供应链设计与管理课后答案文档格式.docx

供应链设计与管理课后答案文档格式.docx

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3.Automobilemanufacturer（Ford,inthisexample）.Withinacompany,therearealso

differentdepartments,whichconstitutetheinternalsupplychain:

i.Purchasingandmaterialhanding

ii.Manufacturing

iii.Marketing,etc.

4.Transportationproviders

5.Automobiledealers

b.ManyÞ

rmsareinvolvedinthesupplychain.

1.Rawmaterialsuppliers.Forinstance,suppliersforsteel,rubber,plastics,etc.

2.Partssuppliers.Forinstance,suppliersforengines,steeringwheels,seats,andelec-

troniccomponents,etc.

3.Automobilemanufacturer.Forinstance,Ford.

4.Transportationproviders.Forinstance,shippers,truckingcompanies,railroads,etc.

5.Automobiledealers.Forexample,HaywardFord.

c.AllcompaniesinvolvedinthesupplychainwanttomaximizetheirrespectiveproÞ

ts

byincreasingrevenueanddecreasingcost.However,companiesmayemploydifferent

2

strategiesinordertoachievethisgoal.Someofthemfocusoncustomersatisfaction

andquickdelivery,whileothersmaybemoreconcernedaboutminimizinginventory

holdingcosts.

d.Ingeneral,differentpartsofthesupplychainhaveobjectivesthatarenotalignedwith

eachother.

1.Purchasing:

Stableorderquantities,ß

exibledeliveryleadtimesandlittlevariation

inmix.

2.Manufacturing:

Longproductionruns,highquality,highproductivityandlowpro-

ductioncosts.

3.Warehousing:

Lowinventory,reducedtransportationcostsandquickreplenishment

capability.

4.Customers:

Shortorderleadtimes,alargevarietyofproductsandlowprices.

Typically,theautomobiledealerwouldliketoofferavarietyofcarcolorsandconÞ

g-

urationstoaccommodatedifferentcustomerpreferences,andmeanwhilehaveashort

deliveryleadtimefromthemanufacturer.However,inordertomaximizethelengthof

productionruns,andutilizeresourcesmoreefficiently,themanufacturerwouldliketo

aggregateordersfromdifferentdealersandofferlessvarietyincarconÞ

gurations.This

isaclearexampleofconß

ictingmarketingandmanufacturinggoals.

Question2

a.Thesupplychainforaconsumermortgageofferedbyabankmayinvolvevariouscom-

ponents:

1.Marketingcompaniesthathandlesolicitationtopotentialcustomers.

2.Creditreportingagenciesthatevaluatepotentialcustomers.

3.Thebankthatextendsthemortgageloans.

4.Mortgagebrokersthroughwhichtheloansaredistributed.

b.Themarketingcompaniesstrivetoincreasetheresponseratefromhomebuyersinorder

tomaximizetheirreturns.Banksaimatacustomerportfoliowitharelativelylowrisk,

healthyß

owofpaymentsandlowaverageloanmaturitydate.Thebrokerswouldlike

tomaximizetheirsalescommissions.

c.Similartoproductsupplychains,theobjectiveofaservicesupplychainistoprovide

whatisneeded（inthiscaseaparticulartypeofservice,ratherthanaphysicalproduct）

attherightlocation,attherighttime,andinaformthatconformstocustomerrequire-

mentswhileminimizingsystemwidecosts.However,thereareanumberofdifferences

betweenthetwotypesofsupplychains.Forinstance:

1.Inaproductsupplychain,thereisbothaß

owofinformationandphysicalproducts.

Inaservicesupplychain,itisprimarilyinformation.

2.Contrarytoaservicesupplychain,transportationandinventoryaremajorcost

componentsinaproductsupplychain.

3

3.Servicestypicallycannotbeheldininventory,somatchingcapacitywithdemandis

frequentlymoreimportantinaservicesupplychain.

4.Inaservicesupplychain,the（explicit）costofinformationishigherthaninaproduct

supplychain.Notethatinthemortgageexampleabove,thebankhastocompensate

thecreditreportingagencyforeachcreditreportitobtains.

Question3

Manysupplychainsevolveovertime.Forexample,consideramemorychipsupplychain.

Productionstrategiesmaychangeduringdifferentstagesoftheproductlifecycle.When

anewmemorychipisintroduced,priceishigh,yieldislow,andproductioncapacity

istight,andtheavailabilityoftheproductisimportant.Consequently,productionis

usuallydoneatplantsclosetomarkets,andthemanagementfocusesonincreasingyield,

reducingthenumberofproductiondisruptions,andfullyutilizingcapacity.Whenthe

productmatures,however,itspricedropsanddemandisstabilizedforaperiodoftime,

sominimizingproductioncostmovestocenterstage.Toreducecosts,productionmaybe

outsourcedtooverseasfoundries,wherelaborandmaterialsaremuchcheaper.

Question4

Averticallyintegratedcompanyaimsattighterinteractionamongvariousbusinesscom-

ponents,andfrequentlymanagesthemcentrally.Suchastructurehelpstoachievesys-

temwidegoalsmoreeasilybyremovingconß

ictsamongdifferentpartsofthesupplychain

throughcentraldecisionmaking.Inahorizontallyintegratedcompany,thereisfrequently

nobeneÞ

tincoordinatingthesupplychainsofeachbusinesswithinthecompany.Indeed,

ifeverybusinessspecializesinitscorefunction,andoperatesoptimally,anoverallglobal

optimummaybeapproached.

Question5

Effectivesupplychainmanagementisalsoimportantforverticallyintegratedcompanies.

Insuchanorganizationalstructure,variousbusinessfunctionsarehandledbydifferent

departmentsofthecompanythatusuallyhavedifferentinternalobjectives,andthese

objectivesarenotnecessarilyalignedwitheachother.Thismaybeduetolackofcom-

municationamongdepartmentsortheincentivesprovidedbytheuppermanagement.For

instance,ifthesalesdepartmentisevaluatedbasedonrevenueonly,andthemanufacturing

departmentisevaluatedbasedoncostonly,thecompany.sproÞ

tmaynotbemaximized

globally.Effectivesupplychainmanagementisstillnecessarytoachievegloballyoptimal

operations.

Question6

Thesourcesofuncertaintyinthisexampleinclude:

1.Factorssuchasweatherconditions,diseases,naturaldisasterscauseuncertaintyin

availabilityofrawmaterials,i.e.,peachcrop.

2.UncertainleadtimesduringtransportationofcropfromtheÞ

eldtotheprocessing

facilitymayaffectthequalityofpeaches,e.g.,theymaygetspoiled.

4

3.Processingtimesintheplant,aswellasthesubsequentwarehousingandtransportation

timesaresubjecttouncertainty.

4.Demandisnotknowninadvance.

Question7

AsmallnumberofcentrallylocatedwarehousesallowsaÞ

rmtotakeadvantageofrisk

poolinginordertoincreaseservicelevelsanddecreaseinventorylevelsandcosts.However,

outboundtransportationcostistypicallyhigher,anddeliveryleadtimesarelonger.On

theotherhand,bybuildingalargernumberofwarehousesclosertotheendcustomers,a

Þ

rmcandecreaseoutboundtransportationcostsanddeliveryleadtimes.However,this

typeofsystemwillhaveincreasedtotalinventorylevelsandcosts,decreasedeconomiesof

scale,increaseswarehousingexpenses,andpotentiallyincreasedinboundtransportation

expenses.

Question8

Thechoiceoftheparticulartransportationservicedependslargelyonthetypesandsizes

ofproductsthecompanywantstotransport,theinventoryanddeliverystrategiesandthe

needforß

exibility:

1.Atruckloadcarrierisbetterifdeliveringbulkyitemsorsmallitemsinlargeandstable

quantitiesfromwarehousestodemandpoints（stores）.Agoodexampleisthedelivery

ofgroceriesfromwarehousestosupermarkets.Notethatinthiscasewewouldlikethe

demandtobeinincrementsoffulltruckloads.

2.ApackagedeliveryÞ

rmismoreappropriateifrelativelysmallitemsaredeliveredfrom

themanufacturer/warehousedirectlytothecustomers.Additionally,apackagecarrier

companyoffersmoreß

exibilitybydifferentmodesoftransportationdependingonthe

needsoftheindividualcustomers.

Question9

1.Highinventorylevels

i.Advantages:

HighÞ

llrate（servicelevel）andquickorderfulÞ

llment.

ii.Disadvantages:

Highopportunitycostofcapitaltiedininventory,dangerofprice

declinesovertimeandobsolescence,needformorewarehousespace.

2.Lowinventorylevels

Lowinventoryholdingandwarehousingcosts.

Higherriskofshortagesandlowerservicelevels.

5

CaseDiscussionQuestions—MeditechSurgical

Meditechexperiencespoorservicelevelsfornewproducts,andinventorylevelshigherthan

necessaryforallproducts.

Therearemanycausesfortheseproblems:

1.Demandisnotstudiedindetail.

2.Informationsystemsthatrecordandmonitordemandandinventoryarepoorlydesigned.

3.Forecastingerrorsarenottracked.

4.Thereisatendencytoshifttheblametothecustomers,e.g.,panicordering.

5.Therearebuilt-indelaysandmonthlybucketsintheplanningsystem.

6.TheplanningsystemampliÞ

essmallvariationsindemand.

7.Poorcommunicationwithcustomers;

Meditechdoesn.ttypicallyseeend-customerde-

mand.

Thecustomerservicemanagerisdirectlyexposedtothecomplaintsfromthecustomers.

Hence,heisinagoodpositiontogaugethescopeoftheproblems.Othermanagersdo

notfacethecustomers,andtheydonotnecessarilyfocusontheirsatisfaction.

1.Recognize