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1、Good is good, but better carries it.精益求精,善益求善。供应链管理课后答案CHAPTERONEUnderstandingtheSupplyChainConsiderthepurchaseofacanofsodaataconveniencestore.Describethevariousstagesinthesupplychainandthedifferentflowsinvolved.Whenacustomerpurchasesacanofsodaataconveniencestore,hispurchaserepresentstheendofasupply
2、chainsdeliveryofanitemandthebeginningofinformationregardinghispurchaseflowingintheoppositedirection.Thesupplychainstagesincludecustomers,retailers,wholesalers/distributors,manufacturers,andcomponent/rawmaterialsuppliers.Acustomerspurchasemovesproducttowardsthecustomeranddollarsandinformationtowardst
3、heretailer.Theretailerplacesanorderfromthewholesaler/distributortoreplenishstock,therebymovinginformationbackupthesupplychainwhilemovingproductdownthesupplychain.Astheorderisfilled,theretailerwillmovedollarsbackupthesupplychain.Thewholesaler/distributortransmitsinformationanddollarstothemanufacturer
4、whoproducesproductandshipsitdownthesupplychaintothewholesaler.Finally(orinitially,dependingonyourperspective)themanufacturermovesorders(information)anddollarstowardssuppliersinexchangeformaterialflowintotheirproductionprocesses.WhyshouldafirmlikeDelltakeintoaccounttotalsupplychainprofitabilitywhenma
5、kingdecisions?Dellrealizesthattheirultimatesuccesslieswiththesuccessoftheirsupplychainanditsabilitytogeneratesupplychainsurplus.IfDellwastoviewsupplychainoperationsasazerosumgame,theywouldlosetheircompetitiveedgeastheirsuppliersbusinessesstruggled.Dellsprofitgainedattheexpenseoftheirsupplychainpartn
6、erswouldbeshortlived.Justasaphysicalchainisonlyasstrongasitsweakestlink,thesupplychaincanbesuccessfulonlyifallmemberscooperateandfocusonaglobaloptimumratherthanmanylocaloptima.WhataresomestrategicplanningandoperationaldecisionsthatmustbemadebyanapparelretailerlikeTheGap?AsTheGapplanssupplychainstrat
7、egyitmustfirstconsiderthemarketingfunctionspricingplansinordertostructureasupplychainconsonantwiththeseplans.Strategicconsiderationssuchasthecapacityofeachsupplierandassemblyoperations,sourcingdecisionsandhowlogisticsaretobehandledareallpartofthedesign.Thesupplychainmustalsosettleoncommunicationchan
8、nelsandfrequencies.Supplychainplanningtakesthestrategicdecisionsasagivenandseekstoexploitefficienciesinthechaintomaximizesupplychainsurplus.Theentirechainshouldcollaborateinforecastingandplanningproductionastoachieveaglobaloptimum.Theforecastsshouldtakeintoaccountplannedpromotionsandknownseasonalflu
9、ctuationsindemand.Theoperationaldecisiontaketheplansasagivenandmakeday-to-daydecisionstoprocesscustomerorders,allocateresourcestocertaincustomers,triggerordersfromsupplychainmembers,anddeliverproduct.Considerthesupplychaininvolvedwhenacustomerpurchasesabookatabookstore.Identifycyclesinthissupplychai
10、nandthelocationofthepush/pullboundary.Allsupplychainprocessescanbebrokendownintofourprocesscyclesthatconnectthefivestagesofthesupplychain;thecustomerordercycle,thereplenishmentcycle,themanufacturingcycle,andtheprocurementcycle.Thecustomerordercycleconnectsthecustomerwiththeretailer;thisconnectionism
11、adeasthebook,perhapsSupplyChainManagementbyChopraandMeindl,isselectedandpaidforbythecustomer.Thereplenishmentcycleconnectstheretailerandthedistributorandistriggeredbytheretailersneedtofilltheemptyshelfspacewithanothercopyofthistome.Themanufacturingcycleconnectsthedistributorandthemanufacturer.Asdema
12、ndforthebookisrealizedanddistributorsemptytheirwarehouses,theysignalthemanufacturertoprintanothermillioncopiestofilltheiremptywarehouses.Finally,theprocurementcycleconnectsthemanufacturerandthesupplier.Themanufacturerrequiresrawmaterialinputsofpaper,ink,etc.,tobegintheassemblyprocessforanotherbatcho
13、fSupplyChainManagement.Thepush/pullboundaryexistswheredemandswitchesfromreactive(pull)tospeculative(push)production.Formostbookstoresupplychainsthepush/pullboundaryisbetweenthecustomerordercycleandthereplenishmentcycle.Thecustomerorderpullsthebookfromthebookstoreshelfbuttheinitialproductionofthebook
14、wastriggeredbyabuildorderthatmovedmaterialsalongthesupplychaintotheretailoutlet.ConsiderthesupplychaininvolvedwhenacustomerordersabookfromAmazon.Identifythepush/pullboundaryandtwoprocesseseachinthepushandpullphases.InAmazonsoriginaloperationsdesignthepush/pullboundaryexistedbetwixttheretailer(Amazon
15、)andtheirdistributor.Amazonorderedproductfromthedistributorandthecustomerorderarrived.Today,Amazonhassixwarehouseswhereitstocksaninventoryofitemsitisconfidentthatwillsell.Inthisscenario,thepush/pullboundaryexistsbetweenthecustomerandtheretailer.Processesinthepullphasearetheorderfulfillment,shipping,
16、customerreturns,andcustomerbilling.Processesinthepushphaseareproduction,stockreplenishments,shipping,andpayment.InwhatwaydosupplychainflowsaffectthesuccessorfailureofafirmlikeAmazon?Listtwosupplychaindecisionsthathaveasignificantimpactonsupplychainprofitability.ThesuccessorfailureofacompanylikeAmazo
17、nisdecidedbytheeffectivefunctionofitssupplychain.Theflowofproductsfrompublisherstodistributorstocustomersmustberapidandreliableinordertosatisfycustomers.Theflowofinformationbackthroughthesupplychainallowsallmemberstocoordinateefforts.Theflowofmoneyallowsallsupplychainmemberstomaintainoperations.Supp
18、lychainprofitabilityisinfluencedbysourcing,promotion,andfulfillmentdecisions.CHAPTERTWOSupplyChainPerformance:AchievingStrategicFitandScopeHowwouldyoucharacterizethecompetitivestrategyofahigh-enddepartmentstorechainsuchasNordstrom?WhatarethekeycustomerneedsthatNordstromaimstofill?TheNordstromwebsite
19、statesthefollowing.Overtheyears,theNordstromfamilyofemployeesbuiltathrivingbusinessontheprinciplesofquality,value,selection,andservice.Today,Nordstromisoneofthenationsleadingfashionretailers,offeringawidevarietyofhigh-qualityapparel,shoes,andaccessoriesformen,women,andchildrenatstoresacrossthecountr
20、y.Weremaincommittedtothesimpleideaourcompanywasfoundedon,earningthetrustofourcustomersoneatatime.Nordstromfillscustomerneedsforhighqualityfashionmerchandiseandoutstandinglevelsofcustomerservice.PriceisnoobjectforthetypicalNordstromshopper.WherewouldyouplacethedemandfacedbyNordstromontheimplieddemand
21、uncertaintyspectrum?Why?Implieddemanduncertaintyisdemanduncertaintyduetotheportionofdemandthatthesupplychainistargeting,nottheentiredemand.Ahigh-enddepartmentstorechainsuchasNordstromfallsonthehighendoftheimplieddemanduncertaintyscale.ThefashionitemsthatNordstromstockshaveextremelyhighproductmargin,
22、highforecasterrorsandstockoutrates,andoncetheseasonisover,theseitemsaresoldatdeepdiscountsattheirNordstromRackoutletstores.WhatlevelofresponsivenesswouldbemostappropriateforNordstromssupplychain?Whatshouldthesupplychainbeabletodoparticularlywell?Supplychainresponsivenesstakesmanyforms,includingtheab
23、ilitytorespondtoawiderangeofquantities,meetshortleadtimes,handlealargevarietyofproducts,buildinnovativeproducts,meetahighservicelevel,andhandlesupplyuncertainty.TheNordstromsupplychainmustbehighlyresponsiveintheareasofhandlinghighlyinnovativefashionproducts,customerresponse,andservicelevel;theyareef
24、fectiveinsupplyingwell-heeledcustomerswithmerchandiseandtheirreturnpolicyislegendaryinthePacificNorthwest.HowcanNordstromexpandthescopeofthestrategicfitacrossthesupplychain?Scopeofstrategicfitreferstothefunctionswithinthefirmandstagesacrossthesupplychainthatdeviseanintegratedstrategywithasharedobjec
25、tive.Byadoptinganintercompanyinterfunctionalscopestrategy,Nordstromwillmaximizesupplychainsurplus.NordstromcanmoveinthisdirectionbyworkingwiththeirsuppliersasiftheyareactuallyownedbyNordstrom.Ratherthanviewingthesupplychainasazero-sumgameofinventorycostminimizationandprofitmaximization,Nordstrommust
26、recognizethatspreadingthewealthandoccasionallytakingonmoreinventorythanisoptimalforthemwillresultinimprovedcustomerservice.Theintercompanyinterfunctionalscopeofstrategicfitrequiresmoreeffortthantheotherapproachespresentedinthissection;Nordstrommustevaluateallaspectsoftheirsupplyweb.Reconsidertheprev
27、iousfourquestionsforothercompaniessuchasAmazon,asupermarketchain,andautomanufacturer,andadiscountretailersuchasWal-Mart.Amazonfocusesoncostandflexibilitybyprovidingbooks,musicandahostofotherhouseholdproductsatlowprices.Customersplaceordersonlineandexpecttoreceivepurchasesinanumberofdays.Customerorde
28、rsareprocessedatcentralwarehousesoraredropshippedfromsuppliersbymailorcommoncarrier.Forthemostpart,theimplieddemanduncertaintyforAmazonislowastheycastsuchawidenet.Amazonssupplychainmustberesponsiveintermsofflexibility;theyhandleanincrediblydiverserangeofproducts.Amazonssupplychainshouldbeabletoprovi
29、delowpriceswidevarietyandreasonabledeliveryschedulesforitscustomers.Ineverylinkofthesupplychain,Amazonmustfunctiononthecost-responsivenessefficientfrontierinordertosupportitscompetitivestrategy.Asupermarketchainfocusesoncostandquality,withsomespecialtychainsaddingflexibilitybycarryingabroaderrangeof
30、productsthatmaybetargetedtowardscustomersinterestedinorganicproductsorethniccuisine.Implieddemanduncertaintyforasupermarketchaintendstobelow;shoppersaretypicallyrepeatcustomersandhaveaconstantdemandlevel.Thesupermarketsupplychainmustberesponsivebyreceivingproducequicklytoensurefreshnessandhaveahighs
31、ervicelevel.Supermarketsupplychainstendtobewell-establishedandcanimprovestrategicfitbyemphasizingspeedtomaintainfreshness,henceperceivedquality.Automanufacturershaveextremelycomplicatedsupplychainsthatareincreasinglyfocusedonflexibilityandleanoperations.Implieddemanduncertaintyforautomanufacturersva
32、riesconsiderablybytargetmarketandmanufacturer.AutomotivesupplychainsamongthebigthreeintheUnitedStateshavemadegreatprogressinthelastdecadeandrecognizethattheymustberesponsivefromatimeandflexibilitystandpoint.Wal-Martssupplychainisobsessedwithcostandisfacilitatedbyalowimplieddemanduncertainty,theirimp
33、ressivelogisticssystemandtheirmanagementinformationsystems.TheirsupplychainisabletorespondquicklytofillawidevarietyofproductstokeepmerchandiseonWal-Martsshelves.Wal-Martslevelofcoordinationalongthesupplychainisexcellent;itwouldbedifficulttopointoutareaswheretrueintercompanyinterfunctionalscopeofstra
34、tegicfithasnotbeenachieved.Thesolesupplychaincriticismthatsurfacesisanoccasionalreportthatsuppliersfeelasifsupplychainsurplusisnotsharedequitably.GiveargumentstosupportthestatementthatWal-Marthasachievedverygoodstrategicfitbetweenitscompetitiveandsupplychainstrategies.Thebestargumenttosupportthestat
35、ementthatWal-Marthasachievedverygoodstrategicfitistheirsuccessasacompany.Competitiontodayissupplychainversussupplychain,notcompanyversuscompany,soacompanyspartnersinthesupplychainoftendeterminethecompanyssuccess.Wal-Martsstrategicfocusoncostisevidentintheircompetitive,productdevelopment,supplychain,
36、andmarketingstrategy.Theirmarketingstrategyofadvertisingeverydaylowpricesappealstoconsumersanddoesnotdisruptthesupplychainbycausingsurgesindemand.Visitingoneoftheirbigboxstoresrevealslow-pricedmerchandise,bothnationalandstorebrands,stackedfromfloortoceilingwithoutelaboratedisplaysordecoration.Wal-Ma
37、rtslogisticsandinformationsystemsarefamousforcoordinatingtheirentiresupplychainandallowingittomeetcustomerneedsatminimalcost.CHAPTERTHREESupplyChainDriversandMetricsHowcouldagrocerystoreuseinventorytoincreasetheresponsivenessofthecompanyssupplychain?Thelogisticaldriverofinventoryencompassesallrawmat
38、erials,workinprocess,andfinishedgoodswithinasupplychain.AgrocerystorecanbemoreresponsiveintheeyesofitscustomersifitoffersabroadervarietyofSKUsand/ormaintainsagreaterquantityofeachSKU.AgreaterquantityofeachSKUisproblematicforhighlyperishableitemslikeproduce,meat,fish,etc.Fortheseitems,agrocerystoresu
39、pplychainshouldbesetuptopermitfrequentorderssothatfreshnessisensuredandastockoutsituationwontexistforasignificantlengthoftime.Agrocerystoresupplychainshouldusehistoricaldemandpatternsforseasonalitemstorelievestressonallmembersandprovidecustomerswithproductduringpeakdemandperiods.Howcouldanautomanufa
40、cturerusetransportationtoincreasetheefficiencyofitssupplychain?Transportation,alogisticaldriver,entailsmovinginventoryfrompointtopointinthesupplychain.Thetrade-offintransportationisbetweenthecostoftransportationandthespeedatwhichproductistransported.Slowermodesoftransportationreducecost,butcouldbear
41、easonableapproachifsuppliersareco-locatedwiththeassemblyoperations.Ifthesupplychainisdesignedinsuchaway,andassemblyoperationsarelocatedwithproximitytomarkets,thenthesupplychaincanberuncheaplywithoutholdingtoomuchinventoryintransit.Howcouldbicyclemanufacturerincreaseresponsivenessthroughitsfacilities
42、?Facilities,anotherlogisticaldriver,aretheactualphysicallocationsinthesupplychainnetworkwhereproductisstored,assembled,orfabricated.Afacilitythatisdesignedtobeflexiblecanrespondquicklytomarketdemandsbyretoolingtoproducedifferentmodelsorproducts,whereasadedicatedfacilitycannot.Locatingafacilitycloset
43、othemarketwillincreaseresponsivenessatthecostofdecreasedeconomiesofscalethatmightbeachievedwithacentralizedlocation.Afacilitythatisundercapacitywillbelessresponsivethanafacilitythatisappropriatelysizedorhasexcesscapacity.Howcouldindustrialsuppliesdistributoruseinformationtoincreaseitsresponsiveness?
44、Informationisacross-functionaldriverandconsistsofdataandanalysisconcerningfacilities,inventory,transportation,costs,prices,andcustomersthroughoutthesupplychain.Informationservesasaconnectionamongallmembersofthesupplychainandoperateswithineachmembertofacilitateinternaloperations.Accurateinformationca
45、nimproveresponsivenessbyhelpinganindustrialsupplierbettermatchsupplyanddemand.Informationthatisgatheredfartherdownthesupplychaincanbetransmittedinstantaneouslyandaccuratelytothesuppliesdistributor.InsteadofwaitingforahumantocallorFAXanorder,thedistributorcanreplenishinventorytothenecessarylevelsorpr
46、ovidewhatisneededtofilltheorderasitisrealized.Motorolahasgonefrommanufacturingallitscellphonesin-housetoalmostcompletelyoutsourcingthemanufacturing.Whataretheprosandconsofthetwoapproaches?Sourcingisthesetofbusinessprocessesrequiredtopurchasefoodsandservices.Thesedecisionsarecrucialbecausetheyaffectt
47、helevelofefficiencyandresponsivenessthatMotorolacanachieve.TheMotorolaproductionsystemfortheirlineofpagerswashailedasabreakthroughinmasscustomization,soitwassomewhatsurprisingwhenMotorolaoutsourcedcellphones.Sourcingdecisionsshouldbemadebasedonthetotalsupplychainsurplus;ifathirdpartycanhelpthechaina
48、chievegreatersurplus,thenthefunctionisaprimecandidateforoutsourcing.Motorolawaswillingtogiveupsomecontrolandpossiblysomeofitsdesigntalentandassemblyexpertisebecauseitfeltthatthesuppliercouldprovideproductofanappropriatelevelofqualitywiththeresponsivenessnecessary.Productsandservicesthatareoutsourced
49、arerarelybroughtbackin-houseandshouldneverbetiedtoocloselytotheoutsourcingpartyscorecompetency.HowcanahomedeliverycompanylikePeapodusepricingofitsdeliveryservicestoimproveitsprofitability?Pricingistheprocessbywhichafirmdecideshowmuchtochargecustomersforitsgoodsandservices.Pricingaffectsthecustomerse
50、gmentsthatchoosetobuytheproductaswellasthecustomersexpectations.Peapodcanuseeverydaylowpricingofitsproductstoensurestabilityinthesupplychain,butcaninfluencedemandbyvaryingthedeliverycharges.Forexample,byestablishingaminimumorderamountof$50andcharging$10todeliveranorderunder$75,Peapodprovidesanincent
51、iveforacustomertopileonadditionalitemstosaveonperunitshipping.Anorderover$100incursadeliveryfeeof$7,whichisthelowestdeliverychargeforaresidentialcustomer.Peapodalsovariesdeliverychargesbytimeofday;eveningdeliverytimesonweekdaysandmorningdeliveriesonSundaywithinnarrowwindowscostanextradollar,widerdel
52、iverywindowsare$1less.ThedeliverylatitudeallowsPeapodsdeliverydriverstoschedulemoreefficientlytherebyincreasingprofitability.Howhasglobalizationmadestrategicfitevenmoreimportanttoacompanyssuccess?Thekeytoachievingstrategicfitisacompanysabilitytofindabalancebetweenresponsivenessandefficiencythatbestm
53、atchestheneedsofitstargetmarket.Supplychainstodayaremorelikelythanevertobeglobal,whichincreasesthedifficultyofcoordinationbutopensupamuchbroaderselectionofpotentialsupplychainmembers.Thisglobalizationalsoresultsinincreasedcompetitionfromothersupplychainsthatwerenotaconcernadecadeago.Thisincreasedcom
54、petitionamongsupplychainsbenefitsconsumers,butincreasesthepressureoneachsupplychaintocarefullyselectmembersthatbestfittheoverallstrategy.Whataresomeindustriesinwhichproductshaveproliferatedandlifecycleshaveshortened?Howhavethesupplychainsintheseindustriesadapted?Theauthorscitetheexampleofrunningshoe
55、sincreasingfromfivestylesintheearly70stoalmost300bythelate90s.Otherproductsthathaveseenanexplosioninvarietyincludepersonalelectronics,beverages,snackandpreparedfoods,entertainment,tires,andpersonalservices.Supplychainshaveleveragedinformationsystems,recognizedtheneedtocollaborateonproductandprocessd
56、esign,andsupplychainexecution.Thesupplychainstancehasshiftedtowardsapartnershiporientationfromafocusonpricenegotiations.Howcanthefullsetoflogisticalandcross-functionaldriversbeusedtocreatestrategicfitforaPCmanufacturertargetingbothtimesensitiveandpriceconsciouscustomers?Thelogisticaldrivers,faciliti
57、es,inventory,andtransportation,andthecross-functionaldrivers,information,sourcing,andpricing,mustbeusedinconcerttoachievetheappropriatebalanceofefficiencyandresponsivenessforthesupplychaintobesuccessful.APCmanufacturerthatwantstodeliverproductbothquicklyandefficientlycanmakecostandtimetrade-offsamon
58、gthesedriverstoachievetheirgoals.Thesetradeoffsacrossdriversaffordmoreflexibilitybutrequireconstantvigilanceasthetrade-offswithineachdriverchange.Inaddition,somedriversmaybealteredmoreeasily,e.g.,orderquantityandtransportationmedia,thanotherdrivers,e.g.,locationandsourcing.Thetrade-offswithineachdri
59、veraresummarizedinthetable:DriverMoreResponsiveMoreEfficientFacilitiesMultiplePlantsFlexiblePlantsSinglePlantDedicatedPlantInventoryHigherInventoryLowerInventoryTransportationHigherSpeedLowerSpeedInformationAccurateRealTimeTransmissionLessAccurateBatchedTransmissionSourcingResponsivesupplierEfficien
60、tsupplierPricingDifferentialPricingEverydayLowPricingCHAPTERFOURDesigningDistributionNetworksandApplicationstoOnlineSalesWhatdifferencesintheretailenvironmentmayjustifythefactthatthefast-movingconsumergoodssupplychaininIndiahasfarmoredistributorsthanintheUnitedStates?Indiaisalandofshopkeepersselling
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