第1章 Meditech Surgical 案例精选.pptVIP

Meditech 医疗器械公司 Meditech医疗器械公司 目标 – 诊断供应链 产业概述 供应链 生产计划 出了什么问题？ 如何解决？ 内窥镜手术设备 创伤最小的介入式治疗方法 这一市场兴趣于20世纪80年代早期，增长迅速 老产品不断更新，新产品不断推出 产业概述 National公司和Meditech公司分割市场 竞争基于产品创新、客户服务、成本 National公司向医师销售产品，Meditech公司向采购经理销售产品 客户的偏好变化缓慢 外部供应链 内部供应链 生产计划 生产计划 出了什么问题？ 新产品的服务水平低 预测不准确？ 恐慌性订货？ FG存货高 事实是？ 需求可以预测 医院的使用很稳定 市场份额缓慢变化 对于每一种新产品，经销商必须建立库存以满足渠道需求 What is going on? Demand is quite predictable Usage in hospitals is quite stable Market share moves slowly over time With each new product, dealer must build inventory to fill pipeline 为什么Meditech认为需求不可预测？ 糟糕的信息系统 没有人关注需求 没有人为预测错误负责,推卸责任 数据获取的延误与每月仓促制定计划 计划编制系统中的放大 应该怎么做？ 认识到需求是稳定的且可预测的 建立预测的责任 消除计划延误和 / 或降低仓促性 作为选择，将装配放入拉动式系统，并消除成品库存 零部件供应 Meditech 的装配 Meditech的仓库 国内经销商 Meditech的外国子公司 医院 医院 零部件库存 装配 产品库存 FG 库存 包装与杀菌 2 至16周 2周 1周 年度 预测 月度 修订 转移 要求 月度 计划 MRP 部件 生产 计划 每周装配 时间表 零部件库存 装配 成品库存 包装与杀菌 FG 库存 月度 计划 MRP 订货点， 订货量 物料计划 I lead discussion with more direction than usual – due to time and level (?) of preparation. Case based project Bryan did in 94 for LFM internship Case describes a scenario with typical symptoms – invento4ries are too high and customer service is poor. Initial explanation is that the problems are due to poor forecasting of customer demand. There’s a perception that demand is highly variable and unpredictable, possibly due to irrational customer behavior, e. g., panic ordering. … if only Meditech could forecast what the customers will order, then they could improve customer service and reduce inventories…. Meditech, 6 years old, spun off from Largo, produces endoscopic surgical instruments. Market doubling every 5 years; continual innovation as products get smaller and products created for more applications Meditech has majority of market . Physicians concerned with product features; materials managers concerned about cost and delivery. Physicians get accustomed to the feel of a product and won’t change easily. Hospitals/mat’ls managers set up long term supply contracts to lock in supplier at a good price