中国经济管理大学-MBA课件《供应链管理》学员问题探讨与案例分析-(

文档由风行下载2011正式版：友情提供有志者事竟成，破釜沉舟百二秦关终属楚。苦心人无不负，卧薪尝胆三千越甲可吞吴。（清）蒲松龄男儿志兮天下事，但有进兮不有止，言志已酬便无志。粱启超志之所趋，无远弗届；穷山距海，不能限也。志之所向，无坚不入；锐兵精甲，不能御也。《格言联壁》中国经济管理大学MBA课件《供应链管理》学员问题探讨与案例分析（苏尼尔•乔普拉著教材）文档由风行下载2011正式版：友情提供CHAPTERONEDiscussionQuestions1Considerthepurchaseofacanofsodaataconveniencestore.Describethevariousstagesinthesupplychainandthedifferentflowsinvolved.Whenacustomerpurchasesacanofsodaataconveniencestore,hispurchaserepresentstheendofasupplychain’sdeliveryofanitemandthebeginningofinformationregardinghispurchaseflowingintheoppositedirection.Thesupplychainstagesincludecustomers,retailers,wholesalers/distributors,manufacturers,andcomponent/rawmaterialsuppliers.Acustomer’spurchasemovesproducttowardsthecustomeranddollarsandinformationtowardstheretailer.Theretailerplacesanorderfromthewholesaler/distributortoreplenishstock,therebymovinginformationbackupthesupplychainwhilemovingproductdownthesupplychain.Astheorderisfilled,theretailerwillmovedollarsbackupthesupplychain.Thewholesaler/distributortransmitsinformationanddollarstothemanufacturerwhoproducesproductandshipsitdownthesupplychaintothewholesaler.Finally(orinitially,dependingonyourperspective)themanufacturermovesorders(information)anddollarstowardssuppliersinexchangeformaterialflowintotheirproductionprocesses.2WhyshouldafirmlikeDelltakeintoaccounttotalsupplychainprofitabilitywhenmakingdecisions?Dellrealizesthattheirultimatesuccesslieswiththesuccessoftheirsupplychainanditsabilitytogeneratesupplychainsurplus.IfDellwastoviewsupplychainoperationsasazerosumgame,theywouldlosetheircompetitiveedgeastheirsuppliers’businessesstruggled.Dell’sprofitgainedattheexpenseoftheirsupplychainpartnerswouldbeshortlived.Justasaphysicalchainisonlyasstrongasitsweakestlink,thesupplychaincanbesuccessfulonlyifallmemberscooperateandfocusonaglobaloptimumratherthanmanylocaloptima.3WhataresomestrategicplanningandoperationaldecisionsthatmustbemadebyanapparelretailerlikeTheGap?AsTheGapplanssupplychainstrategyitmustfirstconsiderthemarketingfunction’spricingplansinordertostructureasupplychainconsonantwiththeseplans.Strategicconsiderationssuchasthecapacityofeachsupplierandassemblyoperations,sourcingdecisionsandhowlogisticsaretobehandledareallpartofthedesign.Thesupplychainmustalsosettleoncommunicationchannelsandfrequencies.Supplychainplanningtakesthestrategicdecisionsasagivenandseekstoexploitefficienciesinthechaintomaximizesupplychainsurplus.Theentirechainshouldcollaborateinforecastingandplanningproductionastoachieveaglobaloptimum.Theforecastsshouldtakeintoaccountplannedpromotionsandknownseasonalfluctuationsindemand.Theoperationaldecisiontaketheplansasagivenandmakeday-to-daydecisionstoprocesscustomerorders,allocateresourcestocertaincustomers,triggerordersfromsupplychainmembers,anddeliverproduct.4Considerthesupplychaininvolvedwhenacustomerpurchasesabookatabookstore.Identifycyclesinthissupplychainandthelocationofthepush/pullboundary.文档由风行下载2011正式版：友情提供Allsupplychainprocessescanbebrokendownintofourprocesscyclesthatconnectthefivestagesofthesupplychain;thecustomerordercycle,thereplenishmentcycle,themanufacturingcycle,andtheprocurementcycle.Thecustomerordercycleconnectsthecustomerwiththeretailer;thisconnectionismadeasthebook,perhapsSupplyChainManagementbyChopraandMeindl,isselectedandpaidforbythecustomer.Thereplenishmentcycleconnectstheretailerandthedistributorandistriggeredbytheretailer’sneedtofilltheemptyshelfspacewithanothercopyofthistome.Themanufacturingcycleconnectsthedistributorandthemanufacturer.Asdemandforthebookisrealizedanddistributorsemptytheirwarehouses,theysignalthemanufacturertoprintanothermillioncopiestofilltheiremptywarehouses.Finally,theprocurementcycleconnectsthemanufacturerandthesupplier.Themanufacturerrequiresrawmaterialinputsofpaper,ink,etc.,tobegintheassemblyprocessforanotherbatchofSupplyChainManagement.Thepush/pullboundaryexistswheredemandswitchesfromreactive(pull)tospeculative(push)production.Formostbookstoresupplychainsthepush/pullboundaryisbetweenthecustomerordercycleandthereplenishmentcycle.Thecustomerorderpullsthebookfromthebookstoreshelfbuttheinitialproductionofthebookwastriggeredbyabuildorderthatmovedmaterialsalongthesupplychaintotheretailoutlet.5ConsiderthesupplychaininvolvedwhenacustomerordersabookfromAmazon.Identifythepush/pullboundaryandtwoprocesseseachinthepushandpullphases.InAmazon’soriginaloperationsdesignthepush/pullboundaryexistedbetwixttheretailer(Amazon)andtheirdistributor.Amazonorderedproductfromthedistributorandthecustomerorderarrived.Today,Amazonhassixwarehouseswhereitstocksaninventoryofitemsitisconfidentthatwillsell.Inthisscenario,thepush/pullboundaryexistsbetweenthecustomerandtheretailer.Processesinthepullphasearetheorderfulfillment,shipping,customerreturns,andcustomerbilling.Processesinthepushphaseareproduction,stockreplenishments,shipping,andpayment.6InwhatwaydosupplychainflowsaffectthesuccessorfailureofafirmlikeAmazon?Listtwosupplychaindecisionsthathaveasignificantimpactonsupplychainprofitability.Th