采购和供应决策概述课件

采购和供应决策Chapter10CR(2004)PrenticeHall,Inc.协调商品与服务在供应链上各个实体机构之间的流动是供应链管理的一个主要课题。人们需要考虑的问题往往包括，决定要运输产品的数量、何时运输、如何运输以及从哪里获得这些产品等。1采购和供应决策Chapter10CR(2004)Pre产品计划三角形ProductinthePlanningTriangleCR(2004)PrenticeHall,Inc.PLANNINGORGANIZINGCONTROLLINGTransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Oc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupplyschedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•Thenetworkplanningprocess计划组织控制TransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Oc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupplyschedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•Thenetworkplanningprocess库存战略预测客户服务目标采购和供应时间决策存储基础知识存储决策产品物流服务订单管理和信息系统库存决策运输战略运输基础知识运输决策选址战略选址决策网络规划流程2产品计划三角形CR(2004)PrenticeHallCR(2004)PrenticeHall,Inc.PurchasinginInventoryStrategyPLANNINGORGANIZINGCONTROLLINGTransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Oc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupplyschedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•ThenetworkplanningprocessPLANNINGORGANIZINGCONTROLLINGTransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Oc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupply

schedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•Thenetworkplanningprocess3CR(2004)PrenticeHall,Inc.PCR(2004)PrenticeHall,Inc.10.1供应渠道中的协调10-3供应渠道中，运作、营销、采购和所有其他活动之间的充分协调是及其重要的。这些经营活动之间的相互关联常常使得针对单独一项活动进行优化的努力可能对其他的一项或几项活动造成损害。忽视这种悖反现象就会对公司运作带来负面影响。CR(2004)PrenticeHall,Inc.14CR(2004)PrenticeHall,Inc.10.2供应计划10-3第一种方法是按照需要时间随时供应，不断调整供给时间使得物料的供给与生产的需求步调一致。其中，物料需求计划即处理计划安排的一种常用方法。第二种方法是持有库存来满足生产需求，利用补货规则来维持库存水平，这些规则决定了物料在供应渠道中流动的具体时间与数量。CR(2004)PrenticeHall,Inc.15CR(2004)PrenticeHall,Inc.典型的调度图预测订单建立进度库存短缺发布采购订单对供应商产品发布材料账单Thepoint:Supplyistoinventoryortorequirements10-3CR(2004)PrenticeHall,Inc.典6CR(2004)PrenticeHall,Inc.ATypicalSchedulingDiagramForecastOrdersBuildscheduleInventoryShortagesPurchaseorderreleasesTovendorsProductionreleaseBillofmaterialsThepoint:Supplyistoinventoryortorequirements10-3CR(2004)PrenticeHall,Inc.A7CR(2004)PrenticeHall,Inc.SupplytoRequirements调度方法适时供应计划看板KANBAN需求计划Just-in-time一种整个供应渠道对生产/客户需求同步反应的理念。8CR(2004)PrenticeHall,Inc.SCR(2004)PrenticeHall,Inc.按需供应调度方法Just-in-timeconceptRequirementsplanningKANBANJust-in-timeAphilosophyofschedulingwheretheentiresupplychannelissynchronizedtorespond,inasshortatimeaspossible,totherequirementsofoperations.9CR(2004)PrenticeHall,Inc.按CR(2004)PrenticeHall,Inc.10.2.1适时供应计划一种整个供应渠道对生产/客户需求同步反应的理念。适时供应计划的特点与少数供应商和运输承运人保持密切关系；信息在供应商与买方之间实现共享频繁进行小规模的生产、采购、运输，从而把库存降到最低水平消除整个供应渠道中所有可能出现的不确定性高质量的目标10CR(2004)PrenticeHall,Inc.110.2.2看板KANBAN定义：看板/适时管理系统利用库存控制中的再订货点方法来确定标准生产/采购量，系统的生产启动成本相当低，提前期也很短。特点：与为利用规模经济而建立的进度计划相比较，这种经常重复主生产进度计划重点产品样式，及就产品样式A和B而言，能够实现规模经济、节约生产启动成本的生产进度计划可能是：AAAAAABBBBBBAAAAAABBBBBB然而，看板的生产进度计划则可能是ABABABABABABABABABABABABCR(2004)PrenticeHall,Inc.1110.2.2看板KANBAN定义：看板/适时管理系统利用库存CR(2004)PrenticeHall,Inc.看板特点由于提前期很短，其可预测性大大提高由于生产启动成本和采购成本保持在较低水平，所以订货量很小。使用的供货商数量不多，相应地，公司对供货商期望很高。制造商与供货商之间建立起高度协作关系，以保证获得满意的产品，满意的物流绩效水平经典的再订货点库存控制是用来确定再订货点数量和时机。12CR(2004)PrenticeHall,Inc.看CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryInventoryAliability.Everyeffortmustbeexpendedtodoawaywithit.Anasset.Itprotectsagainstforecasterrors,machineproblems,latevendordeliveries.Moreinventoryis"safer."LotSizesSizeforimmediateneedsonly.Aminimumreplenishmentquantityisdesiredforbothmanufacturedandpurchasedgoods.Formulasareused.Optimumlotsizesfrequentlyrevisedbasedonthetradeoffbetweenthecostofinventoriesandthecostofsetup.10-23CR(2004)PrenticeHall,Inc.K13CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITschedulingSupplytoInventorySetUpsMaketheminsignificant.Thisrequireseitherextremelyrapidchangeovertominimizetheimpactonoperations,ortheavailabilityofextramachinesalreadysetup.Fastchangeoverpermitssmalllotsizestobepractical,andallowsawidevarietyofpartstobemadefrequently.Lowpriority.Maximumoutputistheusualgoal.Rarelydoessimilarthoughtandeffortgointoachievingquickchangeover.QueuesEliminatethem.Whenproblemsoccur,identifythecausesandcorrectthem.Thecorrectionprocessisaidedwhenqueuesaresmall.Ifthequeuesaresmall,itsurfacestheneedtoidentifyandfixthecause.Necessaryinvestment.Queuespermitsucceedingoperationstocontinueintheeventofaproblemwiththefeedingoperation.Also,byprovidingaselectionofjobs,thefactorymanagementhasagreateropportunitytomatchupvaryingoperatorskillsandmachinecapabilities,combineset-upsandthuscontributetotheefficiencyoftheoperation.10-24CR(2004)PrenticeHall,Inc.K14CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryVendorsCo-workers.They'repartoftheteam.Multipledeliveriesforallactiveitemsareexpecteddaily.Thevendortakescareoftheneedsofthecustomer,andthecustomertreatsthevendorasanextensionofhisfactory.Adversaries.Multiplesourcesaretherule,andit'stypicaltoplaythemagainsteachother.QualityZerodefects.Ifqualityisnot100%,productionisinjeopardy.Toleratesomescrap.Scrapistrackedandformulasaredevelopedforpredictingit.Equipmentmainten-anceConstantandeffective.Machinebreakdownsmustbeminimal.Asrequired.Butnotcriticalbecauseofqueuesavailable.LeadtimesKeepthemshort.Thissimplifiesthejobofmarketing,purchasing,andmanufacturingasitreducestheneedforexpediting.Thelongerthebetter.Mostforemenandpurchasingagentswantmoreleadtime,notless.10-25CR(2004)PrenticeHall,Inc.K15CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryWorkersManagementbyconsensus.Changesarenotmadeuntilconsensusisreached,whetherornotabitofarmtwistingisinvolved.Thevitalingredientof"ownership"isachieved.Managementbyedict.Newsystemsareinstalledinspiteoftheworkers.Theconcentrationisonmeasurementstodeterminewhetherornotthey'redoingit.10-26CR(2004)PrenticeHall,Inc.K1610.2.3需求计划Requirementsplanning理论基础：如果知道最终产品的需求数量和需要时间，就不需要保有零配件、原材料和供给库存，就可以通过提前订购来消除对库存的需求，随时满足最终产品的生产需要。精确安排物料运送时间以满足生产需求正是实施物料需求计划的基本原则。CR(2004)PrenticeHall,Inc.10-610.2.3需求计划Requirementsplannin17SupplytoRequirements(Cont’d)TimeTimeOrderpointOrderpointLevelLevel00ProductionorderreleaseOrderplacement(a)Fieldinventory(Finishedproductinwarehouse)(b)Factoryinventory(Finishedproductatplant)WhydemandbecomeslumpyCR(2004)PrenticeHall,Inc.10-7SupplytoRequirements(Cont’d18CR(2004)PrenticeHall,Inc.SupplytoRequirements(Cont’d)TimeOrderpointLevel0Purchaseorderrelease(c)Componentinventory(Supplystocksatplant)19CR(2004)PrenticeHall,Inc.SCR(2004)PrenticeHall,Inc.10.2.4物料需求计划的运作机制编制供应计划的一种规范的制度性方法，通过提前订货消除对供应库存的需求，协调采购时间或生产时间安排来满足阶段性运作要求。MRP也可以指阶段性补货计划20CR(2004)PrenticeHall,Inc.1MRPSchedulingExampleThemasterscheduleforaparticularpartoverthenext8weeksshowsrequirementsof:123456781505003503001000800700500Theaveragelead-timetoreceivethesepartsfromavendoris2weeks.Apreviousorderfor800unitshasbeenplacedwiththevendorandwillarrivebyweek2.Aninventoryof200unitsiscurrentlyonhand.Lot-for-lotschedulingPurchaseordersarematchedonaone-for-onebasiswithrequirements.CR(2004)PrenticeHall,Inc.21MRPSchedulingExample123456781MRPExample(Cont’d)

Week12345678Require-ments1505003503001000800700500Scheduledreceipts8003001000800700500Quantityonhand20050350000000Purchasereleases3001000800700500Lot-for-lotscheduling(Cont’d)CR(2004)PrenticeHall,Inc.10-11MRPExample(Cont’d)22CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)PurchaseorderminimumsVendorscansetorderminimumquantitiestoavoidthehighcostofhandlingsmallorders.Thiswillusuallyforcesomeinventoryintothesystem.PartperiodcostbalancingTheeconomicallybestorderquantitiescanbesetbybalancingthecostofprocessinganorderwiththecostofcarryingtheinventoryassociatedwithorderingmorethanwhatisimmediatelyneeded.Supposeitcosts$120toprocessanddelivereachorder.Inventorycarryingcostsare25%peryear,or$0.07perunitperweekonpartsvaluedat$15.10-12CR(2004)PrenticeHall,Inc.M23Ordermin.qty.MRPExample(Cont’d)

Week12345678Require-ments1505003503001000800700500Scheduledreceipts800300800800700500Quantityonhand2005035002000000Purchasereleases500800800700500OrderminimumsSupposethevendorhasanorderminimumof500units.CR(2004)PrenticeHall,Inc.10-13Ordermin.qty.MRPExample(Co24CR(2004)PrenticeHall,Inc.Part-PeriodExample(Cont’d)Anorderistobereleasedforaquantitytojustmeetrequirementsorforaquantitythatwillmeetseveralweeks’requirements.Findtheaverageinventorycostsforordering1week’srequirements,2weeks’requirements,etc.Theorderquantityistheonethatbestmatchestheorderprocessingcost.MethodFindtheaverageinventoryineachweek.Averageinventoryisbeginninginventoryendinginventory/2,wherebeginninginventoryisscheduledreceiptsquantityonhand.Endinginventoryisbeginninginventory–requirements.Therefore,25CR(2004)PrenticeHall,Inc.PCR(2004)PrenticeHall,Inc.Part-PeriodExample(Cont’d)SincethecarryingcostofQ=1,300bestmatchestheprocess/ordercostof$120,thenitisbesttoorder2weeksahead.After2weeks,computeforanewquantity.Closestto$120processcost10-15CR(2004)PrenticeHall,Inc.P26MRPExample(Cont’d)SafetystockUncertaintiesinthemasterscheduleandintheleadtimesaresometimeshandledbyrequiringaminimumquantityonhandtobemaintained.Supposeasafetystockof100unitsistobemaintainedwitha500-unitorder-sizeminimum.

Week12345678Require-ments1505003503001000800700500Scheduledreceipts800500900800700500Quantityonhand20050350500200100100100100Purchasereleases50090080070050010-16MRPExample(Cont’d)Safetysto27CR(2004)PrenticeHall,Inc.MRPExample(Cont’d)Settingthelead-timeSupposethereisacostofdelayingproductionwhenthepartsdonotarriveontime.Acarryingcostof$5perunitperdayisincurred(costisdifferentfrompreviousillustrationforcontrast).Lead-timeaverages14days(2weeks)withastandarddeviationof3daysandisnormallydistributed.Whatistheproperlead-timetoreleaseorders?WearelookingforT*ontheleadtimedistribution.First,wefindtheprobabilityofdelayingproductionfrom28CR(2004)PrenticeHall,Inc.MCR(2004)PrenticeHall,Inc.MRPExample(Cont’d)wherePc=costofhavingmaterialsaftertheyareneeded ($/unit/day)Cc=costofhavingmaterialsbeforetheyareneeded ($/unit/day)Fromanormaldistributiontable,thisisapointof2.33standarddeviationsfromtheaverageleadtime,orz=2.33.Then,29CR(2004)PrenticeHall,Inc.MCR(2004)PrenticeHall,Inc.MRPExample(Cont’d)where

T*=orderreleasetime

LT=averagelead-time

sLT=standarddeviationoflead-time(days)

z=numberofstandarddeviationsbetweenLT andT*Hence,

T*

=14+2.33(3)=21daysLead-timeshouldbeconsidered3weeksinsteadof2weeks.Thiswillforcesomeinventoryintothesystem.30CR(2004)PrenticeHall,Inc.MCR(2004)PrenticeHall,Inc.MRPExample(Cont’d)PLT=14sLT=3T*Leadtimedistributionwithorderreleasepoint31CR(2004)PrenticeHall,Inc.M供应链动力学牛鞭效应SupplyChainDynamics“BullwhipEffect”TimeSupplychannelCustomerCustomerFirmAFirmBFirmCFirmCFirmADemandDemandonupstreamfirmsvariesgreatlywithsmallchangesindownstreamdemandCR(2004)PrenticeHall,Inc.10-27供应链动力学牛鞭效应SupplyChainDynami32CR(2004)PrenticeHall,Inc.牛鞭效应ReasonsfortheeffectInternal需求转移Demandshifts产品/服务变更Product/service changes迟延交货Latedeliveries不完全装运IncompleteshipmentsExternal供应短缺Supplyshortages工程变更Engineeringchanges新产品/服务引入Newproduct/service introductions产品/服务促销Product/servicepromotions信息错误Informationerrors补救措施RemediesCentralizedemandforecastingImproveforecastingaccuracyReducelead-timeuncertaintiesthroughoutthechannelSmoothresponsetochange10-28CR(2004)PrenticeHall,Inc.牛33CR(2004)PrenticeHall,Inc.牛鞭效应补救措施Remedies集中需求预测Centralizedemandforecasting提高预测精度Improveforecastingaccuracy减少整个渠道的不确定性Reducelead-timeuncertaintiesthroughoutthechannel平滑变化的反应Smoothresponsetochange10-28CR(2004)PrenticeHall,Inc.牛34CR(2004)PrenticeHall,Inc.供应商管理库存供应商通常在客户位置处拥有库存供应商可以通过适当的任何方式管理库存并且能够计划运输规模和交付的经常性买方向供应商提供销售信息买方在商品交付时付款买方确定库存可得性水平35CR(2004)PrenticeHall,Inc.供CR(2004)PrenticeHall,Inc.VendorManagedInventoryThesupplierusuallyownstheinventoryatthe customer’slocationThesuppliermanagestheinventorybyanymeans appropriateandplansshipmentsizesanddelivery frequencyThebuyerprovidespointofsaleinformationtothe supplierThebuyerpaysforthemerchandiseatthetimeofsaleThebuyerdictatesthelevelofstockavailability required36CR(2004)PrenticeHall,Inc.V10.3采购Whatispurchasing?（采购）主要是购买行为Primarilyabuyingactivity整体物料管理和物流整合的决策领域Adecisionareatobeintegratedwithoverall materialsmanagementandlogistics有时，是企业战略优势领域Attimes,anareatobeusedtothefirm’sstrategic advantageMission

确保在正确的时间、以正确的价格、正确的地点、正确的数量和质量通过生产、分销和服务组织所需要的产品、原材料和服务Securingtheproducts,rawmaterials,andservicesneededbyproduction,distribution,andserviceorganizationsattherighttime,therightprice,therightplace,therightquality,andintherightquantity.CR(2004)PrenticeHall,Inc.3710.3采购Whatispurchasing?（采购）采购相关的活动选择、考核供应商评定供应商的业绩洽谈合同比较价格、质量和服务水平寻找产品与服务的供应来源制定采购活动时间安排确定销售条件评价所购买的产品、服务价值如果质量控制部门不负责检测购进物品的质量，则由采购部门负责预测价格与服务、有时还要预测需求的变动确定具体的收货方式38采购相关的活动选择、考核供应商评价所购买的产品、服务价值38Purchasing(Cont’d)Whatispurchased?（购买）价格Price货物成本Costofgoods销售条件Termsofsale折扣Discounts质量Quality符合规范Meetingspecifications符合质量标准Conformancetoqualitystandards服务Service准时无损交货，完成订单准确率，产品可得性On-timeanddamage-freedelivery,order-filling accuracy,productavailability产品支持ProductsupportCR(2004)PrenticeHall,Inc.39Purchasing(Cont’d)Whatispur10.3.1采购的重要性Importanceofpurchasingmanagement占销售价值的40%-60%Decisionsimpacton40to60%ofsalesdollar决策是高度杠杆DecisionsarehighlyleveragedActivitiesofpurchasingSelectsandqualifies suppliersRatessupplierperformanceNegotiatescontractsComparesprice,quality,and serviceSourcesgoodsTimespurchasesSetstermsofsaleEvaluatesthevalue receivedMeasuresinboundqualityif notaresponsibilityof qualitycontrolPredictsprice,service,and sometimesdemand changesSpecifiesforminwhich goodsaretobereceivedCR(2004)PrenticeHall,Inc.10-3210.3.1采购的重要性Importanceofpur40ImportanceofPurchasingLeverageprinciplecosts当前值Current销售额Sales+17%价格Price+5%劳务费和工资LaborandSalaries-50%一般管理费用Overhead-20%采购Purchases-8%Sales$100$117$105$100$100$100Purchasedgoodsandservices607060606055Laborandsalaries10121051010Overhead252525252525Profit$5$10$10$10$10$10Acompanywith$100millioninsaleswishestodoubleprofits.Howtodoit?Conclusion

ReducingpurchasepricesrequirestheleastchangeCR(2004)PrenticeHall,Inc.10-33ImportanceofPurchasingLevera41ImportanceofPurchasingLeverageprinciplereturnonassetsSales$10millionTotalcosta$9.5millionProfit$500,000Sales$10millionDividedbyProfitmargin5%LessSales$10millionReturnonassets10%Investmentturnover2timesTotalassets$5millionDividedbyInventoryc$2millionMultipliedby(9.25million)b($750,000)(7.5%)(15.3%)(2.04)($4.9million)($1.9million)aPurchasesare50%oftotalsales.bFiguresinparenthesesassumea5%reductioninpurchaseprices.cInventoryis40%oftotalassets.A5%reductioninpurchasepricecanleadtoa15%increaseinreturnonassetsCR(2004)PrenticeHall,Inc.10-34ImportanceofPurchasingLevera42选择供应商SupplierSelection选择标准Criteriaforselectingsuppliers过去或者预期关系Pastoranticipatedrelations诚实度Honesty财务可行性Financialviability互惠Reciprocity活动度量Measuredperformance价格Price对变化或要求的响应度Responsivenesstochangeorrequests准时交货On-timedelivery产品或者服务备份Productorservicebackup符合质量目标MeetingqualitygoalsCR(2004)PrenticeHall,Inc.43选择供应商SupplierSelection选择标准CriSupplierSelection(Cont’d)SinglevendorsAllowsforeconomiesofscaleConsistentwiththejust-in-timephilosophyBuildsloyaltyandtrustMaybeonlysourceforuniqueproductorserviceMultiplevendorsEncouragespricecompetitionDiffusesriskMaydisturbsupplierrelations,reduceloyalty,reduce responsiveness,andcausevariationsinproduct qualityandserviceCR(2004)PrenticeHall,Inc.44SupplierSelection(Cont’d)SinSupplierSelection(Cont’d)Findingsuppliers私人交往Personalcontacts贸易出版物Tradepublications网站、目录Websites,catalogs,anddirectories广告推销Advertisementsandsolicitations合格供应商Qualifyingsuppliers以往经验和正式评价计划PreviousexperiencesandformalratingschemesWordofmouth样品Samplesofproduct声誉Reputation现场参观或者演示SitevisitsanddemonstrationsCR(2004)PrenticeHall,Inc.45SupplierSelection(Cont’d)FinSupplierSelection(Cont’d)Criteriaforselectingsuppliers(Cont’d)操作兼容性Operationalcompatibility信息兼容性Informationalcompatibility物理兼容性Physicalcompatibility伦理道德问题Ethicalandmoralissues少数供应商Minorityvendors最低价格招标Lowestpricebidding爱国采购Patrioticpurchasing公开招标但是有提前选择的供应商Openbiddingbutapre-selectedvendorCR(2004)PrenticeHall,Inc.46SupplierSelection(Cont’d)CriCR(2004)PrenticeHall,Inc.供应商评价SupplierRatingExampleofweightedchecklistmethodforsupplierevaluationScoringactualperformanceComparetobestscoreof100andtoscoresforothersuppliers.WeightFactorFormula50%Quality100%-%rejects25%Service100%-7%foreachfailure25%PriceLowestpriceoffered

PriceactuallypaidFactorWeightPerformanceEvaluationQuality505%rejects50x(1-.05)=47.50Service253failures25x[1-(.07x3)]=19.75Price25$10025x($90/$100)=22.50

Overall

89.7510-39CR(2004)PrenticeHall,Inc.供47AllocationtoSuppliersAllocationmethodsCompanypolicyconsideringrisk,fairness,ethics,etc.DefinitivemethodsExampleofadefinitivemethodTheAcmeCompanyhasreceivedquotesforacomponent(X-16)thatispartofalargerassembly(industrialmotors).Thepricesareasfollows:SupplierShippinglocationFOBpricePhiladelphiaToolPhiladelphia$100eaHoustonTool&DieHouston101Chicago-ArgoStLouis99LAToolWorksLosAngeles96CR(2004)PrenticeHall,Inc.10-40AllocationtoSuppliersAllocat48CR(2004)PrenticeHall,Inc.Allocation(Cont’d)Thecompanyhas3plantstobesuppliedatCleveland,Atlanta,KansasCity.Thetransportationrates,plantrequirements(cwt.),andavailablesupplylimits(cwt.)are:ShippingKansasAvail-pointClevelandAtlantaCityabilityPhiladelphia

2

3

5

5,000Houston

6

4

315,000StLouis

3

3

1

4,000LosAngeles

8

9

715,000Requirements4,0002,0007,000Eachpartweighs100lb.(1cwt.)andratesarein$/cwt.10-41CR(2004)PrenticeHall,Inc.A49CR(2004)PrenticeHall,Inc.Allocation(Cont’d)Purchasecosts13,000x96=$1,248,000TransporttoCLE4,000x8=32,000TransporttoATL2,000x9=18,000TransporttoKC7,000x7=49,000Total$1,347,000Currentpurchase:Buyfromsupplierwithlowestprice.Thus,allpurchasesfromLAToolforatotalcostof:Isbuyingbasedonlowestpriceagoodstrategy?10-42CR(2004)PrenticeHall,Inc.A50Allocation(Cont’d)AllocateusinglinearprogrammingPurchasepriceplustransportShippingAvail-point

CLE

ATL

KCDummyabilityPhila-1021031050delphia4,0001,000

5,000Houston107105104015,00015,000Saint1021021000Louis4,000

4,000

Los1041051030Angeles1,0003,00011,00015,000Require-ments4,0002,0007,00026,000CR(2004)PrenticeHall,Inc.10-43Allocation(Cont’d)Allocateus51Allocation(Cont’d)RevisedplanPHItoCLE102x4000=$408,000PHItoATL103x1000=103,000STLtoKC100x4000=400,000LAXtoATL103x1000=103,000LAXtoKC103x3000=309,000Total$1,325,000Thisallocationsaves$22,000perpurchaseNow,asking“whatif”questionscanprovideinsightintogoodallocationplans.CR(2004)PrenticeHall,Inc.10-44Allocation(Cont’d)Revisedpla52CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifCLEandKCmarketsareincreasedby20%andATLmarketisincreasedby50%.

CLEATLKCPHI4800

200HOUSTL2800

1200LAX7200Totalcost=$1,657,400SolutionProblem10-45CR(2004)PrenticeHall,Inc.A53CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifPhiladelphiapriceisincreasedby10%?Solution

CLEATLKCPHIHOUSTL2000

2000LAX4000

5000Totalcost=$1,335,000Problem10-46CR(2004)PrenticeHall,Inc.A54CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifSTLisnolongerasupplier?SolutionHOUSTLLAX1000

7000

CLEATLKCPHI4000

1000Totalcost=$1,337,000Problem10-47CR(2004)PrenticeHall,Inc.A55CR(2004)PrenticeHall,Inc.Allocation(Cont’d)WhatifSTL’scapacityisdoubled?Solution

CLEATLKCPHI40001000HOUSTL10007000LAXTotalcost=$1,313,000ProblemObservations

Houstonisaweaksupplier.Perhapssomepriceconcessionscanbenegotiated?Philadelphiaispricesensitiveandcannotwithstandmuchofapriceincrease.StLouisisavaluablesupplierandmorecapacityshouldbesought.10-48CR(2004)PrenticeHall,Inc.A56通过JIT计划Throughjust-in-timeplanning连续工作的物料需求计划Materialrequirementsplanningforcontinuouswork项目工作的甘特图和CPM/PERT法GanttchartsandCPM/PERTforprojectwork通过库存管理Throughinventorymanagement推动式Pushmethods拉动式Pullmethods根据市场情况Accordingtomarketconditions投机购买Speculativebuying提前购买Forwardbuying临时购买Hand-to-mouthbuying,orbuyingtocurrent requirements10.3.2订货时间TimingofPurchasesMethods10-49通过JIT计划Throughjust-in-timepl57TimingofPurchases(Cont’d)投机购买SpeculativebuyingBuyingmorethantheforeseeablerequirementsatcurrentpricesinthehopeofresellinglaterathigherprices.Someofthepurchasedquantitiesmaybeusedinproductionandsomesimplyresold.Generallyafinancialactivity,notamaterialsmanagementone.提前购买Forwardbuying购买数量超过需求但不超过可预计的需求量Buyinginquantitiesexceedingcurrentrequirements,butnotbeyondforeseeableneeds.

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在不稳定市场利用有利价格或者利用运输规模优势Takesadvantageoffavorablepricesinanunstable market,ortakesadvantageofvolumetransportation

rates

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减少交付风险ReducesriskofinadequatedeliveryCR(2004)PrenticeHall,Inc.10-50TimingofPurchases(Cont’d)投机58TimingofPurchases(Cont’d)投机购买SpeculativebuyingBuyingmorethantheforeseeablerequirementsatcurrentpricesinthehopeofresellinglaterathigherprices.Someofthepurchasedquantitiesmaybeusedinproductionandsomesimplyresold.Generallyafinancialactivity,notamaterialsmanagementone.提前购买ForwardbuyingBuyinginquantitiesexceedingcurrentrequirements,butnotbeyondforeseeableneeds.

-Takesadvantageoffavorablepricesinanunstable market,ortakesadvantageofvolumetransportation rates

-ReducesriskofinadequatedeliveryCR(2004)PrenticeHall,Inc.10-50TimingofPurchases(Cont’d)投机59TimingofPurchases(Cont’d)Hand-to-mouthbuying通过MRP购买满足即时需要的通常物品BuyingtosatisfyimmediateneedssuchasthosegeneratedthroughMRP.

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价格下降时有利Advantageouswhenpricesaredropping

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可以通过临时减少存货的费用来改善现金流Mayimprovecashflowbytemporarilyreducing expensesofcarryinginventoryCR(2004)PrenticeHall,Inc.10-51TimingofPurchases(Cont’d)Ha60混合采购战略采用混合采购战略，即既有按需购买，也有先期购买，比单纯使用按需购买得到的平均价格更低。先期购买是指购买的数量大于当前需求量，但不超过未来可预见的需求量。Objective

Tobuyinlargervolumewhenpricesarerisingandtobuyonlytoimmediateneedswhenpricesarefalling.CR(2004)PrenticeHall,Inc.10-52混合采购战略采用混合采购战略，即既有按需购买，也有先期购买，61Note:Thereasontolookatforecastingmethods混合采购战略Forwardbuyingexample--volumebuyingAfirmisabletoforecastthefollowingpricecurveoverthenexttwoyearswithusageaveraging20,000unitspermonthObjective

Tobuyinlargervolumewhenpricesarerisingandtobuyonlytoimmediateneedswhenpricesarefalling.CR(2004)PrenticeHall,Inc.10-52Note:Thereason混合采购战略Forward62TimingofPurchases(Cont’d)Strategy

Trypurchasingeveryfourmonthswhilepricesarerisingandhand-to-m