英文物流與供應(yīng)鏈管理

SupplyChainLogisticsManagementChapter1:Twenty-firstCenturySupplyChainsYanhongHouSUPPLIERNETWORKINTEGRATEDENTERPRISEDISTRIBUTIVENETWORKInformation,Product,Service,FinancialandKnowledgeFlowsMATERIALSCapacity,Information,CoreCompetencies,CapitalandHumanResourcesRelationshipManagementProcurementManufacturingDistributionENDCONSUMERSGeneralizedSupplyChainModel

1-2McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.Whatisasupplychain?CustomerwantsdetergentandgoestoJewelJewelSupermarketJewelorthirdpartyDCP&GorothermanufacturerPlasticProducerChemicalmanufacturer(e.g.OilCompany)TennecoPackagingPaperManufacturerTimberIndustryChemicalmanufacturer(e.g.OilCompany)AnticipatoryBusinessModelFORECASTBUY

COMPONENTS

AND

MATERIALSMANUFACTURERWAREHOUSESELLDELIVERBUY

COMPONENTS

AND

MATERIALSMANUFACTURERSELLDELIVERResponse-basedBusinessModelThe21stCenturySupplyChainManagingthemodernsupplychainisajobthatinvolvesspecialistsinmanufacturing,purchasing,anddistribution,ofcourse.ButtodayitisalsovitaltotheworkofCFOs,CIOs,operationsandcustomerserviceexecutives,andcertainlychiefexecutives.Changesinsupplychainmanagementhavebeentrulyrevolutionary,andthepaceofprogressshowsnosignofmoderating.Inourincreasinglyinterconnectedandinterdependentglobaleconomy,theprocessofdeliveringsuppliesandfinishedgoods(andinformationandotherbusinessservices)fromoneplacetoanotherisaccomplishedbymeansofmind-bogglingtechnologicalinnovations,clevernewapplicationsofoldideas,seeminglymagicalmathematics,powerfulsoftware,andold-fashionedconcrete,steel,andmuscle.SupplyChainLogisticsManagementChapter2:LogisticsSource:RobertV.Delaney,11thAnnual“StateOfLogisticsReport”?June5,20001980GDP$2.88trillionLogisticsCost$451billion15.7%ofGDPTrans.Cost$214billion2007GDP$13.84trillionLogisticsCost$1398billion10.1%ofGDPTrans.Cost$857billionLogisticsTransportation$billion0100200300400500600700800900198019991000YearUnitedStatesLogisticsCostsIntegratedLogisticsOrderProcessingInventoryTransportationFacilityNetworkWarehousingMaterialHandlingPackagingLogisticalIntegrationCustomersEnterpriseMarketDistributionManufacturingSupportProcurementSuppliersInformationFlowInventoryFlowMarketDistributionOperatingConcernsMarketDistribution:Activitiesrelatedtoprovidingcustomerservice.Requiresperformingorderreceiptandprocessing,deployinginventories,storageandhandling,andoutboundtransportationwithinasupplychain.Includestheresponsibilitytocoordinatewithmarketingplanninginsuchareasaspricing,promotionalsupport,customerservicelevels,deliverystandards,handlingreturnmerchandise,andlife-cyclesupport.Theprimarymarketdistributionobjectiveistoassistinrevenuegenerationbyprovidingstrategicallydesiredcustomerservicelevelsatthelowesttotalcost.ManufacturingSupport

OperatingConcernsManufacturingSupport:Activitiesrelatedtoplanning,scheduling,andsupportingmanufacturingoperations.Requiresmasterscheduleplanningandperformingwork-in-processstorage,handling,transportation,andtimephasingofcomponents.Includestheresponsibilityforstorageofinventoryatmanufacturingsitesandmaximumflexibilityinthecoordinationofgeographicandfinalassembliespostponementbetweenmanufacturingandmarketdistributionoperations.Procurement

OperatingConcernsProcurement:Activitiesrelatedtoobtainingproductsandmaterialsfromoutsidesuppliers.Requiresperformingresourceplanning,supplysourcing,negotiation,orderplacement,inboundtransportation,receivingandinspection,storageandhandling,andqualityassurance.Includestheresponsibilitytocoordinatewithsuppliersinsuchareasasscheduling,supplycontinuity,hedging,andspeculation,aswellasresearchleadingtonewsourcesorprograms.Theprimaryprocurementobjectiveistosupportmanufacturingorresaleorganizationsbyprovidingtimelypurchasingatthelowesttotalcost.LogisticsInformationRequirementsStrategicObjectivesCapacityConstraintsLogisticsRequirementsManufacturingRequirementsProcurementRequirementsOrderProcessingOrderAssignmentDistributionOperationsTransportationandShippingProcurementInventoryDeploymentInventoryManagementPLANNING-COORDINATIONOPERATIONSForecastingEchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerINFORMATIONFLOWSEchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerSupportforDirectDeliveryINFORMATIONFLOWSFlexibleEchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerSupportforDirectDeliveryFlowThroughServiceSupplierArrangementsFlowThroughServiceSupplierArrangementsINFORMATIONFLOWSProcessView:CycleViewofSCsCustomerOrderCycleReplenishmentCycleManufacturingCycleProcurementCycleCustomerRetailerDistributorManufacturerSupplierinterfaceinterfaceinterfaceinterfaceLogisticalPerformanceCyclesNodeTransportationLinksCommunicationLinksMaterialSourceLeadSupplier(Tier1)ManufacturingPlantDistributorsCustomerPurchasingCycleManufacturingSupportCyclePhysicalDistributionCycleMaterialSourceMaterialSourceMaterialSourceManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlantWarehouseDistributionWarehouseCustomer123Multi-EchelonedFlexibleNetworkCustomerOrderCycleAtthecustomer/retailerinterfaceIncludesallprocessesdirectlyinvolvedinreceivingandfillingthecustomer’sorder:CustomerarrivalCustomerorderentryCustomerorderfulfillmentCustomerorderreceivingBasicMarketDistributionPerformance-CycleActivitiesOrderProcessingOrderTransmissionCustomerOrderOrderSelectionOrderTransportationCustomerDeliveryReplenishmentCycleAttheretailer/distributorinterfaceIncludesallprocessesinvolvedinreplenishingretailerinventory:RetailerordertriggerRetailerorderentryRetailerorderfulfillmentRetailerorderreceivingManufacturingCycleAtthedistributor/manufacturerinterfaceIncludesallprocessesinvolvedinreplenishingdistributor(orretailer)inventory:Orderarrivalfromdistributor,retailer,orcustomerProductionschedulingManufacturingandshippingReceivingatthedistributor,retailer,orcustomerProcurementCycleAtthemanufacturer/supplierinterfaceIncludesallprocessesnecessarytoensurethatmaterialareavailableformanufacturingaccordingtoschedule.Keypoint:AcycleviewoftheSCClearlydefinestheprocessesinvolvedandtheownersofeachprocess.Usefulinoperationaldecisions,specifiestherolesandresponsibilitiesofeachmemberoftheSCandthedesiredoutcomeforeachprocess.Procurement-CycleActivitiesSourcingOrderPlacementandExpeditingReceivingTransportationSupplierPerformance-CycleUncertaintyOrderTransmissionTimeRange-Days1/231CustomerDeliveryTimeRange-Days1/231OrderTransportationTimeRange-Days2104OrderSelectionTimeRange-Days1202OrderProcessingTimeRange-Days142TotalPerformanceCycleTimeRange-Days54010CustomerDeliveryCycleSupplyChainLogisticsManagementChapter3:CustomerAccommodationServiceOutputs:TheValueAddedDifferentsupplychainsprovidedifferentlevelsofserviceoutputtoconsumers/endusers:1.SpatialConvenience2.Lotsize3.Waitingtime4.Productvariety(assortmentwidthanddepth)StrategicPerspectivesHighlevelofBasicService-ThePlatformTargetedValue-AddedSatisfactionGrowththroughCustomerSuccessSuccessSatisfactionBasicService3LevelsofCustomerFocusAchieveinternalstandards(e.g.,specifiedperformancecycleoffillrate)Meetcustomerexpectations(e.g.,arriveontimewithrightproductasmeasuredbythecustomer)Customersofchoiceachievetheirobjectives(e.g.,logisticsoperationcanprovideproductandserviceinamannerthatensureslongtermcustomerviability)3-32McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.BasicServiceElementsAvailabilityFillratesStockoutsOrdersshippedcompleteOperationalPerformanceSpeedConsistencyFlexibilityRecoveryServiceReliability*damage*mis-shipments*etc.LogisticsCustomerServiceMix“PerfectOrder”AchievementThe““PerfectOrder””DefinedCompleteOrdersDeliveredToCustomersRequestedDateAndTimeInPerfectCondition,IncludingAllDocumentation..97x.97x.97x.97x.97x.97x.97x.97x.97x.97=.733-34McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.WHATISCUSTOMERSATISFACTION?SAT=F(Expectations,perceivedperformance)PerceivedPerformance-Expectations<0,DissatisfactionPerceivedPerformance-Expectations>=0,Satisfaction“MeetorExceedCustomerExpectations””AGENERICPROFILEOFEXPECTATIONS1.SATISFACTIONANDQUALITYMODELWordofMouth

CommunicationsRequirementsActual

PerformanceManagement

Perceptionsof

ExpectationsPerformance

StandardsPastExperienceExpectationsPerceived

PerformanceExternal

CommunicationsSELLERCUSTOMERGAP6GAP5GAP4GAP3GAP2GAP13-37McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.CustomerSatisfactionVerySatisfiedVerySatisfiedSatisfiedVerySatisfiedSatisfiedSatisfiedDissatisfiedDissatisfiedDissatisfiedLOHIMEDHILOMEDExpectationPerformanceWHYCUSTOMERSATISFACTIONISNOTSUFFICIENTItfocusesoncustomer’sexpectations-nottheirrealrequirementsConsiderableresearchsuggeststhat““satisfied”customersstillarelikelytodefectThereisatendencybycompaniestotreatallcustomersasbeingequalandidentical3-39McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.EvolutionofManagementThoughtPhilosophyFocusCustomerServiceMeetInternalStandardsCustomerSatisfaction MeetExpectationsCustomerSuccessMeetCustomerRequirementsNoticethatthesatisfactionmodeldoesnotfocusonrequirementsMovingtoCustomerSuccessOurCustomer’sCustomerOurCustomerUsHowcanwehelpourcustomerswin?Thisisnotourproblem(WRONG)We’lldowhatever theytellus theywantDevelopmentofLogisticalCompetency0510GainingCost-effectivenessMarketAccessMarketExtensionMarketCreationStage1Stage2Stage3Stage4ACHIEVINGCUSTOMERSUCCESSNOTALLCUSTOMERSHAVETHESAMEREQUIREMENTSUNDERSTANDYOURCUSTOMERS'REQUIREMENTSKNOWYOURCUSTOMERS'PROCESSESHOWCANYOURCAPABILITIESENHANCECUSTOMERS'PERFORMANCE?NEWPERFORMANCEMETRICSSupplyChainLogisticsManagementChapter4:InventoryManagementandStrategy4.1ProductPositioningDecisionFactorsAccurateassessmentofinventoryvalueAssignmentofresponsibilityforinventorycarryingcostsOpportunitycost(15%)Taxesandinsurance(1%)Obsolescence(1%)Storage(2%)4.2庫存管理系系統(tǒng)庫存管理系系統(tǒng)是以庫庫存成本降降低和服務(wù)務(wù)水平提升升為共同目目的的相關(guān)關(guān)制度、規(guī)規(guī)范、方法法、手段、、技術(shù)、管管理以及操操作過程的的集成，它它對(duì)存貨從從選擇、規(guī)規(guī)劃、訂貨貨、進(jìn)貨、、入庫、儲(chǔ)儲(chǔ)存及至最最后出庫的的流程進(jìn)行行科學(xué)而合合理的控制制和優(yōu)化，，以實(shí)現(xiàn)存存貨在時(shí)間間、空間上上的有效整整合及系統(tǒng)統(tǒng)的整體經(jīng)經(jīng)濟(jì)效益。。46ProvideforUncertaintyInventoryManagementManageWheretostock?Whentoorder?Howmuchtoorder?ControlAccountabilityAccuracy庫存計(jì)劃的的制定可以以有以下幾幾種分類方方法（1）按庫存周周期類型，，可以分為為單周期庫存存和多周期庫存存。（2）按對(duì)庫存存的檢查策策略，可以以分為連續(xù)檢查策策略和定期檢查策策略（3）按照庫存存補(bǔ)給策略略，可分為為：連續(xù)性性檢查的固固定訂貨量量、固定訂訂貨點(diǎn)策略略；連續(xù)性性檢查的固固定訂貨點(diǎn)點(diǎn)，最大庫庫存策略；；周期性檢檢查的固定定訂貨策略略；周期性性檢查的最最大庫存策策略。（4）按照庫存存控制模型型可以分為為確定型庫存存模型和隨機(jī)型庫存存模型。（5）按需求是是否相關(guān)可可以分為獨(dú)立需求庫庫存模型和相關(guān)需求庫庫存模型。48基本的決策策變量是訂訂貨點(diǎn)（R），定貨批批量（Q），檢查周周期（t）和最大庫庫存（S）49庫存計(jì)劃策策略組合一、定量訂訂貨庫存管管理系統(tǒng)50定量訂貨方方式時(shí)間RQ庫存水平LTLT優(yōu)點(diǎn)：每次訂貨之之前都要詳詳細(xì)檢查和和盤點(diǎn)庫存存，檢查是是否降低到到訂貨點(diǎn)，，能夠及時(shí)時(shí)了解和掌掌握庫存動(dòng)動(dòng)態(tài)。每次訂貨數(shù)數(shù)量固定，，且是預(yù)先先確定好的的經(jīng)濟(jì)訂貨貨批量，方方法簡便。。定量訂貨庫庫存管理系系統(tǒng)適用于于品種數(shù)目目少但占用用資金大的的A類庫存51缺點(diǎn)必須對(duì)所所有存貨貨的實(shí)物物數(shù)量不不斷地加加以核查查和盤點(diǎn)點(diǎn)，從而而增加了了庫存保保管的維維持成本本。該系統(tǒng)對(duì)對(duì)各項(xiàng)存存貨的管管理是分分別進(jìn)行行的，該該方式要要求對(duì)每每個(gè)品種種單獨(dú)進(jìn)進(jìn)行訂貨貨作業(yè)，，即不考考慮產(chǎn)品品聯(lián)合訂訂貨。這這樣會(huì)增增加訂貨貨成本和和運(yùn)輸成成本。52二、雙堆堆庫存管管理系統(tǒng)統(tǒng)又稱為兩兩批庫存存管理系系統(tǒng)，與與定量訂訂貨庫存存管理系系統(tǒng)原理理相同，，同屬于于固定數(shù)數(shù)量定貨貨庫存管管理系統(tǒng)統(tǒng)。特點(diǎn)：企企業(yè)庫存存量形象象化，簡簡便易行行。缺點(diǎn)：占占用較多多的倉庫庫面積。。雙堆訂貨貨管理系系統(tǒng)最適適合于廉廉價(jià)的、、用途較較為單一一的和前前置時(shí)間間短的物物品。53三、定期期定貨庫庫存管理理系統(tǒng)定期定貨貨庫存管管理系統(tǒng)統(tǒng)是以定定期定貨貨（periodorderquantity,POQ）庫存管管理模式式為基礎(chǔ)礎(chǔ)的庫存存管理系系統(tǒng)，采采用的庫庫存計(jì)劃劃策略為為可以為為（t，S）策略。。54TTQ2Q’1Q1Q’2庫存水平S（最大庫存容量）LTLT定期訂貨方式

優(yōu)點(diǎn)：訂貨間隔隔時(shí)間確確定，多多種貨物物可同時(shí)時(shí)進(jìn)行采采購，可可以降低低訂單處處理成本本、運(yùn)輸輸成本和和獲得供供應(yīng)商的的價(jià)格折折扣；由于不需需要經(jīng)常常進(jìn)行庫庫存盤點(diǎn)點(diǎn)，只是是到了訂訂貨周期期開始才才檢查庫庫存量，，大大減減少了庫庫存管理理人員的的工作量量，從而而降低了了庫存管管理費(fèi)用用。缺點(diǎn)：由于不經(jīng)經(jīng)常進(jìn)行行庫存檢檢查，和和盤點(diǎn)，，對(duì)于企企業(yè)存貨貨的實(shí)際際情況無無法及時(shí)時(shí)掌握，，企業(yè)為為了對(duì)應(yīng)應(yīng)訂貨間間隔期間間內(nèi)需要要的突然然變動(dòng)，，往往庫庫存水平平較高。。5556定量訂貨貨管理系系統(tǒng)和定定期訂貨貨庫存管管理系統(tǒng)統(tǒng)的比較較四、最大大-最小庫存存管理系系統(tǒng)最小-最大系統(tǒng)統(tǒng)是利用用定量訂訂貨庫存存管理系系統(tǒng)和定定期訂貨貨庫存管管理系統(tǒng)統(tǒng)的組合合而得到到的庫存存管理系系統(tǒng)，采采用（R，Q）庫存計(jì)計(jì)劃策略略與（t，S）庫存計(jì)計(jì)劃策略略的結(jié)合合，又稱稱為非強(qiáng)強(qiáng)制性補(bǔ)補(bǔ)充供貨貨系統(tǒng)。。該庫存管管理系統(tǒng)統(tǒng)要求企企業(yè)確定定庫存量量的最高高水平、、再訂貨貨點(diǎn)和固固定的盤盤存周期期。企業(yè)業(yè)的庫存存水平按按照固定定的時(shí)間間間隔進(jìn)進(jìn)行檢查查，若在在檢查日日庫存余余額高于于預(yù)定的的再訂貨貨點(diǎn)，便便不訂貨貨；若在在檢查日日庫存余余額等于于或低于于再訂貨貨點(diǎn)時(shí)，，便進(jìn)行行訂貨。。訂貨量量等于最最高庫存存水平減減去盤存存時(shí)的庫庫存水平平。574.3多周期庫庫存模型型訂貨量量的確定定1．經(jīng)濟(jì)訂訂貨批量量模型假設(shè)設(shè):需求速度度是恒定定的，單單位時(shí)間間內(nèi)需求求D件產(chǎn)品。。訂貨批量量固定在在每次訂訂貨Q件，也就就是說，，每次倉倉庫向供供應(yīng)商訂訂購Q件產(chǎn)品。。倉庫每次次訂貨都都會(huì)發(fā)生生一個(gè)固固定的訂訂貨成本本C0。庫存產(chǎn)品品放在倉倉庫中保保管時(shí)會(huì)會(huì)發(fā)生庫庫存持有有成本，，h是每單位位產(chǎn)品存存放單位位時(shí)間的的庫存持持有成本本。提前期,發(fā)出訂單單到收到到貨物的的時(shí)間為為零初始庫存存量為零零計(jì)劃期無無限長59T時(shí)間庫存水平平均值隨時(shí)間變變化的庫庫存水平平兩次相鄰鄰補(bǔ)貨之之間的時(shí)時(shí)間為一一個(gè)周期期。整個(gè)個(gè)周期T內(nèi)的庫存存成本：：60單位時(shí)間間的總平平均成本本為：應(yīng)用微積積分對(duì)上上式求導(dǎo)導(dǎo)，可以以得出使使成本最最小所對(duì)對(duì)應(yīng)的訂訂貨量Q*例4.1某企業(yè)對(duì)對(duì)某種產(chǎn)產(chǎn)品的年年度需求求量為8000單位，每每單位的的價(jià)值為為p=10元/件，訂貨貨費(fèi)用為為每次30元，庫存存持有成成本為按按所存貨貨物價(jià)值值的30%計(jì)算，求求EOQ。解答：該該企業(yè)的的經(jīng)濟(jì)訂訂貨批量量為612．EOQ的調(diào)整EOQ的假設(shè)條條件使得得其適用用性大打打折扣，，在實(shí)際際應(yīng)用中中還必須須考慮其其他一些些因素。。（1）運(yùn)輸費(fèi)費(fèi)率一般來說說，一次次訂貨的的批量越越大，單單位運(yùn)輸輸成本就就越低。。在卡車車運(yùn)輸和和鐵路運(yùn)運(yùn)輸中大大批量裝裝運(yùn)存在在運(yùn)費(fèi)折折扣是很很普遍的的現(xiàn)象。。于是，，在其他他條件都都相同的的情況下下，企業(yè)業(yè)希望以以最為經(jīng)經(jīng)濟(jì)的運(yùn)運(yùn)輸批量量來進(jìn)行行購買，，此時(shí)的的訂貨數(shù)數(shù)量也許許會(huì)大于于用EOQ方法所確確定的經(jīng)經(jīng)濟(jì)訂貨貨批量。。62例4.2某企業(yè)對(duì)某種種產(chǎn)品的年度度需求量=2400單位；每單位位成本=5.00元存貨持有成本本百分比=20％；訂貨成本本=19元小批量裝運(yùn)的的費(fèi)率=1元/單位大批量裝運(yùn)的的費(fèi)率=0.75元/單位下面對(duì)比訂貨貨批量分別為為300個(gè)480兩種方案的成成本進(jìn)行比較較：63（2）批量折扣在批量折扣的的情況下，企企業(yè)按照與給給定的數(shù)量有有關(guān)的價(jià)格計(jì)計(jì)算總成本，，以確定相應(yīng)應(yīng)的EOQ值。如果按照照折扣數(shù)量訂訂購所獲得的的成本降低足足以彌補(bǔ)增加加的庫存成本本時(shí)，那么數(shù)數(shù)量折扣就是是一個(gè)可行方方案。例4.3某公司每年需需采購某種產(chǎn)產(chǎn)品732件。該產(chǎn)品的的訂貨成本為為45元，儲(chǔ)存成本本為每年15元，該產(chǎn)品的的折扣策略如如下表。64通過計(jì)算得出出EOQ=66件此時(shí)總成本為為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+732/100*45+1/2*100*15=13523最佳訂貨量Q*=10065作業(yè)：A公司以單價(jià)10元每年購入某某種產(chǎn)品8000件。每次訂貨貨費(fèi)用為30元，資金年利利息率為12%，單位維持庫庫存費(fèi)按所庫庫存貨物價(jià)值值的18%計(jì)算。若每次次訂貨的提前前期為2周，試求經(jīng)濟(jì)濟(jì)訂貨批量、、最低年總成成本、年訂購購次數(shù)和訂貨貨點(diǎn)。66三、多周期庫庫存模型的訂訂貨時(shí)點(diǎn)多周期庫存模模型的假設(shè)：：需求是隨機(jī)的的，服從一定定的隨機(jī)分布布。每次訂貨，需需要支付一個(gè)個(gè)固定的成本本C0，再加上與訂訂購數(shù)成比例例的費(fèi)用。如果發(fā)出一個(gè)個(gè)訂單，供應(yīng)應(yīng)商在經(jīng)過一一定提前期后后到達(dá)，提前前期可能是固固定的也可能能是隨機(jī)的。。如果顧客訂單單到達(dá)時(shí)，手手頭無存貨滿滿足顧客需求求，這筆訂單單就會(huì)失去。。規(guī)定一個(gè)必須須的服務(wù)水平平。服務(wù)水平平是提前期中中不出現(xiàn)缺貨貨的概率。如如，供應(yīng)商希希望確保提前前期內(nèi)至少能能滿足95%的顧客需求，，則服務(wù)水平平為95%。671．不確定條件件下再訂貨點(diǎn)點(diǎn)的確定（1）需求不確定定條件下的再再訂貨點(diǎn)（ROP）ROP由兩部分組成成：提前期內(nèi)的平平均庫存水平平，LT×d安全庫存ssROP=d××LT+Z××Sd×LT1/268（2）提前期不確確定條件下的的再訂貨點(diǎn)當(dāng)提前期不確確定時(shí)，定義義平均提前期期為T，提前期的標(biāo)標(biāo)準(zhǔn)差為sLT，此時(shí)的安全全庫存量為：：ss=Z×d×sLT，此時(shí)的再訂訂貨點(diǎn)為ROP=d××LT+Z××d×sLT69（3）需求和提前前期不確定條條件下的再訂訂貨點(diǎn)可以通過將需需求波動(dòng)和提提前期波動(dòng)累累加得出需求求和提前期不不確定條件下下的合成標(biāo)準(zhǔn)準(zhǔn)差。70CombiningDemandandLeadTimeUncertaintyLeadTimeLT=10LT=2.00+DemandDD=5DD=2.54AverageLTD(Leadtimedemand)=LT*DD=50=10-71McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.例5.5某制造商銷銷售一種零零件，每天天的平均需需求為100件，訂貨提提前期為4天（1）設(shè)需求呈呈正態(tài)分布布，且需求求相互獨(dú)立立，需求的的標(biāo)準(zhǔn)差為為30件，當(dāng)客戶戶服務(wù)水平平為99%時(shí)，其安全全庫存量為為多少？再再訂貨點(diǎn)是是多少？（2）若需求穩(wěn)穩(wěn)定，但是是訂貨完成成周期服從從正態(tài)分布布，并且其其標(biāo)準(zhǔn)差為為4天，當(dāng)客戶戶服務(wù)水平平為99%時(shí)，該企業(yè)業(yè)需要持有有的安全庫庫存量是多多少，再訂訂貨點(diǎn)是多多少？（3）若需求服服從標(biāo)準(zhǔn)差差為30的正態(tài)分布布，并且提提前期也是是變化的，，提前期的的標(biāo)準(zhǔn)差為為4天，當(dāng)客戶戶服務(wù)水平平為99%時(shí)，該企業(yè)業(yè)需要持有有的安全庫庫存量是多多少，再訂訂貨點(diǎn)是多多少？72作業(yè)：定量訂貨策策略下蘇寧寧零售店蘋蘋果手機(jī)的的安全庫存存問題73在蘇寧的一一家零售店店里蘋果手手機(jī)一周的的需求量呈呈正態(tài)分布布,其均值為300,標(biāo)準(zhǔn)差為200。蘋果公司司要花兩周周的時(shí)間為為蘇寧提供供定貨。蘇蘇寧公司確確定補(bǔ)給周周期供給水水平為95%，并且對(duì)庫庫存情況進(jìn)進(jìn)行連續(xù)監(jiān)監(jiān)控。問：：蘇寧零售售店應(yīng)該保保持手機(jī)的的安全庫存存量是多少少？再定貨貨點(diǎn)應(yīng)該是是多少？一、庫存的的ABC分類管理ABC分類管理方方法就是將將庫存物品品按重要性性程度分為為特別重要要的庫存（（A類庫存），，一般重要要的庫存（（B類庫存）和和不重要的的庫存（C類庫存）三三個(gè)等級(jí)，，然后針對(duì)對(duì)不同的級(jí)級(jí)別分別進(jìn)進(jìn)行管理和和控制。將商品按其其庫存額從從大到小進(jìn)進(jìn)行排序，，并算出總總庫存額；；計(jì)算累計(jì)庫庫存額占總總庫存額的的百分比；；按累計(jì)庫存存百分比劃劃分A、B、C類。7475A類B類C類1009080706050403020100102030405060708090100ABC分類曲線圖76ABC分類管理ProductClassificationAnalysis(ABC)SampleIntegratedStrategySupplyChainLogisticsManagementChapter11:TransportationInfrastructureandRegulationTransportationManagementDiscussionTopicsTransportationInfrastructure

IntegratedTransportationDecisionsSupplierManufacturerCustomerInboundOutboundProduct/InfoFlowsInfo/ReturnGoodsFlowsTransportationValueContributionFreightTransportationModesCostStructureServiceCapabilitiesTransportationInfrastructureTransportationModesRailMotorAirWaterPipelineIntermodal“Premium””BasicModesofTransportationFixedcostsVar.costs TrafficcompositionRailhighlowbulkfood,mining,heavymfgMotor lowmedium consumergoods,medium/lightmfgWater medium low bulkfood,mining,chemicalsAirlowhighhigh-valuegoods,rushshipmentsPipehighlowpetroleum,chemicals,mineralslurryRelativeServiceCharacteristicsOperatingcharacteristicsRailMotorWaterAirPipeSpeed32415Availability21435Dependability32451Capability23145Flexibility31425Composite 13917 15211=best,5=worstIntermodalRailAirWaterTruckTransportPrinciplesEconomiesofScale$/wgt.SizeofshipmentTransportationCostTheoryEconomyofScale1CostperunitVolumeLTLTL15,000lbs.TransportationCostTheory(cont.)EconomyofScale2CostperunitDensityLTLTLTransportPrinciplesEconomiesofDistance$/wgt.ShipmentDistance“TaperingPrinciple”TransportationFormatsCommoncarriersContractcarriersPrivatecarriersExemptcarriersNon-operatingintermediariesFreightforwardersShipper’sAssociations/CooperativesandAgentsBrokersChangingTransportationEnvironmentDeregulationTime-basedcompetitionExpandinggeographiccoverageInformationtechnologyIntermodalModeCarrierClassCarrierDiscreteStepsTraditionalMode/CarrierSelectionIntegratedMode/Class/CarrierSelectionMode/Class/CarrierIntegratedDecisionCustomerservice/transittimerequirementsTransportationcostconstraintsIntegratedtransportationcarrierdatabase(allpossiblemodes/types/carrierswithpricing)Market/productcharacteristicsCarrierSelectionTransportationCostsProductrelatedDensityStowabilityEase/difficultyofhandlingLiabilityMarketrelatedCompetitionlevelLocationofmarketsNatureandextentofregulationBalanceoffreighttrafficSeasonalityofproductmovementsDomesticvs.InternationalPricingandRateNegotiationsratevarianceMarketrelatedvalueMaximumRateMinimumRateProduct/servicerelatedcostcompetition,marketlocation,regulations,freightbalance,seasonality,internationaldistance,density,stowability,handling,liabilityTransportationRegulatoryEnvironment-EconomicObjectivesConsumerandmarketprotectionIndustrystabilityImposeintegrityonindustrypracticesTypesofeconomicregulationEntryRatesServicesExitTransportationRegulatoryEnvironment-SafetyObjectivesEmployeeandpublicprotectionEnvironmentalprotectionTypesEquipmentEnvironmentalconstraintsOperatorconstraintsHazardousmaterialSupplyChainLogisticsManagementChapter12:TransportationManagementIntegratedTransportationDecisionsSupplierManufacturerCustomerInboundOutboundDecisionFlowStrategicOperationalMacroMicroDecisionScopeTotalnetworkandlanedesigndecisionsDockleveldecisionsLaneoperationdecisionsMode/carrierselectiondecisionsRatenegotiations12-100McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright??2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.NetworkFreightFlows(S=supplier,P=plant,W=warehouse,C=customer)SSSSPPPPWWWCCCCCCCCCCCCCCCCCCSCCC12-101McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright??2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.LaneOperationDecisionsAnalyzelanedensities/frequenciestounderstandwhatopportunitiesemergefor:Inbound/outboundconsolidationVehicleconsolidationTemporalconsolidationNetworkconsolidationCarrierconsolidationExample12-103McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright??2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.NorthCarolinaTLVanFreightDistributionCARRIERWT(k#)%OFMARKETWARD’TOPTENTOTAL37.5%29CARRIERSREMAINING62.5%CarrierConsolidationTransportationCostsProductrelatedDensityStowabilityEase/difficultyofhandlingLiabilityMarketrelatedCompetitionlevelLocationofmarketsNatureandextentofregulationBalanceoffreighttrafficSeasonalityofproductmovementsDomesticvs.InternationalOtherTransportationFeesTransitservicesor“Stop-offcharges”Diversion/ReconsignmentfeesDemurrage(rail)orDetention(motor)feesAccessorialservicesfeesSurchargesDockLevelDecisionsTacticalplanningandcontrolactivitiesconcernedwithmakingandreceivingshipmentsandloadingandunloadingfreightOrderpickingReceivingUnloadingLoadingLoadPlanningRouting&SchedulingBenefitsinclude:GreatervehicleutilizationImprovedandmoreresponsivecustomerserviceReducedtransportationexpensesReducedcapitalinvestmentinequipmentDockLevelDecisionsTacticalplanningandcontrolactivitiesconcernedwithmakingandreceivingshipmentsandsupervisionofloadingandunloadingfreightLoadPlanningRoutingandSchedulingLoadPlanningProperpacking,marking,blocking,bracing,andstowageoffreightImportance:Legal/safetyimplicationsProductprotectionCost/serviceperformanceRoutingandSchedulingFindingbestpathavehicleshouldfollowthroughnetworksofroads,raillines,shippinglanes,andairroutesDeterminingbestpatternforstops,multi-vehicleuse,driverlayovers,timeofdayrestrictionsPrinciplesforDockLevelOperationsLoadtruckswithdeliveriesforcustomersclosesttoeachotherStopsonindividualdaysarrangedtogetherStartrouteswithfartheststopsfirstCircularroutes-don’’tcrosspathsUselargestvehiclesfirstifcanbefilledMixpickupsinwithdeliveries,notatendIfonestopfarfromother,useanothertruckAvoidnarrowstoptimewindows,orhandleseparatelyBenefitsofGoodDockLevelOperationsGreatervehicleutilizationImprovedandmoreresponsivecustomerserviceReducedtransportationexpensesReducedcapitalinvestmentinequipmentSupplyChainLogisticsManagementChapter13:WarehousingECONOMICBENEFITSOFWAREHOUSINGConsolidationBreak-bulkorcrossdockProcessing/PostponementStockpilingWAREHOUSEBENEFITSCONSOLIDATIONPlantAPlantBPlantCConsolidationWarehousesCustomersABCWAREHOUSEBENEFITDISTRIBUTIONASSORTMENTPlantAPlantBPlantCDistributionCenterCustomerACustomerBCustomerCWAREHOUSEBENEFITBREAKBULKOPERATIONPlantABreakBulkWarehouseCustomerACustomerBCustomerCSERVICEBENEFITSOFWAREHOUSINGSpotstockAssortmentMixingProductionsupportMarketpresenceWAREHOUSINGBENEFITSIN-TRANSITMIXINGPlantAPlantBPlantCWarehouseTransitMixingPointProductDCustomerWA-B-C-DCustomerXA-B-C-DCustomerYA-B-CCustomerZA-BWAREHOUSINGBENEFITSMANUFACTURINGSUPPORTVendorAVendorBVendorCManufacturingWarehouseAssemblyPlantWAREHOUSINGALTERNATIVESOptionsPrivatePublicContractOtherSelectwarehousingoptionwithbeststrategicfitSHAREOFWAREHOUSEBUSINESSDECISIONFACTORSStrategyTypeofneedInformationsystemControlProductcharacteristicsCultureSTRATEGYFulllineCentralizedpostponementUtilizationofcurrentcapacityandresourcesMarketpresenceSegmentfocusedUSEOFALTERNATIVES(PercentofFacilities)WHOUSESTHEMOSTFACILITIES?TYPEOFNEEDTurninventoryPromotionalinventorySpeculativeinventoryCustomservicesandactivitiesSeasonalINFORMATIONSYSTEMCommunicationcapabilitiesSystemcompatibilityHandlingtechnologiesActivitybasedcostingCONTROLCustomsandbondingTemperatureSecrecyLotcontrolandrecallPRODUCTCHARACTERISTICSHandlingcharacteristicsStoragecharacteristicsSpeedofmovementFlexibilityNEWWAREHOUSESWILLBE:CULTUREUnionizationExpertiseIndustryexperienceandeconomiesVALUE-ADDEDWAREHOUSINGPackagingRefinedunitizationAdjustpalletsorshrink-wrapChangecontainersProductionspecializationProductclimatizationRecallcapabilityMarketconfidentialityTRADITIONALHANDLINGPalletizing,putaway,storage,replenishment,selectionandloadingforshipmentFoodindustryproductshandledupto17timesinSCandinDC4.3timesCROSS-DOCKINGProductsreceived,selected,repackaged,loadedforshipmentw/ostorageEnabledbyconveyors&sortationequipmentUsedwithgeneralmerchandise&foodFastmovingproductsreplenishedusingPOS/planagramsystemsUsedinlarge(800Kto1,200Ksq.ft..)DCsFOODINDUSTRYLessImpedimentstoC-DScanningdata-<OCBettercategorymgt.&trackingsystemsExpansionforwardw/mfg.pre-assemblymulti-SKUpalletsBar-codescanningatcase&palletlevelsAdvancedshipEDItransactionsAutomatedreplenishmentprogramsCROSS-DOCKINGRESULTSMFG.addedcosts+$.10/caseAveragedistributorcostsavings$.35/caseBreakdownstoresortedcasessaves$.50to$.55/caseECRPILOTC-DTESTS

RETAIL&WHOLESALE<Inventorycarryingcosts<Storage&processingspace<Producthandling(damage,shrinkage,outofdateproduct