《供應(yīng)鏈管理》課后答案教學(xué)提綱

1、Good is good, but better carries it.精益求精，善益求善。供應(yīng)鏈管理課后答案CHAPTERONEUnderstandingtheSupplyChainConsiderthepurchaseofacanofsodaataconveniencestore.Describethevariousstagesinthesupplychainandthedifferentflowsinvolved.Whenacustomerpurchasesacanofsodaataconveniencestore,hispurchaserepresentstheendofasupply

2、chainsdeliveryofanitemandthebeginningofinformationregardinghispurchaseflowingintheoppositedirection.Thesupplychainstagesincludecustomers,retailers,wholesalers/distributors,manufacturers,andcomponent/rawmaterialsuppliers.Acustomerspurchasemovesproducttowardsthecustomeranddollarsandinformationtowardst

3、heretailer.Theretailerplacesanorderfromthewholesaler/distributortoreplenishstock,therebymovinginformationbackupthesupplychainwhilemovingproductdownthesupplychain.Astheorderisfilled,theretailerwillmovedollarsbackupthesupplychain.Thewholesaler/distributortransmitsinformationanddollarstothemanufacturer

4、whoproducesproductandshipsitdownthesupplychaintothewholesaler.Finally(orinitially,dependingonyourperspective)themanufacturermovesorders(information)anddollarstowardssuppliersinexchangeformaterialflowintotheirproductionprocesses.WhyshouldafirmlikeDelltakeintoaccounttotalsupplychainprofitabilitywhenma

5、kingdecisions?Dellrealizesthattheirultimatesuccesslieswiththesuccessoftheirsupplychainanditsabilitytogeneratesupplychainsurplus.IfDellwastoviewsupplychainoperationsasazerosumgame,theywouldlosetheircompetitiveedgeastheirsuppliersbusinessesstruggled.Dellsprofitgainedattheexpenseoftheirsupplychainpartn

6、erswouldbeshortlived.Justasaphysicalchainisonlyasstrongasitsweakestlink,thesupplychaincanbesuccessfulonlyifallmemberscooperateandfocusonaglobaloptimumratherthanmanylocaloptima.WhataresomestrategicplanningandoperationaldecisionsthatmustbemadebyanapparelretailerlikeTheGap?AsTheGapplanssupplychainstrat

7、egyitmustfirstconsiderthemarketingfunctionspricingplansinordertostructureasupplychainconsonantwiththeseplans.Strategicconsiderationssuchasthecapacityofeachsupplierandassemblyoperations,sourcingdecisionsandhowlogisticsaretobehandledareallpartofthedesign.Thesupplychainmustalsosettleoncommunicationchan

8、nelsandfrequencies.Supplychainplanningtakesthestrategicdecisionsasagivenandseekstoexploitefficienciesinthechaintomaximizesupplychainsurplus.Theentirechainshouldcollaborateinforecastingandplanningproductionastoachieveaglobaloptimum.Theforecastsshouldtakeintoaccountplannedpromotionsandknownseasonalflu

9、ctuationsindemand.Theoperationaldecisiontaketheplansasagivenandmakeday-to-daydecisionstoprocesscustomerorders,allocateresourcestocertaincustomers,triggerordersfromsupplychainmembers,anddeliverproduct.Considerthesupplychaininvolvedwhenacustomerpurchasesabookatabookstore.Identifycyclesinthissupplychai

10、nandthelocationofthepush/pullboundary.Allsupplychainprocessescanbebrokendownintofourprocesscyclesthatconnectthefivestagesofthesupplychain;thecustomerordercycle,thereplenishmentcycle,themanufacturingcycle,andtheprocurementcycle.Thecustomerordercycleconnectsthecustomerwiththeretailer;thisconnectionism

11、adeasthebook,perhapsSupplyChainManagementbyChopraandMeindl,isselectedandpaidforbythecustomer.Thereplenishmentcycleconnectstheretailerandthedistributorandistriggeredbytheretailersneedtofilltheemptyshelfspacewithanothercopyofthistome.Themanufacturingcycleconnectsthedistributorandthemanufacturer.Asdema

12、ndforthebookisrealizedanddistributorsemptytheirwarehouses,theysignalthemanufacturertoprintanothermillioncopiestofilltheiremptywarehouses.Finally,theprocurementcycleconnectsthemanufacturerandthesupplier.Themanufacturerrequiresrawmaterialinputsofpaper,ink,etc.,tobegintheassemblyprocessforanotherbatcho

13、fSupplyChainManagement.Thepush/pullboundaryexistswheredemandswitchesfromreactive(pull)tospeculative(push)production.Formostbookstoresupplychainsthepush/pullboundaryisbetweenthecustomerordercycleandthereplenishmentcycle.Thecustomerorderpullsthebookfromthebookstoreshelfbuttheinitialproductionofthebook

14、wastriggeredbyabuildorderthatmovedmaterialsalongthesupplychaintotheretailoutlet.ConsiderthesupplychaininvolvedwhenacustomerordersabookfromAmazon.Identifythepush/pullboundaryandtwoprocesseseachinthepushandpullphases.InAmazonsoriginaloperationsdesignthepush/pullboundaryexistedbetwixttheretailer(Amazon

15、)andtheirdistributor.Amazonorderedproductfromthedistributorandthecustomerorderarrived.Today,Amazonhassixwarehouseswhereitstocksaninventoryofitemsitisconfidentthatwillsell.Inthisscenario,thepush/pullboundaryexistsbetweenthecustomerandtheretailer.Processesinthepullphasearetheorderfulfillment,shipping,

16、customerreturns,andcustomerbilling.Processesinthepushphaseareproduction,stockreplenishments,shipping,andpayment.InwhatwaydosupplychainflowsaffectthesuccessorfailureofafirmlikeAmazon?Listtwosupplychaindecisionsthathaveasignificantimpactonsupplychainprofitability.ThesuccessorfailureofacompanylikeAmazo

17、nisdecidedbytheeffectivefunctionofitssupplychain.Theflowofproductsfrompublisherstodistributorstocustomersmustberapidandreliableinordertosatisfycustomers.Theflowofinformationbackthroughthesupplychainallowsallmemberstocoordinateefforts.Theflowofmoneyallowsallsupplychainmemberstomaintainoperations.Supp

18、lychainprofitabilityisinfluencedbysourcing,promotion,andfulfillmentdecisions.CHAPTERTWOSupplyChainPerformance:AchievingStrategicFitandScopeHowwouldyoucharacterizethecompetitivestrategyofahigh-enddepartmentstorechainsuchasNordstrom?WhatarethekeycustomerneedsthatNordstromaimstofill?TheNordstromwebsite

19、statesthefollowing.Overtheyears,theNordstromfamilyofemployeesbuiltathrivingbusinessontheprinciplesofquality,value,selection,andservice.Today,Nordstromisoneofthenationsleadingfashionretailers,offeringawidevarietyofhigh-qualityapparel,shoes,andaccessoriesformen,women,andchildrenatstoresacrossthecountr

20、y.Weremaincommittedtothesimpleideaourcompanywasfoundedon,earningthetrustofourcustomersoneatatime.Nordstromfillscustomerneedsforhighqualityfashionmerchandiseandoutstandinglevelsofcustomerservice.PriceisnoobjectforthetypicalNordstromshopper.WherewouldyouplacethedemandfacedbyNordstromontheimplieddemand

21、uncertaintyspectrum?Why?Implieddemanduncertaintyisdemanduncertaintyduetotheportionofdemandthatthesupplychainistargeting,nottheentiredemand.Ahigh-enddepartmentstorechainsuchasNordstromfallsonthehighendoftheimplieddemanduncertaintyscale.ThefashionitemsthatNordstromstockshaveextremelyhighproductmargin,

22、highforecasterrorsandstockoutrates,andoncetheseasonisover,theseitemsaresoldatdeepdiscountsattheirNordstromRackoutletstores.WhatlevelofresponsivenesswouldbemostappropriateforNordstromssupplychain?Whatshouldthesupplychainbeabletodoparticularlywell?Supplychainresponsivenesstakesmanyforms,includingtheab

23、ilitytorespondtoawiderangeofquantities,meetshortleadtimes,handlealargevarietyofproducts,buildinnovativeproducts,meetahighservicelevel,andhandlesupplyuncertainty.TheNordstromsupplychainmustbehighlyresponsiveintheareasofhandlinghighlyinnovativefashionproducts,customerresponse,andservicelevel;theyareef

24、fectiveinsupplyingwell-heeledcustomerswithmerchandiseandtheirreturnpolicyislegendaryinthePacificNorthwest.HowcanNordstromexpandthescopeofthestrategicfitacrossthesupplychain?Scopeofstrategicfitreferstothefunctionswithinthefirmandstagesacrossthesupplychainthatdeviseanintegratedstrategywithasharedobjec

25、tive.Byadoptinganintercompanyinterfunctionalscopestrategy,Nordstromwillmaximizesupplychainsurplus.NordstromcanmoveinthisdirectionbyworkingwiththeirsuppliersasiftheyareactuallyownedbyNordstrom.Ratherthanviewingthesupplychainasazero-sumgameofinventorycostminimizationandprofitmaximization,Nordstrommust

26、recognizethatspreadingthewealthandoccasionallytakingonmoreinventorythanisoptimalforthemwillresultinimprovedcustomerservice.Theintercompanyinterfunctionalscopeofstrategicfitrequiresmoreeffortthantheotherapproachespresentedinthissection;Nordstrommustevaluateallaspectsoftheirsupplyweb.Reconsidertheprev

27、iousfourquestionsforothercompaniessuchasAmazon,asupermarketchain,andautomanufacturer,andadiscountretailersuchasWal-Mart.Amazonfocusesoncostandflexibilitybyprovidingbooks,musicandahostofotherhouseholdproductsatlowprices.Customersplaceordersonlineandexpecttoreceivepurchasesinanumberofdays.Customerorde

28、rsareprocessedatcentralwarehousesoraredropshippedfromsuppliersbymailorcommoncarrier.Forthemostpart,theimplieddemanduncertaintyforAmazonislowastheycastsuchawidenet.Amazonssupplychainmustberesponsiveintermsofflexibility;theyhandleanincrediblydiverserangeofproducts.Amazonssupplychainshouldbeabletoprovi

29、delowpriceswidevarietyandreasonabledeliveryschedulesforitscustomers.Ineverylinkofthesupplychain,Amazonmustfunctiononthecost-responsivenessefficientfrontierinordertosupportitscompetitivestrategy.Asupermarketchainfocusesoncostandquality,withsomespecialtychainsaddingflexibilitybycarryingabroaderrangeof

30、productsthatmaybetargetedtowardscustomersinterestedinorganicproductsorethniccuisine.Implieddemanduncertaintyforasupermarketchaintendstobelow;shoppersaretypicallyrepeatcustomersandhaveaconstantdemandlevel.Thesupermarketsupplychainmustberesponsivebyreceivingproducequicklytoensurefreshnessandhaveahighs

31、ervicelevel.Supermarketsupplychainstendtobewell-establishedandcanimprovestrategicfitbyemphasizingspeedtomaintainfreshness,henceperceivedquality.Automanufacturershaveextremelycomplicatedsupplychainsthatareincreasinglyfocusedonflexibilityandleanoperations.Implieddemanduncertaintyforautomanufacturersva

32、riesconsiderablybytargetmarketandmanufacturer.AutomotivesupplychainsamongthebigthreeintheUnitedStateshavemadegreatprogressinthelastdecadeandrecognizethattheymustberesponsivefromatimeandflexibilitystandpoint.Wal-Martssupplychainisobsessedwithcostandisfacilitatedbyalowimplieddemanduncertainty,theirimp

33、ressivelogisticssystemandtheirmanagementinformationsystems.TheirsupplychainisabletorespondquicklytofillawidevarietyofproductstokeepmerchandiseonWal-Martsshelves.Wal-Martslevelofcoordinationalongthesupplychainisexcellent;itwouldbedifficulttopointoutareaswheretrueintercompanyinterfunctionalscopeofstra

34、tegicfithasnotbeenachieved.Thesolesupplychaincriticismthatsurfacesisanoccasionalreportthatsuppliersfeelasifsupplychainsurplusisnotsharedequitably.GiveargumentstosupportthestatementthatWal-Marthasachievedverygoodstrategicfitbetweenitscompetitiveandsupplychainstrategies.Thebestargumenttosupportthestat

35、ementthatWal-Marthasachievedverygoodstrategicfitistheirsuccessasacompany.Competitiontodayissupplychainversussupplychain,notcompanyversuscompany,soacompanyspartnersinthesupplychainoftendeterminethecompanyssuccess.Wal-Martsstrategicfocusoncostisevidentintheircompetitive,productdevelopment,supplychain,

36、andmarketingstrategy.Theirmarketingstrategyofadvertisingeverydaylowpricesappealstoconsumersanddoesnotdisruptthesupplychainbycausingsurgesindemand.Visitingoneoftheirbigboxstoresrevealslow-pricedmerchandise,bothnationalandstorebrands,stackedfromfloortoceilingwithoutelaboratedisplaysordecoration.Wal-Ma

37、rtslogisticsandinformationsystemsarefamousforcoordinatingtheirentiresupplychainandallowingittomeetcustomerneedsatminimalcost.CHAPTERTHREESupplyChainDriversandMetricsHowcouldagrocerystoreuseinventorytoincreasetheresponsivenessofthecompanyssupplychain?Thelogisticaldriverofinventoryencompassesallrawmat

38、erials,workinprocess,andfinishedgoodswithinasupplychain.AgrocerystorecanbemoreresponsiveintheeyesofitscustomersifitoffersabroadervarietyofSKUsand/ormaintainsagreaterquantityofeachSKU.AgreaterquantityofeachSKUisproblematicforhighlyperishableitemslikeproduce,meat,fish,etc.Fortheseitems,agrocerystoresu

39、pplychainshouldbesetuptopermitfrequentorderssothatfreshnessisensuredandastockoutsituationwontexistforasignificantlengthoftime.Agrocerystoresupplychainshouldusehistoricaldemandpatternsforseasonalitemstorelievestressonallmembersandprovidecustomerswithproductduringpeakdemandperiods.Howcouldanautomanufa

40、cturerusetransportationtoincreasetheefficiencyofitssupplychain?Transportation,alogisticaldriver,entailsmovinginventoryfrompointtopointinthesupplychain.Thetrade-offintransportationisbetweenthecostoftransportationandthespeedatwhichproductistransported.Slowermodesoftransportationreducecost,butcouldbear

41、easonableapproachifsuppliersareco-locatedwiththeassemblyoperations.Ifthesupplychainisdesignedinsuchaway,andassemblyoperationsarelocatedwithproximitytomarkets,thenthesupplychaincanberuncheaplywithoutholdingtoomuchinventoryintransit.Howcouldbicyclemanufacturerincreaseresponsivenessthroughitsfacilities

42、?Facilities,anotherlogisticaldriver,aretheactualphysicallocationsinthesupplychainnetworkwhereproductisstored,assembled,orfabricated.Afacilitythatisdesignedtobeflexiblecanrespondquicklytomarketdemandsbyretoolingtoproducedifferentmodelsorproducts,whereasadedicatedfacilitycannot.Locatingafacilitycloset

43、othemarketwillincreaseresponsivenessatthecostofdecreasedeconomiesofscalethatmightbeachievedwithacentralizedlocation.Afacilitythatisundercapacitywillbelessresponsivethanafacilitythatisappropriatelysizedorhasexcesscapacity.Howcouldindustrialsuppliesdistributoruseinformationtoincreaseitsresponsiveness?

44、Informationisacross-functionaldriverandconsistsofdataandanalysisconcerningfacilities,inventory,transportation,costs,prices,andcustomersthroughoutthesupplychain.Informationservesasaconnectionamongallmembersofthesupplychainandoperateswithineachmembertofacilitateinternaloperations.Accurateinformationca

45、nimproveresponsivenessbyhelpinganindustrialsupplierbettermatchsupplyanddemand.Informationthatisgatheredfartherdownthesupplychaincanbetransmittedinstantaneouslyandaccuratelytothesuppliesdistributor.InsteadofwaitingforahumantocallorFAXanorder,thedistributorcanreplenishinventorytothenecessarylevelsorpr

46、ovidewhatisneededtofilltheorderasitisrealized.Motorolahasgonefrommanufacturingallitscellphonesin-housetoalmostcompletelyoutsourcingthemanufacturing.Whataretheprosandconsofthetwoapproaches?Sourcingisthesetofbusinessprocessesrequiredtopurchasefoodsandservices.Thesedecisionsarecrucialbecausetheyaffectt

47、helevelofefficiencyandresponsivenessthatMotorolacanachieve.TheMotorolaproductionsystemfortheirlineofpagerswashailedasabreakthroughinmasscustomization,soitwassomewhatsurprisingwhenMotorolaoutsourcedcellphones.Sourcingdecisionsshouldbemadebasedonthetotalsupplychainsurplus;ifathirdpartycanhelpthechaina

48、chievegreatersurplus,thenthefunctionisaprimecandidateforoutsourcing.Motorolawaswillingtogiveupsomecontrolandpossiblysomeofitsdesigntalentandassemblyexpertisebecauseitfeltthatthesuppliercouldprovideproductofanappropriatelevelofqualitywiththeresponsivenessnecessary.Productsandservicesthatareoutsourced

49、arerarelybroughtbackin-houseandshouldneverbetiedtoocloselytotheoutsourcingpartyscorecompetency.HowcanahomedeliverycompanylikePeapodusepricingofitsdeliveryservicestoimproveitsprofitability?Pricingistheprocessbywhichafirmdecideshowmuchtochargecustomersforitsgoodsandservices.Pricingaffectsthecustomerse

50、gmentsthatchoosetobuytheproductaswellasthecustomersexpectations.Peapodcanuseeverydaylowpricingofitsproductstoensurestabilityinthesupplychain,butcaninfluencedemandbyvaryingthedeliverycharges.Forexample,byestablishingaminimumorderamountof$50andcharging$10todeliveranorderunder$75,Peapodprovidesanincent

51、iveforacustomertopileonadditionalitemstosaveonperunitshipping.Anorderover$100incursadeliveryfeeof$7,whichisthelowestdeliverychargeforaresidentialcustomer.Peapodalsovariesdeliverychargesbytimeofday;eveningdeliverytimesonweekdaysandmorningdeliveriesonSundaywithinnarrowwindowscostanextradollar,widerdel

52、iverywindowsare$1less.ThedeliverylatitudeallowsPeapodsdeliverydriverstoschedulemoreefficientlytherebyincreasingprofitability.Howhasglobalizationmadestrategicfitevenmoreimportanttoacompanyssuccess?Thekeytoachievingstrategicfitisacompanysabilitytofindabalancebetweenresponsivenessandefficiencythatbestm

53、atchestheneedsofitstargetmarket.Supplychainstodayaremorelikelythanevertobeglobal,whichincreasesthedifficultyofcoordinationbutopensupamuchbroaderselectionofpotentialsupplychainmembers.Thisglobalizationalsoresultsinincreasedcompetitionfromothersupplychainsthatwerenotaconcernadecadeago.Thisincreasedcom

54、petitionamongsupplychainsbenefitsconsumers,butincreasesthepressureoneachsupplychaintocarefullyselectmembersthatbestfittheoverallstrategy.Whataresomeindustriesinwhichproductshaveproliferatedandlifecycleshaveshortened?Howhavethesupplychainsintheseindustriesadapted?Theauthorscitetheexampleofrunningshoe

55、sincreasingfromfivestylesintheearly70stoalmost300bythelate90s.Otherproductsthathaveseenanexplosioninvarietyincludepersonalelectronics,beverages,snackandpreparedfoods,entertainment,tires,andpersonalservices.Supplychainshaveleveragedinformationsystems,recognizedtheneedtocollaborateonproductandprocessd

56、esign,andsupplychainexecution.Thesupplychainstancehasshiftedtowardsapartnershiporientationfromafocusonpricenegotiations.Howcanthefullsetoflogisticalandcross-functionaldriversbeusedtocreatestrategicfitforaPCmanufacturertargetingbothtimesensitiveandpriceconsciouscustomers?Thelogisticaldrivers,faciliti

57、es,inventory,andtransportation,andthecross-functionaldrivers,information,sourcing,andpricing,mustbeusedinconcerttoachievetheappropriatebalanceofefficiencyandresponsivenessforthesupplychaintobesuccessful.APCmanufacturerthatwantstodeliverproductbothquicklyandefficientlycanmakecostandtimetrade-offsamon

58、gthesedriverstoachievetheirgoals.Thesetradeoffsacrossdriversaffordmoreflexibilitybutrequireconstantvigilanceasthetrade-offswithineachdriverchange.Inaddition,somedriversmaybealteredmoreeasily,e.g.,orderquantityandtransportationmedia,thanotherdrivers,e.g.,locationandsourcing.Thetrade-offswithineachdri

59、veraresummarizedinthetable:DriverMoreResponsiveMoreEfficientFacilitiesMultiplePlantsFlexiblePlantsSinglePlantDedicatedPlantInventoryHigherInventoryLowerInventoryTransportationHigherSpeedLowerSpeedInformationAccurateRealTimeTransmissionLessAccurateBatchedTransmissionSourcingResponsivesupplierEfficien

60、tsupplierPricingDifferentialPricingEverydayLowPricingCHAPTERFOURDesigningDistributionNetworksandApplicationstoOnlineSalesWhatdifferencesintheretailenvironmentmayjustifythefactthatthefast-movingconsumergoodssupplychaininIndiahasfarmoredistributorsthanintheUnitedStates?Indiaisalandofshopkeepersselling