供应链管理供应链管理-第11章
供应链管理(山东联盟-山东财经大学)智慧树知到答案章节测试2023年
第一章测试1.供应链是一个网链结构，由围绕（）的供应商、供应商的供应商和用户、用户的用户组成。
A:一级B:核心企业C:最终用户D:主要答案:B2.（）的驱动力产生于最终客户，整个供应链的集成度较高，信息交换迅速，可有效降低库存，为客户提供更大的价值。
A:有效性供应链B:拉动式供应链C:响应性供应链D:推动式供应链答案:B3.以下关于供应链管理模式说法错误的是（）。
A:从“封闭式”向“开放式”的设计、开发与生产转变B:从“横向一体化”向“纵向一体化”转变C:从“纵向一体化”向“横向一体化”转变D:从“大而全、小而全”向“分散网络化制造”转变答案:B4.全球竞争环境的变化体现在以下几个方面（）。
A:对产品和服务的期望越来越高B:全球化C:产品生命周期越来越短D:产品价格迅速下跌E:产品品种数飞速膨胀答案:ABCDE5.传统管理模式的弊端包括（）。
A:承担丧失市场时机的风险B:迫使企业从事不擅长的业务活动C:增加企业投资负担D:在每个业务领域都具有较强竞争力答案:ABC6.供应链是一条连接供应商到客户的（）。
A:信息链B:资金链C:价值链D:物料链答案:ABCD7.供应链管理的作用是（）。
A:保持市场份额不变B:提高市场竞争力C:提高顾客满意度D:降低成本E:有效运用固定资产和流动资产答案:BCDE8.供应链可以没有核心企业。
（）A:错B:对答案:A9.供应链管理的主要目标是以系统的观点，对多个职能和多层次供应商进行整合和管理外购、业务流程和物料控制。
（）A:对B:错答案:A10.推动式供应链的集成度较高，适用于供大于求、客户需求不断变化的市场环境。
（）A:错B:对答案:A第二章测试1.集成化供应链管理的核心是围绕（）展开，形成相互协调的一个有机整体。
A:供应回路B:作业回路C:策略回路D:性能评价回路答案:BCD2.集成化供应链管理的目标是（）。
A:全局动态最优B:高质量、高柔性、低成本C:动态最优D:全局最优答案:A3.真正实现集成化供应链管理，企业要转变思维模式，从纵向一维空间思维向纵横一体的多维空间思维方式转变（）。
供应链管理(第三版)
教材目录
教材目录
（注：目录排版顺序为从左列至右列 ）
பைடு நூலகம்
教学资源
教学资源
《供应链管理（第三版）》配有“供应链管理（第三版）”数字课程，该数字课程包括习题答案、教学课件 等。
教材特色
教材特色
一、内容选取上增强和职业标准与岗位要求的衔接，跟随行业实践需求； 二、增强可读性和职业性，适应现代青年学生阅读特点； 三、丰富实践性教学素材，完善“实践能力”为核心的多元评价考核体系，配套开发建设优质数字教学资源， 满足职业教育师生教学实践需要； 四、实现中高职课程的有效衔接，顺应职业教育体系发展要求 。
2014年7月28日，《供应链管理（第三版）》入选第一批“十二五”职业教育国家规划教材 。
出版工作
2014年8月15日，《供应链管理（第三版）》由高等教育出版社出版 。
内容简介
内容简介
《供应链管理（第三版）》共11章，包括36个关键知识模块，共设计了11个开篇故事、32个实例分析、15 个技能实训。主要内容包括：供应链管理基础理论、供应链管理战略、供应链管理体系构思设计、供应链管理决 策与策略、构建有竞争力的供应链络、构建供应链企业联盟、供应链组织一体化管理、供应链采购管理、供应链 库存管理、供应链物流集成管理、供应链信息集成管理。该书内容涵盖了供应链不同过程中的物流、信息流、资 金流、增值流、业务流以及贸易伙伴关系等 。
作者简介
作者简介
万志坚，广东省高等教育学会物流专业委员会秘书长 。 王爱晶，广州科技贸易职业学院副教授 。 王涛，广州民航职业技术学院物流教研室主任 。
谢谢观看
该教材修订的项目团队成员还有：广州工程职业技术学院蔡松林、杨秀环，广州涉外经济职业技术学院何民 强，广东省电子商务高级技工学校电子商务技师李懂恒等 。
乔普拉《供应链管理(第7版)》每章讨论题及答案CH4
CHAPTER FOURDiscussion Questions1.What differences in the retail environment may justify the fact that the fast-moving consumer goods supply chain in India has far more distributors than it has in the United States?India is a land of shopkeepers selling to over a billion consumers. The number of retailers has been put at between 10 and 50 million. India is becominglyincreasingly Westernized, but it will be quite a while (if not forever) beforeshopkeepers are supplanted by large retailers. The sheer volume of small store owners requires a large number of distributors to service them. Distributors play an important role by aggregating last-mile delivery to the small shops and also aggregating collection of payables. The presence of distributors makes bothactivities much more efficient than they would be if each manufacturer had to perform both activities for all small shops. Poor infrastructure, although notentirely a retail concern, is another reason why India may need far moredistributors than in the United States.The younger generation in India, particularly the IT-rich areas of Bangalore and Chennai, have far higher disposable income than the older generation and the rest of the country. These young workers have very different retail habits and arecausing changes in India’s shoppin g and supply chain needs.2. A specialty chemical company is considering expanding its operations into Brazil,where five companies dominate the consumption of specialty chemicals. What sort of distribution network should this company use?If the expansion into Brazil is merely a sales operation, then distributor storage with last-mile delivery is the best network design. If the expanded operationsinclude manufacturing capabilities, then manufacturer storage with directshipping is a strong possibility. Given the nature of the product, package carrier delivery is not an option and retail storage with customer pickup is out of thequestion since this is a B2B scenario. In-transit merge would be an option only if the manufacturer established a network of plants in Brazil, perhaps focusedfactories relatively close to each customer.The chemical company has only five customers to serve; it would not require too large an investment in logistical infrastructure to effectively serve all five without intervention by a distributor. Their short supply chain would be easier tocoordinate due to the stable demands and information sharing that is possible in a B2B scenario.3. A distributor has heard that one of the major manufacturers from which it buys isconsidering going direct to the consumer. What can the distributor do about this?What advantages can it offer the manufacturer that the manufacturer is unlikely to be able to reproduce?The two supply network designs that the distributor can propose to counter them anufacturer’s proposal are the distributor storage with package carrier delivery and the distributor storage with last-mile delivery. Both of these counter-proposals offer higher-order visibility for the customer while having simplerinformation infrastructure than with manufacturer storage. The response time for both is excellent, and the customer experience is also superior to the direct model.If the manufacturer is trying to provide excellent customer service, the increased costs in transportation and potentially higher levels of inventory may beacceptable tradeoffs.4.What types of distribution networks are typically best suited for commodity items?For B2C settings, commodity items are available from many sources, andcustomers expect them to be delivered quickly; if a supply chain can’t beresponsive, the customers will move on to the next source. A distribution network designed for retail storage with customer pickup achieves quick response forhigh-demand, low-variety products. Other commodity products can be effectively distributed using distributor storage with last-mile delivery, which is also suited for high-demand, quick-response products.For B2B customers, commodity products are typically purchased in largequantities and can often be delivered directly from the manufacturer to thecustomer.5.What type of distribution network is best suited to highly differentiated products?The networks that are best suited to highly differentiated products are themanufacturer storage with direct shipping and the manufacturer storage with in-transit merge. Both approaches have the ability to aggregate inventories andpostpone product customization, which would help support a wider variety ofproducts.6.In the future, do you see the value added by distributors decreasing, increasing, orstaying about the same?It is doubtful that value added by distributors will decrease over time (at least as long as product variety keeps growing); the nature of competition in all areaswould suggest that distributors that add less value would be winnowed out. It is more likely that distributors will be asked to do more or may volunteer to do so asa means of differentiating themselves from the competition.7.Why has the online channel been more successful in the computer hardwareindustry compared with the grocery industry? In the future, how valuable is the online channel likely to be in the computer hardware industry?The computer hardware industry is selling a constantly changing product that is purchased on a per-household basis, less routinely than the commodity products that make up groceries. Computer hardware is also more expensive than grocery.A company like Dell can leverage the Internet as a marketing and distribution toolto advertise new capabilities and options before bricks-and-mortar retailers can.Dell also removes whatever intimidation (or frustration) factor might beexperienced by conversing with in-store sales representatives. Computers have a very high value to shipping cost ratio, so the increased shipping costs whencompared to a traditional store are negligible. Groceries have a much lower ratio;although in-store shoppers are incurring costs to pick up their groceries, thosecosts are hidden in comparison to the delivery charge on an itemized bill fromPeapod.The online channel will continue to be a valuable tool in the computer hardware industry but its value is likely to diminish as hardware platforms become more standardized with most of the customization occurring with software. Whereas Dell only sold to customers online in 2000, by 2017 it sold most of its computer hardware to consumers through third-party retailers.8.Is the online channel likely to be more beneficial in the early part or the maturepart of a product’s life cycle? Why?The online channel is more likely to be more beneficial in the early part of aproduct’s life cycle. Online channel strengths include flexible pricing, promotions, and product portfolios and greater speed in disseminating product information.The online channel also allows the aggregation of inventories, which is especially beneficial in the early phase of the life cycle when demand is uncertain. Later in the life cycle, a product is likely to be a commodity, which doesn’t play to thestrengths of this channel.9.Consider the sale of home improvement products at Home Depot or a chain ofhardware stores such as True Value. Which can extract the greatest benefit from adding the online channel? Why?Both entities and other hardware companies such as Ace are already online. An article titled “Home Depot’s Self-Improvement – Company Business andMarketing” by Eric Young in The Industry Standard, September 11, 2000,indicates that Home Depot is the last major player to go online, but brings thedeepest pockets. Those of us that have stood in line with the contractors realize that many of Home Depot’s items are ill-suited to a web enterprise and theclientele is equally ill-suited. Contractor sales are such a significant portion of Home Depot’s sales in comparison with the mix at True Value, that it is likely that True Value will ultimately benefit more from an e-commerce division.The article goes on to say,“Each chain is employing a slightly different e-commerce strategy. WhereasHome Depot wants its site to replicate its merchandise mix, True Value limits the number of items it offers online. For example, at True Value, Net shoppers won't find products most people need in a hurry, such as toilet-tank fix-it kits. “You're not going to wait three days to have it shipped so you can stop the water from dripping into your neighbor's apartment,” says Neil Hastie, CIO at. Also, these products are typically available at the local hardware store where customers can pick them up quickly.Ace Hardware, meanwhile, thinks bigger is better. Its site offers almosteverything in its stores, plus about 15,000 additional products. Ace'ssupplementary online offerings are a windfall from its investment in, a Web-based home improvement site that handles Ace's online sales. The two companies split online revenues. Ace joined forces with OurHouse to get a leg up in e-commerce. "We didn't want to be left in the starting gate," says Ken Nichols, a retail operations vice president for Ace.Waiting in the wings is Lowe's, the nation's second-largest home improvement chain. Like Home Depot, Lowe's wants to expand its online presence but isapproaching e-commerce slowly. Beginning in October, the retailer will offer a wide selection in a limited number of categories, such as hand tools andappliances. Lowe's will deliver Net orders directly to buyers or to the store closest to the customer, again like Home Depot.Meanwhile, Internet-only retailers are scrambling to win over customers, vowing to compete against offline chains in price and selection. CornerHardware, forexample, says it currently has 125,000 products available—three times thenumber available at an average Home Depot store.The pure Internet players acknowledge that they don’t have the brand recognition of Home Depot. But they hope to build their brands before Home Depot and the other brick-and-mortar stores establish a strong online presence. Still, it's not clear that any are benefiting from first-mover advantage. Already two Net pure-plays— and —have gone under.” sells books, music, electronics, software, toys, and homeimprovement products online. In which product category does going online offer the greatest advantage compared with a retail store chain? In which productcategory does the online channel offer the smallest advantage (or a potential cost disadvantage) compared with a retail store chain? Why?Amazon’s greatest online channel advantage comes from the sale of products that have high variety and are slow moving; they are able to list millions of book titles that a physical store cannot possibly carry on their shelves. Cost advantages for Amazon are few and far between; the item price to shipping cost ratio for books, music, and software is not as high as most consumers would prefer. WhileAmazon has a cost advantage relative to physical stores for slow-moving books, this advantage is reduced (or disappears) for best-selling books. Amazon certainly has no cost advantage with music and software. Both are readily sold over theInternet; it would behoove Amazon to partner with another Seattle-area company to make this the norm.Over time Amazon has added many other categories including electronics and clothing. In both instances, Amazon has a significant cost advantage for nicheproducts relative to brick-and-mortar stores. For fast-moving products, however, this advantage diminishes and in many cases disappears. For example, it isimpossible for Amazon to compete with Costco on price for fast-moving, low-value products such as detergent. In these instances, Amazon can compete forconvenience-sensitive customers who are willing to pay a higher price for theconvenience of having their order delivered at home.11.Why should an online channel such as Amazon build more warehouses as its salesvolume grows?Amazon initially tried to run their entire book business with no warehousingfacilities, instead relying on other distributors to carry their entire inventory. Next, Amazon ran their business out of a single warehouse in Seattle and discovered it wasn’t feasible; the trade-off of responsiveness and cost was causing excessive delays in getting products to customers. Now Amazon uses a hybrid of these two systems, carrying items that it knows will sell in its own warehouses and letting others carry items that have greater demand uncertainty. As Amazon’s business grows, it should continue to establish warehouses to spread its facilities closer to pockets of new customers, thus achieving better levels of responsiveness while still maintaining its cost advantage. Moving closer to customers reduces thetransportation cost while being responsive.12.Amazon has opened bookstores and announced the opening of convenience stores.How can these traditional retail channels allow Amazon to complement its online channel effectively?The biggest challenge for the online channel is in being very responsive and being cost competitive for fast-moving, low-value products. The physical stores offer Amazon an opportunity to use the stores for such products. A bookstore canprovide a best seller quickly to a customer at low cost, whereas the online channel can provide the remaining wide variety of titles to customers at low cost (though with a longer delivery time).Similarly for groceries, physical locations such as convenience stores (an Whole Foods recently purchased by Amazon) complement the online channel by providing fast-moving, low-value products to customers quickly and efficiently (something the online channel has difficulty with). The online channel can continue to serve convenience-seeking customers for such products, but more price-sensitive customers and customers needing the product in a hurry can be well served by the physical stores.In the long run, Amazon also has a chance to use these physical locations as pickup locations for online orders.。
供应链管理—马士华
推行"纵向一体化"的目的，是为加强核心企业对原材料供应、产品制造、分销和销售全过程的控制，使企业能在市场竞争中掌握主动，从而达到增加各个业务活动阶段的利润。在市场环境相对稳定的条件下，采用"纵向一体化"战略是有效的，但是，在高科技迅速发展、市场竞争日益激烈、顾客需求不断变化的今天，"纵向一体化"战略已逐渐显示出其无法快速敏捷地响应市场机会的薄弱之处。显然，采用"纵向一体化"战略的企业要想对其他配套企业拥有管理权，要么自己投资，要么出资控股，不论采取哪一种方式，都要承受过重的投资负担和过长的建设周期带来的风险，而且由于核心企业什么都想管住，不得不从事自己并不擅长的业务活动，使得许多管理人员往往将宝贵的精力、时间和资源花在辅助性职能部门的管理工作上，而无暇顾及关键性业务的管理工作。实际上，每项业务活动都想自己干，势必要面临每一个领域的竞争对手，反而易使企业陷入困境。进一步地，如果整个行业不景气，采取"纵向一体化"战略的企业不仅在最终用户市场遭受损失，而且在各个纵向发展的市场上也会遭受损失，因为最终用户市场不景气，必然连带着纵向市场的萎缩。因此，"纵向一体化"战略已难以在当今市场竞争条件下获得所期望的利润。
第七章 供应链管理环境下的生产计划与控制
第一节 现行生产计划和控制与供应链管理思想的差距
第二节 供应链管理环境下的企业生产计划与控制的特点
第三节 供应链管理环境下的生产计划与控制系统总体模型
第四节 供应链环境下生产系统的协调机制
案 例：通用电气公司照明产品分部
案 例：Bay网络公司
第六章 供应链管理信息技术支撑体系
第一节 概述
第二节 信息技术的发展及其在供应链管理中的应用
物流与供应链管理第十一章-逆向物流
在逆向物流活动中，企业物流活动的流程管理可能产生很大的影响，通常主要涉及以 下几个方面：原材料管理、产品营销管理、回收物品配送管理、物流信息管理。
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First Policy
二、逆向物流系统设计的原则
1.“预防为主、防治结合”原则
逆向物流实施过程中的基本原则是“预防为主，防治结合”，也就是“事前防范重于事后处理”
11.1
逆向物流的内涵和构成
11.2 逆向物流的分类和特点
11.3 逆向物流系统的功能与设计原则
11.4
逆向物流系统的业务流程分析
First Policy
11.1 逆向物流的内涵和构成
1.逆向物流的内涵 2.逆向物流的构成
First Policy
一、逆向物流的内涵 逆向物流的内涵
《中华人民共和国国家标准物流术语对逆向物流下的定义如下：逆 向物流也称反向物流(Reverse Logistics)，是指物品从供应链下游向上游 的运动所引发的物流活动。
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First Policy
1.逆向物流系统的功能 2.逆向物流系统设计的原 则
11.3 逆向物流系统的功能与设计原则
First Policy
一、逆向物流系统的功能
1．信息功能
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图11-2 回收信道的功能 逆向物流系统的信道功能包括收集功能、分拣功能、运输功能、拆卸功能、修复(再加工/再生)功能。
产品再循环：主要指可直接用于其他企业加工的原材料，例如，废钢、废铁 可直接作为炼钢厂的原材料直接使用。
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First Policy
一、逆向物流的业务流程
产品再分配：把可再使用和再处理过的产品投放到市场中，并运输到使用者手 中，该过程包括：储存、销售和运输。
供应链管理第十一章信息技术
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案例分析
中石化：化繁为简的供应链
中国石油化工集团公司（下称中国石化集团）在《财富》2006 年度全球500强企业中排名第23位。其主营业务范围包括：实业投 资及投资管理；石油、天然气的勘探、开采、储运、销售和综合 利用；石油炼制；汽油、煤油、柴油的批发；石油化工及其他化 工产品的生产、销售、储存、运输；自营和代理各类商品和技术 的进出口等。
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2、自动识别与数据采集技术 自动识别和数据采集（AIDC）是供应链管理过程中 处理物流信息的理想技术。通过自动数据识别和数 据采集，可保证供应链各环节高速准确的数据获取 及实时控制。目前，供应链管理中，最常用的AIDC 技术是条码技术。条码技术中的条形码是用一组数 字来表示商品的信息，它是有关厂家、批发商、零 售商、运输业等经济主体进行订货和接受订货、销 售、运输、保管、出入库检验等活动的信息源。
9 专家支持系统(ESS)
10 电子数据交换(EDI)
11 面向对象的编程技术(OOT)
12 电子商务(Electronic Business)
13 地理信息系统(GIS)
14 全球卫星定位(GPS)
15 WWW技术
16 卫星通信(Satellite Communication)
17 并行系统(Parallel System)
◇ MRPII、JIT、CIMS、MIS等技术的应用可以解决 企业生产中出现的多种复杂问题.
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◇ 客户/服务技术可以应用于企业之间的信息 共享，以改善企业的服务水平，同时各种网 络新技术的应用也可以改善企业之间的信息 交互使用情况。
◇ 人力资源管理当中，人类行为工程 （Human PerformanceEngineering，HPE）开始在企 业管理当中得到应用，它的主要职能是组 织、开发、激励企业的人力资源。
第11章 物流管理
·物流是指商品物质实体由生产者（供应者）向消费者（需要者）的流动过程。
物流是商品实体的流动，它克服了供需双方在空间和时间上的局里，创造空间效用和时间效用。
物流管理指对物流的各个环节进行有效的协调组织和控制。
根据物流的程度和环节，物流管理包括对商品的包装、搬运、装卸、运输、库存、流通加工及信息处理等要素的管理，其中储存、运输是物流管理的中心环节。
一、仓储及其管理1、现代仓储在物流系统中的作用过去的仓储起着储存原材料与产成品的作用，可以统称为存货，储存的作用是将原材料输送到生产部门，把产成品销售出去。
很多企业都有较高的存货水平。
20世纪90年代以来，零库存、物流供应链于物流联盟等理论的出现，仓库所扮演的角色转变为如何以更短的周转时间、更低的存货率、更低的成本和更好的顾客服务为内容的物流目标。
仓库已经不再仅仅是储存物品的设施，仓库的运转效率大大提高，人们关注产品在企业的流动速度，有些企业的产品在仓库的存放时间大大缩短。
为了满足顾客廉价和快捷的服务需求，物流管理人员非常关注仓储过程中的成本和周转速度。
很多企业重新设计仓库以达到加速订单处理和降低物流成本的目标，有的企业还根据其战略规划、市场分布而重新选择仓库地址，从而为顾客提供更好的服务。
仓储是对物品的储存，从广义上来讲包括提供纯纯物品服务的设施和场地。
例如，制造厂商对制成品的储存，运输企业在运输途中对所运输物品的储存，以及露天场地对铁矿石的储存等。
另外，仓储还包括一些专门的储存场地和设施，例如专门用于储存粮食的仓库、储存烟草的仓库以及用于储存需要冷冻或冷藏物品的冷库等。
仓储能为原材料等其他储存物品提供时间效用，起到季节性需求调整的作用。
同时，根据市场需要设计的仓储还能够缩短企业为顾客提供服务的时间，能更快捷地按照顾客所要求的时间和地点将物品送到顾客的手中，随着有型物品销售过程中服务附加功能的日益重要，仓储也变得越来越重要。
2、仓储作业流程物流企业的仓储作业包括捷运商品、验收入库作业、保管保养作业、出库检查作业和发运商品5个操作步骤，具体如下：⑴接运商品指商品从供货单位运输到仓库的过程。
物流与供应链管理全书ppt完整版课件最全电子教案正本书教学教程
发货配送
发货配送是企业按照客户要求进行货物配备并送交客户的过程,其中商流与物流的紧密结合是物
流管理过程成功的重要保证。
1.6 现代物流发展的重要意义
产品价值
•
•
•
在国民经济中的地位
形态价值是通过加工、包装等 •
改变物品的形状创造的一种价
行计划、执行和控制,以满足顾客需求的过程。——美国实物配送管理协会
• 1998年，物流是供应链过程的一部分。
• 2003年，物流管理是供应链管理的一部分,是对货物、服务及相关信息从起源地到消费地的有
效率、有效益的正反向流动和储存进行计划、执行和控制,以满足顾客要求。
1.2 物流管理的演进和发展
• 2005年，美国物流管理协会（CLM）正式更名为美国供应链管理专业协会（CSCMP），标
美国物流概念的历史演进
• 1901年，约翰·克罗韦尔(John F.Crowell)首先研究了物流问题，研究了影响农产品配送成
本的因素。
• 1905年，美国的昌西·贝克少校(Major Chauncey B.Baker)提出,“那个与军备的移动和供应
相关的战争的艺术的分支就叫‘物流’”。
• 1915年，阿奇·肖(Arch Shaw) “物流(the physical distribution of goods) 是与创造需求不同的
• 功能性物流是指具有某一物流功能(如运输功能、仓储功能或流通加工功能等)的物流形态。
集成化程度：集成化物流和非集成化物流
• 集成化物流又称一体化物流,是指在不同职能部门或不同企业之间进行物流管理和运作的合作,以实
现物流系统的整体效率最大化和总体成本最小化。
乔普拉《供应链管理(第7版)》每章讨论题及答案CH10
CHAPTER TENDiscussion Questions1.What is the bullwhip effect and how does it relate to lack of coordination in asupply chain?The bullwhip effect refers to the increase in fluctuation of orders along the length of the supply chain as orders move from retailers to wholesalers to manufacturers to suppliers. The bullwhip effect relates directly to the lack of coordination(demand information flows) within the supply chain. Each supply chain member has a different idea of what demand is, and the demand estimates are grosslydistorted and exaggerated as the supply chain partner is distanced from thecustomer.2.What is the impact of lack of coordination on the performance of a supply chain?The impact of lack of coordination is degradation of responsiveness and anincrease in cost for all supply chain members. As the bullwhip effect rears its ugly head, supply chain partners find themselves with excessive inventory followed by stockouts and backorders. The fluctuations in inventory result in increasedholding costs and lost sales, which in turn spike transportation and materialhandling costs. Ultimately, the struggle with cost and responsiveness hurts the relationships among supply chain partners as they seek to explain their lack of performance.3.In what way can improper incentives lead to a lack of coordination in a supplychain? What countermeasures can be used to offset this effect?Incentive obstacles occur in situations when different participants in the supply chain are motivated by self-interest.Incentives that focus only on the local impact of an action result in decisionsbeing made that achieve a local optimum but are unable to achieve a global(supply chain) optimum. All supply chain partners must agree on globalperformance measures and structure rewards such that members are appropriately motivated to focus on the overall performance of the supply chain.Sales force incentives also are responsible for counterproductive supply chain behavior. Commissions that are based on a single short time frame can be gamed by the sales force to maximize commission but these actions inadvertentlyincrease demand variability and exert pressure on the supply chain. Commissions should be structured to provide incentives to consistently sell large volumes of product over a broad time frame to the sell-through point.Sales force incentives based on “sell-in” rather than “sell-thru” lead to product being pushed in the supply chain, thus increasing forward buying. If possible, it is best to offer incentives based on sell-thru or even sell-out (sales to end consumers) because such incentives eliminate all incentives for forward buying.4.What problems result if each stage of a supply chain views its demand as theorders placed by the downstream stage? How should firms within a supply chain communicate to facilitate coordination?If each stage of a supply chain views its demand as the orders placed by theirdownstream counterpart, the bullwhip effect is realized by the supply chain(especially when lead times are long). Each member develops a forecast that is based on something other than the true customer demand and hilarity ensues.Supply chain members should share point-of-sale (POS) data (or at a minimum their own sales data) so that all members are aware of the true customer demand for product. The beauty of data sharing requirements is that only aggregate POS data must be shared to mitigate the bullwhip effect; there is no need to sharedetailed POS data.5.What factors lead to a batching of orders within a supply chain? How does thisaffect coordination? What actions can minimize large batches and improvecoordination?Order batching is caused by a number of different factors. One mechanism is the price structure of TL and LTL shipment quantities; there is incentive to wait awhile to make sure that a TL shipment is achieved. A customer’s natural tendency to wait for a milestone, either real or perceived, can also cause batching.Customers may wait until Friday, Monday, the last or first day of the month, etc., just because that’s when they always have or because that event reminds them to order. Order batching also occurs because customers are aware of an impending price reduction and want to take advantage of it. Batching adversely affectssupply chain coordination because the supply chain will be starved for flow, then overwhelmed with demand.A supply chain can reconfigure their transportation and distribution system toallow for shipments to multiple customers on a single truck to achieve TLquantities. The chain can also assign (or encourage) days for placing orders and move from lot-size based to volume based quantity discounts (or abandondiscounts and promotions altogether).6.How do trade promotions and price fluctuations affect coordination in a supplychain? What pricing and promotion policies can facilitate coordination?Trade promotions and price fluctuations make supply chain coordination more difficult. Customers seek to purchase goods for less and engage in forward buying which creates spikes in demand that may exceed capacity. All parties wouldbenefit if the supply chain used everyday low pricing (EDLP) to mitigate forward buying and allow procurement, production, and logistics to function at a steadier pace. If price incentives must be offered, the chain is better served byimplementing a volume-based quantity discount plan instead of a lot size based quantity discount, that is, providing incentives to purchase large quantities over a long period of time, perhaps a year. Forward buying can also be reduced ifpromotions are linked to sell-thru rather than the quantity purchased by a retailer.7.How is the building of strategic partnerships and trust valuable within a supplychain?Cooperation and trust within the supply chain help improve performance for the following reasons:•When stages trust each other, they are more likely to take the other party’s objectives into consideration when making decisions, thereby facilitatingwin–win situations.•Action-oriented managerial levers to achieve coordination become easier to implement and the supply chain becomes more agile.•An increase in supply chain productivity results, either by elimination of duplicated effort or by allocating effort to the appropriate stage.•Detailed sales and production information is shared; this allows the supply chain to coordinate production and distribution decisions.8.What are the different CPFR scenarios and how do they benefit supply chainpartners?Collaborative planning, forecasting, and replenishment (CPFR) is defined as a business practice that combines the intelligence of multiple partners in theplanning and fulfillment of customer demand. In order to be successful, the two parties must have synchronized their data and established standards forexchanging the information. The four scenarios that sellers and buyers cancollaborate along include:•Retail event collaboration—the identification of specific SKUs that will be involved in sales promotions and sharing of information regarding thetiming, duration, pricing, advertising, and display tactics to be deployed.The benefit of retail event collaborations is a reduction in stockouts,excess inventory, and unplanned logistics costs.•DC replenishment collaboration—the forecasting of DC withdrawals or demand from the DC to the manufacturer is converted to a stream oforders that are locked in over a specified time horizon. A successful DC replenishment collaboration reduces production costs at the manufacturer and inventory and stockouts at the retailer.•Store replenishment collaboration—the forecasting of store-level orders that are committed over a specific time horizon. Such a collaborationresults in greater visibility of sales for the manufacturer, improvedreplenishment accuracy and product availability, and reduced inventories. •Collaborative assortment planning—the forecasting (collaborative interpretation) of industry trends, macroeconomic factors, and customer tastes for seasonal goods. This forecast is converted into a plannedpurchase order at the style/color/size level that is used to produce sample products for a fashion event before final merchandising decisions aremade. The manufacturer benefits from this collaboration by having more lead time to purchase raw materials and plan capacity.•。
第十一章供应链的绩效评价
标杆的内涵和分类
标杆的内涵可以概括为：以那些出类拔萃的企业作为基准，将本 企业的产品、服务和管理措施等方面的实际状况与这些基准进行定 量评价和比较，分析这些基准企业的绩效达到优秀水平的原因，在 此基础上选取改进的最优策略。
绩效标杆一般分为以下三种： 第一种是战略性标杆。它包含一个企业的市场战略与其他企业 的市场战略的比较。 第二种是操作性标杆。操作性标杆以职能性活动的各个方面为 重点，找出有效的方法，以便在各种职能上都能取得最好成绩。 第三种是支持活动性标杆。企业内的支持功能应该显示出比竞 争对手更好的成本效益，通过支持活动性标杆控制内部间接费 用和防止费用的上升。
Cij j 供应商 ( j)准时交货率 j 供应商 ( j)成本利润率
j 供应商 ( j)产品质量合格率
j j j 1
1．准时交货率
下层供应商在一定时间内准时交货的次数占其总交货次 数的百分比。供应商准时交货率低，说明其协作配套的 生产能力达不到要求，或者是对生产过程的组织管理跟 不上供应链运行的要求。 2．成本利润率 是指单位产品净利润占单位产品总成本的百分比。产品 成本利润率越高，说明供应商的盈利能力越强，企业的 综合管理水平越高。 3．产品质量合格率 指质量合格的产品数量占产品总产量的百分比，它反映 了供应商提供货物的质量水平。产品质量合格率指标与 产品成本利润率指标密切相关。供应链最后一层为最终 用户层，最终用户对供应链产品的满意度指标是供应链 绩效评价的一个最终标准。
4. 新产品开发率：反映供应链的产品创新能力。指标数值越大，说明 供应链整体产品创新能力和快速响应市场能力越强，具有旺盛和持 久的生命力。
新产品开发率 在研究新产品数 储备新产品数 已投产新产品数 现有产品总数
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2. 转换方面：
பைடு நூலகம்
3. 交运方面：
4. 需求管理：
第3节 供应链绩效管理
• 供应链绩效管理工作 • 基准法（也称标杆法）
– 基准法的含义与要点 – 基准法的种类
1. 战略性基准（Strategical Benchmarking） 2. 操作性基准（Operational Benchmarking） 3. 支持活动性基准（Support-Activity Benchmarking）
第2节 供应链企业绩效评价指标体 系
• 供应链创新与学习能力评价
– 智力资本比率指标 – 新产品（服务）收入比率指标 – 雇员建议增长率指标 – 雇员培训总人时增长率指标
第2节 供应链企业绩效评价指标体 系
• 其他建议的供应链绩效评价指标
– SCOR (Supply Chain Operations Reference-model) 模型（供应链运营参考模型）
第2节 供应链企业绩效评价指标体 系
• 供应链业务流程的评价
– 产销率指标 – 平均产销绝对偏差指标 – 产需率指标 – 产品出产(或服务)循环期指标 – 供应链总运营成本指标
第2节 供应链企业绩效评价指标体 系
• 供应链上、下游节点间关系的评价
– 准时交货率指标 – 成本利润率指标 – 产品质量合格率指标 – 售后服务质量指
• SCOR模型主要由四个部分组成：
– 供应链管理流程的一般定义； – 对应于这些流程的性能指标基准； – 供应链最佳实施(Best Practices)的描述；以及 – 选择供应链软件产品的信息。
第2节 供应链企业绩效评价指标体 系
– 其他供应链绩效评价指标
1. 供应方面：
• • • • • • • • • • 供应商的可靠性(Supplier Reliability)； 供应商的提前期(Supplier Lead Time)。 过程可靠性(Process Reliability)； 加工时间(changeover time)； 计划完成情况(Schedule Attainment)。 订单完成率(Perfect Order Completion)； 补充提前期(Replenishment Lead Time)； 运输天数(Days on Hand)。 供应链库存总成本(Total Supply)； 总周转时间(Total Cycle Time)。
第1节 供应链企业绩效评价特点 及原则
• 基于供应链管理理论的企业绩效评价体系 的构建原则
– 整体性 – 关键性 – 衔接性 – 实时性 – 结合性 – 协同性 – 长期性
第1节 供应链企业绩效评价特点 及原则
• 供应链企业绩效评价指标的作用
– 对整个供应链的运行效果做出评价 – 对供应链上各个成员企业做出评价 – 对供应链内企业与企业之间的合作关系做出评 价 – 对企业的激励的作用
第3节 供应链绩效管理
– 基准法的实施过程
1. 计划阶段： 2. 分析阶段： 3. 整合阶段： 4. 行动阶段： 5. 运作阶段：
第3节 供应链绩效管理
• 整合供应链的绩效衡量
– 客户满意度与质量 – 时间 – 成本 – 资产
• 供应链协议
– 供应链协议文本(SCP文本) – 供应链协议标准(SCP标准) – 供应链协议网(SCPNet)
第2节 供应链企业绩效评价指标体 系
• 供应链经济效益评价
– 供应链经济效益评价可采用传统关键性的财务评价指 标，如销售利润率、可比产品成本降低率、存货周转 率、应收账款周转率、总产值增长率、利润增长率等。 各指标的含义都很明显，应用也很广泛。需要说明的 是，对企业经济效益的评价应从收益性、安全性、流 动性、成长性四个方面全面衡量；另外，应从企业的 远景目标和发展战略出发选取关键性的财务评价指标， 并注意与其他评价指标间的相容性，避免相互间的冗 余、冲突。
21世纪电子商务与现代物流管理系列教材
供应链管理
赵道致 编著
中国水利水电出版社
第11章 供应链企业 绩效评价与管理
本章内容
1. 供应链企业绩效评价特点及原则 2. 供应链企业绩效评价指标体系 3. 供应链绩效管理
第1节 供应链企业绩效评价特点 及原则
• 现行企业绩效评价
– 企业绩效评价的发展 – 现行企业绩效评价指标特点
第3节 供应链绩效管理
• 供应链绩效管理应注意的问题
– 柔性方面的绩效 – 集成方面的绩效 – 协调方面的绩效 – 增值方面的绩效 – 稳定方面的绩效