CoordinationinaSupplyChain
供应链管理双语英文判断与选择翻译
1) A supply chain includes only the organizations directly involved in 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。
The International Journal of Advanced Manufacturing Technology
Ping LouÆZu-de ZhouÆYou-Ping ChenÆWu AiStudy on multi-agent-based agile supply chain management Received:23December2002/Accepted:23December2002/Published online:5December2003ÓSpringer-Verlag London Limited2003Abstract In a worldwide network of suppliers,factories, warehouses,distribution centres and retailers,the supply chain plays a very important role in the acquisition, transformation,and delivery of raw materials and products.One of the most important characteristics of agile supply chain is the ability to reconfigure dynami-cally and quickly according to demand changes in the market.In this paper,concepts and characteristics of an agile supply chain are discussed and the agile supply chain is regarded as one of the pivotal technologies of agile manufacture based on dynamic alliance.Also,the importance of coordination in supply chain is emphas-ised and a general architecture of agile supply chain management is presented based on a multi-agent theory, in which the supply chain is managed by a set of intelli-gent agents for one or more activities.The supply chain management system functions are to coordinate its agents.Agent functionalities and responsibilities are de-fined respectively,and a contract net protocol joint with case-based reasoning for coordination and an algorithm for task allocation is presented.Keywords Agile supply chainÆMulti-agent systemÆCoordinationÆCBRÆContract net protocol1IntroductionAdvanced technology and management are constantly being adopted to improve an enterpriseÕs strength and competitive ability in order to achieve predominance among hot global competition.In a report on21st century manufacturing strategy development,the author suggests that various production resources,including people,funds,technology and facilities should be inte-grated and managed as a whole;thus optimising the utilisation of resources and taking full advantage of advanced manufacturing technology,information tech-nology,network technology and computer[1].Agile manufacture based on dynamic alliance is coming into being so that enterprises can remain competitive in a constantly changing business environment and is becoming a main competitive paradigm in the interna-tional market.Agility,which has basically two mean-ings:flexibility and reconfigurability,has become a very important characteristic of a modern manufacturing enterprise.Flexibility is an enterpriseÕs ability to make adjustments according to customersÕneeds.Reconfigu-rability is the ability to meet changing demands[2,3].The ability to quickly respond to marketÕs changes, called agility,has been recognised as a key element in the success and survival of enterprises in todayÕs market.In order to keep up with rapid change,enterprises need to change traditional management in this hot competition. Through dynamic alliance,enterprises exert predomi-nance themselves,cooperate faithfully with each other, and compete jointly so as to meet the needs of the fluctuating market,andfinally achieve the goal of win-win[2,3].So how to improve agility in the supply chain, namelyflexibility and reconfigurability,is one of the important factors to win against the competition.Supply chain management(SCM)is an approach to satisfy the demands of customers for products and ser-vices via integrated management in the whole business process from raw material procurement to the product or service delivery to customers.In[4],M.S.Fox et al. describe the goals and architecture of integrated supply chain management system(ISCM).In this system,each agent performs one or more supply chain management functions,and coordinates its decisions with other rele-vant agents.ISCM provides an approach to the real timeInt J Adv Manuf Technol(2004)23:197–203 DOI10.1007/s00170-003-1626-xP.Lou(&)ÆZ.ZhouRoom107,D8Engineering Research Center of Numerical Control System,School of Mechanical Science&Engineering, Huazhong University of Science&Technology, 430074Wuhan,Hubei,P.R.ChinaE-mail:louping_98@Y.-P.ChenÆW.AiSchool of Mechanical Science and Engineering, Huazhong University of Science and Technology, 430074Wuhan,Hubei,P.R.Chinaperformance of supply chain function.The integration of multi-agent technology and constraint network for solving the supply chain management problem is pro-posed[6].In[7],Yan et al.develop a multi-agent-based negotiation support system for distributed electric power transmission cost allocation based on the networkflow model and knowledge query&manipulation language (KQML).A KQML based multi-agent coordination language was proposed in[8,9]for distributed and dy-namic supply chain management.However,the coordi-nation mechanisms have not been formally addressed in a multi-agent-based supply chain.In most industries, marketing is becoming more globalised,and the whole business process is being implemented into a complex network of supply chains.Each enterprise or business unit in the SCM represents an independent entity with conflicting and competing product requirements and may possess localised information relevant to their interests.Being aware of this independence,enterprises are regarded as autonomous agents that can decide how to deploy resources under their control to serve their interests.This paperfirst introduces concepts and characteris-tics of agile supply chains and emphasises the impor-tance of coordination in supply chain.Then,it presents an architecture of agile supply chain based on a multi-agent theory and states the agentsÕfunctions and responsibilities.Finally,it presents a CBR contract net protocol for coordination and the correlative algorithm for task allocation in multi-agent-based agile supply chains.2Agile supply chainA supply chain is a network from the topologic structure which is composed of autonomous or semi-autonomous enterprises.The enterprises all work together for pro-curement,production,delivery,and so on[10].There is a main enterprise in the supply chain that is responsible for configuring the supply chain according to the de-mand information and for achieving supply chain value using fundflow,materialflow and informationflow as mediums.There are three discontinuous buffers to make the materialflowfluently and satisfy the change in the demand.On the one hand,as every enterprise manages inventory independently,plenty of funds are wasted.As the demand information moves up-stream,the forecast is inaccurate and the respond to the change in demand is slow[11].Accordingly,the key method for competi-tiveness is improving and optimising supply chain management to achieve integrated,automated,and agile supply chain management and to cut costs in the supply chain.To optimise supply chain management and coordi-nate the processes for materialflow,fundflow and informationflow,it is necessary to make materialflow fluent,quickly fund turnover and keep information integrated.Prompt reconfiguration and coordination is an important characteristic of agile supply chain according to dynamic alliance compositing and de-compositing(enterprise reconfiguration).Agile supply chain management can improve enterprise reconfiguring agility.The agile supply chain breaks through the tra-ditional line-style organizational structure.With net-work technology an enterprise group is formed by a cooperative relationship which includes an enterprise business centre,a production design centre,a supplier,a distribution centre,a bank,a decision-making centre, etc.It reduces the lead time to the market to satisfy customer demand.Agile supply chain without temporal and spatial limits promptly expands the enterprise scale,marketing share and resource by allied enterprise.So,a key factor of the agile supply chain is to integrate heterogeneous information systems adopted in various enterprises.The integration information system can provide marketing information and supplier details.Feasible inventory, quantity and cycle of replenished stock,delivery,etc.is designed using the shared information.It is evident that agile supply chain is a typical distributed system.A multi-agent system(MAS)which is characterised byflexibility and adaptability is suit-able for an open and dynamic environment.Thus MAS is a good method for agile supply chain man-agement.3The concept of agents and MASSome people define an agent as any piece of software or object which can perform a specific given task.Presently the prevailing opinion is that an agent must exhibit three important general characteristics:autonomy,adapta-tion,and cooperation[8,12,13].Autonomy means that agents have their own agenda of goals and exhibit goal-directed behaviour.Agents are not simply reactive,but can be pro-active and take initiatives as they deem appropriate.Adaptation implies that agents are capable of adapting to the environment,which includes other agents and human users,and can learn from the expe-rience in order to improve themselves in a changing environment.Cooperation and coordination between agents are probably the most important feature of MAS. Unlike those stand-alone agents,agents in a MAS col-laborate with each other to achieve common goals.In other words,these agents share information,knowledge, and tasks among themselves.The intelligence of MAS is not only reflected by the expertise of individual agents but also exhibited by the emerged collective behaviour beyond individual agents.Of course various agents have different functions,but some functions are needed for each agent.A generic structure of agents that includes two parts is presented:agent kernel and function mod-ule.Figure1exhibits the generic structure of agents which is a plug-in model.In Fig.1,the generic agent includes the following components:198The mailbox handles communication between one agent and the other agents.The message handler processes incoming message from the mailbox,orders them according to priority level,and dispatches them to the relevant components of the agent.The coordination engine makes decisions concerning the agent Õs goals,e.g.how they should be pursued,when to abandon them,etc.,and sends the accepted tasks to the planner/scheduler.It is also responsible for coordi-nating the agents Õinteractions with other agents using coordination protocols and strategies.The planner and scheduler plans the agent Õs tasks on the basis of decisions made by the coordination engine and on resources and task specifications available to the agent.If not,a message is sent to the coordination en-gine for finding extra resources.The blackboard provides a shared work area for exchanging information,data,and knowledge among function modules.Every function module is an inde-pendent entity.These function modules execute con-currently by the control of planner/scheduler and collaborate through the blackboard.The acquaintance database describes one agent Õs relationships with other agents in the society,and its beliefs about the capabilities of those agents.The coor-dination engine uses information contained in this database when making collaborative arrangements with other agents.The resource database reserves a list of resources (referred to in this paper as facts)that are owned by and available to the agent.The resource database also sup-ports a direct interface to external systems,which allows the interface to dynamically link and utilise a proprie-tary database.The ontology database stores the logical definition of each fact type—its legal attributes,the range of legal values for each attribute,any constraints betweenattribute values,and any relationship between the attributes of that fact and other facts.The task/plan database provides logical descriptions of planning operators (or tasks)known to the agent.4Multi-agent-based agile supply chain management Multi-agent-based agile supply chain management per-forms many functions in a tightly coordinated manner.Agents organise supply chain networks dynamically by coordination according to a changing environment,e.g.exchange rates go up and down unpredictably,customers change or cancel orders,materials do not arrive on time,production facilities fail,etc.[2,14].Each agent performs one or more supply chain functions independently,and each coordinates his action with other agents.Figure 2provides the architecture of multi-agent-based agile supply chains.There are two types of agents:functional agents and mediator agents.Functional agents plan and/or control activities in the supply chain.Mediator agents play a system coordinator role s by promoting coopera-tion among agents and providing message services.Mediator agents dispatch the tasks to the functional agents or other mediator agents,and then those func-tional or mediator agents complete the tasks by coordi-nation.All functional agents coordinate with each other to achieve the goals assigned by mediator agents.The mediator-mediator and mediator-agent communication is asynchronous,and the communication mode can be point-to-point (between two agents),broadcast (one to all agents),or multicast (to a selected group of agents).Messages are formatted in an extended KQML format.The architecture is characterised by organizational hier-archy and team spirit,simplifying the organisational architecture and reducing the time needed to fulfil the task.The rest of this section briefly describes each of the mediator agents underdevelopment.Fig.1Generic structures of agents199–Customer mediator agent:This agent is responsible for acquiring orders from customers,negotiating with customers about prices,due dates,technical advisory,etc.,and handling customer requests for modifying or cancelling respective orders,then sending the order information to a scheduling mediator agent.If a customer request needs to be re-designed,the infor-mation is sent to a design mediator agent,then to a scheduling mediator agent.–Scheduling mediator agent:This agent is responsible for scheduling and re-scheduling activities in the fac-tory,exploring hypothetical ‘‘what-if’’scenarios for potential new orders,and generating schedules that are sent to the production mediator agent and logis-tics mediator agent.The scheduling agent also acts as a coordinator when infeasible situations arise.It has the capability to explore tradeoffs among the various constraints and goals that exit in the plant.–Logistics mediator agent:This agent is responsible for coordinating multi-plans,multiple-supplier,and the multiple-distribution centre domain of the enterprise to achieve the best possible results in terms of supply chain goals,which include on-time delivery,cost minimisation,etc.It manages the movement of products or materials across the supply chain from the supplier of raw materials to the finished product customer.–Production mediator agent:This agent performs the order release and real-time floor control functions as directed by the scheduling mediator agent.It monitors production operation and facilities.If the production operation is abnormal or a machine breaks down,this agent re-arranges the task or re-schedules with the scheduling mediator agent.–Transportation mediator agent:This agent is responsible for the assignment and scheduling of transportation resources in order to satisfy inter-plant movement specified by the logistics mediator agent.It is able to take into account a variety oftransportation assets and transportation routes in the construction of its schedules.The goal is to send the right materials on time to the right location as assigned by the logistics mediator agent.–Inventory mediator agent:There are three invento-ries at the manufacturing site:raw product inven-tory,work-in-process inventory,and finished product inventory.This agent is responsible for managing these inventories to satisfy production requirements.–Supplier mediator agent:This agent is responsible for managing supplier information and choosing suppli-ers based on requests in the production process.–Design mediator agent:This agent is responsible for developing new goods and for sending the relevant information to the scheduling mediator agent for scheduling,as well as to the customer mediator agent for providing technological advice.5Coordination in a multi-agent-based agile supply chainCoordination has been defined as the process of man-aging dependencies between activities [15].One impor-tant characteristic of an agile supply chain is the ability to reconfigure quickly according to change in the envi-ronment.In order to operate efficiently,functional entities in the supply chain must work in a tightly coordinated manner.The supply chain works as a net-work of cooperating agents,in which each performs one or more supply chain functions,and each coordinates its action with that of other agents [5].Correspondingly,a SCMS transforms to a MAS.In this MAS,agents may join the system and leave it according to coordinating processes.With coordination among agents,this MAS achieves the goal of ‘‘the right products in the right quantities (at the right location)at the right moment at minimalcost’’.Fig.2An architecture of multi-agent based agile supply chain management2005.1Contract net protocol combined withcase-based reasoningThe contract net is a negotiation protocol(CNP)pro-posed by Smith[15].In the CNP,every agent is regarded as a node,such as a manager or a contractor.The manager agent(MA)is responsible for decomposing, announcing,and allocating the task and contractor agent(CA)is responsible for performing the task.This protocol has been widely used for multi-agent negotia-tion,but it is inefficient.For this reason,contract net protocol is combined with case-based reasoning(CBR).In case-based reasoning(CBR),the target case is defined as problem or instance which is currently being faced,and the base case is problem or instance in the database.CBR searches the base case in the database under the direction of the target case,and then the base case instructs the target case to solve the problem.This method is efficient.But at the very beginning,it is very difficult to set up a database which includes all problems solving cases.The cases may be depicted as follows:C¼\task;MA;taskÀconstraint;agentÀset> Here,MA is task manager.Task-constraint repre-sents various constraint conditions for performing the task,depicted as a vector{c1,c2,c3,...,c m}.Agent-set is a set of performing the task as defined below:Agent set¼\sub task i;agent id;cost;time;resource>f gtask¼[ni¼1sub task iIn the supply chain,the same process in which a certain product moves from the manufacturer to the customer is performed iteratively.So,case-based rea-soning is very efficient.Consequently,combining con-tract net protocol with CBR could avoid high communicating on load,thus promoting efficiency.The process can be depicted as follows(Fig.3).5.2The algorithm for task allocation baseon CBR contract net protocolThere are two types of agents in the supply chain, cooperative and self-interested agents.Cooperative agents attempt to maximise social welfare,which is the sum of the agents utilities.They are willing to take individual losses in service of the good of the society of agents.For example,function agents come from the same enterprise.In truth,the task allocation among cooperative agents is combinational optimisation prob-lem.Self-interested agents seek to maximise their own profit without caring about the others.In such a case,an agent is willing to do other agentsÕtasks only for com-pensation[16].Function agents,for example,come from different enterprises.In the following section the algorithm for task allo-cation among self-interested agents based on CBR contract net protocol will be addressed.Before describ-ing the algorithm,there are some definitions that must be clarified:Task—A task which is performed by one agent or several agents together:T=<task,reward,con-straints>,where task is the set of tasks(task={t1,t2,..., t m}),reward is the payoffto the agents that perform the task(reward={r1,r2,...,r m}),and constraints refer to the bounded condition for performing the task(con-straints={c1,c2,...,c n}).Agent coalition(AC)—A group of agents that per-form task T,described as a set AC={agent i,i=1,2,...,n}.Efficiency of agent—Efficiency of an agent i is de-scribed as follows:E i¼rewardÀcostðÞ=costð1Þwhere reward is the payoffto the agent performing task T,and cost refers to that spend on performing the task. If agent i is not awarded the task,then E i=0.Efficiency of agent coalition—E coalition¼rewardÀX micost iÀh!,X micost iþh!ð2Þwhere reward is the payoffof the agent coalition per-forming task T;cost i refers to that spend on performing task t i;and h is the expense on forming coalition,which is shared by the members of the coalition.If the coalition is not awarded task T,then E coalition<=0.6Algorithm:1.After MA accepts the task T=<task,reward,constraint>(task is decomposable),then it searches the database.2.If itfinds a corresponding case,it assigns the task orsubtask to the related agents according to the case, and the process is over3.If no case is found,then the task T is announced toall relevant agents(agent i,i=1,2,...n).4.The relevant agents make bids for the task accord-ing to their own states and capabilities.Thebid Fig.3CBR contract net process201from agent i can be described as follows:Bid i =<agentid i ,T i ,price i ,condition i >,where i ex-presses the bidding agent (i =1,2,...,h );agentid i is the exclusive agent identifier;T i is the task set of agent i Õs fulfilment;price i is the recompense of agent i fulfilling the task T i ;and condition i is the constraint conditions for agent i to fulfil the task T i .5.If [1 i h&T i then the task T can not be performed.Otherwise MA makes a complete combination of the agents,namely to form a number of agent coalitions (or agent sets,amounting to N =2h )1).6.First MA deletes those agent coalitions where no agents are able to satisfy the constraint condition.Next the rest of the coalitions are grouped by the number of agents in coalitions and put into set P (P ={P 1,P 2,...,P h })in order of the minimum re-compense increase of the coalitions,where P i is the set of agent coalitions,including i agents.7.MA puts the first coalition from each group P i(i =1,2,...,h )into set L ,and if L is null then it returns to (10),otherwise it calculates the minimum re-compense of each coalition as follows:Min Pm iprice i ÃT is :t :P h i ¼1T i TP m icondition i constraitThen it searches for the minimal agent coalition AC min from the set L .8.MA sends the AC min to the relevant agents,namely MA requests that these agent fulfil the task to-gether.The relevant agents calculate the E coalition and E i according to Eqs.1and 2.IfE coalition !max miE i ,then all agents in the AC minaccept the proposal to form a coalition to perform the task T together.MA assigns the task to the AC min ,and the process is over.Otherwise it deletes the AC min from P i and returns to (7).9.If the relevant agents accept the task or subtask,then MA assigns the task to them.The process is over.If some agents cannot accept the subtask and the stated time is not attained,then it returns to (3),otherwise it returns to (10).10.The process is terminated (namely the task cannotbe performed).After all processes have been completed,case-based maintenance is required to improve the CBR.Thus efficiency is continuously promoted.6.1An example–A simple instantiation of a supply chain simulation is presented here and the negotiating process among agents is shown.In this supply chain instantiation,thetransportation mediator agent (TMA)has a transporttask T ,in which it has to deliver the finished product to the customer within 15units of time and must pay 1500monetary units for it,that is T =<t ,1500,15>.Four transport companies can perform task T .Each company is an autonomous agent,that is four agents,agent A,agent B,agent C and agent D.So the TMA announces the task T to the four agents.Then the four agents make a bid for the task T as shown in Table 1.–So the four agents can form 24)1coalitions (see Fig.4),which are put into set P .Cooperation between agents in the coalition requires expense and the ex-pense for forming the coalition increases with the growth of in coalition size.This means that expanding the coalition may be non-beneficial.The expense of each agent in forming a coalition h is 100.First,the coalitions in which no agents can satisfy the constraint conditions are deleted from the set P .The rest of the coalitions are grouped by the number of agents in the coalition and ordered according to the recompense of each group that was increased due to the coalition,namely P 1={B},P 2={{A,B},{A,C},{B,C},{A,D},{B,D}},P 3={{A,B,C},{A,B,D},{B,C,D}},P 4={{A,B,C,D}}.Then the cost and efficiency of coalition {B},{A,C}and {A,B,C}are calculated as follows:Price f A ;B g ¼Min ð800x 1þ1200x 2Þs :t :20x 1þ12x 2 15x 1þx 2!1x 1!0:x 2!0Price f A ;B ;C g ¼Min ð800y 1þ1200y 2þ2000y 3Þs :t :20y 1þ12y 2þ5y 3 15y 1þy 2þy 3!1y 1!0:y 2!0;y 3!Fig.4Agent coalition graphTable 1The bids of four agents Agent Id Price Conditions Agent A 80020Agent B 120012Agent C 20005AgentD25003202the following result can be obtained:Price{B}=1200; x1=0.3750,x2=0.6250,Price{A,B}=1050;and y1= 0.3750,y2=0.6250,y3=0.The above result shows that agent B does not attend the coalition{A,B,C},that is both agent B and coalition{A,B}can fulfill the task and satisfy the constraint conditions.According to Eqs.1 and2,E A,E B,E{A,B}:E A=0(because TMA does not assign the task to A.),E B=(1500)1200)/1200=0.25, E{A,B}=(1500)1050)2*100)/(1050+2*100)=0.2can be obtained.Because of E{A,B}<max{E A,E B},agent B does not agree to form a coalition.Therefore,the TMA se-lects agent B to fulfil the task.7ConclusionsIn this paper,the concept and characteristics of agile supply chain management are introduced.Dynamic and quick reconfiguration is one of important characteristics of an agile supply chain and agile supply chain man-agement is one of the key technologies of agile manu-facturing based on dynamic alliances.As agile supply chain is a typical distributed system,and MAS is effi-cient for this task.In the architecture of agile supply chain management, the supply chain is managed by a set of intelligent agents that are responsible for one or more activities.In order to realise the agility of supply chains,coordination amongst agents is very important.Therefore,it can be suggested that contract net protocol should be combined with case-based reasoning to coordinate among agents. Acknowledgement The authors would like to acknowledge the funding support from the National Science Fund Committee (NSFC)of China(Grant No.5991076861).References1.Goldman S,Nagel R,Preiss K(1995)Agile competitors andvirtual organization.Van Nostrsand Reinhold,New York, pp23–32,pp158–1662.Yusuf YY,Sarhadi M,Gunasekaran A(1999)Agile manu-facturing:the drivers,concepts and attributes.Int J Prod Eng 62:33–433.Gunasekaran A(1999)Agile manufacturing:A framework forresearch and development.Int J Prod Eng62:87–1054.Fox MS,Chionglo JF,Barbuceanu M(1992)Integrated chainmanagement system.Technical report,Enterprise Integration Laboratory,University of Toronto5.Shen W,Ulieru M,Norrie DH,Kremer R(1999)Implementingthe internet enabled supply chain through a collaborative agent system.In:Proceedings of agentsÔ99workshop on agent-based decision support for managing the internet-enabled supply-chain,Seattle,pp55–626.Sandholm TW,Lesser VR(1995)On automated contracting inmulti-enterprise manufacturing.Advanced Systems and Tools, Edinburgh,Scotland,pp33–427.Beck JC,Fox MS(1994)Supply chain coordination via medi-ated constraint relaxation.In:Proceedings of thefirst Canadian workshop on distributed artificial intelligence,Banff,Alberta, 15May19948.Chen Y,Peng Y,Finin T,Labrou Y,Cost R,Chu B,Sun R,Willhelm R(1999)A negotiation-based multi-agent system for supply chain management.In:Working notes of the ACM autonomous agents workshop on agent-based decision-support for managing the internet-enabled supply-chain,4:1–79.Wooldridge M,Jennings NR(1995)Intelligent agents:theoryand practice.Knowl Eng Rev10(2):115–15210.Barbuceanu M,Fox MS(1997)The design of a coordinationlanguage for multi-agent systems.In:Muller JP,Wooldridge MJ,Jennings NR(eds)Intelligent agent III:agents theories, architecture and languanges(Lecture notes in artificial intelligence),Springer,Berlin Heidelberg New York,pp341–35711.Hal L,Padmanabhan V,Whang S(1997)The Bullwhip effect insupply chains.Sloan Manag Rev38(4):93–10212.Yung S,Yang C(1999)A new approach to solve supply chainmanagement problem by integrating multi-agent technology and constraint network.HICASS-3213.Yan Y,Yen J,Bui T(2000)A multi-agent based negotiationsupport system for distributed transmission cost allocation.HICASS-3314.Nwana H(1996)Software agents:an overview.Knowl Eng Rev11(3):1–4015.Smith RG(1980)Contract net protocol:high-level communi-cation and control in a distributed problem solver.IEEE Trans Comput29(12):1104–111316.Barbuceanu M,Fox MS(1996)Coordinating multiple agentsin the supply chain.In:Proceedings of thefifth workshop on enabling technology for collaborative enterprises(WET ICEÕ96).IEEE Computer Society Press,pp134–14117.Jennings NR,Faratin P,Norman TJ,OÕBrien P,Odgers B(2000)Autonomous agents for business process management.Int J Appl Artif Intell14(2):145–1818.Malone TW,Crowston K(1991)Toward an interdisciplinarytheory of coordination.Center for coordination science tech-nical report120,MIT Sloan School203。
ch10 Coordination in the Supply Chain
© 2007 Pearson Education
16-10
Operational Obstacles
Actions taken in the course of placing and filling orders that lead to an increase in variability Ordering in large lots (much larger than dictated by demand) – Figure 17.2 Large replenishment lead times Rationing and shortage gaming (common in the computer industry because of periodic cycles of component shortages and surpluses)
© 2007 Pearson Education
16-8
Incentive Obstacles
When incentives offered to different stages or participants in a supply chain lead to actions that increase variability and reduce total supply chain profits – misalignment of total supply chain objectives and individual objectives. Local optimization within functions or stages of a supply chain. Sales force incentives.
供应链翻译
供应链翻译
供应链是指从原材料供应商到最终消费者之间的所有环节，包括采购、生产、物流和销售等各个环节的联系与协调。
随着全球化的发展，跨国公司的供应链管理越来越重要。
供应链的翻译是Supply Chain。
翻译供应链需要准确理解其含
义和相关概念，同时要考虑行业上的常用词汇和翻译规范。
供应链管理的目标是通过优化各个环节的协作，提高整体效率和客户满意度，降低成本和风险。
供应链中的关键环节包括供应商管理、生产计划、物流运输、库存控制和销售预测等。
这些环节紧密相连，相互影响。
供应链管理涉及到许多专业术语，如采购(Purchasing)、生产
计划(Production Planning)、销售预测(Sales Forecast)、物流管
理(Logistics Management)、库存控制(Inventory Control)等。
这
些术语需要根据具体情境进行恰当翻译。
在国际贸易中，供应链的翻译要考虑到不同国家和地区的文化差异。
比如，在中文中，供应链可能更多地关注于管理流程和协作，而在英文中，更强调了供应商和客户之间的关系和合作。
供应链的成功与否直接影响到企业的竞争力和市场地位。
因此，供应链翻译要准确传递相关信息，确保各环节之间的协作和沟通。
此外，供应链也是一个动态的概念，需要不断更新和调整，所以翻译中也要考虑到这一点。
总之，供应链的翻译是一个涉及多个专业领域的翻译工作。
准确理解其含义和概念，翻译出符合行业规范和文化差异的译文，对于企业的发展和国际贸易有着重要意义。
供应链简答题翻译更为准确
1、综合计划在哪些行业尤其重要?这些行业有哪些特征？What are some industries in which aggregate planning would be particularly important?综合计划对于一些制造业和服务业来说很有用。
制造业包括家具，所有耐用品，消费电子产品，纺织品，汽车和飞机。
服务行业包括餐馆和类似旅馆、汽车旅馆的酒店行业。
2、运用综合计划的行业有哪些特点?What are the characteristics of these industries that make them good candidates for aggregate planning?综合计划对于那些交付周期相对长和容量数额有限的行业非常有用。
这样的行业提供的终端产品或服务通常是由那些必须要运转一些制造行为的其他企业提供的输入信息组成。
3、综合计划策略之间的主要不同是什么？What are the main differences between the aggregate planning strategies?三个纯粹的总体规划策略是追赶策略，劳动力或产能的时间柔性策略，以及均衡策略。
这三种策略的主要区别是杠杆，即在综合计划期内，该参数被操纵以实现供需平等。
第一追逐赶略以使用机器或人员产能的形式作为杠杆。
在一个周期的基础上库存水平是非常低的，整个供应量的变化和工作压力是在一个恒定的状态，这可以增加管理成本。
第二种是从劳动力或产能的时间柔性，利用率的水平。
这一战略，就像之前的追赶计划，导致整个供应链的库存水平低。
它避免了裁员问题，但仍然需要一个灵活的劳动力，也可能导致机器设备利用率低。
第三个策略是在整个总规划期间保持一个恒定的输出率。
如果需求是高度可变的，这个计划会造成缺货或延期交货和其他时期的库存水平过高。
在这一战略中，并没有真正的同步需求与供应。
4、哪些行业或情况最适合使用追赶策略？哪些最适合使用柔性策略？哪些最适合使用均衡策略？What types of industries or situations are best suited to the chase strategy? The flexibility strategy? The level strategy?追赶策略适用于库存成本较高，而改变设备产能和劳动力数量成本较低的情况。
供应链英语翻译（译文和原文）
供应链英语翻译（译文和原文）Perspectives in supply chain risk managementChristopher S. TangUCLA Anderson School, 110 Westwood Plaza, UCLA, Los Angeles, CA 90095,USAReceived 3 November 2005; accepted 16 December 2005Available online 2 March 2006AbstractTo gain cost advantage and market share, many firms implemented various initiatives such as outsourced manufacturing and product variety. These initiatives are effective in a stable environment, but they could make a supply chain more vulnerable to various types of disruptions caused by uncertain economic cycles, consumer demands, and natural and manmade disasters. In this paper, we review various quantitative models for managing supply chain risks. We also relate various supply chain risk management (SCRM) strategies examined in the research literature with actual practices. The intent of this paper is three-fold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.Keywords:Supply chain risk management; Quantitative models; Review1. IntroductionOver the last 10 years, earthquakes, economic crises,SARS, strikes, terrorist attacks have disrupted supply chain operations repeatedly. Supply chain disruptions can have significant impact on a firm’s short-term performance. For example, Ericsson lost 400 million Euros after their supplier’s semiconductor plant caught on fire in 2000, andApple lost many customer orders during a supply shortage of DRAM chips after an earthquake hit Taiwan in 1999. Supply chain disruptions can have long-term negative effects on a firm’s financial performance as well. For instance, Hendricks and Singhal (2005) report that companies suffering from supply chain disruptions experienced 33–40% lower stock returns relative to their industry benchmarks.T o mitigate supply chain disruptions associated with various types of risks (uncertain economic cycles,uncertain consumer demands, and unpredictable natural andman-made disasters), many researchers have developed different strategies/models for managing supply chain risks. In this paper, we review primarily quantitative models that deal with supply chain risks. Also, we relate various supply chain risk management (SCRM) strategies examined in the literature with actual practices. The intent of this paper is threefold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.2. Supply managementTo gain cost advantage, many firms outsourced certain non-core functions so as to maintain a focus on their core competence (cf., Porter (1985)). Since the 1980s, we witnessed a sea change in which firms outsourced their supply chain operations including design, production, logistics, information services, etc. Essentially, supply management deal with five inter-related issues:1. supply network design,2. supplier relationship,3. supplier selection process (criteria and supplierselection),4. supplier order allocation,5. supply contract.3.Demand managementIn Section 2, we describe how manufacturers can use different supply management strategies to mitigate various supply chain operational risks However, these supply management strategies are ineffective when the underlying supply mechanism is inflexible. For instance, in the service industry or in the fashion goods manufacturing industry, the supply mechanism is inflexible because the capacity is usually fixed. When the supply capacity is fixed, many firms have attempted to use different demand management strategies so that they can manipulate uncertain demands dynamically so that the modified demand is better matched with the fixed supply.Due to space limitation, we are unable to review the dynamic pricing or clearance pricing literature. The reader is referred to Elmaghraby and Keskinocak (2003) for an extensive review of dynamic pricing models and clearance pricing models for selling a fixed number of units over a finite horizon. Also, we do not plan to review literature that deal with coordination ofpricing and ordering decisions. The reader is referred to Yano and Gilbert (2004),Petruzzi and Dada (1999), Eliashberg and Steinberg (1993) for three comprehensive reviews in this area. Instead, we shall focus on articles that emphasize on the use of demand management strategies to‘‘shape’’ uncertain demand so that a firm can use an inflexible supply to meet the modified demand.4. Product managementTo compete for market share, many manufacturers expand their product lines. As reported in Quelch and Kenny (1984), the number of stock keeping units (SKUs) in consumer packaged goods has been increasing at a rate of 16% every year between 1985 and 1992. Marketing research shows that product variety is an effective strategy to increase increasing market share because it enables a firm to serve heterogeneous market segments and to satisfy consumer’s variety seeking behavior. However, while product variety may help a firm to increase market share and revenue, product variety can increase manufacturing cost due to an increasein manufacturing complexity. Moreover, product variety can increase inventory cost due to an increase in demand uncertainty. These twoconcerns have been illustrated in an empirical study conducted by MacDuffie et al. (1996). They show that the production and inventory costs tend to increase as product variety increases. Therefore, it is critical for a firm to determine an optimal product portfolio that maximizes the firm’s profit. The reader is referred to Ramdas (2003) for a comprehensive review of literature in the area of product variety.5. Information managementAs explained in Fisher (1997), most consumer products can be classified as fashion products or functional products. Basically, fashion products usually have shorter life cycles and higher levels of demand uncertainties than the functional products. Therefore, different information management strategies would be needed to manage for different typesof products especially in the presence of supply chain risks. For this reason, we shall classify the work in this section according to the product types: fashion products and functional products.6.Robust strategies for mitigating operational and disruption risksUpon examining the underlying assumptions of the models reviewed so far, it appears most of the quantitative models are designed for managing operational risks. Even though these quantitative models often provide cost effective solutions for managing operational risks, there do not address the issue of disruption risks in an explicit manner. Before we present some potential research ideas for managing supply chain disruption risk in the next section, we shall examine how disruptions risks are managed in practice and relate these practices to the models reviewed earlier. After reviewing some qualitative analyses presented in various risk management and SCRM articles, we can summarize the key findings as follows:1.Managers’attitude towards risks：Sharpira (1986) and March and Sharpira (1987) study managers’ attitude towards risks and they conclude that:(1)Managers are quite insensitive to estimates of the probabilities of possible outcomes.(2) Managers tend to focus on critical performance targets, which affect the way they manage risk.(3) Managers make a sharp distinction between taking risks and gambling.2.Managers’ attitude towards initiatives for managing supply chaindisruption risks.7. ConclusionsIn this paper, we have reviewed various quantitative models for managing supply chain risks. We found that these quantitative models are designed for managing operational risks primarily, not disruption risks. However, we argue that some of these strategies have been adopted by practitioners because these strategies can make a supply chain become more efficient in terms of handling operational risks and more resilient in terms of managing disruption risks. Since there are few supply chain management models for managing disruption risks, we would like to present six potential ideas for future research.1.Demand and supply process：Virtually, all models reviewed in this paper are based on the assumption that the demand or the supply process is stationary. To model various types of disruptions mathematically, one may need to extend the analysis to deal with non-stationary demand or supply process. For instance, one may consider modeling the demand or the supply process as a ‘‘jump’’ process to capture the characteristics of major disruptions.2.Objective function：The performance measures of the models reviewed in this paper are primarily based on the expected cost or profit. The expected cost or profit is an appropriate measure for evaluating different strategies for managing operational risks. When dealing with disruption risks that rarely happen, one may need to consider alternativeobjectives besides the expected cost/profit.3.Supply management strategies：When developing supply management strategies for managing disruption risks, both academics and practitioners suggest the idea of ‘‘back-up’’ suppliers.4.Demand management strategies: Among the demand management strategies presented in Section 3, it appears that dynamic pricing/ revenue management has great potential for managing disruption risks because a firm can deploy this strategy quickly after a disruption occurs. In addition, revenue management looks promising especially after successful implementations of different revenue management systems in the airline industry for managing operational risks.5. Product management strategies: When selling products on line, e-tailers can change their product assortments dynamically according to the supply and demand of different products. This idea can be extended to brick and mortar retailers for managing disruption risks./doc/a12863039.html,rmation management strategies: Among the information management strategies described in Section 6, we think the CPFR strategy is promising because it fosters a tighter coordination and stronger collaboration among supply chain partners.站在供应链风险管理的角度作者：Christopher S. Tang摘要：为了获得成本优势和抢占市场份额，很多企业采取了各种措施，比如外包生产制造和产品多样化生产。
(全新版)供应链合作准则英文版
(全新版)供应链合作准则英文版Updated Version: Supply Chain Collaboration GuidelinesIn today's fast-paced business environment, supply chain collaboration is crucial for success. This document outlines the guidelines for effective collaboration between partners in the supply chain.1. Transparency:2. Mutual Respect:- Treat all partners with respect and acknowledge the value each brings to the collaboration.3. Responsiveness:- Partners should be proactive and responsive to requests and changes to ensure efficient operations.4. Quality Assurance:- Maintain high standards of quality in products and services to meet customer expectations.5. Risk Management:- Identify and address potential risks in the supply chain to mitigate disruptions and ensure continuity of operations.6. Continuous Improvement:- Strive for continuous improvement by implementing feedback and learning from past experiences.- Adhere to all legal and regulatory requirements to maintain ethical standards in the supply chain.8. Conflict Resolution:- Address conflicts promptly and professionally to maintain positive relationships among partners.9. Innovation:10. Sustainability:- Consider environmental and social impacts in supply chain decisions to promote sustainability.By following these guidelines, partners can build strong and mutually beneficial relationships in the supply chain. Together, we can achieve success and drive growth in the industry.。
供应链简答题(英语)
1.1Explain the 3 decision phases (categories) that must be made in a successful supply chain.Answer: The 3 decision phases that occur within a supply chain are supply chain strategy (or design), supply chain planning and supply chain operation. Decisions relate to the flow of information, product and funds. The difference between categories depends upon the frequency of each decision and the time frame over which it has an impact. During the supply chain strategy phase, a company determines what the chain’s configurations will be, how resources will be allocated, and what processes each stage will perform. This will establish the structure of the supply chain for several years. Supply chain planning deals with decisions with a time frame from 3 months up to a year. The planning phase must work within the constraints established in the strategy phase. Planning decisions include which markets to supply from which locations, subcontracting of manufacturing, inventory policies and timing and size of marketing promotions. The supply chain operation phase operates on a weekly or daily time horizon and deals with decisions concerning individual customer orders.Difficulty: Hard1.2.Describe the cycle view of the processes within a supply chain.Answer: The cycle view divides the supply chain into a series of 4 cycles between the 5 different stages of a supply chain. The cycles are the customer order cycle, replenishment cycle, manufacturing cycle and procurement cycle. The customer order cycle occurs at the customer/retailer interface and includes all processes directly involved in receiving and filling the customer. The replenishment cycle occurs at theretailer/distributor interface and includes all processes involved in replenishing retailer inventory. The manufacturing cycle typically occurs at the distributor/manufacturer (or retailer/manufacturer) interface and includes all processes involved in replenishing distributor (or retailer) inventory. The procurement cycle occurs at themanufacturer/supplier interface and includes all processes necessary to ensure that the materials are available for manufacturing according to schedule.Difficulty: Moderate1.3.Explain the push/pull view of the processes within a supply chain.Answer: The push/pull view of the supply chain divides supply chain processes into two categories based on whether they are executed in response to a customer order or in anticipation of customer orders. Pull processes are initiated in response to a customer order. Push processes are initiated and performed in anticipation of customer orders. The push/pull boundary separates push processes from pull processes. This view is very useful when considering strategic decisions relating to supply chain design, because it forces a more global consideration of supply chain processes as they relate to the customer.Difficulty: Moderate1.4.Explain the three macro processes within a supply chain.Answer: All processes within a supply chain can be classified into three macro processes which are Customer Relationship Management (CRM), Internal Supply Chain Management (ISCM), and Supplier Relationship Management (SRM). Customer Relationship Management (CRM) includes all processes that focus on the interface between the firm and its customers such as marketing, sales, call center management and order management. Internal Supply Chain Management (ISCM) includes all processes that are internal to the firm such as preparation of demand and supply plans, preparation of inventory management policies, order fulfillment and planning of capacity. Supplier Relationship Management (SRM) includes all processes that focus on the interface between a firm and its suppliers such as evaluation and selection of suppliers, negotiation of supply terms and communication regarding new products and orders.Difficulty: Moderate1.5.Explain why supply chain flows are important.Answer: Supply chain flows are important, because there is a close connection between the design and management of supply chain flows (product, information, and cash) and the success of a supply chain. The success of many companies can be directly traced to the design and management of an appropriate supply chain. The failure of many businesses can be linked directly to their inability to effectively design and manage supply chain flows.Difficulty: Moderate2.1.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 following keys:1. The competitive strategy and all functional strategies must fit together to form acoordinated 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: Hard2.2.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 company must understand what its supply chain is designed to do well.3. Achieving strategic fit. If a mismatch exists between what the supply chain doesparticularly well and the desired customer needs, the company will either need to restructure the supply chain to support the competitive strategy or alter itsstrategy.Difficulty: Moderate2.3.List the attributes along which customer demand from different segments can vary. Answer: In general, customer demand from different segments may vary along several 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: Moderate2.4.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: Moderate3.1.List and define the four major drivers of supply chain performance.Answer: Facilities are the places in the supply chain network where product is stored, assembled, or fabricated. The two major types of facilities are production sites and storage sites.Inventory is all raw materials, work in process, and finished goods within a supply chain. Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Transportation entails moving inventory from point to point in the supply chain. Transportation can take the form of many combinations of modes and routes. Information consists of data and analysis concerning facilities, inventory, transportation, and customers throughout the supply chain. Information is potentially the biggest driver of performance in the supply chain as it directly affects each of the other drivers.Difficulty: Moderate3.2. Explain the basic trade-off between responsiveness and efficiency for each of the major drivers of supply chain performance.Answer: The fundamental trade-off when making facilities decisions is between the cost of the number, location, and type of facilities (efficiency) and the level of responsiveness that these facilities provide the company’s customers.The fundamental trade-off when making inventory decisions is between responsiveness and efficiency. Increasing inventory will generally make the supply chain more responsive to the customer. This choice, however, comes at a cost as the added inventory decreases efficiency. Therefore, a supply chain manager can use inventory as one of the drivers for reaching the level of responsiveness and efficiency the competitive strategy targets.The fundamental trade-off for transportation is between the cost of transporting a given product (efficiency) and the speed with which that product is transported (responsiveness). The transportation choice influences other drivers such as inventory and facilities. When supply chain managers think about making transportation decisions, they frame the decision in terms of this trade-off.Good information systems can help a firm improve both its responsiveness and efficiency. The information driver is used to improve the performance of other drivers and the use of information is based on the strategic position the other drivers support. Accurate information can help a firm improve efficiency by decreasing inventory and transportation costs. Accurate information can improve responsiveness by helping a supply chain better match supply and demand.3.3.Explain the role of each of the major drivers of supply chain performance.Answer: Facilities are the where of the supply chain if we think of inventory as what is being passed along the supply chain and transportation as how it is passed along. They are the locations to or from which the inventory is transported. Within a facility, inventory is either processed or transformed into another state (manufacturing) or it is stored before being shipped to the next stage (warehousing).Inventory exists in the supply chain because of a mismatch between supply and demand. An important role that inventory plays in the supply chain is to increase the amount of demand that can be satisfied by having product ready and available when the customer wants it. Another significant role inventory plays is to reduce cost by exploiting any economies of scale that may exist during both production and distribution. Inventory isspread throughout the supply chain from raw materials to work in process to finished goods that suppliers, manufacturers, distributors, and retailers hold.Inventory is a major source of cost in a supply chain and it has a huge impact on responsiveness. The location and quantity of inventory can move the supply chain from one end of the responsiveness spectrum to the other.Inventory also has a significant impact on the material flow time in a supply chain. Material flow time is the time that elapses between the point at which Another important area where inventory has a significant impact is throughput.Inventory and flow time are synonymous in a supply chain. Managers should use actions that lower the amount of inventory needed without increasing cost or reducing responsiveness, because reduced flow time can be a significant advantage in a supply chain.Transportation moves product between different stages in a supply chain. Like the other supply chain drivers, transportation has a large impact on both responsiveness and efficiency. Faster transportation, whether in the form of different modes of transportation or different amounts being transported, allows a supply chain to be more responsive but reduces its efficiency. The type of transportation a company uses also affects the inventory and facility locations in the supply chain.Information could be overlooked as a major supply chain driver because it does not have a physical presence. Information, however, deeply affects every part of the supply chain. Its impact is easy to underestimate as information affects a supply chain in many different ways. Information serve s as the connection between the supply chain’s various stages, allowing them to coordinate and bring about many of the benefits of maximizing total supply chain profitability. Information is also crucial to the daily operations of each stage in a supply chain. For instance, a production scheduling system uses information on demand to create a schedule that allows a factory to produce the right products in an efficient manner. A warehouse management system uses information to create visibility of the warehou se’s inventory. The company can then use this information to determine whether new orders can be filled.Difficulty: Hard3.4.Explain the role of each of the major drivers of supply chain performance in the competitive strategy.Answer: Facilities and their corresponding capacities to perform their functions are a key driver of supply chain performance in terms of responsiveness and efficiency. For example, companies can gain economies of scale when a product is manufactured or stored in only one location; this centralization increases efficiency. The cost reduction, however, comes at the expense of responsiveness, as many of a company’s customers may be located far from the production facility. The opposite is also true. Locating facilities close to customers increases the number of facilities needed and consequently reduces efficiency. If the customer demands and is willing to pay for the responsiveness that having numerous facilities adds, however, then this facilities decision helps meet the comp any’s competitive strategy goals.Inventory plays a significant role in a supply chain’s ability to support a firm’s competitive strategy. If a firm’s competitive strategy requires a very high level of responsiveness, a company can use inventory to achieve this responsiveness by locating large amounts of inventory close to the customer. Conversely, a company can also use inventory to make itself more efficient by reducing inventory through centralized stocking. The latter strategy would support a competitive strategy of being a low-cost producer. The trade-off implicit in the inventory driver is between the responsiveness that results from more inventory and the efficiency that results from less inventory.The role of transportation in a company’s competiti ve strategy figures prominently when the company is considering the target customer’s needs. If a firm’s competitive strategy targets a customer that demands a very high level of responsiveness, and that customer is willing to pay for this responsiveness, then a firm can use transportation as one driver for making the supply chain more responsive. The opposite is true as well. If a company’s competitive strategy targets customers whose main decision criterion is price, then the company can use transportation to lower the cost of the product at the expense of responsiveness. As a company may use both inventory and transportation to increase responsiveness or efficiency, the optimal decision for the company often means finding the right balance between the two.Information is a driver whose importance has grown as companies have used it to become both more efficient and more responsive. The tremendous growth of the importance of information technology is a testimony to the impact information can have on improving a company. Like all the other drivers, however, even with information, companies reach a point when they must make the trade-off between efficiency and responsiveness.Difficulty: Hard4.1.Explain the measures of customer service that are influenced by the structure of the distribution network.Answer: Response time is the time between when a customer places an order and receives delivery.Product variety is the number of different products/configurations that a customer desires from the distribution network.Availability is the probability of having a product in stock when a customer order arrives. Customer experience includes the ease with which the customer can place and receive their order. It also includes purely experiential aspects, such as the possibility of getting a cup of coffee and the value that the sales staff provides.Order visibility is the ability of the customer to track their order from placement to delivery.Returnability is the ease with which a customer can return unsatisfactory merchandise and the ability of the network to handle such returns.Difficulty: Moderate响应时间是从客户下订单到接收交付之间的时间。
Coordination in a Supply Chain
Increases Increases
Increases Decreases Decreases
Table 10-1
10-7
Obstacles to Coordination in a Supply Chain
Coordination in a Supply Chain
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall . 1-1
Learning Objectives
1. Describe supply chain coordination and the bullwhip effect, and their impact on supply chain performance. 2. Identify obstacles to coordination in a supply chain. 3. Discuss managerial levers that help achieve coordination in a supply chain. 4. Understand the different forms of collaborative planning, forecasting, and replenishment possible in a supply chain.
• Incentive Obstacles • Information Processing Obstacles • Operational Obstacles • Pricing Obstacles • Behavioral Obstacles
供应链管理下的库存控制中英文翻译
供应链管理下的库存控制供应链是围绕核心企业，通过对信息流、、资金流的控制，从原材料开始，制成中间以及最终产品，最后由网络把产品送到手中的将、制造商、分销商、、直到最终用户连成一个整体的功能网链结构。
它是一个范围更广的企业结构模式，它包含所有的节点企业。
这条链上的节点企业必须达到同步，协调运行，才有可能使链上的所有企业都能受益。
这也就是理论的核心所在。
控制是影响供应链管理成败的重要因素之一。
它直接关系着供应链的高低和服务质量的好坏。
在供应链管理环境下，库存控制不再仅仅是某个单独企业如何降低库存水平的问题，更需要企业有全局观念，促使供应链整体达到最优。
只有了解供应链管理环境下库存控制的特点及存在的问题才能有针对性地提出解决问题的策略和方法。
一.供应链环境下的库存控制的特点供应链环境下的库存控制不是简单的需求预测和补给，而是通过库存控制获得用户服务与的优化。
供应链环境下的库存控制模式的最高境界是实现供应链的无缝连接，消除供应链企业之间的高库存现象。
供应链管理模式赋予库存控制以下四个方面的新特点：1.供应链管理能够暴露出企业库存控制过程中的潜在问题和危机，加强库存控制程度;2.供应链管理可以有效地降低社会库存量，减少库存控制成本,供应链的形成，要求对组成供应链的各个环节作出优化，建立良好的协作关系，这种关系有利于促进产品快速流通，降低社会库存量，避免库存浪费和资金占用。
3.供应链管理有利于企业从“库存实物控制”向“库存信息控制”的转变，实现信息化库存控制的4.供应链管理确保了企业库存控制的柔性和快速反应能力,供应链管理环境下，企业库存得到了优化，整个供应链中多余，呆滞的库存降到了最低点，面对市场需求的变化，企业可以迅速作出反应，调整产品或是改变策略，有效地规避了企业的经营风险。
二．供应链管理环境下库存控制存在的问题虽然从宏观理论上说，供应链管理环境下的库存控制较之传统管理下的库存控制有诸多优势，但整个供应链毕竟是由多个单一企业所构成，在实际操作中，由于每个企业对供应链管理的理解存在差异，对自身企业获利程度存在担忧，甚至有些企业的独立目标与供应链的总体目标相悖等种种原因，导致在实际运用供应链管理环境下的库存控制理论和方法时，也不免会暴露出许多现实问题。
精选chopra3ch17资料
Results in a loss of supply chain coordination Examples: Proctor & Gamble (Pampers); HP
Describe actions that facilitate the building of strategic partnerships and trust within the supply chain
© 2007 Pearson Education
16-2
Outline
Lack of Supply Chain Coordination and the Bullwhip Effect
© 2007 Pearson Education
16-7
Incentive Obstacles
When incentives offered to different stages or participants in a supply chain lead to actions that increase variability and reduce total supply chain profits – misalignment of total supply chain objectives and individual objectives
Supply Chain Management (3rd Edition)
Chapter 17 Coordination in the Supply Chain
supply chain coordination
Mitigating Bullwhip Effect
• 4) Using Vendor-Managed Inventory
– The supplier decides the timing and quantity of shipments to the retailer. – Retailer shares with supplier demand data (POS) – Supplier and retailer eliminate trade promotion
Supply Chain Coordination
Supply Chain Coordination
• Supply chain performance depends on the actions taken by all of the members in the supply chain. • Raw material supplier • Factory • Distributor • Retailor
Five causes of bullwhip effect
• 4) Reactive and Over-reactive Ordering • Eg: Suppose the retailer observes higher-thanusual demand in one period. How should the retailer react to this observation? • It may be due to random fluctuation. • Or it may be the signal that the demand has shifted. • It’s human nature to overeact.
在需求不确定的情况下,伴随消费者退货的供应链合作
由命题1，还可以得到推论2：
推论2，由已知条件可以推得 定性带给零售商的风险。 也暗含，
，说明制造商也承担了需求的不确
， 零售价是c，b，p 的增函数，是s的减函数。
， 当残值增加，供应链的总利润增加，因此制造商会减少零售价，这样就会把高 残值带来的利润分享给零售商。
三+，灵敏分析
Coordination of a supply chain with consumer return under demand uncertainty
在需求不确定的情况下，伴随消费者退货的供应链合作
一，文献简介
Coordination of a supply chain with consumer return under demand uncertainty 在需求不确定的情况下，伴随消费者退货的 供应链合作
文献来源： Int. J. Production Economics 124 (2010) 171–180
问题：
一个制造商，一个零售商，具有异质性的顾客。 前提：需求不确定，顾客有退货情况。 问：设计什么样的机制可以促进供应链的合作？
同甘共苦，荣辱与共 有利同享，风险同担
二，模型（一条包含一个制造商（manufacturer ）一个零售商（retailer ）的供
应链）
制造商制造单位产品成本 c ， 售卖给零售商的批发价 w ， 零售价格是 p ， 三者关系： p>w>c 分布函数为： 顾客的偏好是个随机的价值 v ，范围： 零售商的退货策略：退款 r ， 零售商面对的是一个随机需求 X , ℇ 和顾客的估价是相互独立的，概率密度 区间为： 零售商对每一单位的退货产生一个手续费 ： ，分布函数
Supply_Chain_Coordination_with_a_Risk_Averse_Reta
Xianghua Gan Suresh Sethi Houmin Yan The University of Texas at Dallas February 19, 2003
Abstract We investigate how a supply chain, formed by a risk-neutral supplier and a riskaverse retailer, can be coordinated with a supply contract. We demonstrate that the standard wholesale, buy-back or revenue-sharing contel consisting of a risk-averse retailer. We design an easy-to-implement risk-sharing contract that offers the desired downside protection to the retailer as well as channel coordination both in terms of expected profit and risk. It also achieves any desired division of the channel profit between the supply chain players.
mizing expected profit. Thus, research in supply chain coordination is devoted to designing supply contracts that can improve the expected value of a given performance measure. While a number of papers have argued that the coordination is achieved by sharing of the downside risks among risk-neutral players, the notion of coordination becomes unclear if the supply chain consists of players with different attitudes towards risk (Tayur et al., 1999). In the field of economics and finance, agents are often assumed to be risk averse, and they maximize a concave utility of wealth (von Neumann and Morgenstern, 1953). A simple operational approach to deal with risk aversion is that of mean-variance analysis due to Markowitz (1959). There have been a few attempts in the inventory and SCM literature to deal with risk aversion. Lau and Lau (1999) study a single supplier, single retailer supply chain, where both the retailer and the supplier use objective functions which increase with the expected profit and decrease with the variance of profit. Note that while they consider aversion to risk, their objective function is not a von Neumann-Morgenstern type utility in general. Chen and Federgruen (2000) re-visit a number of basic inventory models using the mean-variance approach. They conclude that for risk-averse decision makers, the optimal ordering quantity is less than the one corresponding to maximizing the expected profit. Buzacott, Yan and Zhang (2002) study a class of commitment and option supply contracts in the mean-variance framework. It is shown that a mean-variance trade-off analysis with advance reservation can be carried out efficiently. Since the distribution of a retailer’s profit is not normally distributed, he may consider his downside risk to be more important than simply the variance of his profit. In such situations, Markowitz (1959) also recognized the 2
供应链管理__Unit16_习题与答案
Chapter 11Coordination in the Supply ChainTrue/False1.Supply chain coordination improves if all stages of the chain take actions that together decrease total supply chain profits.Answer: False Difficulty: Easy2.Supply chain coordination requires each stage of the supply chain to take into account the impact its actions have on other stages.Answer: True Difficulty: Easy3. A lack of coordination occurs either because different stages of the supply chain have objectives that conflict or becauseinformation moving between stages gets delayed and distorted.Answer: True Difficulty: Moderatermation is distorted as it moves within the supply chain because complete information is not shared between stages.Answer: True Difficulty: Easy5.The bullwhip effect enables different stages of the supply chain to have a consistent estimate of what demand looks like.Answer: False Difficulty: Moderate6.The bullwhip effect results in improved supply chain coordination.Answer: False Difficulty: Easy7.The bullwhip effect negatively impacts performance at every stage and thus hurts the relationships between different stages ofthe supply chain.Answer: True Difficulty: Moderate8.The bullwhip effect leads to increased trust between different stages of the supply chain and enhances any potential coordinationefforts.Answer: False Difficulty: Moderate9.The bullwhip effect moves a supply chain away from the efficient frontier by increasing cost and decreasing responsiveness.Answer: True Difficulty: Easy10.The bullwhip effect reduces the profitability of a supply chain by making it simpler to provide a given level of product availability.Answer: False Difficulty: Easy11.Incentive obstacles refer to situations where incentives offered to different stages or participants in a supply chain lead to actionsthat increase variability and reduce total supply chain profits.Answer: True Difficulty: easy12.Incentives that focus only on the local impact of an action result in decisions that minimize total supply chain profits.Answer: False Difficulty: Hard13.Improperly structured sales force incentives are a significant obstacle to coordination in the supply chain.Answer: True Difficulty: Moderate14.Measuring performance based on sell-through is often justified on the grounds that the manufacturer’s sales force does notcontrol sell-in.Answer: False Difficulty: Hardrmation processing obstacles refer to situations where demand information is distorted as it moves between different stagesof the supply chain, leading to increased variability in orders within the supply chain.Answer: True Difficulty: Easy16.The fact that each stage in a supply chain forecasts demand based on the stream of orders received from the downstream stageresults in an increase in forecast accuracy as we move up the supply chain from the retailer to the manufacturer.Answer: False Difficulty: Moderate17.The lack of information sharing between the retailer and manufacturer leads to a large fluctuation in manufacturer orders.Answer: True Difficulty: Easyrmation processing obstacles refer to actions taken in the course of placing and filling orders that lead to an increase invariability.Answer: False Difficulty: Moderate19.Pricing obstacles refer to situations in which the pricing policies for a product lead to an increase in variability of orders placed.Answer: True Difficulty: Easy20.Lot size based quantity discounts reduce the bullwhip effect within the supply chain.Answer: False Difficulty: Moderate21.Trade promotions and other short-term discounts offered by a manufacturer result in large orders during the promotion periodfollowed by very small orders after that.Answer: True Difficulty: Easy22.Behavioral obstacles are often related to the way the supply chain is structured and reduce the bullwhip effect.Answer: False Difficulty: Moderate23.Managers can improve coordination within the supply chain by aligning goals and incentives such that every participant in supplychain activities works to maximize total supply chain profits.Answer: True Difficulty: Moderate24.Sharing of POS data helps reduce the bullwhip effect because it allows each stage of the supply chain to use orders from theprevious stage to forecast future demand.Answer: False Difficulty: Moderate25.Without collaborative planning, sharing of POS data does not guarantee coordination.Answer: True Difficulty: Moderate26.When a single stage controls replenishment decisions for the entire chain, the problem of multiple forecasts is magnified andcoordination within the supply chain follows.Answer: False Difficulty: Moderate27. A reduction in replenishment lead time helps dampen the bullwhip effect by reducing the underlying uncertainty of demand.Answer: True Difficulty: Moderate28 A reduction of lot sizes increases the amount of fluctuation that can accumulate between any pair of stages of a supply chain, thus increasing the bullwhip effect.Answer: False Difficulty: Moderate29 Tying allocation to past sales removes any incentive a retailer may have to inflate orders, as a result dampening the bullwhip effect.Answer: True Difficulty: Easy30 Managers can encourage the bullwhip effect by devising pricing strategies that encourage retailers to order in smaller lots and reduce forward buying.Answer: False Difficulty: Easy31 Cooperation and trust within the supply chain help improve performance for a variety of reasons.Answer: True Difficulty: EasyEssay/Problems1.What is the bullwhip effect and how does it relate to lack of coordination in the supply chainAnswer: Many firms have observed the bullwhip effect in which fluctuations in orders increase as they move up the supply chain from retailers to wholesalers to manufacturers to suppliers. The bullwhip effect distorts demand information within the supplychain, with different stages having a very different estimate of what demand looks like. The result is a loss of supply chaincoordination. This leads to increased inventories, poorer product availability, and a drop in profits. The bullwhip effect negatively impacts performance at every stage and thus hurts the relationships between different stages of the supply chain. There is thetendency to assign blame to other stages of the supply chain because each stage feels it is doing the best it can. The bullwhipeffect thus leads to a loss of trust between different stages of the supply chain and makes any potential coordination efforts more difficult. It follows that the bullwhip effect and the resulting lack of coordination have a significant negative impact on the supply chain’s performance. The bullwhip effect moves a supply chain away from the efficient frontier by increasing cost anddecreasing responsiveness. The bullwhip effect reduces the profitability of a supply chain by making it more expensive to providea given level of product availability.Difficulty: Moderate答：许多公司已经观察了牛鞭效应，波动的命令增加他们提升供应链从零售商到批发商，制造商供应商。
outline 2 2009级
OUTLINELogistics and supply chain management is unique and, to some degree, represents a paradox because it is concerned with one of the oldest and also the most newly di scovered activities of business. Supply chain system activities - communication, inventory management, warehousing, transportation, and facility location - have been performed since the start of commercial activity. It is diffi cult to visualize any product that could reach a customer without logistical support. Y et it is only over the last few years that firms have started focusing on logisti cs and supply chain management as a source of competitive advantage.In this course we will view the supply chain from the point of view of a general manager. Logisti cs and supply chain management i s all about managing the hand-offs in a supply chain - hand-offs of either information or product. The design of a logistics system is critically linked to the objectives of the supply chain. Our goal in this course is to understand how logisti cal decisions impact the performance of the firm as well as the entire supply chain. The key will be to understand the link between supply chain structures and logistical capabilities in a firm or supply chain.Part 1 Building a Strategic Framework to Analyze Supply Chains1.What Is a Supply Chain?A supply chain consists of all stages involved, directly or indirectly, in fulfilling a customer request.Within each organization, the supply chain includes all functions involved in filling a customer request. These functions include, but are not limited to, new product development, marketing, operations, distribution, finance, and customer servi ce.A typical supply chain may involve a variety of stages and include the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersA supply chain is dynamic and involves the constant flow of information, product, and funds between different stages.Supply Chain Management: Managing flows and assets between and among stages in a supply chain to maximize total profitability.The objective of every supply chain is to maximize the overall value generated, the difference between what the final product is worth to the customer and the effort the supply chain expends in filling the customer's request.Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. The higher the supply chain profitability, the more successful the supply chain. 2.Process V iew of a Supply ChainCycle view. The processes in a supply chain are divided into a series of cycles（Customer order cycle, Replenishment cycle, Manufacturing cycle, Procurement cycle）, each performed at the interface between two successive stages of a supply chain.Push/pull view. （1）Pull processes are initiated by a customer order（2）Push processes are initiated and performed in anticipation of customer orders.3.Decision Phases in a Supply Chain:Supply chain strategy or design Supply chain planning Supply chain Operation4.Supply Chain Performance: Achieving Strategic Fit and ScopeFor any company to be successful, its supply chain strategy and competitive strategy must fit together, or have the same goal.How can a company achieve strategic fit between its supply chain strategy and its competitive strategy?What level of responsiveness would be most appropriate for Dell's supply chain which custom-made PCs and serves in a few days?What level of responsiveness would be most appropriate most automotive production which delivering a large variety of products in a couple of weeks?The scope of strategic fit refers to the functions and stages within a supply chain that coordinate strategy and target a common goal. When the scope is narrow, individual functions focus on optimizing their performance based on their own goals. This practice often results in conflicting actions taken across the supply chain and reduces supply chain surplus. As the scope of strategic fit is enlarged to include the entire supply chain, actions are evaluated based on their impact on overall supply chain performance, which helps maximize supply chain surplus.5. Supply Chain Drivers and ObstaclesThe major drivers of supply chain performance are inventory, transportation, facilities, information, Sourcing and PricingA company achieving strategic fit has found the right balance between responsiveness and efficiency. Each driver affects this balance. Holding higher levels of inventory increases the responsiveness of a supply chain, whereas keeping inventory low increases the chain's efficiency. Using faster modes of transportation increases a chain's responsiveness, whereas using slower modes generally increases efficiency. Having more facilities generally makes a chain more responsive, whereas having few, central facilities creates higher efficiency. Investing in information can vastly improve the supply chain performance on both dimensions. However, at some point supply chain managers need to decide whether the increased cost of information is worth the responsiveness it brings to the supply chain.Part 2 Planning Supply and Demand in a Supply Chain1. Demand Forecasting in a Supply ChainCharacteristics of forecasts: Forecasts are always wrong and should include expected value and measure of error. Long-term forecasts are less accurate than short-term forecasts. Aggregate forecasts are more accurate than disaggregate forecastsForecasting Methods: （1）Qualitative: rely on human judgment and opinion（2）Time Series: use historical demand （Static ,Adaptive）（3）Causal: find the correlation between demand and environmental factors and use estimates of what environmental factors will be （4）Simulation: imitate the consumer choices that give rise to demandDemand consists of a systematic and a random component. The systematic component measures the expected value of demand. The random component measures fluctuations in demand from the expected value. The systematic component consists of level, trend, and seasonality. Level measures the current deseasonalized demand. Trend measures the current rate of growth or decline in demand. Seasonality indicates predictable seasonal fluctuations in demand. Forecast error measures the random component of demand.2. Aggregate Planning in a Supply ChainAggregate planning is best used to determine capacity, production, and inventory decisions for each period of time over a range of 3 to 18months. It is most important to perform aggregate planning under conditions in which capacity is limited and lead times are long.The kind of information needed to produce an aggregate plan is: demand forecast , cost and production information.The basic trade-offs a manager makes to produce an aggregate plan involve balancing the cost of capacity, the cost of inventory, and the cost of stockouts in order to maximize profitability.Aggregate Planning Using Linear Programming3. Managing Predictable V ariability（1）Responding to Predictable V ariability in a Supply Chain:Manage supply using capacity, inventory, subcontracting, and backlogsManage demand using short-term price discounts and trade promotions（2）Managing SupplyManage capacity: Time flexibility from workforce (overtime and otherwise), Use of seasonal workforce, Use of subcontracting, Use of dual facilities－dedicated and flexible, Designing product flexibility into the production processes.Manage inventory: Component commonality, Seasonal inventory of predictable products（3）Managing Demand: Manage demand with pricingDemand increase from discounting: Market growth, Stealing market share, Forward buyingA verage inventory increases if a promotion is run during the peak period and decreases if the promotion is run during the off-peak period.Promoting during a peak demand month may decrease overall profitability if a significant fraction of the demand increase results from a forward buy.As forward buying becomes a smaller fraction of the demand increase from a promotion, it becomes more profitable to promote during the peak period.As product margin declines, promoting during the peak demand period becomes less profitable.Pricing and Aggregate Planning must be done jointlyPart 3 Planning and Managing Inventories in a Supply Chain3.1 Planning and Managing Cycle Inventory in a Supply Chain1. Consider a supermarket deciding on the size of its replenishment order from P&G. What costs should it take into account when making this decision?2. How would various costs for the supermarket change as it decreases the lot size ordered from P&G?3. As demand at the supermarket chain grows, how would you expect the cycle inventory measured in days of inventory to change?4. The manager at the supermarket would like to decrease the lot size without increasing the costs he incurs. What actions can he take to achieve this objective?5. all unit quantity discounts? marginal unit quantity discounts?6.What is the difference between lot size-based and volume-based quantity discounts?7. Suggest a replenishment strategy for which minimizes annual cost.8. Evaluate the optimal lot size given an all unit quantity discounts9. Evaluate the optimal lot size given a marginal quantity discounts3.2 Planning and Managing Safety Inventory in a Supply Chain1.What is the role of safety inventory in the supply chain?2.What measures can be used to measure product availability?Product fill rate Order fill rate Cycle service level (CSL) ?3. Describe the two types of ordering policies and the impact that each of them has on safety inventory.4. What factors would influence the required level of safety inventory?3.3 Determining Optimal Level of Product A vailability1. Consider two products with the same cost but different margins. Which product should have a higher level of product availability?2. Consider two products with the same margin carried by a retail store. Any leftover units of one product are worthless. Leftover units of the other product can be sold to outlet stores. Which product should have a higher level of availability?3. When a firm improves its forecast accuracy using better market intelligence, what impact will this have on supply chain inventories and profitability?4. what impact will postponement of product differentiation have on supply chain inventories and profitability?5. Mattel has historically allowed toy, retailers to place two orders for the holiday shopping season. Mattel is considering allowing retailers to place only one order. What impact will this have on retailer orders? What impact will this have on supply chain profits?6. Discuss how an expensive supplier with short lead times that is used as a backup for a low-cost supplier with long lead times can result in higher profits than using only the low-cost supplier.7. buyback contract quantity flexibility contract VMIPart 4 Transportation in a Supply Chain1. What modes of transportation are best suited for large, low-value shipments?2. Wal-Mart designs its networks to have a DC support several large retail stores. Explain how the company can use such a network to reduce transportation costs while replenishing inventories frequently.3. Pros and cons of different transportation network.4. Key drivers that may be used to tailor transportation: Customer distance and density, Customer size, Product demand and value（1）When a firm serves a very high density of customers close to the DC, which is often the best optionfor the firm to supply customers?（2）If customer density is high but distance from the warehouse is large, which option is better?（3）If a firm wants to serve an area with a very low density of customers far from the warehouse, which may be the best option?5. Choice of transportation mode6. Temporal aggregationPart 5 Coordination in a Supply Chain1. What is the bullwhip effect, and what is the impact of the bullwhip effect on coordination and theperformance of the supply chain?2. Obstacles to Coordination in a Supply Chain（1）What countermeasures can be used to offset incentive obstacles to coordination in the supply chain?（2）What countermeasures can be used to offset information processing obstacles to coordination in the supply chain?（3）What actions can minimize large batches and improve coordination?（4）What factors lead to a batching of orders within a supply chain?（5）What countermeasures can be used to limit Rationing and Shortage Game in the supply chain?（6）What countermeasures can be used to offset pricing obstacles to coordination in the supply chain?3. What is Rationing and Shortage Game4. How can we achieve coordination in the supply chain?。
供应链契约协调
Model and analysis
The contract that is actually adopted at the end of the negotiation process depends on the firms’ relative bargaining power
Model and analysis
零售商的利润函数：
r pS(q) vI (q) grL(q) crq T ( p v gr)S(q) (cr v)q gru T
供应商的利润函数：
s T gsL(q) csq gsS (q) csq gsu T
Model and analysis
因此存在唯一的一个契约参数w与最优订购量qr
The wholesale-price contract
(qs) (qo)
s(qs, w(qs)) (qs)
评价契约的两个指标: 契如约果的两效个率指标都较大的话,那么可以说该
契约是理想的或是完美的 供应商所占的利润比例
The wholesale-price contract
The wholesale-price contract
Tw(w, q) wq
Πr是q的严格凹函数，因此零售商的最优订购量为
符(号p说明v： gr)S(qr) (w cr v) 0
W为供应商向零售商每单位收取的价格，因此
The wholesale-price contract
( p v gr)S(qr) (w cr v) 0
Mortimer 从经济学的角度实证研究了收益共
享契约在影碟租赁业的应用，发现收益共享
契约使供应链的整体利润提高7个百分点