供应链设计与管理(第三版)期末考试重点---供应链知识理念-英文版本(共11页).docx

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1、精选优质文档-倾情为你奉上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

2、network covering 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 desig

3、n and operate 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（全局优化）Managing Uncertainty（管理不确定性）5. 【Why is Global Optimization Hard?】The supply

4、chain 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 doesnt solve the

5、 problem.Inventory and back-order levels typically fluctuate considerably across the supply chain, even when customer 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 re

6、duction 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. 【何时低（高）于平均需求】If t

7、he cost of not selling an additional unit is larger than the profit from selling an additional unit, the optimal quantity in general will be less than average demand, while if the reverse is true, the optimal order quantity in general will be greater than average demand.2. 【平均需求与最优订货量的关系】The optimal

8、 order quantity is not necessarily equal to average, or forecast demand.3. 【Coefficient of variation】Coefficient of variation=Standard deviationAverage demandThe Standard deviation measures the absolute variability of customer demands, the coefficient of variation measures variability relative to av

9、erage demand.4. 【Risk Pooling: three 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 fr

10、om risk Pooling.The benefits from risk Pooling depend on the behavior of demand from one market relative to demand from another.5. 【Forecasting Methods】Judgment methods（判断方法）Market research methods（市场研究方法） 为定性方法Time Series methods（时间序列方法）Causal methods（因果方法） 为定量方法。6. 【Inventory Managements controlli

11、ng methods】Continuous review policy（持续检查策略）Periodic review policy（定期检查策略）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)的计算：The reorder point (s) has two components:a. To account for average demand during le

12、ad time: LTAVGb. To account for deviations from average (we call this safety stock): zSTDLTwhere 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=(2KAVG)h The total o

13、rder-up-to level is: S=Q+s 注：AVG = average daily demand STD = standard deviation of daily demand LT = replenishment lead time in days h = holding cost of one unit for one day SL = service level (for example, 95%). This implies that the probability of Stocking out is 100%-SL (for example, 5%) K = fix

14、ed cost Also, the Inventory Position at any time is the actual inventory plus items already ordered, but not yet delivered.8. 【Judgment Methods】Assemble the opinion of expertsSales-force composite combines salespeoples estimates（销售人员汇集意见）Panels of experts internal, external, both（专家座谈）Delphi method（

15、德尔菲方法）：a. Each member surveyedb. Opinions are compiledc. Each member is given the opportunity to change his opinion.9. 【Supply Contracts】Buy-Back Contracts（回购合同）: The seller agrees to buy back unsold goods from the buyer for some agreed-upon price higher than the salvage value.Revenue-Sharing Contra

16、cts（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（全局优化合同）: This unbiased decision maker would consider the two supply chain partners, the supplier and the buyer, as two members of the same organization. Th

17、at is, the transfer of money between the parties is ignored and the unbiased decision maker will maximize supply chain profit.Quantity Flexibility Contracts（数量灵活合同）: Supplier provides full refund for returned items as long as the number of returns is no larger than a certain quantity.Sales Rebate Co

18、ntracts（销售回扣合同）: 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.Chapter3. Logistics Network Configuration1. 【物流网络配置】2. 【数据处理】3. 【网络技术】4. 【Solution Techniques】Mathematical optimization techniq

19、ues:a. Exact algorithms: find optimal solutions（准确算法）b. Heuristics: find “good” solutions, not necessarily optimal（启发式算法）Simulation models: provide a mechanism to evaluate specified design alternatives created by the designer.Chapter4. The Value of Information1. 【“In modern supply chains, informatio

20、n replaces inventory”】I think it is true because information:Helps reduce variabilityHelps improve forecastsEnables coordination of systems and strategiesImproves customer serviceFacilitates lead time reductionsEnables firms to react more quickly to changing market conditions.2. 【What is the Bullwhi

21、p 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 sales：Forward buyingVolume and transportation discounts：BatchingInflated orders：IBM Aptiva orders increased by 2-3 times when retailers

22、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 cycle times：Long lead times magnify this effect4. 【Methods for Coping with the Bullwhip Effect】Reduce uncertainty：POS; Sharing informati

23、on; Sharing forecasts and policiesReduce variability：Eliminate promotions; Year-round low pricingReduce lead times：EDI; Cross dockingStrategic partnerships：Vendor managed inventory (VMI); Data sharing5. 【集中信息】Chapter5. Supply Chain Integration1. 【Supply Chain Strategies】Push Strategies：特点：a. Product

24、ion decisions based on long-term forecastsb. Ordering decisions based on inventory & forecasts缺点：a. Inability to meet changing demand patterns.b. The obsolescence of supply chain inventory as demand for certain products disappears.c. The bullwhip effect: Excessive inventory（库存过多），Excessive productio

25、n variability，Poor service levelsPull Strategies：特点：Production is demand drivena. Production and distribution coordinated with true customer demandb. Firms respond to specific orders优点：a. Reduced lead times (better anticipation)b. Decreased inventory levels at retailers and manufacturersc. Decreased

26、 system variabilityd. Better response to changing markets缺点：a. Harder to leverage economies of scaleb. Doesnt work in all casesPush-Pull Supply Chains2. 【模型图】3. 【The impact of lead time and demand uncertainty】Chapter6. Strategic Alliances1. 【Strategic Alliances】Strategic alliances are typically mult

27、ifaceted(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 address the following issues】Adding value to products（增加产品价值）Improving market access（改善市场进入）Strengthening operations（强化运作管理）Adding technological strength（

28、增强技术力量）Enhancing strategic growth（促进战略成长）Enhancing organizational skills（提高组织技能）Building financial strength（建立财务优势）3. 【Types of Strategic Partnering】4. 【Advantages of SP】Fully utilize system knowledgeDecrease required inventory levelsImprove service levelsDecrease work duplicationImprove forecasts5.

29、 【Disadvantages of SP】Expensive advanced technology is required.Supplier/retailer trust must be developed.Supplier responsibility increases.Expenses at the supplier often increase.6. 【What are the advantages of 3PL?】Focus on core strengthsProvides technological flexibilityProvides Other flexibility

30、in geography，workforce size，additional services and resource flexibility7. 【What are the disadvantages of 3PL?】Loss of control 3PL employees may interact with customers Sharing of confidential infoChapter7. Procurement and Outsourcing1. 【Outsourcing Benefits】Economies of scale reduce manufacturing c

31、ostsRisk pooling demand uncertainties are transferredReduce capital investmentFocus on core competencyIncreased flexibility2. 【Outsourcing Risks】Loss of competitive knowledgeConflicting objectives3. 【Reasons for outsourcing】Dependency on capacityDependency on knowledge4. 【Product architecture】 Modul

32、ar products：a. Components are independent of each otherb. Components are interchangeablec. Standard interfaces are usedd. A component can be designed or upgraded with little or no regard to other Componentse. Customer performance determines the product configuration Integrals productsa. Not made fro

33、m off-the-shelf componentsb. Designed as a system by taking a top-down design approachc. Evaluated based on system performance, not based on component performanced. Components in integrals products perform multiple functions5. 【A Framework for Outsourcing】6. 【Procurement Strategy】7. 【Characteristics

34、 of Functional Versus Innovative Products（功能性产品VS创新性产品）】（了解）Chapter8. Global Logistics and Risk Management1. 【Forces Driving Globalization（全球供应链的驱动力）】 Global Market Forces Technological Forces Global Cost Forces Political and Economic Forces2. 【Many Sources of Risks】 Natural disasters Geopolitical r

35、isks Epidemics Terrorist attacks Volatile fuel price Currency fluctuations Port delays Market changes Suppliers performance Forecasting accuracyExecution problems以上属于不可控风险，介于可控与不可控风险之间，属于可控风险，剩余的为可控风险。3. 【Managing the Unknown-unknown（处理不可控风险的方法）】 Invest in redundancy（缓冲能力）：Redundancy is built at the

36、 design stage Increase velocity in sensing and responding（感应与应对）：Sensing and responding require accurate information in a timely fashion Create an adaptive supply chain community：An adaptive supply chain is a supply chain in which all its elements share similar culture, work toward the same objectiv

37、es, and benefit from financial gains4. 【Managing Global Risks（处理全球化风险的策略）】 Speculative Strategies(投机策略)：a. Bet on a single scenariob. Japanese auto manufacturing in Japan Hedge Strategies(规避策略)：a. Losses in one area offset by gains in anotherb. Volkswagen in US, Brazil, Mexico, Germany Flexible Stra

38、tegies(柔性策略)5. 【Approaches can be utilized to implement flexible strategies effectively】 Production shifting（产品转移） Information Sharing（信息共享） Global coordination（全球协调） Political leverage（政治杠杆）6. 【Requirements for Global Strategy Implementation】Five Basic Functions of Firms（五种基本职能）： Product developmen

39、t Purchasing Production Demand management Order fulfillment7. 【Regional Products】8. 【International Products】9. 【Major Differences Between Different Regions】Chapter9. Coordinated Product and Supply Chain Design1. 【Key Concepts of Design for Logistics】 Economic Packaging and Transportation Concurrent

40、and Parallel Processing Standardization2. 【Modular Process（模块化流程）】 Consisting of discrete operations, such that inventory can be stored in partially manufactured form between options Each product undergo a set of making it possible to Products differ from each other in terms of the subset of operati

41、ons that are performed on them3. 【Types of Standardization】 Part Standardization（部件标准化）：a. Common parts are used across many processesb. Product redesign might be necessary Process Standardization（流程标准化）：a. Standardizing as much of the process as possible, making a generic or family productb. Delayi

42、ng differentiationc. Called “Delayed differentiation”, “Postponement”d. Postponement: Key Concepts Product Standardization（产品标准化）：Downward Substitutiona. Produce only a subset of products (because producing each one incurs high set-up cost)b. Guide customers to existing productsc. Substitute product

43、s with higher feature set for those with lower feature setd. Which products to offer, how much to keep, how to optimally substitute? Procurement Standardization（生产标准化）：a. Processing equipment that manufactures these wafers are very expensive with long lead time and are made to orderb. The firm reduc

44、es risk of investing in the wrong equipment by pooling demand across a variety of products4. 【Operational strategies for standardization】5. 【Supplier Integration Into New Product Development（供应商参与新产品开发）】Spectrum of Supplier Integration（供应商的集成层次）： NoneThe supplier is not involved in design White Box

45、Informal integration Grey Box Formal integration, with collaborative teams Black Box Interface requirements are given, product is returned6. 【Mass Customization（大规模定制）】 The delivery of a wide variety of customized goods at low cost The key is modular products and processes, so that customer requests

46、 can be met According to Pine, companies need to evolve towards “modular companies”, with managers ensuring that modules are compatible. According to Pine, companies need to evolve towards “modular companies”, with managers ensuring that modules are compatible.7. 【Implement Mass Customization Succes

47、sfully（成功实施大规模定制的关键属性）】 Instantaneousness（即时） Costless（低成本） Seamless（无缝隙） Frictionless（无摩擦）8. 【采取什么办法满足顾客个性化需求】Chapter10. Customer Value and Smart Pricing1. 【Customer Value】The customer perceives the entire companys offerings, including products, services, and other intangibles（无形资产）.2. 【The Dimensions of Customer Value】 Conformance to requirements（与需求一致） Product S