SCM供應(yīng)鏈管理與響應(yīng)能力中英文

GOM7SupplyChainMgmt1GOM7供應(yīng)鏈管理1ACanofCokeSmeltingRollingCanMakingLabelFillingDistributionRetailingTherearemoreopportunitiesinbettermanagementofglobalsupplychainsthanyouthink一罐可樂澳大利亞礬土礦冶煉輥壓制罐貼標(biāo)簽填裝分銷零售一個英國家庭的冰箱改進(jìn)全球供應(yīng)鏈管理的機(jī)會之多超乎想象ACanofCokeSmeltingRollingCanMakingLabelFillingDistributionRetailingABritishHouseholdRefrigeratorTimeinthePipeline319Days3Hoursof“ActualWork”一罐可樂澳大利亞礬土礦冶煉輥壓制罐貼標(biāo)簽填裝分銷零售一個英國家庭的冰箱流程時間319天“實(shí)際工作”3小時ACanofCokeWhy319daystodo3hoursofwork?ProductionisbatchedateverystageTransportisbatchedateverystageProductgoesthroughanaverageof14storagelotsandwarehousesEverystep(plants,transports,warehouses,sales….)IsmaximizingitsownoperationalefficiencyIsthistoomuchlocaloptimizationandnotenough globaloptimization?一罐可樂為什么319天做3個小時的工作？每個階段批量生產(chǎn)每個階段批量運(yùn)輸每件產(chǎn)品平均經(jīng)過14次存儲和入庫每一步驟（工廠、運(yùn)輸、倉儲、銷售……）都在最大限度地提高其運(yùn)轉(zhuǎn)效率是不是局部最優(yōu)化過多而全球最優(yōu)化不足？SCResponsivenessConsumersMakingthesupplychainsmoreresponsiveIsnoteasyMultiplepartiesLagged&distortedinformationflowsVariabilityandunpredictabilityImbalanceSpeciallyforsupplychainsacrossnationalboundaries供應(yīng)鏈的響應(yīng)能力客戶提高供應(yīng)鏈的響應(yīng)能力不容易多方面信息流滯后、扭曲可變性和不可預(yù)測性失衡特別是跨國供應(yīng)鏈SCResponsivenessConsumersWhatcanwedo?CoordinatetheSupplyChainRedesigntheSupplyChainManagetheDemandAvoidthe“Bullwhip”Effect供應(yīng)鏈的響應(yīng)應(yīng)能力客戶怎么辦？協(xié)調(diào)供應(yīng)鏈重新設(shè)計(jì)供應(yīng)應(yīng)鏈需求管理避免“皮鞭鞭”效應(yīng)SCResponsivenessThe“Bullwhip”EffectOrdervariabilitytendstoincreaseaswemoveupthesupplychainlikethe“bullwhip”CONSUMERSThe“BeerGame”example供應(yīng)鏈的響應(yīng)應(yīng)能力“皮鞭”效應(yīng)應(yīng)沿類似于皮鞭鞭的供應(yīng)鏈上上移時，定單單的可變性呈呈上升趨勢客戶“啤酒游戲”示例SCResponsivenessCoordinatethesupplychain1.ShareMoreInformationPOSDataForecasts(shareanddojointly)Schedules(shareanddocollaboratively)供應(yīng)鏈的響應(yīng)應(yīng)能力協(xié)調(diào)供應(yīng)鏈1.增加共享信息息供應(yīng)產(chǎn)品（POS）數(shù)據(jù)預(yù)測（共同分分享與共同進(jìn)進(jìn)行）供應(yīng)鏈計(jì)劃（（共同分享與與協(xié)作進(jìn)行））SCResponsivenessCoordinatethesupplychain2.ChangeControlsintheChannelVendorManagedInventoryConsignmentStocks“Sell-through”SupplierSupplierSupplier供應(yīng)鏈的響應(yīng)應(yīng)能力協(xié)調(diào)供應(yīng)鏈2.改變渠道控制制賣方管理的存貨代銷存貨“零售量”供應(yīng)商供應(yīng)商供應(yīng)商ConsumersIntra-OperationInitiative3.CreateMoreOperationalFlexibilityInvestinpostponementIncreasemodularityShareplatforms/CommoncomponentsReducechangeovercosts(andbatchsizes)ReduceweightofcapacityutilizationasKPI供應(yīng)鏈的響應(yīng)應(yīng)能力客戶運(yùn)營內(nèi)部舉措措3.創(chuàng)造更多的運(yùn)運(yùn)營靈活性延期方面的投投資增加?；潭榷裙蚕砥脚_/共用元件減少轉(zhuǎn)換成本本（和批量大大小）降低作為關(guān)鍵鍵績效指標(biāo)（（KPI）設(shè)備利用率率的重要要性ConsumersWhatcanwedo?RedesigntheSupplyChainManagetheDemandFitthesupplychaintoProduct’s““clockspeed”供應(yīng)鏈的響應(yīng)應(yīng)能力客戶怎么辦？協(xié)調(diào)供應(yīng)鏈減少供應(yīng)鏈需求管理使供應(yīng)鏈與產(chǎn)產(chǎn)品的“時時鐘速率”相相適應(yīng)TherootcauseoftheproblemsplaguingmanysupplychainsisamismatchbetweenthetypeofproductandthetypeofsupplychainSCResponsiveness供應(yīng)鏈的響應(yīng)應(yīng)能力造成問題困擾擾許多供應(yīng)鏈鏈的根本原因因在于產(chǎn)品類型型和供應(yīng)鏈類類型不相匹配配SCResponsiveness“Functional””vs.““Innovative”productsDifferent““ClockSpeeds”“Functional”” “Innovative””GasolinePrintersPencilsDigitalcamerasCerealsFashionapparelFittheSupplyChaintoProduct’s“Clockspeed””MatchMismatchMismatchMatchFunctionalProductsInnovativeProductsPhysicallyEfficientSupplyChainMarketResponsiveSupplyChain供應(yīng)鏈的響應(yīng)應(yīng)能力“功能”產(chǎn)產(chǎn)品對“創(chuàng)創(chuàng)新”產(chǎn)品品的不同“時鐘鐘速率”“功能”產(chǎn)品““創(chuàng)新”產(chǎn)產(chǎn)品汽油打印機(jī)鉛筆數(shù)碼照相機(jī)谷物時裝服飾使供應(yīng)鏈與產(chǎn)產(chǎn)品的““時鐘速率”相適應(yīng)匹配不匹配不匹配匹配功能產(chǎn)品創(chuàng)創(chuàng)新產(chǎn)品物理效率高的的供應(yīng)鏈?zhǔn)袌鲰憫?yīng)型的的供應(yīng)鏈SCResponsivenessFunctional(PredictableDemand)Innovative(UnpredictableDemand)AspectsofDemandProductlifecycleMorethan2years3monthsto1yearContributionmargin*5%to20%20%to60%ProductvarietyLow(10to20variantspercategory)High(oftenmillionsofvariantspercategory)Averagemarginoferrorintheforecastatthetimeproductioniscommitted10%40%to100%Averagestockoutrate1%to2%10%to40%Averageforcedendofseasonmarkdownaspercentageoffullprice0%10%to25%Leadtimerequiredformade-to-orderproducts6monthsto1year1dayto2weeks*Thecontributionmarginequalspriceminusvariablecostdividedbypriceandisexpressedasapercentage供應(yīng)鏈的反應(yīng)應(yīng)能力功能型(可預(yù)測需求)創(chuàng)新型(需求不可預(yù)測)各需求方面產(chǎn)品壽命周期2年以上3個月到1年邊際收益*5%至20%20%至60%產(chǎn)品多樣性低(每一類別10至20種)高(往往每一類別數(shù)百萬種)委托產(chǎn)品時預(yù)報誤差平均幅度10%40%至100%平均脫銷率1%至2%10%至40%被迫終止季節(jié)性降價平均占全價百分比0%10%至25%按單產(chǎn)品所需的前導(dǎo)時間6個月至1年1日至2周*邊際收益等于價格減去各項(xiàng)成本，再除以價格，用百分率表示。SCResponsivenessPhysicallyEfficientProcessMarket-ResponsiveProcessPrimarypurposeSupplypredictabledemandefficientlyatthelowestpossiblecostRespondquicklytounpredictabledemandinordertominimizestockouts,forcedmarkdowns,andobsoleteinventoryManufacturingfocusMaintainhighaverageutilizationrateDeployexcessbuffercapacityInventorystrategyGeneratehighturnsandminimizeinventorythroughoutthechaindeploysignificantbufferstocksofpartsorfinishedgoodsLeadtimefocusShortenleadtimeaslongasitdoesn’tincreasecostInvestaggressivelyinwaystoreduceleadtimeApproachtochoosingsuppliersSelectprimarilyforcostandqualitySelectprimarilyforspeed,flexibility,andqualityProduct-designstrategyMaximizeperformanceandminimizecostUsemodulardesigninordertopostponeproductdifferentiationforaslongaspossible供應(yīng)鏈的響應(yīng)應(yīng)能力物理效率過程市場響應(yīng)過程基本目的以最低成本有效供應(yīng)可預(yù)測需求對不可預(yù)測的需求快速響應(yīng)，以便最大限度地減少庫存匱乏、被迫降價和過時存貨制造重心保持高度的平均利用率配置超額緩沖能力庫存戰(zhàn)略生成高周轉(zhuǎn)率，實(shí)現(xiàn)整個供應(yīng)鏈庫存最小化配置大量部件及成品緩沖庫存前導(dǎo)時間焦點(diǎn)在不增加成本的前提下盡量縮短前導(dǎo)時間在縮短前導(dǎo)時間的途徑上進(jìn)取性投資選擇供應(yīng)商的方法以成本和質(zhì)量為首選以速度、靈活性和質(zhì)量為首選產(chǎn)品設(shè)計(jì)戰(zhàn)略績效最大化，成本最小化采用模塊設(shè)計(jì)，盡可能推遲產(chǎn)品異質(zhì)化SCResponsivenessGetoutoftheupperrighthandcellToothpasteisaproductcategoryinwhichamovetotheleft——frominnovativetofunctional——makessense.Yetbecausetheindustryhaslargelyretaineditsemphasisonaphysicallyefficientsupplychain,mostcomputercompaniesfindthemselvesfirmlypositionedintheupperright-handcell.Alean,efficientdistributionchannelisexactlyrightforfunctionalcarsbuttotallyinappropriateforinnovativecars,whichrequireinventorybufferstoabsorbuncertaintyindemand.供應(yīng)鏈的響應(yīng)應(yīng)能力脫離右側(cè)單元元上游牙膏是一個產(chǎn)產(chǎn)品類別，在在這個類別中中向左側(cè)移動動——即從創(chuàng)新型移移向功能型——是合理的。但是，由于該該產(chǎn)業(yè)大都保保持以物理效效率供應(yīng)鏈為為重點(diǎn)，多數(shù)數(shù)計(jì)算機(jī)公司司發(fā)現(xiàn)自己牢牢牢地處于右右側(cè)單元上游游的位置。精益、高效的的分銷渠道對對功能型轎車車來說完全正正確，但是對對創(chuàng)新型轎車車來說則根本本不適用，因因其需要庫存存緩沖來吸收收需求中的不不確定性。SCResponsivenessResponsivesupplyofinnovativeproductsThefirststepissimplytoacceptthatuncertaintyisinherentininnovativeproductsOnceacompanyhasacceptedtheuncertaintyofdemand,itcanemploythreecoordinatedstrategiestomanagethatuncertainty:Itcancontinuetostrivetoreduceuncertainty—forexample,byfindingsourcesofnewdatathatcanserveasleadingindicatorsorbyhavingdifferentproductssharecommoncomponentsasmuchaspossiblesothatthedemandforcomponentsbecomesmorepredictable.供應(yīng)鏈的響應(yīng)應(yīng)能力創(chuàng)新產(chǎn)品的反反應(yīng)性供應(yīng)第一步只不過過是接受這一事實(shí)：不不確定性是創(chuàng)創(chuàng)新產(chǎn)品所固固有的。一旦一個公司司承認(rèn)了需求求的不確定性性，它就可以以運(yùn)用三種相相互協(xié)調(diào)的策策略對這種不不確定性予以以管理：它可以繼續(xù)致致力于降低不確定性——譬如通過找到到可以充當(dāng)前前導(dǎo)指標(biāo)的新新數(shù)據(jù)來源；；或者通過讓讓不同產(chǎn)品共共享盡可能多多的共用元件件，以提高元元件需求的可可預(yù)測性。SCResponsivenessItcanavoiduncertaintybycuttingleadtimesandincreasingthesupplychain’’sflexibilitysothatitcanproducetoorderoratleastmanufacturetheproductatatimeclosertowhendemandmaterializesandcanbeaccuratelyforecast.Onceuncertaintyhasbeenreducedoravoidedasmuchaspossible,itcanhedgeagainsttheremainingresidualuncertaintywithbuffersofinventoryorexcesscapacityNewmovement:masscustomization(buildingtheabilitytocustomizealargevolumeofproductsanddeliverthematclosetomass-productionpricesSportObermeyer’’sapproach,whichhasbeencalledaccurateresponse,hascutthecostofbothoverproductionandunderproductioninhalf—enoughtoincreaseprofitsby60%.供應(yīng)鏈的響應(yīng)應(yīng)能力它可以通過縮縮短前導(dǎo)時間間和增加供應(yīng)應(yīng)鏈的靈活性性來避免不確確定性，這樣樣，它就可以以按訂單生產(chǎn)產(chǎn)，或者至少少可以在臨近近需求實(shí)現(xiàn)并并可進(jìn)行準(zhǔn)確確預(yù)報的時間間點(diǎn)上制造產(chǎn)產(chǎn)品。一旦不確定定性得到盡盡可能的減減少或避免免，它就可可以通過利利用庫存緩緩沖力或超超剩余產(chǎn)能能來防范殘殘余的不確確定性。新發(fā)展：大大量定制化化（培養(yǎng)大大量產(chǎn)品的的定制化能能力，并以以接近批量量生產(chǎn)的價價格發(fā)貨））奧伯邁耶體體育用品公公司采用的的方法，即即所謂精確確響應(yīng)，將將生產(chǎn)過剩剩和生產(chǎn)不不足的成本本都降低了了一半——足以將利潤潤提高60%。Theintangiblecostsofcoordinationincludethecostofinventorymeanttoensurethatproductsareavailable.Reason1:managerstypicallyplaceorderswiththeirownsuppliersbeforetheyreceivetheir““customers”orders,sotheymustforecast—orguess—howmuchdemandtherewillbeforwhichoftheirlargevarietyofitems.SportObermeyerplacesitsordersinNovember,butonlyreceivesitsfirstordersfromretailersinMarch,allforasellingseasonthatbeginsinSeptemberReason2:Theorganizationsinsupplychainoftendonotshareinformationaboutsalesforecasts;instead,eachlevelofthesupplychainusesfinishedgoodsinventorytotrytohaveonhandwhatisneededfortheircustomers:eachsuppliermakesextraorders““just-in-case,”swellingrawmaterialsandfinishedgoodsinventories.Becausetheypassordersupanddownthesupplychainwithlotsofguessing,they(inaddition)tendtoexaggeratesmallchangesseenattheconsumerlevel-justasinalargegameoftelephoneinwhicheachpersonwhispersthemessagetheyheartothenextperson,butthemessagebecomehighlygarbledafterafairlyshortseriesoftransmissionsSketchofSportObermeyerTimingofOperationsandOrdersThroughouttheYear協(xié)調(diào)方面的的無形成本本包括為確確保產(chǎn)品供供應(yīng)而付出出的庫存成成本理由1:經(jīng)理人一般般在他們收收到“客戶戶”訂單之之前向自己己的供應(yīng)商商提出訂單單，因此，，他們必須須預(yù)測———或者猜測測——其種種類繁多的的貨品當(dāng)中中到底哪一一種商品有有需求、需需求量有多多大。奧伯伯邁耶體育育用品公司司在11月份提出訂訂單，但直直到次年3月才收到首首批零售商商的訂單，，全部是為為9月份開始的的銷售季節(jié)節(jié)訂的貨。。理由2:供應(yīng)鏈上的的各個單位位一般不共共享銷售預(yù)預(yù)測信息；；而供應(yīng)鏈鏈的每一層層都盡量利利用成品庫庫存保證現(xiàn)現(xiàn)貨以應(yīng)客客戶所需：：每個供應(yīng)應(yīng)商都超額額訂購只為為“以防萬萬一”，使使得原材料料和成品存存貨猛增。。由于在供供應(yīng)鏈中向向上和向下下傳遞訂單單時帶有大大量的猜測測因素，他他們（還））傾向于夸夸大發(fā)生在在客戶層的的微小變化化———就象象一一場場大大型型的的電電話話游游戲戲，，每每個個人人都都把把自自己己聽聽到到的的信信息息悄悄聲聲傳傳給給下下一一個個人人，，但但是是經(jīng)經(jīng)過過短短短短的的一一段段傳傳遞遞之之后后，，原原來來的的信信息息已已經(jīng)經(jīng)面面目目全全非非了了。。奧伯伯邁邁耶耶體體育育用用品品公公司司全全年年運(yùn)運(yùn)作作和和訂訂單單時時間間選選擇擇略略圖圖November(previousyear)NovemberMarchAugustSeptemberFebruary

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零售季節(jié)SCResponsivenessConsumersWhatcanwedo?RedesigntheSupplyChainManagetheDemand供應(yīng)應(yīng)鏈鏈的的響響應(yīng)應(yīng)能能力力客戶戶怎么么辦辦？？協(xié)調(diào)調(diào)供供應(yīng)應(yīng)鏈鏈重新新設(shè)設(shè)計(jì)計(jì)供供應(yīng)應(yīng)鏈鏈需求求管管理理運(yùn)用用動動態(tài)態(tài)定定價價和和高高度度協(xié)協(xié)調(diào)調(diào)的的市場場推推廣廣手手段段SCResponsivenessConsumersSummaryCoordinatetheSupplyChainRedesigntheSupplyChainManagetheDemandAvoidthe“Bullwhip””EffectWatchthe“Clockspeed””Managethe“Yield””供應(yīng)應(yīng)鏈鏈的的響響應(yīng)應(yīng)能能力力客戶戶小結(jié)結(jié)協(xié)調(diào)調(diào)供供應(yīng)應(yīng)鏈鏈重新新設(shè)設(shè)計(jì)計(jì)供供應(yīng)應(yīng)鏈鏈需求求管管理理避免免““皮皮鞭鞭””效效應(yīng)應(yīng)觀察察““時時鐘鐘速速率率””管理理“產(chǎn)出出””SCResponsivenessASimpleRuleRegardInventoryVelocityasaKeyPerformanceIndicator(KPI)Foreveryoneinthechain供應(yīng)應(yīng)鏈鏈的的響響應(yīng)應(yīng)能能力力客戶戶一條條簡簡單單規(guī)規(guī)則則：：將存存貨貨速速度度視視為為供供應(yīng)應(yīng)鏈鏈上上每每個個人人的的一一項(xiàng)項(xiàng)關(guān)鍵鍵績績效效指指標(biāo)標(biāo)(KPI)GlobalIssuesDutiesanddrawbackTaxesExchangeratesTransferpricingLocalcontentandoffsettradeMultipletransportmodes全球球性性的的問問題題關(guān)稅稅和和進(jìn)進(jìn)口口退退稅稅稅收匯率轉(zhuǎn)讓價價當(dāng)?shù)睾亢秃脱a(bǔ)償償貿(mào)易易聯(lián)運(yùn)方方式TypicalTypesofAnalysesManufacturing/ServicesStrategyHowmanyplantsdoIneed?Whereshouldeachplantbelocated?Whatproductsshouldeachmake?Whatprocesstechnologiesshouldeachhaveandhowmuchofeachprocessisneeded?Whatpartoftheworldshouldeachplantserve?典型的的分析析類型型制造/服務(wù)策策略我需要要多少少工廠廠？每個工工廠設(shè)設(shè)在哪哪兒？？每個廠廠應(yīng)該該制造造什么么產(chǎn)品品？每個廠廠應(yīng)該該有什什么樣樣的工工藝技技術(shù)，，每個個工藝藝需要要多長長時間間？每個工工廠應(yīng)應(yīng)該面面向世世界哪哪個地地區(qū)服服務(wù)？？TypicalTypesofAnalysesSupplyBaseDesign/VendorConsolidationHowdoIsimultaneouslyperformsupplierselectionforallthepartsinthesamecommoditygroup?Howmanysuppliersisbestandwhichsuppliersshouldsendwhichpartstowhichplants?OutsourcingWhatpartsofmysupplychainshouldIkeep““in-house”andwhatpartstooutsource?Whatifathirdpartyhasahighervariablecostbutalowerfixedcostthanin-houseproduction?典型的的分析析類型型供應(yīng)基基地設(shè)設(shè)計(jì)/賣方合合并我如何何從同同一商商品組組中同同時選選擇所所有零零部件件的供供應(yīng)商商？有多少少最佳佳供應(yīng)應(yīng)商，，哪些些供應(yīng)應(yīng)商應(yīng)應(yīng)把哪哪些零零部件件發(fā)給給哪些些工廠廠？外購我應(yīng)該該把我我的供供應(yīng)鏈鏈上的的哪些些部分分留在在“內(nèi)內(nèi)部””，哪哪些部部分進(jìn)進(jìn)行外外購？？如果有有第三三方的的可變變成本本比內(nèi)內(nèi)部生生產(chǎn)高高而固固定成成本較較低，，那該該怎么么辦？？TypicalTypesofAnalysesNewProductPipelineDesignHowshouldIfitthenewproductintomycurrentsupplychain?ShouldIsingleormultiplesourcethisproduct?Howmuchdomyfixedcostsaffectthisdecision?Whatisthecross-overpointtoopenupasecondandthirdsourceofsupply?MergersandAcquisitionsConstantlyredesigningtheglobalflow典型的的分析析類型型新產(chǎn)品品的傳傳輸渠渠道設(shè)設(shè)計(jì)我該如如何把把這個個新產(chǎn)產(chǎn)品安安放到到現(xiàn)有有的供供應(yīng)鏈鏈上？？這個產(chǎn)產(chǎn)品需需要單單渠道道供應(yīng)應(yīng)源還還是多多渠道道供應(yīng)應(yīng)源？？我的固固定成成本對對這一一決定定的影影響有有多大大？開辟第第二和和第三三供應(yīng)應(yīng)源的的交叉叉點(diǎn)是是什么么？并購不斷地地重新新設(shè)計(jì)計(jì)全球球性的的流動動。SupplyChainDisruptionsAnalyzetheeffectsofstrategicdisruptionsUnexpectedloss/changeofasupplychainpartnerWaystomitigatethethreatWhatarethekeyquestionsandissues供應(yīng)鏈鏈中斷斷分析戰(zhàn)戰(zhàn)略性性中斷斷的影影響供應(yīng)鏈鏈伙伴伴的意意外損損失/變更減少威威脅的的辦法法主要疑疑問和和議題題LISTOFMAJORCOSTCATEGORIESFORAGLOBALSUPPLYCHAINManufacturingCosts:PurchasedMaterials;Labor;EquipmentCharge(fixed),Supplier’sMarginMovementCosts:Transportationcost;InventoryinPipelineandSafetyStockCost;DutyIncentiveCosts/Subsidies:TaxesandSubsidiesIntangibleCosts:(Conformance)QualityCosts;ProductAdaptationorPerformanceCosts;CoordinationCostsOverheadCostsTotalCurrentLandedCostsSensitivitytoLong-termChanges:ProductivityandWageChanges;ExchangeRateChanges;ProductDesign;CoreCompetence全球供應(yīng)鏈的主要成本類別清單制造成本：采購原料；勞動力；設(shè)備費(fèi)用（固定）；供應(yīng)商的毛利移動成本：運(yùn)輸成本；經(jīng)濟(jì)訂貨批量和安全儲備成本；關(guān)稅獎勵成本/補(bǔ)貼：稅金和補(bǔ)貼無形成本：(一致性)質(zhì)量成本；產(chǎn)品適應(yīng)性或性能成本；協(xié)調(diào)成本運(yùn)營（間接）成本現(xiàn)行離岸總成本對長期變化的靈敏度：生產(chǎn)率和工資變化；匯率變化；產(chǎn)品設(shè)計(jì)；核心競爭力ComparisonofInternationalandDomesticSupplyChainsforOneShoeCompanyThePW.Minorcompanymadeprescription-readycomfortshoesforsickfeetinsixty-sixsize-widthvariations.Thecostswerecomputedin1985,whenthe““AllInNewYork””shoesweresoldatretailfor$80apair.Theforeignoptionshoes(slightlyinferiormaterialsandlesshand-fitting)weretoretailfor$50,tobesoldtodealersfor$21,andtobecoveredbyMedicare.Usingthetabletoguideevaluationoftheoptionsisenlightening*ForallNYoption,the$1.33ininventorycostpershoeisincludedinmanufacturingoverhead**Theinventoryfiguresfortheseoptionsarecalculatedfromasimplemodelassuminga98%fillrateisrequiredinNewYork.一家鞋鞋業(yè)公公司的的國際際和國國內(nèi)供供應(yīng)鏈鏈比較較PW.Minor公司為為腳病病患者者制造造休閑閑處方方鞋，，計(jì)有有66種寬度度尺寸寸。成成本計(jì)計(jì)算于于1985年，當(dāng)當(dāng)時““全全部在在紐約約”的的零零售鞋鞋價為為80美元/雙。供供國外外選用用的鞋鞋（材材質(zhì)和和手感感稍差差）的的零售售價為為50美元/雙，賣賣給經(jīng)經(jīng)銷商商的價價格是是21美元/雙，且且屬于于““老年年保健健醫(yī)療療”（（Medicare）范圍圍。以以下下表為為指導(dǎo)導(dǎo)對各各種選選擇項(xiàng)項(xiàng)進(jìn)行行評估估很有有啟發(fā)發(fā)性。。*在““全部部在紐紐約””一項(xiàng)中中，每每雙鞋鞋的制制造費(fèi)費(fèi)用含含1.33美元的的庫存存成本本。**根據(jù)一一個假假定在在紐約約需要要98%的供貨貨率的的簡單單模型型對這這些選選項(xiàng)的的存貨貨量進(jìn)進(jìn)行計(jì)計(jì)算。。Order-to-deliveryLeadtimeManufacturingcost:DutyplustransportInventoryperpairofshoes:Overhead:Deliveredcost: