英文版-物流與供應(yīng)鏈管理

英文版-物流與供應(yīng)鏈管理第一頁(yè)，共241頁(yè)。SupplyChainLogisticsManagementChapter1:Twenty-firstCenturySupplyChainsYanhongHou第二頁(yè)，共241頁(yè)。SUPPLIERNETWORKINTEGRATEDENTERPRISEDISTRIBUTIVENETWORKInformation,Product,Service,FinancialandKnowledgeFlowsMATERIALSCapacity,Information,CoreCompetencies,CapitalandHumanResourcesRelationshipManagementProcurementManufacturingDistributionENDCONSUMERSGeneralizedSupplyChainModel

1-3McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三頁(yè)，共241頁(yè)。Whatisasupplychain?CustomerwantsdetergentandgoestoJewelJewelSupermarketJewelorthirdpartyDCP&GorothermanufacturerPlasticProducerChemicalmanufacturer(e.g.OilCompany)TennecoPackagingPaperManufacturerTimberIndustryChemicalmanufacturer(e.g.OilCompany)第四頁(yè)，共241頁(yè)。AnticipatoryBusinessModelFORECASTBUY

COMPONENTS

AND

MATERIALSMANUFACTURERWAREHOUSESELLDELIVER第五頁(yè)，共241頁(yè)。BUY

COMPONENTS

AND

MATERIALSMANUFACTURERSELLDELIVERResponse-basedBusinessModel第六頁(yè)，共241頁(yè)。The21stCenturySupplyChainManagingthemodernsupplychainisajobthatinvolvesspecialistsinmanufacturing,purchasing,anddistribution,ofcourse.ButtodayitisalsovitaltotheworkofCFOs,CIOs,operationsandcustomerserviceexecutives,andcertainlychiefexecutives.Changesinsupplychainmanagementhavebeentrulyrevolutionary,andthepaceofprogressshowsnosignofmoderating.Inourincreasinglyinterconnectedandinterdependentglobaleconomy,theprocessofdeliveringsuppliesandfinishedgoods(andinformationandotherbusinessservices)fromoneplacetoanotherisaccomplishedbymeansofmind-bogglingtechnologicalinnovations,clevernewapplicationsofoldideas,seeminglymagicalmathematics,powerfulsoftware,andold-fashionedconcrete,steel,andmuscle.第七頁(yè)，共241頁(yè)。第八頁(yè)，共241頁(yè)。SupplyChainLogisticsManagementChapter2:Logistics第九頁(yè)，共241頁(yè)。Source:RobertV.Delaney,11thAnnual“StateOfLogisticsReport”?June5,20001980GDP$2.88trillionLogisticsCost$451billion15.7%ofGDPTrans.Cost$214billion2007GDP$13.84trillionLogisticsCost$1398billion10.1%ofGDPTrans.Cost$857billionLogisticsTransportation$billion0100200300400500600700800900198019991000YearUnitedStatesLogisticsCosts第十頁(yè)，共241頁(yè)。IntegratedLogisticsOrderProcessingInventoryTransportationFacilityNetworkWarehousingMaterialHandlingPackaging第十一頁(yè)，共241頁(yè)。LogisticalIntegrationCustomersEnterpriseMarketDistributionManufacturingSupportProcurementSuppliersInformationFlowInventoryFlow第十二頁(yè)，共241頁(yè)。MarketDistribution

OperatingConcernsMarketDistribution:Activitiesrelatedtoprovidingcustomerservice.Requiresperformingorderreceiptandprocessing,deployinginventories,storageandhandling,andoutboundtransportationwithinasupplychain.Includestheresponsibilitytocoordinatewithmarketingplanninginsuchareasaspricing,promotionalsupport,customerservicelevels,deliverystandards,handlingreturnmerchandise,andlife-cyclesupport.Theprimarymarketdistributionobjectiveistoassistinrevenuegenerationbyprovidingstrategicallydesiredcustomerservicelevelsatthelowesttotalcost.第十三頁(yè)，共241頁(yè)。ManufacturingSupport

OperatingConcernsManufacturingSupport:Activitiesrelatedtoplanning,scheduling,andsupportingmanufacturingoperations.Requiresmasterscheduleplanningandperformingwork-in-processstorage,handling,transportation,andtimephasingofcomponents.Includestheresponsibilityforstorageofinventoryatmanufacturingsitesandmaximumflexibilityinthecoordinationofgeographicandfinalassembliespostponementbetweenmanufacturingandmarketdistributionoperations.第十四頁(yè)，共241頁(yè)。Procurement

OperatingConcernsProcurement:Activitiesrelatedtoobtainingproductsandmaterialsfromoutsidesuppliers.Requiresperformingresourceplanning,supplysourcing,negotiation,orderplacement,inboundtransportation,receivingandinspection,storageandhandling,andqualityassurance.Includestheresponsibilitytocoordinatewithsuppliersinsuchareasasscheduling,supplycontinuity,hedging,andspeculation,aswellasresearchleadingtonewsourcesorprograms.Theprimaryprocurementobjectiveistosupportmanufacturingorresaleorganizationsbyprovidingtimelypurchasingatthelowesttotalcost.第十五頁(yè)，共241頁(yè)。LogisticsInformationRequirementsStrategicObjectivesCapacityConstraintsLogisticsRequirementsManufacturingRequirementsProcurementRequirementsOrderProcessingOrderAssignmentDistributionOperationsTransportationandShippingProcurementInventoryDeploymentInventoryManagementPLANNING-COORDINATIONOPERATIONSForecasting第十六頁(yè)，共241頁(yè)。EchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerINFORMATIONFLOWS第十七頁(yè)，共241頁(yè)。EchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerSupportforDirectDeliveryINFORMATIONFLOWS第十八頁(yè)，共241頁(yè)。FlexibleEchelonedStructuredLogisticsSupplierIndustrialDistributionorConsolidationWarehouseManufacturerWholesalerorDistributionCenterRetailerCustomerSupportforDirectDeliveryFlowThroughServiceSupplierArrangementsFlowThroughServiceSupplierArrangementsINFORMATIONFLOWS第十九頁(yè)，共241頁(yè)。ProcessView:CycleViewofSCsCustomerOrderCycleReplenishmentCycleManufacturingCycleProcurementCycleCustomerRetailerDistributorManufacturerSupplierinterfaceinterfaceinterfaceinterface第二十頁(yè)，共241頁(yè)。LogisticalPerformanceCyclesNodeTransportationLinksCommunicationLinksMaterialSourceLeadSupplier(Tier1)ManufacturingPlantDistributorsCustomerPurchasingCycleManufacturingSupportCyclePhysicalDistributionCycle第二十一頁(yè)，共241頁(yè)。MaterialSourceMaterialSourceMaterialSourceManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlantWarehouseDistributionWarehouseCustomer123Multi-EchelonedFlexibleNetwork第二十二頁(yè)，共241頁(yè)。CustomerOrderCycleAtthecustomer/retailerinterfaceIncludesallprocessesdirectlyinvolvedinreceivingandfillingthecustomer’sorder:CustomerarrivalCustomerorderentryCustomerorderfulfillmentCustomerorderreceiving第二十三頁(yè)，共241頁(yè)。BasicMarketDistributionPerformance-CycleActivitiesOrderProcessingOrderTransmissionCustomerOrderOrderSelectionOrderTransportationCustomerDelivery第二十四頁(yè)，共241頁(yè)。ReplenishmentCycleAttheretailer/distributorinterfaceIncludesallprocessesinvolvedinreplenishingretailerinventory:RetailerordertriggerRetailerorderentryRetailerorderfulfillmentRetailerorderreceiving第二十五頁(yè)，共241頁(yè)。ManufacturingCycleAtthedistributor/manufacturerinterfaceIncludesallprocessesinvolvedinreplenishingdistributor(orretailer)inventory:Orderarrivalfromdistributor,retailer,orcustomerProductionschedulingManufacturingandshippingReceivingatthedistributor,retailer,orcustomer第二十六頁(yè)，共241頁(yè)。ProcurementCycleAtthemanufacturer/supplierinterfaceIncludesallprocessesnecessarytoensurethatmaterialareavailableformanufacturingaccordingtoschedule.Keypoint:AcycleviewoftheSCClearlydefinestheprocessesinvolvedandtheownersofeachprocess.Usefulinoperationaldecisions,specifiestherolesandresponsibilitiesofeachmemberoftheSCandthedesiredoutcomeforeachprocess.第二十七頁(yè)，共241頁(yè)。Procurement-CycleActivitiesSourcingOrderPlacementandExpeditingReceivingTransportationSupplier第二十八頁(yè)，共241頁(yè)。Performance-CycleUncertaintyOrderTransmissionTimeRange-Days1/231CustomerDeliveryTimeRange-Days1/231OrderTransportationTimeRange-Days2104OrderSelectionTimeRange-Days1202OrderProcessingTimeRange-Days142TotalPerformanceCycleTimeRange-Days54010CustomerDeliveryCycle第二十九頁(yè)，共241頁(yè)。SupplyChainLogisticsManagementChapter3:CustomerAccommodation第三十頁(yè)，共241頁(yè)。ServiceOutputs:TheValueAddedDifferentsupplychainsprovidedifferentlevelsofserviceoutputtoconsumers/endusers: 1.SpatialConvenience 2.Lotsize 3.Waitingtime 4.Productvariety(assortmentwidthanddepth)第三十一頁(yè)，共241頁(yè)。StrategicPerspectivesHighlevelofBasicService-ThePlatformTargetedValue-Added

SatisfactionGrowththroughCustomer

Success第三十二頁(yè)，共241頁(yè)。SuccessSatisfactionBasicService3LevelsofCustomerFocusAchieveinternalstandards(e.g.,specifiedperformancecycleoffillrate)Meetcustomerexpectations(e.g.,arriveontimewithrightproductasmeasuredbythecustomer)Customersofchoiceachievetheirobjectives(e.g.,logisticsoperationcanprovideproductandserviceinamannerthatensureslongtermcustomerviability)3-33McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三十三頁(yè)，共241頁(yè)。BasicServiceElementsAvailabilityFillratesStockoutsOrdersshippedcompleteOperationalPerformanceSpeedConsistencyFlexibilityRecoveryServiceReliability*damage*mis-shipments*etc.LogisticsCustomerServiceMix第三十四頁(yè)，共241頁(yè)?！癙erfectOrder”Achievement

The“PerfectOrder”DefinedCompleteOrdersDeliveredToCustomersRequestedDateAndTimeInPerfectCondition,IncludingAllDocumentation..97x.97x.97x.97x.97x.97x.97x.97x.97x.97=.733-35McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三十五頁(yè)，共241頁(yè)。WHATISCUSTOMERSATISFACTION?

SAT=F(Expectations,perceivedperformance)PerceivedPerformance-Expectations<0,DissatisfactionPerceivedPerformance-Expectations>=0,Satisfaction“MeetorExceedCustomerExpectations”第三十六頁(yè)，共241頁(yè)。AGENERICPROFILEOFEXPECTATIONS1.RELIABILITY

2.RESPONSIVENESS

3.COMPETENCE

4.ACCESS

5.COURTESY

6.COMMUNICATION

7.CREDIBILITY

8.SECURITY

9.TANGIBLES

10.KNOWINGTHECUSTOMER第三十七頁(yè)，共241頁(yè)。SATISFACTIONANDQUALITYMODELWordofMouth

CommunicationsRequirementsActual

PerformanceManagement

Perceptionsof

ExpectationsPerformance

StandardsPastExperienceExpectationsPerceived

PerformanceExternal

CommunicationsSELLERCUSTOMERGAP6GAP5GAP4GAP3GAP2GAP13-38McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第三十八頁(yè)，共241頁(yè)。CustomerSatisfactionVerySatisfiedVerySatisfiedSatisfiedVerySatisfiedSatisfiedSatisfiedDissatisfiedDissatisfiedDissatisfiedLOHIMEDHILOMEDExpectationPerformance第三十九頁(yè)，共241頁(yè)。WHYCUSTOMERSATISFACTIONISNOTSUFFICIENTItfocusesoncustomer’sexpectations-nottheirrealrequirementsConsiderableresearchsuggeststhat“satisfied”customersstillarelikelytodefectThereisatendencybycompaniestotreatallcustomersasbeingequalandidentical3-40McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第四十頁(yè)，共241頁(yè)。EvolutionofManagementThought

Philosophy

FocusCustomerService MeetInternalStandardsCustomerSatisfaction MeetExpectationsCustomerSuccess MeetCustomerRequirements

Noticethatthesatisfaction modeldoesnotfocuson requirements第四十一頁(yè)，共241頁(yè)。MovingtoCustomerSuccessOurCustomer’sCustomerOurCustomerUsHowcanwehelpourcustomerswin?Thisisnotourproblem(WRONG)We’lldowhatever theytellus theywant第四十二頁(yè)，共241頁(yè)。DevelopmentofLogisticalCompetency0510GainingCost-effectivenessMarketAccessMarketExtensionMarketCreationStage1Stage2Stage3Stage4第四十三頁(yè)，共241頁(yè)。ACHIEVINGCUSTOMERSUCCESSNOTALLCUSTOMERSHAVETHESAMEREQUIREMENTSUNDERSTANDYOURCUSTOMERS'REQUIREMENTSKNOWYOURCUSTOMERS'PROCESSESHOWCANYOURCAPABILITIESENHANCECUSTOMERS'PERFORMANCE?NEWPERFORMANCEMETRICS第四十四頁(yè)，共241頁(yè)。SupplyChainLogisticsManagementChapter4:InventoryManagementandStrategy第四十五頁(yè)，共241頁(yè)。4.1ProductPositioningDecisionFactorsAccurateassessmentofinventoryvalueAssignmentofresponsibilityforinventorycarryingcostsOpportunitycost(15%)Taxesandinsurance(1%)Obsolescence(1%)Storage(2%)第四十六頁(yè)，共241頁(yè)。4.2庫(kù)存管理系統(tǒng)庫(kù)存管理系統(tǒng)是以庫(kù)存成本降低和服務(wù)水平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(guò)程的集成，它對(duì)存貨從選擇、規(guī)劃、訂貨、進(jìn)貨、入庫(kù)、儲(chǔ)存及至最后出庫(kù)的流程進(jìn)行科學(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。

第四十七頁(yè)，共241頁(yè)。ProvideforUncertainty

InventoryManagementManageWheretostock?Whentoorder?Howmuchtoorder?ControlAccountabilityAccuracy第四十八頁(yè)，共241頁(yè)。庫(kù)存計(jì)劃的制定可以有以下幾種分類方法（1）按庫(kù)存周期類型，可以分為單周期庫(kù)存和多周期庫(kù)存。（2）按對(duì)庫(kù)存的檢查策略，可以分為連續(xù)檢查策略和定期檢查策略

（3）按照庫(kù)存補(bǔ)給策略，可分為：連續(xù)性檢查的固定訂貨量、固定訂貨點(diǎn)策略；連續(xù)性檢查的固定訂貨點(diǎn)，最大庫(kù)存策略；周期性檢查的固定訂貨策略；周期性檢查的最大庫(kù)存策略。（4）按照庫(kù)存控制模型可以分為確定型庫(kù)存模型和隨機(jī)型庫(kù)存模型。（5）按需求是否相關(guān)可以分為獨(dú)立需求庫(kù)存模型和相關(guān)需求庫(kù)存模型。49第四十九頁(yè)，共241頁(yè)。

基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(kù)存（S）訂購(gòu)頻率訂購(gòu)數(shù)量Q固定最大庫(kù)存S訂貨點(diǎn)RR，QR，St固定t，Qt，S

庫(kù)存計(jì)劃策略組合50第五十頁(yè)，共241頁(yè)。一、定量訂貨庫(kù)存管理系統(tǒng)

定量訂貨方式時(shí)間RQ庫(kù)存水平LTLT51第五十一頁(yè)，共241頁(yè)。優(yōu)點(diǎn)：每次訂貨之前都要詳細(xì)檢查和盤點(diǎn)庫(kù)存，檢查是否降低到訂貨點(diǎn)，能夠及時(shí)了解和掌握庫(kù)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(kù)存管理系統(tǒng)適用于品種數(shù)目少但占用資金大的A類庫(kù)存

52第五十二頁(yè)，共241頁(yè)。缺點(diǎn)必須對(duì)所有存貨的實(shí)物數(shù)量不斷地加以核查和盤點(diǎn)，從而增加了庫(kù)存保管的維持成本。該系統(tǒng)對(duì)各項(xiàng)存貨的管理是分別進(jìn)行的，該方式要求對(duì)每個(gè)品種單獨(dú)進(jìn)行訂貨作業(yè)，即不考慮產(chǎn)品聯(lián)合訂貨。這樣會(huì)增加訂貨成本和運(yùn)輸成本。53第五十三頁(yè)，共241頁(yè)。二、雙堆庫(kù)存管理系統(tǒng)

又稱為兩批庫(kù)存管理系統(tǒng)，與定量訂貨庫(kù)存管理系統(tǒng)原理相同，同屬于固定數(shù)量定貨庫(kù)存管理系統(tǒng)。 特點(diǎn)：企業(yè)庫(kù)存量形象化，簡(jiǎn)便易行。 缺點(diǎn)：占用較多的倉(cāng)庫(kù)面積。 雙堆訂貨管理系統(tǒng)最適合于廉價(jià)的、用途較為單一的和前置時(shí)間短的物品。

54第五十四頁(yè)，共241頁(yè)。三、定期定貨庫(kù)存管理系統(tǒng) 定期定貨庫(kù)存管理系統(tǒng)是以定期定貨（periodorderquantity,POQ）庫(kù)存管理模式為基礎(chǔ)的庫(kù)存管理系統(tǒng)，采用的庫(kù)存計(jì)劃策略為可以為（t，S）策略。

TTQ2Q’1Q1Q’2庫(kù)存水平S（最大庫(kù)存容量）LTLT定期訂貨方式

55第五十五頁(yè)，共241頁(yè)。優(yōu)點(diǎn)：訂貨間隔時(shí)間確定，多種貨物可同時(shí)進(jìn)行采購(gòu)，可以降低訂單處理成本、運(yùn)輸成本和獲得供應(yīng)商的價(jià)格折扣；由于不需要經(jīng)常進(jìn)行庫(kù)存盤點(diǎn)，只是到了訂貨周期開始才檢查庫(kù)存量，大大減少了庫(kù)存管理人員的工作量，從而降低了庫(kù)存管理費(fèi)用。缺點(diǎn)：由于不經(jīng)常進(jìn)行庫(kù)存檢查，和盤點(diǎn)，對(duì)于企業(yè)存貨的實(shí)際情況無(wú)法及時(shí)掌握，企業(yè)為了對(duì)應(yīng)訂貨間隔期間內(nèi)需要的突然變動(dòng)，往往庫(kù)存水平較高。56第五十六頁(yè)，共241頁(yè)。特征定量訂貨庫(kù)存管理系統(tǒng)定期訂貨庫(kù)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(gòu)在庫(kù)存降到再訂貨點(diǎn)時(shí)只在盤點(diǎn)期到來(lái)時(shí)庫(kù)存記錄每次出庫(kù)都做記錄只在盤點(diǎn)期記錄庫(kù)存大小較小較大定量訂貨管理系統(tǒng)和定期訂貨庫(kù)存管理系統(tǒng)的比較57第五十七頁(yè)，共241頁(yè)。四、最大-最小庫(kù)存管理系統(tǒng)最小-最大系統(tǒng)是利用定量訂貨庫(kù)存管理系統(tǒng)和定期訂貨庫(kù)存管理系統(tǒng)的組合而得到的庫(kù)存管理系統(tǒng)，采用（R，Q）庫(kù)存計(jì)劃策略與（t，S）庫(kù)存計(jì)劃策略的結(jié)合，又稱為非強(qiáng)制性補(bǔ)充供貨系統(tǒng)。

該庫(kù)存管理系統(tǒng)要求企業(yè)確定庫(kù)存量的最高水平、再訂貨點(diǎn)和固定的盤存周期。企業(yè)的庫(kù)存水平按照固定的時(shí)間間隔進(jìn)行檢查，若在檢查日庫(kù)存余額高于預(yù)定的再訂貨點(diǎn)，便不訂貨；若在檢查日庫(kù)存余額等于或低于再訂貨點(diǎn)時(shí)，便進(jìn)行訂貨。訂貨量等于最高庫(kù)存水平減去盤存時(shí)的庫(kù)存水平。58第五十八頁(yè)，共241頁(yè)。4.3多周期庫(kù)存模型訂貨量的確定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(shuō)，每次倉(cāng)庫(kù)向供應(yīng)商訂購(gòu)Q件產(chǎn)品。倉(cāng)庫(kù)每次訂貨都會(huì)發(fā)生一個(gè)固定的訂貨成本C0。庫(kù)存產(chǎn)品放在倉(cāng)庫(kù)中保管時(shí)會(huì)發(fā)生庫(kù)存持有成本，h是每單位產(chǎn)品存放單位時(shí)間的庫(kù)存持有成本。提前期,發(fā)出訂單到收到貨物的時(shí)間為零初始庫(kù)存量為零計(jì)劃期無(wú)限長(zhǎng)第五十九頁(yè)，共241頁(yè)。T時(shí)間庫(kù)存水平平均值

隨時(shí)間變化的庫(kù)存水平60第六十頁(yè)，共241頁(yè)。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(kù)存成本：?jiǎn)挝粫r(shí)間的總平均成本為：應(yīng)用微積分對(duì)上式求導(dǎo)，可以得出使成本最小所對(duì)應(yīng)的訂貨量Q*61第六十一頁(yè)，共241頁(yè)。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(kù)存持有成本為按所存貨物價(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62第六十二頁(yè)，共241頁(yè)。2．EOQ的調(diào)整

EOQ的假設(shè)條件使得其適用性大打折扣，在實(shí)際應(yīng)用中還必須考慮其他一些因素。（1）運(yùn)輸費(fèi)率一般來(lái)說(shuō)，一次訂貨的批量越大，單位運(yùn)輸成本就越低。在卡車運(yùn)輸和鐵路運(yùn)輸中大批量裝運(yùn)存在運(yùn)費(fèi)折扣是很普遍的現(xiàn)象。于是，在其他條件都相同的情況下，企業(yè)希望以最為經(jīng)濟(jì)的運(yùn)輸批量來(lái)進(jìn)行購(gòu)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。63第六十三頁(yè)，共241頁(yè)。例4.2

某企業(yè)對(duì)某種產(chǎn)品的年度需求量=2400單位；每單位成本=5.00元存貨持有成本百分比=20％；訂貨成本=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)480兩種方案的成本進(jìn)行比較：方案1Q=300（小批量運(yùn)輸）方案2Q=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64第六十四頁(yè)，共241頁(yè)。（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)格計(jì)算總成本，以確定相應(yīng)的EOQ值。如果按照折扣數(shù)量訂購(gòu)所獲得的成本降低足以彌補(bǔ)增加的庫(kù)存成本時(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(gòu)某種產(chǎn)品732件。該產(chǎn)品的訂貨成本為45元，儲(chǔ)存成本為每年15元，該產(chǎn)品的折扣策略如下表。訂貨范圍單價(jià)（元/件）1-492250-792080-9918100以上1765第六十五頁(yè)，共241頁(yè)。通過(guò)計(jì)算得出EOQ=66件此時(shí)總成本為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*=10066第六十六頁(yè)，共241頁(yè)。作業(yè)：A公司以單價(jià)10元每年購(gòu)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(kù)存費(fèi)按所庫(kù)存貨物價(jià)值的18%計(jì)算。若每次訂貨的提前期為2周，試求經(jīng)濟(jì)訂貨批量、最低年總成本、年訂購(gòu)次數(shù)和訂貨點(diǎn)。

67第六十七頁(yè)，共241頁(yè)。三、多周期庫(kù)存模型的訂貨時(shí)點(diǎn)多周期庫(kù)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，需要支付一個(gè)固定的成本C0，再加上與訂購(gòu)數(shù)成比例的費(fèi)用。如果發(fā)出一個(gè)訂單，供應(yīng)商在經(jīng)過(guò)一定提前期后到達(dá)，提前期可能是固定的也可能是隨機(jī)的。如果顧客訂單到達(dá)時(shí)，手頭無(wú)存貨滿足顧客需求，這筆訂單就會(huì)失去。規(guī)定一個(gè)必須的服務(wù)水平。服務(wù)水平是提前期中不出現(xiàn)缺貨的概率。如，供應(yīng)商希望確保提前期內(nèi)至少能滿足95%的顧客需求，則服務(wù)水平為95%。68第六十八頁(yè)，共241頁(yè)。1．不確定條件下再訂貨點(diǎn)的確定（1）需求不確定條件下的再訂貨點(diǎn)（ROP）

ROP由兩部分組成：提前期內(nèi)的平均庫(kù)存水平，LT×d安全庫(kù)存ssROP=d×LT+Z×Sd×LT1/269第六十九頁(yè)，共241頁(yè)。（2）提前期不確定條件下的再訂貨點(diǎn)當(dāng)提前期不確定時(shí)，定義平均提前期為T，提前期的標(biāo)準(zhǔn)差為sLT，此時(shí)的安全庫(kù)存量為：ss=Z×d×sLT，此時(shí)的再訂貨點(diǎn)為ROP=d×LT+Z×d×sLT第七十頁(yè)，共241頁(yè)。（3）需求和提前期不確定條件下的再訂貨點(diǎn)可以通過(guò)將需求波動(dòng)和提前期波動(dòng)累加得出需求和提前期不確定條件下的合成標(biāo)準(zhǔn)差。第七十一頁(yè)，共241頁(yè)。CombiningDemandandLead

TimeUncertaintyLeadTimeLT=10LT=2.00+DemandDD=5DD=2.54AverageLTD(Leadtimedemand)=LT*DD=50=10-72McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第七十二頁(yè)，共241頁(yè)。例5.5某制造商銷售一種零件，每天的平均需求為100件，訂貨提前期為4天（1）設(shè)需求呈正態(tài)分布，且需求相互獨(dú)立，需求的標(biāo)準(zhǔn)差為30件，當(dāng)客戶服務(wù)水平為99%時(shí)，其安全庫(kù)存量為多少？再訂貨點(diǎn)是多少？（2）若需求穩(wěn)定，但是訂貨完成周期服從正態(tài)分布，并且其標(biāo)準(zhǔn)差為4天，當(dāng)客戶服務(wù)水平為99%時(shí)，該企業(yè)需要持有的安全庫(kù)存量是多少，再訂貨點(diǎn)是多少？（3）若需求服從標(biāo)準(zhǔn)差為30的正態(tài)分布，并且提前期也是變化的，提前期的標(biāo)準(zhǔn)差為4天，當(dāng)客戶服務(wù)水平為99%時(shí)，該企業(yè)需要持有的安全庫(kù)存量是多少，再訂貨點(diǎn)是多少？服務(wù)水平90%91%92%93%94%95%96%97%98%99%Z1.291.341.411.481.561.651.751.882.052.3373第七十三頁(yè)，共241頁(yè)。作業(yè)：定量訂貨策略下蘇寧零售店蘋果手機(jī)的安全庫(kù)存問(wèn)題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,標(biāo)準(zhǔn)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)給周期供給水平為95%，并且對(duì)庫(kù)存情況進(jìn)行連續(xù)監(jiān)控。問(wèn)：蘇寧零售店應(yīng)該保持手機(jī)的安全庫(kù)存量是多少？再定貨點(diǎn)應(yīng)該是多少？第七十四頁(yè)，共241頁(yè)。一、庫(kù)存的ABC分類管理

ABC分類管理方法就是將庫(kù)存物品按重要性程度分為特別重要的庫(kù)存（A類庫(kù)存），一般重要的庫(kù)存（B類庫(kù)存）和不重要的庫(kù)存（C類庫(kù)存）三個(gè)等級(jí)，然后針對(duì)不同的級(jí)別分別進(jìn)行管理和控制。將商品按其庫(kù)存額從大到小進(jìn)行排序，并算出總庫(kù)存額；計(jì)算累計(jì)庫(kù)存額占總庫(kù)存額的百分比；按累計(jì)庫(kù)存百分比劃分A、B、C類。

第七十五頁(yè)，共241頁(yè)。A類B類C類1009080706050403020100102030405060708090100ABC分類曲線圖第七十六頁(yè)，共241頁(yè)。

級(jí)別項(xiàng)目ABC控制程度嚴(yán)格一般簡(jiǎn)單庫(kù)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(kù)存量低較大大量ABC分類管理第七十七頁(yè)，共241頁(yè)。ProductClassificationAnalysis(ABC)第七十八頁(yè)，共241頁(yè)。SampleIntegratedStrategy第七十九頁(yè)，共241頁(yè)。SupplyChainLogisticsManagementChapter11:TransportationInfrastructureandRegulation第八十頁(yè)，共241頁(yè)。TransportationManagementDiscussionTopics

TransportationInfrastructure

IntegratedTransportationDecisions第八十一頁(yè)，共241頁(yè)。SupplierManufacturerCustomerInboundOutboundProduct/InfoFlowsInfo/ReturnGoodsFlowsTransportationValueContribution第八十二頁(yè)，共241頁(yè)。FreightTransportationModes

CostStructureServiceCapabilitiesTransportationInfrastructure第八十三頁(yè)，共241頁(yè)。TransportationModesRailMotorAirWaterPipelineIntermodal“Premium”第八十四頁(yè)，共241頁(yè)。BasicModesofTransportation

Fixedcosts

Var.costs TrafficcompositionRail high low bulkfood,mining, heavymfgMotor low medium consumergoods, medium/lightmfgWater medium low bulkfood,mining, chemicalsAir low high high-valuegoods, rushshipmentsPipe high low petroleum,chemicals, mineralslurry 第八十五頁(yè)，共241頁(yè)。RelativeServiceCharacteristicsOperating characteristics

Rail

Motor

Water

Air

PipeSpeed 3 2 4 1 5 Availability 2 1 4 3 5Dependability 3 2 4 5 1Capability 2 3 1 4 5Flexibility 3 1 4 2 5Composite 13 9 17 15 211=best,5=worst第八十六頁(yè)，共241頁(yè)。IntermodalRailAirWaterTruck第八十七頁(yè)，共241頁(yè)。TransportPrinciples

EconomiesofScale$/wgt.Sizeofshipment第八十八頁(yè)，共241頁(yè)。TransportationCostTheoryEconomyofScale1CostperunitVolumeLTLTL15,000lbs.第八十九頁(yè)，共241頁(yè)。TransportationCostTheory(cont.)EconomyofScale2CostperunitDensityLTLTL第九十頁(yè)，共241頁(yè)。TransportPrinciples

EconomiesofDistance$/wgt.ShipmentDistance“TaperingPrinciple”第九十一頁(yè)，共241頁(yè)。TransportationFormatsCommoncarriersContractcarriersPrivatecarriersExemptcarriersNon-operatingintermediariesFreightforwardersShipper’sAssociations/CooperativesandAgentsBrokers第九十二頁(yè)，共241頁(yè)。ChangingTransportationEnvironmentDeregulationTime-basedcompetitionExpandinggeographiccoverageInformationtechnologyIntermodal第九十三頁(yè)，共241頁(yè)。Mode

CarrierClass

CarrierDiscreteStepsTraditionalMode/CarrierSelection第九十四頁(yè)，共241頁(yè)。IntegratedMode/Class/CarrierSelectionMode/Class/CarrierIntegratedDecisionCustomerservice/transittimerequirementsTransportationcostconstraintsIntegratedtransportationcarrierdatabase(allpossiblemodes/types/carrierswithpricing)Market/productcharacteristicsCarrierSelection第九十五頁(yè)，共241頁(yè)。TransportationCostsProductrelatedDensityStowabilityEase/difficultyofhandlingLiabilityMarketrelatedCompetitionlevelLocationofmarketsNatureandextentofregulationBalanceoffreighttrafficSeasonalityofproductmovementsDomesticvs.International第九十六頁(yè)，共241頁(yè)。PricingandRateNegotiationsratevarianceMarketrelatedvalueMaximumRateMinimumRateProduct/servicerelatedcostcompetition,marketlocation,regulations,freightbalance,seasonality,internationaldistance,density,stowability,handling,liability第九十七頁(yè)，共241頁(yè)。TransportationRegulatoryEnvironment-EconomicObjectivesConsumerandmarketprotectionIndustrystabilityImposeintegrityonindustrypracticesTypesofeconomicregulationEntryRatesServicesExit第九十八頁(yè)，共241頁(yè)。TransportationRegulatoryEnvironment-SafetyObjectivesEmployeeandpublicprotectionEnvironmentalprotectionTypesEquipmentEnvironmentalconstraintsOperatorconstraintsHazardousmaterial第九十九頁(yè)，共241頁(yè)。SupplyChainLogisticsManagementChapter12:TransportationManagement第一百頁(yè)，共241頁(yè)。IntegratedTransportationDecisionsSupplierManufacturerCustomerInboundOutboundDecisionFlowStrategicOperationalMacroMicroDecisionScopeTotalnetworkandlanedesigndecisionsDockleveldecisionsLaneoperationdecisionsMode/carrierselectiondecisionsRatenegotiations12-101McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第一百零一頁(yè)，共241頁(yè)。NetworkFreightFlows(S=supplier,P=plant,W=warehouse,C=customer)SSSSPPPPWWWCCCCCCCCCCCCCCCCCCSCCC12-102McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第一百零二頁(yè)，共241頁(yè)。LaneOperationDecisionsAnalyzelanedensities/frequenciestounderstandwhatopportunitiesemergefor:Inbound/outboundconsolidationVehicleconsolidationTemporalconsolidationNetworkconsolidationCarrierconsolidation第一百零三頁(yè)，共241頁(yè)。Example12-104McGraw-Hill/IrwinSupplyChainLogisticsManagement,FirstEdition.Bowersox,Closs,andCooper.Copyright?2002byTheMcGraw-HillCompanies,Inc.Allrightsreserved.第一百零四頁(yè)，共241頁(yè)。NorthCarolinaTLVanFreightDistribution

CARRIER WT(k#)

%OFMARKETCOTTON 4261.4 7.7WARD’S 3050.7 6.4PIQUA 2491.2 5.9 SO.BROKE 1914.4 4.4 N&P 1764.0 3.7 TRANSDYN 1546.2 2.8 KBT 1368.6 2.1 ITCO 1363.0 1.9 WRIGHT 811.9 1.5 TELEDYNE 727.2 1.1TOPTENTOTAL 37.5%29CARRIERS REMAINING62.5%CarrierConsolidation第一百零五頁(yè)，共241頁(yè)。TransportationCostsProductrelatedDensityStowabilityEase/difficultyofhandlingLiabilityMarketrelatedCompetitionlevelLocationofmarketsNatureandextentofregulationBalanceoffreighttrafficSeasonalityofproductmovementsDomesticvs.International第一百零六頁(yè)，共241頁(yè)。OtherTransportationFeesTransitservicesor“Stop-offcharges”Diversion/ReconsignmentfeesDemurrage(rail)orDetention(motor)feesAccessorialservicesfeesSurcharges第一百零七頁(yè)，共241頁(yè)。DockLevelDecisionsTacticalplanningandcontrolactivitiesconcernedwithmakingandreceivingshipmentsandloadingandunloadingfreightOrderpickingReceivingUnloadingLoadingLoadPlanningRouting&SchedulingBenefitsinclude:GreatervehicleutilizationImprovedandmoreresponsivecustomerserviceReducedtransportationexpensesReducedcapitalinvestmentinequipment第一百零八頁(yè)，共241頁(yè)。DockLevelDecisionsTacticalplanningandcontrolactivitiesconcernedwithmakingandreceivingshipmentsandsupervisionofloadingandunloadingfreightLoadPlanningRoutingandScheduling第一百零九頁(yè)，共241頁(yè)。LoadPlanningProperpacking,marking,blocking,bracing,andstowageoffreightImportance:Legal/safetyimplicationsProductprotectionCost/serviceperformance第一百一十頁(yè)，共241頁(yè)。RoutingandSchedulingFindingbestpathavehicleshouldfollowthroughnetworksofroads,raillines,shippinglanes,andairroutesDeterminingbestpatternforstops,multi-vehicleuse,driverlayovers,timeofdayrestrictions第一百一十一頁(yè)，共241頁(yè)。PrinciplesforDockLevelOperationsLoadtruckswithdeliveriesforcustomersclosesttoeachotherStopsonindividualdaysarrangedtogetherStartrouteswithfartheststopsfirstCircularroutes-don’tcrosspathsUselargestvehiclesfirstifcanbefilledMixpickupsinwithdeliveries,notatendIfonestopfarfromother,useanothertruckAvoidnarrowstoptimewindows,orhandleseparately第一百一十二頁(yè)，共241頁(yè)。BenefitsofGoodDockLevelOperationsGreatervehicleutilizationImprovedandmoreresponsivecustomerserviceReducedtransportationexpensesReducedcapitalinvestmentinequipment第一百一十三頁(yè)，共241頁(yè)。SupplyChainLogisticsManagementChapter13:Warehousing第一百一十四頁(yè)，共241頁(yè)。ECONOMICBENEFITSOFWAREHOUSINGConsolidationBreak-bulkorcrossdockProcessing/PostponementStockpiling第一百一十五頁(yè)，共241頁(yè)。WAREHOUSEBENEFITS

CONSOLIDATIONPlantAPlantBPlantCConsolidationWarehousesCustomersABC第一百一十六頁(yè)，共241頁(yè)。WAREHOUSEBENEFIT

DISTRIBUTIONASSORTMENTPlantAPlantBPlantCDistributionCenterCustomerACustomerBCustomerC第一百一十七頁(yè)，共241頁(yè)。WAREHOUSEBENEFIT

BREAKBULKOPERATIONPlantABreakBulkWarehouseCustomerACustomerBCustomerC第一百一十八頁(yè)，共241頁(yè)。SERVICEBENEFITSOFWAREHOUSINGSpotstockAssortmentMixingProductionsupportMarketpresence第一百一十九頁(yè)，共241頁(yè)。WAREHOUSINGBENEFITS

IN-TRANSITMIXINGPlantAPlantBPlantCWarehouseTransitMixingPointProductDCustomerWA-B-C-DCustomerXA-B-C-DCustomerYA-B-CCustomerZA-B第一百二十頁(yè)，共241頁(yè)。WAREHOUSINGBENEFITS

MANUFACTURINGSUPPORTVendorAVendorBVendorCManufacturingWarehouseAssemblyPlant第一百二十一頁(yè)，共241頁(yè)。WAREHOUSINGALTERNATIVESOptionsPrivatePublicContractOtherSelectwarehousingoptionwithbeststrategicfit第一百二十二頁(yè)，共241頁(yè)。SHAREOFWAREHOUSEBUSINESS第一百二十三頁(yè)，共241頁(yè)。DECISIONF