供应链管理-1报告.ppt

* What is shown here is how divergent these various forecasts are in relation to real demand. Why?? Because they are developed independently from each other and are dated, and unconnected to each other and the daily fluctuations in the market * What is shown here is how divergent these various forecasting are in relation to real demand. Why?? Because they are developed independently from each other and are dated, and unconnected to each other and the daily fluctuations in the market * What is shown here is how divergent these various forecasting are in relation to real demand. Why?? Because they are developed independently from each other and are dated, and unconnected to each other and the daily fluctuations in the market Why do we care? * * Magnitude规模 * Why do these times in the system matter? * * Strategic Partnerships VMI Target – bowl ordering, where style and colored details are specified by Target close to delivery date – flexibility. * What happened to the competitors? Kmart HP/Compaq The power of cross-docking/IT/Everyday Low Prices. The power of postponement. * Are things changing faster? What are examples of these: EU Semiconductors, electronics Internet, “big box” stores How has shopping for a car changed? * Strategic: long-lasting effect (Warehouses) Tactical: quarterly to annually (Purchasing/Production decisions, inventory policies, transportation strategies) Operational: scheduling, lead time quotation, routing, etc. For each issue: Why bother? What are the tradeoffs? How can this be improved or help? Specifically: Distribution Network: Discuss sample network Inventory control: Why hold inventory? How much? Supply contracts: Why is this different Distribution strategies: cross-docking, direct shipment Partnerships: Advantages and disadvantages Outsourcing: When? ?Copyright 1.5 Key Issues Issues span Strategic Tactical Operational What are the tradeoffs and issues? Distribution Network Configuration Inventory control Supply Contracts Dist