C.John Langley的供应链管理 ch06
C.John Langley的供应链管理ch16
供應鏈觀點
蘇雄義 審譯 Coyle．Bardi．Langley 著
16
本
未來物流與供應鏈的挑戰
壹、前言 貳、物流與供應鏈管理之策略規劃概論 參、時間基礎策略 肆、資產生產力策略 伍、技術基礎策略 陸、關係基礎策略 柒、綜合及未來趨勢
章
綱 要
壹、前言
物流與供應鏈管理的領域是變化快速的，可由下 述的特徵看出：
成本
差異化
集中化
商業運籌管理－供應鏈觀點〃Chapter 16 未來物流與供應鏈的挑戰
16-‹#›
圖16-3 一般價值鏈
公司基礎設施 人力資源管理 科技發展 採購
支 援 活 動
內向物流
作業
外向物流
行銷 及銷售
服務
主要活動
商業運籌管理－供應鏈觀點〃Chapter 16 未來物流與供應鏈的挑戰 16-‹#›
16-‹#›
核心能力的知識
專業度(Expertise)
策略性的整合(Strategic fit) 信任的能力(Ability to trust)
商業運籌管理－供應鏈觀點〃Chapter 16 未來物流與供應鏈的挑戰
16-‹#›
出現許多創新與改善
正朝向被視為與策略實施及競爭優勢創造有關 的角色。 已成為針對已證實與已執行的策略規劃方法的 基本候選模式。
商業運籌管理－供應鏈觀點〃Chapter 16 未來物流與供應鏈的挑戰
16-‹#›
貳、物流與供應鏈管分類(圖16-2) (圖16-3)
商業運籌管理－供應鏈觀點〃Chapter 16 未來物流與供應鏈的挑戰
16-‹#›
圖16-4 第四方TM物流
+更多的功能性整合 +更廣的作業自主性
C.John Langley的供应链管理 ch07
7-‹#›
圖7-2 在確定情況下的固定訂購數量模型 4,000 3,000 再訂購點 2,000 1,000
存貨水準
單 位
1 2 3 4 5 1 2 3 4 5 時間(週 時間 週)
商業運籌管理－供應鏈觀點．Chapter 7 存貨決策制定
1 2 3 4 5
7-‹#›
簡單的EOQ模型1/4 簡單的EOQ模型1/4
壹、前言
本章詳細描述存貨管理決策是如何制定的。 本章詳細描述存貨管理決策是如何制定的。 幫助了解公司如何制定存貨決策， 幫助了解公司如何制定存貨決策 ， 以及如何擴展 能夠在物流管道下使存貨顯著下降的全面策略。 能夠在物流管道下使存貨顯著下降的全面策略。
商業運籌管理－供應鏈觀點．Chapter 7
商業運籌管理－供應鏈觀點．Chapter 7 存貨決策制定 7-‹#›
簡單的EOQ模型2/4 簡單的EOQ模型2/4
簡單EOQ模型的變數 模型的變數 簡單 R = 某時段裡面的需求或必需品的年利率 Q = 訂貨數量大小 單位批量 訂貨數量大小(單位批量 單位批量) A = 下訂單或整備成本 V = 存貨的單位成本或價值 W = 每年每存貨價值的持有成本 S = VW = 每單位每年的儲存成本 t = 時間 TAC = 全年成本
存貨決策制定
7-‹#›
圖7-6 鋸齒模型
存貨水平 平均存貨 單 Q 位
1/2Q
t
時間
商業運籌管理－供應鏈觀點．Chapter 7
存貨決策制定
7-‹#›
圖7-7 鋸齒模型 (a)經濟訂貨數量 經濟訂貨數量 EOQ
600 單 400 位 200 20 40 60 80 100 120 140 160 180 200 時間(日數 時間 日數) 日數 1/2Q
(完整版)供应链管理第三版Unit6习题与答案.doc
Chapter 6Network Design in an Uncertain EnvironmentTrue/False1.Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space, cannot be altered in the short term.Answer: TrueDifficulty: Moderate2.Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space, rarely remain in place for several years.Answer: FalseDifficulty: Moderate3.Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space, define the boundaries within which the supply chain mustcompete.Answer: TrueDifficulty: Moderate4.Long-term contracts for both warehousing and transportation requirements willbe more effective if the demand and price of warehousing do not change in thefuture or if the price of warehousing goes up.Answer: TrueDifficulty: Easy5.Long-term contracts for both warehousing and transportation requirements will bemore effective if either demand or the price of warehousing drops in the future.Answer: FalseDifficulty: Moderate6.The degree of demand and price uncertainty has a significant influence onthe appropriate portfolio of long- and short-term warehousing space that afirm should carry.Answer: TrueDifficulty: Easy7.If price and demand vary over time in a global network, flexibleproduction capacity can be reconfigured to maximize profits in the newenvironment. Answer: TrueDifficulty: Moderate8. A firm may choose to build a flexible global supply chain even in the presenceof little demand or supply uncertainty if certainty exists in exchange rates or prices. Answer: FalseDifficulty: Moderate9.The present value of a stream of cash flows is what that stream is worth intoday ’ s dollars.Answer: TrueDifficulty: Easy10. Discretionary cash flow (DCF) analysis evaluates the present value of anystream of future cash flows and allows management to compare two streams ofcash flows in terms of their financial value.Answer: FalseDifficulty: Easy11.The present value of future cash flows is found by using a discount factor.Answer: TrueDifficulty: Moderate12. The rate of return k is also referred to as the present value of capital.Answer: FalseDifficulty: Easy13. A negative NPV for an option indicates that the option will lose money for thesupply chain.Answer: TrueDifficulty: Moderate14.The decision with the lowest NPV will provide a supply chain with thehighest financial return.Answer: FalseDifficulty: Moderate15.In reality, demand and prices are highly uncertain and are likely to fluctuateduring the life of any supply chain decision.Answer: TrueDifficulty: Moderate16.For a global supply chain, exchange rates and inflation are unlikely to varyover time in different locations.Answer: FalseDifficulty: Easy17.The multiplicative binomial cannot take on negative values and can be used forfactors like demand, price, and exchange rates that cannot become negative.Answer: TrueDifficulty: Moderate18. A logical objection to both the multiplicative and additive binomial is the fact thatthe underlying factor takes on two values at the end of each period.Answer: FalseDifficulty: Hard19.If uncertainty is ignored, a manager will always sign long-term contracts becausethey are typically cheaper and avoid all flexible capacity because it is moreexpensive.Answer: TrueDifficulty: Moderate20.During network design, managers need a methodology that allows them toestimate the certainty in their forecast of demand and price and thenincorporate this certainty into the decision-making process.Answer: FalseDifficulty: Hard21.Decision trees with DCFs can be used to evaluate supply chain designdecisions given uncertainty in prices, demand, exchange rates, and inflation.Answer: TrueDifficulty: Moderate22.Uncertainty in demand and economic factors should not be included in thefinancial evaluation of supply chain design decisions.Answer: FalseDifficulty: Hard23.In a complex decision tree, there are thousands of possible paths that may resultfrom the first period to the last.Answer: TrueDifficulty: Easy24.Simulation methods are very good at evaluating a decision where the pathitself is decision dependent.Answer: FalseDifficulty: Hard25.Simulation models require a higher setup cost to start and operate comparedto decision tree tools.Answer: TrueDifficulty: Easy26.The main advantage of simulation models is that they can provide low-cost evaluations of complex situations.Answer: FalseDifficulty: Moderate27.Strategic planning and financial planning should be combined during supplychain network design.Answer: TrueDifficulty: Moderate28.The evaluation of supply chain networks should not use multiple metrics.Answer: FalseDifficulty: Moderate29.Financial analysis should be used as an input to decision making, not asthe decision-making process.Answer: TrueDifficulty: Moderate30.One of the best ways to speed up the process of financial analysis and arrive ata good decision is to use estimates, except when it appears that finding a veryaccurate input would take an inordinate amount of time.Answer: FalseDifficulty: EasyMultiple Choice1.Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or leasewarehouse space,a.can be altered in the short term.b.cannot be altered in the short term.c.cannot be altered in the long term.d.can only be altered in the short term.e.all of the aboveAnswer: bDifficulty: Easy2.Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or leasewarehouse space,a.are realigned every few weeks.b.only remain in place for several years.c.rarely remain in place for several years.d.only remain in place for a few weeks.e.often remain in place for several years.Answer: eDifficulty: Hard3.Decisions made during the supply chain design phase regarding significantinvestments in the supply chain, such as the number and size of plants to build,the number of trucks to purchase or lease, and whether to build or leasewarehouse space,a.define the boundaries within which the supply chain must compete.b.have little impact on how the supply chain must compete.c.are irrelevant regarding how the supply chain will compete.d.are the only consideration regarding how the supply chain will compete.e.none of the aboveAnswer: aDifficulty: Moderate4.Long-term contracts for both warehousing and transportation requirementswill be more effective ifa.the demand and price of warehousing do not change in the future.b.the price of warehousing goes up in the future.c.demand drops in the future.d.the price of warehousing drops in the future.e. a and b onlyAnswer: eDifficulty: Moderate5.Short-term contracts for both warehousing and transportation requirements willbe more effectivea.if the demand and price of warehousing do not change in the future.b.if the price of warehousing goes up in the future.c.if either demand or the price of warehousing drops in the future.d.only if demand drops in the future.e.only if the price of warehousing drops in the future.Answer: cDifficulty: Moderate6.The degree of demand and price uncertainty hasa.no effect on the appropriate portfolio of long- and short-termwarehousing space that a firm should carry.b. a limited influence on the appropriate portfolio of long- and short-term warehousing space that a firm should carry.c. a minor influence on the appropriate portfolio of long- and short-termwarehousing space that a firm should carry.d. a significant influence on the appropriate portfolio of long- and short-termwarehousing space that a firm should carry.e.None of the above are true.Answer: dDifficulty: Moderate7.Uncertainty of demand and pricea.drives the value of building flexible production capacity at a plant.b.eliminates the value of building flexible production capacity at a plant.c.facilitates the value of building flexible production capacity at a plant.d.has no effect on the value of building flexible production capacity ata plant.e.None of the above are true.Answer: a8.If price and demand do vary over time in a global network,a.flexible production capacity should not be used in the new environment.b.flexible production capacity will be ineffective in the new environment.c.flexible production capacity can be reconfigured to minimize profits in thenew environment.d.flexible production capacity can be reconfigured to maximize profits inthe new environment.e.flexible production capacity should never be used in an uncertainenvironment.Answer: dDifficulty: Moderate9. A firm may choose to build a flexible global supply chain even in the presenceof little demand or supply uncertainty ifa.certainty exists in both exchange rates and prices.b.certainty exists in exchange rates or prices.c.uncertainty exists in both exchange rates and prices.d.uncertainty exists in exchange rates or prices.e.uncertainty exists only in exchange rates.Answer: dDifficulty: Moderate10.The present value of a future stream of cash flows is what that streama.was worth in yesterday’ s dollars.b.is wo rth in today’ s dollars.c.will be worth in future dollars.d.might be worth in future dollars.e.none of the aboveAnswer: bDifficulty: Easy11.The process of evaluating the present value of any stream of future cash flowsso that management can compare two streams of cash flows in terms of theirfinancial value isa.annual cash flow(ACF) analysis.b.discretionary cash flow(DCF) analysis.c.discounted cash flow(DCF) analysis.d.future cash flow(FCF) analysis.e.none of theabove Answer: cDifficulty: Moderate12.The present value of future cash flow is found bya.locating the correct factor on a z-table.ing a discount factor.c.plotting the function on a graph.d.adding the total of all future cash flows.e.none of the aboveAnswer: b13.The discount factor used to obtain the present value of money in the next periodwhere k represents the rate of return isa.k.b.1+k.c.1/(1+ k).d.k /(1+ k).e.none of the aboveAnswer: cDifficulty: Moderate14.The rate of return k is also referred to as thea.discount rate.b.hurdle rate.c.opportunity cost of capital.d.all of the abovee.none of theabove Answer: dDifficulty: Easy15.What is the present value of a $27 revenue that will be received in one yearwhere the rate of return is 8% (.08)?a.$2.50b.$15.00c.$25.00d.$30.00e.none of the aboveAnswer: cDifficulty: Easy16.The net present value (NPV) of a stream of cash flows is equal toa.the sum of all cash flows for all periods being considered.b.the sum of all cash flows for all periods being considered divided bythe number of periods.c.the average of all cash flows for all periods being considered.d.the average of all cash flows for all periods being considered multipliedby the number of periods.e.the sum of all cash flows for all periods being considered discountedby the rate of return for each period.Answer: eDifficulty: Hard17. A negative NPV (net present value) for an option indicates that the option willa.gain money for the supply chain.b.lose money for the supply chain.c.maximize profit for the supply chain.d.minimize profit for the supply chain.e.none of the aboveAnswer: bDifficulty: Moderate18.The decision with the highest NPV (net present value) will provide a supply chainwitha.the highest financial return.b.the lowest financial return.c. a reasonable financial return.d.the least desirable financial return.e.none of the aboveAnswer: aDifficulty: Moderate19.The NPV (net present value) of a cash stream that is equal to $100 per period for5 periods with a rate of return of 10% (.10) per period would bea.379.07.b.416.98.c.500.00.d.610.51.e.671.56.Answer: bDifficulty: Moderate20.The NPV (net present value) of a cash stream that is equal to $75 per period for5 periods with a rate of return of 10% (.10) per period would bea.221.37.b.284.30.c.312.74.d.375.00.e.none of the aboveAnswer: cDifficulty: Moderate21.In reality, demand and prices area.highly certain and not likely to fluctuate during the life of any supply chaindecision.b.highly certain and likely to fluctuate during the life of any supplychain decision.c.highly uncertain and not likely to fluctuate during the life of any supplychain decision.d.highly uncertain and likely to fluctuate during the life of any supply chaindecision.e.none of the aboveAnswer: dDifficulty: Moderate22.For a global supply chain, exchange rates and inflation area.likely to vary over time in different locations.b.not likely to vary over time in different locations.c.not likely to vary over time in any locations.d.likely to be stable over time in all locations.e.none of the aboveAnswer: aDifficulty: Easy23.The binomial representation of uncertainty is based on the assumption that whenmoving from one period to the next, the value of the underlying factor (such asdemand or price)a.has only one possible outcome.b.has only two possible outcomes - up or down.c.has many possible outcomes.d.cannot be accurately determined.e.none of the aboveAnswer: bDifficulty: Moderate24.In the commonly used multiplicative binomial, it is assumed that the underlyingfactora. moves up by a factor u > 1 with probability p.b. moves down by a factor u > 1 with probability p.c. moves down by a factor d < 1 with probability 1 –p.d.either a or be.either a orc Answer: eDifficulty: Hard25.The multiplicative binomial can be used for factors like demand, price, andexchange rates that cannot become negative because ita.can take on negative values.b.cannot take on negative values.c.can take on positive values.d.cannot take on positive values.e.all of the aboveAnswer: bDifficulty: Hard26. A logical objection to both the multiplicative and additive binomial is the fact thatthe underlying factora.takes on only one of two possible values at the end of each period.b.takes on two values at the end of each period.c.takes on one of many possible values at the end of each period.d.takes on several of many possible values at the end of each period.e.none of the aboveAnswer: aDifficulty: Moderate27.If uncertainty is ignored, a manager willa.always sign long-term contracts because they are typically moreexpensive and avoid all flexible capacity because it is more expensive.b.always sign short-term contracts because they are typically cheaperand avoid all flexible capacity because it is more expensive.c.always sign long-term contracts because they are typically cheaperand avoid all flexible capacity because it is more expensive.d.always sign short-term contracts because they are typically cheaperand avoid all flexible capacity because it is less expensive.e.none of the aboveAnswer: cDifficulty: Hard28. A decision tree isa. a graphic device used to evaluate decisions under certainty.b. a graphic device used to evaluate decisions under uncertainty.c. a tabular device used to evaluate decisions under certainty.d. a tabular device used to evaluate decisions under uncertainty.e.none of the aboveAnswer: bDifficulty: Moderate29. Decision tree analysis is based on Bellman ’ s principle, which states that for anychoice of strategy in a given state,a. the optimal strategy is the one that is selected if the entire analysis isassumed to begin in the first period.b. the optimal strategy is the one that is selected if the entire analysis isassumed to begin in the last period.c. the optimal strategy in the next period is the one that is selected if theentire analysis is assumed to begin in the last period.d. the optimal strategy in the next period is the one that is selected if theentire analysis is assumed to begin in the next period.e. none of the aboveAnswer: dDifficulty: Hard30.The first step in decision tree analysis methodology is toa.identify factors such as demand, price, and exchange rate, whosefluctuation will be considered over the next T periods.b.identify the periodic discount rate k for each period.c.start at period T, work back to Period 0 identifying the optimal decisionand the expected cash flows at each step. Expected cash flows at eachstep in a given period should be discounted back when included inthe previous period.d.identify the duration of each period (month, quarter, etc.) and the numberof periods T over which the decision is to be evaluated.e.identify representations of uncertainty for each factor; that is, determinewhat distribution to use to model the uncertainty.Answer: dDifficulty: Moderate31.The last step in decision tree analysis methodology is toa. identify factors such as demand, price, and exchange rate, whose fluctuationwill be considered over the next T periods.b. identify the periodic discount rate k for each period.c. start at period T, work back to Period 0, identifying the optimal decision andthe expected cash flows at each step. Expected cash flows at each step in agiven period should be discounted back when included in the previous period.d.identify the duration of each period (month, quarter, etc.) and the number ofperiods T over which the decision is to be evaluated.e.identify representations of uncertainty for each factor; that is, determine whatdistribution to use to model the uncertainty.Answer: cDifficulty: Moderate32.Uncertainty in demand and economic factors should be included in thefinancial evaluation of supply chain design decisions, becausea.the exclusion of certainty may have a significant impact on this evaluation.b.the exclusion of uncertainty may have a significant impact on thisevaluation.c.the inclusion of certainty may have a significant impact on this evaluation.d.the inclusion of uncertainty may have a significant impact onthis evaluation.e.none of the aboveAnswer: dDifficulty: Hard33.Flexibility should be valued by taking into account uncertainty in demandand economic factors. In general, flexibility will tend toa.decrease in value with a decrease in certainty.b.increase in value with an increase in uncertainty.c.decrease in value with an increase in uncertainty.d.increase in value with an increase in certainty.e.None of the above are accurate.Answer: bDifficulty: Moderate34. A major factor that makes the decision tree methodology quite powerful isa.the choice of certainty.b.the choice of discount rate.c.the choice of uncertainty level.d.the choice of additive factor.e.all of the aboveAnswer: bDifficulty: Moderate35.The appropriate discount rate used in decision tree methodologya.should be risk-adjusted and risk may vary by period and decision node.b.should be risk-adjusted and risk may not vary by period and decisionnode.c.should not be risk-adjusted and risk may vary by period and decisionnode.d.should not be risk-adjusted and risk may not vary by period anddecision node.e.None of the above are accurate.Answer: aDifficulty: Moderate36.Alternative approaches to decision tree analysis includea.contingent claims analysis (CCA) for discrete time analysis.b.real options for the continuous time case.c.real options for the discrete time analysis.d.all of the abovee. a and b onlyAnswer: eDifficulty: Moderate37.Contingent claims analysis (CCA) and real optionsa.adjust hurdle rate so that the risk-free discount rate may be applied ineach period.b.adjust opportunity cost of capital so that the risk-free discount rate may beapplied in each period.c.adjust rate of return so that the risk-free discount rate may be appliedin each period.d.adjust transition probabilities so that the risk-free discount rate maybe applied in each period.e.none of the aboveAnswer: dDifficulty: Moderate38.Firms should use simulation for evaluating decisions whena.underlying decision trees are simple and explicit solutions forthe underlying decision tree are difficult to obtain.b.underlying decision trees are very complex and explicit solutions forthe underlying decision tree are difficult to obtain.c.underlying decision trees are simple and explicit solutions forthe underlying decision tree are easy to obtain.d.underlying decision trees are very complex and explicit solutions forthe underlying decision tree are easy to obtain.e.none of the aboveAnswer: bDifficulty: Moderate39.In a complex decision tree there area.only a few possible paths that may result from the first period to the last.b.less than thirty possible paths that may result from the first period tothe last.c.thousands of possible paths that may result from the first period tothe last.d.an infinite number of possible paths that may result from the first periodto the last.e.none of the aboveAnswer: cDifficulty: Moderate40.Simulation methods are very good at evaluating a decision wherea.the path itself is decision dependent.b.the path itself is not decision dependent.c.the discount rate is decision dependent.d.the discount rate is not decision dependent.e.none of theabove Answer: bDifficulty: Hard41.Simulation modelsa.require a higher setup cost to start and operate compared to decisiontree tools.b.require a lower setup cost to start and operate compared to decision treetools.c.require a higher setup cost to start but less to operate comparedto decision tree tools.d.require a lower setup cost to start but more to operate comparedto decision tree tools.e.none of the aboveAnswer: aDifficulty: Hard42.The main advantage of simulation models is that they cana.provide high-quality evaluations of simple situations.b.provide high-quality evaluations of complex situations.c.provide low-cost evaluations of simple situations.d.provide low-cost evaluations of complex situations.e.provide low-quality evaluations of complex situations.Answer: bDifficulty: Easy43.Strategic planning and financial planninga.should be performed independently during supply chain network design.b.should be performed sequentially during supply chain network design.c.should be performed hierarchically during supply chain network design.d.should be performed concurrently during supply chain network design.e.should be combined during supply chain network design.Answer: eDifficulty: Hard44.The evaluation of supply chain networksa.should use only one metric.b.should use multiple metrics.c.should not use more than one metric.d.should not use multiple metrics.e.should be subjective.Answer: bDifficulty: Moderate45.Financial analysis should be used asa.the decision-making process.b.an alternative decision-making process.c.an input to decision making, not as the decision-making process.d.all of the abovee.none of the aboveAnswer: cDifficulty: Moderate46.One of the best ways to speed up the process of financial analysis and arrive ata good decision is toe estimates of inputs when it appears that finding a very accurate inputwould take an inordinate amount of time.e estimates backed up by sensitivity analysis when it appears thatfinding a very accurate input would take an inordinate amount of time.e estimates of inputs except when it appears that finding avery accurate input would take an inordinate amount of time.d.make sure that every detail is very accurate.e.none of the aboveAnswer: bDifficulty: ModerateEssay/Problems1.Explain additive and multiplicative binomial representations of uncertainty.Answer : The binomial representation of uncertainty is based on the assumptionthat when moving from one period to the next, the value of the underlying factor(such as demand or price) has only two possible outcomes - up or down. In thecommonly used multiplicative binomial, it is assumed that the underlying factoreither moves up by a factor u > 1 with probability p, or down by a factor d < 1 with probability 1 –p. In the additive binomial, it is assumed that the underlying factorincreases by u in a given period with probability p and decreases by d withprobability 1 –p. The multiplicative binomial cannot take on negative values andcan be used for factors like demand, price, and exchange rates that cannotbecome negative. It also has the advantage of the growth or decline in the givenfactor being proportional to the current value of the factor and not fixedindependent of size. A logical objection to both the multiplicative and additivebinomial is the fact that the underlying factor takes on only one of two possiblevalues at the end of each period. Certainly a price can change to more than justtwo values. But by making the period short enough, this assumption may bejustified.Difficulty: Hard2.Summarize the steps in the decision tree analysis methodology.Answer: The decision tree analysis methodology is summarized as follows:1.Identify the duration of each period (month, quarter, etc.) and the number ofperiods T over which the decision is to be evaluated.2.Identify factors such as demand, price, and exchange rate, whose fluctuationwill be considered over the next T periods.3.Identify representations of uncertainty for each factor; that is, determinewhat distribution to use to model the uncertainty.4. Identify the periodic discount rate k for each period.5.Represent the decision tree with defined states in each period, as well asthe transition probabilities between states in successive periods.6. Starting at period T, work back to Period 0, identifying the optimal decision andthe expected cash flows at each step. Expected cash flows at each step in a givenperiod should be discounted back when included in the previous period. Difficulty:Moderate3.Discuss the ideas that managers should consider to make better supply chainnetwork design decisions under uncertainty.Answer: Managers should consider the following ideas to help them make betternetwork design decisions under uncertainty:1. Combine strategic planning and financial planning during network design.Inmost organizations, financial planning and strategic planning are performedindependently. Strategic planning tries to prepare for future uncertainties butoften without rigorous quantitative analysis, whereas financial planning performsquantitative analysis but assumes a predictable or well-defined future. Decisionmakers should design supply chain networks considering a portfolio of strategicoptions —the option to wait, build excess capacity, build flexible capacity, signlong-term contracts, purchase from the spot market, and so forth. The variousoptions should be evaluated in the context of future uncertainty.2. Use multiple metrics to evaluate supply chain networks.As one metric canonly give part of the picture, it is beneficial to examine network design decisionsusing multiple metrics such as firm profits, supply chain profits, customerservice levels, and response times. Often, different metrics will recommenddifferent decisions and by using multiple metrics, the differences between thestrategic choices will become clearer. The best decisions can be made when amultitude of metrics are available, because each metric enhances the overallview of the alternatives being considered.e financial analysis as an input to decision making, not as the decision-making process. Financial analysis is a great tool in the decision-making process,as it often produces an answer and an abundance of quantitative data to back upthat answer. However appealing this may be, management should not rely solelyon financial analysis to make decisions. Use of this analysis as a large part of thedecision-making process is fine, but other inputs into the decision process that aredifficult to quantify should be included in the analysis as well. Financialmethodologies alone do not provide a complete picture of the alternatives. Theseimpacts should be considered in addition to the raw financial analysis. In the finalanalysis, management must use other inputs beyond financial analysis in thedecision-making process to get the most complete view of the alternatives possible.4. Use estimates along with sensitivity analysis. Many of the inputs into financialanalysis can be difficult, if not impossible, to nail down in a very accurate fashion.This can cause financial analysis to be a long and drawn out process. One of thebest ways to speed the process along and arrive at a good decision is to useestimates of inputs when it appears that finding a very accurate input would take aninordinate amount of time. Using estimates is fine when the estimates are backed upby sensitivity analysis. By performing sensitivity analysis on the input ’ s。
利供应链管理特尔定律
利供应链管理特尔定律
利特尔定律（也叫利特尔法则）是以美国麻省理工学院教授约翰·利特尔（John D. Little）的名字命名的，他于1954年首次提出了该法则。
利特尔定律的公式为：平均库存=生产率×物料平均流动时间。
这个定律揭示了系统中的物体数量、物体在系统中的平均等待时间和进入系统的速度之间的关系。
对于供应链管理而言，利特尔定律表明，如果能够找到一些方法减少物料的平均流动时间，就能够从减少的库存投资中获利；如果有办法减少流程时间，就可以通过减少库存投资来获利。
反之，则会增加支出。
利特尔定律对于供应链管理具有重要的指导意义，它提醒管理者要重视物料流动的速度和效率，并通过优化管理来减少库存和提高效益。
某公司物流管理中存在的问题及解决对策
某公司物流管理中存在的问题及解决对策摘要:随着当前经济的迅速发展，市场主体之间的竞争日益激烈，很多企业在不断提高工作效率的同时也在提升物流管理水平.一个企业的物流管理水平好与坏，不仅决定着企业生产经营活动的管理水平，同时也是企业竞争力的关键影响因素.但是，由于对物流管理的认知程度尚有限,在实际的工作开展中仍然面临着诸多问题，日趋突出，优化中小企业物流已刻不容缓.所以本文将对物流管理的相关概念进行梳理，并找出当前W 公司物流管理过程中面临的问题，进而探索出相应的解决对策。
关键词：企业；物流管理；问题；解决对策AbstractWith the rapid development of economic and the fierce competition between market subjects，many enterprises are not only the promoting the work efficiency but also the level of logistics management.The logistics management level of a company decides the competitiveness of it. But because of the limited awareness of logistics，more and more problems are found in practice。
Optimizing the for small and medium-sized enterprises is necessary.This text will introduce the conception about the logistics and find the problem that the W company is facing,and finally find the solution。
供应链管理ch6
供应链管理ch6在当今竞争激烈的商业环境中，供应链管理已成为企业成功的关键因素之一。
第六章的内容将进一步深入探讨供应链管理的重要方面，帮助我们更好地理解和应对复杂的供应链挑战。
首先，让我们来谈谈需求预测。
准确的需求预测对于供应链的顺畅运作至关重要。
如果预测过高，可能导致库存积压，增加成本；而预测过低，则可能无法满足客户需求，导致销售机会的流失。
在进行需求预测时，需要综合考虑多种因素，如市场趋势、季节性变化、经济形势、竞争对手的动态以及客户的购买行为等。
通过收集和分析历史销售数据，结合市场调研和专家意见，可以提高预测的准确性。
同时，运用先进的预测技术和工具，如统计模型和数据分析软件，能够更精确地预测需求的变化。
库存管理是供应链管理中的另一个核心环节。
有效的库存管理可以平衡库存成本和满足客户需求之间的关系。
过高的库存水平会占用大量资金，增加仓储成本和风险；而过低的库存则可能导致缺货，影响客户满意度和企业声誉。
在确定库存水平时，需要考虑到货物的采购提前期、交货可靠性、销售速度以及安全库存等因素。
采用合适的库存控制策略，如经济订货量（EOQ）模型、定期盘点系统或连续盘点系统，可以优化库存管理，降低成本并提高效率。
供应商关系管理在供应链中也起着举足轻重的作用。
与供应商建立长期稳定、互利共赢的合作关系，有助于确保原材料和零部件的稳定供应，提高供应的质量和及时性。
选择合适的供应商需要综合评估其价格、质量、交货能力、信誉和技术实力等方面。
定期与供应商进行沟通和交流，共同解决问题，分享信息，能够增强双方的合作默契。
同时，通过建立供应商绩效评估体系，对供应商的表现进行量化评估，激励供应商不断改进和提高服务水平。
物流配送环节对于供应链的效率和成本也有着直接的影响。
优化物流路径、选择合适的运输方式（如公路运输、铁路运输、航空运输或海运）以及合理安排仓储设施的布局，能够降低运输成本，缩短交货时间。
采用先进的物流技术，如物流跟踪系统、自动化仓储设备和智能配送系统，可以提高物流运作的可视化和可控性，减少物流中的延误和错误。
管理科学与工程类教材书目(新排序)
管理信息系统教程 管理信息系统
管理信息系统案例 信息化管理教程 管理实验与实验管理学
朱顺泉 傅泽田、王瑞梅、郑 小平等 李兴国、杨颖、顾东 晓等 傅湘玲 何斌、李泽莹、王学 力
29.8 2006/1/1 50 2009/12/1
29.8 2010/9/1 33 2010/11/1 35 2010/4/1
影印
现代管理学（第10版） 管理信息系统：管理数字化公司 （第8版）
运营与供应链管理
周宣光
肯·博耶、索布提· 维尔马
采购与供应链管理（第4版）
[美]Robert B.Handfield等
供应链管理原理：均衡方法（第2 版）
[美]Joel D.Wisner
供应链管理：物流方法（第8版）
C.John Langley,Jr、 John Coyle
吴美丽、张冬梅
李金龙、刘海英、宋 作玲
李松庆
34
2011/1/1
35 2011/3/1 35 2009/1/1
30 2008/11/1
35 2009/1/1
34 2008/11/1
32 2008/11/1
36 2008/11/1
36 2008/10/1 29 2008/10/1
23 2011/2/1
供应链风险管理 供应链管理 项目管理（第2版）
管理理论与实务（第2版） 现代管理学概论（第三版）
领导学：理论与实践 现代组织行为学 工商管理统计学 项目管理概论 国际物流 管理学（第2版）
电子商务——理论与实践
系统工程——方法与应用 信息资源管理 Java语言编程实践教程 数据结构与程序设计
张存禄、黄培清 邹辉霞 池仁勇、王飞绒、余 浩等 赵丽芬、葛建新、张 淑君等 张创新
供应链设计书籍
供应链设计书籍以下是一些供应链设计方面的经典书籍：1.《Supply Chain Management: Strategy, Planning, and Operation》- by Sunil Chopra and Peter Meindl该书深入探讨了供应链的策略、规划和操作，并涵盖了许多实际案例和工具，帮助读者理解和应用供应链管理的核心概念。
2.《Designing and Managing the Supply Chain: Concepts, Strategies, and Case Studies》- by David Simchi-Levi, Philip Kaminsky, and Edith Simchi-Levi该书介绍了供应链设计和管理的基本概念、战略和案例研究，并提供了一些实用的工具和技术供读者参考。
3.《Operations Management: Processes and Supply Chains》- by Lee J. Krajewski, Manoj K. Malhotra, and Larry P. Ritzman该书全面涵盖了供应链和运营管理的各个方面，包括供应链设计、运营策略、质量管理等，并提供了一些实际案例和练习题供读者深入理解和应用。
4.《Supply Chain Network Design: Applying Optimization and Analytics to the Global Supply Chain》- by Michael Watson, Sara Lewis, and Peter Cacioppi该书介绍了供应链网络设计的各种技术和工具，包括优化、分析和模拟方法，帮助读者理解和应用供应链网络设计的关键概念。
5.《Supply Chain Management: A Logistics Perspective》- by John J. Coyle, C. John Langley Jr., Robert A. Novack, Brian Gibson该书从物流角度出发，介绍了供应链管理的各个方面，包括物流策略、运输管理、仓储和库存管理等，适合对物流运作和供应链设计感兴趣的读者。
供应链管理第六章
假如一个公司内部没有专业的人士或特殊的资源，它可以透 过收购其他公司来拥有这些资源
◦ 一般性交易活动（Arm’s-Length Transaction）
当一个公司需要特定的物品或服务，就去购买或租用这些物 品及服务
◦ 战略联盟（Strategic Alliance）
2007 年10 月，奇瑞与中国石化集团建立了全面战略合作伙伴关系。中国石化 将为奇瑞汽车的研发和生产环节提供先进的技术油品，并为奇瑞在绿色替代能 源车型的研发上提供邮政集团进行战略合作。在未来邮政车辆的选购中
，优先选择奇瑞生产的汽车。奇瑞则可利用中国邮政集团完善、庞大的物流网
PPT文档演模板
供应链管理第六章
•第一节 战略联盟简介 •战略联盟的议题
为了决定对公司最适当的战略联盟，思考以 下将面对之议题：
◦ 增加产品的价值 ◦ 改善市场获取能力 ◦ 强化营运能力 ◦ 增加技术上的优势 ◦ 强化战略性的成长 ◦ 加强组织的技能 ◦ 建立财务上的优势
PPT文档演模板
供应链管理第六章
络和邮政仓储资源， 实现从整车到零部件再到配件的国内、国际间的快速运输
和及时配送； 可利用邮政系统完备的金融产品获得包括信贷支持、资金结算、
资金筹集和代发工资在内的多种金融服务； 还可借助邮政系统跨越国界、友好
协作的特点，使奇瑞在拓展国际市场的道路上获得更多的支持。
PPT文档演模板
供应链管理第六章
•第一节 战略联盟简介
了底盘系统的模块化供货
2004 年5 月， 奇瑞与华晨金杯共同组建首家国内合资零部件采购公司，双方 对等持股。联合采购给双方带来约5％左右的成本优势
2007 年1 月， 奇瑞与武钢签订了战略合作框架协议， 在钢材剪切落料、物流 配送、钢材深加工等方面进行更深入更广泛的合作
供应链管理
電子交易市集(e-Exchange)
類似股票市場，由第三者建立，中立立場公開自由參與，買賣雙方多對多 的一種B2B經營模式，由仲介商提供買賣雙方有關電子化銷售(e-Sale)與 電子化採購(e-Procurement)的各種功能自動化服務，並提供雙方交易活 動包括訂單履行及金流、物流、服務流等各項線上支援，其目在匯集大量 的買賣參與人數與交易金額，形成規模依附與網路效應，降低雙方買賣成 本與搜尋配對、撮合的效率。
13
圖10-5 支援SCM主要IT
14
支援SCM IT
利用Internet支援SC買賣雙方在線上快速搜尋、 比價、議價、訂契約、採購、銷售
B2B EC。包括電子化採購(e-Procurement)、線上銷售 (e-Distributor)與電子交易市集(e-Marketplace)。
透過電子資料交換(EDI)與上中下游各種資訊的分享， 規劃、管理三個流程：(1)採購流程(上游) ；(2) 製造、 倉儲、存貨(內部)(3) 銷售、運送產品(下游) 「通路商供應商策略聯盟(RSP) ：快速反應(QR)、持 續補貨(CR)及供應商管理存貨(VMI)等。 協同商務(C-Comerce)包括設計、行銷、採購、預測 等由上中下游的各個成員同時協同合作的一起來參與 規劃。
供應鏈管理
Supply Chain Management
1
本章大綱
供應鏈與物流 供應鏈管理 供應鏈管理的資訊科技 供應鏈管理系統 供應鏈管理上的策略聯盟 協同商務 B2B的電子商務 RFID：行動的供應鏈管理
2
供應鏈（Supply Chain）定義
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供應鏈觀點
蘇雄義 審譯 Coyle．Bardi．Langley 著
6
本 章 綱 要
供應鏈存貨流動的管理
壹、前言 貳、經濟體系中的存貨 公司存貨： 參、公司存貨：持有存貨的原因 肆、存貨成本 伍、分類存貨 陸、存貨能見度 柒、評估公司存貨管理方法的效果
壹、前言
隨著公司著重在降低對固定資產的投資， 隨著公司著重在降低對固定資產的投資 ， 存貨是 公司愈來愈重視的一項資產， 機器設備、 公司愈來愈重視的一項資產 ， 如 ： 機器設備 、 廠 儲設備…等。 儲設備 等 改變存貨水準會影響資產週轉率(ROA)，而 ROA ， 改變存貨水準會影響資產週轉率 對內部和外部而言，為一個重要的財務指標。 對內部和外部而言，為一個重要的財務指標。 管理存貨最主要的挑戰在平衡存貨的供需。 管理存貨最主要的挑戰在平衡存貨的供需。
商業運籌管理－供應鏈觀點．Chapter 6
供應鏈存貨流動的管理
6-‹#›
參、公司存貨：持有存貨的原因2/2 參、公司存貨：持有存貨的原因2/2
批次經濟性／ 批次經濟性／週期存貨 不確定性／ 不確定性／安全存貨 時間／ 時間／在途及在製品存貨 季節性存貨 預先防範的存貨 存貨累積的總結 存貨在其他部門的重要性
商業運籌管理－供應鏈觀點．Chapter 6
供應鏈存貨流動的管理
6-‹#›
不確定性／安全存貨2/2 不確定性／安全存貨2/2
不確定性資訊的影響 抵換關係的分析， 抵換關係的分析 ， 適合用來評估風險及衡量存 貨成本。 貨成本。 透過資訊科技可以降低供應鏈上的存貨。 透過資訊科技可以降低供應鏈上的存貨。 合作規劃及預測需求(CPFR)即為此方法的一個 合作規劃及預測需求 即為此方法的一個 例子。 例子。 條碼(Bar coding)、RF tags、EDI，及網際網路 條碼 、 、 ， 均能幫助公司降低不確定性。 等，均能幫助公司降低不確定性。
商業運籌管理－供應鏈觀點．Chapter 6 供應鏈存貨流動的管理 6-‹#›
存貨持有成本2/3 存貨持有成本2/3
倉儲空間成本 處理成本、租金、 處理成本、租金、效用 物流發展了一套以成本行為(cost behaviors)為 物流發展了一套以成本行為 為 基礎的公式，以計算倉儲空間成本。 基礎的公式，以計算倉儲空間成本。 公用空間幾乎是變動的成本。 公用空間幾乎是變動的成本。 自有空間為固定及變動成本的混合。 自有空間為固定及變動成本的混合。
商業運籌管理－供應鏈觀點．Chapter 6
供應鏈存貨流動的管理
6-‹#›
存貨持有成本3/3 存貨持有成本3/3
存貨服務成本 儲存商品所需支付相關的保險及稅收。 儲存商品所需支付相關的保險及稅收。 根據商品價值高低的不同而改變。 根據商品價值高低的不同而改變。 存貨風險成本 主要為超出公司所能控制的範圍。 主要為超出公司所能控制的範圍。 原因來自於過時、損壞、 偷竊、員工監守自盜。 原因來自於過時、損壞、 偷竊、員工監守自盜。
商業運籌管理－供應鏈觀點．Chapter 6
供ห้องสมุดไป่ตู้鏈存貨流動的管理
6-‹#›
不確定性／安全存貨1/2 不確定性／安全存貨1/2
不確定性的理由已是常被談論到的主題 其造成的結果都是相同的： 其造成的結果都是相同的 ： 公司累積安全存貨 來緩衝不確定性帶來的影響。 來緩衝不確定性帶來的影響。 對很多公司來說， 對很多公司來說 ， 管理安全存貨是更具挑戰性 及複雜性的工作。 及複雜性的工作。
商業運籌管理－供應鏈觀點．Chapter 6 供應鏈存貨流動的管理 6-‹#›
批次經濟性／週期存貨2/2 批次經濟性／週期存貨2/2
生產經濟性認同較大的生產批次 造成必須儲存週期存貨。 造成必須儲存週期存貨。 只要對存貨成本的判斷做適當的分析， 只要對存貨成本的判斷做適當的分析 ， 持有週 期存貨仍是有利益的。 期存貨仍是有利益的。
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貳、經濟體系中的存貨
經濟中存貨的水準已在下降。 經濟中存貨的水準已在下降。 比較1985年和 年和2000年， 存貨佔 比較 年和 年 存貨佔GDP之百分比從 之百分比從 5.4%下降至 下降至3.8%。 下降至 。 解釋如表 解釋如表6-1
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表6-3 電腦硬碟的持有成本要素 成本 資金 倉儲空間 存貨服務 存貨 總額 佔產品價值的比率(%) 12% 2 3 8 25 %
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持有成本的性質
有相類似持有成本的品項， 有相類似持有成本的品項 ， 應該使用相同的持有 成本估計值。 成本估計值。 另外， 另外 ， 部分具有快速過時或高度失竊率等性質的 產品而言，可能需要特別的成本估計值。 產品而言，可能需要特別的成本估計值。
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年 1985 1986 1987 1988 1989 1990 1991 1992
表6-1 總體存貨成本與美國國民生產毛額的關係 所有企業 存貨持有 存貨持有成 名目GDP 存貨佔GOP 存貨價值 成本率 本($百萬) ($萬億) 之比率(%) ($百萬) 847 28.6% 227 4.23 5.4 843 25.7% 217 4.51 4.8 875 25.7% 225 4.74 4.7 944 26.6% 251 5.11 4.9 1,006 28.1% 283 5.49 5.2 1,041 27.2% 283 5.8 4.9 1,030 24.9% 256 5.99 4.3 1,043 22.7% 237 6.32 3.8
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肆、存貨成本2/2 存貨成本2/2
存貨持有成本 計算存貨持有成本 持有成本的性質 訂購／ 訂購／設置成本 持有成本與訂購成本 期望缺貨成本 在途存貨持有成本
商業運籌管理－供應鏈觀點．Chapter 6 供應鏈存貨流動的管理
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商業運籌管理－供應鏈觀點．Chapter 6 供應鏈存貨流動的管理
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批次經濟性／週期存貨1/2 批次經濟性／週期存貨1/2
價格折扣 造成為了取得數量折扣而大量購買與存貨倉儲 成本間的抵換關係。 成本間的抵換關係。 實體的供應存貨通常為原物料，倉儲成本少於 實體的供應存貨通常為原物料 ， 大量購買所帶來的節省，供應商會將其儲存。 大量購買所帶來的節省，供應商會將其儲存。 運輸折扣 大量運輸通常會反應在汽車運載量的費率上。 大量運輸通常會反應在汽車運載量的費率上。 愈大的運輸量愈有資格取得愈低的貨車載量， 愈大的運輸量愈有資格取得愈低的貨車載量 ， 汽車載量或火車載量費率。 汽車載量或火車載量費率。
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存貨在其他部門的重要性
行銷部門可利用存貨提供強大的顧客服務。 行銷部門可利用存貨提供強大的顧客服務。 製造部門利用存貨安排較長的生產運轉及最低的 取得成本。 取得成本。 財務部門希望維持高存貨週轉率， 財務部門希望維持高存貨週轉率 ， 使存貨損失的 風險可以降低，且資產週轉率可維持在高競爭性。 風險可以降低 ， 且資產週轉率可維持在高競爭性 。
存貨持有成本1/3 存貨持有成本1/3
資金成本 機會成本與存貨或任何資產的投資有關。 機會成本與存貨或任何資產的投資有關。 投資在存貨上的資金其隱含的價值為何？ 投資在存貨上的資金其隱含的價值為何 ？ 為何 不選擇投資在其他有價值的專案上？ 不選擇投資在其他有價值的專案上？ 一個計算資金成本的方法是定義出企業的必要 報酬率，其為新投資所預期的最小利潤比率。 報酬率，其為新投資所預期的最小利潤比率。 有關存貨評價應以全部成本或變動成本分攤的 爭論。 爭論。
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參、公司存貨：持有存貨的原因1/2 參、公司存貨：持有存貨的原因1/2
產品線的快速增加 產品線的深度及廣度的增加 帶來大量的存貨 總物流成本-1999 表6-2 總物流成本 存貨持有成本$332billion， 約佔公司總物流成本 ， 存貨持有成本 30%
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季節性存貨
季節性可能發生在公司的內向或／ 季節性可能發生在公司的內向或 ／ 及外向物流系 統。 農產品易腐物的供給或季節相關的運輸問題。 農產品易腐物的供給或季節相關的運輸問題。 季節性需求壓縮某些產業的銷售季節， 季節性需求壓縮某些產業的銷售季節 ， 導致以較 小的機器設備生產存貨。 小的機器設備生產存貨。
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預先防範的存貨
有某些情況下， 有某些情況下 ， 公司會預期某些未來可能會對生 產週期有負面影響的事件。 產週期有負面影響的事件。 例如：罷工、物價大幅上升、 例如 ： 罷工 、 物價大幅上升 、 因天氣或政治的動 盪導致供給短缺等， 盪導致供給短缺等 ， 均會導致公司存貨高於正常 的水準。 的水準。 在此情況下，風險的評估很重要。 在此情況下，風險的評估很重要。
商業運籌管理－供應鏈觀點．Chapter 6 供應鏈存貨流動的管理 6-‹#›
時間／在途及在製品存貨
與時間有關的互抵來自於利用較慢至較快的運輸 方式。 方式。 較快的運輸方式花費較高，但其可節省較多的 較快的運輸方式花費較高 ， 存貨持有成本。 存貨持有成本。 在製品存貨應該以合適的取捨關係來評估， 在製品存貨應該以合適的取捨關係來評估 ， 尤其 是價值愈高者。 是價值愈高者。 排程與實際生產時間緊密配合，以降低存貨。 排程與實際生產時間緊密配合，以降低存貨。