英文版-物流与供应链管理.ppt

Supply Chain Logistics Management,Chapter 1: Twenty-first Century Supply Chains Yanhong Hou,Generalized Supply Chain Model,1-2,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,What is a supply chain?,Customer wants detergent and goes to Jewel,Jewel Supermarket,Jewel or third party DC,P&G or other manufacturer,Plastic Producer,Chemical manufacturer (e.g. Oil Company),Tenneco Packaging,Paper Manufacturer,Timber Industry,Chemical manufacturer (e.g. Oil Company),Anticipatory Business Model,Response-based Business Model,The 21st Century Supply Chain,Managing the modern supply chain is a job that involves specialists in manufacturing, purchasing, and distribution, of course. But today it is also vital to the work of CFOs, CIOs, operations and customer service executives, and certainly chief executives. Changes in supply chain management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and finished goods (and information and other business services) from one place to another is accomplished by means of mind-boggling technological innovations, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle.,Supply Chain Logistics Management,Chapter 2: Logistics,Source: Robert V. Delaney, 11th Annual “State Of Logistics Report” June 5, 2000,1980 GDP $2.88 trillion Logistics Cost $451 billion 15.7% of GDP Trans. Cost $214 billion,2007 GDP $13.84 trillion Logistics Cost $1398billion 10.1% of GDP Trans. Cost $857 billion,$ billion,United States Logistics Costs,Integrated Logistics,Order Processing,Inventory,Transportation,Facility Network,Warehousing Material Handling Packaging,Logistical Integration,Market Distribution Operating Concerns,Market Distribution: Activities related to providing customer service. Requires performing order receipt and processing, deploying inventories, storage and handling, and outbound transportation within a supply chain. Includes the responsibility to coordinate with marketing planning in such areas as pricing, promotional support, customer service levels, delivery standards, handling return merchandise, and life-cycle support. The primary market distribution objective is to assist in revenue generation by providing strategically desired customer service levels at the lowest total cost.,Manufacturing Support Operating Concerns,Manufacturing Support: Activities related to planning, scheduling, and supporting manufacturing operations. Requires master schedule planning and performing work-in-process storage, handling, transportation, and time phasing of components. Includes the responsibility for storage of inventory at manufacturing sites and maximum flexibility in the coordination of geographic and final assemblies postponement between manufacturing and market distribution operations.,Procurement Operating Concerns,Procurement: Activities related to obtaining products and materials from outside suppliers. Requires performing resource planning, supply sourcing, negotiation, order placement, inbound transportation, receiving and inspection, storage and handling, and quality assurance. Includes the responsibility to coordinate with suppliers in such areas as scheduling, supply continuity, hedging, and speculation, as well as research leading to new sources or programs. The primary procurement objective is to support manufacturing or resale organizations by providing timely purchasing at the lowest total cost.,Logistics Information Requirements,Echeloned Structured Logistics,Echeloned Structured Logistics,Flexible Echeloned Structured Logistics,Process View: Cycle View of SCs,Customer Order Cycle,Replenishment Cycle,Manufacturing Cycle,Procurement Cycle,Customer,Retailer,Distributor,Manufacturer,Supplier,interface,interface,interface,interface,Logistical Performance Cycles,Multi-Echeloned Flexible Network,Customer Order Cycle,At the customer/retailer interface Includes all processes directly involved in receiving and filling the customers order: Customer arrival Customer order entry Customer order fulfillment Customer order receiving,Basic Market Distribution Performance-Cycle Activities,Replenishment Cycle,At the retailer /distributor interface Includes all processes involved in replenishing retailer inventory: Retailer order trigger Retailer order entry Retailer order fulfillment Retailer order receiving,Manufacturing Cycle,At the distributor/manufacturer interface Includes all processes involved in replenishing distributor (or retailer) inventory: Order arrival from distributor, retailer, or customer Production scheduling Manufacturing and shipping Receiving at the distributor, retailer, or customer,Procurement Cycle,At the manufacturer/supplier interface Includes all processes necessary to ensure that material are available for manufacturing according to schedule. Key point: A cycle view of the SC Clearly defines the processes involved and the owners of each process. Useful in operational decisions, specifies the roles and responsibilities of each member of the SC and the desired outcome for each process.,Procurement-Cycle Activities,Performance-Cycle Uncertainty,Supply Chain Logistics Management,Chapter 3: Customer Accommodation,Service Outputs: The Value Added,Different supply chains provide different levels of service output to consumers/endusers: 1. Spatial Convenience 2. Lot size 3. Waiting time 4. Product variety (assortment width and depth),Strategic Perspectives,High level of Basic Service - The Platform Targeted Value-Added Satisfaction Growth through Customer Success,3 Levels of Customer Focus,Achieve internal standards (e.g., specified performance cycle of fill rate),Meet customer expectations (e.g., arrive on time with right product as measured by the customer),Customers of choice achieve their objectives (e.g., logistics operation can provide product and service in a manner that ensures long term customer viability),3-32,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,Basic Service Elements,Availability Fill rates Stockouts Orders shipped complete Operational Performance Speed Consistency Flexibility Recovery,Service Reliability * damage * mis-shipments * etc.,Logistics Customer Service Mix,“Perfect Order” Achievement,The “Perfect Order” Defined Complete Orders Delivered To Customers Requested Date And Time In Perfect Condition, Including All Documentation. .97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97=.73,3-34,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,WHAT IS CUSTOMER SATISFACTION?,SAT = F (Expectations, perceived performance) Perceived Performance - Expectations = 0, Satisfaction “Meet or Exceed Customer Expectations”,A GENERIC PROFILE OF EXPECTATIONS,1. RELIABILITY 2. RESPONSIVENESS 3. COMPETENCE 4. ACCESS 5. COURTESY 6. COMMUNICATION 7. CREDIBILITY 8. SECURITY 9. TANGIBLES 10. KNOWING THE CUSTOMER,SATISFACTION AND QUALITY MODEL,3-37,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,Customer Satisfaction,WHY CUSTOMER SATISFACTION IS NOT SUFFICIENT,It focuses on customers expectations - not their real requirements Considerable research suggests that “satisfied” customers still are likely to defect There is a tendency by companies to treat all customers as being equal and identical,3-39,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,Evolution of Management Thought,Philosophy Focus Customer Service Meet Internal Standards Customer Satisfaction Meet Expectations Customer Success Meet Customer Requirements Notice that the satisfaction model does not focus on requirements,Moving to Customer Success,Development of Logistical Competency,ACHIEVING CUSTOMER SUCCESS,NOT ALL CUSTOMERS HAVE THE SAME REQUIREMENTS UNDERSTAND YOUR CUSTOMERS REQUIREMENTS KNOW YOUR CUSTOMERS PROCESSES HOW CAN YOUR CAPABILITIES ENHANCE CUSTOMERS PERFORMANCE? NEW PERFORMANCE METRICS,Supply Chain Logistics Management,Chapter 4: Inventory Management and Strategy,4.1 Product Positioning Decision Factors,Accurate assessment of inventory value Assignment of responsibility for inventory carrying costs Opportunity cost (15%) Taxes and insurance(1%) Obsolescence (1%) Storage (2%),4.2 库存管理系统,库存管理系统是以库存成本降低和服务水平提升为共同目的的相关制度、规范、方法、手段、技术、管理以及操作过程的集成，它对存货从选择、规划、订货、进货、入库、储存及至最后出库的流程进行科学而合理的控制和优化，以实现存货在时间、空间上的有效整合及系统的整体经济效益。,46,Provide for Uncertainty Inventory Management,Manage Where to stock? When to order? How much to order? Control Accountability Accuracy,库存计划的制定可以有以下几种分类方法 （1）按库存周期类型，可以分为单周期库存和多周期库存。 （2）按对库存的检查策略，可以分为连续检查策略和定期检查策略 （3）按照库存补给策略，可分为：连续性检查的固定订货量、固定订货点策略；连续性检查的固定订货点，最大库存策略；周期性检查的固定订货策略；周期性检查的最大库存策略。 （4）按照库存控制模型可以分为确定型库存模型和随机型库存模型。 （5）按需求是否相关可以分为独立需求库存模型和相关需求库存模型。,48,基本的决策变量是订货点（R），定货批量（Q），检查周期（t）和最大库存（S）,49,库存计划策略组合,一、定量订货库存管理系统,50,定量订货方式,优点： 每次订货之前都要详细检查和盘点库存，检查是否降低到订货点，能够及时了解和掌握库存动态。 每次订货数量固定，且是预先确定好的经济订货批量，方法简便。 定量订货库存管理系统适用于品种数目少但占用资金大的A类库存,51,缺点 必须对所有存货的实物数量不断地加以核查和盘点，从而增加了库存保管的维持成本。 该系统对各项存货的管理是分别进行的，该方式要求对每个品种单独进行订货作业，即不考虑产品联合订货。这样会增加订货成本和运输成本。,52,二、双堆库存管理系统 又称为两批库存管理系统，与定量订货库存管理系统原理相同，同属于固定数量定货库存管理系统。 特点：企业库存量形象化，简便易行。 缺点：占用较多的仓库面积。 双堆订货管理系统最适合于廉价的、用途较为单一的和前置时间短的物品。,53,三、定期定货库存管理系统 定期定货库存管理系统是以定期定货（period order quantity, POQ）库存管理模式为基础的库存管理系统，采用的库存计划策略为可以为（t，S）策略。,54,优点： 订货间隔时间确定，多种货物可同时进行采购，可以降低订单处理成本、运输成本和获得供应商的价格折扣； 由于不需要经常进行库存盘点，只是到了订货周期开始才检查库存量，大大减少了库存管理人员的工作量，从而降低了库存管理费用。 缺点： 由于不经常进行库存检查，和盘点，对于企业存货的实际情况无法及时掌握，企业为了对应订货间隔期间内需要的突然变动，往往库存水平较高。,55,56,定量订货管理系统和定期订货库存管理系统的比较,四、最大-最小库存管理系统 最小-最大系统是利用定量订货库存管理系统和定期订货库存管理系统的组合而得到的库存管理系统，采用（R，Q）库存计划策略与（t，S）库存计划策略的结合，又称为非强制性补充供货系统。 该库存管理系统要求企业确定库存量的最高水平、再订货点和固定的盘存周期。企业的库存水平按照固定的时间间隔进行检查，若在检查日库存余额高于预定的再订货点，便不订货；若在检查日库存余额等于或低于再订货点时，便进行订货。订货量等于最高库存水平减去盘存时的库存水平。,57,4.3 多周期库存模型订货量的确定 1经济订货批量 模型假设: 需求速度是恒定的，单位时间内需求D件产品。 订货批量固定在每次订货Q件，也就是说，每次仓库向供应商订购Q件产品。 仓库每次订货都会发生一个固定的订货成本C0。 库存产品放在仓库中保管时会发生库存持有成本，h是每单位产品存放单位时间的库存持有成本。 提前期,发出订单到收到货物的时间为零 初始库存量为零 计划期无限长,59,随时间变化的库存水平,两次相邻补货之间的时间为一个周期。整个周期T内的库存成本：,60,单位时间的总平均成本为：,应用微积分对上式求导，可以得出使成本最小所对应的订货量Q*,例4.1 某企业对某种产品的年度需求量为8000单位，每单位的价值为p=10元/件，订货费用为每次30元，库存持有成本为按所存货物价值的30%计算，求EOQ。 解答：该企业的经济订货批量为,61,2EOQ的调整 EOQ的假设条件使得其适用性大打折扣，在实际应用中还必须考虑其他一些因素。 （1）运输费率 一般来说，一次订货的批量越大，单位运输成本就越低。在卡车运输和铁路运输中大批量装运存在运费折扣是很普遍的现象。于是，在其他条件都相同的情况下，企业希望以最为经济的运输批量来进行购买，此时的订货数量也许会大于用EOQ方法所确定的经济订货批量。,62,例4.2 某企业对某种产品的年度需求量=2400单位；每单位成本=5.00元 存货持有成本百分比=20；订货成本=19元 小批量装运的费率=1元/单位 大批量装运的费率=0.75元/单位 下面对比订货批量分别为300个480两种方案的成本进行比较：,63,（2）批量折扣 在批量折扣的情况下，企业按照与给定的数量有关的价格计算总成本，以确定相应的EOQ值。如果按照折扣数量订购所获得的成本降低足以弥补增加的库存成本时，那么数量折扣就是一个可行方案。 例4.3 某公司每年需采购某种产品732件。该产品的订货成本为45元，储存成本为每年15元，该产品的折扣策略如下表。,64,通过计算得出EOQ=66件 此时总成本为TC66=732*20+732/66*45+1/2*66*15=15634 比较 TC80=732*18+732/80*45+1/2*80*15=14188 TC100=732*17+732/100*45+1/2*100*15=13523 最佳订货量Q*=100,65,作业： A公司以单价10元每年购入某种产品8000 件。每次订货费用为30元，资金年利息率为12%，单位维持库存费按所库存货物价值的18%计算。若每次订货的提前期为2周，试求经济订货批量、最低年总成本、年订购次数和订货点。,66,三、多周期库存模型的订货时点 多周期库存模型的假设： 需求是随机的，服从一定的随机分布。 每次订货，需要支付一个固定的成本C0，再加上与订购数成比例的费用。 如果发出一个订单，供应商在经过一定提前期后到达，提前期可能是固定的也可能是随机的。 如果顾客订单到达时，手头无存货满足顾客需求，这笔订单就会失去。 规定一个必须的服务水平。服务水平是提前期中不出现缺货的概率。如，供应商希望确保提前期内至少能满足95%的顾客需求，则服务水平为95%。,67,1不确定条件下再订货点的确定 （1）需求不确定条件下的再订货点（ROP） ROP由两部分组成： 提前期内的平均库存水平，LTd 安全库存ss ROP=dLT+ZSdLT1/2,68,（2）提前期不确定条件下的再订货点 当提前期不确定时，定义平均提前期为T，提前期的标准差为sLT，此时的安全库存量为：ss=ZdsLT ，此时的再订货点为 ROP=dLT+ZdsLT,69,（3）需求和提前期不确定条件下的再订货点 可以通过将需求波动和提前期波动累加得出需求和提前期不确定条件下的合成标准差。,70,Combining Demand and Lead Time Uncertainty,Lead Time LT = 10 LT = 2.00,+,Demand DD = 5 DD = 2.54,Average LTD (Lead time demand) = LT * DD = 50,=,10-71,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,例5.5 某制造商销售一种零件，每天的平均需求为100件，订货提前期为4天 （1）设需求呈正态分布，且需求相互独立，需求的标准差为30件，当客户服务水平为99%时，其安全库存量为多少？再订货点是多少？ （2）若需求稳定，但是订货完成周期服从正态分布，并且其标准差为4天，当客户服务水平为99%时，该企业需要持有的安全库存量是多少，再订货点是多少？ （3）若需求服从标准差为30的正态分布，并且提前期也是变化的，提前期的标准差为4天，当客户服务水平为99%时，该企业需要持有的安全库存量是多少，再订货点是多少？,72,作业：定量订货策略下苏宁零售店苹果手机的安全库存问题,73,在苏宁的一家零售店里苹果手机一周的需求量呈正态分布,其均值为300,标准差为200。苹果公司要花两周的时间为苏宁提供定货。苏宁公司确定补给周期供给水平为95%，并且对库存情况进行连续监控。问：苏宁零售店应该保持手机的安全库存量是多少？再定货点应该是多少？,一、库存的ABC分类管理 ABC分类管理方法就是将库存物品按重要性程度分为特别重要的库存（A类库存），一般重要的库存（B类库存）和不重要的库存（C类库存）三个等级，然后针对不同的级别分别进行管理和控制。 将商品按其库存额从大到小进行排序，并算出总库存额； 计算累计库存额占总库存额的百分比； 按累计库存百分比划分A、B、C类。,74,75,76,ABC分类管理,Product Classification Analysis (ABC),Sample Integrated Strategy,Supply Chain Logistics Management,Chapter 11: Transportation Infrastructure and Regulation,Transportation Management,Discussion Topics Transportation Infrastructure Integrated Transportation Decisions,Supplier,Manufacturer,Customer,Inbound,Outbound,Product/Info Flows,Info/Return Goods Flows,Transportation Value Contribution,Freight Transportation Modes,Cost Structure Service Capabilities,Transportation Infrastructure,Transportation Modes,Rail Motor Air Water Pipeline Intermodal “Premium”,Basic Modes of Transportation,Fixed costs Var. costs Traffic composition Rail high low bulk food, mining, heavy mfg Motor low medium consumer goods, medium/light mfg Water medium low bulk food, mining, chemicals Air low high high-value goods, rush shipments Pipe high low petroleum, chemicals, mineral slurry,Relative Service Characteristics,Operating characteristics Rail Motor Water Air Pipe Speed 3 2 4 1 5 Availability 2 1 4 3 5 Dependability 3 2 4 5 1 Capability 2 3 1 4 5 Flexibility 3 1 4 2 5 Composite 13 9 17 15 21 1 = best, 5=worst,Intermodal,Rail,Air,Water,Truck,Transport Principles Economies of Scale,$/wgt.,Size of shipment,Transportation Cost Theory,Economy of Scale 1,Cost per unit,Volume,LTL,TL,15,000 lbs.,Transportation Cost Theory (cont.),Economy of Scale 2,Cost per unit,Density,LTL,TL,Transport Principles Economies of Distance,$/wgt.,Shipment Distance,“Tapering Principle”,Transportation Formats,Common carriers Contract carriers Private carriers Exempt carriers Non-operating intermediaries Freight forwarders Shippers Associations/Cooperatives and Agents Brokers,Changing Transportation Environment,Deregulation Time-based competition Expanding geographic coverage Information technology Intermodal,Mode,Carrier Class,Carrier,Discrete Steps,Traditional Mode/Carrier Selection,Integrated Mode/Class/Carrier Selection,Mode/Class/Carrier Integrated Decision,Customer service/ transit time requirements,Transportation cost constraints,Integrated transportation carrier database (all possible modes/ types/carriers with pricing),Market/product characteristics,Carrier Selection,Transportation Costs,Product related Density Stowability Ease/difficulty of handling Liability,Market related Competition level Location of markets Nature and extent of regulation Balance of freight traffic Seasonality of product movements Domestic vs. International,Pricing and Rate Negotiations,rate variance,Market related value,Maximum Rate,Minimum Rate,Product/service related cost,competition, market location, regulations, freight balance, seasonality, international,distance, density, stowability, handling, liability,Transportation Regulatory Environment - Economic,Objectives Consumer and market protection Industry stability Impose integrity on industry practices Types of economic regulation Entry Rates Services Exit,Transportation Regulatory Environment - Safety,Objectives Employee and public protection Environmental protection Types Equipment Environmental constraints Operator constraints Hazardous material,Supply Chain Logistics Management,Chapter 12: Transportation Management,Integrated Transportation Decisions,Supplier,Manufacturer,Customer,Inbound,Outbound,Decision Flow,Strategic,Operational,Macro,Micro,Decision Scope,Total network and lane design decisions,Dock level decisions,Lane operation decisions,Mode/carrier selection decisions,Rate negotiations,12-100,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,Network Freight Flows,(S=supplier, P=plant, W=warehouse, C=customer),S,S,S,S,P,P,P,P,W,W,W,C,C,C,C,C,C,C,C,C,C,C,C,C,C,C,C,C,C,S,C,C,C,12-101,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,Lane Operation Decisions,Analyze lane densities/frequencies to understand what opportunities emerge for: Inbound/outbound consolidation Vehicle consolidation Temporal consolidation Network consolidation Carrier consolidation,Example,12-103,McGraw-Hill/Irwin,Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.,North Carolina TL Van Freight Distribution,CARRIER WT (k#) %OF MARKET COTTON 4261.4 7.7 WARDS 3050.7 6.4 PIQUA 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 1.1 TOP TEN TOTAL 37.5% 29 CARRIERS REMAINING 62.5%,Carrier Consolidation,Transportation Costs,Product related Density Stowability Ease/difficulty of handling Liability,Market related Competition level Location of markets Nature and extent of regulation Balance of freight traffic Seasonality of product movements Domestic vs. International,Other Transportati