物流经济学复习参考2014

Unit 1 introduction

1. Basic terms and concepts

PD Physical Distribution产品（销售）物流

ILM integrated logistics management 一体化物流管理

SCM Supply Chain Management 供应链管理

MRP Material Requirement Planning 物料需求计划

ERP Enterprise Resource Planning 企业资源计划

LSP Logistics Service Provider 物流服务提供商

SKU Stock Keeping Unit品项

LT Lead Time 提前期

Trade-off 权衡

Core competence 核心竞争力

2. Compare and contrast anticipatory and responsive business models. Why has responsiveness become popular in supply chain strategy and collaboration?

A: The key point in anticipatory business model is that almost all essential work has been

traditionally performed in anticipation of future requirements. The likelihood of misgauging customer requirements rendered the anticipatory business model highly risky. In addition, each firm in the distribution channel duplicated the anticipatory process.

The key point in responsive business model is that it seeks to reduce or eliminate forecast reliance by joint planning and rapid exchange of information between supply chain participants.

(1) The fundamental difference is the sequence of events that drive business practice.

The responsive business model is initiated by a sale followed by a sequence of material purchase, custom manufacturing, and direct customer delivery. Also, managers are increasingly sharing information to improve both the speed and accuracy of supply chain logistics. So it is less cost and less elapsed time from order commitment to delivery.

On the other hand, in anticipatory business model, business operations were driven by forecasts. The typical manufacturer produced products based on a market forecast. Likewise, wholesalers, distributors, and retailers purchased inventory based on their unique forecasts and promotional plans. Managers loosely linked together and shared information.

(2) The second difference is that responsive business model can accelerate customization through direct connectivity with customers via internet-based customer connectivity.In most traditional anticipatory distribution systems, the customer is a passive participant. About the only power the customer has in the traditional process is the decision to buy or not buy. Direct connectivity of customers in a responsive process has at least three benefits. First, involvement provides comprehensive search capabilities that serve to expand the range of sources and choices a customer can consider when selecting a product or service.

3. Illustrate a common trade-off that occurs between the work areas of logistics.

A: The full range of work areas of logistics should be integrated. Decisions in one functional area

will impact cost of all others. It is this interrelation of functions that challenges that successful implementation of integrated logistical management.

For example, using air transportation to deliver products from factory direct to customers may increase transportation cost. But this strategy will reduce inventory and warehouse cost.

Unit 2 Inbound Logistics

1.Basic terms and concepts

Inbound logistics (Material management) 原材料物流

JIT Just in time 准时制生产

MPS Master Production Schedule 主生产计划

BOM Bill of Material 物料清单

EOQ Economic Order Quantity 经济订货批量

V olume Consolidation 采购批量合并

Cycle time (performance cycle) 运作周期

MTO Make-to-order 按订单生产

MTP Make-to-plan 按计划生产

ATO Assemble-to-order 按订单装配

1. Why would a company’s cost of manufacturing and procurement tend to increase as the firm changes from an MTP to an MTO strategy? Why would inventory costs tend to decrease?

A: MTP refers to make-to-plan. In MTO strategies, significant finished goods inventory is

typically manufactured in anticipation of future customer requirements. Using MTP strategy, industries can gain economy of scale, but on the other hand need large warehousing capacity to store finished product.

MTO refers to make-to-order. MTO manufacturing strategies seek to manufacture to customer specification. In MTO,exact quantities and configurations are produced in relatively small quantities.

So compare to MTP, the inventory cost in MTO is lower because MTO manufacturing strategy require less finished goods inventory than MTP. But the manufacturing and procurement cost tends to increase because MTO strategy cannot utilize economy of scale.

Unit 3 Outbound Logistics

1.Terms and concepts

Availability 产品可得性

Stockout frequency 缺货频率

Fill Rate 订单完成率

The Perfect Order 完美订单

Basic service 基本服务

Zero defect service 零缺陷服务

Value added service 增值服务

Customer relationship management 客户关系管理

2. Compare and contrast the customer service, customer satisfaction, and customer success philosophies of supply chain management.

A: Organizations build their platform for customer accommodation on three levels of

increasing commitment.

The first of these is basic logistics customer service. To be competitive, a firm needs a basic service capability that balances availability, operational performance, and reliability for all customers. The basic service platform should be established according to two factors: competitor or industry-acceptable practice and the firm’s overall marketing strategy. Basic service focuses on the organization’s internal operational performance. Firm typically as sess their customer service performance relative to how well these internal standards are accomplished. The fact is that even firms with a high level of basic customer service commitment dose not assure that customers are satisfied.

Customer satisfaction focuses on customers, their expectations, and their perceptions of supplier performance.Logistics executives must continuously monitor customer satisfaction and seek to meet or exceed expectations.

Customer success focuses on the customer’s real require ments.Achieving success requires intimate knowledge of customer’s needs and operational requirements and a commitment by the service provider to enhance a customer’s ability to compete more successfully in the marketplace.

Customer success focuses on customer needs and requirements. Customer

3. DRP

Unit 4 inventory management

1.Terms and concepts

Inventory Turnover 库存周转率

Average Inventory 平均库存

Cycle inventory (or base stock) 基本库存

Safety stock安全库存

Transit inventory 周转库存

ROP Reorder Point 再订货点

perpetual review 永续盘存法

periodical review 定期盘存法

VMI Vendor-managed inventory 供应商管理库存

Fine-line (ABC classification) 优化（ABC分类）

2. Illustrate how fine-line inventory classification can be used with product and market segments. What are the benefits and considerations when classifying inventory by product, market, and product/market?

A:The fine-line inventory classification process recognizes that not all products and markets

have the same characteristics or degree of importance. It groups products, markets or customers with similar characteristics to facilitate inventory management. Classification can be based on a variety of measures. The most common are sales, profit contribution, inventory value, usage rate, and item category. Once items are classified or grouped, it is common to label each category with a character or description. High-volume, fast-moving products are often described as A items. The moderate-volume items ate termed the B items, and the low-volume or slow movers are known as Cs.Grouping of similar products facilitates management efforts to establish focused inventory strategies for specific product segments.

The classification array defines product or market groups to be assigned similar inventory strategies. The use of item groups facilitates the identification and specification of inventory strategies without requiring tedious development of individual item strategies.

When classifying inventory the classification should be consistent with enterprise strategy and service objectives.

2.EOQ

3.公平份额分配

Unit 5 transportation

1. Terms and concepts

TL truckload 整车

LTL less-than-truckload 零担

FCL Full Container Load 整箱

LCL Less than Container Load 拼箱

Common carriers 公共承运人

Contract carriers 合同承运人

Private carriers 私营承运人

Exempt carriers 免责承运人

Intermodal (mulimodal) 多式联运

2. Compare and contrast the transport principles of economy of scale and economy of distance. Illustrate how they combine to create efficient transportation.

A: There are two fundamental economic principles that impact transportation efficiency:

economy of scale and economy of distance.

Economy of scale in transportation is the cost per unit of weight decreases as the size of a shipment increases.Transportation economies of scale exist because fixed cost associated with transporting a load is allocated over the increased weight. Economy of distance refers to decreased transportation cost per unit of weight as distance increases. The rationale for distance economies is similar to economies of scale. Longer distances allow fixed cost to be spread over more miles, resulting in lower per mile charges.

Maximizing the size of the load and the distance being shipped while still meeting customer service expectations can create efficient transportation.

Unit6 warehousing management

1. Terms and concepts

Break bulk and cross dock 分拨和越库

Processing/postponement 处理、推迟

Stockpiling 大量存储

Spot stock 定点存储

Assortment 分类

Mixing 组合作业

WMS warehouse management system 仓库管理系统

2. Under what condition could it make sense to combine private and public warehouse in a logistical system?

A: A private warehouse is operated by the enterprise that owns the merchandise handled and stored in the facility. A public warehouse is operated as an independent business offering a range

Full warehouse utilization throughout a year is rare. As a managerial guideline, a typical warehouse will be fully utilized between 75 and 85 percent of the time; so from 15 to 25 percent of the time, space needed to satisfy peak requirements will not be used. In such situation, a deployment strategy may be the use of private warehouses to cover the 75 percent requirement while public facilities are used to accommodate peak demand.

Unit 7 Global Supply Chains

1.Terms and concepts

Global operations 全球生产

Global supply chain 全球供应链

Local presence 本地经营

Low-cost-country sourcing 低成本国采购

2．Discuss the rationale and challenges related sourcing from low-cost countries. A:

1.Sourcing from countries with low wage rates typically reduces manufacturing

cost.

2.Seeking out suppliers in low-cost countries can increase the number of possible

sources and thus increase the competitive pressure on domestic suppliers.

3.Low-cost-country sourcing can increase the firm’s exposure to state-of-the art

product and process technologies.

4.Low-cost-country sourcing can establish a local presence to facilitate sales in the

international country.

Challenges for low-cost-country sourcing

1.The identification of sources capable of producing the materials in the quality and

quantity required.

2.The protection of a firm’s intellectual property as products or components are

produced and transported.

3.The understand import/export compliance issues.

4.The communication with suppliers and transportation companies.

5.The need to guarantee the security of the product while in transit.

6.The inventory and obsolescence risk associated with extended transit times.

The need to understand the difference between piece price and total cost.

Unit 8 logistics organization

1.Terms and concepts

Functional aggregation 功能整合

Horizontal Management 水平管理

Process integration 流程整合

Organization transparency 组织透明

Supply chain process 供应链流程

2. What is a horizontal company and how would this type of company be organized? What are the strengths of this type of organization structure？

A: The horizontal company is organized by processes. Each key process is led by a process owner who managers a team of members drawn from the critical functional areas that impact process performance.

(1)The development of a highly involved work environment with self-directed work

teams as a vehicle to empower employees to generate maximum performance.

(2)Improved productivity that results from managing processes rather than functions,

a notion that has always rested at the core of integrated logistics.

(3)The rapid sharing of accurate information that allows all facets of the organization

to be integrated.

Unit 9 logistics performance

1.Terms and concepts

BSC: Balanced Scorecard 平衡计分卡

Activity-Based Costing 作业成本法

Risk, power and Leadership 风险、权利与领导

2.Briefly discuss the three objectives for developing and implementing performance

measurement systems?

A:Effective measurement systems must be constructed to accomplish the three objectives of monitoring, controlling, and directing logistical operations.

Monitoring is accomplished by the establishment of appropriate metrics to track system performance for reporting to management.Controlling is accomplished by having appropriate standards of performance relative to the established metrics to indicate when the logistic system requires modification or attention.Directing is related to employee motivation and reward for performance.