供應(yīng)鏈管理的主要問題課件

SupplyChainManagement:

IssuesandModels

Lecture1:IntroductionDr.JinxingXieDepartmentofMathematicalSciencesTsinghuaUniversity,Beijing100084,China/~jxieEmail:jxie@Voice:(86-10)62787812Fax:(86-10)62785847Office:Rm.1308,NewScienceBuilding1SupplyChainManagement:

IssueCourseInformationObjective:UnderstandingthesupplychainandrelatedissuesIntroducingsomemodelsandtechnologiesforsupplychainmanagementProject/Assignment(chooseanyone)AreviewofliteraturesonatopicyouareinterestedAreportwhichisageneralizationtoapaperReferences:Coursenotesat/scmSomejournalpapersfromManagementScienceset.al.Focuson:Issues(Problems)andModels2CourseInformationObjective:2Example:

StagesofaDetergentSupplyChainCustomerwantsdetergentandgoestoWal-MartWal-MartStoreWal-MartOrthird-partyDCP&GorothermanufacturerPlasticproducerChemicalmanufacturerPapermanufacturerTimberindustryTennecopackagingChemicalmanufacturer3Example:

StagesofaDetergenWHATISASUPPLYCHAIN?ASupplyChain consistsoforganizationsthatsuccessively transformrawmaterialsintointermediate goods,thentofinalgood,andfinallydeliver themtocustomers.ASupplyChain consistsofallstagesinvolved,directlyorindirectly,infulfillingacustomerrequest.4WHATISASUPPLYCHAIN?ASupplWHATISASUPPLYCHAIN?

Theglobalnetworkusedtodeliverproductsandservicesfromrawmaterialstotheendcustomerthroughengineeredflowsofinformation,physicaldistributionandcash.InformationSystemsWorld-WideRequirementsPlanningRelationshipManagementLogisticsNetworkDistributionProcessesTheSupplyChain5WHATISASUPPLYCHAIN?

ThegUnderstandingtheSupplyChain:

SupplyNetwork,SupplyWebNotonlymanufacturerandsupplier,butalsotransporters,warehouses,retailersandcustomersthemselves.Allfunctionsinvolvedinfillingacustomerrequestwithineachorganization:newproductdevelopment,marketing,operations,distribution,finance,andcustomerservice.SCMvs.Logistics(物流）6UnderstandingtheSupplyChainSupplyChainStagesSupplierSupplierSupplierManufacturerManufacturerDistributorDistributorRetailerRetailerRetailerCustomerCustomerCustomer7SupplyChainStagesSupplierSu

ConnectSupplyWithDemandSUPPLYDEMANDInformationProductCash8 ConnectSupplyWithDemandSUP供應(yīng)鏈概念模型計(jì)劃決策企業(yè)生產(chǎn)采購分銷供應(yīng)商生產(chǎn)分銷采購客戶生產(chǎn)分銷采購客戶的客戶采購生產(chǎn)分銷生產(chǎn)供應(yīng)商的供應(yīng)商過程控制計(jì)劃調(diào)度生產(chǎn)過程9供應(yīng)鏈概念模型計(jì)劃決策企業(yè)生產(chǎn)采購分銷供應(yīng)商生產(chǎn)分銷采購客戶供應(yīng)鏈管理的三個(gè)層面采購生產(chǎn)配送營銷作業(yè)管理戰(zhàn)術(shù)管理戰(zhàn)略管理工廠和倉庫等生產(chǎn)資源的數(shù)量、布局和能力；產(chǎn)品設(shè)計(jì)；市場開發(fā)等。采購和生產(chǎn)決策；庫存策略；運(yùn)輸與配送策略；聯(lián)盟關(guān)系等。庫存控制；生產(chǎn)計(jì)劃與調(diào)度；運(yùn)輸路線等。10供應(yīng)鏈管理的三個(gè)層面戰(zhàn)略管理工廠和倉庫等生產(chǎn)資源的數(shù)量、布局Example1:TypicalU.S.ApparelIndustrySupplyChainFibersuppliersTextilemakersRetailersApparelmakersAgentsAgentsAgentsAverageinventoryandelapsedtime(weeks):Materials:6.5In-process:96Finishedgoods:7.59.5In-transit:441211Example1:TypicalU.S.AppareDiscussionofIssuesandopportunitiesforimprovementtoU.S.ApparelIndustryIssuesSupplychainistoolongandtooslow58.5weeks(excludesprocessingtime&internationaltransittimes)LittleofthistimeisspentinprocessingOnly15ofthe58.5weeksarein-processinventoryEveninprocessing,theratioofprocessingtimetowaittimeisnotoriouslylowThus,Americanapparelindustrywasreducedenormouslyduringthelast25years

OpportunitiesFasterresponsetocustomerordersEliminatingunnecessaryinventory,stockoutsandmarkdowns$25billioncanbesavedannually12DiscussionofIssuesandopporExample2:

HPDeskJetPrinterSupplyChainPrintedcircuitassembly&testPrintedmechanismmanufacturingSupplierSupplierSupplierVancouverfinalassembly&testAsia-PacificdistributioncenterIntegratedcircuitmanufacturingDealersSupplier4-5weeks1dayCaliforniadistributioncenterEuropeandistributioncenter4-5weeksDealersDealers13Example2:

HPDeskJetPrinterDiscussionofExample2:

Improvementduringtheearly1980sManufacturingcycletimereduced8-12weeks==>1weeksAverageinventoryreduced3.5months==>0.9monthsAllfinishedgoodsinventoryeliminatedImportanceofresponsetimeandtransportationtimeincreasedFurtherimprovementsshouldbemadeonsupplychain14DiscussionofExample2:

ImprDiscussionofExample2:

Improvementofsupplychainin1990TimebetweenorderanddeliveryreducedEurope&Asia:5.25months==>1.25monthsNorth-America:4.25months==>0.2monthsImportanceoftransportationtimeincreasedEurope&Asia:1%==>12%North-America:20%==>80%15DiscussionofExample2:

ImprHintsfromExamples1and2Furtherreductioninmanufacturingcycletimeisnothighlybeneficialaftertheimprovementsof1980sExample1:Only15ofthe58.5weeksareWIPinventoryImprovementsinsupplychainisverybeneficialInventorycostreducedHPCase:4monthsinventoryreduced,totalcostreducesupto5%TimebetweenorderanddeliveryreducedBettersalesforecasts,reducedwrongorders,markdowns,stockoutsanddelaysindeliveryLowertotalcost&highercustomerservice16HintsfromExamples1and2FurObjectivesofSupplyChainManagement(SCM)Toimprove

theprofitabilityandefficiencyofthesupplychainandallorganizationsinvolvedByOptimizing

thespeedandcertaintyandMaximizing

thenetvalueaddedbyallrelevantprocesses.17ObjectivesofSupplyChainMaDecisionphasesinasupplychainDependingonthetimeframeoverwhichthedecisionsmadeapplySupplychainstrategyordesign:nextfewyearsSupplychainplanning:yearlyormonthlySupplychainoperation:weeklyordailySomekeyfieldsSupplychaindesignandproductdevelopmentDemandforecastingandcustomerrelationshipProductionplanningandschedulingInventorymanagementTransportationmanagementLocationandFacilitiesmanagementInformationmanagementandInformationTechnology….18Decisionphasesinasupplych供應(yīng)鏈管理的主要問題網(wǎng)絡(luò)結(jié)構(gòu)設(shè)計(jì)與選址(S)庫存控制(S/T)生產(chǎn)計(jì)劃與調(diào)度(S/T/O)運(yùn)輸與物流管理(T/O)供應(yīng)鏈聯(lián)盟與合作關(guān)系(S)信息價(jià)值(S)產(chǎn)品設(shè)計(jì)(S)S－戰(zhàn)略決策T－戰(zhàn)術(shù)決策O－作業(yè)決策19供應(yīng)鏈管理的主要問題網(wǎng)絡(luò)結(jié)構(gòu)設(shè)計(jì)與選址(S)S－戰(zhàn)略決策1供應(yīng)鏈管理的主要困難復(fù)雜且龐大的網(wǎng)絡(luò)和過程結(jié)構(gòu)復(fù)雜的產(chǎn)品結(jié)構(gòu)分布的管理和組織結(jié)構(gòu)動(dòng)態(tài)系統(tǒng)，存在多種不確定因素20供應(yīng)鏈管理的主要困難復(fù)雜且龐大的網(wǎng)絡(luò)和過程結(jié)構(gòu)20供應(yīng)鏈管理理論和技術(shù)供應(yīng)鏈管理確定性模型隨機(jī)性模型啟發(fā)式方法概念/定性模型方法定量模型方法面向?qū)嵗慕?jīng)驗(yàn)方法線性規(guī)劃非線性規(guī)劃目標(biāo)規(guī)劃網(wǎng)絡(luò)流博弈論確定性動(dòng)態(tài)規(guī)劃隨機(jī)動(dòng)態(tài)規(guī)劃隨機(jī)庫存控制排隊(duì)優(yōu)化Markov決策禁忌搜索模擬退火遺傳算法Lagrangian松弛約束理論多Agent技術(shù)(DAI)仿真Petri網(wǎng)排隊(duì)網(wǎng)絡(luò)擾動(dòng)分析(PA)Markov鏈分析模型和方法優(yōu)化模型和方法21供應(yīng)鏈管理理論和技術(shù)供應(yīng)鏈管理確定性模型隨機(jī)性模型啟發(fā)式方法TheVirtualEnterprise22TheVirtualEnterprise22KeyElementsInSupplyChainUncertaintyDEMANDTimingofOrder-Howpredictableisthis?SizeandCompositionofOrder-Arethereunexpectedelements,andisitsubjecttochange?DataAccuracyonProductsRequired,DeliveryPointsandTimings

SUPPLYLeadTimetoSupply-Howpredictableisthis?QuantitySupplied-Canthedeliverybeacceptedwithoutbeingcounted?QualityofSupply-Canthesuppliesbeusedwithouttesting?DataAccuracyonProductsSuppliedandPrices23KeyElementsInSupplyChainUGood,BadorOptimumInventoryOnceuncertaintyisstrippedawaytothemaximumpracticabledegree,inventorycanthenbedeterminedatthecorrect(optimal)level(foreachstageofthesupplychainandoverall)

Profit(orperformanceenhancement)fromholdingstock

equalspotentiallostsales(orlostperformance)

timesthegrossprofitmarginonsales(oraddedvalue)

lessthecostofholdingstock(interestplusholdingcosts,whichcanbesubstantialinrealtermsandareoftenunderestimated)

24Good,BadorOptimumInventory“Old”O(jiān)rderDrivenSupplyChain25“Old”O(jiān)rderDrivenSupplyChaiSupplyPlanningAcrosstheVirtualEnterprises26SupplyPlanningAcrosstheVirSCMvs.OR/MS/DSOperationsResearchandManagementScience(OR/MS)Theprofessionaldisciplinesthatdealwiththeapplicationofinformationtechnologyforinformeddecision-makingProviderationalbasesfordecisionmakingbyseekingtounderstandandstructurecomplexsituationsandtousethisunderstandingtopredictsystembehaviorandimprovesystemperformance.Muchofthisworkisdoneusinganalyticalandnumericaltechniquestodevelopandmanipulatemathematicalandcomputermodelsoforganizationalsystemscomposedofpeople,machines,andprocedures.Thefieldiscloselyrelatedtoseveralotherfieldsinthe"decisionsciences"--appliedmathematics,computerscience,economics,industrialengineering,andsystemsengineering.From/Join/Orms.html27SCMvs.OR/MS/DSOperationsResSCMvs.OMWhatisOperationsManagement(OM)?運(yùn)作管理就是對(duì)公司（或組織）的提供主要產(chǎn)品或服務(wù)的系統(tǒng)進(jìn)行設(shè)計(jì)、運(yùn)行、評(píng)價(jià)和改進(jìn)。OMisthesetofactivitiesthatcreatesgoodsandservicesbytransforminginputsintooutputs.OMisthebusinessfunctionthatmanagesthatpartofabusinessthattransformsrawmaterialsandhumaninputsintogoodsandservicesofhighervalue.(narrowview)28SCMvs.OMWhatisOperationsM市場企業(yè)戰(zhàn)略運(yùn)作戰(zhàn)略財(cái)務(wù)戰(zhàn)略營銷戰(zhàn)略運(yùn)作管理人力工廠部件工藝計(jì)劃與控制系統(tǒng)輸入原料顧客輸出產(chǎn)品服務(wù)生產(chǎn)系統(tǒng)(5P)OM概要模型其他名稱：生產(chǎn)管理工業(yè)管理工廠管理29市場企業(yè)戰(zhàn)略運(yùn)作戰(zhàn)略財(cái)務(wù)戰(zhàn)略營銷戰(zhàn)略運(yùn)作管理人力工廠OMvs.OR/MS/DSvs.SS/SEvs.IE/EM運(yùn)作管理是管理的一個(gè)領(lǐng)域（管理職能）OR/MS/DS是各領(lǐng)域在制定決策時(shí)都可能遇到的定量方法SS/SE強(qiáng)調(diào)的是系統(tǒng)觀點(diǎn)、系統(tǒng)方法IE/EM主要關(guān)注如何更好地利用企業(yè)的資源，解決工程問題（如工業(yè)自動(dòng)化等）OMOR/MS/DSSS/SEIE/EM30OMvs.OR/MS/DSvs.SS/SEvs.供應(yīng)鏈協(xié)調(diào)問題運(yùn)籌學(xué)分布

人工智能經(jīng)濟(jì)學(xué)供應(yīng)鏈管理目標(biāo)沖突分布決策結(jié)構(gòu)：不一致決策激勵(lì)信息扭曲非對(duì)稱信息結(jié)構(gòu)：不完全信息31供應(yīng)鏈協(xié)調(diào)問題運(yùn)籌學(xué)分布

人工智能經(jīng)濟(jì)學(xué)供應(yīng)鏈管理目標(biāo)沖突TheHeritageofOM1776-1880:早期概念專業(yè)化；標(biāo)準(zhǔn)化零部件1880-1910：科學(xué)管理時(shí)代Gantt圖；動(dòng)作/時(shí)間研究；過程分析；排隊(duì)論1910-1980：大批量生產(chǎn)時(shí)代流水線；經(jīng)濟(jì)批量；線性規(guī)劃；PERT/CPM；MRP1980-1995：精益生產(chǎn)時(shí)代JIT；TQM；EDI；CAD/CAM/CAPP1995-2005：大批量、顧客化生產(chǎn)時(shí)代全球化；信息化（INTERNET；E-Commerce)敏捷制造；BPR；ERP；主動(dòng)學(xué)習(xí)的組織供應(yīng)鏈管理（SCM）成本質(zhì)量顧客作為學(xué)科，OM誕生于50年代末60年代初32TheHeritageofOM1776-1880:早GoodsandservicesdesignWhatproductshouldweoffer?Howshouldwedesigntheseproductsandservices?ManagingqualityWhoisresponsibleforquality?Howdowedefinethequalitywewantinourserviceorproduct?ProcessandcapacitydesignWhatprocesswilltheseproductsrequireandinwhatorder?Whatequipmentandtechnologyisnecessaryfortheseprocesses?WhatOperationsManagersdo?

(Top10ResearchDirections)33GoodsandservicesdesignWhatLocationstrategiesWhereshouldweputthefacility?Onwhatcriteriashouldwebasthelocationdecision?LayoutdesignHowshouldwearrangethefacility?Howlargemustthefacilitybetomeetourplan?HumanresourcesandjobdesignHowdoweprovideareasonableworkenvironment?Howmuchcanweexpectouremployeestoproduce?SupplychainmanagementShouldwebuyorproducethecomponent?Whoareoursuppliersandwhocanintegrateintooure-commerceprogram?WhatOperationsManagersdo?

(Top10ResearchDirections)34LocationstrategiesWhatOperatInventorycontrolHowmuchinventoryofeachitemshouldwehave?Whendowereorder?Intermediate,short-term,andprojectschedulingIssubcontractingproductionagoodidea?Arewebetteroffkeepingpeopleonthepayrollduringslowdowns?MaintenanceWhoisresponsibleformaintenance?WhatOperationsManagersdo?

(Top10ResearchDirections)35InventorycontrolWhatOperatioExcitingNewTrendsinOMLocalornationalfocusGlobalfocus,internationalOMBatch(large)shipmentsJust-in-timeshipmentsLow-bidpurchasingSupplychainpartners,ERP,e-CommerceLengthyproductdevelopmentRapidproductdevelopment,alliancesStandardizedproductsMasscustomizationJobspecializationEmpoweredemployees,teams,andleanproduction36ExcitingNewTrendsinOMLocalImportantResearchField

-ServiceOperationsManagementIntangibleProducedandconsumedsimultaneouslyUniqueHighcustomerinteractionInconsistentproductdefinitionKnowledge-basedDispersedDifficulttoautomateDifficulttomeasurequality…….37ImportantResearchField

-SeStrategicTacticOperationalLevelsofDecisionQualitativeQuantitativeResearchMethods38StrategicTacticOperationalLResearchMethodsEmpiricalCasestudySurveyPanelstudyDatabaseTheoreticmodelsDeterministicmodelsUncertaintymodelsSimulationExpertsystem(knowledgemodel)SimulationMotivationandObjectiveExperimentdesignIndependentvariablesDependentvariablesSimulationrunDataanalysisFindingsInsights39ResearchMethodsEmpiricalSimul建立OR/MS理論模型的一般步驟模型準(zhǔn)備模型假設(shè)模型構(gòu)成模型求解模型分析模型檢驗(yàn)?zāi)Ｐ蛻?yīng)用AppliedMathematics–MathematicalModeling:Motivation,Formulation,Solution,Validation“源”遠(yuǎn)“流”長40建立OR/MS理論模型的一般步驟模型EstablishedMarch1999,NewestwithinINFORMSMembership:950,LargestwithinINFORMSSocietyWebpage:ThemethodswhichMSOMmembersapplyinordertohelptheoperationsfunctionaddvaluetoproductsandservicesarederivedfromawiderangeofscientificfields,includingoperationsresearchandmanagementscience,mathematics,economics,statistics,informationsystemsandartificialintelligence.ManufacturingandServiceOperationsManagementSociety*INFORMS:InstituteforOperationsResearchandManagementScienceMergedfromORSA(1952)andTIMS(1953)in199441EstablishedMarch1999,NewestSourceofReferencesTopjournal:

OperationsResearch(OR) ManagementScience(MS)Quasi-Topjournal:

OperationsResearchLetters(ORL) IIETransactions(IIET) NavalResearchLogistics(NRL) MathematicsofOperationsResearch(MOR) Journalofoperationsmanagement(JOM)Majorjournal:

EuropeanJournalofOperationalResearch(EJOR) InternationalJournalofProductionResearch(IJPR) InternationalJournalofProductionEconomics(IJPE) JournaloftheOperationalResearchSociety(JORS) …42SourceofReferencesTopjournaOMRelatedJournalsJOM(J.ofOM)IJOPM(Int.J.Op.Prod.Mgmt.)POM(Prod.&OM)IJPR(Int.J.ofProd.Research)IJPE(Int.J.ofProd.Economics)PIMJ(Prod.Invent.Mgmt.J.)MS（ManagementSciences)HBR(HarvardBusinessRev.)EJORSloanMgmt.ReviewMS(SSCI,SCI)OR(SCI)JOMIJOPMIJPR(SCI)POM(SCI)EJOR(SCI,SSCI)HBRAcademyofMgmt.JournalDS(DecisionSciences)(SSCI)Relevance

Ranks(1999,JOM)

QualityMSOM43OMRelatedJournalsJOM(J.ofSummaryWhatisSupplychain/SCM?WhatkindsofissuesSCMconcern?WhataretheTheoryandTechniqueswhichcanbepossiblypotentialinSCM?SCMvs.OR/MS/DS/OM/IE/EM/SS/SE?TopjournalspublishingSCMstudies44SummaryWhatisSupplychain/THEENDThankyouverymuchforyourattendance!45THEENDThankyouverymuchforSupplyChainManagement:

IssuesandModels

Lecture1:IntroductionDr.JinxingXieDepartmentofMathematicalSciencesTsinghuaUniversity,Beijing100084,China/~jxieEmail:jxie@Voice:(86-10)62787812Fax:(86-10)62785847Office:Rm.1308,NewScienceBuilding46SupplyChainManagement:

IssueCourseInformationObjective:UnderstandingthesupplychainandrelatedissuesIntroducingsomemodelsandtechnologiesforsupplychainmanagementProject/Assignment(chooseanyone)AreviewofliteraturesonatopicyouareinterestedAreportwhichisageneralizationtoapaperReferences:Coursenotesat/scmSomejournalpapersfromManagementScienceset.al.Focuson:Issues(Problems)andModels47CourseInformationObjective:2Example:

StagesofaDetergentSupplyChainCustomerwantsdetergentandgoestoWal-MartWal-MartStoreWal-MartOrthird-partyDCP&GorothermanufacturerPlasticproducerChemicalmanufacturerPapermanufacturerTimberindustryTennecopackagingChemicalmanufacturer48Example:

StagesofaDetergenWHATISASUPPLYCHAIN?ASupplyChain consistsoforganizationsthatsuccessively transformrawmaterialsintointermediate goods,thentofinalgood,andfinallydeliver themtocustomers.ASupplyChain consistsofallstagesinvolved,directlyorindirectly,infulfillingacustomerrequest.49WHATISASUPPLYCHAIN?ASupplWHATISASUPPLYCHAIN?

Theglobalnetworkusedtodeliverproductsandservicesfromrawmaterialstotheendcustomerthroughengineeredflowsofinformation,physicaldistributionandcash.InformationSystemsWorld-WideRequirementsPlanningRelationshipManagementLogisticsNetworkDistributionProcessesTheSupplyChain50WHATISASUPPLYCHAIN?

ThegUnderstandingtheSupplyChain:

SupplyNetwork,SupplyWebNotonlymanufacturerandsupplier,butalsotransporters,warehouses,retailersandcustomersthemselves.Allfunctionsinvolvedinfillingacustomerrequestwithineachorganization:newproductdevelopment,marketing,operations,distribution,finance,andcustomerservice.SCMvs.Logistics(物流）51UnderstandingtheSupplyChainSupplyChainStagesSupplierSupplierSupplierManufacturerManufacturerDistributorDistributorRetailerRetailerRetailerCustomerCustomerCustomer52SupplyChainStagesSupplierSu

ConnectSupplyWithDemandSUPPLYDEMANDInformationProductCash53 ConnectSupplyWithDemandSUP供應(yīng)鏈概念模型計(jì)劃決策企業(yè)生產(chǎn)采購分銷供應(yīng)商生產(chǎn)分銷采購客戶生產(chǎn)分銷采購客戶的客戶采購生產(chǎn)分銷生產(chǎn)供應(yīng)商的供應(yīng)商過程控制計(jì)劃調(diào)度生產(chǎn)過程54供應(yīng)鏈概念模型計(jì)劃決策企業(yè)生產(chǎn)采購分銷供應(yīng)商生產(chǎn)分銷采購客戶供應(yīng)鏈管理的三個(gè)層面采購生產(chǎn)配送營銷作業(yè)管理戰(zhàn)術(shù)管理戰(zhàn)略管理工廠和倉庫等生產(chǎn)資源的數(shù)量、布局和能力；產(chǎn)品設(shè)計(jì)；市場開發(fā)等。采購和生產(chǎn)決策；庫存策略；運(yùn)輸與配送策略；聯(lián)盟關(guān)系等。庫存控制；生產(chǎn)計(jì)劃與調(diào)度；運(yùn)輸路線等。55供應(yīng)鏈管理的三個(gè)層面戰(zhàn)略管理工廠和倉庫等生產(chǎn)資源的數(shù)量、布局Example1:TypicalU.S.ApparelIndustrySupplyChainFibersuppliersTextilemakersRetailersApparelmakersAgentsAgentsAgentsAverageinventoryandelapsedtime(weeks):Materials:6.5In-process:96Finishedgoods:7.59.5In-transit:441256Example1:TypicalU.S.AppareDiscussionofIssuesandopportunitiesforimprovementtoU.S.ApparelIndustryIssuesSupplychainistoolongandtooslow58.5weeks(excludesprocessingtime&internationaltransittimes)LittleofthistimeisspentinprocessingOnly15ofthe58.5weeksarein-processinventoryEveninprocessing,theratioofprocessingtimetowaittimeisnotoriouslylowThus,Americanapparelindustrywasreducedenormouslyduringthelast25years

OpportunitiesFasterresponsetocustomerordersEliminatingunnecessaryinventory,stockoutsandmarkdowns$25billioncanbesavedannually57DiscussionofIssuesandopporExample2:

HPDeskJetPrinterSupplyChainPrintedcircuitassembly&testPrintedmechanismmanufacturingSupplierSupplierSupplierVancouverfinalassembly&testAsia-PacificdistributioncenterIntegratedcircuitmanufacturingDealersSupplier4-5weeks1dayCaliforniadistributioncenterEuropeandistributioncenter4-5weeksDealersDealers58Example2:

HPDeskJetPrinterDiscussionofExample2:

Improvementduringtheearly1980sManufacturingcycletimereduced8-12weeks==>1weeksAverageinventoryreduced3.5months==>0.9monthsAllfinishedgoodsinventoryeliminatedImportanceofresponsetimeandtransportationtimeincreasedFurtherimprovementsshouldbemadeonsupplychain59DiscussionofExample2:

ImprDiscussionofExample2:

Improvementofsupplychainin1990TimebetweenorderanddeliveryreducedEurope&Asia:5.25months==>1.25monthsNorth-America:4.25months==>0.2monthsImportanceoftransportationtimeincreasedEurope&Asia:1%==>12%North-America:20%==>80%60DiscussionofExample2:

ImprHintsfromExamples1and2Furtherreductioninmanufacturingcycletimeisnothighlybeneficialaftertheimprovementsof1980sExample1:Only15ofthe58.5weeksareWIPinventoryImprovementsinsupplychainisverybeneficialInventorycostreducedHPCase:4monthsinventoryreduced,totalcostreducesupto5%TimebetweenorderanddeliveryreducedBettersalesforecasts,reducedwrongorders,markdowns,stockoutsanddelaysindeliveryLowertotalcost&highercustomerservice61HintsfromExamples1and2FurObjectivesofSupplyChainManagement(SCM)Toimprove

theprofitabilityandefficiencyofthesupplychainandallorganizationsinvolvedByOptimizing

thespeedandcertaintyandMaximizing

thenetvalueaddedbyallrelevantprocesses.62ObjectivesofSupplyChainMaDecisionphasesinasupplychainDependingonthetimeframeoverwhichthedecisionsmadeapplySupplychainstrategyordesign:nextfewyearsSupplychainplanning:yearlyormonthlySupplychainoperation:weeklyordailySomekeyfieldsSupplychaindesignandproductdevelopmentDemandforecastingandcustomerrelationshipProductionplanningandschedulingInventorymanagementTransportationmanagementLocationandFacilitiesmanagementInformationmanagementandInformationTechnology….63Decisionphasesinasupplych供應(yīng)鏈管理的主要問題網(wǎng)絡(luò)結(jié)構(gòu)設(shè)計(jì)與選址(S)庫存控制(S/T)生產(chǎn)計(jì)劃與調(diào)度(S/T/O)運(yùn)輸與物流管理(T/O)供應(yīng)鏈聯(lián)盟與合作關(guān)系(S)信息價(jià)值(S)產(chǎn)品設(shè)計(jì)(S)S－戰(zhàn)略決策T－戰(zhàn)術(shù)決策O－作業(yè)決策64供應(yīng)鏈管理的主要問題網(wǎng)絡(luò)結(jié)構(gòu)設(shè)計(jì)與選址(S)S－戰(zhàn)略決策1供應(yīng)鏈管理的主要困難復(fù)雜且龐大的網(wǎng)絡(luò)和過程結(jié)構(gòu)復(fù)雜的產(chǎn)品結(jié)構(gòu)分布的管理和組織結(jié)構(gòu)動(dòng)態(tài)系統(tǒng)，存在多種不確定因素65供應(yīng)鏈管理的主要困難復(fù)雜且龐大的網(wǎng)絡(luò)和過程結(jié)構(gòu)20供應(yīng)鏈管理理論和技術(shù)供應(yīng)鏈管理確定性模型隨機(jī)性模型啟發(fā)式方法概念/定性模型方法定量模型方法面向?qū)嵗慕?jīng)驗(yàn)方法線性規(guī)劃非線性規(guī)劃目標(biāo)規(guī)劃網(wǎng)絡(luò)流博弈論確定性動(dòng)態(tài)規(guī)劃隨機(jī)動(dòng)態(tài)規(guī)劃隨機(jī)庫存控制排隊(duì)優(yōu)化Markov決策禁忌搜索模擬退火遺傳算法Lagrangian松弛約束理論多Agent技術(shù)(DAI)仿真Petri網(wǎng)排隊(duì)網(wǎng)絡(luò)擾動(dòng)分析(PA)Markov鏈分析模型和方法優(yōu)化模型和方法66供應(yīng)鏈管理理論和技術(shù)供應(yīng)鏈管理確定性模型隨機(jī)性模型啟發(fā)式方法TheVirtualEnterprise67TheVirtualEnterprise22KeyElementsInSupplyChainUncertaintyDEMANDTimingofOrder-Howpredictableisthis?SizeandCompositionofOrder-Arethereunexpectedelements,andisitsubjecttochange?DataAccuracyonProductsRequired,DeliveryPointsandTimings

SUPPLYLeadTimetoSupply-Howpredictableisthis?QuantitySupplied-Canthedeliverybeacceptedwithoutbeingcounted?QualityofSupply-Canthesuppliesbeusedwithouttesting?DataAccuracyonProductsSuppliedandPrices68KeyElementsInSupplyChainUGood,BadorOptimumInventoryOnceuncertaintyisstrippedawaytothemaximumpracticabledegree,inventorycanthenbedeterminedatthecorrect(optimal)level(foreachstageofthesupplychainandoverall)

Profit(orperformanceenhancement)fromholdingstock

equalspotentiallostsales(orlostperformance)

timesthegrossprofitmarginonsales(oraddedvalue)

lessthecostofholdingstock(interestplusholdingcosts,whichcanbesubstantialinrealtermsandareoftenunderestimated)

69Good,BadorOptimumInventory“Old”O(jiān)rderDrivenSupplyChain70“Old”O(jiān)rderDrivenSupplyChaiSupplyPlanningAcrosstheVirtualEnterprises71SupplyPlanningAcrosstheVirSCMvs.OR/MS/DSOperationsResearchandManagementScience(OR/MS)Theprofessionaldisciplinesthatdealwiththeapplicationofinformationtechnologyforinformeddecision-makingProviderationalbasesfordecisionmakingbyseekingtounderstandandstructurecomplexsituationsandtousethisunderstandingtopredictsystembehaviorandimprovesystemperformance.Muchofthisworkisdoneusinganalyticalandnumericaltechniquestodevelopandmanipulatemathematicalandcomputermodelsoforganizationalsystemscomposedofpeople,machines,andprocedures.Thefieldiscloselyrelatedtoseveralotherfieldsinthe"decisionsciences"--appliedmathematics,computerscience,economics,industrialengineering,andsystemsengineering.From/Join/Orms.html72SCMvs.OR/MS/DSOperationsResSCMvs.OMWhatisOperationsManagement(OM)?運(yùn)作管理就是對(duì)公司（或組織）的提供主要產(chǎn)品或服務(wù)的系統(tǒng)進(jìn)行設(shè)計(jì)、運(yùn)行、評(píng)價(jià)和改進(jìn)。OMisthesetofactivitiesthatcreatesgoodsandservicesbytransforminginputsintooutputs.OMisthebusinessfunctionthatmanagesthatpartofabusinessthattransformsrawmaterialsandhumaninputsintogoodsandservicesofhighervalue.(narrowview)73SCMvs.OMWhatisOperationsM市場企業(yè)戰(zhàn)略運(yùn)作戰(zhàn)略財(cái)務(wù)戰(zhàn)略營銷戰(zhàn)略運(yùn)作管理人力工廠部件工藝計(jì)劃與控制系統(tǒng)輸入原料顧客輸出產(chǎn)品服務(wù)生產(chǎn)系統(tǒng)(5P)OM概要模型其他名稱：生產(chǎn)管理工業(yè)管理工廠管理74市場企業(yè)戰(zhàn)略運(yùn)作戰(zhàn)略財(cái)務(wù)戰(zhàn)略營銷戰(zhàn)略運(yùn)作管理人力工廠OMvs.OR/MS/DSvs.SS/SEvs.IE/EM運(yùn)作管理是管理的一個(gè)領(lǐng)域（管理職能）OR/MS/DS是各領(lǐng)域在制定決策時(shí)都可能遇到的定量方法SS/SE強(qiáng)調(diào)的是系統(tǒng)觀點(diǎn)、系統(tǒng)方法IE/EM主要關(guān)注如何更好地利用企業(yè)的資源，解決工程問題（如工業(yè)自動(dòng)化等）OMOR/MS/DSSS/SEIE/EM75OMvs.OR/MS/DSvs.SS/SEvs.供應(yīng)鏈協(xié)調(diào)問題運(yùn)籌學(xué)分布

人工智能經(jīng)濟(jì)學(xué)供應(yīng)鏈管理目標(biāo)沖突分布決策結(jié)構(gòu)：不一致決策激勵(lì)信息扭曲非對(duì)稱信息結(jié)構(gòu)：不完全信息76供應(yīng)鏈協(xié)調(diào)問題運(yùn)籌學(xué)分布

人工智能經(jīng)濟(jì)學(xué)供應(yīng)鏈管理目標(biāo)沖突TheHeritageofOM1776-1880:早期概念專業(yè)化；標(biāo)準(zhǔn)化零部件1880-1910：科學(xué)管理時(shí)代Gantt圖；動(dòng)作/時(shí)間研究；過程分析；排隊(duì)論1910-1980：大批量生產(chǎn)時(shí)代流水線；經(jīng)濟(jì)批量；線性規(guī)劃；PERT/CPM；MRP1980-1995：精益生產(chǎn)時(shí)代JIT；TQM；EDI；CAD/CAM/CAPP1995-2005：大批量、顧客化生產(chǎn)時(shí)代全球化；信息化（INTERNET；E-Commerce)敏捷制造；BPR；ERP；主動(dòng)學(xué)習(xí)的組織供應(yīng)鏈管理（SCM）成本質(zhì)量顧客作為學(xué)科，OM誕生于50年代末60年代初77TheHeritageofOM1776-1880:早GoodsandservicesdesignWhatproductshouldweoffer?Howshouldwedesigntheseproductsandservices?ManagingqualityWhoisresponsibleforquality?Howdowedefinethequalitywewantinourserviceorproduct?ProcessandcapacitydesignWhatprocesswilltheseproductsrequireandinwhatorder?Whatequipmentandtechnologyisnecessaryfortheseprocesses?WhatOperationsManagersdo?

(Top10ResearchDirections)78GoodsandservicesdesignWhatLocationstrategiesWhereshouldweputthefacility?Onwhatcriteriashouldwebasthelocationdecision?LayoutdesignHowshouldwearrangethefacility?Howlargemustthefacilitybetomeetourplan?HumanresourcesandjobdesignHowdoweprovideareasonableworkenvironment?Howmuchcanweexpectouremployeestoproduce?SupplychainmanagementShouldwebuyorproducethecomponent?Whoareoursuppliersandwhocanintegrateintooure-commerceprogram?WhatOperationsManagersdo?

(Top10ResearchDirections)79LocationstrategiesWhatOperatInventorycontrolHowmuchinventoryofeachitemshouldwehave?Whendowereorder?Intermediate,short-term,andprojectschedulingIssubcontractingproductionagoodidea?Arewebetteroffkeepingpeopleonthepayrollduringslowdowns?MaintenanceWhoisresponsibleformaintenance?WhatOperationsManagersdo?

(Top10ResearchDirections)80InventorycontrolWhatOperatioExcitingNewTrendsinOMLocalornationalfocusGlobalfocus,internationalOMBatch(large)shipmentsJust-in-timeshipmentsLow-bidpurchasingSupplychainpartners,ERP,e-CommerceLengthyproductdevelopmentRapidproductdevelopment,alliancesStandardizedproductsMasscustomizationJobspecializationEmpoweredemployees,teams,andleanproduction