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供应链管理 战略计划和运作 英文课件

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供应链管理(英文课件)Chapter6-Supply Contracts

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

供应链管理英文ppt chopra_scm5_ch09

供应链管理英文ppt chopra_scm5_ch09

Copyright ©2013 Pearson Education, Inc. publishing as PrΒιβλιοθήκη ntice Hall.9-2
Responding to Predictable Variability in a Supply Chain
• Predictable variability is change in demand
capacity to vary with seasonal variation in demand or enough capacity to cover peak demand during season
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
Cost $10/unit $2/unit/month $5/unit/month $300/worker $500/worker 4/unit $4/hour $6/hour $30/unit
Table 9-1
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
• Managing inventory
– Using common components across multiple products – Build inventory of high demand or predictable demand
products
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
Profit over planning horizon = $217,725

供应链管理(英文课件)Chapter8-Supply Chain Integration

供应链管理(英文课件)Chapter8-Supply Chain Integration
• better utilizing resources such as production and distribution capacities
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and

供应链管理(英文课件)chapter8supply chain integration

供应链管理(英文课件)chapter8supply chain integration
• Summary
2
Introduction
• Effective SCM implies:
– Efficient integration of suppliers, manufacturers, warehouses, and stores.
– Coordinate activities across the supply chain.
• Various supply chain integration strategies:
– Push, pull, push–pull strategy. – Matching products and industries with supply
chain strategies. – Demand-driven supply chain strategies. – The impact of the Internet on supply chain
Bullwhip Effect in Push-Based Supply Chains
• Leads to inefficient resource utilization • Planning and managing are much more difficult. • Not clear how a manufacturer should determine
production capacity? Transportation capacity?
– Peak demand? – Average demand?
• Results:
– Higher transportation costs – Higher inventory levels and/or higher manufacturing

供应链管理—英文课件2

供应链管理—英文课件2

Timber Company
Paper Manufacturer
Tenneco Packaging
P & G or Other Mnaufacturer
Wal-mart or Third Party DC
Wal-mart Store
Customer
Chemical Manufacturer
Plastic Producer
phase.
3. Companies define a set of operatiing
plicies that govern short-term operations.
Supply Chain Operation
1. The time horizon is weekly or daily
2. Compaines make decisions regarding individual customer order. 3. The goal is to handle incoming customer orders in the best possible manner. 1.Allocate inventory or production to individual orders. 2.Set a date that an order is to be filled 3.Geneate pick lists at a warehouse 4. Allocate an order to a particular shipping mode and shipment 5. Set delivery schedules of trucks and palce replenishment orders.

供应链管理英文课件 (1)

供应链管理英文课件 (1)
and capacity is relatively inexpensive
8-13
Level Strategy
• Stable machine capacity and workforce levels, constant output rate
• Inventory levels fluctuate over time • Inventories carried over from high to low
– goal is to maximize profit – decisions made at a product family (not SKU) level – time frame of 3 to 18 months – how can a firm best use the facilities it has?
2. Understand the importance of aggregate planning as a supply chain activity.
3. Describe the information needed to produce an aggregate plan.
4. Explain the basic trade-offs to consider when creating an aggregate plan.
• Focus on the bottlenecks when selecting
the aggregate unit and identifying capacity and production times
• Account for activities such as setups and
maintenance

【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

第三章---供应链运作战略PPT课件


4、Push – Pull战略
SC SC
有 模效 式性
推动战略
基于预测生 产和补充零
部件
拉动战略
根据客户准 确需求装配
产品
push-pull边界
响 模应 式性
17
Dell - Pull-Push边界
推动
需求根据 装配线生产
预测
原
材
零件库存
料
根据预测生产
客户需求牵引
最
没有产品库存
终
用
户
生产
装配
制造 DC
化范围
不确定的需求
32
赢利型供应链与反应型供应链的对比
赢利型供应链
反应型供应链
主要目标
低成本满足要求
快速对需求作出反应
产品设计战略 定价战略 生产战略 库存战略 供货期战略 运输战略
以最低的生产成本取得最大 创建调节系统，允许产品差
业绩
异化延迟发生
边际收益较低，因为价格是 边际收益较高，因为价格不
“订货生产”类型（make-to-order） 如特殊医疗器械、模具等生产企业，当最终
产品和主要的部件、组件都是顾客订货的 特殊产品时，这些最终产品和主要部件、 组件的种类比它们所需的主要原材料和基 本零件的数量可能要多得多。
23
按订单设计制造(engineer to order)--每个客户的需求各不相同，只有接到客户 定单时按客户需求进行产品设计，才能组 织生产。
2004年3月，海尔取消各地的电脑分公司，改为大区 制；将电脑事业部的资金流和物流收回，分别并入工贸公 司和集团的物流本部，由集团统一控制；海尔3C负责商 流和销售，并拿出5%的利润给上述两个部门，以获得相 应的资金流和物流的支持。

企业战略供应链管理精品PPT课件(最新)


2020
企业战略供应链管理
strategic supply chain management strategic supply chainmanagement strategic supply chain management
宣讲人：某某某 时间：20XX.XX
目录
01
企业战略联盟
CONTENT
延长供应提前期
多种运输方式和成本选择
库存是必要的，但丌是借口集中配送中心和保持大的库存
运输管理成为重要手段
延长了的和不可靠
多种合并和卸货选择增大经济规模
的运输时间
空运成为了一个可能的方式
全球性供应链的类型
1 2 3 4
国际配送系统
国际供应商
离岸加工
全球性供应链
国内生产为主，市场在外国
海外供应商提供原料，零部件，最终产品在国内装配
确定顾客服务水平
顾客服务的轻重缓急
单击此处添加单击此处您的文案
单击此处添加单击此处您的文案
顾客服务的成本效益
顾客服务的综合指标
单击此处添加单击此处您的文案
单击此处添加单击此处您的文案
服务水平
定单在提前期内完成的百分率还可有其它指标
服务水平与供应链成本绩效有关
服务水平越高，成本也越大
原则
顾客需求是最终标准丌必在所有产品上提供同样的服务水平
个体顾客
零售商损失46%的销售额制造商损失更大
企业客户
最低库存水平丌能容忍缺货控制供应商的数量
将一些工序延迟到最后配送将一些工序延迟到最后配送库存是必要的，但丌是借口供应链管理在渠道上为顾客创造价值用一个集中仓库为全球配送Third Party Logistics连续补充战略（快速补充战略）服务水平越高，成本也越大Retailer-Supplier Partnership单击添加内容单击添加内容单击服务水平越高，成本也越大连续补充战略（快速补充战略）利用一家外部的公司来提供企业全部或部分供应链需要零售商－供应商伙伴 (RSP)大多数３ＰＬ由运输公司发展而来添加内容单击添加内容单击Distribution Integration能被链上另一部分的盈余弥补Distribution Integration服务水平与供应链成本绩效有关

供应链管理英文课件 (12)

– Market growth – Stealing share – Forward buying
9-9
When to Promote
• Is it more effective to promote during
the peak period of off-peak?
• Analyze the impact of a promotion on
1. Manage supply using capacity, inventory, subcontracting, and backlogs
2. Manage demand using short-term price discounts and trade promotions
9-3
Managing Supply
Total cost over planning horizon = $422,275 Revenue over planning horizon = $640,000
Profit over planning horizon = $217,725
( ) å Average (I0 + I6) / 2 +
• Leveling capacity forces inventory to
build up in anticipation of seasonal variation in demand
• Carrying low levels of inventory
requires capacity to vary with seasonal variation in demand or enough capacity to cover peak demand during season
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• Must consider in planning decisions demand
uncertainty, exchange rates, competition over the time horizon
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall . 1-2
What is a Supply Chain?
• All stages involved, directly or indirectly, in
• •
fulfilling a customer request Includes manufacturers, suppliers, transporters, warehouses, retailers, and customers Within each company, the supply chain includes all functions involved in fulfilling a customer request (product development, marketing, operations, distribution, finance, customer service)
1
Understanding the Supply Chain
PowerPoint presentation to accompany Chopra and Meindl Supply Chain Management, 5e
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall . 1-1
• Supply chain design must support strategic •
objectives Supply chain design decisions are long-term and expensive to reverse – must take into account market uncertainty
1-14
ห้องสมุดไป่ตู้
•
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
Process View of a Supply Chain
• Cycle View: processes in a supply chain are
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
1-12
Supply Chain Planning
• Planning decisions:
– – – – – Which markets will be supplied from which locations Planned buildup of inventories Subcontracting, backup locations Inventory policies Timing and size of market promotions
•
and what processes each stage will perform Strategic supply chain decisions
– – – – Locations and capacities of facilities Products to be made or stored at various locations Modes of transportation Information systems
Learning Objectives
1. Discuss the goal of a supply chain and explain the impact of supply chain decisions on the success of a firm. 2. Identify the three key supply chain decision phases and explain the significance of each one. 3. Describe the cycle and push/pull views of a supply chain. 4. Classify the supply chain macro processes in a firm.
• •
in 2010 Seven-Eleven Japan, ¥1 billion sales in 1974 to ¥3 trillion in 2009 Dell, $56 billion in 2006, adopted new supply chain strategies
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
•
manufacturers to distributors and information, funds, and products in both directions May be more accurate to use the term “supply network” or “supply web” Typical supply chain stages: customers, retailers, distributors, manufacturers, suppliers All stages may not be present in all supply chains (e.g., no retailer or distributor for Dell)
1-11
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
Supply Chain Planning
• Definition of a set of policies that govern
• •
short-term operations Fixed by the supply configuration from previous phase Starts with a forecast of demand in the coming year
1-9
Decision Phases of a Supply Chain
• Supply chain strategy or design • Supply chain planning
– How to structure the supply chain over the next several years – Decisions over the next quarter or year – Daily or weekly operational decisions
•
•
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
1-4
What is a Supply Chain?
Figure 1-1
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
• Supply chain operation
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
1-10
Supply Chain Strategy or Design
• Decisions about the structure of the supply chain
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
1-3
What is a Supply Chain?
• Customer is an integral part of the supply chain • Includes movement of products from suppliers to
1-5
Flows in a Supply Chain
Figure 1-2
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall .
1-6
The Objective of a Supply Chain
• Maximize overall value created
•
policies are determined Goal is to implement the operating policies as effectively as possible Allocate orders to inventory or production, set order due dates, generate pick lists at a warehouse, allocate an order to a particular shipment, set delivery schedules, place replenishment orders Much less uncertainty (short time horizon)