中国经济管理大学_MBA课件《供应链管理》学员问题探讨与案例分析_(

有志者事竟成，破釜沉舟百二秦关终属楚。苦心人无不负，卧薪尝

胆三千越甲可吞吴。（清）蒲松龄

男儿志兮天下事，但有进兮不有止，言志已酬便无志。粱启超

志之所趋，无远弗届；穷山距海，不能限也。志之所向，无坚不

入；锐兵精甲，不能御也。《格言联壁》

中国经济管理大学

MBA课件

《供应链管理》

学员问题探讨与案例分析（苏尼尔?乔普拉著教材）

CHAPTER ONE

Discussion Questions

1Consider the purchase of a can of soda at a convenience store.Describe the various stages in the supply chain and the different flows involved.

When a customer purchases a can of soda at a convenience store,his purchase represents the end of a supply chain’s delivery of an item and the beginning of information regarding his purchase flowing in the opposite direction.

The supply chain stages include customers,retailers,wholesalers/distributors,manufacturers, and component/raw material suppliers.A customer’s purchase moves product towards the

customer and dollars and information towards the retailer.

The retailer places an order from the wholesaler/distributor to replenish stock,thereby moving information back up the supply chain while moving product down the supply chain.As the order is filled,the retailer will move dollars back up the supply chain.

The wholesaler/distributor transmits information and dollars to the manufacturer who produces product and ships it down the supply chain to the wholesaler.

Finally(or initially,depending on your perspective)the manufacturer moves orders

(information)and dollars towards suppliers in exchange for material flow into their production processes.

2Why should a firm like Dell take into account total supply chain profitability when making decisions?

Dell realizes that their ultimate success lies with the success of their supply chain and its ability to generate supply chain surplus.If Dell was to view supply chain operations as a zero sum game,they would lose their competitive edge as their suppliers’businesses struggled.Dell’s profit gained at the expense of their supply chain partners would be short lived.Just as a

physical chain is only as strong as its weakest link,the supply chain can be successful only if all members cooperate and focus on a global optimum rather than many local optima.

3What are some strategic planning and operational decisions that must be made by an apparel retailer like The Gap?

As The Gap plans supply chain strategy it must first consider the marketing function’s pricing plans in order to structure a supply chain consonant with these plans.Strategic considerations such as the capacity of each supplier and assembly operations,sourcing decisions and how logistics are to be handled are all part of the design.The supply chain must also settle on

communication channels and frequencies.

Supply chain planning takes the strategic decisions as a given and seeks to exploit efficiencies in the chain to maximize supply chain surplus.The entire chain should collaborate in

forecasting and planning production as to achieve a global optimum.The forecasts should take into account planned promotions and known seasonal fluctuations in demand.

The operational decision take the plans as a given and make day-to-day decisions to process customer orders,allocate resources to certain customers,trigger orders from supply chain

members,and deliver product.

4Consider the supply chain involved when a customer purchases a book at a bookstore.Identify cycles in this supply chain and the location of the push/pull boundary.

All supply chain processes can be broken down into four process cycles that connect the five stages of the supply chain;the customer order cycle,the replenishment cycle,the manufacturing cycle,and the procurement cycle.

The customer order cycle connects the customer with the retailer;this connection is made as the book,perhaps Supply Chain Management by Chopra and Meindl,is selected and paid for by the customer.

The replenishment cycle connects the retailer and the distributor and is triggered by the

retailer’s need to fill the empty shelf space with another copy of this tome.

The manufacturing cycle connects the distributor and the manufacturer.As demand for the book is realized and distributors empty their warehouses,they signal the manufacturer to print

another million copies to fill their empty warehouses.

Finally,the procurement cycle connects the manufacturer and the supplier.The manufacturer requires raw material inputs of paper,ink,etc.,to begin the assembly process for another batch of Supply Chain Management.

The push/pull boundary exists where demand switches from reactive(pull)to speculative(push) production.For most bookstore supply chains the push/pull boundary is between the customer order cycle and the replenishment cycle.The customer order pulls the book from the book store shelf but the initial production of the book was triggered by a build order that moved materials along the supply chain to the retail outlet.

5Consider the supply chain involved when a customer orders a book from Amazon.Identify the push/pull boundary and two processes each in the push and pull phases.

In Amazon’s original operations design the push/pull boundary existed betwixt the retailer (Amazon)and their distributor.Amazon ordered product from the distributor and the customer order arrived.Today,Amazon has six warehouses where it stocks an inventory of items it is confident that will sell.In this scenario,the push/pull boundary exists between the customer and the retailer.

Processes in the pull phase are the order fulfillment,shipping,customer returns,and customer billing.Processes in the push phase are production,stock replenishments,shipping,and

payment.

6In what way do supply chain flows affect the success or failure of a firm like Amazon?List two supply chain decisions that have a significant impact on supply chain profitability.

The success or failure of a company like Amazon is decided by the effective function of its supply chain.The flow of products from publishers to distributors to customers must be rapid and reliable in order to satisfy customers.The flow of information back through the supply chain allows all members to coordinate efforts.The flow of money allows all supply chain members to maintain operations.Supply chain profitability is influenced by sourcing,

promotion,and fulfillment decisions.

CHAPTER TWO

Discussion Questions

1.How would you characterize the competitive strategy of a high-end department store chain such

as Nordstrom?What are the key customer needs that Nordstrom aims to fill?

The Nordstrom web site states the following.Over the years,the Nordstrom family of

employees built a thriving business on the principles of quality,value,selection,and service.

Today,Nordstrom is one of the nation’s leading fashion retailers,offering a wide variety of high-quality apparel,shoes,and accessories for men,women,and children at stores across the country.We remain committed to the simple idea our company was founded on,earning the trust of our customers one at a time.

Nordstrom fills customer needs for high quality fashion merchandise and outstanding levels of customer service.Price is no object for the typical Nordstrom shopper.

2.Where would you place the demand faced by Nordstrom on the implied demand uncertainty

spectrum?Why?

Implied demand uncertainty is demand uncertainty due to the portion of demand that the supply chain is targeting,not the entire demand.A high-end department store chain such as Nordstrom falls on the high end of the implied demand uncertainty scale.The fashion items that Nordstrom stocks have extremely high product margin,high forecast errors and stockout rates,and once the season is over,these items are sold at deep discounts at their Nordstrom Rack outlet stores.

3.What level of responsiveness would be most appropriate for Nordstrom’s supply chain?What

should the supply chain be able to do particularly well?

Supply chain responsiveness takes many forms,including the ability to respond to a wide range of quantities,meet short lead times,handle a large variety of products,build innovative

products,meet a high service level,and handle supply uncertainty.The Nordstrom supply chain must be highly responsive in the areas of handling highly innovative fashion products,customer response,and service level;they are effective in supplying well-heeled customers with

merchandise and their return policy is legendary in the Pacific Northwest.

4.How can Nordstrom expand the scope of the strategic fit across the supply chain?

Scope of strategic fit refers to the functions within the firm and stages across the supply chain that devise an integrated strategy with a shared objective.By adopting an intercompany

interfunctional scope strategy,Nordstrom will maximize supply chain surplus.Nordstrom can move in this direction by working with their suppliers as if they are actually owned by

Nordstrom.Rather than viewing the supply chain as a zero-sum game of inventory cost

minimization and profit maximization,Nordstrom must recognize that spreading the wealth and occasionally taking on more inventory than is optimal for them will result in improved customer service.The intercompany interfunctional scope of strategic fit requires more effort than the other approaches presented in this section;Nordstrom must evaluate all aspects of their supply web.

5.Reconsider the previous four questions for other companies such as Amazon,a supermarket

chain,and auto manufacturer,and a discount retailer such as Wal-Mart.

Amazon focuses on cost and flexibility by providing books,music and a host of other

household products at low prices.Customers place orders online and expect to receive

purchases in a number of days.Customer orders are processed at central warehouses or are drop shipped from suppliers by mail or common carrier.For the most part,the implied demand uncertainty for Amazon is low as they cast such a wide net.Amazon’s supply chain must be responsive in terms of flexibility;they handle an incredibly diverse range of products.

Amazons supply chain should be able to provide low prices wide variety and reasonable

delivery schedules for its customers.In every link of the supply chain,Amazon must function on the cost-responsiveness efficient frontier in order to support its competitive strategy.

A supermarket chain focuses on cost and quality,with some specialty chains adding flexibility

by carrying a broader range of products that may be targeted towards customers interested in organic products or ethnic cuisine.Implied demand uncertainty for a supermarket chain tends to be low;shoppers are typically repeat customers and have a constant demand level.The

supermarket supply chain must be responsive by receiving produce quickly to ensure freshness and have a high service level.Supermarket supply chains tend to be well-established and can improve strategic fit by emphasizing speed to maintain freshness,hence perceived quality.

Auto manufacturers have extremely complicated supply chains that are increasingly focused on flexibility and lean operations.Implied demand uncertainty for auto manufacturers varies

considerably by target market and manufacturer.Automotive supply chains among the big three in the United States have made great progress in the last decade and recognize that they must be responsive from a time and flexibility standpoint.

Wal-Mart’s supply chain is obsessed with cost and is facilitated by a low implied demand

uncertainty,their impressive logistics system and their management information systems.Their supply chain is able to respond quickly to fill a wide variety of products to keep merchandise on Wal-Mart’s shelves.Wal-Mart’s level of coordination along the supply chain is excellent;it would be difficult to point out areas where true intercompany interfunctional scope of strategic fit has not been achieved.The sole supply chain criticism that surfaces is an occasional report that suppliers feel as if supply chain surplus is not shared equitably.

6.Give arguments to support the statement that Wal-Mart has achieved very good strategic fit

between its competitive and supply chain strategies.

The best argument to support the statement that Wal-Mart has achieved very good strategic fit is their success as a https://www.doczj.com/doc/b5147026.html,petition today is supply chain versus supply chain,not

company versus company,so a company’s partners in the supply chain often determine the company’s success.

Wal-Mart’s strategic focus on cost is evident in their competitive,product development,supply chain,and marketing strategy.Their marketing strategy of advertising every day low prices appeals to consumers and does not disrupt the supply chain by causing surges in demand.

Visiting one of their big box stores reveals low-priced merchandise,both national and store brands,stacked from floor to ceiling without elaborate displays or decoration.Wal-Mart’s logistics and information systems are famous for coordinating their entire supply chain and allowing it to meet customer needs at minimal cost.

CHAPTER THREE

Discussion Questions

1.How could a grocery store use inventory to increase the responsiveness of the company’s

supply chain?

The logistical driver of inventory encompasses all raw materials,work in process,and finished goods within a supply chain.A grocery store can be more responsive in the eyes of its

customers if it offers a broader variety of SKUs and/or maintains a greater quantity of each SKU.A greater quantity of each SKU is problematic for highly perishable items like produce, meat,fish,etc.For these items,a grocery store supply chain should be set up to permit frequent orders so that freshness is ensured and a stockout situation won’t exist for a significant length of time.A grocery store supply chain should use historical demand patterns for seasonal items to relieve stress on all members and provide customers with product during peak demand periods.

2.How could an auto manufacturer use transportation to increase the efficiency of its supply chain?

Transportation,a logistical driver,entails moving inventory from point to point in the supply chain.The trade-off in transportation is between the cost of transportation and the speed at

which product is transported.Slower modes of transportation reduce cost,but could be a

reasonable approach if suppliers are co-located with the assembly operations.If the supply

chain is designed in such a way,and assembly operations are located with proximity to markets, then the supply chain can be run cheaply without holding too much inventory in transit.

3.How could a bicycle manufacturer increase responsiveness through its facilities?

Facilities,another logistical driver,are the actual physical locations in the supply chain network where product is stored,assembled,or fabricated.A facility that is designed to be flexible can respond quickly to market demands by retooling to produce different models or products,

whereas a dedicated facility cannot.Locating a facility close to the market will increase

responsiveness at the cost of decreased economies of scale that might be achieved with a

centralized location.A facility that is under capacity will be less responsive than a facility that is appropriately sized or has excess capacity.

4.How could an industrial supplies distributor use information to increase its responsiveness?

Information is a cross-functional driver and consists of data and analysis concerning facilities, inventory,transportation,costs,prices,and customers throughout the supply https://www.doczj.com/doc/b5147026.html,rmation serves as a connection among all members of the supply chain and operates within each

member to facilitate internal operations.Accurate information can improve responsiveness by helping an industrial supplier better match supply and https://www.doczj.com/doc/b5147026.html,rmation that is gathered farther down the supply chain can be transmitted instantaneously and accurately to the supplies distributor.Instead of waiting for a human to call or FAX an order,the distributor can replenish inventory to the necessary levels or provide what is needed to fill the order as it is realized.

5.Motorola has gone from manufacturing all its cell phones in-house to almost completely

outsourcing the manufacturing.What are the pros and cons of the two approaches?

Sourcing is the set of business processes required to purchase foods and services.These

decisions are crucial because they affect the level of efficiency and responsiveness that

Motorola can achieve.The Motorola production system for their line of pagers was hailed as a breakthrough in mass customization,so it was somewhat surprising when Motorola outsourced cell phones..Sourcing decisions should be made based on the total supply chain surplus;if a third party can help the chain achieve greater surplus,then the function is a prime candidate for outsourcing.Motorola was willing to give up some control and possibly some of its design

talent and assembly expertise because it felt that the supplier could provide product of an

appropriate level of quality with the responsiveness necessary.Products and services that are

outsourced are rarely brought back in-house and should never be tied too closely to the

outsourcing party’s core competency.

6.How can a home delivery company like Peapod use pricing of its delivery services to improve

its profitability?

Pricing is the process by which a firm decides how much to charge customers for its goods and services.Pricing affects the customer segments that choose to buy the product as well as the customer’s expectations.Peapod can use everyday low pricing of its products to ensure stability in the supply chain,but can influence demand by varying the delivery charges.For example,by establishing a minimum order amount of$50and charging$10to deliver an order under$75, Peapod provides an incentive for a customer to pile on additional items to save on per unit

shipping.An order over$100incurs a delivery fee of$7,which is the lowest delivery charge for a residential customer.

Peapod also varies delivery charges by time of day;evening delivery times on weekdays and morning deliveries on Sunday within narrow windows cost an extra dollar,wider delivery

windows are$1less.The delivery latitude allows Peapod’s delivery drivers to schedule more efficiently thereby increasing profitability.

7.How has globalization made strategic fit even more important to a company’s success?

The key to achieving strategic fit is a company’s ability to find a balance between

responsiveness and efficiency that best matches the needs of its target market.Supply chains today are more likely than ever to be global,which increases the difficulty of coordination but opens up a much broader selection of potential supply chain members.This globalization also results in increased competition from other supply chains that were not a concern a decade ago.

This increased competition among supply chains benefits consumers,but increases the pressure on each supply chain to carefully select members that best fit the overall strategy.

8.What are some industries in which products have proliferated and life cycles have shortened?

How have the supply chains in these industries adapted?

The authors cite the example of running shoes increasing from five styles in the early70s to almost300by the late90s.Other products that have seen an explosion in variety include

personal electronics,beverages,snack and prepared foods,entertainment,tires,and personal services.

Supply chains have leveraged information systems,recognized the need to collaborate on

product and process design,and supply chain execution.The supply chain stance has shifted towards a partnership orientation from a focus on price negotiations.

9.How can the full set of logistical and cross-functional drivers be used to create strategic fit for a

PC manufacturer targeting both time sensitive and price conscious customers?

The logistical drivers,facilities,inventory,and transportation,and the cross-functional drivers, information,sourcing,and pricing,must be used in concert to achieve the appropriate balance of efficiency and responsiveness for the supply chain to be successful.A PC manufacturer that wants to deliver product both quickly and efficiently can make cost and time trade-offs among these drivers to achieve their goals.These trade offs across drivers afford more flexibility but require constant vigilance as the trade-offs within each driver change.In addition,some drivers may be altered more easily,e.g.,order quantity and transportation media,than other drivers,e.g., location and sourcing.

The trade-offs within each driver are summarized in the table:

Driver More Responsive More Efficient

Facilities Multiple Plants

Flexible Plants Single Plant Dedicated Plant

Inventory Higher Inventory Lower Inventory Transportation Higher Speed Lower Speed

Information Accurate

Real Time Transmission Less Accurate Batched Transmission

Sourcing Responsive supplier Efficient supplier

Pricing Differential Pricing Everyday Low Pricing

CHAPTER FOUR

Discussion Questions

1.What differences in the retail environment may justify the fact that the fast-moving consumer

goods supply chain in India has far more distributors than in the United States?

India is a land of shopkeepers selling to over a billion consumers.India is becomingly

increasingly Westernized,but it will be quite a while(if not forever)before shopkeepers are supplanted by large retailers.The sheer volume of small store owners requires a large number of distributors to service them.The younger generation in India,particularly the IT rich areas of Bangalore and Chennai,have far higher disposable income than the older generation and the rest of the country.These young workers have very different retail habits and are causing

changes in India’s shopping and supply chain needs.Poor infrastructure,although not entirely a retail concern,is another reason why India may need far more distributors than in the U.S.

2.A specialty chemical company is considering expanding its operations into Brazil,where five

companies dominate the consumption of specialty chemicals.What sort of distribution network should this company utilize?

If the expansion into Brazil is merely a sales operation,then distributor storage with last mile delivery is the best network design.If the expanded operations include manufacturing

capabilities,then manufacturer storage with direct shipping is a strong possibility.Given the nature of the product,package carrier delivery is not an option and retail storage with customer pickup is out of the question since this is a B2B scenario.In-transit merge would be an option only if the manufacturer established a network of plants in Brazil,perhaps focused factories relatively close to each customer.

The chemical company has only five customers to serve;it would not require too large an

investment in logistical infrastructure to effectively serve all five without intervention by a distributor.Their short supply chain would be easier to coordinate due to the stable demands and information sharing that is possible in a B2B scenario.

3.A distributor has heard that one of the major manufacturers from which it buys is considering

going direct to the consumer.What can the distributor do about this?What advantages can it offer the manufacturer that the manufacturer is unlikely to be able to reproduce?

The two supply network designs that the distributor can propose to counter the manufacturer’s proposal are the distributor storage with package carrier delivery and the distributor storage with last mile delivery.Both of these counter-proposals offer higher order visibility for the

customer while having simpler information infrastructure than with manufacturer storage.The response time for both is excellent,and the customer experience is also superior to the direct model.If the manufacturer is trying to provide excellent customer service,the increased costs in transportation and potentially higher levels of inventory may be acceptable tradeoffs.

4.What types of distribution networks are typically best suited for commodity items?

Commodity items are available from many sources and customers expect them to be delivered quickly;if a supply chain can’t be responsive,the customers will move on to the next source.A distribution network designed for retail storage with customer pickup achieves quick response for high demand,low variety products.Other commodity products can be effectively distributed using distributor storage with last-mile delivery,which is also suited for high demand,quick response products.

5.What type of networks are best suited to highly differentiated products?

The networks that are best suited to highly differentiated products are the manufacturer storage with direct shipping and the manufacturer storage with in-transit merge.Both approaches have the ability to aggregate inventories and postpone product customization,which would help support a wider variety of products.

6.In the future,do you see the value added by distributors decreasing,increasing,or staying about

the same?

It is doubtful that value added by distributors will decrease over time;the nature of competition in all areas would suggest that distributors that add less value would be winnowed out.It is more likely that distributors will be asked to do more or may volunteer to do so as a means of differentiating themselves from the competition.

7.Why has e-business been more successful in the PC industry compared to the grocery industry?

In the future,how valuable is e-business likely to be in the PC industry?

The PC industry is selling a highly customized product that is purchased on a per-household basis,less routinely than the commodity products that make up groceries.A company like Dell can leverage the Internet as a marketing and distribution tool to advertise new capabilities and options before bricks and mortar retailers can.Dell also removes whatever intimidation(or frustration)factor might be experienced by conversing with in-store sales representatives.

Computers have a very high value to shipping cost ratio,so the increased shipping costs when compared to a traditional store are negligible.Groceries have a much lower ratio;although in-store shoppers are incurring costs to pick up their groceries,those costs are hidden in

comparison to the delivery charge on an itemized bill from Peapod.

E-business will continue to be a valuable tool in the PC industry;none of the advantages

currently being enjoyed by Dell and Gateway are likely to change significantly.

8.Is e-business likely to be more beneficial in the early part or the mature part of a product’s life

cycle?Why?

E-business is more likely to be more beneficial in the early part of a product’s life cycle.E-business strengths include flexible pricing,promotions,and product portfolios and greater speed in disseminating product https://www.doczj.com/doc/b5147026.html,ter in the life cycle,a product is likely to be a

commodity,which doesn’t play to the strengths of this channel.

9.Consider the sale of home improvement products at Home Depot or a chain of hardware stores

such as True Value.Who can extract the greatest benefit from going online?Why?

Both entities and other hardware companies like Ace are already on-line.An article titled

“Home Depot’s Self-Improvement–Company Business and Marketing”by Eric Young in The Industry Standard,September11,2000,indicates that Home Depot is the last major player to go on-line,but brings the deepest pockets.Those of us that have stood in line with the

contractors realize that many of Home Depot’s items are ill-suited to a web enterprise and the clientele is equally ill-suited.Contractor sales are such a significant portion of Home Depot’s sales in comparison with the mix at True-Value,that it is likely that True-Value will ultimately benefit more from an e-commerce division.

The article goes on to say,

“Each chain is employing a slightly different e-commerce strategy.Whereas Home Depot wants its site to replicate its merchandise mix,True Value limits the number of items it offers online.

For example,at True Value,Net shoppers won't find products most people need in a hurry,such as toilet-tank fix-it kits."You're not going to wait three days to have it shipped so you can stop the water from dripping into your neighbor's apartment,"says Neil Hastie,CIO at

https://www.doczj.com/doc/b5147026.html,.

Ace Hardware,meanwhile,thinks bigger is better.Its site offers almost everything in its stores, plus about15,000additional products.Ace's supplementary online offerings are a windfall from its investment in https://www.doczj.com/doc/b5147026.html,,a Web-based home improvement site that handles Ace's

online sales.The two companies split online revenues.Ace joined forces with OurHouse to get

a leg up in e-commerce."We didn't want to be left in the starting gate,"says Ken Nichols,a

retail operations vice president for Ace.

Waiting in the wings is Lowe's,the nation's second-largest home improvement chain.Like Home Depot,Lowe's wants to expand its online presence but is approaching e-commerce

slowly.Beginning in October,the retailer will offer a wide selection in a limited number of categories,such as hand tools and appliances.Lowe's will deliver Net orders directly to buyers or to the store closest to the customer,again like Home Depot.

Meanwhile,Internet-only retailers are scrambling to win over customers,vowing to compete against offline chains in price and selection.CornerHardware,for example,says it currently has 125,000products available--three times the number available at an average Home Depot store.

The pure Internet players acknowledge that they don't have the brand recognition of Home Depot.But they hope to build their brands before Home Depot and the other brick-and-mortar stores establish a strong online presence.Still,it's not clear that any are benefiting from first-mover advantage.Already two Net https://www.doczj.com/doc/b5147026.html, and https://www.doczj.com/doc/b5147026.html,--have gone under.”

https://www.doczj.com/doc/b5147026.html, sells books,music,electronics,software,toys,and home improvement products

online.In which product category does e-business offer the greatest advantage compared to a retail store chain?In which product category does e-business offer the smallest advantage(or a potential cost disadvantage)compared to a retail store chain?Why?

Amazon’s greatest e-business advantage comes from book sales;they are able to list millions of book titles that a physical store cannot possibly carry on their shelves.Cost advantages for Amazon are few and far between;the item price to shipping cost ratio for books,music,and software is not as high as most consumers would prefer.Amazon certainly has no cost

advantage with music and software.Both are readily sold over the Internet;it would behoove Amazon to partner with another Seattle-area company to make this the norm.Electronics,

hardware,and even toys are products that most consumers would like to experience before

making a selection.Any cost advantage Amazon might have in these sectors may be

overshadowed by an inability to hold the item on-line.

11.Why should an e-business such as https://www.doczj.com/doc/b5147026.html, build more warehouses as its sales volume

grows?

Amazon initially tried to run their entire book business with no warehousing facilities,instead relying on other distributors to carry their entire inventory.Next,Amazon ran their business out of a single warehouse in Seattle and discovered it wasn’t feasible;the trade-off of

responsiveness and cost was causing excessive delays in getting products to customers.Now Amazon uses a hybrid of these two systems,carrying items that it knows will sell in its own warehouses and letting others carry items that have greater demand uncertainty.As Amazon’s business grows,it should continue to establish warehouses to spread its facilities closer to

pockets of new customers,thus achieving better levels of responsiveness while still maintaining its cost advantage.

CHAPTER5

Discussion Questions

1.How do the location and size of warehouses affect the performance of a firm such as

https://www.doczj.com/doc/b5147026.html,?What factors should https://www.doczj.com/doc/b5147026.html, take into account when making this decision?

The location and size of Amazon’s warehouses have a direct bearing on how responsive and efficient they can be.At one time Amazon ran their on-line bookstore out of one warehouse in Seattle;this warehouse was small by today’s standards and was unable to keep up with peak demand.Amazon has since added other geographically distributed warehouses that hold the items with steadier demand.The dispersion of warehouses allows Amazon to ship from closer to the customers and the stocking of items with more even demand allows for a higher service level at a reasonable cost.

Amazon should consider what regions are underserved by the current network of warehouses and where it is most economical to locate the next warehouse,effectively balancing their

efficiency and responsiveness with their strategy.

2.How do import duties and exchange rates affect the location decision in a supply chain?

Tariffs refer to any duties that must be paid when products are moved across international,state, or city boundaries.If a tariff is excessive,it provides a strong disincentive to do business across borders with entities in that area.The classic workaround to a high tariff is adding a location inside the area.Some regions have developed trade agreements that limit or eliminate the tariff on goods.

Exchange rates specify how much one currency is worth in terms of another.As one currency gains against another,it may be beneficial to add shift production to the area using the devalued currency.This makes the goods more affordable for the https://www.doczj.com/doc/b5147026.html,panies with flexible production capabilities can shift some production from area to area depending on the buying power of local markets.

3.What are different roles played by production facilities within a global network?

The different strategic roles for facilities in a global network are as follows:

?Offshore facility:low-cost facility for export production.This is strictly a low-cost producer for an export market

?Source facility:low-cost facility for global production.This facility is also viewed as a low-cost provider,but provides output for the entire global network.

?Server facility:regional production facility This facility supplies the market in the country where it is located

?Contributor facility:regional production facility with development skills.This facility serves the market where it is located but is also responsible for customization that

increases salability in that country.

?Outpost facility:regional production facility built to gain local skills.This facility plays the role of a server facility but more importantly,it obtains access to knowledge or skills

that exist in that region.

?Lead facility:facility that leads in development and process technologies.This facility creates new processes,technologies and products for the entire network.

https://www.doczj.com/doc/b5147026.html, has built new warehouses as it has grown.How does this change affect various

cost and response times in the https://www.doczj.com/doc/b5147026.html, supply chain?

Logistics and facility costs incurred within a supply chain change as the number of facilities, their location,and capacity allocation is changed.As Amazon has added warehouses,their logistics,inventory and facility costs have changed.An increased number of warehouses

increases that fixed cost but can be exploited to reduce transportation costs.These potentially fall if the warehouses are spread throughout a distribution area,which increases responsiveness at a similar cost or maintains responsiveness at a reduced cost.Inventory costs also change with an increased number of warehouses;Amazon is holding more total inventory and can take advantage of pooling to reduce quantities of some items.

5.McMaster-Carr sells maintenance,repair,and operations equipment from five warehouses in

the United States.WW Grainger sells products from more than350retail locations,supported by several warehouses.In both cases,customers place orders using the Web or on the phone.

Discuss the pros and cons of the two strategies.

WW Grainger has the more responsive network;a customer with a critical repair need can drive to a local retail location to pick up the necessary part.McMaster Carr’s network is less

responsive;critical supplies would be scheduled for overnight delivery in all likelihood.WW Grainger has the greater facility cost since it has more locations,although the retail facilities provide a presence that doubles as a marketing tool not enjoyed by McMaster Carr.McMaster Carr’s facility expense is much lower and their network model shifts the transportation cost more fully to the customer.A WW Grainger customer travels the last mile to pick up an order, but Grainger must ship from their warehouse to the retail locations.

6.Consider a firm such as Dell,with very few production facilities worldwide.List the pros and

cons of this approach and why it may or may not be suitable for the computer industry.

The advantage for Dell’s network design is lower facility costs;they can locate in just enough countries to avoid tariffs and mitigate some of their exchange rate and demand risk.The

disadvantage for Dell is the lack of responsiveness this adds to their system.A customer has no expectation of zero flow time,so they know as they enter the transaction that they must wait for their PC.Shipping from one of the production facilities adds to the delay,which is highly

visible on Dell’s or the package carrier’s web site.The shipping costs might also be a concern

for some customers,but the value to shipping cost ratio is so high that these costs seem like

small potatoes in comparison to the total invoice.

7.Consider a firm such as Ford,with more than 150facilities worldwide.List the pros and cons of

having many facilities and why it may or may not be suitable for the automobile industry.

As of this writing,Ford has reached the conclusion that this number is a bit high!Automakers often use a multiplant strategy to create server facilities.These server facilities provide product for the market where they are located,thereby taking advantage of tax incentives,local content requirements,tariff barriers,and high logistics costs.This can be a good strategy if market

demand exists for your product;when demand drops,the producer is left with expensive excess capacity.If the facilities are flexible,production of popular models can continue to prepare

product for export.If facilities are inflexible or all sales are flat,then the producer must bear the cost or shed assets.

CHAPTER SIX

Discussion Questions

1.Why is it important to consider uncertainty when evaluating supply chain design decisions?

There is little in life that is certain,so it is important to consider the impact that uncertainty has on the supply chain.Modeling techniques discussed in this text require assumptions about

future demand,price structures,paradigms,etc.It is safe to say that most assumptions that we make in using these models are false;we are permitted to apply these models because the

assumptions occasionally are not false enough to make a difference.

The supply chain decisions that must be made require considerable investments that cannot be changed or rescinded in the short run without incurring losses.It is important for the decision maker to weigh all alternatives and the uncertainties attached to the events that the future holds in order to arrive at the best decision.

2.What are the major sources of uncertainty that can affect the value of supply chain decisions?

The major sources of uncertainty are fluctuations in demand and price.These may vary for a number of reasons;Porter’s five forces model suggests that the presence or absence of

substitute goods and services,the threat of existing competitors,of new competitors and the

bargaining power of customers will affect a company’s existing product.Prices may fluctuate according to supply and demand,changes in tariffs and exchange rates,and inflation.

3.Describe the basic principle of DCFs and how it can be used to compare different streams of

cash flows.

Discounted cash flows operate on the principle that it is better to have money available today than money available some time in the future.Money that is available today may be invested in capital markets or some other instrument for a return.Money that will be paid to you over time is worth less since you have forfeited interest that might have accrued starting today.When

comparing two or more income streams,discounted cash flows (after tax)should be evaluated using the net present value equation:

111t r O t t NPV C C k =??=+??+??

∑

4.How does the binomial representation of uncertainty relate to the normal distribution?

As the number of periods increases,the probability distribution among the end states of the multiplicative binomial becomes smoother and begins to resemble the normal distribution.In general,the normal distribution is a reasonable approximation to the binomial distribution

depending on the sample size and the likelihood of the event in question.In the case of the multiplicative binomial,if the probability p of moving up is close to0.5(and the probability of moving down is therefore also close to0.5)then20periods of up and down movement would result in a distribution that is close to normal.

5.Summarize the basic steps in the decision tree analysis methodology.

The decision tree analysis methodology is summarized as follows:

?Identify the duration of each period and the number of periods T over which the decision is to be evaluated.

?Identify factors such as demand,price,and exchange rate whose fluctuation will be considered over the next T periods.

?Identify representations of uncertainty for each factor;that is,determine what distribution to use to model the uncertainty.

?Identify the periodic discount rate k for each period.

?Represent the decision tree with defined states in each period as well as the transition probabilities between states in successive periods.

?Starting at period T,work back to Period0identifying the optimal decision and the expected cash flows at each step.Expected cash flows at each state in a given period

should be discounted back when included in the previous period.

6.What are the major financial uncertainties faced by an electronic components manufacturer

deciding whether to build a plant in Thailand or the United States?

The financial uncertainties posed by a global location decision can be quite vexing.In the

shorter term,the analyst must explore the cost structure for establishing operations;acquiring land or an existing plant,fitting it with tooling,and recruiting and training a staff.Taking the long view,the decision-maker must assess the stability of each country’s currency;are

exchange rates likely to remain stable or will they move for or against the manufacturer?The analyst must also weigh the likelihood that tariffs and taxes will rise and that costs for inputs and labor will increase at an acceptable rate.Is inflation likely to be higher in one country or the other?

7.What are some major nonfinancial uncertainties that a company should consider when making

decisions on where to source product?

Supply chain risks include the chance of disruptions and delays due to natural disaster,war, terrorism,labor disputes,and poor supplier performance.The chance of forecasting errors and information systems breakdown are also threats to the supply chain.Risks associated with

inventory include the rate of obsolescence,shrinkage,and demand uncertainty as well as the number and financial strength of customers.There is always the chance that your intellectual property may be compromised by supply chain partners and that your productive capacity loses flexibility.

CHAPTER SEVEN

Discussion Questions

1.What role does forecasting play in the supply chain of a build-to-order manufacturer such as

Dell?

Although Dell builds to order,they obtain PC components in anticipation of customer orders and therefore they rely on forecasting.This forecast is used to predict future demand,which determines the quantity of each component needed to assemble a PC and the plant capacity required to perform the assembly.

2.How could Dell use collaborative forecasting with its suppliers to improve its supply chain?

Collaborative forecasting requires all supply chain partners to share information regarding

parameters that might affect demand,such as the timing and magnitude of promotions.Dell could share with their components suppliers all of the promotions,e.g.,holiday,back-to-school, etc.,they have planned.These suppliers could,in turn,notify their suppliers of discrete

components that a spike in demand is anticipated.These demand forecasts for end items

determine the demand for components and coupled with knowledge of fabrication times,allows all members of the supply chain to provide the right quantity at the right time to their customers.

3.What role does forecasting play in the supply chain of a mail order firm such as LL Bean?

LL Bean has historically operated almost exclusively in a make-to-stock mode and with very few exceptions,stocked products that did not go out of style as rapidly as many other clothing and accessory lines.A pre-worldwide web existence would have relied on communication with manufacturers about what products might be featured on the front of their catalog.The lead times involved in printing and distributing the catalog and producing the product line were such that elaborate planning and forecasting tools were not required.A quick visit to the web site demonstrates that this is changing;the featured products on the web site can be changed daily or programmed to rotate each time the web page is refreshed.LL Bean and their supply chain, including the logistics component,are well aware of the demand forecast and can all receive sales data as orders are placed.LL Bean probably has an extranet to communicate sales data with suppliers and allows customers to create accounts to manage purchases,wish lists,and track orders.

4.What systematic and random components would you expect in demand for chocolates?

Systematic components are level,the current deseasonalized demand;trend,the rate of growth or decline in demand for the next period;and seasonality,the predictable seasonal fluctuations in demand.The demand for chocolates is probably highly seasonal,one would expect demand to spike for certain holidays such as Valentine’s Day,Halloween,and Christmas.

5.Why should a manager be suspicious if a forecaster claims to forecast historical demand

without any forecast error?

The primary difficulty with such a claim is that forecasts are always wrong,hence,an estimate of error should be provided with the forecast.Given a set of data,it is possible to create a

forecasting model that is100%accurate,but such a model would contain ridiculous cubic, quartic,and possibly higher-order terms.The model would work only on that data set and

would be unwieldy,to put it mildly.

6.Give examples of products that display seasonality of demand.

Products that display seasonality include,from long to short season,heating oil,electricity, natural gas,wrapping paper,consumer electronics,school supplies,sporting goods,facial

tissues,beverages,ice cream,pizza delivery,customer service requests at a call center,

bandwidth,and tax preparation services.Is there anything that doesn’t?

7.What is the problem if a manager uses last year’s sales data instead of last year’s demand to

forecast demand for the coming year?

Last year’s sales data is fine as long as there were no stock outs.If an item is not on the shelf or is explicitly indicated as being sold out,the manager may be blissfully unaware of customer demand that existed but was not expressed.A better forecasting system would be to use

previous years’demand data to predict this year’s demand.

8.How do static and adaptive forecasting methods differ?

Static methods assume tat the estimates of level,trend,and seasonality within the systematic component do not vary as new demand is observed.Once these parameters are estimated,there is no need to adjust them and they can be used for all future forecasts.In adaptive forecasting, the estimates of level,trend,and seasonality are updated after each demand observation,that is, as data are collected,they are incorporated into the forecasting process.Adaptive methods allow a forecaster to react(or overreact)to recent developments.Should a disruptive technology affect demand,the adaptive forecast will respond immediately,albeit dragging several historical data points along for the ride.The static approach would not take this new data into account and presumably the forecasts would suffer.We would like to think that a forecaster using an invalid static method would recognize its futility in light of a paradigm shift,but painful personal

experience suggests otherwise.

CHAPTER EIGHT

Discussion Questions

1.What are some industries in which aggregate planning would be particularly important?

Aggregate planning is useful in many types of manufacturing and services.Manufacturers include furniture,all durable goods,consumer electronics,textiles,motor vehicles,and aircraft, Service industries might be restaurants and other hospitality providers like hotels and motels. 2.What are the characteristics of these industries that make them good candidates for aggregate

planning?

Aggregate planning is most useful in industries characterized by relatively long lead times and finite amounts of capacity.The end products or services provided in these industries are

composed of inputs that are often provided by other businesses that must perform some

fabrication.

3.What are the main differences between the aggregate planning strategies?

The three pure aggregate planning strategies are the chase strategy,time flexibility from

workforce or capacity strategy,and the level strategy.The primary difference among the three strategies is the lever,that is,the parameter that is manipulated to achieve equality of supply and demand over the aggregate planning period.

The first chase strategy uses capacity,in the form of machine or personnel capacity,as the lever.

By chasing demand on a period-by-period basis,the level of inventory is very low throughout the supply change and the work force is in a constant state of flux,which can increase

management costs.

The second chase strategy is time flexibility from workforce or capacity,using utilization as the level.This strategy,like the chase plan before it,results in low levels of inventory throughout the supply chain.It avoids the layoff problem of its predecessor but still requires a flexible

workforce and may also result in low machine utilization.

The third strategy is to maintain a constant output rate throughout the aggregate planning period, which stands in stark contract to the first two strategies.If demand is highly variable,this plan will result in periods marked by backorders or stock outs and other periods when the supply chain carries a high level of inventory.There is no true synchronization of demand with supply in this strategy,although over the entire aggregate planning period the planner will achieve a match.

4.What types of industries or situations are best suited to the chase strategy?The flexibility

strategy?The level strategy?

The chase strategy should be used when the cost of carrying inventory is very high and the costs to change levels of machine and labor capacity are low.Industries with these characteristics include aircraft and other high dollar products and producers of highly perishable products.

The flexibility strategy should be used when inventory carrying costs are relatively high,

machine capacity is relatively inexpensive,and the work force cannot be adjusted on short

notice.This strategy works in the automotive sector,durable goods,and consumer electronics.

The level strategy works well when inventory carrying and backlog costs are relatively low.

The consumer goods industry has a cost structure that lends itself well to the level strategy.

5.What are the major cost categories needed as inputs for aggregate planning?

The major cost categories needed as inputs for aggregate planning are production costs and inventory costs.Production costs include labor costs of regular and overtime,costs of

subcontracting production,costs of changing capacity by hiring or laying off workforce and increasing or reducing machine capacity.Inventory costs include the cost of having too much (storage costs per period)and too little(backorder or stockout costs).

6.How does the availability of subcontracting affect the aggregate planning problem?

Subcontracting provides another variable that the aggregate planner may manipulate to match supply with demand.A fortunate planner may be able to plan production using a chase strategy from a macro view with production segmented such that internal operations are run using a level strategy with a subcontractor absorbing the variability in demand.

7.If a company currently employs the chase strategy and the cost of training increases

dramatically,how might this change the company’s aggregate planning strategy?

As training costs increase,it becomes more expensive to vary the level of workforce,perhaps to the point of making a chase strategy cost-prohibitive.If a chase strategy is taken off the table, then the aggregate planner should familiarize himself with a level strategy,time flexibility

strategy,or some happy combination of the two.

8.How can aggregate planning be used in an environment of high demand uncertainty?

High demand uncertainty creates difficulties for the forecasting input to aggregate planning.

Based on experience(and Chapter7)any aggregate planner knows that an aggregate plan

developed for an18month planning period will be not be100%accurate and that the last few months in the plan may have gross errors in the demand forecast.As those months roll towards the present,the planner must update the plan.In an environment with high demand uncertainty, the planner must update plans regularly,communicate more frequently with suppliers and all others providing inputs to the plan,and recognize that plans several months into the future are little more than toner on paper.

CHAPTER NINE

Discussion Questions

1.What are some obstacles to creating a flexible workforce?What are the benefits?

A flexible workforce possesses the ability to learn new tasks or switch tasks without

significantly disrupting production,to expand(or contract)capacity via over or idle time,hiring and firing of seasonal workers,or subcontracting,and to work different schedules.

A number of factors influence a producer’s ability to realize a flexible workforce:restrictive

labor agreements and work rules,a tight labor market,the education level,culture,or

organizational culture of the work force,the complexity of the tasks,the proprietary nature of the production process,and restrictions imposed by other members of the supply chain.

A flexible workforce opens the supply chain up to a wider range of alternatives when trying to

match supply with demand.If subcontracting or temporary workers can be deployed,then a firm can function at a steady base rate and use the subs to buffer periods of high demand.

2.Discuss why subcontractors can often offer products and services to a company more cheaply

than if the company produced them themselves?

The subcontractor can offer services more cheaply for a number of reasons.

In many cases,the subcontractor is a specialist in the area and is more flexible,hence cheaper.

If a subcontractor is performing similar work for a number of clients,they can take advantage of the zero-sum nature of business competition.By aggregating orders from a number of clients, the subcontractor is able to satisfy peaks in demand from some of their clients because other standard clients will be experiencing valleys in demand.

If subcontracting occurs because a firm is at capacity,the subcontractor(that is not overcapacity) can handle the production more cheaply simply because is expensive to operate a system at excess capacity.

3.In what industries would you tend to see dual facility types(some facilities focusing on only

one type of product and others able to produce a wide variety)?In what industries would this be relatively rare?Why?

Any industry where a lucrative product requires both unique labor skills and production

facilities is a prime candidate for a dual facility operation.The healthcare industry is one

example of a dual facility type;many large hospital chains have focused operations for trauma, heart,ob/gyn,and other specialties.Other industries with dual facility types include the legal profession,hospitality,construction,and many others.Industries where dual facility types are rare include tobacco products,alcoholic beverages,sawmills,and chemicals.

The dividing point among these industries is the continuous flow nature of the non-dual

producers.If processing requirements dictate that the product stream must visit the same steps of a process in the same sequence,then the higher volume and low process flexibility

combination results in dedicated production facilities that simply can’t have a broad product range.

4.Discuss how you would set up a collaboration mechanism for the enterprises in a supply chain.

Collaboration mechanisms in a supply chain should begin with the initial partnering process as the supply chain is being established.All parties in the chain must be aligned and dedicated to the success of the entire chain.Trust and open communication are of primary importance;there should be a myriad of formal and informal communication channels open among all parties.If constancy of purpose is ever in question,each firm might devote some resources towards

equitable“chain incentives”such that behaviors that benefit the entire supply chain are

recognized and rewarded.The incentives,communication,and trust should be established at all levels of every chain https://www.doczj.com/doc/b5147026.html,pany leadership should provide for highly visible evidence of these activities on their level and among cross-business supply chain teams.

5.What are some product lines that use common parts across many products?What are the

advantages of doing this?

There are many producers,both manufacturing and service,that use common parts across many products.Some of these product lines include the food industry,construction,furniture,soap, plastics,perfumes,computer and office equipment,automotive,motorcycles,bicycles,airframe, and most back-office operations in the service industries.

The use of common parts(and services)lowers costs and enables producers to meet variability in demand.Part commonality absorbs variability in disaggregated demand from period to

period since the aggregated demand is inherently less variable.The common parts may be

produced or acquired at a more constant rate and stocked at a lower inventory level while

maintaining a higher customer service level.

6.Discuss how a company can get marketing and operations to work together with the common

goal of coordinating supply and demand to maximize profitability.

Marketing and operations often find themselves at cross purposes;as the authors note,

marketing often has incentives based on revenue,whereas operations has incentives based on cost.The cachet of new products,service guarantees,co-promotions,and other marketing

vehicles is quite often lost on members of the organization that must fulfill promises made by their friends in marketing.As with all collaborations,open communication is a must on a near-constant basis.Regular planning meetings must include full cross-functional participation and critical information must be shared as sales and operations occur.

7.How can a firm use pricing to change demand patterns?

A change in price,one of marketing’s Four P’s,will change demand assuming that there is

some elasticity in demand.A firm can shift demand from a popular product or time to a less-popular product or what is traditionally an off-peak demand period by lowering prices.A firm can collect data on the impact of price changes on demand and use the correlation as an input into supply chain aggregate planning.In the absence of such coordination,it is virtually

guaranteed that supply chain partners will face demand levels they had not anticipated and will be unable to satisfy.

The increase in demand results from a combination of a)market growth,b)stealing share,and c) forward buying.The first two increase demand for the product and the third robs sales from the future.

8.Why would a firm want to offer pricing promotions in its peak-demand periods?

If we assume that a pricing promotion serves to increase demand,then there are a couple of reasons a firm may offer pricing promotions during peak demand periods.Even at peak demand, the firm may have excess capacity and could meet this demand.The nature of the product and supply chain may be such that a promotion today results in an order that both the supply chain and customer recognize will be filled in the future,perhaps during an anticipated low demand period.If a firm produces a product that is at the end of its life cycle,there may be incentive to exhaust accumulated materials and labor skills that are dedicated to its production.Finally,a firm may be practicing a form of predatory pricing if it senses that a competitor,teetering on the brink of extinction,is starved for sales.

9.Why would a firm want to offer pricing promotions during it low-demand periods?

Pricing promotions during low-demand periods should serve to increase demand and sales.The increase in demand results from a combination of the following three factors:

Market growth–sales may be realized from customers that were not considering this product at the higher price.

Stealing share–sales may be realized from customers that were considering a competitors

product.

Forward buying–sales may be stolen from the future by customers that feel that price may rise in the future.

CHAPTER TEN

Discussion Questions

1.Consider a supermarket deciding on the size of its replenishment order from Proctor&Gamble.

What costs should it take into account when making this decision?

The main cost categories for the supermarket’s inventory policy are material costs,ordering costs,and holding costs.Material cost is the money paid to Proctor and Gamble for the goods themselves.Ordering costs,also called procurement costs,are incurred by requesting the goods from the supplier and are fixed in the sense that they do not vary with the size of the order.

Examples of such fixed costs are the labor required to place the order,handle the resultant

paperwork and the transportation fee to ship the order.The holding cost is the cost to carry one unit in inventory for a specified period of time,usually one year.This cost is variable and

includes the cost of capital and all of the costs associated with physically storing inventory–shrinkage,spoilage or obsolescence,insurance,the cost of capital,the cost of the warehouse space,etc.

2.Discuss how various costs for the supermarket change as it decreases the lot size ordered from

Proctor&Gamble.

市场营销学课后案例分析

市场营销学课后案例分析（郭国庆主 编） ?P20 假如你是时代瀚堂的营销经理，你将采取哪些营销策略使公司走出困境？ 时代瀚堂在营销方面有哪些优势和劣势 答案一；1.。。产品的价值更大和提供的需求更大，他就具有更加大的市场目的2.。。应用面大，具有更大的使用价值。 劣势1。。市场面积小，需求人数少。 2.。售后费用和售前费用基本平衡，利润少。 3.。无偿使用时间过长，增加成本。 答案二 1.。加大客户面积，不是只想在大专学院和图书馆，而应该也对个人使用（个人按次用费） 2.。。利用宣传手段，加大他的影响力。体现他的价值高度。 P48 西铁城光动能的健康的活动体现了企业的何种营销理念 企业在奉行社会营销观念的过程中会遇到那些难题以及会获得那些利益 答案一 1.社会营销观念，在争取利益的同时也主张保护环境。

2.注重牌品价值观念。绿色产品是非常赢得大家肯定的。 答案二1难题1.注重质量和价值，这样就需要更多的成本投入，企业利益下降。 2产品牌品价值风险更大，一单产品脱离绿色一词，产品出售减少，影响利益。 那些利益 1.客户对产品的满意度高，绿色产品是一种吸引人词。购买欲望就越大。市场面积就大。 2.绿色是一个无形的宣传手段，牌品价值就高了。市场就影响了。 3.产品绿色，客户使用感觉更安全，更实在。 P76徐斌在飞机研发的过程中遇到的外部环境因素有那些、？ 徐斌飞机假如要想走上市场会遇到那些机会和威胁 答案一 1.技术环境，徐斌缺少相关的知识，导致实验多次失败。 2.社会文化环境，父亲和妻子的反对，和朋友的不认可。 答案二机会1.市场=人口+购买力+购买欲望，飞机的生产成本少，卖价低。市场更大。 威胁1有关部门的反对，民航监管部门的不认可。

采购与供应链管理案例分析(含解题思路)

案例课本P120页为W公司的采购与供应商管理写一篇案例分析报告 1.前言包括案例的背景、主要问题、主要措施、建议方案与预期收益。 a．企业背景：企业所处行业，生产的产品或提供的服务，规模，地位等 b．案例分析的逻辑描述结构，用什么样的理论工具进行分析？解决什么样的问题？ W公司是一家生产某国际知名品牌饮料在国内合作的两大企业之一的合资企业。W公司在全国的市场中分到了几个省份的份额，并在这几个省中都投资建设了瓶装厂。W公司的产品是软饮料产品，分为碳酸饮料和非碳酸饮料，包括果汁、水、茶饮料等。 W公司在采购与供应链管理环节主要问题是： ①．销售量增长而利润不涨反跌。需要降低库存水平，降低成本。 ②．销售预测精度不能达到让人满意的程度。库存数据的准确性较差，可用性也较差。 需要提高预测精度，加强库存数据的分析和利用。 ③．采购成本逐年上涨，而产品销售价格却稳中有降。需要寻找合适的替代材料来降低 生产成本。 ④．供应商供货不稳定。需要重新评估供应商，满足生产供应。 ⑤．与重要的供应商之间产生了矛盾。需要与重要的供应商建立更为紧密的合作伙伴关 系。 ⑥．生产计划的变更使生产线的利用率降低。合理预估生产计划，减少生产线上品种更 换的频率。 ⑦．运输成本的上升。学习长途运输把市内配送服务业外包给第三方，控制车辆的线路 安排与制定装载计划，合理安排运输线路。 ⑧．绩效考核体系不健全，缺乏可比性。可以对8个厂进行标杆管理。 2.现状描述（要求描述精确） a．企业遇到的问题【流程问题、效益问题、采购人员问题（岗位设置、权限、绩效）、供应商问题（供应商选择、绩效、关系）、采购商业环境、信息化工具的应用等】b．结合具体的分析工具，需求对所使用的理论分析工具进行阐述。 具体的采购常用理论分析工具： 一．商业环境分析 A．宏观环境 PESTN模型政治，经济，社会文化，科学技术，自然环境B．中观环境 a 波特五力模型竞争激烈程度、行业产品生命周期、供应商讨价还价能力、 客户讨价还价能力、潜在进入者的威胁 b SCP范式市场结构—市场行为—市场绩效 C．微观环境 SWOT分析优势劣势机遇挑战 微观环境是指企业自身资源和能力，包括：企业的战略目标、市场营销能力、 筹资和投资能力、市场响应度、生产水平和提供服务能力等方面。直接影响采 购与供应链的运营，如企业的采购预算，配送能力，库存水平。

供应链管理案例分析[1]报告

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实训一供应链管理案例集讨论 一、案例分析 案例一：Wal-Mart把零售店商品的进货和库存管理的职能转移给供应方（生产厂家），由生产厂家对Wal-Mart的流通库存进行管理和控制。即VMI。Wal-Mart让供应方与之共同管理营运Wal-Mart的流通中心。在流通中心保管的商品所有权属于供应方。供应方对POS信息和ASN信息进行分析，把握商品的销售和Wal-Mart的库存方向。在此基础上，决定什么时间，把什么类型商品，以什么方式向什么店铺发货。发货的信息预先以ASN形式传送给Wal-Mart，以多频度小数量进行连续库存补充，即采用连续补充库存方式（Continuous Replenishment Program简称为CRP）。由于采用VMI和CRP，供应方不仅能减少本企业的库存，还能减少Wal-Mart的库存，实现整个供应链的库存水平最小化。另外，对Wal-Mart 来说，省去了商品进货的业务，节约了成本，同时能集中精力于销售活动。并且，事先能得知供应方的商品促销计划和商品生产计划，能够以较低的价格进货,提高客户响应时间，这些为Wal-Mart进行价格竞争提供了条件。 1、问题：试分析Wal-Mart采用的是哪种企业供应链管理方法，并说明它的作用。 答：快速反应法（QR）。Wal-Mart的实践显示，QR是一个零售商和生产家建立（战略）伙伴关系，利用EDI等信息技术，进行销售时点的信息交换以及订货补货等其他经营信息的交换，用多频度小数量配送方式连续补充商品，以实现缩短交纳周期，减少库存，提高顾客服务水平和企业竞争力为目的的供应链管理。 案例二 戴尔公司的供应链包括有两个有效环节：顾客订购和生产环节，原材料与零部件的获得环节。戴尔公司的销售模式为直销，不通过中间商或分销商来销售产品，而是直接面对顾客，它是通过生产而不是通过成品库来满足顾客的需求。因此，其生产环节便成为顾客订购环节中顾客定单完成过程中的重要组成部分。戴尔公司的生产哲学是“每单定制”，这种生产成功主要取决于终极仓库概念和先进的软件平台基础上的物流系统。戴尔公司每年的在制品周转次数大约为264次，而戴尔公司本身只保持不超过6天的库存。来自全球范围内的50~60家部件

市场营销案例分析题答案

五粮液 1.本案例中,主要症结在于五粮液进行了过度的品牌延伸，导致品牌资产严重透支。品牌资产是企业最宝贵的资产,品牌延伸是企业把现有知名品牌使用到新产品上的经营行为。五粮液在其成长过程中利用品牌延伸来拓展产品阵容,扩大经营范围。本以为“大树底下好乘凉”，期望子品牌借助知名品牌这棵大树得以成长壮大。然而,大树的遮天蔽日本领究竟有限。品牌的不当延伸会摧毁消费者对品牌核心概念的支持,当过度延伸时,品牌在消费者心中的印象会越来越模糊。一旦失去了原来的焦点会导致优势尽失。 2．五粮液本是高档酒的代名词,然而，其品牌已经无限延伸到了低档酒市场这是品牌延伸方式中的向下延伸。品牌延伸通常有三种方式：向上延伸、向下延伸和横向延伸。向上延伸可以提高品牌地位，改善品牌形象，但通常企业要花重金。而向下延伸费用低廉，操作简单,但可能会使消费者否定品牌原来的高档地位,进而损害企业的品牌形象。从长远来看,五粮液的这种无限向下的延伸必然导致其品牌贬值。当年大名鼎鼎的派克钢笔就是因为推出价格低廉的派克笔，结果不但没有抢占到中低档市场反而丢失了高档市场。 3.在品牌延伸战略中，各子品牌各自为政，具有各自不同的品牌识别,建议他们在同一市场上以各自的独特卖点展开竞争。在宝洁公司的麾下有众多的品牌,但每个品牌都独具特色,而成了世界名牌。同样是洗发水，飘柔以头发柔顺为诉求点；海飞丝倡导“头屑去无踪,秀发更出众”;潘婷宣传科学养发;而沙宣是专为亚洲人设计。同样，五粮液可借鉴宝洁的成功经验，以各子品牌独特的销售主张为宣传点,满足不同消费群的需求。 库尔斯 １、答：库尔斯啤酒在7０年代以兴旺发达的秘密是：第一,库尔斯啤酒是用纯净的落基山泉水酿制的,啤酒质量好,味道清淡适口；第二，该啤酒只有一家公司生 产，且主要销往美国人烟稀少的地区；第三,与来自那些知名的和不知名的人士对库尔斯啤酒的爱好。这时支配库尔斯公司经营的指导思想（即市场营销观念）是生产观念。 2、70年代以后,库尔斯啤酒从佼佼者地位跌落下来的原因是：面对变化不定和 具有扩张性的市场，长期采取观望的态度，没有根据消费者需求和爱好发生转移而相应调整产品,改变市场营销策略,只一味依赖原来单一的产品,错误地认为其啤酒 形象和魅力会长盛不衰。从而使大量顾客从库尔斯公司转向其他公司。这就是库尔斯啤酒衰退的主要原因。拯救库尔斯的啤酒的命运,就是要改变经营观念，根据消费者需求的多样性，调整产品结构，生产多口味的啤酒,来满足顾客的不同需求。 微软 1.微软失败的根本原因：

营销管理案例分析

市场营销案例分析 案例 1 安利在中国的两次转型 1、 安利在中国为什么要两次转变基本经营方式？ 答：① 公司不管法规要求如何，公司都有信心调整以达到法规要求； ②在特定市场，公司只有尊重国情，加以适应。公司不能害怕更多的变更和改变； ③两次转型也是为了占领中国市场，在中国市场获得更多的利润。 2、跨国公司进入新市场的策略，应该是适应本土为先还是坚持全球做法为先？ 答：应该适应本土的市场策略。因为营销环境包括任务环境和大环境；任务环境包括：产品生产过程、分销过程和促销过程的直接参与者，如公司、供 应商、分销商、经销商和目标顾客。原材料供应商和服务供应商都属于供应商。服务 供应商包括营销调研公司、广告公司、网站设计公司、银行和保险公司、交通和通信 公司等。除分销商和零售商外，还包括代理人、经纪人、制造商代表和其他协助寻找 顾客并对顾客进行销售的人； 大环境包括：六个方面：人文环境、经济环境、自然环境、技术环境、政治—法 律环境和社会—文化环境。这些环境包含多股力量，对任务环境的参与者具有重要的 影响，营销者必须紧密跟踪环境的发展趋势和变化，及时对自己的营销战略进行调整。 案例 2 香港"自由行"捕获市场机遇 1、香港“自由行”，香港政府主要抓住了哪两个关键点？ 答：要想抓住内地游客的商机，有两个关键点：首先要突破政策的“瓶颈”。香港特区政府向中央政府建议，希望允许内地居民以更方便的形式赴港旅游。“自由行”这一名称就反映了该计划的特点；其次，必须针对内地消费者进行直接市场推广，要让内地游客对来香港有足够强的兴趣。此前，香港旅游产品的推广，多数是针对旅行社进行的，需要转变推广的思路。而且，中国获准的境外游目的地正在全球日益增加，内地居民境外游的选择机会已越来越多，香港面临激烈的竞争。 2、 香港“自由行”采用了哪些市场策略？ 答：为成功开拓内地市场，香港旅游发展局实施了一系列推广香港的市场策略和整合营销传播 计划。瞄准最具旅游潜力的多个地区，深挖年轻白领、商务客群和家庭游客这三个潜力市场， 使香港成为他们的旅游目的地。强调香港多层面的吸引力，致力提升游客留港期间的旅游体验。 并鼓励他们再次来访。例如，大规模、全方位、多媒体的整合营销传播活动。“2006 精彩香港 旅游年“，以“时刻发现精彩香港”(Moment of "Discovery)为推广主题，推出了九集电视 专题片《星星细语香港情》，以及名人推介、杂志软文推广、图片巡回展、巡回路演、专车展 示、抽奖活动赢取免费香港游、香港购物节、美食之最在香港、香港亲子游、“自创路线，发现精彩香港”网络大赛等丰富多彩的活动。 案例 3 如家酒店 1 、如家成功的模式和要素是什么? 答： ①品牌定位：以建立酒店服务业的全国品牌为目标，如家酒店的定位是：干净，简洁，现代，经济，温馨。“一张舒服的床，热水，干净整洁的房间，温馨的环境，交通相对便利”。这 意味着既要有明显的价格竞争力，又要提供创新的顾客价值。如家被形象地称为“二星级 的价格，五星级的床”。为避免因雷同而陷入同质竞争，如家塑造了新的价值曲线。根据顾 客的实际需求，如家减弱或剔除了不必要的传统元素，如高档星级豪华的外表和公共空间， 无所不包的服务，从而为顾客节省了成本。同时，如家创造了新的顾客价值。把经济型酒 店从“临时住宿地”提升为“家的感觉”。很多人住酒店往往都睡不香，如家提出“洁净似 月，温馨如家”的经营理念，并在细节上为顾客营造家的温馨感觉。 ②客户信息：捕获顾客是酒店盈利的关键。如家充分利用和整合其原有的优势----携程网的 客户信息和销售网络，建立关联的商务顾客数据库，十分便捷地将其信息有效送至潜在的 目标顾客，由于其目标人群有 高度的相关重合，使如家得以迅速得到大量的新顾客。然后再靠如家的品牌价值留住顾客和发展顾客关系。 ③商业模式：如家的商业模式是：好的品牌定位—初步业绩—引入风险投资—业务扩张—更 好的业绩—获得更多资本—品牌更强。引入外部风险投资，实现快速铺网、互动滚动发展 是如家的发展战略。中国地理空间大，能否快速扩张布点是另一个关键。而这需要大量的 资本。 2、 如果你是如家的竞争者，如何与如家竞争? 答：作为锦江之星应着重抓好以下几点： 品牌定位：抓住共性特点，关注经济型酒店核心产品：舒适睡眠、沐浴感受、营养早餐和商务需求（如上网），同时要注重差异化：专业：定位于亚洲第一的酒店集团的经验。我们有 简约精致、品位高尚、凸显家居特征的现代经济型酒店。 客户信息获得：如家的成功是从携程成功转化了 3100 万会员，锦江之星一开始就注重会 员体系的打造，坚持以 158 元的会员价格打造会员体系，到现在已拥有 260 万会员，而且会 员的有效性，忠诚度都非常高。同时利用 IT 技术，进行会员客户关系管理。 商业模式：锦江之星本身来自母公司、上市公司拥有充足的资金储备，另外锦江之星也是 最早做特许服务的经济型酒店品牌。现在至少拥有 70%的加盟店。同时锦江之星发展采取购 买、自建、租赁和加盟相结合的发展方式。 财务模型在判断一个物业是否适合做酒店时主要关注：回收年限、总资产回报率、净资产 回报率和息税折摊前利润（EBITA）等关键指标衡量物业。 案例 4 香港廉政公署 1、 香港廉政公署是如何有效地实现"廉洁香港"这一目标的? 答：首先，ICAC 确立了诚实、公平和公正等社会价值观作为其营销目的。其次，他利用市场营销的基本原理对目标人群做了市场调研、分析。再次，ICAC 明确营销目标，一类是广泛的社会公众，另一类是特定目标团体。同时，ICAC 利用广告、短剧、新闻出版物等大众媒体进行传播。 2、 如何将营销的思想、方法和策略运用于非牟利性的事业或目标，从香港廉政公署这一个案中你得到的启发是什么? 答：举例：锦江之星《企业文化纲领》、《员工手册》、《管理者必修》的营销。三本企业文化宣传册：在锦江之星以

市场营销学案例市场营销案例分析作业

市场营销结课案例分析 班级： 姓名： 学号：

案例： 奥迪汽车征战中国大市场 奥迪轿车在中国市场上采取了“进口+本土”的产品策略，即奥迪A4、A6通过德国奥迪公司、德国大众公司与一汽集团的合资企业――长春一汽-大众汽车有限公司生产，而奥迪A8则采取进口，由奥迪中国公司负责。对于中国市场上奥迪系列产品，奥迪A6于1999年底下线、2000年正式上市，新款奥迪A6于2002年11月正式上市，奥迪A4于2003年4月上市，旗舰产品奥迪A8通过“进口”方式2003年7月登陆中国市场，奥迪公司完成了征战中国市场的产品布局。在世界高档豪华车市场上，宝马、奔驰都是奥迪最强劲的竞争对手，中国市场上亦是如此，也在积极运作中国市场。同时，凯迪拉克、沃尔沃(VOLVO)、丰田等品牌也在悄悄跟进，通过进口或在华寻找合作伙伴(如宝马与华晨合作)来争分高档车市场的“一杯羹”。就产品(线)竞争而言，奥迪A4产品级别与宝马3系列相当，奥迪A6与宝马5系列、奔驰S系列相当，A8与奔驰C系、宝马7系相当。那么，奥迪轿车如何成功博弈中国市场? “同一星球，同一奥迪，同一品质”，同德国大众公司一样，奥迪在全球有着统一的品牌准则。奥迪公司中国区总监狄安德对品牌有一个清晰的概念：“品牌是一个承诺，品牌是一种体验。品牌是在顾客心中形成的概念，包括产品开发、设计、生产、销售、市场和服务。”其实，这是奥迪轿车行销中国的“指南针”，更是品牌行销规则。 奥迪中国总部负责奥迪品牌形象传播事业，包括围绕品牌而开展的品牌塑造、品牌传播、公关企划等作业，这样保证一汽-大众的A4、A6与“进口”A8在品牌方面保持良好统一性，而产品广告一汽-大众负责，但共同拥有一个完善的整合营销传播计划，保持良好合作关系。 奥迪广告一直在“运动”着，通过“运动”适应不同市场形势，不同的市场阶段，与“品牌运动”相呼应。总体来看，奥迪广告有如下特征：广告传播主线化、广告传播周期化、广告诉求规律化、广告媒体整合化、版面大气化、发布时间集中化、版面选择科学化、广告投放广泛化、核心媒体策略、广告运动化。 如何才能让抽象、感性的品牌价值观在中国的目标消费者心里植根并领略奥迪完美品质?

市场营销学案例分析

市场营销学案例分析 ☆市场营销环境 案例1 传染性非典型肺炎冲击波 非典，对中国和世界人民来说，都是一场灾难，也是一场严峻的考验。面对这样的突发事件，诸多企业又是如何表现的呢？ 2003年2月11日，广州市政府组织新闻发布会通报了广东省疫情情况。与此同时，政府和专家给出了一些预防病毒感染的建议措施，在这些建议中勤洗手是关键的措施之一。莱曼赫斯公司立即对这一信息做出反应，迅速挖掘市场，在《广州日报》头版推出平面广告“预防流行性疾病，用威露士消毒药水”，随后又在《南方都市报》等媒体上连续推出通栏广告。 在迅速扩大了品牌知名度之后，威露士开始利用事件建立品牌美誉度。通过新闻媒介《南方都市报》向社会各界，包括学校、机关等人群密集地区无偿派送“威露士”消毒产品总计37吨，价值100万元。 结合事件中与企业相关的市场诉求点进行企业的产品宣传，同时又使得公司一贯秉承的“关心大众，无私奉献”的企业精神在这次事件营销中得到了很好的诠释。莱曼赫斯公司在这种突发事件中展现了企业深厚的营销功力。事实上，威露士品牌形象得到了迅速提升，在许多消费者心中确立了消毒水第一品牌的位置。 江苏恒顺：快速的醋 非典期间，政府和专家给出了一些预防病毒感染的建议措施，在这些建议中包括：可用食用醋熏蒸消毒空气。随即，抢购白醋进入高潮。 2月11日下午4时止，江苏镇江恒顺醋业向广州等地区发货量已达千吨以上，收到货款上百万元。到14日，其累积发货量已达10多万箱。而与此同时，赫赫有名的山西老陈醋的发货量只有2万箱。在非典型肺炎这样的突发事件面前，恒顺醋业显示了其快速反应的优势。这种优势的取得一方面与其销售网络直接相关，另一方面也离不开其生产及运作上的快速反应能力，大批量的食醋在极短的时间内生产出来并及时运达广东。 迎接“后非典时期”新机遇 到2003年6月初，在中央政府和全国各界共同努力下，“非典”疫情得到有效控制，企业界逐渐把认识外部环境变化、寻求挽回损失、继续发展重新提到首要议事日程。 不可否认，“非典”给中国经济带来了较为广泛的影响，但不可能从根本上改变中国的增长模式，中国经济增长的基本面因素依然强劲。因此，如果把危机解读为“危险中的机会”，则“非典”事件可能是一次行业重新洗牌的机会。“后非典时期”的市场机遇将进一步考验企业的营销智慧。