供應(yīng)鏈管理知識點

1、Chapter1.Iroduction to Supply Chain Management1. 【 supply chain】 The system of suppliers, manufacturers, transportation, distributors, and vendors that exists to transform raw materials to final products and supply those products to customers.2. 【 supply chain management】SCM is a business network co

2、vering from buying, making, moving, warehousing to selling.3. 【 What makes supply chain management difficult?】Supply chain strategies cannot be determined in isolation. They are directly affected by another chain that most organizations have, the development chain.It is challenging to design and ope

3、rate a supply chain so that total systemwide costs are minimized, and systemwide service levels are maintained.Uncertainty and risk are inherent in every supply chain.4. 【 Strategies for SCM】Global Optimization（全局優(yōu)化）Managing Uncertainty（管理不確定性）5. 【 Why is Global Optimization Hard?】 The supply chain

4、is a complex network.Different facilities in the supply chain frequently have different, conflicting objectives.The supply chain is a dynamic system.System variations over time6. 【 Why Is Uncertainty Hard to Deal With?】 Matching supply and demand is a major challenge. Forecasting doesn t solve the p

5、roblem.Inventory and back-order levels typically fluctuate considerably across the supply chain, even whencustomer demand for specific products does not vary greatly.Demand is not the only source of uncertainty.Recent trends such as lean manufacturing, outsourcing, and offshoring that focus on reduc

6、tion increase risks significantly.7. 【 The three principles of all forecasting techniques】Forecasting is always wrong. The longer the forecast horizon , the worse the forecast.Aggregate forecasts are more accurate.Chapter2.Inventory Management, Supply Contracts and Risk Pooling1.【何時低（高）于平均需求 】 If th

7、e cost of not selling an additional unit is larger than the profit fromselling an additional unit, the optimal quantity in general will be less than average demand, while if thereverse is true, the optimal order quantity in general will be greater than average demand.2.【平均需求與最優(yōu)訂貨量的關(guān)系】The optimal ord

8、er quantity is not necessarily equal to average, orforecast demand.3. 【 Coefficient of variation】 Coefficient of variationThe Standard deviation measures the absolute variability of customer demands, the coefficient of variation measures variability relative to average demand.4. 【 Risk Pooling: thre

9、e critical points】Centralizing inventory control reduces both safety stock and average inventory level for the same service level.The higher the coefficient of variation, the greater the benefit obtained from centralized systems; that is, the greater the benefit from risk Pooling.The benefits from r

10、isk Pooling depend on the behavior of demand from one market relative to demand from another.5. 【 Forecasting Methods】Judgment methods（判斷方法）Market research methods（市場研究方法）Time Series methods（時間序列方法）Causal methods（因果方法）以上為定性方法，為定量方法。6. 【 Inventory Managements controlling methods】Continuous review pol

11、icy（持續(xù)檢查策略）Periodic review policy（定期檢查策略）7. 【 (s, S) Policy】Whenever the inventory position drops below a certain level, s, we order to raise the inventory position to level S.(s, S)的計算：The reorder point (s) has two components:a. To account for average demand during lead time: LTAVGb. To account for

12、 deviations from average (we call this safety stock): z STDwhere z is chosen from statistical tables to ensure that the probability of stockouts during leadtime is 100%-SL.Since there is a fixed cost, we order more than up to the reorder point:Q=The total order-up-to level is: S=Q+s注： AVG = average

13、daily demandSTD = standard deviation of daily demandLT = replenishment lead time in daysh = holding cost of one unit for one daySL = service level (for example, 95%). This implies that the probability of Stocking out is 100%-SL (for example, 5%)K = fixed costAlso, the Inventory Position at any time

14、is the actual inventory plus items already ordered, but not yet delivered.8. 【 Judgment Methods】 Assemble the opinion of expertsa. Each member surveyedb. Opinions are compiledc. Each member is given the opportunity to change his opinion.9. 【 Supply Contracts】Buy-Back Contracts（回購合同）: The seller agre

15、es to buy back unsold goods from the buyer for some agreed-upon price higher than the salvage value.Revenue-Sharing Contracts（收入共享合同） : The buyer shares some of its revenue with the seller, in return for a discount on the wholesale price.Global Optimization Contracts（全局優(yōu)化合同） : This unbiased decision

16、 maker would consider the two supply chain partners, the supplier and the buyer, as two members of the same organization. That is, the transfer of money between the parties is ignored and the unbiased decision maker will maximize supply chain profit.Quantity Flexibility Contracts（數(shù)量靈活合同） : Supplier

17、provides full refund for returned items as long as the number of returns is no larger than a certain quantity.Sales Rebate Contracts（銷售回扣合同） : Supplier provides a direct incentive to the retailer to increase sales by means of a rebate paid by the supplier for any item sold above a certain quantity.C

18、hapter3.Logistics Network Configuration1. 【物流網(wǎng)絡(luò)配置】2. 【數(shù)據(jù)處理】3. 【網(wǎng)絡(luò)技術(shù)】4. 【 Solution Techniques】Mathematical optimization techniques:a. Exact algorithms: find optimal solutions（準(zhǔn)確算法）b. Heuristics: find “ good” solutions, not necessarily optimal（啟發(fā)式算法）Simulation models: provide a mechanism to evaluate s

19、pecified design alternatives created by the designer.Chapter4.The Value of Information1. 【“In modern supply chains, information replaces inventory】I think it is”true because information: Helps reduce variability Helps improve forecasts Enables coordination of systems and strategies Improves customer

20、 service Facilitates lead time reductionsEnables firms to react more quickly to changing market conditions.2. 【 What is the Bullwhip Effect?】Order variability is amplified （放大） the supply chain; upstream echelons（梯度） face higher variability.3. 【 What are the causes the Bullwhip Effect?】Promotional s

21、ales：Forward buyingVolume and transportation discounts： BatchingInflated orders： IBM Aptiva orders increased by 2-3 times when retailers thought that IBM would be out of stock over ChristmasDemand forecasting：Order-up-to points are modified as forecasts change orders increase more than forecastsLong

22、 cycle times： Long lead times magnify this effect4. 【 Methods for Coping with the Bullwhip Effect】Reduce uncertainty：POS; Sharing information; Sharing forecasts and policiesReduce variability：Eliminate promotions; Year-round low pricingReduce lead times： EDI; Cross dockingStrategic partnerships：Vend

23、or managed inventory (VMI); Data sharing5. 【集中信息 】Chapter5.Supply Chain Integration1. 【 Supply Chain Strategies】 Push Strategies：特點：a. Production decisions based on long-term forecastsb. Ordering decisions based on inventory & forecasts缺點：a. Inability to meet changing demand patterns.b. The obso

24、lescence of supply chain inventory as demand for certain products disappears.c. The bullwhip effect: Excessive inventory（庫存過多），Excessive production variability，Poor servicelevelsPull Strategies：特點： Production is demand drivena. Production and distribution coordinated with true customer demandb. Firm

25、s respond to specific orders優(yōu)點：a. Reduced lead times (better anticipation)b. Decreased inventory levels at retailers and manufacturersc. Decreased system variabilityd. Better response to changing markets缺點：a. Harder to leverage economies of scaleb. Doesn t work in all casesPush-Pull Supply Chains2.

26、【模型圖】3.【 The impact of lead time and demand uncertainty】Chapter6.Strategic Alliances1. 【 Strategic Alliances】Strategic alliances are typically multifaceted(多方位的）, goal-oriented, long-term partnerships between two companies in which both risks and rewards are shared.2. 【 The alliance will help addres

27、s the following issues】Adding value to products（增加產(chǎn)品價值）Improving market access（改善市場進(jìn)入）Strengthening operations（強化運作管理）Adding technological strength（增強技術(shù)力量）Enhancing strategic growth（促進(jìn)戰(zhàn)略成長）Enhancing organizational skills（提高組織技能）Building financial strength（建立財務(wù)優(yōu)勢）3. 【 Types of Strategic Partnering】4.

28、 【 Advantages of SP】Fully utilize system knowledgeDecrease required inventory levelsImprove service levelsDecrease work duplicationImprove forecasts5. 【 Disadvantages of SP】Expensive advanced technology is required.Supplier/retailer trust must be developed.Supplier responsibility increases.Expenses

29、at the supplier often increase.6. 【 What are the advantages of 3PL?】 Focus on core strengths Provides technological flexibilityProvides Other flexibility in geography，workforce size，additional services and resource flexibility7. 【 What are the disadvantages of 3PL?】Loss of control3PL employees may i

30、nteract with customersSharing of confidential infoChapter7.Procurement and Outsourcing1. 【 Outsourcing Benefits】Economies of scale reduce manufacturing costsRisk poolingdemand uncertainties are transferredReduce capital investmentFocus on core competencyIncreased flexibility2. 【 Outsourcing Risks】Lo

31、ss of competitive knowledgeConflicting objectives3. 【 Reasons for outsourcing】 Dependency on capacity Dependency on knowledge4. 【 Product architecture】Modular products ：a. Components are independent of each otherb. Components are interchangeablec. Standard interfaces are usedd. A component can be de

32、signed or upgraded with little or no regard to other Componentse. Customer performance determines the product configurationa. Not made from off-the-shelf componentsb. Designed as a system by taking a top-down design approachc. Evaluated based on system performance, not based on component performance

33、d. Components in integrals products perform multiple functions5. 【 A Framework for Outsourcing】6. 【 Procurement Strategy】7. 【 Characteristics of Functional Versus Innovative Products（功能性產(chǎn)品 VS創(chuàng)新性產(chǎn)品）】（了解）Chapter8.Global Logistics and Risk Management1. 【 Forces Driving Globalization（全球供應(yīng)鏈的驅(qū)動力） 】Global

34、Market Forces Technological Forces Global Cost Forces Political and Economic Forces2. 【 Many Sources of Risks】Natural disastersGeopolitical risksEpidemicsTerrorist attacksVolatile fuel priceCurrency fluctuationsPort delaysMarket changesSupplier s performanceForecasting accuracyExecution problems以上屬于

35、不可控風(fēng)險，介于可控與不可控風(fēng)險之間， 屬于可控風(fēng)險，剩余的為可控風(fēng)險。3. 【 Managing the Unknown-unknown（處理不可控風(fēng)險的方法） 】Invest in redundancy（緩沖能力）：Redundancy is built at the design stageIncrease velocity in sensing and responding（感應(yīng)與應(yīng)對）：Sensing and responding require accurate information in a timely fashionCreate an adaptive supply cha

36、in community： An adaptive supply chain is a supply chain in which all its elements share similar culture, work toward the same objectives, and benefit from financial gains4. 【 Managing Global Risks（處理全球化風(fēng)險的策略） 】Speculative Strategies(投機策略 )：a. Bet on a single scenariob. Japanese auto manufacturing i

37、n Japana. Losses in one area offset by gains in anotherb. Volkswagen in US, Brazil, Mexico, Germany Flexible Strategies(柔性策略 )5. 【 Approaches can be utilized to implement flexible strategies effectively】 Production shifting（產(chǎn)品轉(zhuǎn)移）Information Sharing（信息共享） Global coordination（全球協(xié)調(diào)） Political leverage（

38、政治杠桿）6. 【 Requirements for Global Strategy Implementation】Five Basic Functions of Firms（五種基本職能）：Product development Purchasing Production Demand management Order fulfillment7. 【 Regional Products】8. 【International Products】9. 【Major Differences Between Different Regions】Chapter9.Coordinated Product

39、and Supply Chain Design1. 【 Key Concepts of Design for Logistics】 Economic Packaging and Transportation Concurrent and Parallel Processing Standardization2. 【 Modular Process（模塊化流程）】Consisting of discrete operations, such that inventory can be stored in partially manufactured form between optionsEac

40、h product undergo a set of making it possible to Products differ from each other in terms of the subset of operations that are performed on them3. 【 Types of Standardization】Part Standardization（部件標(biāo)準(zhǔn)化）：a. Common parts are used across many processesb. Product redesign might be necessarya. Standardizi

41、ng as much of the process as possible, making a generic or family productb. Delaying differentiationc. Called “ Delayed differentiation ” , “ Postponement ” d. Postponement: Key ConceptsProduct Standardization（產(chǎn)品標(biāo)準(zhǔn)化）：Downward Substitutiona. Produce only a subset of products (because producing each o

42、ne incurs high set-up cost)b. Guide customers to existing productsc. Substitute products with higher feature set for those with lower feature setd. Which products to offer, how much to keep, how to optimally substitute?a. Processing equipment that manufactures these wafers are very expensive with long lead time and are made to orderb. The firm reduces risk of investing in the wrong equipment by pooling demand across a variety of products4. 【 Operational strategies for standardization】5. 【 S