专业英语物流和供应链管理英文版).pptVIP

Cumulative Lead time [procurement To payment] Raw material stock Subassembly production Intermediate stock Product assembly Finished stock at Central warehouse In-transit Regional distribution Central stock Customer order cycle 累积的前置时间 （从采购到付款） Strategic lead-time management The longer the pipeline from source of material to the final user the less responsive to changes in demand the system will be. 从原材料到最终使用者的渠道越长，系统就越缺乏对需求变动的应变能力 An approximate rule of thumb suggests that the amount of safety stock in a pipeline varies with the square foot of the pipeline length. 一个类似于“大拇指”的规则指出，安全库存数量的多少取决于渠道长度的平方根。 3.logistics pipeline management Question 1 How to control logistics lead times successfully? The key to the successful control of the logistics lead time is pipeline management. 成功控制物流前置时间的关键是实施物流渠道管理。 Question 2 What are the goals of the pipeline management? The goals of the pipeline management goals Lower costs Higher quality More flexibility Faster response time 更低的成本 更高的质量 高强的灵活性 更快的反应速度 How to achieve these goals Manage the supply chain as an entity and seeking to reduce the pipeline length and/or cost to speed up the flow through that pipeline. To find ways in which the ratio of value-added to cost-added time in the pipeline can be improved. 将供应链作为一个整体进行管理，并缩短整个渠道的长度，同时（或者）加速物品在渠道中的流动。 找到可以提高增值时间与成本增加时间比率的方法。 Value-adding time (time,place and form utility) Cost-adding time (promotion,storage and transport cost and the time cost of money) Raw material stock production Finished stock In-transit Regional stock Customer delivery Cost-added versus value-added time 引起价值增加和成本增加的活动 （时间、地点和形态效用） 增值时间 原材料库存 生产 产成品库存 运输 区域库存 客户配送 Cost-added versus value-added time 成本增加时间（促销、仓储和运输成本及时间成本） Value-adding time Raw material stock production Finished stock In-transit Regional stock Customer delivery Raw material stock production Finished stock In-transit Regional stock Customer delivery Cost-adding time Reducing non-value-adding time improves service and r