供应链物流管第四章.ppt

Chapter4Procurement and Manufacturing;Outline;Figure 2-2 Logistical Integration;Three performance cycles were identified that must be linked through effective logistics.;review;4.1 How to measure dimensions of product quality?;4.1 How to measure dimensions of product quality?;4.1 How to measure dimensions of product quality?;Total quality management;质量标准ISO;4.2 Procurement;answer;Procurement perspectives;Procurement perspectives;Procurement perspectives;Lowest total cost of ownership;所有权总成本最小化;To be continued;4.2.2 Procurement Strategies;and;Supplier Operational Integration;Supplier Operational Integration;Supplier Operational Integration;What are the objectives of operational integration?;To be continued;Figure 4-2 Flexibility and Cost of Design Changes ;AVATER;The Pareto effect in procurement;4.3 Manufacturing perspective;manufacturing strategies;Alternative manufacturing strategies;To be continued;question;Total cost manufacturing;Lean SystemsSix Sigma内涵是??么？;4.4 logistical interfaces;JITMRP;JIT;成品，随即销售； ⒋整个企业的物料供应、生产和销售，既无延迟也无积压。 JIT管理的优点： ⑴消除积压，加速资金周转，有效降低成本； ⑵供应、生产和销售信息快速传递和反馈，及时发现质量问题并能迅速查找原因； ⑶缩短了生产周期，提高交货能力和可靠性（从而大大增强了对市场需求波动的应变能力） 。 JIT管理的目标：消除浪费、优化程序、提高效率。 ;方法;厂内合理化布局;Exercises 1;Purchasing has been typically viewed as a low-level managerial activity responsible for executing and processing orders for other departments of the organization. Its role was to obtain the resource at the lowest possible price from the supplier. Procurement on the other hand has a more strategic role that emphasizes on establishing relationships between buyers and sellers. The need for procurement arose due to the recognition of substantial dollar volume of purchases and the potential dollar savings from this strategic approach. ;2;The quality of the final product depends on the quality of parts or materials that goes into making it. However ensuring the quality of individual item may not be the sufficient, because it has been observed that if a standard p