供应链管理(59ppt)_ppt.pptVIP

Slide * Aggregate Planning in Supply Chain 决定总计划问题，而非SKU的量的问题。 Production Rate Workforce Overtime Machine capacity level Subcontracting Backlog Inventory on hand Trade-offs: Capacity (regular time, overtime, subcontracted) Inventory Backlog/lost sales Which industries need it ? Slide * Manage Predictable Variability Manage supply using trade-offs M. demand: short-term discounts/promotions 将supply和demand分开管理、决定，使供应链协调显著 困难，并降低了获利能力。 四个因素影响着Trade promotion Impact of the promotion on demand Market growth Stealing share Forward buying Product margins Cost of holding inventory Cost of changing capacity 结论：避免suboptimal profits，协调营销与运营。 Slide * Manage Inventory Average material flow time stock/demand= n (week,month,year…) An increase in demand by a factor k, optimal order quantity increases by k, and material flow time decreases by k. 需求的增长K倍，会使flow time降低 K倍数。 Short-Term Discounts: Trade promotion Induce Retailers to增加、刺激销售。 Shift inventory to retailer or customer Defend a brand against competition. Retailer: Pass through some or all to customer Pass through none, 但增大订购量获取短期折扣。 Slide * Manage Inventory Slide * Manage Inventory Forward buy = Qd- Qe 案例分析。 结论： Retailers pass a small fraction of discount to customers; Retailers increase purchase lot size or forward buy. This leads to chain inventory increase without a significant increase in customer demand: 7.5% vs 500% increase Qd=order during promotion d=discount h=hurdle rate C=cost of product R=demand Qe=economic order 零售商利扬公司年销售量12000个。进货价3元，年持有成本0.2元/个，现定货批量6324个。制造商现推出一次性折扣0.15元。利扬将会订购多少？ Forward buy = Qd- Qe =38,236-6324=31,912 现零售商利扬公司面临需求曲线300,000-60,000p进货价3元。制造商现推出一次性折扣0.15元，不考虑任何库存等成本，利扬将会如何策应？ 利润f(p)=(300000-60000p)*p-(300000-60000p)*C 最优化零售价p=(300,000+60,000C)/120,000=4 客户需求：=300,000-60,000p=60,000 折扣时最优零售价：p=3.925 折扣时需求：=300,000-60,000*3.925=64,500 Slide * Manage Safety-aggregation 对相关系数为零的需求进行集中、综合计划，安全库存会降低而不会影响产品可得性。 平方根规则：互不相关的库存位置数量降低了 K倍，则所需安全库存数量降低 K倍。 良好的信息系统形成虚拟集中计划。 偏差:平均高比值的客户需求，集中