ajoeizv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Word文档下载推荐.docx
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ajoeizv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Word文档下载推荐.docx
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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)
CHAPTERONE
DiscussionQuestions
1Considerthepurchaseofacanofsodaataconveniencestore.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.
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.
ThesuccessorfailureofacompanylikeAmazonisdecidedbytheeffectivefunctionofitssupplychain.Theflowofproductsfrompublisherstodistributorstocustomersmustberapidandreliableinordertosatisfycustomers.Theflowofinformationbackthroughthesupplychainallowsallmemberstocoordinateefforts.Theflowofmoneyallowsallsupplychainmemberstomaintainoperations.Supplychainprofitabilityisinfluencedbysourcing,promotion,andfulfillmentdecisions.
CHAPTERTWO
1.Howwouldyoucharacterizethecompetitivestrategyofahigh-enddepartmentstorechainsuchasNordstrom?
WhatarethekeycustomerneedsthatNordstromaimstofill?
TheNordstromwebsitestatesthefollowing.Overtheyears,theNordstromfamilyofemployeesbuiltathrivingbusinessontheprinciplesofquality,value,selection,andservice.Today,Nordstromisoneofthenation’sleadingfashionretailers,offeringawidevarietyofhigh-qualityapparel,shoes,andaccessoriesformen,women,andchildrenatstoresacrossthecountry.Weremaincommittedtothesimpleideaourcompanywasfoundedon,earningthetrustofourcustomersoneatatime.
Nordstromfillscustomerneedsforhighqualityfashionmerchandiseandoutstandinglevelsofcustomerservice.PriceisnoobjectforthetypicalNordstromshopper.
2.WherewouldyouplacethedemandfacedbyNordstromontheimplieddemanduncertaintyspectrum?
Why?
Implieddemanduncertaintyisdemanduncertaintyduetotheportionofdemandthatthesupplychainistargeting,nottheentiredemand.Ahigh-enddepartmentstorechainsuchasNordstromfallsonthehighendoftheimplieddemanduncertaintyscale.ThefashionitemsthatNordstromstockshaveextremelyhighproductmargin,highforecasterrorsandstockoutrates,andoncetheseasonisover,theseitemsaresoldatdeepdiscountsattheirNordstromRackoutletstores.
3.WhatlevelofresponsivenesswouldbemostappropriateforNordstrom’ssupplychain?
Whatshouldthesupplychainbeabletodoparticularlywell?
Supplychainresponsivenesstakesmanyforms,includingtheabilitytorespondtoawiderangeofquantities,meetshortleadtimes,handlealargevarietyofproducts,buildinnovativeproducts,meetahighservicelevel,andhandlesupplyuncertainty.TheNordstromsupplychainmustbehighlyresponsiveintheareasofhandlinghighlyinnovativefashionproducts,customerresponse,andservicelevel;
theyareeffectiveinsupplyingwell-heeledcustomerswithmerchandiseandtheirreturnpolicyislegendaryinthePacificNorthwest.
4.HowcanNordstromexpandthescopeofthestrategicfitacrossthesupplychain?
Scopeofstrategicfitreferstothefunctionswithinthefirmandstagesacrossthesupplychainthatdeviseanintegratedstrategywithasharedobjective.Byadoptinganintercompanyinterfunctionalscopestrategy,Nordstromwillmaximizesupplychainsurplus.NordstromcanmoveinthisdirectionbyworkingwiththeirsuppliersasiftheyareactuallyownedbyNordstrom.Ratherthanviewingthesupplychainasazero-sumgameofinventorycostminimizationandprofitmaximization,Nordstrommustrecognizethatspreadingthewealthandoccasionallytakingonmoreinventorythanisoptimalforthemwillresultinimprovedcustomerservice.Theintercompanyinterfunctionalscopeofstrategicfitrequiresmoreeffortthantheotherapproachespresentedinthissection;
Nordstrommustevaluateallaspectsoftheirsupplyweb.
5.ReconsiderthepreviousfourquestionsforothercompaniessuchasAmazon,asupermarketchain,andautomanufacturer,andadiscountretailersuchasWal-Mart.
Amazonfocusesoncostandflexibilitybyprovidingbooks,musicandahostofotherhouseholdproductsatlowprices.Customersplaceordersonlineandexpecttoreceivepurchasesinanumberofdays.Customerordersareprocessedatcentralwarehousesoraredropshippedfromsuppliersbymailorcommoncarrier.Forthemostpart,theimplieddemanduncertaintyforAmazonislowastheycastsuchawidenet.Amazon’ssupplychainmustberesponsiveintermsofflexibility;
theyhandlean
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