英文版物流與供應(yīng)鏈管理ppt課件

1、Supply Chain Logistics ManagementChapter 1: Twenty-first Century Supply ChainsYanhong HouSUPPLIERNETWORKINTEGRATEDENTERPRISEDISTRIBUTIVENETWORKInformation, Product, Service, Financial and Knowledge FlowsMATERIALSCapacity, Information, Core Competencies, Capital and Human ResourcesRelationship Manage

2、mentProcurementManufacturingDistributionENDCONSUMERSGeneralized Supply Chain Model 1-2McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.What is a supply chain?Customer wantsdetergent a

3、nd goes to JewelJewelSupermarketJewel or thirdparty DCP&G or othermanufacturerPlasticProducerChemicalmanufacturer(e.g. Oil Company)TennecoPackagingPaper ManufacturerTimberIndustryChemicalmanufacturer(e.g. Oil Company)Anticipatory Business ModelFORECASTBUYCOMPONENTSANDMATERIALSMANUFACTURERWAREHOUSESE

4、LLDELIVERBUYCOMPONENTSANDMATERIALSMANUFACTURERSELLDELIVERResponse-based Business ModelThe 21st Century Supply ChainManaging the modern supply chain is a job that involves specialists in manufacturing, purchasing, and distribution, of course. But today it is also vital to the work of CFOs, CIOs, oper

5、ations and customer service executives, and certainly chief executives. Changes in supply chain management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and

6、 finished goods (and information and other business services) from one place to another is accomplished by means of mind-boggling technological innovations, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle. Supply C

7、hain Logistics ManagementChapter 2: LogisticsSource: Robert V. Delaney, 11th Annual “State Of Logistics Report June 5, 20001980GDP $2.88 trillionLogistics Cost $451 billion15.7% of GDPTrans. Cost $214 billion2007GDP $13.84 trillionLogistics Cost $8billion10.1% of GDPTrans. Cost $857 billionLogistics

8、Transportation$ billion0100200300400500600700800900198019991000YearUnited States Logistics CostsIntegrated LogisticsOrderProcessingInventoryTransportationFacilityNetworkWarehousingMaterial HandlingPackagingLogistical IntegrationCustomersEnterpriseMarketDistributionManufacturingSupportProcurementSupp

9、liersInformation FlowInventory FlowMarket DistributionOperating ConcernsMarket Distribution:Activities related to providing customer service. Requires performing order receipt and processing, deploying inventories, storage and handling, and outbound transportation within a supply chain. Includes the

10、 responsibility to coordinate with marketing planning in such areas as pricing, promotional support, customer service levels, delivery standards, handling return merchandise, and life-cycle support. The primary market distribution objective is to assist in revenue generation by providing strategical

11、ly desired customer service levels at the lowest total cost.Manufacturing Support Operating ConcernsManufacturing Support:Activities related to planning, scheduling, and supporting manufacturing operations. Requires master schedule planning and performing work-in-process storage, handling, transport

12、ation, and time phasing of components. Includes the responsibility for storage of inventory at manufacturing sites and maximum flexibility in the coordination of geographic and final assemblies postponement between manufacturing and market distribution operations.ProcurementOperating ConcernsProcure

13、ment:Activities related to obtaining products and materials from outside suppliers. Requires performing resource planning, supply sourcing, negotiation, order placement, inbound transportation, receiving and inspection, storage and handling, and quality assurance. Includes the responsibility to coor

14、dinate with suppliers in such areas as scheduling, supply continuity, hedging, and speculation, as well as research leading to new sources or programs. The primary procurement objective is to support manufacturing or resale organizations by providing timely purchasing at the lowest total cost.Logist

15、ics Information RequirementsStrategicObjectivesCapacityConstraintsLogisticsRequirementsManufacturingRequirementsProcurementRequirementsOrderProcessingOrderAssignmentDistributionOperationsTransportationand ShippingProcurementInventoryDeploymentInventory ManagementPLANNING - COORDINATIONOPERATIONSFore

16、castingEcheloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterRetailerCustomerINFORMATION FLOWSEcheloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterReta

17、ilerCustomerSupport forDirect DeliveryINFORMATION FLOWSFlexible Echeloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterRetailerCustomerSupport forDirect DeliveryFlow ThroughService Supplier ArrangementsFlow ThroughService Suppl

18、ier ArrangementsINFORMATION FLOWSProcess View: Cycle View of SCsCustomer Order CycleReplenishment CycleManufacturing CycleProcurement CycleCustomerRetailerDistributorManufacturerSupplierinterfaceinterfaceinterfaceinterfaceLogistical Performance CyclesNodeTransportation LinksCommunicationLinksMateria

19、lSourceLead Supplier(Tier 1)ManufacturingPlantDistributorsCustomerPurchasingCycleManufacturingSupportCyclePhysicalDistributionCycleMaterialSourceMaterialSourceMaterialSourceManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlant WarehouseDistributionWarehouseCustomerManu

20、facturingPlantPlantWarehouseDistributionWarehouseCustomer123Multi-Echeloned Flexible NetworkCustomer Order Cycle At the customer/retailer interfaceIncludes all processes directly involved in receiving and filling the customers order:Customer arrivalCustomer order entryCustomer order fulfillmentCusto

21、mer order receivingBasic Market Distribution Performance-Cycle ActivitiesOrderProcessingOrderTransmissionCustomerOrderOrderSelectionOrderTransportationCustomerDeliveryReplenishment Cycle At the retailer /distributor interfaceIncludes all processes involved in replenishing retailer inventory:Retailer

22、 order triggerRetailer order entryRetailer order fulfillmentRetailer order receivingManufacturing Cycle At the distributor/manufacturer interfaceIncludes all processes involved in replenishing distributor (or retailer) inventory:Order arrival from distributor, retailer, or customerProduction schedul

23、ingManufacturing and shippingReceiving at the distributor, retailer, or customerProcurement Cycle At the manufacturer/supplier interfaceIncludes all processes necessary to ensure that material are available for manufacturing according to schedule.Key point: A cycle view of the SC Clearly defines the

24、 processes involved and the owners of each process. Useful in operational decisions, specifies the roles and responsibilities of each member of the SC and the desired outcome for each process.Procurement-Cycle ActivitiesSourcingOrder Placementand ExpeditingReceivingTransportationSupplierPerformance-

25、Cycle UncertaintyOrderTransmissionTime Range - Days1/231CustomerDeliveryTime Range - Days1/231OrderTransportationTime Range - Days2104OrderSelectionTime Range - Days1202OrderProcessingTime Range - Days142Total Performance CycleTime Range - Days54010CustomerDelivery CycleSupply Chain Logistics Manage

26、mentChapter 3: Customer AccommodationService Outputs: The Value AddedDifferent supply chains provide different levels of service output to consumers/endusers:1. Spatial Convenience2. Lot size3. Waiting time4. Product variety (assortment width and depth)Strategic PerspectivesHigh level of Basic Servi

27、ce - The PlatformTargeted Value-Added SatisfactionGrowth through Customer SuccessSuccessSatisfactionBasic Service 3 Levels of Customer FocusAchieve internal standards (e.g., specified performance cycle of fill rate)Meet customer expectations (e.g., arrive on time with right product as measured by th

28、e customer)Customers of choice achieve their objectives (e.g., logistics operation can provide product and service in a manner that ensures long term customer viability) 3-32McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-H

29、ill Companies, Inc. All rights reserved.Basic Service ElementsAvailabilityFill ratesStockoutsOrders shipped completeOperational PerformanceSpeedConsistency FlexibilityRecoveryService Reliability* damage* mis-shipments* etc.Logistics Customer Service Mix“Perfect Order AchievementThe “Perfect Order De

30、finedComplete Orders Delivered To Customers Requested Date And Time In Perfect Condition, Including All Documentation.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97=.73 3-34McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-H

31、ill Companies, Inc. All rights reserved.WHAT IS CUSTOMER SATISFACTION?SAT = F (Expectations, perceived performance)Perceived Performance - Expectations = 0, Satisfaction“Meet or Exceed Customer ExpectationsA GENERIC PROFILE OF EXPECTATIONS1. RELIABILITY2. RESPONSIVENESS3. COMPETENCE4. ACCESS5. COURT

32、ESY6. COMMUNICATION7. CREDIBILITY8. SECURITY9. TANGIBLES10. KNOWING THE CUSTOMERSATISFACTION AND QUALITY MODELWord of MouthCommunicationsRequirementsActualPerformanceManagement Perceptions ofExpectationsPerformanceStandardsPast ExperienceExpectationsPerceivedPerformanceExternal CommunicationsSELLERC

33、USTOMERGAP 6GAP 5GAP 4GAP 3GAP 2GAP 1 3-37McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Customer SatisfactionVery SatisfiedVery SatisfiedSatisfiedVery SatisfiedSatisfiedSatisfiedDi

34、ssatisfiedDissatisfiedDissatisfiedLOHIMEDHILOMEDExpectationPerformanceWHY CUSTOMER SATISFACTION IS NOT SUFFICIENTIt focuses on customers expectations - not their real requirementsConsiderable research suggests that “satisfied customers still are likely to defectThere is a tendency by companies to tr

35、eat all customers as being equal and identical 3-39McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Evolution of Management Thought PhilosophyFocusCustomer ServiceMeet Internal Standa

36、rdsCustomer SatisfactionMeet ExpectationsCustomer SuccessMeet Customer RequirementsNotice that the satisfaction model does not focus on requirementsMoving to Customer SuccessOurCustomersCustomerOurCustomerUsHow can we help our customers win?This is not our problem (WRONG)Well do whatever they tell u

37、s they wantDevelopment of Logistical Competency0510Gaining Cost-effectivenessMarketAccessMarketExtensionMarketCreationStage 1Stage 2Stage 3Stage 4ACHIEVING CUSTOMER SUCCESSNOT ALL CUSTOMERS HAVE THE SAME REQUIREMENTSUNDERSTAND YOUR CUSTOMERS REQUIREMENTSKNOW YOUR CUSTOMERS PROCESSESHOW CAN YOUR CAPA

38、BILITIES ENHANCE CUSTOMERS PERFORMANCE?NEW PERFORMANCE METRICSSupply Chain Logistics ManagementChapter 4: Inventory Management and Strategy4.1 Product Positioning Decision FactorsAccurate assessment of inventory valueAssignment of responsibility for inventory carrying costsOpportunity cost (15%)Taxe

39、s and insurance(1%)Obsolescence (1%)Storage (2%)4.2 庫存管理系統(tǒng)庫存管理系統(tǒng)是以庫存本錢降低和效力程度提升為共同目的的相關(guān)制度、規(guī)范、方法、手段、技術(shù)、管理以及操作過程的集成，它對(duì)存貨從選擇、規(guī)劃、訂貨、進(jìn)貨、入庫、儲(chǔ)存及至最后出庫的流程進(jìn)展科學(xué)而合理的控制和優(yōu)化，以實(shí)現(xiàn)存貨在時(shí)間、空間上的有效整合及系統(tǒng)的整體經(jīng)濟(jì)效益。 46Provide for UncertaintyInventory ManagementManageWhere to stock?When to order?How much to order?ControlAccount

40、abilityAccuracy庫存方案的制定可以有以下幾種分類方法1按庫存周期類型，可以分為單周期庫存和多周期庫存。 2按對(duì)庫存的檢查戰(zhàn)略，可以分為延續(xù)檢查戰(zhàn)略和定期檢查戰(zhàn)略 3按照庫存補(bǔ)給戰(zhàn)略，可分為：延續(xù)性檢查的固定訂貨量、固定訂貨點(diǎn)戰(zhàn)略；延續(xù)性檢查的固定訂貨點(diǎn)，最大庫存戰(zhàn)略；周期性檢查的固定訂貨戰(zhàn)略；周期性檢查的最大庫存戰(zhàn)略。4按照庫存控制模型可以分為確定型庫存模型和隨機(jī)型庫存模型。5按需求能否相關(guān)可以分為獨(dú)立需求庫存模型和相關(guān)需求庫存模型。48. 根本的決策變量是訂貨點(diǎn)R，定貨批量Q，檢查周期t和最大庫存S訂購頻率訂購數(shù)量Q固定最大庫存S訂貨點(diǎn)RR，QR，St固定t，Qt，S49 庫存

41、方案戰(zhàn)略組合 .一、定量訂貨庫存管理系統(tǒng) 50 定量訂貨方式時(shí)間RQ庫存程度LTLT.優(yōu)點(diǎn)：每次訂貨之前都要詳細(xì)檢查和清點(diǎn)庫存，檢查能否降低到訂貨點(diǎn)，可以及時(shí)了解和掌握庫存動(dòng)態(tài)。每次訂貨數(shù)量固定，且是預(yù)先確定好的經(jīng)濟(jì)訂貨批量，方法簡(jiǎn)便。定量訂貨庫存管理系統(tǒng)適用于種類數(shù)目少但占用資金大的A類庫存 51.缺陷必需對(duì)一切存貨的實(shí)物數(shù)量不斷地加以核對(duì)和清點(diǎn)，從而添加了庫存保管的維持本錢。該系統(tǒng)對(duì)各項(xiàng)存貨的管理是分別進(jìn)展的，該方式要求對(duì)每個(gè)種類單獨(dú)進(jìn)展訂貨作業(yè)，即不思索產(chǎn)品結(jié)合訂貨。這樣會(huì)添加訂貨本錢和運(yùn)輸本錢。52.二、雙堆庫存管理系統(tǒng) 又稱為兩批庫存管理系統(tǒng)，與定量訂貨庫存管理系統(tǒng)原理一樣，同屬于固

42、定數(shù)量定貨庫存管理系統(tǒng)。特點(diǎn)：企業(yè)庫存量籠統(tǒng)化，簡(jiǎn)便易行。缺陷：占用較多的倉庫面積。雙堆訂貨管理系統(tǒng)最適宜于廉價(jià)的、用途較為單一的和前置時(shí)間短的物品。 53.三、定期定貨庫存管理系統(tǒng)定期定貨庫存管理系統(tǒng)是以定期定貨period order quantity, POQ庫存管理方式為根底的庫存管理系統(tǒng)，采用的庫存方案戰(zhàn)略為可以為t，S戰(zhàn)略。 54TTQ2Q1Q1Q2庫存程度S最大庫存容量LTLT定期訂貨方式 .優(yōu)點(diǎn)：訂貨間隔時(shí)間確定，多種貨物可同時(shí)進(jìn)展采購，可以降低訂單處置本錢、運(yùn)輸本錢和獲得供應(yīng)商的價(jià)錢折扣；由于不需求經(jīng)常進(jìn)展庫存清點(diǎn)，只是到了訂貨周期開場(chǎng)才檢查庫存量，大大減少了庫存管理人員的任

43、務(wù)量，從而降低了庫存管理費(fèi)用。缺陷：由于不經(jīng)常進(jìn)展庫存檢查，和清點(diǎn)，對(duì)于企業(yè)存貨的實(shí)踐情況無法及時(shí)掌握，企業(yè)為了對(duì)應(yīng)訂貨間隔期間內(nèi)需求的忽然變動(dòng)，往往庫存程度較高。55.特征定量訂貨庫存管理系統(tǒng)定期訂貨庫存管理系統(tǒng)訂貨量固定（每次訂貨量相同）變化的，每次訂貨量都不同何時(shí)訂購在庫存降到再訂貨點(diǎn)時(shí)只在盤點(diǎn)期到來時(shí)庫存記錄每次出庫都做記錄只在盤點(diǎn)期記錄庫存大小較小較大56定量訂貨管理系統(tǒng)和定期訂貨庫存管理系統(tǒng)的比較 .四、最大-最小庫存管理系統(tǒng) 最小-最大系統(tǒng)是利用定量訂貨庫存管理系統(tǒng)和定期訂貨庫存管理系統(tǒng)的組合而得到的庫存管理系統(tǒng)，采用R，Q庫存方案戰(zhàn)略與t，S庫存方案戰(zhàn)略的結(jié)合，又稱為非強(qiáng)迫性補(bǔ)

44、充供貨系統(tǒng)。 該庫存管理系統(tǒng)要求企業(yè)確定庫存量的最高程度、再訂貨點(diǎn)和固定的盤存周期。企業(yè)的庫存程度按照固定的時(shí)間間隔進(jìn)展檢查，假設(shè)在檢查日庫存余額高于預(yù)定的再訂貨點(diǎn)，便不訂貨；假設(shè)在檢查日庫存余額等于或低于再訂貨點(diǎn)時(shí)，便進(jìn)展訂貨。訂貨量等于最高庫存程度減去盤存時(shí)的庫存程度。57.4.3 多周期庫存模型訂貨量確實(shí)定1經(jīng)濟(jì)訂貨批量模型假設(shè):需求速度是恒定的，單位時(shí)間內(nèi)需求D件產(chǎn)品。訂貨批量固定在每次訂貨Q件，也就是說，每次倉庫向供應(yīng)商訂購Q件產(chǎn)品。倉庫每次訂貨都會(huì)發(fā)生一個(gè)固定的訂貨本錢C0。庫存產(chǎn)品放在倉庫中保管時(shí)會(huì)發(fā)生庫存持有本錢，h是每單位產(chǎn)品存放單位時(shí)間的庫存持有本錢。提早期,發(fā)出訂單到收到

45、貨物的時(shí)間為零初始庫存量為零方案期無限長(zhǎng)59T時(shí)間庫存程度平均值 隨時(shí)間變化的庫存程度 .兩次相鄰補(bǔ)貨之間的時(shí)間為一個(gè)周期。整個(gè)周期T內(nèi)的庫存本錢：60單位時(shí)間的總平均本錢為： 運(yùn)用微積分對(duì)上式求導(dǎo)，可以得出使本錢最小所對(duì)應(yīng)的訂貨量Q*.例4.1 某企業(yè)對(duì)某種產(chǎn)品的年度需求量為8000單位，每單位的價(jià)值為p=10元/件，訂貨費(fèi)用為每次30元，庫存持有本錢為按所存貨物價(jià)值的30%計(jì)算，求EOQ。解答：該企業(yè)的經(jīng)濟(jì)訂貨批量為61.2EOQ的調(diào)整 EOQ的假設(shè)條件使得其適用性大打折扣，在實(shí)踐運(yùn)用中還必需思索其他一些要素。1運(yùn)輸費(fèi)率 普通來說，一次訂貨的批量越大，單位運(yùn)輸本錢就越低。在卡車運(yùn)輸和鐵路運(yùn)

46、輸中大批量裝運(yùn)存在運(yùn)費(fèi)折扣是很普遍的景象。于是，在其他條件都一樣的情況下，企業(yè)希望以最為經(jīng)濟(jì)的運(yùn)輸批量來進(jìn)展購買，此時(shí)的訂貨數(shù)量也許會(huì)大于用EOQ方法所確定的經(jīng)濟(jì)訂貨批量。62.例4.2 某企業(yè)對(duì)某種產(chǎn)品的年度需求量=2400單位；每單位本錢=5.00元 存貨持有本錢百分比=20；訂貨本錢=19元 小批量裝運(yùn)的費(fèi)率=1元/單位 大批量裝運(yùn)的費(fèi)率=0.75元/單位 下面對(duì)比訂貨批量分別為300個(gè)480兩種方案的本錢進(jìn)展比較：方案1 Q=300（小批量運(yùn)輸）方案2 Q=480（大批量運(yùn)輸）存貨持有成本150240訂貨成本15295運(yùn)輸成本24001800總成本27022135年度節(jié)約567元63.

47、2批量折扣 在批量折扣的情況下，企業(yè)按照與給定的數(shù)量有關(guān)的價(jià)錢計(jì)算總本錢，以確定相應(yīng)的EOQ值。假設(shè)按照折扣數(shù)量訂購所獲得的本錢降低足以彌補(bǔ)添加的庫存本錢時(shí)，那么數(shù)量折扣就是一個(gè)可行方案。例4.3 某公司每年需采購某種產(chǎn)品732件。該產(chǎn)品的訂貨本錢為45元，儲(chǔ)存本錢為每年15元，該產(chǎn)品的折扣戰(zhàn)略如下表。訂貨范圍單價(jià)（元/件）1-492250-792080-9918100以上1764.經(jīng)過計(jì)算得出EOQ=66件此時(shí)總本錢為TC66=732*20+732/66*45+1/2*66*15=15634比較TC80=732*18+732/80*45+1/2*80*15=14188TC100=732*17

48、+732/100*45+1/2*100*15=23最正確訂貨量Q*=10065.作業(yè)：A公司以單價(jià)10元每年購入某種產(chǎn)品8000件。每次訂貨費(fèi)用為30元，資金年利息率為12%，單位維持庫存費(fèi)按所庫存貨物價(jià)值的18%計(jì)算。假設(shè)每次訂貨的提早期為2周，試求經(jīng)濟(jì)訂貨批量、最低年總本錢、年訂購次數(shù)和訂貨點(diǎn)。 66.三、多周期庫存模型的訂貨時(shí)點(diǎn)多周期庫存模型的假設(shè)：需求是隨機(jī)的，服從一定的隨機(jī)分布。每次訂貨，需求支付一個(gè)固定的本錢C0，再加上與訂購數(shù)成比例的費(fèi)用。假設(shè)發(fā)出一個(gè)訂單，供應(yīng)商在經(jīng)過一定提早期后到達(dá)，提早期能夠是固定的也能夠是隨機(jī)的。假設(shè)顧客訂單到達(dá)時(shí)，手頭無存貨滿足顧客需求，這筆訂單就會(huì)失去

49、。規(guī)定一個(gè)必需的效力程度。效力程度是提早期中不出現(xiàn)缺貨的概率。如，供應(yīng)商希望確保提早期內(nèi)至少能滿足95%的顧客需求，那么效力程度為95%。67.1不確定條件下再訂貨點(diǎn)確實(shí)定1需求不確定條件下的再訂貨點(diǎn)ROP ROP由兩部分組成：提早期內(nèi)的平均庫存程度，LTd平安庫存ss ROP=dLT+ZSdLT1/268.2提早期不確定條件下的再訂貨點(diǎn) 當(dāng)提早期不確定時(shí)，定義平均提早期為T，提早期的規(guī)范差為sLT，此時(shí)的平安庫存量為：ss=ZdsLT ，此時(shí)的再訂貨點(diǎn)為 ROP=dLT+ZdsLT693需求和提早期不確定條件下的再訂貨點(diǎn) 可以經(jīng)過將需求動(dòng)搖和提早期動(dòng)搖累加得出需求和提早期不確定條件下的合成規(guī)

50、范差。70Combining Demand and Lead Time UncertaintyLead TimeLT = 10LT = 2.00+DemandDD = 5DD = 2.54Average LTD (Lead time demand) = LT * DD = 50= 10-71McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All righ

51、ts reserved.例5.5 某制造商銷售一種零件，每天的平均需求為100件，訂貨提早期為4天1設(shè)需求呈正態(tài)分布，且需求相互獨(dú)立，需求的規(guī)范差為30件，當(dāng)客戶效力程度為99%時(shí)，其平安庫存量為多少？再訂貨點(diǎn)是多少？2假設(shè)需求穩(wěn)定，但是訂貨完成周期服從正態(tài)分布，并且其規(guī)范差為4天，當(dāng)客戶效力程度為99%時(shí)，該企業(yè)需求持有的平安庫存量是多少，再訂貨點(diǎn)是多少？3假設(shè)需求服從規(guī)范差為30的正態(tài)分布，并且提早期也是變化的，提早期的規(guī)范差為4天，當(dāng)客戶效力程度為99%時(shí)，該企業(yè)需求持有的平安庫存量是多少，再訂貨點(diǎn)是多少？72服務(wù)水平90%91%92%93%94%95%96%97%98%99%Z1.29

52、1.341.411.481.561.651.751.882.052.33.作業(yè)：定量訂貨戰(zhàn)略下蘇寧零售店蘋果手機(jī)的平安庫存問題73在蘇寧的一家零售店里蘋果手機(jī)一周的需求量呈正態(tài)分布,其均值為300,規(guī)范差為200。蘋果公司要花兩周的時(shí)間為蘇寧提供定貨。蘇寧公司確定補(bǔ)給周期供應(yīng)程度為95%，并且對(duì)庫存情況進(jìn)展延續(xù)監(jiān)控。問：蘇寧零售店應(yīng)該堅(jiān)持手機(jī)的平安庫存量是多少？再定貨點(diǎn)應(yīng)該是多少？一、庫存的ABC分類管理 ABC分類管理方法就是將庫存物品按重要性程度分為特別重要的庫存A類庫存，普通重要的庫存B類庫存和不重要的庫存C類庫存三個(gè)等級(jí)，然后針對(duì)不同的級(jí)別分別進(jìn)展管理和控制。將商品按其庫存額從大到小進(jìn)

53、展排序，并算出總庫存額；計(jì)算累計(jì)庫存額占總庫存額的百分比；按累計(jì)庫存百分比劃分A、B、C類。 7475A類 B類 C類1009080706050403020100 10 20 30 40 50 60 70 80 90 100ABC分類曲線圖 級(jí)別項(xiàng)目ABC控制程度嚴(yán)格一般簡(jiǎn)單庫存量計(jì)算依模型詳細(xì)計(jì)算一般計(jì)算簡(jiǎn)單計(jì)算或不計(jì)算進(jìn)出記錄詳細(xì)記錄一般記錄簡(jiǎn)單記錄存貨檢查頻度密集一般很低安全庫存量低較大大量76 ABC分類管理 Product Classification Analysis (ABC)Sample Integrated StrategySupply Chain Logistics Man

54、agementChapter 11: Transportation Infrastructure and RegulationTransportation ManagementDiscussion TopicsTransportation InfrastructureIntegrated Transportation DecisionsSupplierManufacturerCustomerInboundOutboundProduct/Info FlowsInfo/Return Goods FlowsTransportation Value ContributionFreight Transp

55、ortation Modes Cost StructureService CapabilitiesTransportation InfrastructureTransportation ModesRailMotorAirWaterPipelineIntermodal“PremiumBasic Modes of Transportation Fixed costs Var. costsTraffic compositionRailhighlowbulk food, mining,heavy mfgMotorlowmediumconsumer goods,medium/light mfgWater

56、mediumlowbulk food, mining, chemicalsAirlowhighhigh-value goods,rush shipmentsPipehighlowpetroleum, chemicals,mineral slurryRelative Service CharacteristicsOperatingcharacteristicsRail Motor Water Air PipeSpeed 3 2 4 1 5Availability 2 1 4 3 5Dependability 3 2 4 5 1Capability 2 3 1 4 5Flexibility 3 1

57、 4 2 5Composite 13 9 1715 211 = best, 5=worstIntermodalRailAirWaterTruckTransport PrinciplesEconomies of Scale$/wgt.Size of shipmentTransportation Cost TheoryEconomy of Scale 1Cost per unitVolumeLTLTL15,000 lbs.Transportation Cost Theory (cont.)Economy of Scale 2Cost per unitDensityLTLTLTransport Pr

58、inciplesEconomies of Distance$/wgt.Shipment Distance“Tapering PrincipleTransportation FormatsCommon carriersContract carriersPrivate carriersExempt carriersNon-operating intermediariesFreight forwardersShippers Associations/Cooperatives and AgentsBrokersChanging Transportation EnvironmentDeregulatio

59、nTime-based competitionExpanding geographic coverageInformation technologyIntermodalMode Carrier Class CarrierDiscrete StepsTraditional Mode/Carrier SelectionIntegrated Mode/Class/Carrier SelectionMode/Class/Carrier Integrated DecisionCustomer service/ transit time requirementsTransportation cost co

60、nstraintsIntegrated transportation carrier database (all possible modes/ types/carriers with pricing)Market/product characteristicsCarrier SelectionTransportation CostsProduct relatedDensityStowabilityEase/difficulty of handlingLiabilityMarket relatedCompetition levelLocation of marketsNature and ex