供應(yīng)鏈設(shè)計與管理第三版期末考試重點供應(yīng)鏈知識理念英文版本

1、Chapter1.Iroduction to Supply Chain Management1. 【supply chain】The system of suppliers, manufacturers, transportation, distributors, and vendors that exists to transform raw materials to final products and supply those products to customers.2. 【supply chain management】SCM is a business network cover

2、ing from buying, making, moving, warehousing to selling.3. 【W(wǎng)hat makes supply chain management difficult?】Supply chain strategies cannot be determined in isolation. They are directly affected by another chain that most organizations have, the development chain.It is challenging to design and operate

3、 a supply chain so that total systemwide costs are minimized, and systemwide service levels are maintained.Uncertainty and risk are inherent in every supply chain.4. 【Strategies for SCM】Global Optimization（全局優(yōu)化）Managing Uncertainty（管理不確定性）5. 【W(wǎng)hy is Global Optimization Hard?】The supply chain is a co

4、mplex network.Different facilities in the supply chain frequently have different, conflicting objectives.The supply chain is a dynamic system.System variations over time6. 【W(wǎng)hy Is Uncertainty Hard to Deal With?】Matching supply and demand is a major challenge.Forecasting doesnt solve the problem.Inve

5、ntory and back-order levels typically fluctuate considerably across the supply chain, even when customer demand for specific products does not vary greatly.Demand is not the only source of uncertainty.Recent trends such as lean manufacturing, outsourcing, and offshoring that focus on reduction incre

6、ase risks significantly.7. 【The three principles of all forecasting techniques】Forecasting is always wrong.The longer the forecast horizon , the worse the forecast.Aggregate forecasts are more accurate.Chapter2. Inventory Management, Supply Contracts and Risk Pooling1. 【何時低（高）于平均需求】If the cost of no

7、t selling an additional unit is larger than the profit from selling an additional unit, the optimal quantity in general will be less than average demand, while if the reverse is true, the optimal order quantity in general will be greater than average demand.2. 【平均需求與最優(yōu)訂貨量的關(guān)系】The optimal order quanti

8、ty is not necessarily equal to average, or forecast demand.3. 【Coefficient of variation】Coefficient of variation=Standard deviationAverage demandThe Standard deviation measures the absolute variability of customer demands, the coefficient of variation measures variability relative to average demand.

9、4. 【Risk Pooling: three critical points】Centralizing inventory control reduces both safety stock and average inventory level for the same service level.The higher the coefficient of variation, the greater the benefit obtained from centralized systems; that is, the greater the benefit from risk Pooli

10、ng.The benefits from risk Pooling depend on the behavior of demand from one market relative to demand from another.5. 【Forecasting Methods】Judgment methods（判斷方法）Market research methods（市場研究方法） 為定性方法Time Series methods（時間序列方法）Causal methods（因果方法） 為定量方法。6. 【Inventory Managements controlling methods】Co

11、ntinuous review policy（持續(xù)檢查策略）Periodic review policy（定期檢查策略）7. 【(s, S) Policy】Whenever the inventory position drops below a certain level, s, we order to raise the inventory position to level S.(s, S)的計算：The reorder point (s) has two components:a. To account for average demand during lead time: LT&#

12、215;AVGb. To account for deviations from average (we call this safety stock): z×STD×LTwhere z is chosen from statistical tables to ensure that the probability of stockouts during leadtime is 100%-SL. Since there is a fixed cost, we order more than up to the reorder point: Q=(2×K×

13、AVG)÷h The total order-up-to level is: S=Q+s 注：AVG = average daily demand STD = standard deviation of daily demand LT = replenishment lead time in days h = holding cost of one unit for one day SL = service level (for example, 95%). This implies that the probability of Stocking out is 100%-SL (f

14、or example, 5%) K = fixed cost Also, the Inventory Position at any time is the actual inventory plus items already ordered, but not yet delivered.8. 【Judgment Methods】Assemble the opinion of expertsSales-force composite combines salespeoples estimates（銷售人員匯集意見）Panels of experts internal, external, b

15、oth（專家座談）Delphi method（德爾菲方法）：a. Each member surveyedb. Opinions are compiledc. Each member is given the opportunity to change his opinion.9. 【Supply Contracts】Buy-Back Contracts（回購合同）: The seller agrees to buy back unsold goods from the buyer for some agreed-upon price higher than the salvage value

16、.Revenue-Sharing Contracts（收入共享合同）: The buyer shares some of its revenue with the seller, in return for a discount on the wholesale price.Global Optimization Contracts（全局優(yōu)化合同）: This unbiased decision maker would consider the two supply chain partners, the supplier and the buyer, as two members of th

17、e same organization. That is, the transfer of money between the parties is ignored and the unbiased decision maker will maximize supply chain profit.Quantity Flexibility Contracts（數(shù)量靈活合同）: Supplier provides full refund for returned items as long as the number of returns is no larger than a certain q

18、uantity.Sales Rebate Contracts（銷售回扣合同）: Supplier provides a direct incentive to the retailer to increase sales by means of a rebate paid by the supplier for any item sold above a certain quantity.Chapter3. Logistics Network Configuration1. 【物流網(wǎng)絡(luò)配置】2. 【數(shù)據(jù)處理】3. 【網(wǎng)絡(luò)技術(shù)】4. 【Solution Techniques】Mathematic

19、al optimization techniques:a. Exact algorithms: find optimal solutions（準(zhǔn)確算法）b. Heuristics: find “good” solutions, not necessarily optimal（啟發(fā)式算法）Simulation models: provide a mechanism to evaluate specified design alternatives created by the designer.Chapter4. The Value of Information1. 【“In modern su

20、pply chains, information replaces inventory”】I think it is true because information:Helps reduce variabilityHelps improve forecastsEnables coordination of systems and strategiesImproves customer serviceFacilitates lead time reductionsEnables firms to react more quickly to changing market conditions.

21、2. 【W(wǎng)hat is the Bullwhip Effect?】Order variability is amplified（放大）the supply chain; upstream echelons（梯度）face higher variability.3. 【W(wǎng)hat are the causes the Bullwhip Effect?】Promotional sales：Forward buyingVolume and transportation discounts：BatchingInflated orders：IBM Aptiva orders increased by 2-

22、3 times when retailers thought that IBM would be out of stock over ChristmasDemand forecasting：Order-up-to points are modified as forecasts change orders increase more than forecastsLong cycle times：Long lead times magnify this effect4. 【Methods for Coping with the Bullwhip Effect】Reduce uncertainty

23、：POS; Sharing information; Sharing forecasts and policiesReduce variability：Eliminate promotions; Year-round low pricingReduce lead times：EDI; Cross dockingStrategic partnerships：Vendor managed inventory (VMI); Data sharing5. 【集中信息】Chapter5. Supply Chain Integration1. 【Supply Chain Strategies】Push S

24、trategies：特點：a. Production decisions based on long-term forecastsb. Ordering decisions based on inventory & forecasts缺點：a. Inability to meet changing demand patterns.b. The obsolescence of supply chain inventory as demand for certain products disappears.c. The bullwhip effect: Excessive inventor

25、y（庫存過多），Excessive production variability，Poor service levelsPull Strategies：特點：Production is demand drivena. Production and distribution coordinated with true customer demandb. Firms respond to specific orders優(yōu)點：a. Reduced lead times (better anticipation)b. Decreased inventory levels at retailers an

26、d manufacturersc. Decreased system variabilityd. Better response to changing markets缺點：a. Harder to leverage economies of scaleb. Doesnt work in all casesPush-Pull Supply Chains2. 【模型圖】3. 【The impact of lead time and demand uncertainty】Chapter6. Strategic Alliances1. 【Strategic Alliances】Strategic a

27、lliances are typically multifaceted(多方位的）, goal-oriented, long-term partnerships between two companies in which both risks and rewards are shared.2. 【The alliance will help address the following issues】Adding value to products（增加產(chǎn)品價值）Improving market access（改善市場進入）Strengthening operations（強化運作管理）Add

28、ing technological strength（增強技術(shù)力量）Enhancing strategic growth（促進戰(zhàn)略成長）Enhancing organizational skills（提高組織技能）Building financial strength（建立財務(wù)優(yōu)勢）3. 【Types of Strategic Partnering】4. 【Advantages of SP】Fully utilize system knowledgeDecrease required inventory levelsImprove service levelsDecrease work dup

29、licationImprove forecasts5. 【Disadvantages of SP】Expensive advanced technology is required.Supplier/retailer trust must be developed.Supplier responsibility increases.Expenses at the supplier often increase.6. 【W(wǎng)hat are the advantages of 3PL?】Focus on core strengthsProvides technological flexibility

30、Provides Other flexibility in geography，workforce size，additional services and resource flexibility7. 【W(wǎng)hat are the disadvantages of 3PL?】Loss of control 3PL employees may interact with customers Sharing of confidential infoChapter7. Procurement and Outsourcing1. 【Outsourcing Benefits】Economies of s

31、cale reduce manufacturing costsRisk pooling demand uncertainties are transferredReduce capital investmentFocus on core competencyIncreased flexibility2. 【Outsourcing Risks】Loss of competitive knowledgeConflicting objectives3. 【Reasons for outsourcing】Dependency on capacityDependency on knowledge4. 【

32、Product architecture】 Modular products：a. Components are independent of each otherb. Components are interchangeablec. Standard interfaces are usedd. A component can be designed or upgraded with little or no regard to other Componentse. Customer performance determines the product configuration Integr

33、als productsa. Not made from off-the-shelf componentsb. Designed as a system by taking a top-down design approachc. Evaluated based on system performance, not based on component performanced. Components in integrals products perform multiple functions5. 【A Framework for Outsourcing】6. 【Procurement S

34、trategy】7. 【Characteristics of Functional Versus Innovative Products（功能性產(chǎn)品VS創(chuàng)新性產(chǎn)品）】（了解）Chapter8. Global Logistics and Risk Management1. 【Forces Driving Globalization（全球供應(yīng)鏈的驅(qū)動力）】 Global Market Forces Technological Forces Global Cost Forces Political and Economic Forces2. 【Many Sources of Risks】 Natur

35、al disasters Geopolitical risks Epidemics Terrorist attacks Volatile fuel price Currency fluctuations Port delays Market changes Suppliers performance Forecasting accuracyExecution problems以上屬于不可控風(fēng)險，介于可控與不可控風(fēng)險之間，屬于可控風(fēng)險，剩余的為可控風(fēng)險。3. 【Managing the Unknown-unknown（處理不可控風(fēng)險的方法）】 Invest in redundancy（緩沖能力）

36、：Redundancy is built at the design stage Increase velocity in sensing and responding（感應(yīng)與應(yīng)對）：Sensing and responding require accurate information in a timely fashion Create an adaptive supply chain community：An adaptive supply chain is a supply chain in which all its elements share similar culture, wo

37、rk toward the same objectives, and benefit from financial gains4. 【Managing Global Risks（處理全球化風(fēng)險的策略）】 Speculative Strategies(投機策略)：a. Bet on a single scenariob. Japanese auto manufacturing in Japan Hedge Strategies(規(guī)避策略)：a. Losses in one area offset by gains in anotherb. Volkswagen in US, Brazil, Me

38、xico, Germany Flexible Strategies(柔性策略)5. 【Approaches can be utilized to implement flexible strategies effectively】 Production shifting（產(chǎn)品轉(zhuǎn)移） Information Sharing（信息共享） Global coordination（全球協(xié)調(diào)） Political leverage（政治杠桿）6. 【Requirements for Global Strategy Implementation】Five Basic Functions of Firms（

39、五種基本職能）： Product development Purchasing Production Demand management Order fulfillment7. 【Regional Products】8. 【International Products】9. 【Major Differences Between Different Regions】Chapter9. Coordinated Product and Supply Chain Design1. 【Key Concepts of Design for Logistics】 Economic Packaging and

40、 Transportation Concurrent and Parallel Processing Standardization2. 【Modular Process（模塊化流程）】 Consisting of discrete operations, such that inventory can be stored in partially manufactured form between options Each product undergo a set of making it possible to Products differ from each other in ter

41、ms of the subset of operations that are performed on them3. 【Types of Standardization】 Part Standardization（部件標(biāo)準(zhǔn)化）：a. Common parts are used across many processesb. Product redesign might be necessary Process Standardization（流程標(biāo)準(zhǔn)化）：a. Standardizing as much of the process as possible, making a generic

42、 or family productb. Delaying differentiationc. Called “Delayed differentiation”, “Postponement”d. Postponement: Key Concepts Product Standardization（產(chǎn)品標(biāo)準(zhǔn)化）：Downward Substitutiona. Produce only a subset of products (because producing each one incurs high set-up cost)b. Guide customers to existing pr

43、oductsc. Substitute products with higher feature set for those with lower feature setd. Which products to offer, how much to keep, how to optimally substitute? Procurement Standardization（生產(chǎn)標(biāo)準(zhǔn)化）：a. Processing equipment that manufactures these wafers are very expensive with long lead time and are made to orderb. The firm reduces risk of investing in the wrong equipment by pooling demand across a variety of products4. 【Operational strategies for standardization】5. 【Su