供應鏈管理討論題和答案

1、精選優(yōu)質文檔-傾情為你奉上第1章 理解供應鏈 1. 如果在一家便利店購買一聽蘇打水，請描述供應鏈的不同階段，并且說明涉及的流程。When a customer purchases a can of soda at a convenience store, his purchase represents the end of a supply chains delivery of an item and the beginning of information regarding his purchase flowing in the opposite direction.The supply

2、chain stages include customers, retailers, wholesalers/distributors, manufacturers, and component/raw material suppliers. A customers purchase moves product towards the customer and dollars and information towards the retailer.The retailer places an order from the wholesaler/distributor to replenish

3、 stock, thereby moving information back up the supply chain while moving product down the supply chain. As the order is filled, the retailer will move dollars back up the supply chain.The wholesaler/distributor transmits information and dollars to the manufacturer who produces product and ships it d

4、own the supply chain to the wholesaler.Finally (or initially, depending on your perspective) the manufacturer moves orders (information) and dollars towards suppliers in exchange for material flow into their production processes.當一個顧客在便利店買一聽蘇打水，他的購買行為代表著一個商品在供應鏈中傳遞的結束，同時他順利的購買行為代表著信息在供應鏈相反方向的開始。供應鏈平

5、臺包括消費者、零售商、批發(fā)商/分銷商、生產者和零件/原材料供應商。一個顧客的購買行為是商品向顧客的轉移與信息向零售商的轉移。零售商從批發(fā)商/分銷商那列出一份訂單，以便補充庫存。因此信息是沿著供應鏈逆向移動而商品是順著供應鏈正向移動。當訂單完成后，零售商將會把資金沿著供應鏈的逆向傳至供應鏈上游。批發(fā)商/分銷商將信息與資金傳遞給生產者即生產產品，并將（產品）順著供應鏈送至批發(fā)商手中的一方。最后（或最初，取決于你自己的觀點）生產者將訂單（信息）和資金轉移給供應商以換取材料來投入生產流程。5. 考慮顧客從亞馬遜訂購書籍的供應鏈，辨別推/拉界限以及這兩個流程的推動和拉動階段。In Amazons ori

6、ginal operations design the push/pull boundary existed betwixt the retailer (Amazon) and their distributor. Amazon ordered product from the distributor and the customer order arrived. Today, Amazon has six warehouses where it stocks an inventory of items it is confident that will sell. In this scena

7、rio, the push/pull boundary exists between the customer and the retailer.Processes in the pull phase are the order fulfillment, shipping, customer returns, and customer billing. Processes in the push phase are production, stock replenishments, shipping, and payment.在亞馬遜的原始運營設計中，推/拉邊界存在于零售商（亞馬遜）和他們的分

8、銷商之間。亞馬遜從分銷商和顧客手中獲取訂單后訂購產品。如今亞馬遜有六個倉庫，在這六個倉庫中存放著確定會被賣出的商品。在這種情況下，推/拉邊界存在于顧客和零售商之間。拉動階段為訂單的滿足，運輸，顧客的反饋與顧客的發(fā)票。推動階段是生產，庫存的補充，運輸與付款。第2章 供應鏈績效：贏得戰(zhàn)略匹配與戰(zhàn)略范圍8. 711便利店、超級市場連鎖店和沒過好市多這樣的折扣零售商，他們面臨的隱含不確定性有什么不同？When customers go to a convenience store chain such as 7-Eleven, they go there for the convenience of

9、a nearby store and are not necessarily looking for the lowest price. Implied demand uncertainty would be high as customers are looking for a variety of products and convenience versus cost and demand levels are hard to predict. A supermarket chain focuses on cost and quality, with some specialty cha

10、ins adding flexibility by carrying a broader range of products that may be targeted towards customers interested in organic products or ethnic cuisine. Implied demand uncertainty for a supermarket chain tends to be low; shoppers are typically repeat customers and have a constant demand level. The su

11、permarket supply chain must be responsive by receiving produce quickly to ensure freshness and have a high service level. Supermarket supply chains tend to be well-established and can improve strategic fit by emphasizing speed to maintain freshness, hence perceived quality.Low price is very importan

12、t to customers of discount retailers such as Costco. This customer is willing to tolerate less variety and even purchase very large package sizes as long as the price is low. Customer demand can be more predictable and supply side needs are large and fairly stable. 當顧客去類似7-11的連鎖便利店時，他們追求的是鄰近商店的

13、便利，尋找最低價對他們來說并沒有必要。顧客尋找各種各樣的商品時，便利性和成本相對，需求水平很難預料，隱含的需求不確定性會很高。超級市場連鎖店關注成本和質量，一些特色的連鎖店因為持有大范圍的目標客戶群為對郵寄產品和民族烹飪有興趣的顧客的商品而增加了對靈活性的關注。超級市場連鎖店的隱含需求不確定性偏低，因為光顧的通常是老顧客并且有一個持續(xù)的需求水平。超級市場供應鏈一定要通過快速接收產品進行響應以確保新鮮度并保持高服務水平。9. 當供應鏈的每個環(huán)節(jié)僅僅專注于自己的利潤時，在作決定時會引起哪些問題？識別一些有助于零售商和制造商共同努力去拓展戰(zhàn)略匹配范圍的行動。High inventories, poo

14、r quality, low customer service, increased returns are just a number of problems that occur when each stage of a supply chain focuses solely on its own profits. The trucking company requires full truck loads for delivery forcing the retailer to carry more inventory than wanted or needed. The supplie

15、r offers discounts to their buyers to maximize production but forcing the buyers to purchase in larger quantities than desired. This concept was very prevalent during the 1950s and 1960s as companies to minimize local costs and maximize their own profits.Today, retailers and manufacturers have the o

16、pportunity to plan promotions jointly such as Wal-Mart and P&G. They can share sales information to determine customer trends. Joint product development opportunities are being explored throughout the supply chain between retailers, manufacturers and raw material suppliers.當供應鏈的每個環(huán)節(jié)僅僅專注于自己的利潤時,(

17、會造成)高庫存、低質量、低客戶服務，獲得的回報。運輸公司要進行整車運輸迫使零售商持有的庫存比需求多。供應商給買家提供價格折扣以使生產最大化，卻導致購買者買進超過需求的大批量商品。這個觀念，在公司將成本最小化并且使自己的利潤最大化的20世紀50年代到60年代很流行。現今，零售商和制造商有機會去共同計劃提升，例如沃爾瑪和寶潔。他們可以共享銷售信息以決定顧客購買傾向。在供應鏈的零售商、制造商、原材料、供應商之間實現聯(lián)合產品發(fā)展的機會正在探索當中。超級市場供應鏈趨于完好建立并且能夠通過強調速度來提高戰(zhàn)略適應性以保持新鮮度，因此被認為是高質量的。 低價對于類似“好市多”的折扣零售商的顧客是非常

18、重要的。只要價格低，這些顧客很樂意接受少品種甚至大包裝的商品。因此，（對于折扣零售商）顧客的需求很容易被預測，供應需求很大很穩(wěn)定。第3章 供應鏈驅動因素與衡量指標2. 汽車制造商如何使用運輸提高供應鏈的效率？Transportation, a logistical driver, entails moving inventory from point to point in the supply chain. The trade-off in transportation is between the cost of transportation and the speed at which

19、product is transported. Slower modes of transportation reduce cost, but could be a reasonable approach if suppliers are co-located with the assembly operations. If the supply chain is designed in such a way, and assembly operations are located with proximity to markets, then the supply chain can be

20、run cheaply without holding too much inventory in transit.運輸，物流司機，在供應鏈中需要實現貨物點到點的運輸，在運輸中需要權衡貨物運輸的速度和運輸成本。速度慢的運輸是可以降低運輸成本的，但是如果組裝作業(yè)與供應商在同一處會是一個非常合理的方法。如果供應鏈按照組裝作業(yè)安排在離市場非常近的地方這種方式設計供應鏈，這樣供應鏈可以不需要太多的在途存貨就可以以便宜的方式運行。4. 工業(yè)物資分銷商如何使用信息增加響應性？Information is a cross-functional driver and consists of data and

21、analysis concerning facilities, inventory, transportation, costs, prices, and customers throughout the supply chain. Information serves as a connection among all members of the supply chain and operates within each member to facilitate internal operations. Accurate information can improve responsive

22、ness by helping an industrial supplier better match supply and demand. Information that is gathered farther down the supply chain can be transmitted instantaneously and accurately to the supplies distributor. Instead of waiting for a human to call or FAX an order, the distributor can replenish inven

23、tory to the necessary levels or provide what is needed to fill the order as it is realized.信息是一個跨職能的驅動程序，包括數據和分析有關的設施，庫存，運輸，成本，價格，以及整個供應鏈的客戶。信息是供應鏈各成員間的連接和在每個構件可促進內部操作。準確的信息可以提高響應能力，幫助一個工業(yè)供應商更好地匹配供應和需求。那是在更遠的供應鏈可以傳送即時、準確地對供應經銷商信息。而不是等待一個人打電話或傳真訂單，經銷商可以補充庫存的必要水平或提供什么是需要填寫訂單。第4章分銷網絡的設計與在線銷售的應用4. 哪種類型的

24、分銷網絡最適合日用商品？Commodity items are available from many sources and customers expect them to be delivered quickly; if a supply chain cant be responsive, the customers will move on to the next source. A distribution network designed for retail storage with customer pickup achieves quick response for high

25、 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.商品項目可以從許多來源和客戶期望他們快速交付,如果供應鏈不能響應,客戶將繼續(xù)下一個來源。零售的分銷網絡設計的存儲與客戶傳感器實現高需求的快速響應,低品種產品。其他商品可以使用經銷商有效的分布式存儲與最

26、后一英里交付，也適合高需求，快速響應產品。7. 為什么在線渠道在PC行業(yè)比在食品雜貨行業(yè)更加成功？在未來，在線渠道在PC行業(yè)的價值可能會是怎樣的？The PC industry is selling a highly customized product that is purchased on a per-household basis, less routinely than the commodity products that make up groceries. A company like Dell can leverage the Internet as a marketing

27、and distribution tool to advertise new capabilities and options before bricks and mortar retailers can. Dell also removes whatever intimidation (or frustration) factor might be experienced by conversing with in-store sales representatives. Computers have a very high value to shipping cost ratio, so

28、the increased shipping costs when compared to a traditional store are negligible. Groceries have a much lower ratio; although in-store shoppers are incurring costs to pick up their groceries, those costs are hidden in comparison to the delivery charge on an itemized bill from Peapod.E-business will

29、continue to be a valuable tool in the PC industry; none of the advantages currently being enjoyed by Dell and Gateway are likely to change significantly.個人電腦行業(yè)是高度定制的產品銷售,購買在每戶的基礎上,通常低于商品構成雜貨。像戴爾這樣的公司可以利用互聯(lián)網作為一種營銷和分銷工具來宣傳新功能和選項之前的磚和砂漿零售商。戴爾也刪除任何恐嚇(或沮喪)所經歷的因素可能同店內銷售代表談話。電腦有很高的價值航運成本比率，因此，增加運輸成本相比傳統(tǒng)商店可

30、以忽略不計。食品有一個低得多的比率；盡管店內顧客付出成本去接他們的雜貨，這些成本都隱藏在一個分項賬單遞送費用的比較從豆莢。 電子商務將繼續(xù)是一個有價值的工具在個人電腦行業(yè)，都享有的優(yōu)勢；目前戴爾和網關可能顯著改變。第5章供應鏈的網絡設計3. 運輸成本的上升可能會怎樣影響全球化的供應鏈網絡？As transportation costs rise, more companies will elect to place facilities closer to the customer in order to lower overall transportation costs. Companie

31、s must weigh these increasing costs against the cost of additional inventory and infrastructure costs in making the strategic decision where to place facilities. As transportation costs rise, these decisions will greatly impact overall supply chain profits.隨著運輸成本的上升，更多的企業(yè)選擇將設施選址在離客戶更近的地方，目的是在總體上降低運輸

32、成本。企業(yè)在做設施選址問題的決策時，必須權衡這些增加的花銷，附加倉庫和基礎設施花銷。因為運輸成本上升，這些決策將會在很大程度上影響整個供應鏈的利益。7. 考慮一個像福特公司這樣的企業(yè)，其在全球的設施超過150個。請列出擁有很多設施的利弊并考慮這種方式是否適合汽車行業(yè)。Automakers often use a multiplant strategy to create server facilities. These server facilities provide product for the market where they are located, thereby taking

33、advantage of tax incentives, local content requirements, tariff barriers, and high logistics costs. This can be a good strategy if market demand exists for your product; when demand drops, the producer is left with expensive excess capacity. If the facilities are flexible, production of popular mode

34、ls can continue to prepare product for export. If facilities are inflexible or all sales are flat, then the producer must bear the cost or shed assets.汽車制造商通常采取多工廠的戰(zhàn)略來建造服務設施。這些設施為他們所在位置的市場提供商品，因此可以利用稅率的優(yōu)惠，當地需求的優(yōu)勢并且避免了關稅壁壘和高昂的物流成本，如果市場的需求存在于這些產品中，這將是一個很好的戰(zhàn)略。當需求下降，生產者就剩下昂貴的過剩產能，如果設備是柔性的,通用模型的產品可繼續(xù)為出口而

35、準備生產。如果設備是非柔性的或所有的銷售是平穩(wěn)的，那么銷售商必須承擔花銷或者剝離資產。第6章設計全球供應鏈網絡1. 為什么在評估供應鏈設計決策時考慮不確定性是非常重要的？There is little in life that is certain, so it is important to consider the impact that uncertainty has on the supply chain. Modeling techniques discussed in this text require assumptions about future demand, price

36、structures, paradigms, etc. It is safe to say that most assumptions that we make in using these models are false; we are permitted to apply these models because the assumptions occasionally are not false enough to make a difference. The supply chain decisions that must be made require considerable i

37、nvestments that cannot be changed or rescinded in the short run without incurring losses. It is important for the decision maker to weigh all alternatives and the uncertainties attached to the events that the future holds in order to arrive at the best decision.沒有在生活中是確定的,所以重要的是要考慮這種不確定性對供應鏈的影響。建模技術

38、在本文討論需要假設未來的需求,價格結構范式等?？梢钥隙ǖ卣f,大多數假設我們在使用這些模型是錯誤的,我們被允許應用這些模型,因為偶爾的假設不是假足以產生影響。 供應鏈決策,必須需要相當大的投資, 在短期內不能改變或撤銷不遭受損失。很重要的決策者權衡所有備選方案和未來的不確定性附加到事件以到達最好的決定。2. 能夠影響供應鏈決策價值的主要的不確定性的來源是什么The major sources of uncertainty are fluctuations in demand and price. These may vary for a number of reasons; Porters fi

39、ve forces model suggests that the presence or absence of substitute goods and services, the threat of existing competitors, of new competitors and the bargaining power of customers will affect a companys existing product. Prices may fluctuate according to supply and demand, changes in tariffs and ex

40、change rates, and inflation.不確定性的主要來源是波動的需求和價格。這些可能會有所不同的原因：波特的五種力量模型表明，替代產品和服務的存在與否，現有競爭對手的威脅,新的競爭對手和客戶的議價能力將會影響公司的現有產品。根據供給和需求價格可能波動，關稅和匯率的變化，以及通貨膨脹。第7章 供應鏈的需求預測2.戴爾公司如何才能與供應商進行合作預測來改進供應鏈？Collaborative forecasting requires all supply chain partners to share information regarding parameters that mi

41、ght affect demand, such as the timing and magnitude of promotions. Dell could share with their components suppliers all of the promotions, e.g., holiday, back-to-school, etc., they have planned. These suppliers could, in turn, notify their suppliers of discrete components that a spike in demand is a

42、nticipated. These demand forecasts for end items determine the demand for components and coupled with knowledge of fabrication times, allows all members of the supply chain to provide the right quantity at the right time to their customers.協(xié)作預測要求所有的供應鏈合作伙伴共享有關可能影響需求的參數，如促銷活動的時間和幅度信息。戴爾可能有計劃的與他們的零部件供

43、應商分享所有的促銷活動，例如假期，回校上課等等。反過來，這些供應商可能會通知他們的供應商，在需求峰值預計分立元件。這些需求預測最終的項目是確定組件的需求，再加上制造時代的知識，使供應鏈上的所有成員向他們的客戶在正確的時間提供正確的數量。7.如果預測人員利用上一年的銷售數據而不是實際需求數據進行來年的預測，會出現什么問題？Last years sales data is fine as long as there were no stock outs. If an item is not on the shelf or is explicitly indicated as being sold

44、out, the manager may be blissfully unaware of customer demand that existed but was not expressed. Also, if there were special promotions last year that are not planned for the following year, the data must be adjusted to accommodate this factor. 去年的銷售數據很好，因為沒有缺貨。如果一個產品沒有放在貨架上或者明確指出已經銷售完，管理人員可能不會察覺到那

45、些存在但沒有表達的客戶需求。同時，如果去年有沒有為第二年計劃的特別促銷，那么為了適應這一因素，數據肯定需要調整。第8章 供應鏈綜合計劃5.綜合計劃需要輸入哪些類型的成本？The major cost categories needed as inputs for aggregate planning are production costs and inventory costs. Production costs include labor costs of regular and overtime, costs of subcontracting production, costs of

46、changing capacity by hiring or laying off workforce and increasing or reducing machine capacity. Inventory costs include the cost of having too much (storage costs per period) and too little (backorder or stockout costs).需要輸入的成本類型有生產成本和庫存成本。生產成本包括正常人工成本、加班人工成本、轉包生產成本和產能變更成本。其中產能變更成本具體包括招聘或解雇工人的成本和增加

47、或減少機器產能的成本。庫存成本包括過多（每周期存儲成本）和過少（延期交貨或缺貨成本）。8.在選擇綜合產品單位時，需要考慮的一些關鍵因素有哪些？While planning is done at the aggregate level, it is important that the aggregate unit be identified in a way that when the final production schedule is built, the results of the aggregate plan reflect what can be accomplished in

48、 practice. Given that the bottleneck is likely to be the most constraining area in any manufacturing facility, it is important to focus on the bottleneck when selecting the aggregate unit and identifying capacity as well as production times. It is also important to account for activities such as set

49、ups and maintenance that use up capacity but do not result in any production.而規(guī)劃是在總體水平上，重要的是總的單元被識別的方式，當最后的生產計劃建立，總計劃的結果反映在實踐中能獲得。鑒于瓶頸可能是在生產設施最受限制的地區(qū)，集中在選擇集料裝置與識別能力以及生產時間瓶頸的重要。同樣重要的是要考慮設置和維護，使用能力，不影響任何生產。第9章 銷售和運作計劃：供應鏈的供給和需求計劃2.討論為什么轉包商通常能夠以低于企業(yè)自制的成本為企業(yè)提供產品和服務。The subcontractor can offer services m

50、ore cheaply for a number of reasons.In many cases, the subcontractor is a specialist in the area and is more flexible, hence cheaper. If a subcontractor is performing similar work for a number of clients, they can take advantage of the zero-sum nature of business competition. By aggregating orders f

51、rom a number of clients, the subcontractor is able to satisfy peaks in demand from some of their clients because other standard clients will be experiencing valleys in demand. If subcontracting occurs because a firm is at capacity, the subcontractor (that is not overcapacity) can handle the producti

52、on more cheaply simply because is expensive to operate a system at excess capacity.分包商可以提供的服務更便宜一些的原因。在許多情況下，轉包商在該地區(qū)是一個專家并且更靈活,因此更便宜。如果轉包商為客戶正在表演類似的工作，他們可以利用零和商業(yè)競爭的性質。通過聚合訂單的客戶，轉包商能夠滿足高峰需求的客戶，因為其他標準的一些客戶的需求將會經歷著山谷。如果轉包是因為一個公司的能力，轉包商(即不是產能過剩)能夠處理生產更便宜，因為是昂貴的操作系統(tǒng)產能過剩。4.討論如何為供應鏈中的企業(yè)建立協(xié)作機制。Collaboration

53、 mechanisms in a supply chain should begin with the initial partnering process as the supply chain is being established. All parties in the chain must be aligned and dedicated to the success of the entire chain. Trust and open communication are of primary importance; there should be a myriad of form

54、al and informal communication channels open among all parties. If constancy of purpose is ever in question, each firm might devote some resources towards equitable “chain incentives” such that behaviors that benefit the entire supply chain are recognized and rewarded. The incentives, communication,

55、and trust should be established at all levels of every chain member. Company leadership should provide for highly visible evidence of these activities on their level and among cross-business supply chain teams.供應鏈合作機制是當供應鏈建立時便開始最初的合作過程。供應鏈中的各方必須團結，并致力于使整個供應鏈的成功。信任和開放式的溝通是最重要的，這兒應該有各種在各方之間正式和非正式的溝通渠道

56、。如果堅定的目標存在質疑，每個企業(yè)應該對公平的“鏈激勵機制”投入一些資源，這樣做有利于整個供應鏈并使其得到認可與獎勵。激勵，溝通和信任應建立在各級的每一個供應鏈成員之間。公司領導層應在他們之間和跨業(yè)務的供應鏈團隊之間提供這些高度可見活動的證據。 第10章 供應鏈的協(xié)調1.什么是牛鞭效應？它與供應鏈失調有何關系？The bullwhip effect refers to the fluctuation in orders along the length of the supply chain as orders move from retailers to wholesalers to man

57、ufacturers 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 grossly distorted and exaggerated as the supply chain partner is

58、 distanced from the customer.牛鞭效應是指訂單按順序沿供應鏈的長度波動，從零售商轉向批發(fā)商轉向制造商再轉向供應商。牛鞭效應直接關系到在供應鏈中協(xié)調的缺乏程度（需要信息流的情況下）。每一個供應鏈成員有不同的關于需求的想法，當供應鏈合作伙伴疏遠客戶時，這個需求評估會被嚴重歪曲和夸張。7.如何在供應鏈內構建戰(zhàn)略伙伴關系和信任？Cooperation and trust within the supply chain help improve performance for the following reasons:When stages trust each other

59、, they are more likely to take the other partys objectives into consideration when making decisions, thereby facilitating win-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 o