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三福供应链管理的分析（二）【引言概述】三福供应链管理是一种重要的运营策略，它通过有效的物流和信息流管理来实现企业的高效生产和运作。
在本文中，我们将进一步分析三福供应链管理的关键要素以及其对企业绩效的影响。
【正文】1. 供应商管理- 确立供应商选择标准：包括供应商的质量、服务水平、价格和可靠性等方面。
- 建立供应商评估体系：评估供应商的绩效并与其保持密切的沟通和合作关系。
- 优化供应链网络：确定合理的供应商数量和位置，以降低成本和提高灵活性。
2. 物流管理- 优化运输模式：选择最佳的运输方式，如海、陆、空运输等，以减少运输时间和成本。
- 仓储管理：实施现代化的仓储系统，提高仓储效率和货物的可追踪性。
- 库存管理：通过准确的需求预测和及时的补充，实现库存水平的最优化。
3. 信息流管理- 数据集成和共享：建立信息系统和数据库，确保供应链上下游的信息共享。
- 预测和需求管理：利用先进的技术和工具，实现准确的需求预测和合理的库存管理。
- 供应链可见性：通过实时数据监控和报告，提高供应链的响应能力和灵活性。
4. 业务流程改进- 流程优化：对供应链流程进行全面评估和改进，以提高效率和降低成本。
- 管理和监控：建立有效的绩效评估和监控体系，及时发现问题并采取相应的措施。
- 持续改进：通过持续的过程改进和创新，保持供应链的竞争优势和灵活性。
5. 供应链风险管理- 风险评估和规避：对供应链中的潜在风险进行评估，并采取适当的措施进行规避或减轻。
- 多来源供应：建立多供应商网络，以降低单一供应商的风险，并确保供应的持续性。
- 应急计划：制定应对紧急情况的应急计划，并定期进行演练和评估。
【总结】三福供应链管理是一个复杂而重要的领域，涉及多个方面的管理措施和策略。
通过供应商管理、物流管理、信息流管理、业务流程改进和供应链风险管理等方面的努力，企业可以改善供应链的效率和效益，从而提升竞争力和盈利能力。
然而，供应链管理是一个不断发展和改进的过程，企业需要不断学习和适应市场变化，以实现持续的提升和创新。
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戴尔供应链管理（二）引言概述：本文将对戴尔供应链管理进行深入分析和探讨。
戴尔公司是全球知名的计算机科技公司，供应链管理在戴尔公司的运营中起着重要的作用。
本文将从五个方面对戴尔供应链管理进行剖析，包括供应商选择与管理、库存管理、物流管理、信息流管理和风险管理。
正文：1. 供应商选择与管理1.1 基于质量和成本的供应商选择1.2 合理分工与风险分散1.3 供应商评估与监控1.4 合作伙伴关系发展1.5 灵活性与创新性的供应商管理2. 库存管理2.1 客户需求预测与订单管理2.2 JIT（Just-In-Time）库存管理2.3 仓库布局与优化2.4 库存周转率与库存成本控制2.5 库存可见性与协同管理3. 物流管理3.1 运输方式与运输网络设计3.2 运输成本与效率优化3.3 路线规划与调度3.4 运输跟踪与可视化3.5 物流外包与合作4. 信息流管理4.1 信息系统与技术支持4.2 数据分析与决策支持4.3 在线销售与客户关系管理4.4 供应链信息共享与协同4.5 数据安全与隐私保护5. 风险管理5.1 供应链风险评估与防范5.2 风险溢价与保险5.3 多元化供应商与地理分布5.4 应急计划与业务连续性5.5 合规性与可持续发展总结：戴尔公司的供应链管理在供应商选择与管理、库存管理、物流管理、信息流管理以及风险管理方面都展现了很高的水平。
通过合理的供应商选择与管理，戴尔能够在质量和成本之间取得平衡。
库存管理采用了JIT的理念，实现了高周转率和低库存成本。
物流管理通过合理设计运输网络和优化运输成本，提高了物流效率。
信息流管理通过信息系统和数据分析等手段为决策提供了重要支持。
风险管理方面，戴尔采取了多重措施来防范供应链风险并保证业务连续性。
戴尔公司的成功经验为其他企业在供应链管理领域提供了有益的借鉴。
Chapter 2Supply Chain Performance: Achieving Strategic Fit and Scope True/False1. 一个公司的竞争战略是通过该公司的产品和服务满足的客户需求组合来界定的。
T2. 价值链强调的是公司各个职能战略间的紧密关系。
T3. 一个公司的产品开发战略通过该公司的产品和服务满足的客户需求组合来界定的。
F4. 一个公司的产品开发战略拟定了公司将要开发的新产品组合。
T5. 一个公司的供应链战略详述市场是如何进行市场细分的，产品如何定位、定价、和促销 F6. 一个公司的供应链战略关注的是原材料的采购、物料的运输、产品制造和配送。
T7. 供应链的响应程度应符合所隐含的不确定性。
T8. 供应链的响应程度不需适应所隐含的不确定性。
F9.为了实现完整的战略匹配，公司必须确保在价值链中的所有职能战略一致并支持竞争战略。
T10. 为了实现完整的战略匹配，公司必须确保在价值链中的所有职能有各种战略支持职能目标。
F11. 如果公司要继续达到战略匹配，由于需求与供给发生了转变，供应链战略必需随产品生命周期而改变。
T12. 假如公司要继续达到战略匹配的话，供应链战略必须建立在产品生命周期的开始，而且不能改变。
F13. 为了保持战略的匹配，供应链策略必须随着产品的生命周期调整，随竞争环境变化调整。
T14. 公司间围的战略匹配是必要的，因为竞争发生中供应链与供应链之间，而不是公司与公司之间。
T15. 公司间围的战略匹配是不必要的，因为竞争发生中供应链与供应链之间，而不是公司与公司之间。
F16. ？？？？公司间的围战略匹配要求公司评估整个供应链中每一个动作。
T17. 设计和管理供应链流程和成功的供应链密切相关。
TMultiple Choice1. 一个公司的竞争战略 Aa. 通过该公司的产品和服务满足的客户需求组合来界定的b. 拟定了公司将要开发的新产品组合c. 详述市场是如何进行市场细分的，产品如何定位、定价、和促销d. 关注原材料的采购、物料的运输、产品制造和配送e. 确定它会如何获得和维持适当的技能和能力,以满足客户的需求2. 一个公司的产品开发战略 Ba. 通过该公司的产品和服务满足的客户需求组合来界定的b. 拟定了公司将要开发的新产品组合c. 详述市场是如何进行市场细分的，产品如何定位、定价、和促销d. 关注原材料的采购、物料的运输、产品制造和配送e. 确定它会如何获得和维持适当的技能和能力,以满足客户的需求3. 一个公司的营销战略 Ca. 通过该公司的产品和服务满足的客户需求组合来界定的b. 拟定了公司将要开发的新产品组合c. 详述市场是如何进行市场细分的，产品如何定位、定价、和促销d. 关注原材料的采购、物料的运输、产品制造和配送e. 确定它会如何获得和维持适当的技能和能力,以满足客户的需求4. 一个公司的供应链战略 Da. 通过该公司的产品和服务满足的客户需求组合来界定的b. 拟定了公司将要开发的新产品组合c. 详述市场是如何进行市场细分的，产品如何定位、定价、和促销d. 关注原材料的采购、物料的运输、产品制造和配送e. 确定它会如何获得和维持适当的技能和能力,以满足客户的需求5. 下列哪个决定了原材料的采购，物料的运进运出，产品的制造或提供服务的运作，产品的配送，后续的服务等等活动的本质。
丰田汽车的供应链管理供应链（二）引言：供应链管理是丰田汽车公司成功的重要因素之一。
本文将通过概述丰田汽车供应链管理的关键要素和策略来探讨其供应链管理的优势和实践经验。
概述：丰田汽车公司一直致力于构建高效、灵活和可持续的供应链管理系统。
其供应链管理包括供应商选择、供应商关系管理、物流管理、库存管理和供应链协同等方面。
通过优化供应链管理，丰田汽车公司能够提高生产效率、降低成本、提升产品质量和满足客户需求。
正文：一、供应商选择1. 质量管理标准：丰田汽车公司与供应商建立长期合作伙伴关系，需要供应商满足一定的质量管理标准，如TS16949认证。
2. 成本效益分析：丰田汽车公司需要评估供应商的成本效益，包括产品价格、运输成本和零件质量对生产效率的影响。
3. 供应商稳定性：丰田汽车公司倾向于选择稳定和可靠的供应商，以确保供应链的稳定性和产品的持续供应。
二、供应商关系管理1. 沟通与合作：丰田汽车公司与供应商建立密切的沟通与合作关系，共同解决供应链问题和改进流程。
2. 供应链透明度：丰田汽车公司要求供应商提供透明的供应链信息，包括交货时间、库存状况以及订单进展等，以便进行及时的调整和决策。
3. 供应商培训：丰田汽车公司通过供应商培训和持续改进计划，帮助供应商提高质量、降低成本并提高交货准确率。
三、物流管理1. 仓储与运输优化：丰田汽车公司通过优化仓储和运输流程，减少库存成本和交货时间，提高供应链的效率。
2. 借助信息技术：丰田汽车公司借助信息技术，如供应链管理系统（SCM），实现对物流过程进行实时监控和管理，提高物流的可视化和协同性。
3. 资源优化：丰田汽车公司通过资源的合理配置，减少运输和仓储的浪费，降低成本和环境影响。
四、库存管理1. JIT生产模式：丰田汽车公司采用“Just-In-Time”（JIT）生产模式，以避免过多的库存和降低库存成本。
2. 库存风险评估：丰田汽车公司定期评估库存风险，以确保库存的合理规划和控制，减少库存损失和过剩。
Supply Chain Management, 5e (Chopra/Meindl)Chapter 2 Supply Chain Performance: Achieving Strategic Fit and Scope2.1 True/False Questions1) A company's competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Analytic Skills2) The value chain emphasizes the close relationship between all the functional strategies withina company.Answer: TRUEDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies3) A company's product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: FALSEDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies4) A company's product development strategy specifies the portfolio of new products that it will try to develop.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies5) A company's supply chain strategy determines the nature of procurement and transportation of materials as well as the manufacture and distribution of the product.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies6) The degree of supply chain responsiveness should be consistent with the implied uncertainty. Answer: TRUEDiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills7) The degree of supply chain responsiveness does not need to be consistent with the implied uncertainty.Answer: FALSEDiff: 2Topic: 2.2 Achieving Strategic Fit8) To achieve complete strategic fit, a firm must ensure that all functions in the value chain have consistent strategies that support the competitive strategy.Answer: TRUEDiff: 2Topic: 2.2 Achieving Strategic Fit9) To achieve complete strategic fit, a firm must ensure that all functions in the value chain have diverse strategies that support functional goals.Answer: FALSEDiff: 2Topic: 2.2 Achieving Strategic Fit10) Because demand and supply characteristics change, the supply chain strategy must change over the product life cycle if a company is to continue achieving strategic fit.Answer: TRUEDiff: 1Topic: 2.2 Achieving Strategic Fit11) To retain strategic fit, supply chain strategy must be adjusted over the life cycle of a product and as the competitive landscape changes.Answer: TRUEDiff: 2Topic: 2.2 Achieving Strategic Fit12) The intercompany scope of strategic fit is no longer relevant today because the competitive playing field has shifted from company versus company to supply chain versus supply chain. Answer: FALSEDiff: 1Topic: 2.2 Achieving Strategic Fit13) A company will fail if there is a lack of strategic fit or because its overall supply chain design, processes, and resources do not provide the capabilities to support the maximum strategic fit.Answer: FALSEDiff: 3Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills14) The following situation would likely work well. A situation in which marketing is publicizing a company's ability to provide a large variety of products very quickly; simultaneously, distribution is targeting the lowest cost means of transportation.Answer: FALSEDiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Reflective Thinking Skills15) Supply chain strategy specifies what the operations, distribution, and service functions, whether performed in-house or outsourced, should do particularly well.Answer: TRUEDiff: 1Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Analytic Skills2.2 Multiple Choice Questions1) A company's competitive strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: ADiff: 2Topic: 2.1 Competitive and Supply Chain StrategiesAACSB: Reflective Thinking Skills2) A company's product development strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: BDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies3) A company's marketing and sales strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: CDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies4) A company's supply chain strategyA) defines the set of customer needs that it seeks to satisfy through its products and services.B) specifies the portfolio of new products that it will try to develop.C) specifies how the market will be segmented and how the product will be positioned, priced, and promoted.D) determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.E) determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: DDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies5) Which of the following determines the nature of procurement of raw materials, transportation of materials to and from the company, manufacture of the product or operation to provide the service, and distribution of the product to the customer along with follow-up service?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) none of the aboveAnswer: DDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies6) Which of the following defines the set of customer needs that a company seeks to satisfy through its products and services?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) none of the aboveAnswer: ADiff: 2Topic: 2.1 Competitive and Supply Chain Strategies7) Which of the following specifies the portfolio of new products that a company will try to develop?A) Competitive strategyB) Product development strategyC) Marketing and sales strategyD) Supply chain strategyE) all of the aboveAnswer: BDiff: 1Topic: 2.1 Competitive and Supply Chain Strategies8) A supply chain strategy involves decisions regardingA) inventory.B) transportation.C) operating facilities.D) information flows.E) all of the aboveAnswer: EDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies9) A supply chain strategy involves decisions regarding all of the following exceptA) inventory.B) transportation.C) new product development.D) operating facilities.E) information flows.Answer: CDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies10) Which of the following is not a key to the success or failure of a company?A) The competitive strategy and all functional strategies must fit together to form a coordinated overall strategy.B) The competitive strategy and all functional strategies operate independently of each other.C) The different functions in a company must appropriately structure their processes and resources to be able to execute strategies successfully.D) Each functional strategy must support other functional strategies and help a firm reach its competitive strategy goal.E) All of the above are keys to success.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit11) Which of the following are basic steps to achieving strategic fit?A) Understanding the customer and supply uncertainty.B) Understanding the supply chain capabilities.C) Achieving strategic fit.D) All of the above are basic steps to achieving strategic fit.E) None of the above are a basic step to achieving strategic fit.Answer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills12) The uncertainty of customer demand for a product is theA) rate of strategic uncertainty.B) demand uncertainty.C) implied demand uncertainty.D) average forecast error.E) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills13) The uncertainty that exists due to the portion of demand that the supply chain is required to meet is theA) rate of strategic uncertainty.B) demand uncertainty.C) implied demand uncertainty.D) average forecast error.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills14) Which of the following customer needs will cause implied uncertainty of demand to decrease?A) Range of quantity required increasesB) Lead time decreasesC) Variety of products required increasesD) Required service level increasesE) none of the aboveAnswer: EDiff: 2Topic: 2.2 Achieving Strategic Fit15) Which of the following customer needs will cause implied uncertainty of demand to increase?A) Product marginB) Lead time decreasesC) Average stockout rateD) Average forced season end markdownE) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills16) Which of the following is not a characteristic of customer demand correlated with implied uncertainty?A) Product marginB) Unpredictable and low yieldsC) Average stockout rateD) Average forced season end markdownE) None of the above are correlated with implied uncertainty.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit17) Which of the following is not a supply chain capability that will impact supply uncertainty?A) Evolving production processB) Inflexible supply capacityC) Limited supply capacityD) Product marginE) Unpredictable and low yieldsAnswer: DDiff: 2Topic: 2.2 Achieving Strategic Fit18) The first step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness.E) none of the aboveAnswer: BDiff: 3Topic: 2.2 Achieving Strategic Fit19) The second step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) ensure that all functional strategies within the supply chain support the supply chain's level of responsiveness.E) none of the aboveAnswer: ADiff: 3Topic: 2.2 Achieving Strategic Fit20) The final step in achieving strategic fit between competitive and supply chain strategies is toA) understand the supply chain and map it on the responsiveness spectrum.B) understand customers and supply chain uncertainty.C) match supply chain responsiveness with the implied uncertainty of demand.D) combine customer and supply chain uncertainty and map it on the implied uncertainty spectrum.E) all of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills21) Supply chain responsiveness includes the ability to do which of the following?A) Handle supply uncertaintyB) Understand customers and supply chain uncertaintyC) Match supply chain responsiveness with the implied uncertainty of demandD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) none of the aboveAnswer: ADiff: 2Topic: 2.2 Achieving Strategic Fit22) Supply chain responsiveness includes the ability to do which of the following?A) Understand customers and supply chainB) Meet a very high service levelC) Match supply chain responsiveness with the implied uncertainty of demandD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) none of the aboveAnswer: BDiff: 2Topic: 2.2 Achieving Strategic Fit23) Supply chain responsiveness includes the ability to do which of the following?A) Understand customers and supply chainB) Match supply chain responsiveness with the implied uncertainty of demandC) Meet short lead timesD) Ensure that all functional strategies within the supply chain support the supply chain's level of responsivenessE) all of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit24) The cost of making and delivering a product to the customer is referred to asA) supply chain responsiveness.B) supply chain efficiency.C) cost-responsiveness efficient frontier.D) implied uncertainty.E) none of the aboveAnswer: BDiff: 1Topic: 2.2 Achieving Strategic Fit25) The curve that shows the lowest possible cost for a given level of responsiveness is referred to as theA) supply chain responsiveness curve.B) supply chain efficiency curve.C) cost-responsiveness efficient frontier.D) responsiveness spectrum.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit26) A firm that is not on the cost-responsiveness efficient frontier can improveA) both responsiveness and cost performance.B) only responsiveness.C) only cost performance.D) responsiveness, but not cost performance.E) neither responsiveness nor cost performance.Answer: ADiff: 1Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills27) A graph with two axes with implied uncertainty along the horizontal axis and responsiveness along the vertical axis is referred to as theA) implied uncertainty spectrum.B) responsiveness spectrum.C) uncertainty/responsiveness map.D) zone of strategic fit.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit28) The relationship where increasing implied uncertainty from customers and supply sources is best served by increasing responsiveness from the supply chain is known as theA) implied uncertainty spectrum.B) responsiveness spectrum.C) uncertainty/responsiveness map.D) zone of strategic fit.E) none of the aboveAnswer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills29) The drive for strategic fit should come fromA) the supply chain manager.B) the strategic planning department.C) the highest levels of the organization, such as the CEO.D) middle management.E) sales and marketing.Answer: CDiff: 3Topic: 2.2 Achieving Strategic Fit30) The important points to remember about achieving strategic fit areA) there is one best supply chain strategy for all competitive strategies.B) there is no right supply chain strategy independent of the competitive strategy.C) there is a right supply chain strategy for a given competitive strategy.D) all of the aboveE) B and C onlyAnswer: EDiff: 3Topic: 2.2 Achieving Strategic Fit31) The preferable supply chain strategy for a firm that sells multiple products and serves customer segments with very different needs is toA) set up independent supply chains for each different product or customer segment.B) set up a supply chain that meets the needs of the highest volume product or customer segment.C) tailor the supply chain to best meet the needs of each product's demand.D) set up a supply chain that meets the needs of the customer segment with the highest implied uncertainty.E) set up a supply chain that meets the needs of product with the highest implied uncertainty. Answer: CDiff: 3Topic: 2.2 Achieving Strategic Fit32) Which of the following would not be a demand and supply characteristic toward the beginning stages of a product's life cycle?A) Demand is very uncertain and supply may be unpredictable.B) Demand has become more certain and supply is predictable.C) Margins are often high and time is crucial to gaining sales.D) Product availability is crucial to capturing the market.E) Cost is often of secondary consideration.Answer: BDiff: 2Topic: 2.2 Achieving Strategic Fit33) Which of the following would be a demand and supply characteristic toward the beginning stages of a product's life cycle?A) Demand has become more certain and supply is predictable.B) Margins are lower due to an increase in competitive pressure.C) Product availability is crucial to capturing the market.D) Price becomes a significant factor in customer choice.E) none of the aboveAnswer: CDiff: 2Topic: 2.2 Achieving Strategic Fit34) Which of the following would not be a demand and supply characteristic in the later stages of a product's life cycle?A) Demand has become more certain and supply is predictable.B) Margins are lower due to an increase in competitive pressure.C) Product availability is crucial to capturing the market.D) Price becomes a significant factor in customer choice.E) All of the above are characteristics of the later stages.Answer: CDiff: 2Topic: 2.2 Achieving Strategic Fit35) The functions and stages that devise an integrated strategy with a shared objective are referred to asA) competitive strategy.B) supply chain strategy.C) scope of strategic fit.D) scope of marketing strategy.E) scope of product development strategy.Answer: CDiff: 2Topic: 2.3 Expanding Strategic Scope36) The value chain consists of direct and indirect activities. Which of the following is an indirect activity for an enterprise?A) MarketingB) DistributionC) Human ResourcesD) ServiceAnswer: CDiff: 3Topic: 2.1 Competitive and Supply Chain Strategies37) A ________ strategy specifies the portfolio of new products that a company will try to develop.A) Product DevelopmentB) Marketing and SalesC) Supply ChainD) FinanceAnswer: ADiff: 2Topic: 2.1 Competitive and Supply Chain Strategies38) A ________ strategy specifies how the market will be segmented and how the product will be positioned, priced, and promoted.A) Product DevelopmentB) Marketing and SalesC) Supply ChainD) FinanceAnswer: BDiff: 2Topic: 2.1 Competitive and Supply Chain Strategies39) Between 1993 and 2006, Dell's competitive strategy was to provide a large variety of customizable products at a reasonable price. Given the focus on customization, Dell's supply chain was designed toA) be responsive.B) provide a different product.C) operate on a low-cost basis.D) provide sustainable products.Answer: ADiff: 3Topic: 2.2 Achieving Strategic FitAACSB: Reflective Thinking Skills40) For a company to achieve strategic fit, it must accomplish the following keys:A) All functional strategies must fit together to form a coordinated overall strategy.B) The different functions in a company must appropriately structure their processes and resources to be able to execute these strategies successfullyC) The overall supply chain must operate at the lowest cost possible to achieve success.D) The design of the overall supply chain and the role of each stage must be aligned to support the supply chain strategy.Answer: CDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills41) Efficient supply chainsA) respond quickly to demand.B) have higher margins because price is not a prime customer driver.C) maintain buffer inventory to deal with demand/supply uncertainty.D) maximize performance at a minimum cost.Answer: DDiff: 2Topic: 2.2 Achieving Strategic FitAACSB: Analytic Skills42) With the ________ view firms attempt to align all operations within a function. In this view all supply chain functions including sourcing, manufacturing, warehousing, and transportation must align their strategy to minimize total functional cost.A) Intrafunctional scopeB) Intraoperation scopeC) Interfunctional scopeD) Intercompany scopeAnswer: BDiff: 3Topic: 2.3 Expanding Strategic Scope43) The key weakness of the ________ view is that different functions within a firm may have conflicting objectives.A) Intrafunctional scopeB) Intraoperation scopeC) Interfunctional scopeD) Intercompany scopeAnswer: ADiff: 3Topic: 2.3 Expanding Strategic Scope44) Which of the following is NOT a challenge that makes it increasingly difficult for supply chains to achieve strategic fit?A) GlobalizationB) Changing TechnologyC) Shorter Life CyclesD) Decreasing Product VarietyAnswer: DDiff: 2Topic: 2.4 Challenges to Achieving and Maintaining Strategic FitAACSB: Analytic Skills2.3 Essay Questions1) Discuss the two keys to the success or failure of a company.Answer: A company's success or failure is thus closely linked to the following keys:1. The competitive strategy and all functional strategies must fit together to form a coordinated overall strategy. Each functional strategy must support other functional strategies and help a firm reach its competitive strategy goal.2. The different functions in a company must appropriately structure their processes and resources to be able to execute these strategies successfully.Diff: 3Topic: 2.2 Achieving Strategic Fit2) List and explain the three basic steps to achieving strategic fit.Answer: There are three basic steps to achieving strategic fit:1. Understanding the customer and supply chain uncertainty. First a company must understand the customer needs for each targeted segment and the uncertainty the supply chain faces in satisfying these needs. These needs help the company define the desired cost and service requirements. The supply chain uncertainty helps the company identify the extent of disruption and delay the supply chain must be prepared for.2. Understanding the supply chain capabilities. There are many types of supply chains, each of which is designed to perform different tasks well. A company must understand what its supply chain is designed to do well.3. Achieving strategic fit. If a mismatch exists between what the supply chain does particularly well and the desired customer needs, the company will either need to restructure the supply chain to support the competitive strategy or alter its strategy.Diff: 2Topic: 2.2 Achieving Strategic Fit3) List the attributes along which customer demand from different segments can vary. Answer: In general, customer demand from different segments may vary along several attributes as follows:∙The quantity of the product needed in each lot∙The response time that customers are willing to tolerate∙The variety of products needed∙The service level required∙The price of the product∙The desired rate of innovation in the productDiff: 2Topic: 2.2 Achieving Strategic Fit4) List the abilities included in supply chain responsiveness.Answer: Supply chain responsiveness includes a supply chain's ability to do the following:∙Respond to wide ranges of quantities demanded∙Meet short lead times∙Handle a large variety of products∙Build highly innovative products∙Meet a very high service level∙Handle supply uncertaintyDiff: 2Topic: 2.2 Achieving Strategic Fit5) Discuss the impact of the product life cycle on strategic fit between implied demand uncertainty and supply chain responsiveness.Answer: As products go through their life cycle, the demand characteristics and the needs of the customer segments being served change. Supply characteristics also change as the product and production technologies mature. High-tech products are particularly prone to these life cycle swings over a very compressed time span. A product goes through life cycle phases from the introductory phase, when only the leading edge of customers is interested in it and supply is uncertain, all the way to the point at which the product becomes a commodity, the market is saturated, and supply is predictable. Thus, if a company is to maintain strategic fit, its supply chain strategy must evolve as its products enter different phases. As products mature, the corresponding supply chain strategy should, in general, move from being responsive to being efficient. The key point here is that demand and supply characteristics change over a product's life cycle. Because demand and supply characteristics change, the supply chain strategy must also change over the product life cycle if a company is to continue achieving strategic fit.Diff: 2Topic: 2.2 Achieving Strategic Fit6) Explain scope of strategic fit.Answer: Scope of strategic fit refers to the functions and stages that devise an integrated strategy with a shared objective. It is a key issue relating to strategic fit in terms of supply chain stages, across which the strategic fit applies. At one extreme, every operation within each functional area devises its own independent strategy with the objective of optimizing its individual performance. In this case, the scope of strategic fit is restricted to an operation in a functional area within a stage of the supply chain. At the opposite extreme, all functional areas within all stages of the supply chain devise strategy jointly with a common objective of maximizing supply chain profit. In this case, the scope of strategic fit extends to the entire supply chain. Expanding the scope of strategic fit improves supply chain performance. The scope of strategic fit can be represented on a two-dimensional grid. Horizontally, the scope of strategic fit is considered across different supply chain stages, starting from suppliers and moving all the way along the chain to the customer. Vertically, the scope is applied to the fit achieved across different functional strategies, competitive, product development, supply chain, and marketing. Diff: 2Topic: 2.3 Expanding Strategic Scope。
第一章纵向一体化又叫垂直一体化，指企业将生产与原料供应，或者生产和产品销售联合在一起的战略形势，是企业在两个可能的方向上扩展现有经营业务的一种发展战略，是将公司的经营活动向后扩展到原材料供应或向前扩展到销售终端的一种战略体系，包括后向化一体战略和前向化一体战略。
前向一体化战略：是企业自行对公司产品做进一步深加工，或资源进行综合利用，或公司建立自己的销售组织来销售本公司的产品或服务。
后向一体化战略：是企业在自己供应、生产现有产品或服务所需要的全部或部分原材料或半成品。
横向一体化战略：也叫水平一体化战略，是指为了扩大生产规模、降低成本、巩固企业的市场地位、一搞企业竞争优势、增强企业实力而与同行业企业进行联合的一种战略。
外包：是供应链管理思想的进一步发展，是指在讲究专业分工的20世纪末，企业为维持组织的核心竞争能力，且因组织中人力不足的困境，可将组织的非核心业务委派给外部的专业公司，已降低营运成本、提高品质、集中人力资源、提到顾客满意度。
三流：物流、资金流、信息流分别为供应链的三种不同形态，物流：是指从供应商的供应商到客户的客户这一过程中的实物的流动。
资金流：试试整个供应链上资金的流动。
信息流：是指整个供应链上信息流动。
信息流与物流的关系：1、信息流使物流每一项作业按照要求得以实现2、充分准确的信息流是制定物流计划有效的保障3、大范围物流需要现代信息流技术的支持物流、资金流与信息流的关系：信息流中，需求信息与资金流方向相同，与物流方向相反从需求方向供应方流动。
有需求信息引发的供应信息，与资金流方向相反，同物流一起沿着供应链从供给方向需求方流动。
三流密切相关，只有信息流很好的指导了物流，才能保证资金流的正确。
资金流正确的反馈又很好的指导物流。
推式供应链：是指企业根据对顾客需求的预测进行生产，然后将产品推向下游经销商，再由经销商逐级推向市场的运作过程。
它是一种以生产为主导的运作模式。
拉式供应链：是指企业根据所获得的客户订单来进行生产，由消费者需求来激发最终产品的供给，企业根据用户的实际需求来生产制定产品的运作过程。
它是一种以市场为主导的运作模式有效供应链：也称效率性供应链，主要以实现供应链的物理性能为目标，即以最低的成本将原材料转化为零部件在制品和成品，并最终送至消费者手中。
集成供应链：是有相互提供原材料、零部件、产品和服务的供应商、合作商、制造商、分销商、零售商、顾客等集成起来所形成的网络。
分散式供应链及其特点：是指彼此相互独立、不同利益主体构成的供应链（1）供应链成员的自治性利益要求。
（2）供应链中的信息不对称。
敏捷供应链：20世纪90年代末提出，特点：敏捷供应链可以根据动态联盟的形成和解体，进行快速的重构和调整。
供应链管理的根本目的：旨在通过对供应链各个环节的活动的协调，实现实现最佳业务绩效，从而增强整个供应链上所有企业业务的表现，使生产系统能较好地管理由原料到产品、到客户的生产过程，最终提高客户的满意度，并缩小总生产成本。
根本目的；增强企业核心竞争力，首要目标提高客户满意度。
供应链管理的主要作用在于1.供应链管理能有效地消除重复、浪费与不确定性，减少库存总量，创造竞争的成本优势。
2.供应链管理能优化供应链上成员组合，快速了解客户反应，创造竞争的时间和空间优势。
3.供应链管理通过建立成员企业之间的战略合作伙伴关系，充分发挥链上企业的核心能力，创造竞争的整体优势。
战略层次：供应链战略决策处理的是对公司有着长远影响的决策，通常与公司总体战略紧密联系，所以企业管理者应从公司总体设计的角度来构造供应链并指导供应链管理。
计划层次：供应链计划包括采购计划、生产计划、库存计划、运输计划等。
涵盖从几周到几个月的供应链决策。
实施层次：供应链实施是指企业日常的供应链决策，如生产时序管理、车队管理和装卸货等。
供应商关系管理（SRM）：以”扩展协议互助的伙伴关系，共同开拓和扩大市场份额的实现双赢”为导向的企业资源获取管理的工程.供应商关系管理主要用来改善与供应链上游的关系，目标是与供应商建立长期，紧密的业务关系，并通过双方资源和竞争优势的整合来共同开拓市场，扩大市场需求和份额，降低产品成本，实现双赢的管理模式。
客户关系管理（CRM）：他是一种新的“以客户为中心”的商业模式，认为客户是一切企业的起点和归属。
供应链的绩效评价内容分为：1.内部绩效衡量：完成特定目标所发生的真实成本，企业的顾客服务能力，企业的生产率，总体的物流绩效。
2.外部绩效衡量：用户的满意度，最佳实施基准，即将目标企业运作状况与同行业或相关行业甚至非相关行业的优秀企业进行比较。
3.综合供应链绩效衡量：如顾客服务、时间、成本和资产。
第二章分散化供应链：是指成员企业之间地位相互平等，所有成员都具有独立的法人地位和完全的决策自主权，不存在明显隶属和控制关系，每个成员各自进行相互独立的决策，目标是自身利益最大化，任何成员都无法强制其他成员执行某种决策。
特点：1、利益冲突，独立决策2、信息共享不足3、缺乏信任供应链绩效管理的作用：1.对企业起激励作用。
2.可以支持组织作出正确决策。
3.能增强供应链及其成员的竞争力SCOR：是由国际供应链协会开发支持，适合于不同工业领域的供应链运作参考模型。
他的概念来自业务再造流程，标杆管理，最佳实践分析SCOR的流程：计划、采购、生产、配送和退货标杆法：就是将本企业各项活动与从事该项活动最佳者进行比较，从而提出行动方法，以弥补自身的不足，不断想最优秀的企业靠拢。
标杆法类型：内部标杆化、竞争性标杆化、功能性标杆化、综合性标杆化。
标杆发的目标：企业内部信息共享。
优点：所需资料和信息以取得，不存在资料鸿沟的问题，且有利于促进单位和企业间的沟通。
缺点：事业狭隘，不易找到实践典范，若有内部倾轧的问题的存在，易造成偏见，无法虚心求教。
标杆成功的关键：企业高层领导的支持，其次，绩效表干必须成为能为企业全体人员所接受的实实在在的过程，而不能够搞形式主义，全体人员必须把绩效标杆看作企业竞争战略的长久措施。
实施标杆法的收益：1.标杆实施过程帮助企业辨别最优秀企业及其优秀的管理功能，并将之吸收到企业的经营计划中来，已通过标杆活动改进工作绩效。
2.实施标杆法可以克服阻碍企业进步的顽疾。
3.实施标杆法还是一种市场信息的来源。
标杆法的实施：1.计划阶段2.分析阶段3.同一阶段4.实施阶段5.完成阶段。
第三章企业战略概念：是企业根据其外部环境及企业内部资源和能力状况，为求得企业生存和长期发展，为不断获得新的竞争优势，对企业发展目标，达成目标的途径和手段的总体规划。
企业战略的特征：1.全局性2.长远性3.竞争性4.动态性波特基本竞争模型：1总成本领先战略2差别化战略3集中化战略（公司80%的利润来自于20%的顾客）采用差别化战略的好处：1.容易形成产品特色2.降低了顾客对价格的敏感程度3增强了讨价还价的能力4.降低了产品的可替代程度。
采用集中化战略的优势是：1.经营目标集中，管理简单方便，可以集中使用企业的人、财、物等资源。
2.有条件深入钻研集中市场，从而有可能获得某个方面的专业技术。
3.熟悉产品的市场、用户及同行竞争方面的情况，因此，有可能提高企业的实力，取的产品及市场优势。
4.由于生产高度专业化、集中化，可以达到规模经济效益，降低成本，增强收益。
企业核心竞争力的特征：1.独特性2.价值性3.延展性4.协调整合性供应链战略的基本特征：1.供应来战略是一种企业核心能力联盟战略2.供应链战略是一种企业核心能力强化战略3.良好的供应链网络有利于提升企业的竞争承受力4.供应链战略是实施关系营销的一个重要方面和关键环节供应链战略管理的基本内容：1.制定供应链管理的实施战略2.、确定供应链运作方式3.、供应链管理信息支持技术的战略4.、绩效测量与评价制定供应链管理的实施战略：1.、在企业内外同时采取措施2.、充分发挥信息作用3.、供应链企业的组成4.、信息技术的广泛应用5、.方法论的指导。
供应链战略管理的制定：1.、企业现状的分析2、.企业顾客的分析3、.经营战略分析与指定4.、实施战略管理运作机制5.、确定企业战略方向。
第四章供应链管理组织呈现的特点：1.精益化2.智能化3.敏捷化4.柔性化供应链管理组织设计原则：1.、有效性原则2.、合理管理幅度原则3、.职责与职权对等原则4.、协调原则5.、稳定与适应原传统供应链代表性组织结构模式：1.分散型管理组织2.功能集合型管理组织3.功能独立型组织传统供应链组织的缺点：1、不能制订全公司的物流政策、物流战略和物流计划2、作为非核心业务，物流活动被埋没在部门活动中，其发展势必会受到约束3、不利于培养物流方面的人才物流功能一体化的形式：1.直线功能一体化2.参谋功能一体化3.完全一体化完全一体化的供应链独立组织也称为“直线参谋型供应链管理组织”。
所谓物流功能完全一体化组织，是指在一个高层物流经理的领导下，统一所有的物流功能和运作，将采购、储运、配送、物料管理等物流的每一个领域组合构成一体化运作的组织单元，形成总的企业内部一体化物流框架。
虚拟组织：是一种区别与传统组织的以信息技术为支撑的人机一体化组织。
其特征以现代通讯技术、信息存储技术、机器智能产品为依托，实现传统组织结构、职能及目标。
虚拟组织的特点：1..合作型竞争2.动态性3.组织扁平化4.学习型组织第五章物流网络基本结构：1、一对多结构2、多对一结构3、多对多结构物流节点的定义：物流节点又称物流接点，是指在物流网络中链接物流网络的结点处，是具有一定规模和综合服务功能的物流集结点。
物流节的类型：1.转运型节点2.储存型节点3.流通型节点4.综合性节点（大型配送中心）物流节的功能：1.衔接功能2.信息功能3.管理功能4.配套功能5.延伸和服务功能物流线路的特点：1.方向性2.有限性3.多样性4.连通性5.选择性6.层次性物流网络规划目标：1、良好的客户服务能力2、快速的市场反应能力3、物流资源的充分利用4、最优的供应链成本物流网络规划的内容：1、物流节点布局规划2、物流通道规划3、信息网络规划4、物流网络组织规划5、关系网络规划定位——配给问题（LAP）将LAP分为1、费用最小化2、客户需求导向3、利润最大化定位——运输路线模型：1、单一设施LRP问题2、多设施LRP问题定位——运输路线的解决方法：1、解决LRP的精确算法2、解决LRP的启发式算法供应链扁平化概念：也指渠道扁平化，是指以企业利润的最大化为目标，依据企业自身的条件，利用现代化的管理方法与高科技技术，最大限度的使生产者直接把商品出售。
给最终消费者以减少销售层级的分销渠道。
渠道扁平化的优势：1、加强渠道控制力2、增强渠道效率3、及时传输信息4、有效执行销售政策5、降低企业成本6、降低不确定性物料流是指伴随着上流过程发生的商品在供应链上下企业之间的移动过程。
