專業(yè)英語物流和供應鏈管理(英文版)課件

Chapter4

Strategiclead-timemanagementChapter4

Strategiclead-timeThischapter：Exploresthe‘costoftime’andthedriversoftime-basedcompetition;shorteningproductlifecycles,customers’desireforreducedinventoriesandthedangersofbeingforecastdependentinanincreasinglyvolatilemarketplace.探討時間成本和時間競爭的驅(qū)動力；正在不斷縮短的產(chǎn)品生命周期，客戶減少庫存的要求，在動蕩的市場環(huán)境下過分依賴預測的種種風險。Thischapter：Exploresthe‘cosExaminestheconceptofleadtime,theorder-to-deliverycycle,itscomponentsandtheneedtoconsiderthewidercontextoftheorder–to-cashcycle.分析前置時間、訂單周期的概念及其構(gòu)成要素，從更大范圍來考察訂貨變現(xiàn)周期。Looksathowthereductionofleadtimescanimpactonthegoalsoflogisticspipelinemanagement.研究縮短前置時間是如何影響物流渠道管理目標的。ExaminestheconceptofleadtOutlinessomeofthewaysinwhichinadequatesystemsdesigncanlengthenleadtimesandengineercostratherthanvalueintothelogisticsprocess.概括了一些不恰當?shù)南到y(tǒng)設計方法，它們延長了前置時間，并增加了設計成本，卻對物流過程的增值貢獻不大。introducestheconceptofthelead-timegap,offeringanumberofsuggestionsforleadtime.介紹前置時間差的概念，提出一些縮短前置時間的建議。OutlinessomeofthewaysinwCompendium1.Time-basedcompetition2.Theconceptofleadtime3.Logisticspipelinemanagement4.Logisticsvalueengineering5.Thelead-timegap6.SummaryCompendium1.Time-basedcompeti1.Time-basedcompetition時間競爭1.Time-based時間競爭

Timeismoney.AsfarascostisConcernedthereisAdirectrelationshipBetweenthelengthOfthelogisticspipelineAndtheinventorythatIslockedupinit.首先，就成本而言，物流渠道的長度與渠道中的存貨數(shù)量有直接的關(guān)系。Timeismoney.首先，就成本而言，Secondly,longleadtimesmeanaslowerresponsetocustomerrequirements.其次，過長的前置時間意味著對客戶需求反應的延遲。Secondly,longleadtimes其次，過Customersinallmarkets,industrialorconsumer,areincreasinglytime-sensitive.Customersinallmarkets,induQuestion1

Whatarethepressuresleadingtothegrowthoftime-sensitivemarkets?Question1WhatarethepresCustomers’driveforforreducedinventoriesVolatilemarketmakingrelianceonforecastsDangerousShorteninglifeCyclesTime-sensitivemarket不斷縮短的產(chǎn)品生命周期客戶降低庫存的需求由于市場多變，過于依賴預測很危險Customers’driveforforShort

Theconceptoftheproductlifecycle:Formanyproducts,thereisarecognizablepatternofsalesfromlaunchthroughtofinaldecline.(1)Shorteninglifecycles許多產(chǎn)品從投入市場到最后淡出市場，其銷量遵循一個公認的模式。TheconceptoftheproductTheproductlifecycleSales(￡)introductiongrowthmaturitysaturationdeclinetime導入期成長期成熟期飽和期衰退期產(chǎn)品生命周期TheproductlifecycleSales(￡)2.Customers’driveforreducedinventoryoneofthemostpronouncedphenomenaofrecentyearshasbeenthealmostuniversalmovebycompaniestoreducetheirinventories.這些年，一個最明顯的現(xiàn)象就是全球所有的企業(yè)都在著手降低它們的庫存?？蛻艚档蛶齑娴男枨?.Customers’driveforreducedQuestion1Whatisthedifferencebetweentraditionalandmodernwaystoservicecustomerswhorequirejust-in-timedeliveries?Question1WhatisthediffeManycompaniesstillthinkthattheonlywaytoservicecustomerswhorequirejust-in-timedeliveriesisforthem,thesupplier,tocarrytheinventoryinsteadofthecustomer.Insteadwhatisneededisforthesuppliertosubstituteresponsivenessforinventorywheneverpossible.許多公司仍然認為，給客戶提供及時配送服務的唯一方法，就是只能由供應商代替客戶持有庫存。其實作為供應商真正需要的是：在必要的時候用快速反應來代替大量的庫存。ManycompaniesstillthinkthaQuestion2Howtoachieveresponsiveness?Why?Question2Howtoachieverespo

Responsivenessessentiallyisachievedthroughtimecompressioninthesupplychain.Responsivenessessentially

TimecompressionServiceenhancementCostreduction壓縮時間完善服務縮減成本Breakingfreeoftheclassicservice/costtrade-off打破傳統(tǒng)的服務、成本權(quán)衡關(guān)系TimecompressionServiceenhan3.Volatilemarketmakingreliance

onforecastsdangerous

QuestionWhat’sthecontinuingproblemformostorganizationsaccordingtotext?What’stherootcauseoftheseproblems?由于市場多變，過于依賴預測很危險3.VolatilemarketmakingreliaAcontinuingproblemformostorganizationsistheinaccuracyofforecast.Whilstmanyforecastingerrorsaretheresultofinappropriateforecastingmethodologytherootcauseoftheseproblemsisthatforecasterrorincreasesasledtimeincreases.Acontinuingproblemformosttime+-ForecasterrorForecasterrorandplanninghorizons預測誤差和計劃水平time+-ForecastForecasterrora2.Theconceptofleadtime2.TheconceptofQuestion

What’sthemeaningofleadtimefromthecustomer’sviewpointandfromthesupplier’sperspectiverespectively?QuestionWhat’sthemeaningFromthecustomers’viewpointTheelapsedtimefromordertodelivery.Fromthesuppliers’viewpointThetimeittakestoconvertanorderIntocash.從發(fā)出訂單到收到貨物的這段時間。從接受訂單到收回現(xiàn)金的時間Fromthecustomers’viewpoint從(1)Theorder-to-deliverycycleCustomerPlacesorderOrderprocessingOrderentryOrderassemblyTransportOrderreceivedThecomponentsofordercycletime客戶訂單提交訂單錄入訂單處理訂單組貨運輸訂貨到達(1)Theorder-to-deliverycycleTotalordercyclewithvariability1.Ordercommunication2.Orderentryandprocessing3.Orderpickingorproduction5.Customerreceiving4.transportationtotal3Timerange1to5daysTimerange1to3days2Timerange1to9days53Timerange1to5days2Timerange1to3days5days25days15運輸訂單錄入及處理按單揀選或生產(chǎn)客戶接受訂貨前溝通訂單履行周期的變動程度TotalordercyclewithvariabiInthosesituationswhereordersarenotmetfromstockbutmayhavetobemanufactured,assembledorsourcedfromexternalvendors,thenclearlyleadtimeswillbeevenfurtherextendedwiththepossibilityofstillgreatervariationsintotalorder-to-deliverytime.InthosesituationswhereordeLeadtimecomponent.OrderingreceptionleadtinePlanningleadtimeProcessingleadtimeMaterialsplanningandpurchaseleadtimesupplierleadtinetransportleadtineReceptionandinspectionleadtineAssemblyreleaseandorderpickingWaitingtimesProcessingtimesTransporttimetonextstage(e.g.toinventoryassembly)Dispatchpreparationtime(documents,packages)TransporttimetocustomerCommercialAndplanningLeadtimeMaterialsLeadtimesAssemblyLeadtimesDistributionLeadtimesInstallationLeadtimes商業(yè)和計劃前置時間原材料前置時間匯總前置時間配送前置時間安裝前置時間前置時間構(gòu)成要素Leadtimecomponent.Orderingr(2)Thecash-to-cashcycleQuestion

What’sthebasicconcernofanyorganization?

whatisruleofthumb?(2)Thecash-to-cashcycleQuestCumulativeLeadtime[procurementTopayment]RawmaterialstockSubassemblyproductionIntermediatestockProductassemblyFinishedstockatCentralwarehouseIn-transitRegionaldistributionCentralstockCustomerordercycle累積的前置時間（從采購到付款）Strategiclead-timemanagementCumulativeRawmaterialstockSu

Thelongerthepipelinefromsourceofmaterialtothefinaluserthelessresponsivetochangesindemandthesystemwillbe.從原材料到最終使用者的渠道越長，系統(tǒng)就越缺乏對需求變動的應變能力ThelongerthepipelinefroAnapproximateruleofthumbsuggeststhattheamountofsafetystockinapipelinevarieswiththesquarefootofthepipelinelength.一個類似于“大拇指”的規(guī)則指出，安全庫存數(shù)量的多少取決于渠道長度的平方根。Anapproximateruleofthumbs

3.logisticspipelinemanagement3.logisticspipelinemanagemQuestion1

Howtocontrollogisticsleadtimessuccessfully?Question1HowtocontrollogThekeytothesuccessfulcontrolofthelogisticsleadtimeispipelinemanagement.成功控制物流前置時間的關(guān)鍵是實施物流渠道管理。ThekeytothesuccessfulcontQuestion2

Whatarethegoalsofthepipelinemanagement?Question2WhatarethegoalsThegoalsofthepipelinemanagementgoalsLowercostsHigherqualityMoreflexibilityFasterresponsetime更低的成本更高的質(zhì)量高強的靈活性更快的反應速度ThegoalsofthepipelinemanaHowtoachievethesegoalsManagethesupplychainasanentityandseekingtoreducethepipelinelengthand/orcosttospeeduptheflowthroughthatpipeline.Tofindwaysinwhichtheratioofvalue-addedtocost-addedtimeinthepipelinecanbeimproved.將供應鏈作為一個整體進行管理，并縮短整個渠道的長度，同時（或者）加速物品在渠道中的流動。找到可以提高增值時間與成本增加時間比率的方法。HowtoachievethesegoalsManaValue-addingtime(time,placeandformutility)Cost-addingtime(promotion,storageandtransportcostandthetimecostofmoney)RawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addedversusvalue-addedtime引起價值增加和成本增加的活動（時間、地點和形態(tài)效用）增值時間原材料庫存生產(chǎn)產(chǎn)成品庫存運輸區(qū)域庫存客戶配送Cost-addedversusvalue-addedtime

成本增加時間（促銷、倉儲和運輸成本及時間成本）Value-addingtimeCost-addingtValue-addingtimeRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addingtimeReducingnon-value-addingtimeimprovesserviceandreducescost通過減少非增值時間來提高服務水平并降低成本Value-addingtimeRawmaterialp3.Logisticsvalueengineering3.LogisticsvalueManybusinesshaveinvestedheavilyinautomationinthefactorywiththeaimofreducingthroughputtimes.Howeveritisparadoxicalthatmanyofthosesamebusinessthathavespentmillionsofpoundsonautomationtospeedupthetimeittakestomanufactureaproductarethencontenttoletitsitinadistributioncentreorwarehouseforweekswaitingtobesold.ManybusinesshaveinvestedheTherequirementistolookacrossthedifferentstagesinthesupplychaintoseehowtimeasawholecanbereducedthroughreengineeringthewaythechainisstructured.Therequirementistolookacr

Example1:Planningcycle/manufacturingleadtimeExample2:ForecastingandorderingofsuppliersExample3:WarehousepickinganddistributionOnepointInsomanycasesitispossibletofindconsiderableOpportunityfortotallead-timereduction,oftenthroughSomeverysimplechangesinprocedure.OnepointInsomanycas4.Thelead-timegap4.Thelead-timegapQuestion1

Accordingtothetext,mostorganizationsfaceafundamentalproblem,whatisit?Thetimeittakestoprocure,makeanddeliverthefinishedproducttoacustomerislongerthanthetimethecustomerispreparedtowaitforit.Thisisthebasisofthelead-timegap.Question1AccordingtotheThelead-timegapprocurementCustomer’sordercycledeliverymanufacturingLogisticsleadtimeThelead-timegapOrderfulfillment采購生產(chǎn)配送物流前置時間客戶訂貨周期前置時間差訂單履行Thelead-timegapprocurementCuQuestion2

What’sthecustomer’sordercycle?Thelengthoftimethatthecustomerispreparetowait,fromwhentheorderisplacedthroughtowhenthegoodsarereceived.

Question2What’sthecustome

Thecompetitiveconditionsofthemarketaswellasthenatureoftheproductwillinfluencethecustomer’swillingnesstowait.Thefactorsthatinfluencethecustomer’swillingnesstowait:

Thecompetitiveconditions

Howtoclosethelead-timegap?shorteninglogisticsleadtimeMovethecustomer’sordercyclecloserbygainingearlierwarningofrequirementsthroughimprovedvisibilityofdemand.縮短物流前置時間通過提高需求的可見性，盡量把客戶訂貨周期調(diào)整到與早期得到的需求信息更接近。Question3Howtoclosethelead-time

Allthelogisticsprocessescanbeviewedasanetworkofinter-linkedactivitiesthatcanbeoptimizedasawholebyfocusingontotalthroughputtime.Anyattempttomanagebyoptimizingindividualelementsoractivitiesintheprocesswillleadtoaless-than-optimalresultoverall.

所有的物流過程都能被看做是由各種具有內(nèi)在聯(lián)系的活動所形成的一個網(wǎng)絡，要想優(yōu)化這個網(wǎng)絡，必須要通過調(diào)整總體運營時間才能得以實現(xiàn)。而單純通過優(yōu)化個別要素或過程中個別活動只能得到一個次優(yōu)化的結(jié)果。（1）reducinglogisticslead-timeAllthelogisticsprocessesQuestion4

What’sOPT?what’sitsessence?AsignificantcontributiontothewayweviewlogisticsprocesseshasbeenmadebyGoldrattwhohasdevelopedthetheoryofconstraints(約束理論)whichismoreusuallyknownasOptimizedProductionTechnology（生產(chǎn)技術(shù)優(yōu)化理論）(OPT).TheessenceofOPTisthatallactivitiesinalogisticschaincanbecategorizedaseither‘bottlenecks'or‘non-bottlenecks’.OPT——把一個物流鏈中的所有活動劃分為瓶頸類或非瓶頸類。Question4

What’sOPT?whatQuestion5

Whatisabottleneck?Abottleneckistheslowestactivityinachainandwhilstitmayoftenbeamachine,itcouldalsobeapartoftheinformationflowsuchasorderprocessing.瓶頸是指整個鏈中最慢的活動，它可以是一臺機器，也可以是像訂單處理一樣的信息流的一部分。Question5

WhatisabottlenecFurtheropportunitiesforpipelinetimereductioncannormallybefoundattheinterfacewithsuppliers’logisticssystem.Furtheropportunitiesforpipe(2)ImprovingvisibilityofdemandTheideathatitcouldbepossibleto‘extend’thecustomer’sordercyclemayatfirstsightseemimplausible.No,whatismeantbyextendingthecustomer’sordercycleisthatweshouldseektoobtainsignificantlyearlierwarningsofthecustomer’srequirement.(2)ImprovingvisibilityofdemWhatwefrequentlyfindisthatfirstofallthedemandpenetrationpointistoofardownthepipelineandthatsecondly,realdemandishiddenfromviewandallwetendtoseeareorders.Boththesepointsneedfurtherexplanation;firstlytheconceptofthedemandpenetrationpoint.WhatwefrequentlyfindisthaQuestion

1What’sthedemandpenetrationpoint?

Thedefinitionofthedemandpenetrationpointisthatitoccursatthatpointinthelogisticschainwhererealdemandmeetstheplan.Upstreamfromthispointeverythingisdrivenbyaforecastand/oraplan.Downstreamwecanrespondtocustomerdemand.在物流鏈中需求與計劃達成一致的點。預測或計劃驅(qū)動著需求滲透點上游的活動，下游所做的就是對客戶需求做出反應。Question1在物流鏈中需求與計劃達成一致的點。預測或Question

2

What’sthekeyconcernoflogisticsmanagement?Howtoachieveit?Question2

What’sthekeyconcAkeyconcernoflogisticsmanagementshouldbetoseektoidentifywaysinwhichthedemandpenetrationpointcanbepushedasfaraspossibleupstream.Thismightbeachievedbytheuseofinformationsothatmanufacturingandpurchasinggettohearofwhatishappeninginthemarketplacefasterthantheycurrentlydo.Theotherroutetoachievinganupstreamshiftoftheorderpenetrationpointisbypostponingthefinalcommitmentoftheproducttoitsfinalform.AkeyconcernoflogisticsmanFollowingfigureillustratesarangeofpossibledemandpenetrationpointsindifferentindustrialandmarketcontexts.Followingfigureillustratesa.DrivenByforecastDrivenBydemandplantDistributioncentralwarehousedepots需求滲透點和戰(zhàn)略庫存Demandpenetrationpointandstrategicinventory.DrivenDrivenplantDistributioInasensetheinformationwereceive,ifweonlyhavetheordertorelyon,islikethetipofaniceberg.theordercycletime(i.e.therequiredresponsetimefromordertodelivery)mayonlybethevisibletip.在某種意義上，如果我們僅僅依賴手頭的訂單，則所獲得的信息猶如冰山一角。訂貨周期時間也可能僅僅是信息冰山上可視的一角。InasensetheinformationTheareabelowthesurfaceoftheicebergrepresentstheongoingconsumption,demandorusageoftheproductwhichishiddenfromtheviewofthesupplier.Itisonlywhenanorderisissuedthatdemandbecomestransparent.海平面以下的部分代表著未來的消費、需求或者使用產(chǎn)品的信息，而這些統(tǒng)統(tǒng)是在供應商的視野之外的。只有當訂單發(fā)出之時，需求才變得透明。TheareabelowthesurfaceTheinformationicebergOrdercycletimeActualusage/demandTheorder訂單處理周期未來實際使用、需求TheinformationicebergOrdercTherearenowsighsthatbuyersandsuppliersarerecognizingtheopportunitiesformutualadvantageininformationonrequirementscanbesharedonacontinuingbasis.有跡象表明，購買者和供應者正意識到如果雙方能持續(xù)共享需求信息的話，這對于彼此雙方都是有利的TherearenowsighsthatbuZaracasestudy◆BackgroundofZara◆targetmarketInternationalmarketpositionOperatingstrategyDesigntrendsZaracasestudy◆BackgroundofSuccessfulforsomereasons:

1.basedonthedualobjectivesofworkingwithoutstocksandrespondingquicklytomarketneed.2.Developoneofthemosteffectivequick-responsivesystemsinitsindustry.3.InventorycostsarekepttoaminimumbecauseZarapaysonlyforthecompletegarments.Successfulforsomereasons:

1Zara’ssupplychaindemandDesigndepartmentCompany’sbuyingofficeZaraorsubcontractorsFinishedproductsDistributioncentrethird-partycontractorsPenultimatedestinationsZara’ssupplychaindemandDesigSummaryTheabilitytomovequicklyiscritical;Thesearchisforlogisticssolutionsthataremoreresponsivebutlow-cost;Timecompressioninthepipelinehasthepotentialbothtospeedupresponsetimesandtoreducesupplychaincost;Thekeytoreachthisdualgoalsisthroughfocusingonthereductionofnon-valueaddingtimeandparticularlytimespendasinventory;Lead-timereductionhasbecomefocalpoint.快速反應能力是至關(guān)重要的。尋求以低成本作出更快反應的物流方案。壓縮供應鏈時間對快速反應和縮減供應鏈成本具有很大潛力。實現(xiàn)這兩個目標的關(guān)鍵是縮減非增值時間，尤其是縮短庫存時間。縮短前置時間已經(jīng)成為關(guān)注的焦點。SummaryTheabilitytomovequiChapter4

Strategiclead-timemanagementChapter4

Strategiclead-timeThischapter：Exploresthe‘costoftime’andthedriversoftime-basedcompetition;shorteningproductlifecycles,customers’desireforreducedinventoriesandthedangersofbeingforecastdependentinanincreasinglyvolatilemarketplace.探討時間成本和時間競爭的驅(qū)動力；正在不斷縮短的產(chǎn)品生命周期，客戶減少庫存的要求，在動蕩的市場環(huán)境下過分依賴預測的種種風險。Thischapter：Exploresthe‘cosExaminestheconceptofleadtime,theorder-to-deliverycycle,itscomponentsandtheneedtoconsiderthewidercontextoftheorder–to-cashcycle.分析前置時間、訂單周期的概念及其構(gòu)成要素，從更大范圍來考察訂貨變現(xiàn)周期。Looksathowthereductionofleadtimescanimpactonthegoalsoflogisticspipelinemanagement.研究縮短前置時間是如何影響物流渠道管理目標的。ExaminestheconceptofleadtOutlinessomeofthewaysinwhichinadequatesystemsdesigncanlengthenleadtimesandengineercostratherthanvalueintothelogisticsprocess.概括了一些不恰當?shù)南到y(tǒng)設計方法，它們延長了前置時間，并增加了設計成本，卻對物流過程的增值貢獻不大。introducestheconceptofthelead-timegap,offeringanumberofsuggestionsforleadtime.介紹前置時間差的概念，提出一些縮短前置時間的建議。OutlinessomeofthewaysinwCompendium1.Time-basedcompetition2.Theconceptofleadtime3.Logisticspipelinemanagement4.Logisticsvalueengineering5.Thelead-timegap6.SummaryCompendium1.Time-basedcompeti1.Time-basedcompetition時間競爭1.Time-based時間競爭

Timeismoney.AsfarascostisConcernedthereisAdirectrelationshipBetweenthelengthOfthelogisticspipelineAndtheinventorythatIslockedupinit.首先，就成本而言，物流渠道的長度與渠道中的存貨數(shù)量有直接的關(guān)系。Timeismoney.首先，就成本而言，Secondly,longleadtimesmeanaslowerresponsetocustomerrequirements.其次，過長的前置時間意味著對客戶需求反應的延遲。Secondly,longleadtimes其次，過Customersinallmarkets,industrialorconsumer,areincreasinglytime-sensitive.Customersinallmarkets,induQuestion1

Whatarethepressuresleadingtothegrowthoftime-sensitivemarkets?Question1WhatarethepresCustomers’driveforforreducedinventoriesVolatilemarketmakingrelianceonforecastsDangerousShorteninglifeCyclesTime-sensitivemarket不斷縮短的產(chǎn)品生命周期客戶降低庫存的需求由于市場多變，過于依賴預測很危險Customers’driveforforShort

Theconceptoftheproductlifecycle:Formanyproducts,thereisarecognizablepatternofsalesfromlaunchthroughtofinaldecline.(1)Shorteninglifecycles許多產(chǎn)品從投入市場到最后淡出市場，其銷量遵循一個公認的模式。TheconceptoftheproductTheproductlifecycleSales(￡)introductiongrowthmaturitysaturationdeclinetime導入期成長期成熟期飽和期衰退期產(chǎn)品生命周期TheproductlifecycleSales(￡)2.Customers’driveforreducedinventoryoneofthemostpronouncedphenomenaofrecentyearshasbeenthealmostuniversalmovebycompaniestoreducetheirinventories.這些年，一個最明顯的現(xiàn)象就是全球所有的企業(yè)都在著手降低它們的庫存。客戶降低庫存的需求2.Customers’driveforreducedQuestion1Whatisthedifferencebetweentraditionalandmodernwaystoservicecustomerswhorequirejust-in-timedeliveries?Question1WhatisthediffeManycompaniesstillthinkthattheonlywaytoservicecustomerswhorequirejust-in-timedeliveriesisforthem,thesupplier,tocarrytheinventoryinsteadofthecustomer.Insteadwhatisneededisforthesuppliertosubstituteresponsivenessforinventorywheneverpossible.許多公司仍然認為，給客戶提供及時配送服務的唯一方法，就是只能由供應商代替客戶持有庫存。其實作為供應商真正需要的是：在必要的時候用快速反應來代替大量的庫存。ManycompaniesstillthinkthaQuestion2Howtoachieveresponsiveness?Why?Question2Howtoachieverespo

Responsivenessessentiallyisachievedthroughtimecompressioninthesupplychain.Responsivenessessentially

TimecompressionServiceenhancementCostreduction壓縮時間完善服務縮減成本Breakingfreeoftheclassicservice/costtrade-off打破傳統(tǒng)的服務、成本權(quán)衡關(guān)系TimecompressionServiceenhan3.Volatilemarketmakingreliance

onforecastsdangerous

QuestionWhat’sthecontinuingproblemformostorganizationsaccordingtotext?What’stherootcauseoftheseproblems?由于市場多變，過于依賴預測很危險3.VolatilemarketmakingreliaAcontinuingproblemformostorganizationsistheinaccuracyofforecast.Whilstmanyforecastingerrorsaretheresultofinappropriateforecastingmethodologytherootcauseoftheseproblemsisthatforecasterrorincreasesasledtimeincreases.Acontinuingproblemformosttime+-ForecasterrorForecasterrorandplanninghorizons預測誤差和計劃水平time+-ForecastForecasterrora2.Theconceptofleadtime2.TheconceptofQuestion

What’sthemeaningofleadtimefromthecustomer’sviewpointandfromthesupplier’sperspectiverespectively?QuestionWhat’sthemeaningFromthecustomers’viewpointTheelapsedtimefromordertodelivery.Fromthesuppliers’viewpointThetimeittakestoconvertanorderIntocash.從發(fā)出訂單到收到貨物的這段時間。從接受訂單到收回現(xiàn)金的時間Fromthecustomers’viewpoint從(1)Theorder-to-deliverycycleCustomerPlacesorderOrderprocessingOrderentryOrderassemblyTransportOrderreceivedThecomponentsofordercycletime客戶訂單提交訂單錄入訂單處理訂單組貨運輸訂貨到達(1)Theorder-to-deliverycycleTotalordercyclewithvariability1.Ordercommunication2.Orderentryandprocessing3.Orderpickingorproduction5.Customerreceiving4.transportationtotal3Timerange1to5daysTimerange1to3days2Timerange1to9days53Timerange1to5days2Timerange1to3days5days25days15運輸訂單錄入及處理按單揀選或生產(chǎn)客戶接受訂貨前溝通訂單履行周期的變動程度TotalordercyclewithvariabiInthosesituationswhereordersarenotmetfromstockbutmayhavetobemanufactured,assembledorsourcedfromexternalvendors,thenclearlyleadtimeswillbeevenfurtherextendedwiththepossibilityofstillgreatervariationsintotalorder-to-deliverytime.InthosesituationswhereordeLeadtimecomponent.OrderingreceptionleadtinePlanningleadtimeProcessingleadtimeMaterialsplanningandpurchaseleadtimesupplierleadtinetransportleadtineReceptionandinspectionleadtineAssemblyreleaseandorderpickingWaitingtimesProcessingtimesTransporttimetonextstage(e.g.toinventoryassembly)Dispatchpreparationtime(documents,packages)TransporttimetocustomerCommercialAndplanningLeadtimeMaterialsLeadtimesAssemblyLeadtimesDistributionLeadtimesInstallationLeadtimes商業(yè)和計劃前置時間原材料前置時間匯總前置時間配送前置時間安裝前置時間前置時間構(gòu)成要素Leadtimecomponent.Orderingr(2)Thecash-to-cashcycleQuestion

What’sthebasicconcernofanyorganization?

whatisruleofthumb?(2)Thecash-to-cashcycleQuestCumulativeLeadtime[procurementTopayment]RawmaterialstockSubassemblyproductionIntermediatestockProductassemblyFinishedstockatCentralwarehouseIn-transitRegionaldistributionCentralstockCustomerordercycle累積的前置時間（從采購到付款）Strategiclead-timemanagementCumulativeRawmaterialstockSu

Thelongerthepipelinefromsourceofmaterialtothefinaluserthelessresponsivetochangesindemandthesystemwillbe.從原材料到最終使用者的渠道越長，系統(tǒng)就越缺乏對需求變動的應變能力ThelongerthepipelinefroAnapproximateruleofthumbsuggeststhattheamountofsafetystockinapipelinevarieswiththesquarefootofthepipelinelength.一個類似于“大拇指”的規(guī)則指出，安全庫存數(shù)量的多少取決于渠道長度的平方根。Anapproximateruleofthumbs

3.logisticspipelinemanagement3.logisticspipelinemanagemQuestion1

Howtocontrollogisticsleadtimessuccessfully?Question1HowtocontrollogThekeytothesuccessfulcontrolofthelogisticsleadtimeispipelinemanagement.成功控制物流前置時間的關(guān)鍵是實施物流渠道管理。ThekeytothesuccessfulcontQuestion2

Whatarethegoalsofthepipelinemanagement?Question2WhatarethegoalsThegoalsofthepipelinemanagementgoalsLowercostsHigherqualityMoreflexibilityFasterresponsetime更低的成本更高的質(zhì)量高強的靈活性更快的反應速度ThegoalsofthepipelinemanaHowtoachievethesegoalsManagethesupplychainasanentityandseekingtoreducethepipelinelengthand/orcosttospeeduptheflowthroughthatpipeline.Tofindwaysinwhichtheratioofvalue-addedtocost-addedtimeinthepipelinecanbeimproved.將供應鏈作為一個整體進行管理，并縮短整個渠道的長度，同時（或者）加速物品在渠道中的流動。找到可以提高增值時間與成本增加時間比率的方法。HowtoachievethesegoalsManaValue-addingtime(time,placeandformutility)Cost-addingtime(promotion,storageandtransportcostandthetimecostofmoney)RawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addedversusvalue-addedtime引起價值增加和成本增加的活動（時間、地點和形態(tài)效用）增值時間原材料庫存生產(chǎn)產(chǎn)成品庫存運輸區(qū)域庫存客戶配送Cost-addedversusvalue-addedtime

成本增加時間（促銷、倉儲和運輸成本及時間成本）Value-addingtimeCost-addingtValue-addingtimeRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryRawmaterialstockproductionFinishedstockIn-transitRegionalstockCustomerdeliveryCost-addingtimeReducingnon-value-addingtimeimprovesserviceandreducescost通過減少非增值時間來提高服務水平并降低成本Value-addingtimeRawmaterialp3.Logisticsvalueengineering3.LogisticsvalueManybusinesshaveinvestedheavilyinautomationinthefactorywiththeaimofreducingthroughputtimes.Howeveritisparadoxicalthatmanyofthosesamebusinessthathavespentmillionsofpoundsonautomationtospeedupthetimeittakestomanufactureaproductarethencontenttoletitsitinadistributioncentreorwarehouseforweekswaitingtobesold.ManybusinesshaveinvestedheTherequirementistolookacrossthedifferentstagesinthesupplychaintoseehowtimeasawholecanbereducedthroughreengineeringthewaythechainisstructured.Therequirementistolookacr

Example1:Planningcycle/manufacturingleadtimeExample2:ForecastingandorderingofsuppliersExample3:WarehousepickinganddistributionOnepointInsomanycasesitispossibletofindconsiderableOpportunityfortotallead-timereduction,oftenthroughSomeverysimplechangesinprocedure.OnepointInsomanycas4.Thelead-timegap4.Thelead-timegapQuestion1

Accordingtothetext,mostorganizationsfaceafundamentalproblem,whatisit?Thetimeittakestoprocure,makeanddeliverthefinishedproducttoacustomerislongerthanthetimethecustomerispreparedtowaitforit.Thisisthebasisofthelead-