第章库存管理及风险共担_供应链管理.pptVIP

Strategy Retailer Manufacturer Total Sequential Optimization 470,700 440,000 910,700 Buy-Back 513,800 471,900 985,700 Revenue Sharing 504,325 481,375 985,700 Supply Contracts 全局优化(Global Optimization) （1） 问题：供应商和买方之间所期望的整体最大利润是多少？ 若允许由一个理性的决策者确定整个供应链的最优策略，将会如何？ Manufacturer Manufacturer DC Retail DC Stores Fixed Production Cost =$100,000 Variable Production Cost=$35 Selling Price=$125 Salvage Value=$20 Wholesale Price =$80 Global Optimization：Example $1,014,500 Global Optimization：Supply Chain Profit Strategy Retailer Manufacturer Total Sequential Optimization 470,700 440,000 910,700 Buy-Back 513,800 471,900 985,700 Revenue Sharing 504,325 481,375 985,700 Global Optimization 1,014,500 Comparison 但全局优化的困难在于，需要将决策权交给一个理性的决策者 全局优化(Global Optimization) （2） 供应合同通过允许买方与供货商共同承担风险和分享潜在收益，可帮助企业达到全局优化，而不需要借助一个理性决策者 若合理设计供应合同，就可获得与全局优化同样的利润 如泳装生产案例中若采用收益共享合同，当批发价降至75美元，而回购价升至65美元时，分销商愿意增加订购量到16000件，此时整个供应链的期望利润也为美元 全局优化(Global Optimization) （3） 从实施的观点看 全局优化只提供最优的信息，不提供在供应链伙伴之间分配利润的机制 供应合同不但提供了供应链伙伴之间分配利润所采用的方式，而且使任一伙伴不可能通过偏离最优行动而获得更大利润 Supply Contracts: Case Study（1） Demand for a movie newly released video cassette typically starts high and decreases rapidly Peak demand last about 10 weeks Blockbuster purchases a copy from a studio for $65 and rent for $3 Hence, retailer must rent the tape at least 22 times before earning profit Retailers cannot justify purchasing enough to cover the peak demand In 1998, 20% of surveyed customers reported that they could not rent the movie they wanted Supply Contracts: Case Study（2） Starting in 1998 Blockbuster entered a revenue sharing agreement with the major studios Studio charges $8 per copy Blockbuster pays 30-45% of its rental income Even if Blockbuster keeps only half of the rental income, the breakeven point is 6 rental per copy The impact of revenue sharing on Blockbuster was dramatic Rentals increased by 75% in test markets Market share increased from 25% to 31% 多次订货（1） 上一节有关泳装生产的案例中，假定在一个计划期内只有一次订货，这比较适合泳装、滑雪衫等销售季节很短的产品 但许多实际情况中，