 周
*边际收益等于价格减去各项成本，再除以价格，用百分率表示。
SC Responsiveness
Primary purpose
Manufacturing focus Inventory strategy
Consumers
Is not easy •Multiple parties •Lagged & distorted information flows •Variability and unpredictability •Imbalance Specially for supply chains across national boundaries
供应链的反应能力
各需求方面
功能型 (可预测需求)
创新型 (需求不可预测)
产品寿命周期
2年以上
3 个月到1年
边际收益*
5% 至 20%
20% 至 60%
产品多样性
低 (每一类别10 至 20种)
高 (往往每一类别数百万种)
委托产品时预报误差平均幅度 10%
40% 至 100%
平均脱销率
1% 至 2%
Retailing
一罐可乐
澳大利亚矾土矿
冶炼
辊压
制罐
贴标签
填装
改进全球供应链管理的机会之多超乎想象
分销 零售
一个英国家庭的冰箱
A Can of Coke
Smelting
Rolling
Can Making
Label
Filling
Time in the Pipeline
Distribution Retailing
Printers Digital cameras Fashion apparel
Fit the Supply Chain to Product’s “Clockspeed”
Functional Products Innovative Products
Physically Efficient Match
A British Household Refrigerator
一罐可乐
澳大利亚矾土矿 冶炼
流程时间
辊压
制罐 贴标签 填装 分销 零售
一个英国家庭的冰箱
A Can of Coke
Why 319 days to do 3 hours of work?
•Production is batched at every stage •Transport is batched at every stage •Product goes through an average of 14 storage lots and warehouses
Consumers
Manage the Demand
供应链的响应能力
怎么办？
客户
协调供应链
减少供应链
需求管理
使供应链与产品的 “时钟速率”相适应
SC Responsiveness
The root cause of the problems plaguing many supply chains is a mismatch between the type of product and the type of supply chain
供应链的响应能力
协调供应链
2. 改变渠道控制 卖方管理的存货 代销存货 “零售量”
供应商 供应商 供应商
Intra-Operation Initiative
3. Create More Operational Flexibility
•Invest in postponement •Increase modularity •Share platforms / Common components •Reduce changeover costs (and batch sizes) •Reduce weight of capacity utilization as KPI
Lead time focus Approach to choosing suppliers Product-design strategy
Physically Efficient Process