英文版物流与供应链管理ppt课件

1、Supply Chain Logistics ManagementChapter 1: Twenty-first Century Supply ChainsYanhong HouSUPPLIERNETWORKINTEGRATEDENTERPRISEDISTRIBUTIVENETWORKInformation, Product, Service, Financial and Knowledge FlowsMATERIALSCapacity, Information, Core Competencies, Capital and Human ResourcesRelationship Manage

2、mentProcurementManufacturingDistributionENDCONSUMERSGeneralized Supply Chain Model 1-2McGraw-Hill/IrwinSupply 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 wantsdetergent a

3、nd goes to JewelJewelSupermarketJewel or thirdparty DCP&G or othermanufacturerPlasticProducerChemicalmanufacturer(e.g. Oil Company)TennecoPackagingPaper ManufacturerTimberIndustryChemicalmanufacturer(e.g. Oil Company)Anticipatory Business ModelFORECASTBUYCOMPONENTSANDMATERIALSMANUFACTURERWAREHOUSESE

4、LLDELIVERBUYCOMPONENTSANDMATERIALSMANUFACTURERSELLDELIVERResponse-based Business ModelThe 21st Century Supply ChainManaging 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, oper

5、ations 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

6、 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 C

7、hain Logistics ManagementChapter 2: LogisticsSource: Robert V. Delaney, 11th Annual “State Of Logistics Report June 5, 20001980GDP $2.88 trillionLogistics Cost $451 billion15.7% of GDPTrans. Cost $214 billion2007GDP $13.84 trillionLogistics Cost $8billion10.1% of GDPTrans. Cost $857 billionLogistics

8、Transportation$ billion0100200300400500600700800900198019991000YearUnited States Logistics CostsIntegrated LogisticsOrderProcessingInventoryTransportationFacilityNetworkWarehousingMaterial HandlingPackagingLogistical IntegrationCustomersEnterpriseMarketDistributionManufacturingSupportProcurementSupp

9、liersInformation FlowInventory FlowMarket DistributionOperating ConcernsMarket 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

10、 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 strategical

11、ly desired customer service levels at the lowest total cost.Manufacturing Support Operating ConcernsManufacturing Support:Activities related to planning, scheduling, and supporting manufacturing operations. Requires master schedule planning and performing work-in-process storage, handling, transport

12、ation, 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.ProcurementOperating ConcernsProcure

13、ment: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 coor

14、dinate 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.Logist

15、ics Information RequirementsStrategicObjectivesCapacityConstraintsLogisticsRequirementsManufacturingRequirementsProcurementRequirementsOrderProcessingOrderAssignmentDistributionOperationsTransportationand ShippingProcurementInventoryDeploymentInventory ManagementPLANNING - COORDINATIONOPERATIONSFore

16、castingEcheloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterRetailerCustomerINFORMATION FLOWSEcheloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterReta

17、ilerCustomerSupport forDirect DeliveryINFORMATION FLOWSFlexible Echeloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterRetailerCustomerSupport forDirect DeliveryFlow ThroughService Supplier ArrangementsFlow ThroughService Suppl

18、ier ArrangementsINFORMATION FLOWSProcess View: Cycle View of SCsCustomer Order CycleReplenishment CycleManufacturing CycleProcurement CycleCustomerRetailerDistributorManufacturerSupplierinterfaceinterfaceinterfaceinterfaceLogistical Performance CyclesNodeTransportation LinksCommunicationLinksMateria

19、lSourceLead Supplier(Tier 1)ManufacturingPlantDistributorsCustomerPurchasingCycleManufacturingSupportCyclePhysicalDistributionCycleMaterialSourceMaterialSourceMaterialSourceManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlant WarehouseDistributionWarehouseCustomerManu

20、facturingPlantPlantWarehouseDistributionWarehouseCustomer123Multi-Echeloned Flexible NetworkCustomer Order Cycle At the customer/retailer interfaceIncludes all processes directly involved in receiving and filling the customers order:Customer arrivalCustomer order entryCustomer order fulfillmentCusto

21、mer order receivingBasic Market Distribution Performance-Cycle ActivitiesOrderProcessingOrderTransmissionCustomerOrderOrderSelectionOrderTransportationCustomerDeliveryReplenishment Cycle At the retailer /distributor interfaceIncludes all processes involved in replenishing retailer inventory:Retailer

22、 order triggerRetailer order entryRetailer order fulfillmentRetailer order receivingManufacturing Cycle At the distributor/manufacturer interfaceIncludes all processes involved in replenishing distributor (or retailer) inventory:Order arrival from distributor, retailer, or customerProduction schedul

23、ingManufacturing and shippingReceiving at the distributor, retailer, or customerProcurement Cycle At the manufacturer/supplier interfaceIncludes 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

24、 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 ActivitiesSourcingOrder Placementand ExpeditingReceivingTransportationSupplierPerformance-

25、Cycle UncertaintyOrderTransmissionTime Range - Days1/231CustomerDeliveryTime Range - Days1/231OrderTransportationTime Range - Days2104OrderSelectionTime Range - Days1202OrderProcessingTime Range - Days142Total Performance CycleTime Range - Days54010CustomerDelivery CycleSupply Chain Logistics Manage

26、mentChapter 3: Customer AccommodationService Outputs: The Value AddedDifferent supply chains provide different levels of service output to consumers/endusers:1. Spatial Convenience2. Lot size3. Waiting time4. Product variety (assortment width and depth)Strategic PerspectivesHigh level of Basic Servi

27、ce - The PlatformTargeted Value-Added SatisfactionGrowth through Customer SuccessSuccessSatisfactionBasic Service 3 Levels of Customer FocusAchieve internal standards (e.g., specified performance cycle of fill rate)Meet customer expectations (e.g., arrive on time with right product as measured by th

28、e 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) 3-32McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-H

29、ill Companies, Inc. All rights reserved.Basic Service ElementsAvailabilityFill ratesStockoutsOrders shipped completeOperational PerformanceSpeedConsistency FlexibilityRecoveryService Reliability* damage* mis-shipments* etc.Logistics Customer Service Mix“Perfect Order AchievementThe “Perfect Order De

30、finedComplete 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 3-34McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-H

31、ill Companies, Inc. All rights reserved.WHAT IS CUSTOMER SATISFACTION?SAT = F (Expectations, perceived performance)Perceived Performance - Expectations = 0, Satisfaction“Meet or Exceed Customer ExpectationsA GENERIC PROFILE OF EXPECTATIONS1. RELIABILITY2. RESPONSIVENESS3. COMPETENCE4. ACCESS5. COURT

32、ESY6. COMMUNICATION7. CREDIBILITY8. SECURITY9. TANGIBLES10. KNOWING THE CUSTOMERSATISFACTION AND QUALITY MODELWord of MouthCommunicationsRequirementsActualPerformanceManagement Perceptions ofExpectationsPerformanceStandardsPast ExperienceExpectationsPerceivedPerformanceExternal CommunicationsSELLERC

33、USTOMERGAP 6GAP 5GAP 4GAP 3GAP 2GAP 1 3-37McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Customer SatisfactionVery SatisfiedVery SatisfiedSatisfiedVery SatisfiedSatisfiedSatisfiedDi

34、ssatisfiedDissatisfiedDissatisfiedLOHIMEDHILOMEDExpectationPerformanceWHY CUSTOMER SATISFACTION IS NOT SUFFICIENTIt focuses on customers expectations - not their real requirementsConsiderable research suggests that “satisfied customers still are likely to defectThere is a tendency by companies to tr

35、eat all customers as being equal and identical 3-39McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Evolution of Management Thought PhilosophyFocusCustomer ServiceMeet Internal Standa

36、rdsCustomer SatisfactionMeet ExpectationsCustomer SuccessMeet Customer RequirementsNotice that the satisfaction model does not focus on requirementsMoving to Customer SuccessOurCustomersCustomerOurCustomerUsHow can we help our customers win?This is not our problem (WRONG)Well do whatever they tell u

37、s they wantDevelopment of Logistical Competency0510Gaining Cost-effectivenessMarketAccessMarketExtensionMarketCreationStage 1Stage 2Stage 3Stage 4ACHIEVING CUSTOMER SUCCESSNOT ALL CUSTOMERS HAVE THE SAME REQUIREMENTSUNDERSTAND YOUR CUSTOMERS REQUIREMENTSKNOW YOUR CUSTOMERS PROCESSESHOW CAN YOUR CAPA

38、BILITIES ENHANCE CUSTOMERS PERFORMANCE?NEW PERFORMANCE METRICSSupply Chain Logistics ManagementChapter 4: Inventory Management and Strategy4.1 Product Positioning Decision FactorsAccurate assessment of inventory valueAssignment of responsibility for inventory carrying costsOpportunity cost (15%)Taxe

39、s 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本钱降低和效力程度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展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。 46Provide for UncertaintyInventory ManagementManageWhere to stock?When to order?How much to order?ControlAccount

40、abilityAccuracy库存方案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按对库存的检查战略，可以分为延续检查战略和定期检查战略 3按照库存补给战略，可分为：延续性检查的固定订货量、固定订货点战略；延续性检查的固定订货点，最大库存战略；周期性检查的固定订货战略；周期性检查的最大库存战略。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按需求能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. 根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订购频率订购数量Q固定最大库存S订货点RR，QR，St固定t，Qt，S49 库存

41、方案战略组合 .一、定量订货库存管理系统 50 定量订货方式时间RQ库存程度LTLT.优点：每次订货之前都要详细检查和清点库存，检查能否降低到订货点，可以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种类数目少但占用资金大的A类库存 51.缺陷必需对一切存货的实物数量不断地加以核对和清点，从而添加了库存保管的维持本钱。该系统对各项存货的管理是分别进展的，该方式要求对每个种类单独进展订货作业，即不思索产品结合订货。这样会添加订货本钱和运输本钱。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一样，同属于固

42、定数量定货库存管理系统。特点：企业库存量笼统化，简便易行。缺陷：占用较多的仓库面积。双堆订货管理系统最适宜于廉价的、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库存管理方式为根底的库存管理系统，采用的库存方案战略为可以为t，S战略。 54TTQ2Q1Q1Q2库存程度S最大库存容量LTLT定期订货方式 .优点：订货间隔时间确定，多种货物可同时进展采购，可以降低订单处置本钱、运输本钱和获得供应商的价钱折扣；由于不需求经常进展库存清点，只是到了订货周期开场才检查库存量，大大减少了库存管理人员的任

43、务量，从而降低了库存管理费用。缺陷：由于不经常进展库存检查，和清点，对于企业存货的实践情况无法及时掌握，企业为了对应订货间隔期间内需求的忽然变动，往往库存程度较高。55.特征定量订货库存管理系统定期订货库存管理系统订货量固定（每次订货量相同）变化的，每次订货量都不同何时订购在库存降到再订货点时只在盘点期到来时库存记录每次出库都做记录只在盘点期记录库存大小较小较大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库存方案战略与t，S库存方案战略的结合，又称为非强迫性补

44、充供货系统。 该库存管理系统要求企业确定库存量的最高程度、再订货点和固定的盘存周期。企业的库存程度按照固定的时间间隔进展检查，假设在检查日库存余额高于预定的再订货点，便不订货；假设在检查日库存余额等于或低于再订货点时，便进展订货。订货量等于最高库存程度减去盘存时的库存程度。57.4.3 多周期库存模型订货量确实定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本钱C0。库存产品放在仓库中保管时会发生库存持有本钱，h是每单位产品存放单位时间的库存持有本钱。提早期,发出订单到收到

45、货物的时间为零初始库存量为零方案期无限长59T时间库存程度平均值 随时间变化的库存程度 .两次相邻补货之间的时间为一个周期。整个周期T内的库存本钱：60单位时间的总平均本钱为： 运用微积分对上式求导，可以得出使本钱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，库存持有本钱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，在实践运用中还必需思索其他一些要素。1运输费率 普通来说，一次订货的批量越大，单位运输本钱就越低。在卡车运输和铁路运

46、输中大批量装运存在运费折扣是很普遍的景象。于是，在其他条件都一样的情况下，企业希望以最为经济的运输批量来进展购买，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；每单位本钱=5.00元 存货持有本钱百分比=20；订货本钱=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480两种方案的本钱进展比较：方案1 Q=300（小批量运输）方案2 Q=480（大批量运输）存货持有成本150240订货成本15295运输成本24001800总成本27022135年度节约567元63.

47、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钱计算总本钱，以确定相应的EOQ值。假设按照折扣数量订购所获得的本钱降低足以弥补添加的库存本钱时，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。该产品的订货本钱为45元，储存本钱为每年15元，该产品的折扣战略如下表。订货范围单价（元/件）1-492250-792080-9918100以上1764.经过计算得出EOQ=66件此时总本钱为TC66=732*20+732/66*45+1/2*66*15=15634比较TC80=732*18+732/80*45+1/2*80*15=14188TC100=732*17

48、+732/100*45+1/2*100*15=23最正确订货量Q*=10065.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。假设每次订货的提早期为2周，试求经济订货批量、最低年总本钱、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，需求支付一个固定的本钱C0，再加上与订购数成比例的费用。假设发出一个订单，供应商在经过一定提早期后到达，提早期能够是固定的也能够是随机的。假设顾客订单到达时，手头无存货满足顾客需求，这笔订单就会失去

49、。规定一个必需的效力程度。效力程度是提早期中不出现缺货的概率。如，供应商希望确保提早期内至少能满足95%的顾客需求，那么效力程度为95%。67.1不确定条件下再订货点确实定1需求不确定条件下的再订货点ROP ROP由两部分组成：提早期内的平均库存程度，LTd平安库存ss ROP=dLT+ZSdLT1/268.2提早期不确定条件下的再订货点 当提早期不确定时，定义平均提早期为T，提早期的规范差为sLT，此时的平安库存量为：ss=ZdsLT ，此时的再订货点为 ROP=dLT+ZdsLT693需求和提早期不确定条件下的再订货点 可以经过将需求动摇和提早期动摇累加得出需求和提早期不确定条件下的合成规

50、范差。70Combining Demand and Lead Time UncertaintyLead TimeLT = 10LT = 2.00+DemandDD = 5DD = 2.54Average LTD (Lead time demand) = LT * DD = 50= 10-71McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All righ

51、ts reserved.例5.5 某制造商销售一种零件，每天的平均需求为100件，订货提早期为4天1设需求呈正态分布，且需求相互独立，需求的规范差为30件，当客户效力程度为99%时，其平安库存量为多少？再订货点是多少？2假设需求稳定，但是订货完成周期服从正态分布，并且其规范差为4天，当客户效力程度为99%时，该企业需求持有的平安库存量是多少，再订货点是多少？3假设需求服从规范差为30的正态分布，并且提早期也是变化的，提早期的规范差为4天，当客户效力程度为99%时，该企业需求持有的平安库存量是多少，再订货点是多少？72服务水平90%91%92%93%94%95%96%97%98%99%Z1.29

52、1.341.411.481.561.651.751.882.052.33.作业：定量订货战略下苏宁零售店苹果手机的平安库存问题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,规范差为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应程度为95%，并且对库存情况进展延续监控。问：苏宁零售店应该坚持手机的平安库存量是多少？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，普通重要的库存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展管理和控制。将商品按其库存额从大到小进

53、展排序，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。 7475A类 B类 C类1009080706050403020100 10 20 30 40 50 60 70 80 90 100ABC分类曲线图 级别项目ABC控制程度严格一般简单库存量计算依模型详细计算一般计算简单计算或不计算进出记录详细记录一般记录简单记录存货检查频度密集一般很低安全库存量低较大大量76 ABC分类管理 Product Classification Analysis (ABC)Sample Integrated StrategySupply Chain Logistics Man

54、agementChapter 11: Transportation Infrastructure and RegulationTransportation ManagementDiscussion TopicsTransportation InfrastructureIntegrated Transportation DecisionsSupplierManufacturerCustomerInboundOutboundProduct/Info FlowsInfo/Return Goods FlowsTransportation Value ContributionFreight Transp

55、ortation Modes Cost StructureService CapabilitiesTransportation InfrastructureTransportation ModesRailMotorAirWaterPipelineIntermodal“PremiumBasic Modes of Transportation Fixed costs Var. costsTraffic compositionRailhighlowbulk food, mining,heavy mfgMotorlowmediumconsumer goods,medium/light mfgWater

56、mediumlowbulk food, mining, chemicalsAirlowhighhigh-value goods,rush shipmentsPipehighlowpetroleum, chemicals,mineral slurryRelative Service CharacteristicsOperatingcharacteristicsRail Motor Water Air PipeSpeed 3 2 4 1 5Availability 2 1 4 3 5Dependability 3 2 4 5 1Capability 2 3 1 4 5Flexibility 3 1

57、 4 2 5Composite 13 9 1715 211 = best, 5=worstIntermodalRailAirWaterTruckTransport PrinciplesEconomies of Scale$/wgt.Size of shipmentTransportation Cost TheoryEconomy of Scale 1Cost per unitVolumeLTLTL15,000 lbs.Transportation Cost Theory (cont.)Economy of Scale 2Cost per unitDensityLTLTLTransport Pr

58、inciplesEconomies of Distance$/wgt.Shipment Distance“Tapering PrincipleTransportation FormatsCommon carriersContract carriersPrivate carriersExempt carriersNon-operating intermediariesFreight forwardersShippers Associations/Cooperatives and AgentsBrokersChanging Transportation EnvironmentDeregulatio

59、nTime-based competitionExpanding geographic coverageInformation technologyIntermodalMode Carrier Class CarrierDiscrete StepsTraditional Mode/Carrier SelectionIntegrated Mode/Class/Carrier SelectionMode/Class/Carrier Integrated DecisionCustomer service/ transit time requirementsTransportation cost co

60、nstraintsIntegrated transportation carrier database (all possible modes/ types/carriers with pricing)Market/product characteristicsCarrier SelectionTransportation CostsProduct relatedDensityStowabilityEase/difficulty of handlingLiabilityMarket relatedCompetition levelLocation of marketsNature and ex