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第一章测试1.供应链是一个网链结构，由围绕（）的供应商、供应商的供应商和用户、用户的用户组成。
A:一级B:核心企业C:最终用户D:主要答案:B2.（）的驱动力产生于最终客户，整个供应链的集成度较高，信息交换迅速，可有效降低库存，为客户提供更大的价值。
A:有效性供应链B:拉动式供应链C:响应性供应链D:推动式供应链答案:B3.以下关于供应链管理模式说法错误的是（）。
A:从“封闭式”向“开放式”的设计、开发与生产转变B:从“横向一体化”向“纵向一体化”转变C:从“纵向一体化”向“横向一体化”转变D:从“大而全、小而全”向“分散网络化制造”转变答案:B4.全球竞争环境的变化体现在以下几个方面（）。
A:对产品和服务的期望越来越高B:全球化C:产品生命周期越来越短D:产品价格迅速下跌E:产品品种数飞速膨胀答案:ABCDE5.传统管理模式的弊端包括（）。
A:承担丧失市场时机的风险B:迫使企业从事不擅长的业务活动C:增加企业投资负担D:在每个业务领域都具有较强竞争力答案:ABC6.供应链是一条连接供应商到客户的（）。
A:信息链B:资金链C:价值链D:物料链答案:ABCD7.供应链管理的作用是（）。
A:保持市场份额不变B:提高市场竞争力C:提高顾客满意度D:降低成本E:有效运用固定资产和流动资产答案:BCDE8.供应链可以没有核心企业。
（）A:错B:对答案:A9.供应链管理的主要目标是以系统的观点，对多个职能和多层次供应商进行整合和管理外购、业务流程和物料控制。
（）A:对B:错答案:A10.推动式供应链的集成度较高，适用于供大于求、客户需求不断变化的市场环境。
（）A:错B:对答案:A第二章测试1.集成化供应链管理的核心是围绕（）展开，形成相互协调的一个有机整体。
A:供应回路B:作业回路C:策略回路D:性能评价回路答案:BCD2.集成化供应链管理的目标是（）。
A:全局动态最优B:高质量、高柔性、低成本C:动态最优D:全局最优答案:A3.真正实现集成化供应链管理，企业要转变思维模式，从纵向一维空间思维向纵横一体的多维空间思维方式转变（）。
CHAPTER FOURDiscussion Questions1.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 it has in the United States?India is a land of shopkeepers selling to over a billion consumers. The number of retailers has been put at between 10 and 50 million. India is becominglyincreasingly Westernized, but it will be quite a while (if not forever) beforeshopkeepers are supplanted by large retailers. The sheer volume of small store owners requires a large number of distributors to service them. Distributors play an important role by aggregating last-mile delivery to the small shops and also aggregating collection of payables. The presence of distributors makes bothactivities much more efficient than they would be if each manufacturer had to perform both activities for all small shops. Poor infrastructure, although notentirely a retail concern, is another reason why India may need far moredistributors than in the United States.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 arecausing changes in India’s shoppin g and supply chain needs.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 use?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 operationsinclude manufacturing capabilities, then manufacturer storage with directshipping 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 thequestion 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 focusedfactories 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 tocoordinate 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 isconsidering 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 them anufacturer’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 simplerinformation 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 beacceptable tradeoffs.4.What types of distribution networks are typically best suited for commodity items?For B2C settings, commodity items are available from many sources, andcustomers expect them to be delivered quickly; if a supply chain can’t beresponsive, the customers will move on to the next source. A distribution network designed for retail storage with customer pickup achieves quick response forhigh-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.For B2B customers, commodity products are typically purchased in largequantities and can often be delivered directly from the manufacturer to thecustomer.5.What type of distribution network is best suited to highly differentiated products?The networks that are best suited to highly differentiated products are themanufacturer storage with direct shipping and the manufacturer storage with in-transit merge. Both approaches have the ability to aggregate inventories andpostpone product customization, which would help support a wider variety ofproducts.6.In the future, do you see the value added by distributors decreasing, increasing, orstaying about the same?It is doubtful that value added by distributors will decrease over time (at least as long as product variety keeps growing); the nature of competition in all areaswould 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 asa means of differentiating themselves from the competition.7.Why has the online channel been more successful in the computer hardwareindustry compared with the grocery industry? In the future, how valuable is the online channel likely to be in the computer hardware industry?The computer hardware industry is selling a constantly changing product that is purchased on a per-household basis, less routinely than the commodity products that make up groceries. Computer hardware is also more expensive than grocery.A company like Dell can leverage the Internet as a marketing and distribution toolto advertise new capabilities and options before bricks-and-mortar retailers can.Dell also removes whatever intimidation (or frustration) factor might beexperienced by conversing with in-store sales representatives. Computers have a very high value to shipping cost ratio, so the increased shipping costs whencompared to a traditional store are negligible. Groceries have a much lower ratio;although in-store shoppers are incurring costs to pick up their groceries, thosecosts are hidden in comparison to the delivery charge on an itemized bill fromPeapod.The online channel will continue to be a valuable tool in the computer hardware industry but its value is likely to diminish as hardware platforms become more standardized with most of the customization occurring with software. Whereas Dell only sold to customers online in 2000, by 2017 it sold most of its computer hardware to consumers through third-party retailers.8.Is the online channel likely to be more beneficial in the early part or the maturepart of a product’s life cycle? Why?The online channel is more likely to be more beneficial in the early part of aproduct’s life cycle. Online channel strengths include flexible pricing, promotions, and product portfolios and greater speed in disseminating product information.The online channel also allows the aggregation of inventories, which is especially beneficial in the early phase of the life cycle when demand is uncertain. Later in the life cycle, a product is likely to be a commodity, which doesn’t play to thestrengths of this channel.9.Consider the sale of home improvement products at Home Depot or a chain ofhardware stores such as True Value. Which can extract the greatest benefit from adding the online channel? Why?Both entities and other hardware companies such as Ace are already online. An article titled “Home Depot’s Self-Improvement – Company Business andMarketing” by Eric Young in The Industry Standard, September 11, 2000,indicates that Home Depot is the last major player to go online, but brings thedeepest 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 theclientele 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. WhereasHome 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. Also, these products are typically available at the local hardware store where customers can pick them up quickly.Ace Hardware, meanwhile, thinks bigger is better. Its site offers almosteverything in its stores, plus about 15,000 additional products. Ace'ssupplementary online offerings are a windfall from its investment in, 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 isapproaching e-commerce slowly. Beginning in October, the retailer will offer a wide selection in a limited number of categories, such as hand tools andappliances. 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, forexample, says it currently has 125,000 products available—three times thenumber 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 pure-plays— and —have gone under.” sells books, music, electronics, software, toys, and homeimprovement products online. In which product category does going online offer the greatest advantage compared with a retail store chain? In which productcategory does the online channel offer the smallest advantage (or a potential cost disadvantage) compared with a retail store chain? Why?Amazon’s greatest online channel advantage comes from the sale of products that have high variety and are slow moving; 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. WhileAmazon has a cost advantage relative to physical stores for slow-moving books, this advantage is reduced (or disappears) for best-selling books. Amazon certainly has no cost advantage with music and software. Both are readily sold over theInternet; it would behoove Amazon to partner with another Seattle-area company to make this the norm.Over time Amazon has added many other categories including electronics and clothing. In both instances, Amazon has a significant cost advantage for nicheproducts relative to brick-and-mortar stores. For fast-moving products, however, this advantage diminishes and in many cases disappears. For example, it isimpossible for Amazon to compete with Costco on price for fast-moving, low-value products such as detergent. In these instances, Amazon can compete forconvenience-sensitive customers who are willing to pay a higher price for theconvenience of having their order delivered at home.11.Why should an online channel such as Amazon build more warehouses as its salesvolume grows?Amazon initially tried to run their entire book business with no warehousingfacilities, 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. Moving closer to customers reduces thetransportation cost while being responsive.12.Amazon has opened bookstores and announced the opening of convenience stores.How can these traditional retail channels allow Amazon to complement its online channel effectively?The biggest challenge for the online channel is in being very responsive and being cost competitive for fast-moving, low-value products. The physical stores offer Amazon an opportunity to use the stores for such products. A bookstore canprovide a best seller quickly to a customer at low cost, whereas the online channel can provide the remaining wide variety of titles to customers at low cost (though with a longer delivery time).Similarly for groceries, physical locations such as convenience stores (an Whole Foods recently purchased by Amazon) complement the online channel by providing fast-moving, low-value products to customers quickly and efficiently (something the online channel has difficulty with). The online channel can continue to serve convenience-seeking customers for such products, but more price-sensitive customers and customers needing the product in a hurry can be well served by the physical stores.In the long run, Amazon also has a chance to use these physical locations as pickup locations for online orders.。
·物流是指商品物质实体由生产者（供应者）向消费者（需要者）的流动过程。
物流是商品实体的流动，它克服了供需双方在空间和时间上的局里，创造空间效用和时间效用。
物流管理指对物流的各个环节进行有效的协调组织和控制。
根据物流的程度和环节，物流管理包括对商品的包装、搬运、装卸、运输、库存、流通加工及信息处理等要素的管理，其中储存、运输是物流管理的中心环节。
一、仓储及其管理1、现代仓储在物流系统中的作用过去的仓储起着储存原材料与产成品的作用，可以统称为存货，储存的作用是将原材料输送到生产部门，把产成品销售出去。
很多企业都有较高的存货水平。
20世纪90年代以来，零库存、物流供应链于物流联盟等理论的出现，仓库所扮演的角色转变为如何以更短的周转时间、更低的存货率、更低的成本和更好的顾客服务为内容的物流目标。
仓库已经不再仅仅是储存物品的设施，仓库的运转效率大大提高，人们关注产品在企业的流动速度，有些企业的产品在仓库的存放时间大大缩短。
为了满足顾客廉价和快捷的服务需求，物流管理人员非常关注仓储过程中的成本和周转速度。
很多企业重新设计仓库以达到加速订单处理和降低物流成本的目标，有的企业还根据其战略规划、市场分布而重新选择仓库地址，从而为顾客提供更好的服务。
仓储是对物品的储存，从广义上来讲包括提供纯纯物品服务的设施和场地。
例如，制造厂商对制成品的储存，运输企业在运输途中对所运输物品的储存，以及露天场地对铁矿石的储存等。
另外，仓储还包括一些专门的储存场地和设施，例如专门用于储存粮食的仓库、储存烟草的仓库以及用于储存需要冷冻或冷藏物品的冷库等。
仓储能为原材料等其他储存物品提供时间效用，起到季节性需求调整的作用。
同时，根据市场需要设计的仓储还能够缩短企业为顾客提供服务的时间，能更快捷地按照顾客所要求的时间和地点将物品送到顾客的手中，随着有型物品销售过程中服务附加功能的日益重要，仓储也变得越来越重要。
2、仓储作业流程物流企业的仓储作业包括捷运商品、验收入库作业、保管保养作业、出库检查作业和发运商品5个操作步骤，具体如下：⑴接运商品指商品从供货单位运输到仓库的过程。
CHAPTER TENDiscussion Questions1.What is the bullwhip effect and how does it relate to lack of coordination in asupply chain?The bullwhip effect refers to the increase in fluctuation of orders along the length of the supply chain as orders move from retailers to wholesalers to manufacturers to suppliers. The bullwhip effect relates directly to the lack of coordination(demand information flows) within the supply chain. Each supply chain member has a different idea of what demand is, and the demand estimates are grosslydistorted and exaggerated as the supply chain partner is distanced from thecustomer.2.What is the impact of lack of coordination on the performance of a supply chain?The impact of lack of coordination is degradation of responsiveness and anincrease in cost for all supply chain members. As the bullwhip effect rears its ugly head, supply chain partners find themselves with excessive inventory followed by stockouts and backorders. The fluctuations in inventory result in increasedholding costs and lost sales, which in turn spike transportation and materialhandling costs. Ultimately, the struggle with cost and responsiveness hurts the relationships among supply chain partners as they seek to explain their lack of performance.3.In what way can improper incentives lead to a lack of coordination in a supplychain? What countermeasures can be used to offset this effect?Incentive obstacles occur in situations when different participants in the supply chain are motivated by self-interest.Incentives that focus only on the local impact of an action result in decisionsbeing made that achieve a local optimum but are unable to achieve a global(supply chain) optimum. All supply chain partners must agree on globalperformance measures and structure rewards such that members are appropriately motivated to focus on the overall performance of the supply chain.Sales force incentives also are responsible for counterproductive supply chain behavior. Commissions that are based on a single short time frame can be gamed by the sales force to maximize commission but these actions inadvertentlyincrease demand variability and exert pressure on the supply chain. Commissions should be structured to provide incentives to consistently sell large volumes of product over a broad time frame to the sell-through point.Sales force incentives based on “sell-in” rather than “sell-thru” lead to product being pushed in the supply chain, thus increasing forward buying. If possible, it is best to offer incentives based on sell-thru or even sell-out (sales to end consumers) because such incentives eliminate all incentives for forward buying.4.What problems result if each stage of a supply chain views its demand as theorders placed by the downstream stage? How should firms within a supply chain communicate to facilitate coordination?If each stage of a supply chain views its demand as the orders placed by theirdownstream counterpart, the bullwhip effect is realized by the supply chain(especially when lead times are long). Each member develops a forecast that is based on something other than the true customer demand and hilarity ensues.Supply chain members should share point-of-sale (POS) data (or at a minimum their own sales data) so that all members are aware of the true customer demand for product. The beauty of data sharing requirements is that only aggregate POS data must be shared to mitigate the bullwhip effect; there is no need to sharedetailed POS data.5.What factors lead to a batching of orders within a supply chain? How does thisaffect coordination? What actions can minimize large batches and improvecoordination?Order batching is caused by a number of different factors. One mechanism is the price structure of TL and LTL shipment quantities; there is incentive to wait awhile to make sure that a TL shipment is achieved. A customer’s natural tendency to wait for a milestone, either real or perceived, can also cause batching.Customers may wait until Friday, Monday, the last or first day of the month, etc., just because that’s when they always have or because that event reminds them to order. Order batching also occurs because customers are aware of an impending price reduction and want to take advantage of it. Batching adversely affectssupply chain coordination because the supply chain will be starved for flow, then overwhelmed with demand.A supply chain can reconfigure their transportation and distribution system toallow for shipments to multiple customers on a single truck to achieve TLquantities. The chain can also assign (or encourage) days for placing orders and move from lot-size based to volume based quantity discounts (or abandondiscounts and promotions altogether).6.How do trade promotions and price fluctuations affect coordination in a supplychain? What pricing and promotion policies can facilitate coordination?Trade promotions and price fluctuations make supply chain coordination more difficult. Customers seek to purchase goods for less and engage in forward buying which creates spikes in demand that may exceed capacity. All parties wouldbenefit if the supply chain used everyday low pricing (EDLP) to mitigate forward buying and allow procurement, production, and logistics to function at a steadier pace. If price incentives must be offered, the chain is better served byimplementing a volume-based quantity discount plan instead of a lot size based quantity discount, that is, providing incentives to purchase large quantities over a long period of time, perhaps a year. Forward buying can also be reduced ifpromotions are linked to sell-thru rather than the quantity purchased by a retailer.7.How is the building of strategic partnerships and trust valuable within a supplychain?Cooperation and trust within the supply chain help improve performance for the following reasons:•When stages trust each other, they are more likely to take the other party’s objectives into consideration when making decisions, thereby facilitatingwin–win situations.•Action-oriented managerial levers to achieve coordination become easier to implement and the supply chain becomes more agile.•An increase in supply chain productivity results, either by elimination of duplicated effort or by allocating effort to the appropriate stage.•Detailed sales and production information is shared; this allows the supply chain to coordinate production and distribution decisions.8.What are the different CPFR scenarios and how do they benefit supply chainpartners?Collaborative planning, forecasting, and replenishment (CPFR) is defined as a business practice that combines the intelligence of multiple partners in theplanning and fulfillment of customer demand. In order to be successful, the two parties must have synchronized their data and established standards forexchanging the information. The four scenarios that sellers and buyers cancollaborate along include:•Retail event collaboration—the identification of specific SKUs that will be involved in sales promotions and sharing of information regarding thetiming, duration, pricing, advertising, and display tactics to be deployed.The benefit of retail event collaborations is a reduction in stockouts,excess inventory, and unplanned logistics costs.•DC replenishment collaboration—the forecasting of DC withdrawals or demand from the DC to the manufacturer is converted to a stream oforders that are locked in over a specified time horizon. A successful DC replenishment collaboration reduces production costs at the manufacturer and inventory and stockouts at the retailer.•Store replenishment collaboration—the forecasting of store-level orders that are committed over a specific time horizon. Such a collaborationresults in greater visibility of sales for the manufacturer, improvedreplenishment accuracy and product availability, and reduced inventories. •Collaborative assortment planning—the forecasting (collaborative interpretation) of industry trends, macroeconomic factors, and customer tastes for seasonal goods. This forecast is converted into a plannedpurchase order at the style/color/size level that is used to produce sample products for a fashion event before final merchandising decisions aremade. The manufacturer benefits from this collaboration by having more lead time to purchase raw materials and plan capacity.•。
