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供应链管理师三级（高级工）理论考试模拟卷3试卷总分：100分一、单选题（共55题）1.(1分)进行工时制定时，生产工时是在（）中确定的。
A.生产计划B.月生产计划C.周生产计划D.日生产计划正确答案：B2.(1分)企业中供应链的宏观流程中，（）包括围绕企业与其供应商之间联系的所有流程。
A.内部供应链管理B.供应商关系管理C.推拉流程管理D.精益生产管理正确答案：C3.(1分)资源整合的基本目标在于通过对物流中的基础设施、组织和信息等资源进行动态配置，形成合理高效的物流服务能力，满足不断发展的多样化和专业物流需求。
这体现了（）的供应链资源整合目标。
A.适应需求B.提高效益C.合作共赢D.提升服务水平正确答案：A4.(1分)企业本身的采购资源、能力是有限的，通过资源外向配置，与外部的“外包”供应商（），企业可以变得更有柔性，更能适应变化的外部环境。
A.分散风险B.共同分担风险C.竞争资源D.分批合作正确答案：B5.(1分)当产品订单为（）时，可直接下达给生产部，由生产部按原运作程序作业，按质按量按期交货。
A.老产品B.新产品C.质量合格的产品D.质量不合格正确答案：A6.(1分)BlueMC是国内的一款（）工具。
A.地图工具B.词云工具C.统计工具D.文本工具正确答案：B7.(1分)下游企业内在吸引力的构成不包括（）。
A.上游企业业务能力强B.与上游企业商业文化氛围、道德准则、决策程序一致C.与上游企业在业务战略方面的一致性D.与下游的业务交往能促使上游企业发展正确答案：A8.(1分)定节拍的依据是计划期的（）和有效工作时间。
A.工作时间B.产品合格率C.产品产量D.停歇时间正确答案：C9.(1分)（）是指企业以供应链中的某个节点作为对客户交付的几点，在这个点的上游供应是通过需求预测来推动，当拿到客户订单之后则以这个点开始拉动下游供应链以完成订单交付。
A.供应链计划B.供应链采购C.供应链生产D.供应链交付正确答案：D10.(1分)仓储标准操作卡的版本/修改号为A/0，表示该WI是第（）版。
第1篇一、引言供应链管理作为现代企业管理的重要组成部分，涉及企业内部各部门以及与上下游企业之间的协同运作。
为了使学生更好地理解供应链管理的理论知识和实际应用，提高学生的实践能力，供应链管理实践教学显得尤为重要。
本文将从实践教学的目标、内容、方法和评价等方面进行探讨。
二、实践教学的目标1. 培养学生掌握供应链管理的基本理论和方法，提高学生的专业素养。
2. 培养学生具备供应链管理的实际操作能力，提高学生的实践能力。
3. 培养学生具备团队合作精神和沟通协调能力，提高学生的综合素质。
4. 培养学生具备创新意识和解决问题的能力，提高学生的竞争力。
三、实践教学的内容1. 供应链管理基本理论教学（1）供应链的概念、结构及运作模式（2）供应链的规划与设计（3）供应链的绩效评估与优化（4）供应链风险管理2. 供应链管理案例分析（1）国内外知名企业的供应链管理案例（2）中小企业供应链管理案例（3）跨行业供应链管理案例3. 供应链管理软件应用（1）供应链管理软件概述（2）常用供应链管理软件的操作与应用（3）供应链管理软件在实践中的应用案例分析4. 供应链管理实习（1）企业参观与交流（2）供应链管理实习项目（3）实习报告撰写与答辩四、实践教学的方法1. 讲座法：邀请企业专家、学者进行专题讲座，使学生了解最新的供应链管理理论和技术。
2. 案例分析法：通过分析实际案例，使学生掌握供应链管理的实际应用。
3. 软件应用法：利用供应链管理软件进行实际操作，提高学生的实践能力。
4. 实习法：组织学生到企业进行实习，让学生亲身体验供应链管理的实际运作。
5. 模拟竞赛法：举办供应链管理模拟竞赛，激发学生的学习兴趣，提高学生的实践能力。
五、实践教学评价1. 评价内容：评价学生的理论知识掌握程度、实践操作能力、团队合作精神、沟通协调能力、创新意识和解决问题的能力。
2. 评价方法：结合学生的课堂表现、案例分析、软件应用、实习报告、模拟竞赛等方面进行综合评价。
一、教学目标1. 理解供应链管理的基本概念和重要性2. 掌握供应链的各个环节及其管理方法3. 了解供应链设计、构建和优化的基本原则4. 培养学生的供应链管理实践能力和创新思维二、教学内容1. 供应链管理的基本概念和重要性2. 供应链的各个环节及其管理方法a. 采购管理b. 生产管理c. 库存管理d. 物流配送e. 客户服务3. 供应链设计、构建和优化的基本原则三、教学方法1. 讲授法：讲解供应链管理的基本概念、理论和方法。
2. 案例分析法：分析实际案例，让学生更好地理解供应链管理的原则和方法。
3. 小组讨论法：分组讨论供应链管理的相关问题，培养学生的合作和沟通能力。
4. 实践操作法：引导学生参与供应链管理相关的实践活动，提高学生的实际操作能力。
四、教学准备2. 课件：PowerPoint3. 案例资料：相关供应链管理案例4. 实践场地和设备：如有需要，准备相关的实践场地和设备五、教学过程1. 导入：介绍供应链管理的基本概念和重要性，激发学生的学习兴趣。
2. 讲解：讲解供应链的各个环节及其管理方法，让学生了解供应链管理的基本内容。
3. 案例分析：分析实际案例，让学生更好地理解供应链管理的原则和方法。
4. 小组讨论：分组讨论供应链管理的相关问题，培养学生的合作和沟通能力。
5. 总结：总结供应链管理的核心内容和重点，强调供应链管理在实际工作中的应用。
6. 布置作业：布置相关作业，巩固所学知识，提高学生的实际操作能力。
教学反思：在教学过程中，要注意关注学生的学习反馈，根据学生的实际情况调整教学内容和教学方法。
要注重培养学生的实践能力和创新思维，提高学生的综合素质。
六、教学评估1. 课堂参与度：观察学生在课堂讨论、提问和回答问题时的积极程度。
2. 作业完成情况：评估学生作业的完成质量，包括供应链管理理论的应用和实践操作能力。
3. 案例分析报告：评估学生在案例分析中的表现，包括分析的深度和广度，以及创新思维的运用。
供应链第三次作业一、供应商选择（一）案例背景光明厂生产的机器有一种零件需从其他企业购进，年需求量为10000.00件。
有3个供应商可以提供该种零件，具体情况见表1-1。
表1-1 3个供应商的基本数据供应商价格/（元/件）合格率/% 提前期/周提前期的安全期/周采购批量/件A 9.50 88 6 2 2,500B 10.00 97 8 3 5,000C 10.50 99 1 1 200如果零件出现缺陷，需要进一步处理才能使用。
每个有缺陷的零件处理成本为6元，主要是用于返工的费用。
为了比较分析评价的结果，共分三个级别评价供应成本和排名第一级：仅按零件价格排序；第二级：按价格＋质量水平排序；第三级：按价格＋质量水平＋交货时间排序。
（二）供应商供货绩效及排序分析（请将表格内容填写完整）首先按第一个级别即价格水平排序，如表1-2所示。
表1-2 按价格水平排序供应商单位价格（元/件）排名A 9.50 1B 10.00 2C 10.50 3其次，按价格和质量成本的绩效排名见表1-3。
表1-3 按价格和质量成本的绩效排名供应商缺陷率/%缺陷数（元/年）缺陷处理成本/元质量成本（元/件）总成本（元/件）排名A 12 1,200.00 7,200.00 0.72 10.22 2B 3 300.00 1,800.00 0.18 10.18 1C 1 100.00 600.00 0.06 10.56 3最后，综合考虑价格、质量和交货时间的因素，评价供应商的运作绩效。
交货期长短的不同主要会导致库存成本的不同。
我们用下列方式计算考虑提前期和安全的库存量安全库存（SS）=LT LTS+式中：K—根据质量可靠性（95%）确定的系数，取K=1.64;s—标准偏差，在这里取s=80，即每周的零件数量偏差为80件；LT—交货提前期；LTS—交货提前期的安全期。
下面以供应商A为例计算库存相关费用SS=1.64×8062+=371（件）则库存物资的价值为:371×9.50=3525（元）供应商A要求的订货批量为2500件，由订货批量引起的成本为（2500/2）×9.50=11875（元）用于预防有缺陷零件的成本是根据缺陷率和零件的总的库存价值计算的，即（3525+11875）×12%=1848（元）综合以上结果，得到表1-4。
《供应链管理实务》教学教案一、教学目标1. 理解供应链管理的基本概念和重要性。
2. 掌握供应链的各个环节及其管理方法。
3. 了解供应链设计、计划、执行和控制的基本原理。
4. 培养分析和解决供应链管理问题的能力。
二、教学内容1. 供应链管理概述供应链的定义和组成供应链管理的目标和原则供应链管理的发展趋势2. 供应链设计供应链网络设计供应商选择和评价客户需求预测和库存管理3. 供应链计划生产计划和物料需求计划生产调度和订单分配物流计划和配送策略4. 供应链执行采购管理和供应商关系管理生产过程管理和质量控制物流配送和客户服务5. 供应链控制与改进供应链绩效评价和监控供应链风险管理和应对策略供应链持续改进和创新三、教学方法1. 讲授：讲解供应链管理的基本概念、理论和方法。
2. 案例分析：分析实际供应链管理案例，讨论和总结经验教训。
3. 小组讨论：分组讨论供应链管理问题，培养团队合作能力。
4. 课外阅读：阅读相关教材和论文，扩展知识面。
四、教学评估1. 课堂参与度：评估学生在课堂上的发言和提问。
2. 案例分析报告：评估学生对案例分析的深度和见解。
3. 小组讨论报告：评估学生在小组讨论中的贡献和团队合作能力。
4. 期中和期末考试：评估学生对供应链管理知识的掌握程度。
五、教学资源1. 教材：《供应链管理实务》等相关教材。
2. 案例库：收集和整理供应链管理案例。
3. 网络资源：利用互联网查找相关资料和信息。
4. 软件工具：使用供应链管理软件进行教学和实践。
六、教学安排1. 课时：共计32课时，每课时45分钟。
2. 授课方式：课堂讲授、案例分析、小组讨论、课外阅读等。
3. 教学进度安排：第1-4课时：供应链管理概述第5-8课时：供应链设计第9-12课时：供应链计划第13-16课时：供应链执行第17-20课时：供应链控制与改进七、教学案例及分析1. 案例一：某电子产品制造商面临供应链挑战分析供应链设计、计划、执行和控制方面的关键问题。
《供应链管理实务》教学教案第一章：供应链管理概述1.1 教学目标了解供应链管理的概念及其重要性。
理解供应链的组成和运作流程。
掌握供应链管理的目标和原则。
1.2 教学内容供应链管理的定义和背景。
供应链的组成部分，包括供应商、制造商、分销商和零售商。
供应链运作流程，包括采购、生产、库存管理和物流配送。
供应链管理的目标和原则，如成本最小化、服务最优化等。
1.3 教学方法讲授：讲解供应链管理的概念和理论。
案例分析：分析实际案例，加深对供应链管理的理解。
小组讨论：分组讨论供应链管理的问题和解决方案。
1.4 教学资源教材：供应链管理相关书籍。
案例资料：提供供应链管理案例供学生分析。
网络资源：介绍供应链管理相关的网站和文献。
1.5 教学评估课堂参与度：评估学生参与课堂讨论的积极程度。
案例分析报告：评估学生对案例分析的理解和分析能力。
期末考试：测试学生对供应链管理知识的掌握程度。
第二章：供应链设计2.1 教学目标理解供应链设计的重要性。
掌握供应链设计的策略和方法。
了解供应链设计中的关键决策因素。
2.2 教学内容供应链设计的重要性及其对供应链管理的影响。
供应链设计的策略，如集中化、分散化和混合化。
供应链设计的方法，包括需求预测、网络设计和库存管理。
供应链设计中的关键决策因素，如成本、时间和质量。
2.3 教学方法讲授：讲解供应链设计的概念和理论。
案例分析：分析实际案例，加深对供应链设计的理解。
小组讨论：分组讨论供应链设计的问题和解决方案。
2.4 教学资源教材：供应链设计相关书籍。
案例资料：提供供应链设计案例供学生分析。
网络资源：介绍供应链设计相关的网站和文献。
2.5 教学评估课堂参与度：评估学生参与课堂讨论的积极程度。
案例分析报告：评估学生对案例分析的理解和分析能力。
期中期末考试：测试学生对供应链设计知识的掌握程度。
第三章：供应链合作伙伴选择3.1 教学目标理解供应链合作伙伴选择的重要性。
掌握供应链合作伙伴选择的标准和方法。
供应链管理-第三版-Unit3-习题与答案Chapter 3Supply Chain Drivers and ObstaclesTrue/False1. The major drivers of supply chain performance are facilities, inventory, transportation, and information.Answer: TrueDifficulty: Moderate2. The major drivers of supply chain performance are customers, facilities, inventory, transportation, and information.Answer: FalseDifficulty: Moderate3. The two major types of facilities are production sites and storage sites. Answer: TrueDifficulty: Moderate4. The two major types of facilities are distribution sites and storagesites.Answer: FalseDifficulty: Moderate5. Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Answer: TrueDifficulty: Moderate6. Information is potentially the biggest driver of performance in thesupply chain as it directly affects each of the other drivers.Answer: TrueDifficulty: Easy7. Information is potentially the biggest driver of performance in thesupply chain even though it has little impact on each of the otherdrivers.Answer: FalseDifficulty: EasyAnswer: TrueDifficulty: Easy9. A facility with little excess capacity will likely be no more or lessefficient per unit of product it produces than one with a lot of unused capacity. Answer: FalseDifficulty: Easy10. The high utilization facility will have difficulty responding to demand fluctuations.Answer: TrueDifficulty: Easy11. The high utilization facility will have no more difficulty responding to demand fluctuations than one with a lot of unused capacity.Answer: FalseDifficulty: Easy12. Stock keeping unit (SKU) storage is the warehousing methodology that uses a traditional warehouse to store all of one type of producttogether.Answer: TrueDifficulty: Moderate13. Warehouse unit storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together. Answer: FalseDifficulty: Moderate14. The components of inventory decisions include cycle inventory, safety inventory, seasonal inventory, and sourcing.Answer: TrueDifficulty: Easy15. The components of inventory decisions include capacity, cycle inventory, safety inventory, seasonal inventory, and sourcing.Answer: FalseDifficulty: Easy16. Cycle inventory is inventory that is built up to counter predictable variability in demand.17. Seasonal inventory is inventory that is built up to counter predictable variability in demand.Answer: TrueDifficulty: Moderate18. Companies using seasonal inventory will build up inventory in periods of low demand and store it for periods of high demand when they will not have the capacity to produce all that is demanded.Answer: TrueDifficulty: Moderate19. Companies using seasonal inventory will maintain a level inventory increase rate of production for periods of high demand.Answer: FalseDifficulty: Easy20. A company’s ability to find a balance b etween responsiveness and efficiency that best matches the needs of the customer it is targetingis the key to achieving strategic fit.Answer: TrueDifficulty: Moderate21. Many obstacles, such as growing product variety and shorter life cycles, have made it increasingly difficult for supply chains to achievestrategic fit.Answer: TrueDifficulty: ModerateMultiple Choice1. Which of the following is not a major driver of supply chain performance?a. Facilitiesb. Inventoryc. Transportationd. Informatione. All of the above are major drivers of supply chain performance. Answer: eDifficulty: Easy2. Which of the following is not a major driver of supply chain performance?c. Inventoryd. Transportatione. InformationAnswer: aDifficulty: Moderate3. The places in the supply chain network where product is stored, assembled, or fabricated are known asa. facilities.b. inventory.c. transportation.d. information.e. customers.Answer: aDifficulty: Easy4. All raw materials, work in process, and finished goods within a supply chain are known asa. facilities.b. inventory.c. transportation.d. information.e. customers.Answer: bDifficulty: Easy5. Moving inventory from point to point in the supply is known asa. facilities.b. inventory.c. transportation.d. information.e. customers.Answer: cDifficulty: Easy6. The data and analysis concerning facilities, inventory, transportation, and customers throughout the supply chain is known asc. transportation.d. information.e. customers.Answer: dDifficulty: Easy7. The two major types of facilities area. distribution sites and storage sites.b. production sites and distribution sites.c. production sites and storage sites.d. retail sites and distribution sites.e. distribution sites and inventory sites.Answer: cDifficulty: Moderate8. Which component of the supply chain decision-making framework would be established first?a. Customer strategyb. Supply chain strategyc. Supply chain structured. Competitive strategye. Replenishment strategyAnswer: dDifficulty: Moderate9. Which component of the supply chain decision-making framework would be established second?a. Customer strategyb. Supply chain strategyc. Supply chain structured. Competitive strategye. Replenishment strategyAnswer: bDifficulty: Moderate10. Which component of the supply chain decision-making framework would be used to reach the performance level dictated by the supply chain strategy?c. Supply chain structured. Competitive strategye. Replenishment strategyAnswer: cDifficulty: Easy11. Which of the following is not a component of facilities decisions?a. Locationb. Capacityc. Operations methodologyd. Warehousing methodologye. All of the above are components of facilities decisions.Answer: eDifficulty: Moderate12. Which of the following is not a component of facilities decisions?a. Warehousing methodologyb. Forecasting methodologyc. Operations methodologyd. Capacitye. LocationAnswer: bDifficulty: Moderate13. Which of the following statements concerning decisions regarding location of facilities is false?a. Deciding where a company will locate its facilities constitutes alarge part of the design of a supply chain.b. A basic trade-off here is whether to centralize to gain economiesof scale or decentralize to become more responsive by beingcloser to the customer.c. Companies must also consider a host of issues related to thevarious characteristics of the local area in which the facilitymay be situated.d. All of these statements are true.Difficulty: Moderate14. Which of the following is not an issue companies need to consider in facility location decisions?a. quality of workersb. product developmentc. proximity to customers and the rest of the networkd. cost of facilitye. tax effectsAnswer: bDifficulty: Moderate15. Which of the following is not an issue companies need to consider in facility location decisions?a. quality of workersb. availability of infrastructurec. proximity to customers and the rest of the networkd. cost of facilitye. All of the above are issues companies need to consider in facility location decisions.Answer: eDifficulty: Moderate16. Excess capacitya. allows a facility to be very flexible and to respond to wideswings in the demands placed on it.b. costs money and therefore can decrease efficiency.c. requires proximity to customers and the rest of the network.d. both a and be. all of the aboveAnswer: dDifficulty: Moderate17. Which of the following is a characteristic of a facility with excess capacity?a. will likely be more efficient per unit of product it producesthan one with a lot of unused capacityc. would be considered a high utilization facilityd. will have difficulty responding to demand fluctuationse. none of the aboveAnswer: aDifficulty: Easy18. A facility with little excess capacitya. will likely be more efficient per unit of product it producesthan one with a lot of unused capacity.b. would be considered a high utilization facility.c. will have difficulty responding to demand fluctuations.d. All of the above are true.e. None of the above are true.Answer: dDifficulty: Moderate19. Which of the following would be a characteristic of a facility with little excess capacity?a. allows a facility to be very flexible and to respond to wide swingsin the demands placed on itb. costs money and therefore can decrease efficiencyc. requires proximity to customers and the rest of the networkd. will likely be more efficient per unit of product it producese. none of the aboveAnswer: dDifficulty: Moderate20. Which of the following is not a warehousing methodology?a. Warehouse unit storageb. Stock keeping unit (SKU) storagec. Job lot storaged. Cross-dockinge. All of the above are warehousing methodologies.Answer: aDifficulty: Moderatea. warehouse unit storage.b. stock keeping unit (SKU) storage.c. job lot storage.d. cross-docking.e. none of the aboveAnswer: bDifficulty: Moderate22. The warehousing methodology in which all the different types of productsneeded to perform a particular job or satisfy a particular type of customer are stored together isa. warehouse unit storage.b. stock keeping unit (SKU) storage.c. job lot storage.d. cross-docking.e. none of the aboveAnswer: cDifficulty: Moderate23. The following warehousing methodology is one in which goods are notactually warehoused in a facility. Instead, trucks from suppliers, each carrying a different type of product, deliver goods to a facility. There the inventory is broken into smaller lots and quickly loaded onto store-bound trucks that carry a variety of products, some from each of thesupplier trucks.a. warehouse unit storageb. stock keeping unit (SKU) storagec. job lot storaged. cross-dockinge. none of the aboveAnswer: dDifficulty: Moderate24. All of the following are components of inventory decisions excepta. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. All of the above are components of inventory decisions.25. All of the following are components of inventory decisions excepta. capacity.b. cycle inventory.c. safety inventory.d. seasonal inventory.e. sourcing.Answer: aDifficulty: Easy26. The average amount of inventory used to satisfy demand between receipt of supplier shipments is referred to asa. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the aboveAnswer: aDifficulty: Moderate27. The inventory that is built up to counter predictable variability in demandis calleda. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the aboveAnswer: cDifficulty: Moderate28. The inventory held in case demand exceeds expectation in order to counter uncertainty is calleda. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the above29. The set of business processes required to purchase goods and services is known asa. cycle inventory.b. safety inventory.c. seasonal inventory.d. sourcing.e. none of the aboveAnswer: dDifficulty: Easy30. Cycle inventory decisions involvea. how much to order for replenishment.b. how often to place orders.c. a basic trade-off between the cost of holding larger lots ofinventory and the cost of ordering product frequently.d. all of the abovee. a and b onlyAnswer: dDifficulty: Moderate31. Cycle inventory is used becausea. the world is perfectly predictable.b. demand is uncertain and may exceed expectations.c. it involves making a trade-off between the costs of having toomuch inventory and the costs of losing sales due to not havingenough inventory.d. it focuses on processes that are external to the firm.e. it focuses on processes that are internal to the firm.Answer: bDifficulty: Moderate32. Seasonal inventory should be used whena. a company can rapidly change the rate of its production system ata very low cost.b. changing the rate of production is expensive (e.g., when workersmust be hired or fired).c. adjusting to a period of low demand without incurring large costs.d. the world is perfectly predictable.e. production rate is flexible.Answer: aDifficulty: Hard33. Sourcing involvesa. deciding the tasks that will be outsourced and those that will beper-formed within the firm.b. deciding whether to source from a single supplier or a portfolioof suppliers.c. identifying the set of criterion that will be used to selectsuppliers and measure their performance.d. selecting suppliers and negotiating contracts with them.e. all of the aboveAnswer: eDifficulty: Easy34. Which of the following are key components of transportation decisions when designing and operating a supply chain?a. Mode of transportationb. Route and network selectionc. In-house or outsourced. all of the abovee. none of the aboveAnswer: dDifficulty: Moderate35. Which of the following are key components of transportation decisions when designing and operating a supply chain?a. Software selectionb. Mode of transportationc. Source selectiond. Warehouse selectione. none of the aboveAnswer: bDifficulty: Easy36. Which of the following are key components of information that must be analyzed to increase efficiency and improve effectiveness in a supply chain?a. Push versus pullb. Coordination and information sharingc. Forecasting and aggregate planningd. Pricing and revenue managemente. all of the aboveAnswer: eDifficulty: Moderate37. Which of the following are key components of information that must beanalyzed to increase efficiency and improve effectiveness in a supply chain?a. Software selectionb. Source selectionc. Warehouse selectiond. Forecasting and aggregate planninge. none of the aboveAnswer: dDifficulty: Moderate38. When all the different stages of a supply chain work toward the objectiveof maximizing total supply chain profitability, rather than each stagedevoting itself to its own profitability without considering total supply chain profit, it is known asa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: aDifficulty: Easy39. The art and science of making projections about what future demand andconditions will be isa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: bDifficulty: Easy40. Transforming forecasts into plans of activity to satisfy the projected demand is known asa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: cDifficulty: Easy41. The process by which a firm decides how much to charge customers for its goods and services isa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: eDifficulty: Easy42. The use of differential pricing over time or customer segments to maximize profits from a limited set of supply chain assets isa. supply chain coordination.b. forecasting.c. aggregate planning.d. revenue management.e. pricing.Answer: dDifficulty: Moderate43. Which of the following are technologies that share and analyze information in the supply chain?a. Electronic Data Interchange (EDI)b. Internetc. Enterprise Resource Planning (ERP)d. Supply Chain Management (SCM) softwaree. all of the aboveAnswer: eDifficulty: Easy44. Which of the following are technologies that share and analyze information in the supply chain?a. Internetb. Enterprise Data Planning (EDP)c. Electronic Resource Interchange (ERI)d. Chain Management (CM) softwaree. none of the aboveAnswer: aDifficulty: Moderate45. Which of the following are obstacles to achieving strategic fit?a. Increasing variety of productsb. Decreasing product lifecyclesc. Increasingly demanding customersd. Fragmentation of supply chain ownershipe. all of the aboveAnswer: eDifficulty: Easy46. Which of the following are obstacles to achieving strategic fit?a. Difficulty executing new strategiesb. Globalizationc. Increasingly demanding customersd. Fragmentation of supply chain ownershipe. all of the aboveAnswer: eDifficulty: Moderate47. Which of the following is not an obstacle to achieving strategic fit?a. Increasing variety of productsb. Decreasing product lifecyclesc. Increasingly demanding customersd. Consolidation of supply chain ownershipe. none of the aboveAnswer: dDifficulty: ModerateEssay/Problems1. List and define the four major drivers of supply chain performance.Answer: Facilities are the places in the supply chain network whereproduct is stored, assembled, or fabricated. The two major types offacilities are production sites and storage sites.Inventory is all raw materials, work in process, and finished goodswithin a supply chain. Inventory is an important supply chain driverbecause changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness. Transportation entails moving inventory from point to point in thesupply chain. Transportation can take the form of many combinations of modes and routes.Information consists of data and analysis concerning facilities,inventory, transportation, and customers throughout the supply chain.Information is potentially the biggest driver of performance in thesupply chain as it directly affects each of the other drivers.Difficulty: Moderate2. Explain the supply chain decision-making framework and the role of thefour major drivers.Answer: The goal of a supply chain strategy is to strike the balancebetween responsiveness and efficiency, resulting in a strategic fit with the competitive strategy. To reach this goal, a company uses the foursupply chain drivers discussed earlier. For each of the individualdrivers, supply chain managers must make a trade-off between efficiency and responsiveness. The combined impact of these four drivers thendetermines the responsiveness and efficiency of the entire supply chain.Most companies begin with a competitive strategy and then decide whattheir supply chain strategy ought to be. The supply chain strategydetermines how the supply chain should perform with respect toefficiency and responsiveness. The supply chain must then use the supply chain drivers to reach the performance level the supply chain strategydictates.Difficulty: Moderate3. Explain the basic trade-off between responsiveness and efficiency foreach of the major drivers of supply chain performance.Answer: The fundamental trade-off when making facilities decisions isbetween the cost of the number, location, and type of facilities(efficiency) and the level of responsiveness that these facilitiesprovide the company’s customers.The fundamental trade-off when making inventory decisions is betweenresponsiveness and efficiency. Increasing inventory will generally make the supply chain more responsive to the customer. This choice, however, comes at a cost as the added inventory decreases efficiency. Therefore,a supply chain manager can use inventory as one of the drivers forreaching the level of responsiveness and efficiency the competitivestrategy targets.The fundamental trade-off for transportation is between the cost oftransporting a given product (efficiency) and the speed with which that product is transported (responsiveness). The transportation choiceinfluences other drivers such as inventory and facilities. When supplychain managers think about making transportation decisions, they framethe decision in terms of this trade-off.Good information systems can help a firm improve both its responsiveness and efficiency. The information driver is used to improve theperformance of other drivers and the use of information is based on the strategic position the other drivers support. Accurate information canhelp a firm improve efficiency by decreasing inventory andtransportation costs. Accurate information can improve responsiveness by helping a supply chain better match supply and demand.。
供应链第三次作业一、供应商选择（一）案例背景光明厂生产的机器有一种零件需从其他企业购进，年需求量为 10000.00 件。
有 3 个供 应商可以提供该种零件，具体情况见表 1-1。
表 1-1 3 个供应商的基本数据供应商A B C价格/（元/件） 合格率/%9.50 10.00 10.50 88 97 99提前期/周6 8 1提前期的 安全期/周2 3 1采购批量/件2,500 5,000 200如果零件出现缺陷，需要进一步处理才能使用。
每个有缺陷的零件处理成本为 6 元，主 要是用于返工的费用。
为了比较分析评价的结果，共分三个级别评价供应成本和排名 第一级：仅按零件价格排序； 第二级：按价格＋质量水平排序； 第三级：按价格＋质量水平＋交货时间排序。
（二）供应商供货绩效及排序分析（请将表格内容填写完整）首先按第一个级别即价格水平排序，如表 1-2 所示。
表 1-2 按价格水平排序供应商A B C单位价格（元/件）9.50 10.00 10.50排名1 2 3其次，按价格和质量成本的绩效排名见表 1-3。
表 1-3 按价格和质量成本的绩效排名供应 商A B C缺陷率 /%12 3 1缺陷数 （元/ 年）1,200.00 300.00 100.00缺陷处理 成本/元7,200.00 1,800.00 600.00质量成 总成本 本（元/件） （元/件）0.72 0.18 0.06 10.22 10.18 10.56排名2 1 3最后，综合考虑价格、质量和交货时间的因素，评价供应商的运作绩效。
交货期长短的 不同主要会导致库存成本的不同。
我们用下列方式计算考虑提前期和安全的库存量 安全库存（SS）=Ks LT + LTS 式中：K—根据质量可靠性（95%）确定的系数，取 K=1.64;s—标准偏差，在这里取 s=80，即每周的零件数量偏差为 80 件； LT—交货提前期； LTS—交货提前期的安全期。
下面以供应商 A 为例计算库存相关费用 SS=1.64×80× 6 + 2 =371（件） 则库存物资的价值为:371×9.50=3525（元） 供应商 A 要求的订货批量为 2500 件，由订货批量引起的成本为 （2500/2）×9.50=11875（元） 用于预防有缺陷零件的成本是根据缺陷率和零件的总的库存价值计算的，即 （3525+11875）×12%=1848（元） 综合以上结果，得到表 1-4。
表 1-4 按各项指标综合比较供应商提前期引 起的库存价 值/元3,525.00 4,351.41 1,948.22批量引起的 库存价值/元11,875.00 25,000.00 1,050.00总库存价值/ 元15,400.00 29,351.41 2,998.22年缺陷零 件造成的费 用/元1,848.00 880.54 29.98实际总库存 成本/元17,248.00 30,231.95 3,028.20A B C与零件库存有关的维持费用， 如房屋租赁费、 货物保险费等， 按库存价值的 25%计算 （这 个系数根据企业的不同而不同） ，计算结果见表 1-5。
表 1-5 与零件库存有关的维持费用供应商A B C实际总库存价值/元17,248.00 30,231.95 3,028.20维持费用/元4,312.00 7,558.00 757.05单位零件成本（元/件）0.43 0.76 0.08那么，根据价格、质量成本、交货期的综合评价结果如表 1-6 所示表 1-6综合评价结果供应商A B C价格（元/ 件）9.5 10 10.5质量成本0.72 0.18 0.06交货期成本0.43 0.76 0.08总成本 （元 /件）10.65 10.94 10.64排名2 3 1（三）结论结论已经很明显。
通过对三家供应商的供货运作绩效的综合评价，在价格、质量、交货 时间及订货批量方面，供应商 C 最有优势，最后选择供应商 C 为供应链上的合作伙伴。
二、库存管理及合同拟定业务1.基本资料 某企业有 11 类库存物料品种和库存资金一览表。
试用 ABC 法对库存物料进行分类并且 写出相应管理的策略。
（要求作图）表 2-1 库存物料品种和库存资金一览表物料品种数量（件）717 430 1423 500 1722 621 1530 1114 1890 221 1050 11218库存金额（万元）448.6 111.3 794 39.1 29.3 322 22.1 21.5 14.8 14.0 8.3 1825.01、钢材 2、建材 3、配套件 4、化工原料 5、标准件 6、杂品 7、工具 8、电工材料 9、汽车配件 10、劳保用品 11、齿轮 合 计物料品种数量与库存金额表 2-2 如下 表 2-2 物料品种数量与库存金额 品种累 物 料 品种数量 （件）717 430库存累 库存金额 （万元） 库存比率 积比率448.6 111.3 43.5 24.6 43.5 68.1品种比率 计比率1、钢材 2、建材12.7 6.412.7 19.13、配套件 4、化工原料 5、标准件 6、杂品 7、工具 8、电工材料 9、汽车配件 10、劳保用品 11、齿轮1423 500 1722 621 1530 1114 1890 221 10505.5 3.8 4.5 15.4 13.6 9.9 16.8 2 924.6 28.4 32.9 48.3 61.9 71.8 88.6 90.6 100794 39.1 29.3 322 22.1 21.5 14.8 14.0 8.317.6 6.1 2.1 1.6 1.2 1.2 0.8 0.8 0.585.7 91.8 93.9 95.5 96.7 97.9 98.7 99.5 100物料与价值累计比率图（ABC 分析图）如下： 请将分析图做出） （请将分析图做出）图 2-1 物料与价值累计比率图 根据分类标准，得表 04 如下 表 2-3 内 容 价值 分 类 A类 B类 C类 管理策略： （1）对 A 类存货的控制，要计算每个项目的经济订货批量和订货点，尽可能适当增加 订货次数，以减少存货积压，也就是减少其昂贵的存储费用和大量的资金占用；同时，还可 60%—80% 20%—30% 15%—20% 15%—20% 20%—30% 60%—80%1,3 6 2,4,5,7,8,9,10,11物料分类图数量物料以为该类存货分别设置永续盘存卡片，以加强日常控制。
（2）对 B 类存货的控制，也要事先为每个项目计算经济订购批量和订货点，同时也可 以分项永续盘存卡片来反映库存动态， 但要求不必像 A 类存货那样严格， 只要定期进行概括 性的检查就可以了，以节省存储和管理成本。
（3）对于 C 类存货的控制，由于它们为数众多，而且单价又很低，存货成本也较低， 因此，可以适当增加每次订货数量，减少全年的订货次数。
对这类物资日常的控制方法，一 般可以采用一些较为简化的方法进行管理。
常用的是“双箱法” 。
就是将某项库存物资分装 两个货箱，第一箱的库存量是达到订货点的耗用量，当第一箱用完时，就意味着必须马上提 出订货申请，以补充生产中已经领用和即将领用的部分。
2.如果钢材主要是圆钢和槽钢，请分别按五种规格模拟完成下表 2-4。
表 2-4 物料表品名种类材质规格(mm)产地（厂家）参考价格20#304LΦ 18—85 Φ 45—85 Φ 20—85 Φ 18—85 Φ 20—8550×37×4.5宝钢600035# 圆 40# 钢 45#304L宝钢，鞍钢4200304L莱钢5000304L莱钢390050#304L莱钢48005#Q235武钢36006# 槽 8# 钢 10#Q23563×40×4.8武钢3500Q23580×43×5鞍钢3600Q235100×48×5.3马钢，莱钢300012#Q235120×53×5.5马钢3100三、试比较供应商管理、联合库存管理、多级库存管理的作 用和特点以及适应的条件内容 分类 作用1.提升客户的最大满意度 2.降低公司的成本 3.企业整体“流程品质”最 优化 1.减少物流环节， 降低物 流成本 2.提高了供应链的整体 工作效率。
3.消除了供应链环节不 确定性和需求信息扭曲 现象 4.为其他科学的供应链 管理创造条件 1.库存成本最低 2.能够对整个供应链系 统的运行有一个较全面 的掌握 3.能够协调各个节点企 业的库存活动 4.为供应链成员间更为 紧密的沟通协作 5.提供了一个技术标准 和操作平台供应商管理联合库存管理多级库存管理特点1.顾客权力，不断增加的顾 客权力 2.长期定位，提高单个公司 和供应链的长期绩效 3.杠杆技术，计算能力和互 联网促成的变化 4.跨组织沟通的增强 5.库存控制，库存控制范畴 下的各种活动 组织间协作1.多级别、多库存点 2.改善供应链的运作效 率 3.降低成本与风险， 改善 客户服务水平1.多级库存优化与控制 是对供应链资源的全局 性优化 2.检查供应链整体环境 下的某级库存状态适应的条件必须拥有一个良好的信息沟 通平台，需要在原有企业拥 有的 EDI 的基础上，重新整 合原有的 EDI 资源来够建一 个适合于供应商管理库存的 信息沟通系统解决供应链系统中由于 各节点企业的相互独立 库存运做模式导致的需 求放大现象， 提高供应链 的同步化程度的一种有 效方法中小企业，作为核心企 业对供应链系统的库存 进行控制，协调上游与 下游企业的库存活动四、配送方案设计基本资料 某钢铁公司的在株洲设立了一个地区配销中心， 负责该地区的产品分销配送业务， 公司 物流管理人员通过对分销物流系统总成本的计算，确定配销中心向工厂补货提前期为 2 周, 补货经济批量为 200 吨/次,配送货提前期为一周,产品生产提前期为 1 周,配销中心计划编制 周期公司规定统一为 8 周,公司为防止销售短档设定配销中心安全库存为 200 吨,先通过订单 分析与销售预测得知配销中心某计划期各客户需求情况如表 1,同时计划期初库存与工厂补 货在途也得知如表 4-1。
表 4-1 配销中心需求与库存处理逻辑表需求量 41.5 1.7 0.9 1.4 2.4P0 8 8 6 7 10 P1 12 13 15 16 P2 4 9 18 P3 5 16 P4 12 P5表 4-2 第六周客户要货需求情况及配销中心与客户、客户与客户之间的运输距离表 DRP1 补货批量 200 吨；送 前一个 货提前期 1 周；补货 周 DRP 计划 提前期 2 周；安全库 期 存 200 吨 1 2 3 4 5 6 7 8 次 计 划 周 期客户需求计划20025010010015047.950200工厂补货在途200计划期末库存300300250350250300252.1202.1202.1计划应到补货200200200200计划向工厂补货200200200配送货计划25010010015047.950200要求完成： 试编制计划期该配销中心的配送计划与补货计划、 制造公司的针对该地区销 售需求的产品生产计划。
