供应链设计与管理第二章
第二章服装供应链
第二章服装供应链在现代的市场经济中，外观美观的服装成为人们选择的主流。
然而，从设计、生产、销售到最终贩售商，这个庞大而复杂的供应链系统帮助保证了人们能够在最短时间内获得优质的服装产品。
本文将分别从供应链的层次、过程和现状来探讨服装供应链的情况。
层次结构服装供应链的层次结构可分为三个层次：上游、中游和下游。
其中，上游为原材料生产商，中游为成品制造商，下游为销售渠道。
这也是整个供应链的基本组成部分。
在上游，原材料供应商主要生产面料、饰品、拉链等供应给成衣工厂。
在中游，成衣工厂将这些面料组织起来，进行服装制造。
在下游，这些成衣则供应给各大零售商，而零售商则销售给最终消费者。
供应链过程供应链中最重要的Key Performance Indicator (KPI) 指标为可靠性（reliability）和响应速度（responsiveness）。
而供应链过程则是体现这些指标的实际操作。
在上游，原材料供应商必须仔细考虑生产周期和供货周期，以确保它们能够产生正确的面料和配件，并交货及时。
而成品制造商则要注意工厂设备的稳定性和生产效率，并保证成品质量符合各种国际标准。
在下游，零售商必须根据各类市场要求，对各种样式和饰品进行准确的预测，以便响应市场需要并确保货物可靠地交付。
最终消费者则需要根据需求、价格和品质进行选择。
供应链现状时至现在，全球服装供应链日趋完善。
我们所处的时代因为互联网的出现，让消费者的需求变得前所未有的多样化和难以满足。
因此，供应链必须保持灵活性和准确性，以适应不断变化的市场。
同时，随着各地法规的变化和环保意识的增强，货物运输的安全性和能源效率也成为供应链管理的重要考虑因素。
总之，服装供应链是一个庞大而复杂的系统，它连接了许多分散的供应商和零售商，并且在成品制造和流程控制方面作出了重大贡献。
然而，随着市场的不断变化，供应链必须保持平衡，以确保每个参与者能够获得合理的受益。
同时，供应链管理的重要性也随之不断提高。
供应链设计与管理：概念、战略与案例研究++课后答案
Designing and Managing the Supply Chain David Simchi-Levi Philip Kaminsky Edith Simchi-LeviSolutions for Discussion Questions1Kerem B¨u lb¨u l1We would like to thank Shiming Deng for his valuable contributions to the preparation of this manual.Chapter1Introduction to Supply Chain ManagementDiscussion QuestionsQuestion1Pick any car model manufactured by a domestic auto maker.For example,consider the 2002Ford Thunderbird.a.The supply chain for a car typically includes the following components:1.Suppliers for raw materials2.Suppliers for parts and subsystems3.Automobile manufacturer(Ford,in this example).Within a company,there are alsodifferent departments,which constitute the internal supply chain:i.Purchasing and material handingii.Manufacturingiii.Marketing,etc.4.Transportation providers5.Automobile dealersb.ManyÞrms are involved in the supply chain.1.Raw material suppliers.For instance,suppliers for steel,rubber,plastics,etc.2.Parts suppliers.For instance,suppliers for engines,steering wheels,seats,and elec-tronic components,etc.3.Automobile manufacturer.For instance,Ford.4.Transportation providers.For instance,shippers,trucking companies,railroads,etc.5.Automobile dealers.For example,Hayward Ford.c.All companies involved in the supply chain want to maximize their respective proÞtsby increasing revenue and decreasing cost.However,companies may employ differentstrategies in order to achieve this goal.Some of them focus on customer satisfaction and quick delivery,while others may be more concerned about minimizing inventory holding costs.d.In general,different parts of the supply chain have objectives that are not aligned witheach other.1.Purchasing:Stable order quantities,ßexible delivery lead times and little variationin mix.2.Manufacturing:Long production runs,high quality,high productivity and low pro-duction costs.3.Warehousing:Low inventory,reduced transportation costs and quick replenishmentcapability.4.Customers:Short order lead times,a large variety of products and low prices.Typically,the automobile dealer would like to offer a variety of car colors and conÞg-urations to accommodate different customer preferences,and meanwhile have a short delivery lead time from the manufacturer.However,in order to maximize the length of production runs,and utilize resources more efficiently,the manufacturer would like to aggregate orders from different dealers and offer less variety in car conÞgurations.This is a clear example of conßicting marketing and manufacturing goals.Question2a.The supply chain for a consumer mortgage offered by a bank may involve various com-ponents:1.Marketing companies that handle solicitation to potential customers.2.Credit reporting agencies that evaluate potential customers.3.The bank that extends the mortgage loans.4.Mortgage brokers through which the loans are distributed.b.The marketing companies strive to increase the response rate from homebuyers in orderto maximize their returns.Banks aim at a customer portfolio with a relatively low risk, healthyßow of payments and low average loan maturity date.The brokers would like to maximize their sales commissions.c.Similar to product supply chains,the objective of a service supply chain is to providewhat is needed(in this case a particular type of service,rather than a physical product) at the right location,at the right time,and in a form that conforms to customer require-ments while minimizing systemwide costs.However,there are a number of differences between the two types of supply chains.For instance:1.In a product supply chain,there is both aßow of information and physical products.In a service supply chain,it is primarily information.2.Contrary to a service supply chain,transportation and inventory are major costcomponents in a product supply chain.3.Services typically cannot be held in inventory,so matching capacity with demand isfrequently more important in a service supply chain.4.In a service supply chain,the(explicit)cost of information is higher than in a productsupply chain.Note that in the mortgage example above,the bank has to compensate the credit reporting agency for each credit report it obtains.Question3Many supply chains evolve over time.For example,consider a memory chip supply chain. Production strategies may change during different stages of the product life cycle.When a new memory chip is introduced,price is high,yield is low,and production capacity is tight,and the availability of the product is important.Consequently,production is usually done at plants close to markets,and the management focuses on increasing yield, reducing the number of production disruptions,and fully utilizing capacity.When the product matures,however,its price drops and demand is stabilized for a period of time, so minimizing production cost moves to center stage.To reduce costs,production may be outsourced to overseas foundries,where labor and materials are much cheaper. Question4A vertically integrated company aims at tighter interaction among various business com-ponents,and frequently manages them centrally.Such a structure helps to achieve sys-temwide goals more easily by removing conßicts among different parts of the supply chain through central decision making.In a horizontally integrated company,there is frequently no beneÞt in coordinating the supply chains of each business within the company.Indeed, if every business specializes in its core function,and operates optimally,an overall global optimum may be approached.Question5Effective supply chain management is also important for vertically integrated companies. In such an organizational structure,various business functions are handled by different departments of the company that usually have different internal objectives,and these objectives are not necessarily aligned with each other.This may be due to lack of com-munication among departments or the incentives provided by the upper management.For instance,if the sales department is evaluated based on revenue only,and the manufacturing department is evaluated based on cost only,the company’s proÞt may not be maximized globally.Effective supply chain management is still necessary to achieve globally optimal operations.Question6The sources of uncertainty in this example include:1.Factors such as weather conditions,diseases,natural disasters cause uncertainty inavailability of raw materials,i.e.,peach crop.2.Uncertain lead times during transportation of crop from theÞeld to the processingfacility may affect the quality of peaches,e.g.,they may get spoiled.3.Processing times in the plant,as well as the subsequent warehousing and transportationtimes are subject to uncertainty.4.Demand is not known in advance.Question7A small number of centrally located warehouses allows aÞrm to take advantage of risk pooling in order to increase service levels and decrease inventory levels and costs.However, outbound transportation cost is typically higher,and delivery lead times are longer.On the other hand,by building a larger number of warehouses closer to the end customers,a Þrm can decrease outbound transportation costs and delivery lead times.However,this type of system will have increased total inventory levels and costs,decreased economies of scale,increases warehousing expenses,and potentially increased inbound transportation expenses.Question8The choice of the particular transportation service depends largely on the types and sizes of products the company wants to transport,the inventory and delivery strategies and the need forßexibility:1.A truckload carrier is better if delivering bulky items or small items in large and stablequantities from warehouses to demand points(stores).A good example is the delivery of groceries from warehouses to supermarkets.Note that in this case we would like the demand to be in increments of full truck loads.2.A package deliveryÞrm is more appropriate if relatively small items are delivered fromthe manufacturer/warehouse directly to the customers.Additionally,a package carrier company offers moreßexibility by different modes of transportation depending on the needs of the individual customers.Question91.High inventory levelsi.Advantages:HighÞll rate(service level)and quick order fulÞllment.ii.Disadvantages:High opportunity cost of capital tied in inventory,danger of price declines over time and obsolescence,need for more warehouse space.2.Low inventory levelsi.Advantages:Low inventory holding and warehousing costs.ii.Disadvantages:Higher risk of shortages and lower service levels.Case Discussion Questions—Meditech SurgicalQuestion1Meditech experiences poor service levels for new products,and inventory levels higher than necessary for all products.Question2There are many causes for these problems:1.Demand is not studied in detail.rmation systems that record and monitor demand and inventory are poorly designed.3.Forecasting errors are not tracked.4.There is a tendency to shift the blame to the customers,e.g.,panic ordering.5.There are built-in delays and monthly buckets in the planning system.6.The planning system ampliÞes small variations in demand.7.Poor communication with customers;Meditech doesn’t typically see end-customer de-mand.Question3The customer service manager is directly exposed to the complaints from the customers. Hence,he is in a good position to gauge the scope of the problems.Other managers do not face the customers,and they do not necessarily focus on their satisfaction. Question41.Recognize that demand is predictable,and establish better forecasting systems andaccountability for forecasts.2.Institute better planning systems to eliminate planning delays;reduce the size of systemtime buckets.3.Alternatively,put assembly within the pull system and eliminate bulk inventory com-pletely.4.Develop and implement better information systems.5.Improve communications with customers.Chapter2Logistics Network ConfigurationDiscussion QuestionsQuestion1The factors that affect the performance of the logistics network are not static,i.e.,they change over time.These factors include demand,product design,various costs in the logistics network,regulations,contracts,etc.The effects of these dynamics need to be evaluated periodically in order to determine whether the existing conÞguration is still satisfactory given the new operating environment.For instance,service level requirements may change due to increased competition which typically means that the lead time to fulÞll customer orders needs to be shortened.This may require theÞrm to redesign its logistic network and build new warehouses that are closer to the end customers.Question2The design of the logistics network is a strategic decision that has long lasting effects and impacts all functions within the company.For the success of such a project,many levels of the organization must be involved:1.Upper Management:The new design must be aligned with the vision and strategic goalsof the company.Additionally,such a project may be costly,so management buy-in is essential to ensure that sufficient resources are devoted to the project.2.Sales and Marketing:Demand forecasts and anticipated changes in product design andofferings affect the network and need the involvement of sales and marketing teams. 3.Manufacturing and Operations:The logistics network design has obvious impact on day-to-day operation of theÞrm.In order for the implementation to succeed,it is essential that the people involved with operating the system on a daily basis are involved in its design.Question3The decision that a single warehouse will be built has been made up-front.Therefore,we only need to focus on the location and capacity of the warehouse,and determine how muchspace should be allocated to each product in the warehouse.The main steps of the analysis are outline below.1.Data collectioni.Location of retail stores,existing warehouses(5warehouses located in Atlanta,Boston,Chicago,Dallas and Los Angeles),manufacturing facilities(a single man-ufacturing facility in San Jose),and suppliers.ii.Candidate locations for the new warehouse.rmation about products,i.e.,their sizes,shapes and volumes.iv.Annual demand(past actuals and future estimates)and service level requirements of the retail stores.v.Transportation rates by available modes.vi.Transportation distances from candidate warehouse locations to retail stores.vii.Handling,storage andÞxed costs associated with warehousing.Fixed costs should be expressed as a function of warehouse capacity.viii.Fixed ordering costs,order frequencies and sizes by product or product family. 2.Data aggregation.Demand needs to be aggregated based on distribution patternsand/or product types.Replace aggregated demand data points by a single customer.3.Mathematical model building.4.Model validation based on existing network structure.5.Selection of a few low cost alternatives based on the mathematical model.i.For theÞnal decision,incorporate qualitative factors that were disregarded in themathematical model,e.g.,speciÞc regulations,environmental factors,etc.ii.Optionally,build a detailed simulation model to evaluate these low cost candidate solutions.6.Decide where to locate the centralized warehouse.With the centralized warehouse,service level will increase(less stock-outs)and inven-tory holding costs will decrease due to risk pooling.Also,Þxed costs associated with ware-housing will typically decrease,and inbound transportation costs from the manufacturing facility to the warehouse should be less than the sum of the previous inbound transporta-tion costs.However,we will incur increased outbound transportation costs from the central warehouse to the retailers.In summary,the essential design trade-offis between trans-portation costs on one hand,and inventory holding costs and service level requirements on the other.Question4a.In automobile manufacturing,cars are usually delivered over land,and demand is con-centrated around major cities.Therefore,we would expect warehouses in this industry to be located near large cities with easy access to freeways and railroads.This would help to reduce the delivery lead time to dealerships in the cities.b.In the pharmaceutical industry,overnight delivery is common.Therefore,proximityto a major airport is a factor that should be considered when choosing a warehouse location.Additionally,for raw material warehouses it is important that these are close to natural resources.c.In the book industry,supplier warehouse locations would be affected by the availabilityof nearby natural resources.d.In the aircraft manufacturing industry,sub-assemblies and parts are delivered by thou-sands of suppliers scattered all over the globe to the manufacturing facilities.Therefore, for these supplier warehouses,by far the most signiÞcant consideration is the ability to ship parts easily and on-time,i.e.,the proximity to railroads,freeways,harbors,etc.In such a capital intensive industry,we would also expect that regulations such as tax breaks have an impact on potential warehouse locations.e.With a large customer base shopping for books on-line,short delivery lead times arecrucial.Therefore,in book distribution,we would expect toÞnd large centralized ware-houses on reasonably priced land and where quick transportation modes are available.f.Furniture manufacturing and distribution depends heavily on manual labor.Therefore,warehouses in this industry should be located close to cities with sufficient labor supply.g.In PC manufacturing,outsourcing from all around the world is common where labor ischeaper and regulations favor the huge investments associated with high-tech manufac-turing.These considerations should be factored in when choosing candidate warehouse locations.Question5In the pharmaceutical industry,we would expect more warehouses closer to the end cus-tomers for short delivery lead times.On the other hand,in the chemical industry there would be fewer centralized warehouses in order to consolidate orders and decrease outbound transportation costs.Question6If we expect that the truck would travel empty on its return route,then TL rate would be higher.Considering the example in Section2.2.2,the probability that the truck comes back empty from Illinois(industrial heartland)to New York is lower than the corresponding probability from New York to Illinois which explains the asymmetric cost structure between these two cities.Question71.Handling Costsbor cost of workers in material handling.ii.Costs of conveyors,fork lifts,automated guided vehicles(AGVs),etc.,used to carry the goods in the warehouse.Note that these costs have two components:variable costs that are linearly proportional to the distances the goods are transported over;and purchasing costs of equipment that are proportional to the daily output required from the material handling system,but in a non-linear way because equipment is purchased in discrete quantities.2.Fixed Costsi.Purchasing or rental cost of land.ii.Cost of maintaining and operating the warehouse building which includes annual depreciation and utility costs.iii.Cost of racks that depend on the capacity of the warehouse.iv.The cost of insurance for the facility.3.Storage Costsi.Opportunity cost of capital tied up in inventory.ii.Cost of price declines while inventory is sitting in the warehouse.Note that this includes the risk of obsolete inventory that needs to be salvaged.Question8An exact optimization technique is guaranteed to provide an optimal solution(if one exists) even if it takes a long time.On the other hand,a heuristic algorithm is a method that willÞnd good solutions to the problem in a reasonable amount of time where the terms “good”and“reasonable”depend on the heuristic and the particular problem instance.(See Bramel and Simchi-Levi(1997).)The choice between an exact optimization technique and a heuristic algorithm for a given problem frequently depends on the trade-offbetween solution quality and solution time.Note that even if a heuristic algorithm(by chance)Þnds the optimal solution to a problem,it cannot conÞrm the optimality of the solution. On the other hand,for many problems there are no known optimal algorithms,so heuristics must be used.Question9Simulation is a popular performance evaluation and modeling tool for complex stochastic systems that cannot be evaluated analytically.A simulation model can closely reßect a real system and mimic its behavior,but it has some drawbacks:simulation is a descriptive tool,i.e.,it cannot provide optimal values for system inputs.It generates,for a given set of inputs,sample outputs from the system that are used to compute statistical estimates of the performance measures.Also,accurate simulation models of large systems require extensive development effort,and typically take a long time to run.Thus,we advocate a two-phase approach to solve difficult logistics problems:e a mathematical optimization model to generate a number of good candidatesolutions,taking into account the most important cost components.e a detailed simulation model to evaluate the candidate solutions generated in theÞrst phase.Chapter3Inventory Management and Risk PoolingDiscussion QuestionsQuestion1Companies can cope with uncertainty by1.keeping safety stock,2.shortening production and order lead times,ing risk pooling strategies,4.delaying product differentiation in the supply chain as much as possible,i.e.,aggre-gating demand for parties upstream of the supply chain,and5.by installing systems to achieve information sharing between suppliers and buyers,thus enabling collaborative demand forecasting.Question2In general,higher inventory levels make it easier to maintain higher service levels.However, modern inventory management techniques may make it possible to increase service levels without increasing inventory levels as much as in the past.Question3The variability in demand increases as the average and the variance of lead time increase. Therefore,for a given service level,inventory levels increase with longer lead times and higher lead time variance.Question4The target service level depends on the mission-criticality of the product.For instance, consider a service parts vendor for equipment for which every hour of down time is veryexpensive.(See Example6-5.)In this case,we would expect the management of the vendor company to specify a service level close to100%.Market conditions also play an important role in determining target service levels.For commodities,we would expect relatively high service levels since customers can switch products easily if they do notÞnd the particular product they look for.However,a lower service level may be acceptable if the product has a clear value differentiation compared to its competitors.For instance,customers of a high-end server that is clearly deemed superior to the rest of the market may be willing to wait for1-2weeks if the manufacturer is out-of-stock.Question5√L has two components.TheÞrst component The reorder level s=L∗AV G+z∗ST D∗L∗AV G covers the expected demand during lead time,and the second component z∗√L is the safety stock that protects against deviations from the expected demand ST D∗during lead time.Therefore,immediately before the order arrives,we expect that theÞrst√L.Then,whencomponent is depleted completely and the inventory level is z∗ST D∗√L.an order of Q units arrives,the expected level of inventory is Q+z∗ST D∗Question6In the base-stock policy,at the time the warehouse places an order,this order raises the√r+L.Similar inventory position to the base-stock level(r+L)∗AV G+z∗ST D∗to the reorder level s in the continuous review policy discussed in Question5,this base-stock includes two components:the average demand(r+L)∗AV G until the order arrives√r+L that protects against demand after r+L periods,and the safety stock z∗ST D∗uncertainty during lead time.Thus,just before an order arrives,the expected inventory√r+L.on hand is equal to the safety stock z∗ST D∗In order to determine the expected inventory level right after an order arrives at time t+L,note that when inventory is reviewed at time t,the inventory position is raised to the base-stock level,and an order that was placed at time t−r arrives at time t+L.(SeeFigure3-12.)Therefore,when an order arrives,the expected inventory level is L∗AV G√r+L.units less than the base-stock level,i.e.,is equal to r∗AV G+z∗ST D∗Question7Observe that the longer L1,the more time the system has before allocation of inventory to the retailers need to be made by the cross-dock facility.Thus,the longer L1the more the system can take advantage of the risk pooling concept.Hence,the total amount of inventory is smaller when the cross dock facility is closer to the retail outlet.Question8The answer is not immediately clear because the required safety stock depends both on the average and the variance of the lead time.The retailer would have to make a decision depending on the relative effects of these two factors.See Section3.2.6.Also,your decision would ultimately depend on the requirements of the retailer’s customers.Question9For a mature product,it is reasonable to expect that the price and demand are stable in the short term.However,as the time horizon gets longer,and new products are in-troduced into the market,the demand and price for this particular product decrease and excessive inventories may have to be written off.Thus,inventory holding costs related to obsolescence may be regarded asÞxed in the short term,but not in the long term.Some storage costs are another example of inventory related costsÞxed in the short term,but variable in the long term.For instance,due to large inventories a company may have to rent multiple warehouses for aÞxed lease term.However,if inventory policies are improved and turnover rates are increased in this period of time,then it may be possible to rent fewer warehouses when renewing the lease contracts.Clearly,similar arguments can be made for material handling equipment,storage racks,insurance,personnel,etc. Question10Such deterministic models can be used as proxies for the more realistic stochastic models if the planning horizon is short,and the parameters of the problem are expected to be relatively stable over this time frame.However,most importantly,simple models can illustrate the basic trade-offs in a given type of problem which also translate into more realistic and complex situations.For instance,the optimal policy for the economic lot sizing model balances ordering and inventory holding costs which is a general insight for more sophisticated systems as well.Question11There are implicit and explicit penalties associated with a highly variable demand.For instance:1.As discussed in Sections3.2.5to3.2.7,the level of safety stock is proportional to thevariability in demand,i.e.,the higher the variability in demand the higher the inventory holding costs.2.From a manufacturer’s perspective,highly variable demand means that utilization ofequipment will greatlyßuctuate,and equipment will sit idle when demand is low.3.From a managerial perspective,high variability makes planning a very complex taskthat requires additional resources,sophisticated models and tools.On the other hand,if a company is successful at implementing strategies to cope with high variability in demand,it may be possible to leverage on these to increase market share and/or revenue if the competitors are not as successful.Question12The factors that affect the choice of the supply contract type include the following:1.Business convention:Companies tend to choose the contract form that is most commonin their type of business.rmation availability:The type of information available may dictate what type ofcontract can be implemented in practice.Depending on the contract type,suppliers and buyers require access to different types of information,and some information may be difficult for the supplier to acquire but easier for the retailer,or vice versa.3.Decision making and incentives:To achieve the optimal proÞt for the whole system andto allocate it properly,both suppliers and retailers must understand that decisions must be made collaboratively.All parties must be aware that they have to give up part of the control in their individual systems,and the choice of the supply contract type depends on the level of control that parties are willing to share with each other.1.Buy-back contracts:i.Advantages:(a)Commonly used in many businesses.(b)The coordinating prices are not very sensitive to the demand distribution.ii.Disadvantages:(a)The supplier may have to buy back a large quantity of the product when demandis low.(b)Extra transportation and re-stocking costs for returned items.2.Revenue-sharing contracts:1.Advantages:(a)Easy to understand.(b)The optimal values of the decision variables are not very sensitive to the demanddistribution.2.Disadvantages:(a)Need to monitor the total revenue.3.Quantity-ßexible contracts:i.Advantages:(a)Commonly used in many businesses.ii.Disadvantages:(a)The optimal values of the decision variables are sensitive to the demand distri-bution.(b)Extra transportation and re-stocking costs for returned items.4.Sale-rebate contracts:i.Advantages:(a)It is a direct incentive to the retailer to increase sales.ii.Disadvantages:(a)Difficult to track and implement.。
供应链系统设计
在计算机上用优化软件运算: LINGO 结果如下： 总成本是：￥740000.00 比方法一节约34% 比方法二节约20% 以上例子说明，供应链系统的设计是非常重要的，应该借助先进的技术与方法解决供应链设计中的问题。
P1
P2
(60000)
W1
W2
C1
C3
C2
(50000)
(100000)
(50000)
0
4
5
2
3
4
5
2
1
2
方法二（启发式算法）：对每一个市场，选择不同的分销中心，使从分销中心获得产品的总成本最低。如对C1，有P1W1 C1， P1W2 C1， P2W1 C1， P2W2 C1。当然，成本最低的是P1W1 C1，即用W1供应C1。 同样可决定，选择W2供应C2和C3。 总成本是：￥920000.00。
供应商
价格 (元/件)
合格品率
提前期(周)
提前期的 安全期(周)
采购批量(件)
A
9.50
88%
6
2
2500
B
10.00
97%
8
3
5000
C
10.50
99%
1
1
200
ቤተ መጻሕፍቲ ባይዱ
每周零件需求数量的标准差 ；
安全库存
订货批量库存（批量的一半）
其中：
为了比较分析评价的结果，共分为三个级别评价供应成本和排名： 第一级：仅按零件价格排序; 第二级：按价格+质量水平排序; 第三级：按价格+质量水平+交货时间排序。 按价格和质量成本的绩效排名。有缺陷零件的处理成本可根据不同供应商的零件质量水平来计算。排出的结果如下：
供应链管理
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Chapter 1 Background of SCM 三、SCM的产生(Emergence of SCM)
“横向一体化”形成了一条从供应商到制造商再到分销商、 零售商，最终再到顾客的贯穿所有企业和顾客的“链”。由 于相邻节点企业或顾客表现出一种需求与供应的关系，当 把所有相邻企业或顾客依此连接起来，便形成了SC，见图 1-2。这条链上的节点企业必须达到同步、协调运行，才有 可能使链上的所有企业都能受益。于是便产生了SCM这一 新的经营与运作模式。
SCM School of Logistics, BWU
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Course Explanation
对需求 作出快 速反应
高质量
个性化
优质
SCM School of Logistics, BWU
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Course Explanation
三、教学方法与要求(Teaching Methods and Requirements)
本章是SCM出现的相关背景，主要包括21世纪全球 市场竞争的主要特点、新的竞争环境对企业管理模式的 影响以及供应链管理的产生。通过本章的学习，要求：
①理解21世纪全球市场竞争的4个主要特点； ②弄清新的竞争环境对企业管理模式产生的影响； ③了解SCM是如何产生的； ④了解几种典型的供应链结构； ⑤掌握如何学习SCM。
2
第八章 供应链的业务流程再造
3
第九章 供应链企业绩效评价
2
第十章 供应链管理环境下的企业管理
4
总复习
1
合计
32
SCM School of Logistics, BWU
供应链管理(第5版)课后习题答案
供应链管理课后习题答案第一章、供应链管理导论1.供应链的结构特征是什么？将供应商、制造商、分销商、零售商、直到最终用户连成一个整体的功能网链结构。
2.何谓供应链管理？简述供应链管理与传统企业管理的区别和联系。
供应链管理就是使以核心企业为中心的供应链运作达到最优化，以最低的成本，另供应链从采购开始，到满足最终用户的所有过程，包括工作流、实物流、信息流、资金流等均高效率运作，把合适的产品，以合理的价格，及时准确的送到消费者手中。
区别：①传统企业的运营思想是生产是为了销售，而供应链企业运营的思想是按订单准时生产、快速响应客户需求②传统企业的管理手段是控制库存、降低库存成本，而供应链管理的手段是供应链企业协同创新、共创价值③传统企业提高生产效率的主要方法是扩大批量、增加规模效应，而供应链企业提高效率的主要方法是提升企业的柔性和敏捷性联系：供应链管理主要是以物流运行作为流程的，是开放性的，传统企业只是供应链管理中的一个环节，是闭环的。
3.供应链管理的关键在于实现企业内部及企业之间资源的集成。
从这个角度，分析互联网在供应链管理中的重要地位。
从管理难度的角度：现在的客户关系管理、企业资源计划等系统使得管理更加容易，尤其是对于一些全球性企业和跨区域企业从效率的角度：通过IT系统，从客户需求到计划、采购、生产、运输等供应链的整个过程更加迅速、高效。
当然也包括上下游企业和核心企业之间的沟通。
从成本的角度：管理难度下降，效率提升，这实际上降低了企业的成本4.电子商务将成为21世纪最主要的商业模式之一，它将对企业传统的业务流程带来巨大变革。
请阐述供应链管理对我国企业成功实施电子商务的重要意义。
基于电子商务的供应链的管理的主要内容涉及订单处理、生产组织、采购管理、运输与配送管理、库存管理、客户服务、支付管理等，供应链管理可促进电子商务的发展，使资源在供应链网络中合理流动，来缩短交货周期、降低库存，并且通过提供自助交易的自助式服务以降低成本，提高速度和精确性，增强企业竞争力。
采购与供应链管理习题库02第二章 习题及参考答案
同步测试一、单项选择题1、企业的战略一般分为3个层次，分别是企业总体战略、（）和职能战略AA、竞争战略B、成本战略C、价格战略D、采购战略2、PESTL分析包括政治环境分析、经济环境分析、社会文化环境分析、技术环境分析、法律环境分析，这些分析能够使采购方通过对（）判断，从而帮助企业进行战略决策。
CA、中观环境B、微观环境C、宏观环境D、企业环境3、（）是指企业通过降低自己的生产和经营成本，以低于竞争对手的产品价格，获得市场占有率，并获得同行业平均水平以上的利润。
AA、成本领先战略B、差异化战略C、集中化战略D、横向一体化战略4、顾客需求有差异、技术变革很快、企业有很强的市场营销能力，这时企业合选择（）战略。
AA、差异化战略B、集中化战略C、成本领先战略D、撤退战略5、（）就是从企业战略的高度来对供应链进行全局性规划，它确定原材料的获取和运输，产品的制造或服务的提供，以及产品配送和售后服务的方式与特点。
DA、竞争战略B、采购战略C、营销战略D、供应链战略6、在产品的引入阶段，产品的需求非常不稳定，企业需要建立（），也就是需要对不稳定的需求做出快速反应。
DA、全面性供应链战略B、低成本型供应链战略C、盈利型供应链战略D、反应型供应链战略7、采购战略和（）有着本质的不同，采购战略是战略层面，是职能战略范畴，而（）是策略层面，它立足于企业的战略目标，以提高组织核心竞争力为目标，采取积极主动的采购活动，并对企业内部资源和外部资源进行整合。
A A、战略采购B、集中采购C、分散采购D、共同采购8、在供应链管理的“销、产、供”模式下，采购活动是以（）的方式进行的，整条供应链的采购与供应都是围绕着市场的需求运转。
CA、产品拉动生产B、盈利拉动生产C、订单拉动生产D、物流拉动生产9、在供应链环境下，供应商与生产企业从一般的短期买卖关系发展成长期合作伙伴关系直至（）。
CA、战略伙伴关系B、合作关系C、战略协作伙伴关系D、共赢关系10、一般情况功能性产品，供应链追求的应当是（）。
《供应链管理》网上考试题库【勿删】
制造和销售过程的资源。
答案：正确
3.在构建供应链时，必须考虑物流网络的优化、配送中心的选择、运输路线的优化、物流作
业方法的选择与优化等方面的内容。
答案：正确
4.供应链物流系统设计也称供应链物料流通道设计，是供应链系统设计中最主要、最重要的
工作。
答案：正确
5.物流系统的设计即是供应链的构建。
答案：错误
程中畅通无阻，供应链对客户的需求变化能做出迅速反应，这体现了（ ）的供应链设计策
略。
A.以产品为中心
B.以客户为中心
C.以重点企业为中心
D.以市场为中心
答案：B
11.以下关于供应链管理的叙述中不正确的是（ ）。
A.供应链管理的功能在于降低库存、保持产品有效期、降低物流成本及提高服务品质
B.供应链管理所涉及的理论源于产品的分销和运输管理，因此可以说供应链管理就是后勤管
D.产品研制开发的难度越来越大
E.可持续发展的要求
答案：ABCDE
2.以下是现代企业面临的竞争特征的是（
）。
A.市场类型的转变 （卖方市场——买方市场）
B.产品寿命周期越来越短
C.产品品种数飞速膨胀
D.对交货期的要求越来越高
E.对产品和服务的期望越来越高
答案：ABCDE
3.纵向一体化管理模式的主要特征表现包含以下哪几个方面（
E.单一性
答案：ABCD
6.以下属于供应链管理的理念有（ ）。
A.强调核心竞争力 B.资源外用
C.降低物流企业的参与
D.以顾客满意度为目标的服务化管理 E.合作性竞争
答案：ABDE
7.对供应链管理的理解说法正确的是（ ）。
A.供应链管理是一种运作管理，它能够使企业的活动范围从仅仅最佳的物流活动扩展到所有
供应链管理(高职高专教材)
供应链管理的发展模式
SCM 采购 和供应 观 功 能 分 解 企业 观念 业 务 成就 供 应 链 管 理
流程、功能和组织 集成 SCM 的运 输和物 流观
企 业 观念
业 务 成就
（一）工业采购者的采购与供应观 （二）商业采购者的运输与物流观 （三）供应链管理的集成策略 1．供应链管理的集成策略含义 2．集成化供应链管理策略的目标
前 言
供应链是现代市场兴起的一种重要的市 场主体，供应链管理更是给多家企业带来 的成本更低，服务更高的良好效益。在世 界范围内，许多分散的企业逐渐意识到， 要在竞争激烈的市场中生存下来，必须与 其他企业建立一种战略上的伙伴关系，实 行优势互补，发挥各企业的核心能力，并 且在一种跨企业的集成管理模式下，使各 个企业能够统一协调起来，这样才能够适 应新的环境变化。
（二）制造商方面 （1）要求加强信息共享。 （2）要求认识相互的利益。 （3）要求加强过程的控制执行。 （4）要求成立共同的特别工作组。 （5）要求各方承诺/资源共享。 二、供应链的竞争优势 （1）反应回报 （2）关系回报 （3）重组回报
三、供应链管理对企业的驱动力 1．企业发现依靠内部的产能增强，来 改善投资收益越来越困难，供应链管 理提供了时机。 2．经济全球化，世界范围内的国际贸 易和投资的政策性壁垒的减少，国际 运输和通讯成本的持续降低，使得世 界各地的市场变得更加容易进入。
二、供应链的网络结构 （1）物流。实物型态，单向流通。物 料从供方开始,沿着各个环节向需方移 动。物流是供应链上显而易见的物资 流动。 （2）信息流。信息流分为需求信息和 供应信息，这是两个不同流向的信息 流。 （3）资金流。货币型态，单向流通， 物料是有价值的,物料的流动引发资金 的流动。
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b Increase in cost
灵敏度分析
0.5 25% 0.8 2.5% 0.9 0.5% 1 0 1.1 0.4% 1.2 1.6% 1.5 8.9% 2 25%
2.2.2需求不确定性的影响
1.预测总是不准确的。 意味着供应和需求很难匹配。 2.预测的期限越长，预测的误差越大。 意味着顾客的长期需求更难预测。
3.综合预测更准确。 很难预测顾客对单品库存单位（SKU）的需求 容易预测一个产品系列内所有SKU单位的总需求。
2.2.3 单期模型
生命周期非常短的产品 一次的订货机会 在需求产生之前，必须决定库存量
订购数量>需求=>多于的库存 订购数量<需求=>利益受损
单期模型
1.依据历史数据。 确定各种的需求情况和每种情况可能发生的机会或 概率。 2.遵循特定的库存策略。 估计每种需求情况相关的利润，给定一个订货批量 对每种情况下的利润可能发生的概率加权 计算出特定订货量下的平均或期望利润。 3.采用平均利润最大化的订货量。
问题？订货点和订货量应该为多少
图2-3 月份 9
前12个月的销售数据 10 11 12 1 2 3 4 5 6 7 8
销售 量
200 15 2
100
221
287
176
151
198 246
309
98
156
从历史数据中可得出平均月需求=191.17
月需求的标准差=66.53
由于提前期按星期计，将平均需求的标准差转化为周平均需求 和周标准差。 周平均需求=月平均需求/4.3=44.58 周标准差=平均月需求标准差/√4.3=32.08
2.2.6持续检查策略
先做一些假设 并需要以下信息： AVG=分销商的平均日需求 STD=分销商日需求的标准差 L=从供应商到分销商的补货提前期（天数） h=分销商持有单位库存一天的成本 a=服务水平，即缺货的概率为1—a
对于持续检查模型采用（Q，R）策略—无论何时库存降到订 货点R，订购Q单位产品。
如果公司生产10000件，需求8000件，利润等于销售收入 加上残值减去可变生产成本和固定生产成本。 利润=125（8000）+20（2000）-80（10 000）-100 000=140 000（美元）
需求为8000件的概率为11%，因此生产10 000件产生 140 000美元利润的概率为11%。 需求为12000件的概率27%，则产生350 000美元利 润的概率为27%。 计算出每种给定状况下生产10 000件的利润，就能确 定生产10 000件的期望利润。 期望利润就是所有状况下的利润根据其发生的概率加 权。
3.当增加产量时，风险也会增加，同时获得较大 利润的概率也在增加，即风险和回报之间的权衡。
2.2.4初始库存的影响
考虑的是公司已经拥有库存的情况，如果下订单就必须支付固定费用。 需要权衡的问题是要么避免支付固定费用只拥有少量的存货，要么支 付固定费用有更多的存货。
图 利 润 和 初 始 库 存 的 影 响
2-8
如果什么也不生产平均利润为： 225 000+5000（80）=625 000（美元） 如果决定生产，则库存由5000件上升到12000件，平均利润 为： 371 000+5000（80）=771000（美元） 由于增加库存到12000件的平均利润大于不生产时的利润， 最优策略是再生产7000件。
2001年恩科公司由于销售下降导致22.5亿美元的过剩库存。
引言
为什么要持有库存？
1.意想不到的客户需求变化。 a.越来越多产品的生产周期缩短。 b.市场上许多竞争性产品的出现。 2.许多情况下供应的数量和质量、供应成本和 交货时间存在着显著的不确定性。 3.提前期的存在。 4.运输公司为实现规模经济对企业运输大批量 产品的鼓励。
期望利润最大时的生产产量
图2—6 作为产量函数的平均利润
最优订货量和平均需求的关系
边际利润=销售价格---可变成本
边际成本=可变生产成本—残值 如果边际利润>边际成本=》最优订货量>平均需求
如果边际利润<边际成本=》最优订货量<平均需求
实例2--5
图2—7 利润的频率直方图
总结
1.最优订货批量不一定等于预测需求或平均需求。 2.平均利润一般会随订货量的增加而增加，直到 产量达到一个特定值，之后再继续增加会导致平 均利润开始下降。
收到货时的期望库存水平为： r ×AVG+z×STD × √r+L 临收货前的期望库存水平就是安全库存为： z ×STD × √r+L 平均库存水平就是两个水平的平均值： （r ×AVG）/2+z ×STD × √r+L
2.2.9服务水平的优化
假设库存优化的目标是基于特定 服务水平来决定最优库存策略。
合计
2
6
3
0
3
2
3
0
表2-7历史数据概括
统计量 马萨诸塞 马萨诸塞 新泽西 新泽西 合计 合计 产品 A B A B A B 平均需求 39.3 1.125 38.6 1.25 77.9 2.375 需求标准差 13.2 1.36 12.0 1.58 20.71 1.9 变异系数 0.34 1.21 0.31 1.26 0.27 0.81
怎么计算基本库存水平？
令r为检查周期的长度——假定每隔长度为r的时间 发出一次订货。 L为提前期。 AVG为仓库的平均日需求。 STD为日需求的标准差。 基本库存水平包含两个部分：
一是r+L天内的平均需求：(r L) AVG
另一个是安全库存：
z STD r L
图2-10 定期检查策略下随时间变化的库存水平
单期模型实例2-3
图2-5 概率预测
相关条件
固定生产成本：10万美元
可变生产成本每件：80美元
夏季每件售价：125美元 夏季未售出的以20美元的价格出售，称此价值为残值。
假设供应商生产10000件，需求最终是12000件，则利润等于 销售收入减去可变生产成本和固定生产成本。
即利润=125（10 000）-80（10 000）-100 000=350 000 （美元）
2.2.8定期检查策略
库存水平的检查是周期性的，间隔期是固定的，每次检查后都 要订购适当的数量。 间隔期短的情况： 采用（s，S）策略，如果库存下降到s以下，就订购足够多的产 品使库存量达到S。 间隔期比较长的情况： 库存策略由一个参数——基本库存水平来刻画。在每次检查库 存后，订购足够的货物使库存状况升到基本库存水平。
3.服务水平的边际影响随着库存水平而降低，也就是说，库 存水平越低，每单位库存对服务水平的影响就越大。 因此我们决策每一单品库存单位的服务水平，使期望利润 最大化。
图2-12不同单品库存单位的服务水平优化
其他情况都相同时，具有以下特性的产品服务水平比较高： 高边际利润 高产量 低变动性 较短的提前期
产品A的历史数据
周 马萨诸塞 新泽西 合计 1 33 46 79 2 45 35 80 3 37 41 78 4 38 40 78 5 55 26 81 6 30 48 78 7 18 18 36 8 58 55 113
产品B的历史数据 周 马萨诸塞 新泽西 1 0 2 2 3 4 3 3 3 4 0 0 5 0 3 6 1 1 7 3 0 8 0 0
平均库存水平679/2+86.20=426
2.2.7可变提前期
平均提前期为：AVGL 标准差为：STDL
订货点： R
AVG AVGL z AVGL STD2 AVG 2 STDL2
安全库存为： z AVGL STD2 AVG2 STDL2 订货批量： Q
2 K AVG h
引言
制定库存策略要考虑哪些供应链的特性？
1.首先而且最重要的是客户需求。 2.补货提前期 3.需要考虑的不同产品的数量。 4.计划期的长度。 5.成本。包括订货成本和库存持有成本 6.服务水平的要求。
经济批量模型
2.2
单 阶 段 库 存 控 制
需求不确定性的影响 单期模型 初始库存的影响
多次订货
订单数量Q=TD
T=Q/D
那么单位时间的总平均成本为：
KD hQ Q 2
订货量：
Q
*
2KD h
经济批量模型特点一： 最优策略平衡了单位时间库存持有成本和单位时间准备成本。
图2—4 经济批量模型：单位时间总成本
经济批量模型特点二： 总库存成本对于订货批量并不敏感。
实际订货批量：Q 等于最优订货批量Q*乘以系数b 给定一个b Q=bQ*
问题是如何决定适当的服务水平？ 1.有时候服务水平由下游客户决定。
2.业务单位拥有一定的灵活性 选择适当的服务水平。
图2-11 作为提前期的函数的服务水平与库存水平的关系
由上图得出以下结论：
1.其他都相同的情况下，服务水平越高，库存水平就越高。
2相同的库存水平下，一个业务单位供货的提前期越长，所 提供的服务水平就越低。
持续检查策略
可变提前期
定期检查策略 服务水平优化
2.2.1 经济订货批量
说明了订货成本和储存成本之间的权衡，考虑有一个仓库面临单一产品的稳定需求。 目标使在满足需求的同时使平均采购和保管总成本最小。 假设条件。
图2-3
随时间变化的库存水平
整个周期T内的库存总成本为：
K
平均库存水平：Q/2
hTQ 2
2.2.5多次订货
分销商持有库存的原因： 1.为了满足提前期内发生的需求。 2.为了防止需求的不确定性。 3.平衡年库存持有成本和年订货固定成本。 两个策略： 持续检查策略：库存每天检查，当库存达到特定水平或订货点 就下达订单。适用于计 算机化的库存系统。