物流经济学复习参考.docxVIP

第 PAGE \* Arabic 14 页第 PAGE \* Arabic 14 页 Unit 1 introduction PD Physical Distribution产品（销售）物流 ILM integrated logistics management 一体化物流管理 SCM Supply Chain Management 供应链管理 MRP Material Requirement Planning 物料需求计划 ERP Enterprise Resource Planning 企业资源计划 LSP Logistics Service Provider 物流服务提供商 SKU Stock Keeping Unit品项 LT Lead Time 提前期 Trade-off 权衡 Core competence 核心竞争力 2. Compare and contrast anticipatory and responsive business models. Why has responsiveness become popular in supply chain strategy and collaboration? The key point in anticipatory business model is that almost all essential work has been traditionally performed in anticipation of future requirements. The likelihood of misgauging customer requirements rendered the anticipatory business model highly risky. In addition, each firm in the distribution channel duplicated the anticipatory process. The key point in responsive business model is that it seeks to reduce or eliminate forecast reliance by joint planning and rapid exchange of information between supply chain participants. (1) The fundamental difference is the sequence of events that drive business practice. The responsive business model is initiated by a sale followed by a sequence of material purchase, custom manufacturing, and direct customer delivery. Also, managers are increasingly sharing information to improve both the speed and accuracy of supply chain logistics. So it is less cost and less elapsed time from order commitment to delivery. On the other hand, in anticipatory business model, business operations were driven by forecasts. The typical manufacturer produced products based on a market forecast. Likewise, wholesalers, distributors, and retailers purchased inventory based on their unique forecasts and promotional plans. Managers loosely linked together and shared information. (2) The second difference is that responsive business model can accelerate customization through direct connectivity with