第十章采購與供應(yīng)決策

第十章采購與供應(yīng)決策第十章采購與供應(yīng)決策10-3產(chǎn)品計劃三角形ProductinthePlanningTriangleCR(2004)PrenticeHall,Inc.PLANNINGORGANIZINGCONTROLLINGTransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?StoragedecisionsLocationStrategy?Locationdecisions?Thenetworkplanningprocess計劃組織控制TransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?StoragedecisionsLocationStrategy?Locationdecisions?Thenetworkplanningprocess庫存戰(zhàn)略預(yù)測客戶服務(wù)目標采購和供應(yīng)時間決策存儲基礎(chǔ)知識存儲決策產(chǎn)品物流服務(wù)訂單管理和信息系統(tǒng)庫存決策運輸戰(zhàn)略運輸基礎(chǔ)知識運輸決策選址戰(zhàn)略選址決策網(wǎng)絡(luò)規(guī)劃流程10-4CR(2004)PrenticeHall,Inc.PurchasinginInventoryStrategyPLANNINGORGANIZINGCONTROLLINGTransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?StoragedecisionsLocationStrategy?Locationdecisions?ThenetworkplanningprocessPLANNINGORGANIZINGCONTROLLINGTransportStrategy?Transportfundamentals?TransportdecisionsCustomerservicegoals?Theproduct?Logisticsservice?Oc.&info.sys.InventoryStrategy?Forecasting?Inventorydecisions?Purchasingandsupplyschedulingdecisions?Storagefundamentals?StoragedecisionsLocationStrategy?Locationdecisions?ThenetworkplanningprocessCR(2004)PrenticeHall,Inc.10.1供應(yīng)渠道中的協(xié)調(diào)10-3供應(yīng)渠道中，運作、營銷、采購和所有其他活動之間的充分協(xié)調(diào)是及其重要的。這些經(jīng)營活動之間的相互關(guān)聯(lián)常常使得針對單獨一項活動進行優(yōu)化的努力可能對其他的一項或幾項活動造成損害。忽視這種悖反現(xiàn)象就會對公司運作帶來負面影響。CR(2004)PrenticeHall,Inc.10.2供應(yīng)計劃10-3第一種方法是按照需要時間隨時供應(yīng)，不斷調(diào)整供給時間使得物料的供給與生產(chǎn)的需求步調(diào)一致。其中，物料需求計劃即處理計劃安排的一種常用方法。第二種方法是持有庫存來滿足生產(chǎn)需求，利用補貨規(guī)則來維持庫存水平，這些規(guī)則決定了物料在供應(yīng)渠道中流動的具體時間與數(shù)量。CR(2004)PrenticeHall,Inc.典型的調(diào)度圖預(yù)測訂單建立進度庫存短缺發(fā)布采購訂單對供應(yīng)商產(chǎn)品發(fā)布材料賬單Thepoint:Supplyistoinventoryortorequirements10-3CR(2004)PrenticeHall,Inc.ATypicalSchedulingDiagramForecastOrdersBuildscheduleInventoryShortagesPurchaseorderreleasesTovendorsProductionreleaseBillofmaterialsThepoint:Supplyistoinventoryortorequirements10-310-9CR(2004)PrenticeHall,Inc.SupplytoRequirements調(diào)度方法適時供應(yīng)計劃看板KANBAN需求計劃Just-in-time一種整個供應(yīng)渠道對生產(chǎn)/客戶需求同步反應(yīng)的理念。10-10CR(2004)PrenticeHall,Inc.按需供應(yīng)調(diào)度方法Just-in-timeconceptRequirementsplanningKANBANJust-in-timeAphilosophyofschedulingwheretheentiresupplychannelissynchronizedtorespond,inasshortatimeaspossible,totherequirementsofoperations.10-11CR(2004)PrenticeHall,Inc.10.2.1適時供應(yīng)計劃一種整個供應(yīng)渠道對生產(chǎn)/客戶需求同步反應(yīng)的理念。適時供應(yīng)計劃的特點與少數(shù)供應(yīng)商和運輸承運人保持密切關(guān)系；信息在供應(yīng)商與買方之間實現(xiàn)共享頻繁進行小規(guī)模的生產(chǎn)、采購、運輸，從而把庫存降到最低水平消除整個供應(yīng)渠道中所有可能出現(xiàn)的不確定性高質(zhì)量的目標10-1210.2.2看板KANBAN定義：看板/適時管理系統(tǒng)利用庫存控制中的再訂貨點方法來確定標準生產(chǎn)/采購量，系統(tǒng)的生產(chǎn)啟動成本相當(dāng)?shù)?，提前期也很短。特點：與為利用規(guī)模經(jīng)濟而建立的進度計劃相比較，這種經(jīng)常重復(fù)主生產(chǎn)進度計劃重點產(chǎn)品樣式，及就產(chǎn)品樣式A和B而言，能夠?qū)崿F(xiàn)規(guī)模經(jīng)濟、節(jié)約生產(chǎn)啟動成本的生產(chǎn)進度計劃可能是：AAAAAABBBBBBAAAAAABBBBBB然而，看板的生產(chǎn)進度計劃則可能是ABABABABABABABABABABABABCR(2004)PrenticeHall,Inc.10-13CR(2004)PrenticeHall,Inc.看板特點由于提前期很短，其可預(yù)測性大大提高由于生產(chǎn)啟動成本和采購成本保持在較低水平，所以訂貨量很小。使用的供貨商數(shù)量不多，相應(yīng)地，公司對供貨商期望很高。制造商與供貨商之間建立起高度協(xié)作關(guān)系，以保證獲得滿意的產(chǎn)品，滿意的物流績效水平經(jīng)典的再訂貨點庫存控制是用來確定再訂貨點數(shù)量和時機。CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryInventoryAliability.Everyeffortmustbeexpendedtodoawaywithit.Anasset.Itprotectsagainstforecasterrors,machineproblems,latevendordeliveries.Moreinventoryis"safer."LotSizesSizeforimmediateneedsonly.Aminimumreplenishmentquantityisdesiredforbothmanufacturedandpurchasedgoods.Formulasareused.Optimumlotsizesfrequentlyrevisedbasedonthetradeoffbetweenthecostofinventoriesandthecostofsetup.10-23CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITschedulingSupplytoInventorySetUpsMaketheminsignificant.Thisrequireseitherextremelyrapidchangeovertominimizetheimpactonoperations,ortheavailabilityofextramachinesalreadysetup.Fastchangeoverpermitssmalllotsizestobepractical,andallowsawidevarietyofpartstobemadefrequently.Lowpriority.Maximumoutputistheusualgoal.Rarelydoessimilarthoughtandeffortgointoachievingquickchangeover.QueuesEliminatethem.Whenproblemsoccur,identifythecausesandcorrectthem.Thecorrectionprocessisaidedwhenqueuesaresmall.Ifthequeuesaresmall,itsurfacestheneedtoidentifyandfixthecause.Necessaryinvestment.Queuespermitsucceedingoperationstocontinueintheeventofaproblemwiththefeedingoperation.Also,byprovidingaselectionofjobs,thefactorymanagementhasagreateropportunitytomatchupvaryingoperatorskillsandmachinecapabilities,combineset-upsandthuscontributetotheefficiencyoftheoperation.10-24CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryVendorsCo-workers.They'repartoftheteam.Multipledeliveriesforallactiveitemsareexpecteddaily.Thevendortakescareoftheneedsofthecustomer,andthecustomertreatsthevendorasanextensionofhisfactory.Adversaries.Multiplesourcesaretherule,andit'stypicaltoplaythemagainsteachother.QualityZerodefects.Ifqualityisnot100%,productionisinjeopardy.Toleratesomescrap.Scrapistrackedandformulasaredevelopedforpredictingit.Equipmentmainten-anceConstantandeffective.Machinebreakdownsmustbeminimal.Asrequired.Butnotcriticalbecauseofqueuesavailable.LeadtimesKeepthemshort.Thissimplifiesthejobofmarketing,purchasing,andmanufacturingasitreducestheneedforexpediting.Thelongerthebetter.Mostforemenandpurchasingagentswantmoreleadtime,notless.10-25CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryWorkersManagementbyconsensus.Changesarenotmadeuntilconsensusisreached,whetherornotabitofarmtwistingisinvolved.Thevitalingredientof"ownership"isachieved.Managementbyedict.Newsystemsareinstalledinspiteoftheworkers.Theconcentrationisonmeasurementstodeterminewhetherornotthey'redoingit.10-2610.2.3需求計劃Requirementsplanning理論基礎(chǔ)：如果知道最終產(chǎn)品的需求數(shù)量和需要時間，就不需要保有零配件、原材料和供給庫存，就可以通過提前訂購來消除對庫存的需求，隨時滿足最終產(chǎn)品的生產(chǎn)需要。精確安排物料運送時間以滿足生產(chǎn)需求正是實施物料需求計劃的基本原則。CR(2004)PrenticeHall,Inc.10-6SupplytoRequirements(Cont’d)TimeTimeOrderpointOrderpointLevelLevel00ProductionorderreleaseOrderplacement(a)Fieldinventory(Finishedproductinwarehouse)(b)Factoryinventory(Finishedproductatplant)WhydemandbecomeslumpyCR(2004)PrenticeHall,Inc.10-710-20CR(2004)PrenticeHall,Inc.SupplytoRequirements(Cont’d)TimeOrderpointLevel0Purchaseorderrelease(c)Componentinventory(Supplystocksatplant)10-21CR(2004)PrenticeHall,Inc.10.2.4物料需求計劃的運作機制編制供應(yīng)計劃的一種規(guī)范的制度性方法，通過提前訂貨消除對供應(yīng)庫存的需求，協(xié)調(diào)采購時間或生產(chǎn)時間安排來滿足階段性運作要求。MRP也可以指階段性補貨計劃10-22MRPSchedulingExampleThemasterscheduleforaparticularpartoverthenext8weeksshowsrequirementsof:123456781505003503001000800700500Theaveragelead-timetoreceivethesepartsfromavendoris2weeks.Apreviousorderfor800unitshasbeenplacedwiththevendorandwillarrivebyweek2.Aninventoryof200unitsiscurrentlyonhand.Lot-for-lotschedulingPurchaseordersarematchedonaone-for-onebasiswithrequirements.CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)

Week12345678Require-ments1505003503001000800700500Scheduledreceipts8003001000800700500Quantityonhand20050350000000Purchasereleases3001000800700500Lot-for-lotscheduling(Cont’d)CR(2004)PrenticeHall,Inc.10-11CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)PurchaseorderminimumsVendorscansetorderminimumquantitiestoavoidthehighcostofhandlingsmallorders.Thiswillusuallyforcesomeinventoryintothesystem.PartperiodcostbalancingTheeconomicallybestorderquantitiescanbesetbybalancingthecostofprocessinganorderwiththecostofcarryingtheinventoryassociatedwithorderingmorethanwhatisimmediatelyneeded.Supposeitcosts$120toprocessanddelivereachorder.Inventorycarryingcostsare25%peryear,or$0.07perunitperweekonpartsvaluedat$15.10-12Ordermin.qty.MRPExample(Cont’d)

Week12345678Require-ments1505003503001000800700500Scheduledreceipts800300800800700500Quantityonhand2005035002000000Purchasereleases500800800700500OrderminimumsSupposethevendorhasanorderminimumof500units.CR(2004)PrenticeHall,Inc.10-1310-26CR(2004)PrenticeHall,Inc.Part-PeriodExample(Cont’d)Anorderistobereleasedforaquantitytojustmeetrequirementsorforaquantitythatwillmeetseveralweeks’requirements.Findtheaverageinventorycostsforordering1week’srequirements,2weeks’requirements,etc.Theorderquantityistheonethatbestmatchestheorderprocessingcost.MethodFindtheaverageinventoryineachweek.Averageinventoryisbeginninginventoryendinginventory/2,wherebeginninginventoryisscheduledreceiptsquantityonhand.Endinginventoryisbeginninginventory–requirements.Therefore,CR(2004)PrenticeHall,Inc.Part-PeriodExample(Cont’d)SincethecarryingcostofQ=1,300bestmatchestheprocess/ordercostof$120,thenitisbesttoorder2weeksahead.After2weeks,computeforanewquantity.Closestto$120processcost10-15MRPExample(Cont’d)SafetystockUncertaintiesinthemasterscheduleandintheleadtimesaresometimeshandledbyrequiringaminimumquantityonhandtobemaintained.Supposeasafetystockof100unitsistobemaintainedwitha500-unitorder-sizeminimum.

Week12345678Require-ments1505003503001000800700500Scheduledreceipts800500900800700500Quantityonhand20050350500200100100100100Purchasereleases50090080070050010-1610-29CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)Settingthelead-timeSupposethereisacostofdelayingproductionwhenthepartsdonotarriveontime.Acarryingcostof$5perunitperdayisincurred(costisdifferentfrompreviousillustrationforcontrast).Lead-timeaverages14days(2weeks)withastandarddeviationof3daysandisnormallydistributed.Whatistheproperlead-timetoreleaseorders?WearelookingforT*ontheleadtimedistribution.First,wefindtheprobabilityofdelayingproductionfrom10-30CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)wherePc=costofhavingmaterialsaftertheyareneeded ($/unit/day)Cc=costofhavingmaterialsbeforetheyareneeded ($/unit/day)Fromanormaldistributiontable,thisisapointof2.33standarddeviationsfromtheaverageleadtime,orz=2.33.Then,10-31CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)where

T*=orderreleasetime

LT=averagelead-time

sLT=standarddeviationoflead-time(days)

z=numberofstandarddeviationsbetweenLT andT*Hence,

T*

=14+2.33(3)=21daysLead-timeshouldbeconsidered3weeksinsteadof2weeks.Thiswillforcesomeinventoryintothesystem.10-32CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)PLT=14sLT=3T*Leadtimedistributionwithorderreleasepoint供應(yīng)鏈動力學(xué)牛鞭效應(yīng)SupplyChainDynamics“BullwhipEffect”TimeSupplychannelCustomerCustomerFirmAFirmBFirmCFirmCFirmADemandDemandonupstreamfirmsvariesgreatlywithsmallchangesindownstreamdemandCR(2004)PrenticeHall,Inc.10-27CR(2004)PrenticeHall,Inc.牛鞭效應(yīng)ReasonsfortheeffectInternal需求轉(zhuǎn)移Demandshifts產(chǎn)品/服務(wù)變更Product/service changes遲延交貨Latedeliveries不完全裝運IncompleteshipmentsExternal供應(yīng)短缺Supplyshortages工程變更Engineeringchanges新產(chǎn)品/服務(wù)引入Newproduct/service introductions產(chǎn)品/服務(wù)促銷Product/servicepromotions信息錯誤Informationerrors補救措施RemediesCentralizedemandforecastingImproveforecastingaccuracyReducelead-timeuncertaintiesthroughoutthechannelSmoothresponsetochange10-28CR(2004)PrenticeHall,Inc.牛鞭效應(yīng)補救措施Remedies集中需求預(yù)測Centralizedemandforecasting提高預(yù)測精度Improveforecastingaccuracy減少整個渠道的不確定性Reducelead-timeuncertaintiesthroughoutthechannel平滑變化的反應(yīng)Smoothresponsetochange10-2810-36CR(2004)PrenticeHall,Inc.供應(yīng)商管理庫存供應(yīng)商通常在客戶位置處擁有庫存供應(yīng)商可以通過適當(dāng)?shù)娜魏畏绞焦芾韼齑娌⑶夷軌蛴媱澾\輸規(guī)模和交付的經(jīng)常性買方向供應(yīng)商提供銷售信息買方在商品交付時付款買方確定庫存可得性水平10-37CR(2004)PrenticeHall,Inc.VendorManagedInventoryThesupplierusuallyownstheinventoryatthe customer’slocationThesuppliermanagestheinventorybyanymeans appropriateandplansshipmentsizesanddelivery frequencyThebuyerprovidespointofsaleinformationtothe supplierThebuyerpaysforthemerchandiseatthetimeofsaleThebuyerdictatesthelevelofstockavailability required10-3810.3采購Whatispurchasing?（采購）主要是購買行為Primarilyabuyingactivity整體物料管理和物流整合的決策領(lǐng)域Adecisionareatobeintegratedwithoverall materialsmanagementandlogistics有時，是企業(yè)戰(zhàn)略優(yōu)勢領(lǐng)域Attimes,anareatobeusedtothefirm’sstrategic advantageMission

確保在正確的時間、以正確的價格、正確的地點、正確的數(shù)量和質(zhì)量通過生產(chǎn)、分銷和服務(wù)組織所需要的產(chǎn)品、原材料和服務(wù)Securingtheproducts,rawmaterials,andservicesneededbyproduction,distribution,andserviceorganizationsattherighttime,therightprice,therightplace,therightquality,andintherightquantity.CR(2004)PrenticeHall,Inc.10-39采購相關(guān)的活動選擇、考核供應(yīng)商評定供應(yīng)商的業(yè)績洽談合同比較價格、質(zhì)量和服務(wù)水平尋找產(chǎn)品與服務(wù)的供應(yīng)來源制定采購活動時間安排確定銷售條件評價所購買的產(chǎn)品、服務(wù)價值如果質(zhì)量控制部門不負責(zé)檢測購進物品的質(zhì)量，則由采購部門負責(zé)預(yù)測價格與服務(wù)、有時還要預(yù)測需求的變動確定具體的收貨方式10-40Purchasing(Cont’d)Whatispurchased?（購買）價格Price貨物成本Costofgoods銷售條件Termsofsale折扣Discounts質(zhì)量Quality符合規(guī)范Meetingspecifications符合質(zhì)量標準Conformancetoqualitystandards服務(wù)Service準時無損交貨，完成訂單準確率，產(chǎn)品可得性O(shè)n-timeanddamage-freedelivery,order-filling accuracy,productavailability產(chǎn)品支持ProductsupportCR(2004)PrenticeHall,Inc.10.3.1采購的重要性Importanceofpurchasingmanagement占銷售價值的40%-60%Decisionsimpacton40to60%ofsalesdollar決策是高度杠桿DecisionsarehighlyleveragedActivitiesofpurchasingSelectsandqualifies suppliersRatessupplierperformanceNegotiatescontractsComparesprice,quality,and serviceSourcesgoodsTimespurchasesSetstermsofsaleEvaluatesthevalue receivedMeasuresinboundqualityif notaresponsibilityof qualitycontrolPredictsprice,service,and sometimesdemand changesSpecifiesforminwhich goodsaretobereceivedCR(2004)PrenticeHall,Inc.10-32ImportanceofPurchasingLeverageprinciplecosts當(dāng)前值Current銷售額Sales+17%價格Price+5%勞務(wù)費和工資LaborandSalaries-50%一般管理費用Overhead-20%采購Purchases-8%Sales$100$117$105$100$100$100Purchasedgoodsandservices607060606055Laborandsalaries10121051010Overhead252525252525Profit$5$10$10$10$10$10Acompanywith$100millioninsaleswishestodoubleprofits.Howtodoit?ConclusionReducingpurchasepricesrequirestheleastchangeCR(2004)PrenticeHall,Inc.10-33ImportanceofPurchasingLeverageprinciplereturnonassetsSales$10millionTotalcosta$9.5millionProfit$500,000Sales$10millionDividedbyProfitmargin5%LessSales$10millionReturnonassets10%Investmentturnover2timesTotalassets$5millionDividedbyInventoryc$2millionMultipliedby(9.25million)b($750,000)(7.5%)(15.3%)(2.04)($4.9million)($1.9million)aPurchasesare50%oftotalsales.bFiguresinparenthesesassumea5%reductioninpurchaseprices.cInventoryis40%oftotalassets.A5%reductioninpurchasepricecanleadtoa15%increaseinreturnonassetsCR(2004)PrenticeHall,Inc.10-3410-44選擇供應(yīng)商SupplierSelection選擇標準Criteriaforselectingsuppliers過去或者預(yù)期關(guān)系Pastoranticipatedrelations誠實度Honesty財務(wù)可行性Financialviability互惠Reciprocity活動度量Measuredperformance價格Price對變化或要求的響應(yīng)度Responsivenesstochangeorrequests準時交貨On-timedelivery產(chǎn)品或者服務(wù)備份Productorservicebackup符合質(zhì)量目標MeetingqualitygoalsCR(2004)PrenticeHall,Inc.10-45SupplierSelection(Cont’d)SinglevendorsAllowsforeconomiesofscaleConsistentwiththejust-in-timephilosophyBuildsloyaltyandtrustMaybeonlysourceforuniqueproductorserviceMultiplevendorsEncouragespricecompetitionDiffusesriskMaydisturbsupplierrelations,reduceloyalty,reduce responsiveness,andcausevariationsinproduct qualityandserviceCR(2004)PrenticeHall,Inc.10-46SupplierSelection(Cont’d)Findingsuppliers私人交往Personalcontacts貿(mào)易出版物Tradepublications網(wǎng)站、目錄Websites,catalogs,anddirectories廣告推銷Advertisementsandsolicitations合格供應(yīng)商Qualifyingsuppliers以往經(jīng)驗和正式評價計劃PreviousexperiencesandformalratingschemesWordofmouth樣品Samplesofproduct聲譽Reputation現(xiàn)場參觀或者演示SitevisitsanddemonstrationsCR(2004)PrenticeHall,Inc.10-47SupplierSelection(Cont’d)Criteriaforselectingsuppliers(Cont’d)操作兼容性O(shè)perationalcompatibility信息兼容性Informationalcompatibility物理兼容性Physicalcompatibility倫理道德問題Ethicalandmoralissues少數(shù)供應(yīng)商Minorityvendors最低價格招標Lowestpricebidding愛國采購Patrioticpurchasing公開招標但是有提前選擇的供應(yīng)商Openbiddingbutapre-selectedvendorCR(2004)PrenticeHall,Inc.CR(2004)PrenticeHall,Inc.供應(yīng)商評價SupplierRatingExampleofweightedchecklistmethodforsupplierevaluationScoringactualperformanceComparetobestscoreof100andtoscoresforothersuppliers.WeightFactorFormula50%Quality100%-%rejects25%Service100%-7%foreachfailure25%PriceLowestpriceoffered

PriceactuallypaidFactorWeightPerformanceEvaluationQuality505%rejects50x(1-.05)=47.50Service253failures25x[1-(.07x3)]=19.75Price25$10025x($90/$100)=22.50

Overall

89.7510-39AllocationtoSuppliersAllocationmethodsCompanypolicyconsideringrisk,fairness,ethics,etc.DefinitivemethodsExampleofadefinitivemethodTheAcmeCompanyhasreceivedquotesforacomponent(X-16)thatispartofalargerassembly(industrialmotors).Thepricesareasfollows:SupplierShippinglocationFOBpricePhiladelphiaToolPhiladelphia$100eaHoustonTool&DieHouston101Chicago-ArgoStLouis99LAToolWorksLosAngeles96CR(2004)PrenticeHall,Inc.10-40CR(2004)PrenticeHall,Inc.Allocation(Cont’d)Thecompanyhas3plantstobesuppliedatCleveland,Atlanta,KansasCity.Thetransportationrates,plantrequirements(cwt.),andavailablesupplylimits(cwt.)are:ShippingKansasAvail-pointClevelandAtlantaCityabilityPhiladelphia

2

3

5

5,000Houston

6

4

315,000StLouis

3

3

1

4,000LosAngeles

8

9

715,000Requirements4,0002,0007,000Eachpartweighs100lb.(1cwt.)andratesarein$/cwt.10-41CR(2004)PrenticeHall,Inc.Allocation(Cont’d)Purchasecosts13,000x96=$1,248,000TransporttoCLE4,000x8=32,000TransporttoATL2,000x9=18,000TransporttoKC7,000x7=49,000Total$1,347,000Currentpurchase:Buyfromsupplierwithlowestprice.Thus,allpurchasesfromLAToolforatotalcostof:Isbuyingbasedonlowestpriceagoodstrategy?10-42Allocation(Cont’d)AllocateusinglinearprogrammingPurchasepriceplustransportShippingAvail-point

CLE

ATL

KCDummyabilityPhila-1021031050delphia4,0001,000

5,000Houston107105104015,00015,000Saint1021021000Louis4,000

4,000

Los1041051030Angeles1,0003,00011,00015,000Require-ments4,0002,0007,00026,000CR(2004)PrenticeHall,Inc.10-43Allocation(Cont’d)RevisedplanPHItoCLE102x4000=$408,000PHItoATL103x1000=103,000STLtoKC100x4000=400,000LAXtoATL103x1000=103,000LAXtoKC103x3000=309,000Total$1,325,000Thisallocationsaves$22,000perpurchaseNow,asking“whatif”questionscanprovideinsightintogoodallocationplans.CR(2004)PrenticeHall,Inc.10-44CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifCLEandKCmarketsareincreasedby20%andATLmarketisincreasedby50%.

CLEATLKCPHI4800200HOUSTL28001200LAX7200Totalcost=$1,657,400SolutionProblem10-45CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifPhiladelphiapriceisincreasedby10%?Solution

CLEATLKCPHIHOUSTL20002000LAX40005000Totalcost=$1,335,000Problem10-46CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifSTLisnolongerasupplier?SolutionHOUSTLLAX10007000

CLEATLKCPHI40001000Totalcost=$1,337,000Problem10-47CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifSTL’scapacityisdoubled?Solution

CLEATLKCPHI40001000HOUSTL10007000LAXTotalcost=$1,313,000ProblemObservationsHoustonisaweaksupplier.Perhapssomepriceconcessionscanbenegotiated?Philadelphiaispricesensitiveandcannotwithstandmuchofapriceincrease.StLouisisavaluablesupplierandmorecapacityshouldbesought.10-48通過JIT計劃Throughjust-in-timeplanning連續(xù)工作的物料需求計劃Materialrequirementsplanningforcontinuouswork項目工作的甘特圖和CPM/PERT法GanttchartsandCPM/PERTforprojectwork通過庫存管理Throughinventorymanagement推動式Pushmethods拉動式Pullmethods根據(jù)市場情況Accordingtomarketconditions投機購買Speculativebuying提前購買Forwardbuying臨時購買Hand-to-mouthbuying,orbuyingtocurrent requirements10.3.2訂貨時間TimingofPurchasesMethods10-49TimingofPurchases(Cont’d)投機購買SpeculativebuyingBuyingmorethantheforeseeablerequirementsatcurrentpricesinthehopeofresellinglaterathigherprices.Someofthepurchasedquantitiesmaybeusedinproductionandsomesimplyresold.Generallyafinancialactivity,notamaterialsmanagementone.提前購買Forwardbuying購買數(shù)量超過需求但不超過可預(yù)計的需求量Buyinginquantitiesexceedingcurrentrequirements,butnotbeyondforeseeableneeds.-在不穩(wěn)定市場利用有利價格或者利用運輸規(guī)模優(yōu)勢Takesadvantageoffavorablepricesinanunstable market,ortakesadvantageofvolumetransportation

rates-減少交付風(fēng)險ReducesriskofinadequatedeliveryCR(2004)PrenticeHall,Inc.10-50TimingofPurchases(Cont’d)投機購買SpeculativebuyingBuyingmorethantheforeseeablerequirementsatcurrentpricesinthehopeofresellinglaterathigherprices.Someofthepurchasedquantitiesmaybeusedinproductionandsomesimplyresold.Generallyafinancialactivity,notamaterialsmanagementone.提前購買ForwardbuyingBuyinginquantitiesexceedingcurrentrequirements,butnotbeyondforeseeableneeds.-Takesadvantageoffavorablepricesinanunstable market,ortakesadvantageofvolumetransportation rates-ReducesriskofinadequatedeliveryCR(2004)PrenticeHall,Inc.10-50TimingofPurchases(Cont’d)Hand-to-mouthbuying通過MRP購買滿足即時需要的通常物品BuyingtosatisfyimmediateneedssuchasthosegeneratedthroughMRP.-價格下降時有利Advantageouswhenpricesaredropping-可以通過臨時減少存貨的費用來改善現(xiàn)金流Mayimprovecashflowbytemporarilyreducing expensesofcarryinginventoryCR(2004)PrenticeHall,Inc.10-51混合采購戰(zhàn)略采用混合采購戰(zhàn)略，即既有按需購買，也有先期購買，比單純使用按需購買得到的平均價格更低。先期購買是指購買的數(shù)量大于當(dāng)前需求量，但不超過未來可預(yù)見的需求量。ObjectiveTobuyinlargervolumewhenpricesarerisingandtobuyonlytoimmediateneedswhenpricesarefalling.CR(2004)PrenticeHall,Inc.10-52Note:Thereasontolookatforecastingmethods混合采購戰(zhàn)略Forwardbuyingexample--volumebuyingAfirmisabletoforecastthefollowingpricecurveoverthenexttwoyearswithusageaveraging20,000unitspermonthObjectiveTobuyinlargervolumewhenpricesarerisingandtobuyonlytoimmediateneedswhenpricesarefalling.CR(2004)PrenticeHall,Inc.10-52TimingofPurchases(Cont’d)StrategyTrypurchasingeveryfourmonthswhilepricesarerisingandhand-to-mouthpurchasingwhentheyarefalling.Priceupswingpurchasecost

NoofCostTotalDateunitsperunitcostJan80,000$2.00$160,000May80,0002.35188,000Sep

80,000

2.75

220,000_______________

240,000$568,000Averagecostperunit=568,000/240,000=$2.37perunitCR(2004)PrenticeHall,Inc.10-53

20,000

240,000$593,800TimingofPurchases(Cont’d)PricedownswingpurchasecostAveragecostperunit=593,000/240,000=$2.47perunit

NoofCostTotalDateunitsperunitcostJan20,000$2.86$57,200Feb20,0002.8356,600Mar20,0002.8056,000Apr20,0002.7555,000May20,0002.6553,000Jun20,0002.5551,000Jul20,0002.4549,000Aug20,0002.3547,000Sep20,0002.2545,000Oct20,0002.1543,000Nov20,0002.0541,000

2.00

40,000DecNote:Thisisthesameaveragepriceashand-to-mouthbuyingonpriceupswing.CR(2004)PrenticeHall,Inc.10-54CR(2004)PrenticeHall,Inc.TimingofPurchases(Cont’d)SavingsSavingsforoneyearoutoftwoare:or$593,800–568,000=$25,000ButtradeswithincreasedinventoryBuyingin80,000lotquantitiesinsteadof20,000willaddtoinventory.ThisistheincrementalinventoryneededforforwardbuyingcomparedwithH-to-M10-5510-67CR(2004)PrenticeHall,Inc.TimingofPurchases(Cont’d)Supposeinventorycarryingcostsare25%peryearonanapproximatevalueof$2.37perunit.Incrementalinventorycostswouldbe:CC=0.25(2.37)(30,000)=$17,775Netsavings=25,000–17,775=$7,225infavorofforwardbuying.Now,tryotherlengthsofforwardbuying,suchasonceayear,toseeiffurtherimprovementcanbemade.CR(2004)PrenticeHall,Inc.金額平均法該方法假定價格一般會隨著時間的推移而增長。此外，它還假定價格會有不確定的上下波動。公司定期采購，但采購的數(shù)量取決于購買時的價格水平。企業(yè)根據(jù)未來合理時期內(nèi)的平均價格設(shè)定一個購買預(yù)算，這一合理時期至少為