外文翻译 原文 Determining the Purchase Situation: Cornerstone of Supplier Relationship Management Material Source: google science Author: Evi Hartmann Thomas Ritter
Abstract:Purchasing has moved to the agenda of senior management reflecting an increasing strategic attention to benefits that can be gained from management of and cooperation．with suppliers. Modern purchasing approaches reflect this changing emphasis towards the importance of quality and innovativeness of suppliers as opposed to pure price negotiations. However, different approaches are suitable for different purchase situations，for the specific circumstances the buying firm is in. Detailed evaluation and analysis of the purchase situation are even more crucial to a company’s sustainable success since new ways of interacting such as electronic marketplaces are developing fast and changing the way firms work together. In this paper, the authors structure different classification models of purchase situations by identifying the underlying dimensions. Based on the literature review the authors have grouped the indicators in four dimensions. Then by combining these dimensions an overall integrated classification model is developed. Finally, suggestions for future research are discussed. Introduction The field of purchasing has evolved significantly in the last two centuries. The growing pressure of global competition and less internal value-creation has led to the recognition that purchasing is an important contributor to a firm’s competitive advantage by both academics and practitioners. An appropriate sourcing strategy can contribute significantly to increase profitability, market share and technological innovation. This increased importance of purchasing relates to different reasons as cost, quality and technology．Because purchase costs account on average for more than 40% of total expenses they are clearly a major area for potential cost savings． The present invention relates to a system and method for a Commercial credit card. Credit cards operate by having the enabling buyers and sellers of goods to transact with each institution issuing the credit card, the merchant bank, proother. More particularly, the present invention provides). Besides cost benefits purchasing and supply management has a major impact on quality. Companies have tended to concentrate on their core competencies with the aim to increase effectiveness and efficiency (Hamel, Prahalad 1995). The need to nurture core competences has lead to an increased emphasis on outsourcing (Venkatesan 1992). This development reduced a company’s internal added value in the product value chain to its core competences and at the same time the supplier’s influence on quality increased to a dominant role. A further lever for an increased importance of purchasing is the extremely short life cycle of new technology. Companies focus on highly customized supplies instead of purchasing commodities. They hand-over product responsibility and risk to their suppliers to cope with increased product development pressure. Early and extensive supplier involvement shortens the product development process and is an important source of innovation (von Hippel 1988, Bozdogan, Deyst, Hoult, Lucas 1998). The focus of attention has shifted to the significance of co-operative buyer-seller relationships to“enable purchasing to support a firm’s strategic positioning” (Harland, Lamming, Cousins 1999, p. 659). Based on these trends one of the most important objectives of the purchasing function is the development of a supplier network, since a firm’s ability to produce a quality product at reasonable cost and in timely manner is mainly influenced by its suppliers’ capabilities (Hahn, Watts, Kim 1990). Firms conclude that they will more readily attain long-term cost reduction by forming closer working relationships with “key” suppliers (Harland, Lamming, Cousins 1999). But partnering in general is not the solution for success because of related costs, high resource intensity and risk of dependency. The relationships need to be adapted to the specific purchase situation. Depending on different external contingencies the appropriate relationship type should be developed with different governance structure and relational design. Bensaou (1999) showed that firms “balance a portfolio of different types of relationships rather than rely on one type” which leads to the key question: Which kind of supplier cooperation needs to be established in which purchasing situation to contribute to the success of a company? Or in other words, under which circumstances should a firm try to establish a relationship with its suppliers? The appropriate analysis of the purchasing situation is even more important since the establishment of electronic marketplaces and web-supported trading (Kaplan,
Designing and Managing the Supply Chain David Simchi-Levi Philip Kaminsky Edith Simchi-LeviSolutions for Discussion Questions1Kerem B¨u lb¨u l1We would like to thank Shiming Deng for his valuable contributions to the preparation of this manual.Chapter1Introduction to Supply Chain ManagementDiscussion QuestionsQuestion1Pick any car model manufactured by a domestic auto maker.For example,consider the 2002Ford Thunderbird.a.The supply chain for a car typically includes the following components:1.Suppliers for raw materials2.Suppliers for parts and subsystems3.Automobile manufacturer(Ford,in this example).Within a company,there are alsodifferent departments,which constitute the internal supply chain:i.Purchasing and material handingii.Manufacturingiii.Marketing,etc.4.Transportation providers5.Automobile dealersb.ManyÞrms are involved in the supply chain.1.Raw material suppliers.For instance,suppliers for steel,rubber,plastics,etc.2.Parts suppliers.For instance,suppliers for engines,steering wheels,seats,and elec-tronic components,etc.3.Automobile manufacturer.For instance,Ford.4.Transportation providers.For instance,shippers,trucking companies,railroads,etc.5.Automobile dealers.For example,Hayward Ford.c.All companies involved in the supply chain want to maximize their respective proÞtsby increasing revenue and decreasing cost.However,companies may employ differentstrategies in order to achieve this goal.Some of them focus on customer satisfaction and quick delivery,while others may be more concerned about minimizing inventory holding costs.d.In general,different parts of the supply chain have objectives that are not aligned witheach other.1.Purchasing:Stable order quantities,ßexible delivery lead times and little variationin mix.2.Manufacturing:Long production runs,high quality,high productivity and low pro-duction costs.3.Warehousing:Low inventory,reduced transportation costs and quick replenishmentcapability.4.Customers:Short order lead times,a large variety of products and low prices.Typically,the automobile dealer would like to offer a variety of car colors and conÞg-urations to accommodate different customer preferences,and meanwhile have a short delivery lead time from the manufacturer.However,in order to maximize the length of production runs,and utilize resources more efficiently,the manufacturer would like to aggregate orders from different dealers and offer less variety in car conÞgurations.This is a clear example of conßicting marketing and manufacturing goals.Question2a.The supply chain for a consumer mortgage offered by a bank may involve various com-ponents:1.Marketing companies that handle solicitation to potential customers.2.Credit reporting agencies that evaluate potential customers.3.The bank that extends the mortgage loans.4.Mortgage brokers through which the loans are distributed.b.The marketing companies strive to increase the response rate from homebuyers in orderto maximize their returns.Banks aim at a customer portfolio with a relatively low risk, healthyßow of payments and low average loan maturity date.The brokers would like to maximize their sales commissions.c.Similar to product supply chains,the objective of a service supply chain is to providewhat is needed(in this case a particular type of service,rather than a physical product) at the right location,at the right time,and in a form that conforms to customer require-ments while minimizing systemwide costs.However,there are a number of differences between the two types of supply chains.For instance:1.In a product supply chain,there is both aßow of information and physical products.In a service supply chain,it is primarily information.2.Contrary to a service supply chain,transportation and inventory are major costcomponents in a product supply chain.3.Services typically cannot be held in inventory,so matching capacity with demand isfrequently more important in a service supply chain.4.In a service supply chain,the(explicit)cost of information is higher than in a productsupply chain.Note that in the mortgage example above,the bank has to compensate the credit reporting agency for each credit report it obtains.Question3Many supply chains evolve over time.For example,consider a memory chip supply chain. Production strategies may change during different stages of the product life cycle.When a new memory chip is introduced,price is high,yield is low,and production capacity is tight,and the availability of the product is important.Consequently,production is usually done at plants close to markets,and the management focuses on increasing yield, reducing the number of production disruptions,and fully utilizing capacity.When the product matures,however,its price drops and demand is stabilized for a period of time, so minimizing production cost moves to center stage.To reduce costs,production may be outsourced to overseas foundries,where labor and materials are much cheaper. Question4A vertically integrated company aims at tighter interaction among various business com-ponents,and frequently manages them centrally.Such a structure helps to achieve sys-temwide goals more easily by removing conßicts among different parts of the supply chain through central decision making.In a horizontally integrated company,there is frequently no beneÞt in coordinating the supply chains of each business within the company.Indeed, if every business specializes in its core function,and operates optimally,an overall global optimum may be approached.Question5Effective supply chain management is also important for vertically integrated companies. In such an organizational structure,various business functions are handled by different departments of the company that usually have different internal objectives,and these objectives are not necessarily aligned with each other.This may be due to lack of com-munication among departments or the incentives provided by the upper management.For instance,if the sales department is evaluated based on revenue only,and the manufacturing department is evaluated based on cost only,the company’s proÞt may not be maximized globally.Effective supply chain management is still necessary to achieve globally optimal operations.Question6The sources of uncertainty in this example include:1.Factors such as weather conditions,diseases,natural disasters cause uncertainty inavailability of raw materials,i.e.,peach crop.2.Uncertain lead times during transportation of crop from theÞeld to the processingfacility may affect the quality of peaches,e.g.,they may get spoiled.3.Processing times in the plant,as well as the subsequent warehousing and transportationtimes are subject to uncertainty.4.Demand is not known in advance.Question7A small number of centrally located warehouses allows aÞrm to take advantage of risk pooling in order to increase service levels and decrease inventory levels and costs.However, outbound transportation cost is typically higher,and delivery lead times are longer.On the other hand,by building a larger number of warehouses closer to the end customers,a Þrm can decrease outbound transportation costs and delivery lead times.However,this type of system will have increased total inventory levels and costs,decreased economies of scale,increases warehousing expenses,and potentially increased inbound transportation expenses.Question8The choice of the particular transportation service depends largely on the types and sizes of products the company wants to transport,the inventory and delivery strategies and the need forßexibility:1.A truckload carrier is better if delivering bulky items or small items in large and stablequantities from warehouses to demand points(stores).A good example is the delivery of groceries from warehouses to supermarkets.Note that in this case we would like the demand to be in increments of full truck loads.2.A package deliveryÞrm is more appropriate if relatively small items are delivered fromthe manufacturer/warehouse directly to the customers.Additionally,a package carrier company offers moreßexibility by different modes of transportation depending on the needs of the individual customers.Question91.High inventory levelsi.Advantages:HighÞll rate(service level)and quick order fulÞllment.ii.Disadvantages:High opportunity cost of capital tied in inventory,danger of price declines over time and obsolescence,need for more warehouse space.2.Low inventory levelsi.Advantages:Low inventory holding and warehousing costs.ii.Disadvantages:Higher risk of shortages and lower service levels.Case Discussion Questions—Meditech SurgicalQuestion1Meditech experiences poor service levels for new products,and inventory levels higher than necessary for all products.Question2There are many causes for these problems:1.Demand is not studied in detail.rmation systems that record and monitor demand and inventory are poorly designed.3.Forecasting errors are not tracked.4.There is a tendency to shift the blame to the customers,e.g.,panic ordering.5.There are built-in delays and monthly buckets in the planning system.6.The planning system ampliÞes small variations in demand.7.Poor communication with customers;Meditech doesn’t typically see end-customer de-mand.Question3The customer service manager is directly exposed to the complaints from the customers. Hence,he is in a good position to gauge the scope of the problems.Other managers do not face the customers,and they do not necessarily focus on their satisfaction. Question41.Recognize that demand is predictable,and establish better forecasting systems andaccountability for forecasts.2.Institute better planning systems to eliminate planning delays;reduce the size of systemtime buckets.3.Alternatively,put assembly within the pull system and eliminate bulk inventory com-pletely.4.Develop and implement better information systems.5.Improve communications with customers.Chapter2Logistics Network ConfigurationDiscussion QuestionsQuestion1The factors that affect the performance of the logistics network are not static,i.e.,they change over time.These factors include demand,product design,various costs in the logistics network,regulations,contracts,etc.The effects of these dynamics need to be evaluated periodically in order to determine whether the existing conÞguration is still satisfactory given the new operating environment.For instance,service level requirements may change due to increased competition which typically means that the lead time to fulÞll customer orders needs to be shortened.This may require theÞrm to redesign its logistic network and build new warehouses that are closer to the end customers.Question2The design of the logistics network is a strategic decision that has long lasting effects and impacts all functions within the company.For the success of such a project,many levels of the organization must be involved:1.Upper Management:The new design must be aligned with the vision and strategic goalsof the company.Additionally,such a project may be costly,so management buy-in is essential to ensure that sufficient resources are devoted to the project.2.Sales and Marketing:Demand forecasts and anticipated changes in product design andofferings affect the network and need the involvement of sales and marketing teams. 3.Manufacturing and Operations:The logistics network design has obvious impact on day-to-day operation of theÞrm.In order for the implementation to succeed,it is essential that the people involved with operating the system on a daily basis are involved in its design.Question3The decision that a single warehouse will be built has been made up-front.Therefore,we only need to focus on the location and capacity of the warehouse,and determine how muchspace should be allocated to each product in the warehouse.The main steps of the analysis are outline below.1.Data collectioni.Location of retail stores,existing warehouses(5warehouses located in Atlanta,Boston,Chicago,Dallas and Los Angeles),manufacturing facilities(a single man-ufacturing facility in San Jose),and suppliers.ii.Candidate locations for the new warehouse.rmation about products,i.e.,their sizes,shapes and volumes.iv.Annual demand(past actuals and future estimates)and service level requirements of the retail stores.v.Transportation rates by available modes.vi.Transportation distances from candidate warehouse locations to retail stores.vii.Handling,storage andÞxed costs associated with warehousing.Fixed costs should be expressed as a function of warehouse capacity.viii.Fixed ordering costs,order frequencies and sizes by product or product family. 2.Data aggregation.Demand needs to be aggregated based on distribution patternsand/or product types.Replace aggregated demand data points by a single customer.3.Mathematical model building.4.Model validation based on existing network structure.5.Selection of a few low cost alternatives based on the mathematical model.i.For theÞnal decision,incorporate qualitative factors that were disregarded in themathematical model,e.g.,speciÞc regulations,environmental factors,etc.ii.Optionally,build a detailed simulation model to evaluate these low cost candidate solutions.6.Decide where to locate the centralized warehouse.With the centralized warehouse,service level will increase(less stock-outs)and inven-tory holding costs will decrease due to risk pooling.Also,Þxed costs associated with ware-housing will typically decrease,and inbound transportation costs from the manufacturing facility to the warehouse should be less than the sum of the previous inbound transporta-tion costs.However,we will incur increased outbound transportation costs from the central warehouse to the retailers.In summary,the essential design trade-offis between trans-portation costs on one hand,and inventory holding costs and service level requirements on the other.Question4a.In automobile manufacturing,cars are usually delivered over land,and demand is con-centrated around major cities.Therefore,we would expect warehouses in this industry to be located near large cities with easy access to freeways and railroads.This would help to reduce the delivery lead time to dealerships in the cities.b.In the pharmaceutical industry,overnight delivery is common.Therefore,proximityto a major airport is a factor that should be considered when choosing a warehouse location.Additionally,for raw material warehouses it is important that these are close to natural resources.c.In the book industry,supplier warehouse locations would be affected by the availabilityof nearby natural resources.d.In the aircraft manufacturing industry,sub-assemblies and parts are delivered by thou-sands of suppliers scattered all over the globe to the manufacturing facilities.Therefore, for these supplier warehouses,by far the most signiÞcant consideration is the ability to ship parts easily and on-time,i.e.,the proximity to railroads,freeways,harbors,etc.In such a capital intensive industry,we would also expect that regulations such as tax breaks have an impact on potential warehouse locations.e.With a large customer base shopping for books on-line,short delivery lead times arecrucial.Therefore,in book distribution,we would expect toÞnd large centralized ware-houses on reasonably priced land and where quick transportation modes are available.f.Furniture manufacturing and distribution depends heavily on manual labor.Therefore,warehouses in this industry should be located close to cities with sufficient labor supply.g.In PC manufacturing,outsourcing from all around the world is common where labor ischeaper and regulations favor the huge investments associated with high-tech manufac-turing.These considerations should be factored in when choosing candidate warehouse locations.Question5In the pharmaceutical industry,we would expect more warehouses closer to the end cus-tomers for short delivery lead times.On the other hand,in the chemical industry there would be fewer centralized warehouses in order to consolidate orders and decrease outbound transportation costs.Question6If we expect that the truck would travel empty on its return route,then TL rate would be higher.Considering the example in Section2.2.2,the probability that the truck comes back empty from Illinois(industrial heartland)to New York is lower than the corresponding probability from New York to Illinois which explains the asymmetric cost structure between these two cities.Question71.Handling Costsbor cost of workers in material handling.ii.Costs of conveyors,fork lifts,automated guided vehicles(AGVs),etc.,used to carry the goods in the warehouse.Note that these costs have two components:variable costs that are linearly proportional to the distances the goods are transported over;and purchasing costs of equipment that are proportional to the daily output required from the material handling system,but in a non-linear way because equipment is purchased in discrete quantities.2.Fixed Costsi.Purchasing or rental cost of land.ii.Cost of maintaining and operating the warehouse building which includes annual depreciation and utility costs.iii.Cost of racks that depend on the capacity of the warehouse.iv.The cost of insurance for the facility.3.Storage Costsi.Opportunity cost of capital tied up in inventory.ii.Cost of price declines while inventory is sitting in the warehouse.Note that this includes the risk of obsolete inventory that needs to be salvaged.Question8An exact optimization technique is guaranteed to provide an optimal solution(if one exists) even if it takes a long time.On the other hand,a heuristic algorithm is a method that willÞnd good solutions to the problem in a reasonable amount of time where the terms “good”and“reasonable”depend on the heuristic and the particular problem instance.(See Bramel and Simchi-Levi(1997).)The choice between an exact optimization technique and a heuristic algorithm for a given problem frequently depends on the trade-offbetween solution quality and solution time.Note that even if a heuristic algorithm(by chance)Þnds the optimal solution to a problem,it cannot conÞrm the optimality of the solution. On the other hand,for many problems there are no known optimal algorithms,so heuristics must be used.Question9Simulation is a popular performance evaluation and modeling tool for complex stochastic systems that cannot be evaluated analytically.A simulation model can closely reßect a real system and mimic its behavior,but it has some drawbacks:simulation is a descriptive tool,i.e.,it cannot provide optimal values for system inputs.It generates,for a given set of inputs,sample outputs from the system that are used to compute statistical estimates of the performance measures.Also,accurate simulation models of large systems require extensive development effort,and typically take a long time to run.Thus,we advocate a two-phase approach to solve difficult logistics problems:e a mathematical optimization model to generate a number of good candidatesolutions,taking into account the most important cost components.e a detailed simulation model to evaluate the candidate solutions generated in theÞrst phase.Chapter3Inventory Management and Risk PoolingDiscussion QuestionsQuestion1Companies can cope with uncertainty by1.keeping safety stock,2.shortening production and order lead times,ing risk pooling strategies,4.delaying product differentiation in the supply chain as much as possible,i.e.,aggre-gating demand for parties upstream of the supply chain,and5.by installing systems to achieve information sharing between suppliers and buyers,thus enabling collaborative demand forecasting.Question2In general,higher inventory levels make it easier to maintain higher service levels.However, modern inventory management techniques may make it possible to increase service levels without increasing inventory levels as much as in the past.Question3The variability in demand increases as the average and the variance of lead time increase. Therefore,for a given service level,inventory levels increase with longer lead times and higher lead time variance.Question4The target service level depends on the mission-criticality of the product.For instance, consider a service parts vendor for equipment for which every hour of down time is veryexpensive.(See Example6-5.)In this case,we would expect the management of the vendor company to specify a service level close to100%.Market conditions also play an important role in determining target service levels.For commodities,we would expect relatively high service levels since customers can switch products easily if they do notÞnd the particular product they look for.However,a lower service level may be acceptable if the product has a clear value differentiation compared to its competitors.For instance,customers of a high-end server that is clearly deemed superior to the rest of the market may be willing to wait for1-2weeks if the manufacturer is out-of-stock.Question5√L has two components.TheÞrst component The reorder level s=L∗AV G+z∗ST D∗L∗AV G covers the expected demand during lead time,and the second component z∗√L is the safety stock that protects against deviations from the expected demand ST D∗during lead time.Therefore,immediately before the order arrives,we expect that theÞrst√L.Then,whencomponent is depleted completely and the inventory level is z∗ST D∗√L.an order of Q units arrives,the expected level of inventory is Q+z∗ST D∗Question6In the base-stock policy,at the time the warehouse places an order,this order raises the√r+L.Similar inventory position to the base-stock level(r+L)∗AV G+z∗ST D∗to the reorder level s in the continuous review policy discussed in Question5,this base-stock includes two components:the average demand(r+L)∗AV G until the order arrives√r+L that protects against demand after r+L periods,and the safety stock z∗ST D∗uncertainty during lead time.Thus,just before an order arrives,the expected inventory√r+L.on hand is equal to the safety stock z∗ST D∗In order to determine the expected inventory level right after an order arrives at time t+L,note that when inventory is reviewed at time t,the inventory position is raised to the base-stock level,and an order that was placed at time t−r arrives at time t+L.(SeeFigure3-12.)Therefore,when an order arrives,the expected inventory level is L∗AV G√r+L.units less than the base-stock level,i.e.,is equal to r∗AV G+z∗ST D∗Question7Observe that the longer L1,the more time the system has before allocation of inventory to the retailers need to be made by the cross-dock facility.Thus,the longer L1the more the system can take advantage of the risk pooling concept.Hence,the total amount of inventory is smaller when the cross dock facility is closer to the retail outlet.Question8The answer is not immediately clear because the required safety stock depends both on the average and the variance of the lead time.The retailer would have to make a decision depending on the relative effects of these two factors.See Section3.2.6.Also,your decision would ultimately depend on the requirements of the retailer’s customers.Question9For a mature product,it is reasonable to expect that the price and demand are stable in the short term.However,as the time horizon gets longer,and new products are in-troduced into the market,the demand and price for this particular product decrease and excessive inventories may have to be written off.Thus,inventory holding costs related to obsolescence may be regarded asÞxed in the short term,but not in the long term.Some storage costs are another example of inventory related costsÞxed in the short term,but variable in the long term.For instance,due to large inventories a company may have to rent multiple warehouses for aÞxed lease term.However,if inventory policies are improved and turnover rates are increased in this period of time,then it may be possible to rent fewer warehouses when renewing the lease contracts.Clearly,similar arguments can be made for material handling equipment,storage racks,insurance,personnel,etc. Question10Such deterministic models can be used as proxies for the more realistic stochastic models if the planning horizon is short,and the parameters of the problem are expected to be relatively stable over this time frame.However,most importantly,simple models can illustrate the basic trade-offs in a given type of problem which also translate into more realistic and complex situations.For instance,the optimal policy for the economic lot sizing model balances ordering and inventory holding costs which is a general insight for more sophisticated systems as well.Question11There are implicit and explicit penalties associated with a highly variable demand.For instance:1.As discussed in Sections3.2.5to3.2.7,the level of safety stock is proportional to thevariability in demand,i.e.,the higher the variability in demand the higher the inventory holding costs.2.From a manufacturer’s perspective,highly variable demand means that utilization ofequipment will greatlyßuctuate,and equipment will sit idle when demand is low.3.From a managerial perspective,high variability makes planning a very complex taskthat requires additional resources,sophisticated models and tools.On the other hand,if a company is successful at implementing strategies to cope with high variability in demand,it may be possible to leverage on these to increase market share and/or revenue if the competitors are not as successful.Question12The factors that affect the choice of the supply contract type include the following:1.Business convention:Companies tend to choose the contract form that is most commonin their type of business.rmation availability:The type of information available may dictate what type ofcontract can be implemented in practice.Depending on the contract type,suppliers and buyers require access to different types of information,and some information may be difficult for the supplier to acquire but easier for the retailer,or vice versa.3.Decision making and incentives:To achieve the optimal proÞt for the whole system andto allocate it properly,both suppliers and retailers must understand that decisions must be made collaboratively.All parties must be aware that they have to give up part of the control in their individual systems,and the choice of the supply contract type depends on the level of control that parties are willing to share with each other.1.Buy-back contracts:i.Advantages:(a)Commonly used in many businesses.(b)The coordinating prices are not very sensitive to the demand distribution.ii.Disadvantages:(a)The supplier may have to buy back a large quantity of the product when demandis low.(b)Extra transportation and re-stocking costs for returned items.2.Revenue-sharing contracts:1.Advantages:(a)Easy to understand.(b)The optimal values of the decision variables are not very sensitive to the demanddistribution.2.Disadvantages:(a)Need to monitor the total revenue.3.Quantity-ßexible contracts:i.Advantages:(a)Commonly used in many businesses.ii.Disadvantages:(a)The optimal values of the decision variables are sensitive to the demand distri-bution.(b)Extra transportation and re-stocking costs for returned items.4.Sale-rebate contracts:i.Advantages:(a)It is a direct incentive to the retailer to increase sales.ii.Disadvantages:(a)Difficult to track and implement.。
