供应链管理培训汇总篇-英文版(17个ppt)

格式：ppt
大小：363.50 KB
文档页数：12

下载文档原格式

2020年最新供应链管理培训汇总篇-英文版

$
Variable Expenses
Lot Quantity Costs
Transportation Costs
Inventory Carrying
Costs
- Sales increase due to better customer service
-- Lower cost due to new or more --- eLfofiwcieernct omsat nouf fpaucrtcuhriansged materials facilities
Creating Value That Customers Can See
Understanding customer needs in a well-defined market
Superior quality in areas that matter to
customers
Effective design and quality control
20
Below parity
<98
40
路漫漫其悠远
Source: PIMS Database.
Calculating CVA
THE VALUE QUESTION
– Considering the products and services that you purchased. How would you rate them as being worth what you paid for them? Perceived Value of Company’s Offer
Source: Douglas M. Lambert and Renan Burduroglu, "Measuring and Selling the Value of Logistics," The International Journal of Logistics Management, Vol.11, No.1 (2000), p.12.

供应链管理培训汇总篇-英文版(17个ppt)5

Major Participants in an International 13-4 Logistics Transaction
Domestic bank
Domestic government
agencies
Product movement
Information flow
McGraw-Hill/Irwin
6) Export cars containing U.S.-made and German parts to Australia; provide proof of export to U.S. Customs.
McGraw-ed from Lisa H. Harrington, “How to Take Advantage of Duty DraCwobpacykr,i”ghTtra©ffi2c0M01anbaygTemheenMt 2c8G,rnaow. 6-H(JiullnCe o1m98p9a),npie. s1,2I1nAc.. All rights reserved.
of entry
Foreign inland transportation
carrier
Foreign buyer
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
How Duty Drawbacks Work 13-5
Bill of lading
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.

供应链管理详细资料(英文版)(ppt 47页)

• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum

供应链管理基本知识解读(英文版)(ppt 17页)

Types of Business Process Links 2-7
• Managed Process Links • Monitored Process Links • Not-Managed Process Links • Nonmember Process Links
McGraw-Hill/Irwin
Supply chain business processes
Supply chain management components
Supply chain network structure
3. What level of integration and management should be applied or each process link?
Tier 3 to n customers Consumers / End-Customers
Supply Chain Network Structure 2-5
Tier 3 to Initial
suppliers
Ti
Tier 1 Customers
Tier 2 Customers
1 2
n
1
n
1 2 3
n
1
n
Focal Company
1
2
1
1
n
1
2
2
n
3
n
1
2
n n
Members of the Focal Company’s Supply Chain
Tier 3 to Consumers/ End-Customers
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.

供应链管理英文课件 (17)

14-2
The Role of Transportation in a Supply Chain
• Movement of product from one location to • • • •
another Products rarely produced and consumed in the same location Significant cost component Shipper requires the movement of the product Carrier moves or transports the product
14-15
Direct Shipment Network to Single Destination
Figure 14-2
1with Milk Runs
Figure 14-3
14-17
All Shipments via Intermediate Distribution Center with Storage
Transportation in a Supply Chain
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall. 1-1
Learning Objectives
1. Understand the role of transportation in a supply chain 2. Evaluate the strengths and weaknesses of different modes of transportation 3. Discuss the role of infrastructure and policies in transportation 4. Identify the relative strengths and weaknesses of various transportation network design options 5. Identify trade-offs that shippers need to consider when designing a transportation network

供应链管理培训汇总篇-英文版

11. Given our objectives, structures, and our assessment of the market environment, how do we develop effective operational logistics plans? Specifically, what transportation, inventory, packaging, warehousing, and customer service strategies do we have for each target market?
3) After approving buyer’s credit line, buyer’s bank notifies seller’s bank that it has issued L/C.
4) Seller’s bank either adds confirmation (guarantees payment to seller) or simply advises seller that L/C has been issued.
路漫漫其悠远
Factors that Determine the 14-9 a Attractiveness of Individual Markets
in Eastern Europe
• Degree of country indebtedness. • Development of the banking system. • Level of productivity of industries and
adjustments
路漫漫其悠远
How a Letter of Credit Works 14-5

供应商管理培训资料(英文版)PPT(24张)

1998 CLM DEFINITION OF LOGISTICS
….is that part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from the point-oforigin to the point-of-consumption in order to meet customers' requirements.
SUPPLY CHAIN MANAGEMENT:
Figure 1
Logistics Purchasing Production R&D
Customer
Marketing & Sales Finance
PRODUCT FLOW
Supply Chain Business Processes
CUSTOMER RELATIONSHIP MANAGEMENT CUSTOMER SERVICE MANAGEMENT DEMAND MANAGEMENT ORDER FULFILLMENT MANUFACTURING FLOW MANAGEMENT PROCUREMENT PRODUCT DEVELOPMENT AND COMMERCIALIZATION RETURNS
LOGISTICS MANAGEMENT DEFINED
….the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point-of-origin to the point-of-consumption in order to meet customers' requirements.

供应链管理培训汇编篇英文版9

CHAPTER17
MeasuringandSellingt heValueofLogistics
Options for Measuring Value
1. Customer satisfaction 2. Customer value-added (CVA) 3. Total cost analysis 4. Profitability analysis (includes
Questions Attributes Delivering Material When You Wanted It Having the Necessary Info on All Shipping Documentation Having the Correct Materials Delivered Relative to What You Ordered
Source:Bradley T. Gale, Managing Customer Value (New York: The Free Press, 1994), p. 19.
Customer Value Added
Provide products and services to customers that are a better value than those they could purchase from competitive companies in similar markets
25
Parity
98-102
20
Below parity
<98
40
Source: PIMS Database.
Calculating CVA
THE VALUE QUESTION

供应链管理培训汇总篇-英文版(17个ppt)16

Cost trade-offs to Be Considered 12-3 by the Purchasing Executive
Cost savings associated with volume buying*
Inventory carrying
costs
* The savings associated with volume buying include: Lower per-unit purchasing prices Lower transportation costs Lower warehouse handling costs Lower order-processing costs Lower production lot quantity costs Lower stockout costs
control • Efficiency • Vendor quality and
delivery
• Material flow control • Regulatory, societal, and
environmental measures • Procurement planning
and research • Competition • Inventory • Transportation
供应链管理培训汇总篇-英文版(17个
ppt)16
Four Buying Situations
12-2
• Routine order • Procedural problem • Performance problem • Political problem
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.

乔普拉《供应链管理(第7版英文版)》教学课件CH17

• Audit and support suppliers – Supplier collaboration and capability building strongly associated with social and environmental responsibility performance improvement and lower operating costs – Benefits accrue to all customers of the supplier
• Every company and supply chain faces the challenge of the tragedy of the commons as it operates in a global environment
• Difficult to imagine a sustainable solution emerging without some intervention
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Key Pillars of Corporate Social Responsibility
• Measuring performance along all three pillars may be required to evaluate the impact of sustainability-related efforts – Environmental – Social – Governance
As supply chains have globalized and emerging countries have grown, it has become increasingly clear that the world’s resources and environment will not be able to support this growth unless supply chains become more sustainable. Besides the need to make the world more sustainable, an increased focus on sustainability can allow supply chains to reduce risk, become more efficient, and attract some customers who value these efforts.

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

•Suppliers •Intermediate customers •Final customers
Integrated effort
•Product •Price •Promotion •Place (distribution)
McGraw-Hill/Irwin
Company profit
•Maximize long-term profitability •Lowest total costs given an acceptable level of customer service
McGraw-Hill/Irwin
Product
Order processing and information
costs
Place/customer service levels
Transportation costs
Order processing and information
costs
Warehousing costs
outsourcing • Green marketing and reverse logistics
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Plant & warehouse site selection Procurement Packaging
Proprietary asset
Reverse logistics
Traffic and transportation Warehousing and storage
Copyright © 2001 by The McGraw-Hill Companies, Inc.
Information resources
McGraw-Hill/Irwin
Customer service Demand forecasting Inventory management Logistics communications Material handling Order processing Parts and service support
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Key Logistics Activities
1-8
• Customer service • Demand forecasting • Inventory
• Accounting for logistics costs • Logistics as a boundary-spanning activity • Global logistics • Increasing skill requirements • Logistics information systems • Strategic alliances, partnerships, and
JAMES R.
STOCK

DOUGLAS M.
LAMBERT
1-1
STRATEGIC LOGISTICS MANAGEMENT
FOURTH EDITION
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Components of Logistics Management
Management actions
Planning Implem
Outputs of logistics
Competitive advantage
Logistics management
Human resources
All rights reserved.
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Marketing/Logistics
1-5
Management Concept
Customer satisfaction
$
+
Fixed expenses
$
Inventory
$
+
Current assets
+
Accounts
Total assets
Net sales
$
Total assets $
receivable
$
+
+
Fixed assets Other current
$
assets
$
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
• Procurement • Reverse logistics • Traffic and
transportation • Warehousing and
storage
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Sales 1-10
$
Return on net worth
Financial Return on leverage assets
=
x
%
Net profit = Total assets x Net profit
Net worth Net worth Total assets
McGraw-Hill/Irwin
Future Challenges and Areas for 11-1-11a Performance Improvement
• Supply Chain Management • Strategic Planning • Total Quality Management • Just-in-Time • Quick Response • Efficient Consumer Response • Logistics as a Competitive Weapon
Flow through the Supply Chain 1-9
Supplier Carrier
Distribution center
Carrier
Carrier Supplier
Carrier
Manufacturing site
Customer Customer Customer Customer
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Relationship of Logistics
1-7
Activities to Logistics Costs
• Customer service levels • Transportation costs • Warehousing costs • Order processing/information systems costs • Lot quantity costs • Inventory carrying costs
Net profit margin
%
Net profit
$
+
Sales
Gross margin
$
-
Total expenses
-
Cost of goods sold
$
Variable expenses
$
Net profit Net sales
x Asset turnover
$
Sales
$
$
-
Income taxes
Suppliers
Raw In-process materials inventory
Finished goods
Time and Customers place utility
Efficient
Financial
movement
resources
Logistics activities
to customer
management • Logistics
communications • Material handling • Order processing • Packaging
• Parts and service support
• Plant and warehouse site selection
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Cost Trade-offs in Marketing 1-6 and Logistics
MARKETING
LOGISTICS
Price
Inventory carrying costs Lot quantity costs
Carrier Supplier
McGraw-Hill/Irwin
Carrier Distribution
center
Customer Customer
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.