SCM供应链管理与响应能力.pptxVIP

GOM7;GOM7;A Can of Coke;一罐可乐;A Can of Coke;一罐可乐;A Can of Coke;一罐可乐;SC Responsiveness;供应链的响应能力;SC Responsiveness;供应链的响应能力;SC Responsiveness;供应链的响应能力;SC Responsiveness;供应链的响应能力;;;;供应链的响应能力;;供应链的响应能力;The root cause of the problems plaguing many supply chains is a mismatch between the type of product and the type of supply chain;供应链的响应能力;SC Responsiveness;供应链的响应能力; SC Responsiveness; 供应链的反应能力;SC Responsiveness;供应链的响应能力;SC Responsiveness;供应链的响应能力;SC Responsiveness;??应链的响应能力;SC Responsiveness;供应链的响应能力;The intangible costs of coordination include the cost of inventory meant to ensure that products are available. Reason 1: managers typically place orders with their own suppliers before they receive their “customers” orders, so they must forecast—or guess—how much demand there will be for which of their large variety of items. Sport Obermeyer places its orders in November, but only receives its first orders from retailers in March, all for a selling season that begins in September Reason 2: The organizations in supply chain often do not share information about sales forecasts; instead, each level of the supply chain uses finished goods inventory to try to have on hand what is needed for their customers: each supplier makes extra orders “just-in-case,” swelling raw materials and finished goods inventories. Because they pass orders up and down the supply chain with lots of guessing, they (in addition) tend to exaggerate small changes seen at the consumer level-just as in a large game of telephone in which each person whispers the message they hear to the next person, but the message become highly garbled after a fairly short series of transmissions;协调方面的无形成本包括为确保产品供应而付出的库存成本 理由 1: 经理人一般在他们收到“客户”订单之前向自己的供应商提出订单，因此，他们必须预测——或者猜测——其种类繁多的货品当中到底哪一种商品有需求、需求量有多大。奥伯迈耶体育用品公司在11月份提出订单，但直到次年3月才收到首批零售商的订单，全部是为9月份开始的销售季节订的货。 理由 2: 供应链上的各个单位一般不共享销售预测信息；而供应链的每一层都尽量利用成品库存保证现货以应客户所需：每个供应商都超额订购只为“以防万一”，使得原材料和成品存货猛增。由于在供应链中向上和向下传递订单时带有大量的猜测因素，他们（还）倾向于夸大发生在客户层的微小变化——就象一场大???的电话游戏，每个人都把自己听到的信息悄声传给