供应链物流管理全套课件370p 英文版
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供应链管理(英文课件)Chapter6-Supply Contracts
16
Global Optimization Strategy
• What is the best strategy for the entire supply chain?
• Treat both supplier and retailer as one entity
• Transfer of money between the parties is ignored
– Summer season sale price of a swimsuit is $125 per unit.
– Wholesale price paid by retailer to manufacturer is $80 per unit.
– Salvage value after the summer season is $20 per unit
• Optimal order quantity depends on marginal profit and marginal loss but not on the fixed cost.
• Retailer optimal policy is to order 12,000 units for an average profit of $470,700.
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
• This order increase leads to increased manufacturer’s profit of $481,375
Global Optimization Strategy
• What is the best strategy for the entire supply chain?
• Treat both supplier and retailer as one entity
• Transfer of money between the parties is ignored
– Summer season sale price of a swimsuit is $125 per unit.
– Wholesale price paid by retailer to manufacturer is $80 per unit.
– Salvage value after the summer season is $20 per unit
• Optimal order quantity depends on marginal profit and marginal loss but not on the fixed cost.
• Retailer optimal policy is to order 12,000 units for an average profit of $470,700.
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
• This order increase leads to increased manufacturer’s profit of $481,375
英文版 物流与供应管理
Order Processing
Inventory
Warehousing Material Handling
Packaging
Transportation
1-11
Logistical Integration
Inventory Flow Enterprise
Customers
Market Distribution
Year 1999 Transportation
1980 GDP $2.88 trillion Logistics Cost $451 billion
15.7% of GDP Trans. Cost $214 billion
2007 GDP $13.84 trillion Logistics Cost $1398billion
Chemical manufacturer (e.g. Oil Company)
Paper Manufacturer
Chemical manufacturer (e.g. Oil Company)
Timber Industry
1-4
Anticipatory Business Model
FORECAST
Manufacturing Support
Procurement
Suppliers
Information Flow
1-12
Market Distribution Operating Concerns
Market Distribution:
Activities related to providing customer service. Requires performing order receipt and processing, deploying inventories, storage and handling, and outbound transportation within a supply chain. Includes the responsibility to coordinate with marketing planning in such areas as pricing, promotional support, customer service levels, delivery standards, handling return merchandise, and life-cycle support. The primary market distribution objective is to assist in revenue generation by providing strategically desired customer service levels at the lowest total cost.
物流专业英语UnitSupplychainPPT课件
What is supply chain management? Supply chain management (SCM) is concerned with the
integration, coordination and control of the flow of material, information and finances in supply chains.
产品是指一个单位在业务过程中向市场供应的物品(wùpǐn)。在下 面的生产品供应链中，产品指的是最终落入消费者手中的物品 (wùpǐn)。（未完再续）
第第1十5五页页，/共共444页4。页
（Continued续）It may be a new car, a television set, a tin of beans, etc. Other possible products include new buildings, roads or transport services and there will be associated with each of these a supply chain that describes the process by which they are delivered to the buyer.
第第2二1十页一页/，共共444页4。页
1. Answer the following questions in English:
第第2二2十页二页/，共共444页4。页
1）What is the definition of a supply chain?
A supply chain is a complex logistics system in which raw materials are converted into finished products and then distributed to end users (consumers or companies)
物流管理英文讲义 共100页PPT资料
customers Increased outsourcing (delivery; drop-
shipments direct from suppliers) Shift to inside salesforce
10
Transformation - Reinventing the Business
Administration Sales & Marketing
Purchasing Warehousing
Delivery Administration
Past
Present
Future?
Understand Markets & Customers Develop Vision & Strategy Selling & Customer Service
W/D
S
High ROTA
Today 2000 Today 2000 Today 2000
Completeness & reliability of deliveries 1
1
22
11
Competent outside salesperson Best value for the price
2
6
3
2
19
Understanding Markets & Customers
20
Key Messages
Wholesaler-distributors must create and use formal methods to gain customer feedback and improve communication.
AArntdheurrsen
shipments direct from suppliers) Shift to inside salesforce
10
Transformation - Reinventing the Business
Administration Sales & Marketing
Purchasing Warehousing
Delivery Administration
Past
Present
Future?
Understand Markets & Customers Develop Vision & Strategy Selling & Customer Service
W/D
S
High ROTA
Today 2000 Today 2000 Today 2000
Completeness & reliability of deliveries 1
1
22
11
Competent outside salesperson Best value for the price
2
6
3
2
19
Understanding Markets & Customers
20
Key Messages
Wholesaler-distributors must create and use formal methods to gain customer feedback and improve communication.
AArntdheurrsen
物流与供应链管理(英文版)PPT课件(73页)
The objective should be to establish a chain of customers that links people at all levels in the organization directly or indirectly to the marketplace.
Chapter 2
The customer service dimension
Outline
The marketing and logistics interface What is customer service? Customer service and customer retention Service-driven logistics systems Setting customer service priorities Setting service standards Summary
从顾客角度出发，强调理解多重服务要素 的重要性。
Explains of the importance of customer retention and the life time value of a customer.
解释客户保持与客户终身价值的重要性。
Outlines the idea of a service-driven logistics system based upon identified service priorities and a customer based segmentation according to service requirement.
1.Pre-transaction elements
2.Transaction elements
供应商管理培训资料(英文版)PPT(24张)
1998 CLM DEFINITION OF LOGISTICS
….is that part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point-oforigin to the point-of-consumption in order to meet customers' requirements.
SUPPLY CHAIN MANAGEMENT:
Figure 1
Logistics Purchasing Production R&D
Customer
Marketing & Sales Finance
PRODUCT FLOW
Supply Chain Business Processes
CUSTOMER RELATIONSHIP MANAGEMENT CUSTOMER SERVICE MANAGEMENT DEMAND MANAGEMENT ORDER FULFILLMENT MANUFACTURING FLOW MANAGEMENT PROCUREMENT PRODUCT DEVELOPMENT AND COMMERCIALIZATION RETURNS
LOGISTICS MANAGEMENT DEFINED
….the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point-of-origin to the point-of-consumption in order to meet customers' requirements.
供应链管理课件英语国外原版
• Distributors: low inventory, reduced transportation costs, quick replenishment capability
• Customers: shorter order lead time, high in-stock inventory, large variety of products, low prices
• Strategic, tactical and operating issues
– Strategic - long term and dealing with supply chain design
• Determining the number, location and capacity of facilities • Make or buy decisions • Forming strategic alliances
Supply Chain Management - Introduction
In a supply chain, virtually all of the members serve as both customers as well as suppliers. In the Li & Fung example, the Korean yarn producer and the Japanese zipper producer are probably only suppliers and the customer’s customers (folks like you and me) are probably only customers. Every other organization in the supply chain is both a customer and a supplier. See the figure on slide five (green - supplier, yellow - customer, orange - both).
• Customers: shorter order lead time, high in-stock inventory, large variety of products, low prices
• Strategic, tactical and operating issues
– Strategic - long term and dealing with supply chain design
• Determining the number, location and capacity of facilities • Make or buy decisions • Forming strategic alliances
Supply Chain Management - Introduction
In a supply chain, virtually all of the members serve as both customers as well as suppliers. In the Li & Fung example, the Korean yarn producer and the Japanese zipper producer are probably only suppliers and the customer’s customers (folks like you and me) are probably only customers. Every other organization in the supply chain is both a customer and a supplier. See the figure on slide five (green - supplier, yellow - customer, orange - both).
供应链管理详细资料(英文版)(ppt 47页)
– the multi-local aspects of the business at a national or regional level – the multinational aspects
• Roles in related professions, e.g. R&D, Customer Management
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
• Roles in related professions, e.g. R&D, Customer Management
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
供应链管理(英文课件)Chapter6-Supply Contracts
4
2-Stage Sequential Supply Chain
• A buyer and a supplier. • Buyer’s activities:
– generating a forecast – determining how many units to order from the supplier – placing an order to the supplier so as to optimize his
• Manufacturer information:
– Fixed production cost is $100,000 – Variable production cost is $35 per unit
6
What Is the Optimal Order Quantity?
• Retailer marginal profit is the same as the marginal profit of the manufacturer, $45.
– Search for lower cost manufacturers – Development of desiguppliers
• Procurement function in OEMs becomes very important
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
2-Stage Sequential Supply Chain
• A buyer and a supplier. • Buyer’s activities:
– generating a forecast – determining how many units to order from the supplier – placing an order to the supplier so as to optimize his
• Manufacturer information:
– Fixed production cost is $100,000 – Variable production cost is $35 per unit
6
What Is the Optimal Order Quantity?
• Retailer marginal profit is the same as the marginal profit of the manufacturer, $45.
– Search for lower cost manufacturers – Development of desiguppliers
• Procurement function in OEMs becomes very important
• Retailer’s marginal profit for selling a unit during the season, $45, is smaller than the marginal loss, $60, associated with each unit sold at the end of the season to discount stores.
【全套精品课件】供应链管理英文课件
E
S
R
S
Capacity, Information, Core Competencies, Capital and Human Resources
Source: Supply Chain Faculty, Michigan State University
Challenges for Supply Chains
Aggregated buying power, auction-based buying/selling
• Achieve Process Simplification
Automated steps, One-step business
THE INTEGRATED SUPPLY CHAIN
Relationship Management
• Visibility
All partners have real time information about status and performance of each element in the supply chain from customers to suppliers.
• Optimization
• Take orders over the web, or automatically via B2B • Offer rich product selection and/or the ability to customize • Source the order and commit to delivery, immediately, online • Service the order online, including changes and inquiries • Deliver product quickly, efficiently, profitably • Be in constant communication with customers and suppliers
供应链管理详细资料(英文版)(ppt 47页)
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
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Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1-5
Successful Supply Chain Strategies (1)
• The first set of supply chain strategies directly support business strategies focused on product leadership and brand-building:
1-2
Supply Chain Logistics Management
Chapter 1: Twenty-first Century Supply Chains
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Market Saturation Driven: Focuses on generating high profit margins through strong brands and forceful marketing and distribution. This is the strategy of the successful A-brand suppliers like Coca-Cola, Sara Lee, Procter & Gamble, Nestle and Unilever. Especially Unilever has drawn attention by eliminating many minor and local brands in order to focus all attention to strong international brands.
• Operationally Agile: Configures assets and operations to react fast to emerging consumer trends along lines of product category or geographic region. Tesco UK and the global Ahold Company are both retailers that have build systems giving stores the opportunity to respond to the local customers. Both assortment and shelve presentation are systematically adapted to actual local sales, and replenishment is executed using computer assisted ordering.
Chemical manufacturer (e.g. Oil Company)
Chemical manufacturer (e.g. Oil Company)
McGraw-Hill/Irwin
Paper Manufacturer
Timber Industry
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1-4
What is a supply chain?
P&G or other manufacturer
Jewel or third party DC
Jewel Supermarket
Customer wants detergent and goes
to Jewel
Plastic Producer
Tenneco Packaging
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
SUPPLIER
E
M
NETWORK
A
T
Eቤተ መጻሕፍቲ ባይዱ
INTEGRATED ENTERPRISE
N
DISTRIBUTIVE
D
NETWORK
C
R
Procurement
Distribution
O
I
N
A
S
L
U
S
Manufacturing
M
E
R
S
Capacity, Information, Core Competencies, Capital and Human Resources
1-1
供应链物流管理
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1-3
Generalized Supply Chain Model
Relationship Management
Information, Product, Service, Financial and Knowledge Flows
1-5
Successful Supply Chain Strategies (1)
• The first set of supply chain strategies directly support business strategies focused on product leadership and brand-building:
1-2
Supply Chain Logistics Management
Chapter 1: Twenty-first Century Supply Chains
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
• Market Saturation Driven: Focuses on generating high profit margins through strong brands and forceful marketing and distribution. This is the strategy of the successful A-brand suppliers like Coca-Cola, Sara Lee, Procter & Gamble, Nestle and Unilever. Especially Unilever has drawn attention by eliminating many minor and local brands in order to focus all attention to strong international brands.
• Operationally Agile: Configures assets and operations to react fast to emerging consumer trends along lines of product category or geographic region. Tesco UK and the global Ahold Company are both retailers that have build systems giving stores the opportunity to respond to the local customers. Both assortment and shelve presentation are systematically adapted to actual local sales, and replenishment is executed using computer assisted ordering.
Chemical manufacturer (e.g. Oil Company)
Chemical manufacturer (e.g. Oil Company)
McGraw-Hill/Irwin
Paper Manufacturer
Timber Industry
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1-4
What is a supply chain?
P&G or other manufacturer
Jewel or third party DC
Jewel Supermarket
Customer wants detergent and goes
to Jewel
Plastic Producer
Tenneco Packaging
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
SUPPLIER
E
M
NETWORK
A
T
Eቤተ መጻሕፍቲ ባይዱ
INTEGRATED ENTERPRISE
N
DISTRIBUTIVE
D
NETWORK
C
R
Procurement
Distribution
O
I
N
A
S
L
U
S
Manufacturing
M
E
R
S
Capacity, Information, Core Competencies, Capital and Human Resources
1-1
供应链物流管理
McGraw-Hill/Irwin
Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright© 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
1-3
Generalized Supply Chain Model
Relationship Management
Information, Product, Service, Financial and Knowledge Flows