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1Unit1introduction1.BasictermsandconceptsPDPhysicalDistribution产品（销售）物流ILMintegratedlogisticsmanagement一体化物流管理SCMSupplyChainManagement供应链管理MRPMaterialRequirementPlanning物料需求计划ERPEnterpriseResourcePlanning企业资源计划LSPLogisticsServiceProvider物流服务提供商SKUStockKeepingUnit品项LTLeadTime提前期Trade-off权衡Corecompetence核心竞争力2.Compareandcontrastanticipatoryandresponsivebusinessmodels.Whyhasresponsivenessbecomepopularinsupplychainstrategyandcollaboration?A:Thekeypointinanticipatorybusinessmodelisthatalmostallessentialworkhasbeentraditionallyperformedinanticipationoffuturerequirements.Thelikelihoodofmisgaugingcustomerrequirementsrenderedtheanticipatorybusinessmodelhighlyrisky.Inaddition,eachfirminthedistributionchannelduplicatedtheanticipatoryprocess.Thekeypointinresponsivebusinessmodelisthatitseekstoreduceoreliminateforecastreliancebyjointplanningandrapidexchangeofinformationbetweensupplychainparticipants.(1)Thefundamentaldifferenceisthesequenceofeventsthatdrivebusinesspractice.Theresponsivebusinessmodelisinitiatedbyasalefollowedbyasequenceofmaterialpurchase,custommanufacturing,anddirectcustomerdelivery.Also,managersareincreasinglysharinginformationtoimproveboththespeedandaccuracyofsupplychainlogistics.Soitislesscostandlesselapsedtimefromordercommitmenttodelivery.Ontheotherhand,inanticipatorybusinessmodel,businessoperationsweredrivenbyforecasts.Thetypicalmanufacturerproducedproductsbasedonamarketforecast.Likewise,wholesalers,distributors,andretailerspurchasedinventorybasedontheiruniqueforecastsandpromotionalplans.Managerslooselylinkedtogetherandsharedinformation.(2)Theseconddifferenceisthatresponsivebusinessmodelcanacceleratecustomizationthroughdirectconnectivitywithcustomersviainternet-basedcustomerconnectivity.Inmosttraditionalanticipatorydistributionsystems,thecustomerisapassiveparticipant.Abouttheonlypowerthecustomerhasinthetraditionalprocessisthedecisiontobuyornotbuy.Directconnectivityofcustomersinaresponsiveprocesshasatleastthreebenefits.First,involvementprovidescomprehensivesearchcapabilitiesthatservetoexpandtherangeofsourcesandchoicesacustomercanconsiderwhenselectingaproductorservice.23.Illustrateacommontrade-offthatoccursbetweentheworkareasoflogistics.A:Thefullrangeofworkareasoflogisticsshouldbeintegrated.Decisionsinonefunctionalareawillimpactcostofallothers.Itisthisinterrelationoffunctionsthatchallengesthatsuccessfulimplementationofintegratedlogisticalmanagement.Forexample,usingairtransportationtodeliverproductsfromfactorydirecttocustomersmayincreasetransportationcost.Butthisstrategywillreduceinventoryandwarehousecost.3Unit2InboundLogistics1.BasictermsandconceptsInboundlogistics(Materialmanagement)原材料物流JITJustintime准时制生产MPSMasterProductionSchedule主生产计划BOMBillofMaterial物料清单EOQEconomicOrderQuantity经济订货批量VolumeConsolidation采购批量合并Cycletime(performancecycle)运作周期MTOMake-to-order按订单生产MTPMake-to-plan按计划生产ATOAssemble-to-order按订单装配1.Whywouldacompany’scostofmanufacturingandprocurementtendtoincreaseasthefirmchangesfromanMTPtoanMTOstrategy?Whywouldinventorycoststendtodecrease?A:MTPreferstomake-to-plan.InMTOstrategies,significantfinishedgoodsinventoryistypicallymanufacturedinanticipationoffuturecustomerrequirements.UsingMTPstrategy,industriescangaineconomyofscale,butontheotherhandneedlargewarehousingcapacitytostorefinishedproduct.MTOreferstomake-to-order.MTOmanufacturingstrategiesseektomanufacturetocustomerspecification.InMTO,exactquantitiesandconfigurationsareproducedinrelativelysmallquantities.SocomparetoMTP,theinventorycostinMTOislowerbecauseMTOmanufacturingstrategyrequirelessfinishedgoodsinventorythanMTP.ButthemanufacturingandprocurementcosttendstoincreasebecauseMTOstrategycannotutilizeeconomyofscale.4Unit3OutboundLogistics1.TermsandconceptsAvailability产品可得性Stockoutfrequency缺货频率FillRate订单完成率ThePerfectOrder完美订单Basicservice基本服务Zerodefectservice零缺陷服务Valueaddedservice增值服务Customerrelationshipmanagement客户关系管理2.Compareandcontrastthecustomerservice,customersatisfaction,andcustomersuccessphilosophiesofsupplychainmanagement.A:Organizationsbuildtheirplatformforcustomeraccommodationonthreelevelsofincreasingcommitment.Thefirstoftheseisbasiclogisticscustomerservice.Tobecompetitive,afirmneedsabasicservicecapabilitythatbalancesavailability,operationalperformance,andreliabilityforallcustomers.Thebasicserviceplatformshouldbeestablishedaccordingtotwofactors:competitororindustry-acceptablepracticeandthefirm’soverallmarketingstrategy.Basicservicefocusesontheorganization’sinternaloperationalperformance.Firmtypicallyassesstheircustomerserviceperformancerelativetohowwelltheseinternalstandardsareaccomplished.Thefactisthatevenfirmswithahighlevelofbasiccustomerservicecommitmentdosenotassurethatcustomersaresatisfied.Customersatisfactionfocusesoncustomers,theirexpectations,andtheirperceptionsofsupplierperformance.Logisticsexecutivesmustcontinuouslymonitorcustomersatisfactionandseektomeetorexceedexpectations.Customersuccessfocusesonthecustomer’srealrequirements.Achievingsuccessrequiresintimateknowledgeofcustomer’sneedsandoperationalrequirementsandacommitme