供应链设计与管理考试重点教学文稿

供应链设计与管理考试重点题型：各20分判断题名词解释题简答题论述题案列分析题(无标准答案，谈自己观点)Chapter1.Iroduction to Supply Chain Management供应链管理介绍1.【supply chain】供应链定义The system of suppliers, manufacturers, transportation, distributors, and vendors that exists to transform raw materials to final products and supply those products to customers.【supply chain management】SCM is a set of approaches utilized （利用）to efficiently integrate 整合的；完全的suppliers, manufacturers, warehouses, and stores, so that merchandise n. 商品；货物is produced and distributed at the right quantities, to the right locations, and at the right time. In order to minimize systemwide costs while satisfying service level requirements.2.【What makes supply chain management difficult?】供应链难度原因①Supply chain strategies cannot be determined in isolation. They are directly affected by anotherchain that most organizations have, the development chain(供应链管理战略不能孤立地考虑。

它们直接受大多数组织都具有的另一链---开发链).②It is challenging to design and operate a supply chain so that total systemwide costs are minimized,and systemwide service levels are maintained.（为了使系统综合成本最小化并维持系统的服务水平，设计与运作一条供应链极具挑战性）③Uncertainty and risk are inherent adj. 固有的；内在的；与生俱来的，遗传的in every supply chain.（不确定性和风险存在于每一条供应链中）3.【Strategies for SCM】供应链管理策略①Global Optimization（全局优化）②Managing Uncertainty（管理不确定性）4.【Why is Global Optimization Hard?】全局优化很难①The supply chain is a complex network.供应链是个复杂的网络②Different facilities设施、工具 in the supply chain frequently have different, conflicting objectives.供应链的不同环节通常具有不同甚至冲突的目标③The supply chain is a dynamic system that evolves进化、进展 over time供应链是一个动态系统，会随着时间不断发展.④System variations over time are also important consideration系统随时间变化也是一个重要的因素5.【Why Is Uncertainty Hard to Deal With?】管理不确定性(原因)①Matching supply and demand is a major challenge. 匹配供应与需求是主要的挑战②Forecasting doesn’t solve the problem.预测不解决问题③Inventory and back-order levels typically fluctuate波动 considerably across the supply chain, evenwhen customer demand for specific products does not vary变化 greatly.供应链中库存和缺货水平波动也会很大④Demand is not the only source of uncertainty.需求并不是影响不确定性的唯一因素⑤Recent trends such as lean manufacturing, outsourcing, and offshoring that focus on reductionincrease risks significantly. 近来致力于降低成本的精益生产、外包和离岸化都明显增大了风险6.【The three principles of all forecasting techniques】预测三个原则（属于Chapter2.的内容）①Forecasting is always wrong.②The longer the forecast horizon 范围, the worse the forecast.③Aggregate聚合的 forecasts are more accurate.Chapter2.Inventory Management, Supply Contracts and Risk Pooling1.【何时低（高）于平均需求】与边际成本有关If the cost of not selling an additional unit is larger than the profit from selling an additional unit, the optimal quantity in general will be less than average demand, while if the reverse相反is true, the optimal order quantity in general will be greater than average demand.2.【平均需求与最优订货量的关系】The optimal order quantity is not necessarily equal to average, orforecast demand.3.【Coefficient of variation】变异系数①Coefficient系数 of variation（标准差/平均需求）②The Standard deviation measures the absolute variability of customer demands客户的绝对变化的要求,the coefficient of variation measures variability可变性 relative to average demand.4.【Risk Pooling: three critical points】重点：衡量风险分担(变异系数)的要点①Centralizing inventory control reduces both safety stock and average inventory level for the sameservice level. 集中库存②The higher the coefficient of variation, the greater the benefit obtained from centralized systems集中式系统; that is, the greater the benefit from risk Pooling. 变异系数越大、收益越大。

③The benefits from risk Pooling depend on the behavior of demand from one market relative todemand from another.5.【Forecasting Methods】预测方法自己仔细看①Judgment methods（判断方法）②Market research methods（市场研究方法）③Time Series methods（时间序列方法）④Causal methods（因果方法）以上①②为定性方法，③④为定量方法。

（不考定量、考定性。

）6.【Inventory Management’s controlling methods】①Continuous review policy（持续检查策略）②Periodic review policy（定期检查策略）7.【(s, S) Policy】Whenever the inventory position drops below a certain level, s, we order to raise theinventory position to level S.(s, S)的计算：①The reorder point (s) has two components双组分:a.To account for average demand during lead time: LTAVG LT提前期；AVG需求的平均值b.To account for deviations from （与…有偏差）average (we call this safety stock):zSTD STD需求的标准差where z is chosen from statistical tables to ensure that the probability（概率） of stockouts （无缺货）during leadtime is 100%-SL.②Since there is a fixed cost, we order more than up to the reorder point（订货点）:Q=③The total order-up-to level is: S=Q+s注：AVG = average daily demand平均每日的需求STD = standard deviation of daily demand日常需求的标准偏差LT = replenishment lead time in daysh = holding cost of one unit for one day一天的一个单位成本SL = service level (for example, 95%). This implies that the probability ofStocking out is 100%-SL (for example, 5%)K = fixed costAlso, the Inventory Position at any time is the actual inventory plus itemsalready ordered, but not yet delivered.8.【Judgment Methods】判断方法①Assemble [ə'sɛmbl]（聚合） the opinion of experts②Sales-force composite combines salespeople’s estimates（销售人员汇集意见）③Panels of experts （专家小组）– internal, external, both（专家座谈）④Delphi method（德尔菲方法）：a.Each member surveyedb.Opinions are compiled v. 编辑c.Each member is given the opportunity to change his opinion.9.【Supply Contracts】重点①Buy-Back Contracts（回购合同）:The seller agrees to buy back unsold goods from the buyer for some agreed-upon price higher than the salvage value（残值）.②Revenue-Sharing Contracts（收入共享合同）:The buyer shares some of its revenue with the seller, in return for a discount on the wholesale price.③Global Optimization Contracts（全局优化合同）:This unbiased（公正的） decision maker would consider the two supply chain partners, the supplier and the buyer, as two members of the same organization. That is, the transfer of money between the parties is ignored and the unbiased decision maker will maximize supply chain profit.④Quantity Flexibility Contracts（数量灵活合同）:Supplier provides full refund（全部退费）for returned items as long as the number of returns is no larger than a certain quantity.⑤Sales Rebate Contracts（销售回扣合同）:Supplier provides a direct incentive（动机） to the retailer to increase sales by means of a rebate paid by the supplier for any item sold above a certain quantity.10.周转库存和安全库存的区别Chapter3.Logistics Network Configuration1.【数据处理】1)Date Collection 数据收集2)Date Aggregation 数据综合3)Transportation Rates. 运输费率4)Mileage['maɪlɪdʒ] Estimation 里程估计5)Warehouse Costs 仓库成本6)Warehouse Capacities 仓库容量7)Potential Warehouse Location 潜在的仓库位置8)Service Level Requirements 服务水平需求9)Future Demand 未来需求10)Model and Date Validation[,vælə'deʃən]（确认、生效）模型和数据验证11)Solution Techniques 解决技术12)Key Features of a Network configuration SCP 供应链规划工具的关键特征A Strategy for Product Aggregation：⏹Place all SKU’s into a source-group⏹A source group is a group of SKU’s all sourced from the same place(s)⏹Within each of the source-groups, aggregate the SKU’s by similar logistics characteristics⏹Weight⏹Volume⏹Holding Cost储存成本2.【Solution Techniques】解决技术①Mathematical optimization techniques（数学优化技术）a.Exact algorithms: find optimal solutions（准确算法）b.Heuristics[hju'rɪstɪks]: find “good” solutions, not necessarily optimal（启发式算法）②Simulation models（仿真技术）:Provide a mechanism['mɛkənɪzəm](机制、原理)to evaluate specified design alternatives created by the designer.Chapter4.The Value of Information1.【“In modern supply chains, information replaces inventory”】I think it is true because information:①Helps reduce variability②Helps improve forecasts③Enables coordination[ko,ɔrdɪ'neʃən] n. 协调，调和； ofsystems and strategies④Improves customer service⑤Facilitates lead time reductions⑥Enables firms to react more quickly to changing market conditions.2.【What is the Bullwhip Effect?】牛鞭效应定义Order variability is amplified（放大）the supply chain;upstream[,ʌp'strim] . 向上游的 echelons（梯度）face higher variability.3.【What are the causes the Bullwhip Effect?】牛鞭效应原因①Promotional sales：Forward buying②Volume and transportation discounts：Batching③Inflated orders：IBM Aptiva orders increased by 2-3 times when retailers thought that IBM would beout of stock over Christmas④Demand forecasting：Order-up-to points are modified as forecasts change –orders increase morethan forecasts⑤Long cycle times：Long lead times magnify this effect4.【Methods for Coping with the Bullwhip Effect】牛鞭效应处理方法①Reduce uncertainty：POS; Sharing information; Sharing forecasts and policies②Reduce variability：Eliminate promotions; Year-round low pricing③Reduce lead times：EDI; Cross docking④Strategic partnerships：Vendor managed inventory (VMI); Data sharingChapter5.Supply Chain Integration1.【Supply Chain Strategies】推、拉、推拉结合供应链的【特点】①Push Strategies：推（积极经营战略）特点：a.Production decisions based on long-term forecastsb.Ordering decisions based on inventory & forecasts缺点：a.Inability to meet changing demand patterns.b.The obsolescence of supply chain inventory as demand for certain products disappears.c.The bullwhip effect: Excessive inventory，Excessive production variability，Poor service levels②Pull Strategies：拉（攻击市场战略）特点：Production is demand drivena.Production and distribution coordinated with true customer demandb.Firms respond to specific orders优点：a.Reduced lead times (better anticipation)b.Decreased inventory levels at retailers and manufacturersc.Decreased system variabilityd.Better response to changing markets缺点：a.Harder to leverage economies of scaleb.Doesn’t work in all cases③Push-Pull Supply Chains 推拉供应链2.【模型图】3.【The impact of lead time and demand uncertainty】提前期对供应链战略的影响Chapter6.Strategic Alliances1.【Strategic Alliances】Strategic alliances are typically multifaceted(多方位的）, goal-oriented, long-term partnerships between two companies in which both risks and rewards are shared.2.【The alliance will help address the following issues】【A Framework for strategic alliances】战略联盟的框架①Adding value to products（增加产品价值）②Improving market access（改善市场进入）③Strengthening operations（强化运作管理）④Adding technological strength（增强技术力量）⑤Enhancing strategic growth（促进战略成长）⑥Enhancing organizational skills（提高组织技能）⑦Building financial strength（建立财务优势）3.【Types of Strategic Partnering】4.【Advantages of SP】①Fully utilize system knowledge②Decrease required inventory levels③Improve service levels④Decrease work duplication⑤Improve forecasts5.【Disadvantages of SP】①Expensive advanced technology is required.②Supplier/retailer trust must be developed.③Supplier responsibility increases.④Expenses at the supplier often increase.6.【What is 3PL】第三方物流的定义Third-party logistic is simply the use of an outside company to perform all or part of the firm’s materials management and product distribution functions.7.【What are the advantages of 3PL?】第三方物流的优缺点①Focus on core strengths②Provides technological flexibility③Provides Other flexibility in geography，workforce size，additional services and resource flexibility【What are the disadvantages of 3PL?】①Loss of control②3PL employees may interact with customers③Sharing of confidential info什么原因会形成战略联盟Chapter7.Procurement and Outsourcing1.【Outsourcing Benefits】外包的收益和风险①Economies of scale reduce manufacturing costs 规模经济②Risk pooling – demand uncertainties are transferred 风险分担③Reduce capital investment 降低资本投入④Focus on core competency 集中于核心竞争力⑤Increased flexibility 提高灵活性【Outsourcing Risks】①Loss of competitive knowledge 失去竞争知识②Conflicting objectives 冲突的目标2.【A framework for buy decisions】采购决策的框架【Reasons for outsourcing】①Dependency on capacity②Dependency on knowledge【Product architecture】Product architecture●Integrals products – components are tightly related•Designed as a system•Not off-the-shelf components•Evaluated based on system performance●Modular products –independent components① Modular products【模块化的产品】：ponents are independent of each otherponents are interchangeablec.Standard interfaces are usedd. A component can be designed or upgraded with little or no regard to other Componentse.Customer performance determines the product configurationIntegrals products【整体化产品的定义】a.Not made from off-the-shelf componentsb.Designed as a system by taking a top-down design approachc.Evaluated based on system performance, not based on component performanceponents in integrals products perform multiple functions3.【A Framework for Outsourcing】4.【Procurement Strategy】采购策略模型5.【Framework considers four criteria】采购流程✧Component forecast accuracy✧Component supply risk✧Component financial impact✧Component clockspeedA qualitative approach for evaluating component sourcing strategy (Possible Decisions)Dual SourcingLong Term ContractsMaximize FlexibilityMinimize Total Landed CostOption ContractsPortfolio ApproachStrategic Partnering6.【Characteristics of Functional Versus Innovative Products（功能性产品VS创新性产品）】（了解）Chapter8.Global Logistics and Risk Management1.【Forces Driving Globalization（全球供应链的驱动力）】① Global Market Forces全球市场驱动力② Technological Forces 技术驱动力③ Global Cost Forces全球成本驱动力④ Political and Economic Forces政治与经济驱动力2.【Many Sources of Risks】① Natural disasters② Geopolitical risks③ Epidemics④ Terrorist attacks⑤ Volatile fuel price⑥ Currency fluctuations⑦ Port delays⑧ Market changes⑨Supplier’s performance⑩ Forecasting accuracyExecution problems以上①~④属于不可控风险，⑤⑥介于可控与不可控风险之间，属于可控风险，剩余的为可控风险。