供应商管理库存VMI经济订货批量外文文献翻译译文3000多字.docx
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供应商管理库存VMI经济订货批量外文文献翻译译文3000多字.docx
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供应商管理库存VMI经济订货批量外文文献翻译译文3000多字
文献出处:
KannanG,GrigoreMC,DevikaK,etal.AnanalysisofthegeneralbenefitsofacentralisedVMIsystembasedontheEOQmodel[J].InternationalJournalofProductionResearch,2013,51
(1):
172-188.
AnanalysisofthegeneralbenefitsofacentralisedVMIsystembasedontheEOQmodel
G.Kannan,M.C.Grigore,K.Devika &A.Senthilkumar
Abstract:
Withinavendor-managedinventory(VMI)agreement,theupstreamsupplychainmember(thevendor)takesresponsibilityformanagingtheinventoryofthedownstreammember(thecustomer)withinspecificlevelspreviouslyagreeduponwithouttheneedofordersfromthecustomersidetobeplaced.Therefore,thevendorcanfocusonoptimisingproductionefficiencyandcapacityplanning,whilethecustomerhastoimproveforecastaccuracy.ThispaperanalysesthebenefitsaVMIagreementcouldbringforaone-supplier,multiple-customercasethroughanalysingtwocases:
asupplychainmanagedinatraditionalmannerandVMIwhenboththevendorandthecustomersbelongtothesameorganisation.Theanalysisisbasedontheeconomicorderingquantity(EOQ)formulaanditsrelatedtotalcost,andthenoveltyiscapturedbyevaluatingonevendor,multiplebuyers,andmultipleproductsituations.Themodellingisdonesoastocapturetheneedsandfactorswhichoccurwithinthepharmaceuticalindustryandanumericalapplicationwillbeexecutedwithdatafromoneofthemainleaderswithinthepharmaceuticalfield.
Keywords:
Traditionalsupplychain, VMIsupplychain, GeneralbenefitsbasedonEOQmodelling
1.Introduction
Duetotheglobalexpansionoflargecompanies,competitionallovertheworldisbecomingstrongerandthereforeanincreasingneedtoobtaincompetitivepricesispushingindustriestotakeonnewchallenging,strategicmethods.Oneoftherecentlyrecognisedmethodsisthereplacementofthetraditionalsupplychainwiththevendor-managedinventory(VMI)supplychain.IthasbeenproveninmanydifferentpapersthattheVMIsupplychainissuperiortothetraditionalsupplychainandcanbringsignificantcostsavingstotheparticipants.
Atraditionalsupplychainreferstothesystemwithinwhicheachofthemembersatthedifferentstagesmakedecisionsregardingreplenishmentquantitiesandtimingsoastominimisecostattheirendofthesupplychain.Thesupplychainusuallyconsistsofallstages,startingattherawmaterialsupplierandcontinuingonuntilthefinishedproductreachestheendcustomer.Allthedifferentstagesarelinkedbytheircommonaimofprovidingtherightproducttotherightcustomerinthepromisedtime.
VMIisareplenishmentsupplychaintechniquethathasbeenimplementedsincethebeginningofthe1980sbyWall-MartandProcter&Gamble(Waller et al. 1999),andhasitsrootsbackin1958whenMagee(1958)firstintroducedtheconcept.
WithinaVMIagreement,theupstreamsupplychainmember(thevendor)takesresponsibilityformanagingtheinventoryofthedownstreammember(thebuyer)withinspecificlevelspreviouslyagreeduponwithouttheneedforordersfromthecustomersidetobeplaced.Therefore,thevendorcanfocusonoptimisingproductionefficiencyandcapacityplanning,whilethecustomerhastoimproveforecastaccuracy.
ThesuccessofVMIisdependentoncommunicationbetweenthepartners,theirwillingnesstosharedata,collaborationandcoordination,andaninformationtechnologysystemwhichenablesfastaccesstocriticalinformation(DuchessiandChengalur-Smith 2008).
ThegeneralcharacteristicsofatraditionalsupplychainandofaVMIsupplychain,formedbythreestage.
TheresearchhereismeanttoofferasimpleoverviewofthepossibleoutcomesafterVMIimplementationinatwo-stagesupplychain,betweenthevendoranditsmultiplebuyers.Theanalysisfocusesontheoverallsupplychaincostimpact,whichVMIcanshowunderspecificconditions,basedonthepracticalexperiencelearnedinthepharmaceuticalindustry.
UsingVMIinasupplychainbringstransparencyregardingessentialinformationamongthepartners,thusgivingtheopportunityateachstagetoadjustthedecisionsinatimelymannerandavoidemergencysituations.
TheVMIsupplychainimpliescoordinationbetweenthepartneringstages,continuousinformationsharing,andregularmeetingswherecriticalissuesarediscussedandfollow-upactionsarenoted.
Thegeneralbenefitsmodelanalysedinthispaperisbasedontheeconomicorderingquantity(EOQ)modelandisanextensionofBookbinder et al.'s(2010)paper.Asanextensionoftheaforementionedwork,themodelhasbeenadjustedtointegratedifferentrequirementsandconstraintsfromwithinthepharmaceuticalindustry.Ithasbeenfurtherextendedfromanalysingaone-vendor,one-buyerdeterministicdemandcasetoanalysingaone-vendor,multiple-buyerstochasticdemandcase.
Themathematicalmodelappliestotwoechelons,thevendoranditsmultiplebuyers.Anobservationismadeheretodistinguishthatthebuyersarenottheend-consumersbutrepresentsalesorganisationsfromeachcountry.Atthesametimeboththevendorandbuyersbelongtothesameorganisation.
Intheliterature,oneofthemainchallengeswhenimplementingVMIhasbeenidentifiedinprovidingtherightincentivesforallpartnerstodotheirbestforthesupplychainandtherightcontracttosharetheoverallprofits(NagarajanandRajagopalan 2008).
Thefactthatbothstagesbelongtothesameorganisationfacilitatessimplerdevelopmentsfurther.ThereisnoneedforcomplicatedcontractsforprofitsharingbetweenthetwopartnersinaVMIcase,asthemostimportantthingisthetotalsupplychainprofit.Itcanbeassumedthatbothpartnershavetherightincentivestoincreaseoverallsupplychainprofits.
Basedontheassumptionsabove,thetraditionalsupplychainmodelisdevelopedaccordingtoitsgeneralcharacteristicswithinwhichthecentralisedorganisationdoesnotshowanyimpact,whiletheVMImodelisdevelopedasandwhendecisionsaretakencentrallytoobtainoverallsupplychaincostreductions.
2. Literaturereview
Theliteraturereviewofthispaperisdividedintotwocategories:
first,anoverviewofgeneralpositivecharacteristicsobservedaftertheVMIimplementation(or)assumedtooccurbehindthetheoreticalmodelandthenthesecondpartlooksattheliteraturewhichclearlyfocusedontheEOQmodelingtodeterminethepotentialbenefitsofaVMIsupplychain.
2.1 GeneralcharacteristicsofVMIoutcomes
ThissectionverifiestheoutcomesofaVMIrelationshipandpresentsashortliteraturereviewofdifferentbenefitswhichhavebeenrecognisedbyotherauthorstobetheoutcomeofVMIpartnerships.AcoupleofarticleshavedirectlyaddressedthegeneralbenefitswhichcanbeachievedfromaVMIpartnershipwithoutnecessarilydevelopingamodeltoprovetheirargumentsbutthroughempiricalresearch.
Lee et al. (2008)analysedhowleansystemswouldperformwithVMI,CollaborativePlanning,ForecastingandReplenishment(CPFR),andcontinuousreplenishmentandidentifiedthatexpensescanbesignificantlydecreasedandflexibilityimprovedunderVMI.Elvander et al. (2007)developedaframeworkforaVMIconfigurationwithfourcategories:
inventory-relateddimensions,information-relateddimensions,decision-makingdimensions,andasystemintegrationlevel.Dorling etal.(2006)evaluatedVMIunderoligopolisticcompetitionanddefinedfivestepstowardsVMIimplementation.Donget al. (2007)surveyedtheliteratureandidentifiedthatVMIisadoptedwhenthesupplierdealswithhighmarketcompetitivenessandwhenthereisgoodcooperationbetweenthesupplierandthebuyer.
Blatherwick(1998),Disney et al. (2003),andSari(2008)identifiedthatVMIcanbeoutperformedbyotherstrategiesinspecificsituations.
2.2 GeneralbenefitsmodelsofVMIbasedontheEOQmodel
TheliteraturereviewpresentedbelowfocusesstrictlyonresearchpaperswhichhavedevelopedspecificmodelstoevaluatethebenefitsofaVMIsupplychainbasedonEOQmodelling.
Bookbinder et al. (2010),Yao et al. (2007),andRazmi et al. (2010)evaluatedthesupplychaincostsunderatraditionalsupplychaincomparedtoaVMIsituation.Allcasesconsideredatwo-echelonmodelformedbyavendorandabuyer,andthemodeldevelopmentwasbasedontheEOQformula.
Bookbinder et al. (2010)comparedthreecases:
thetraditionalsupplychain,VMI,andcentraldecisionmaking.ThedifferencebetweentraditionalsupplychainsandVMIwasobtainedthroughtransferringthecostofplacinganorder,whichwasincurredbythebuyer,tothevendorundertheVMI.Also,thevendor'scostofplacinganorderhasbeenconsideredtobelowerthanthebuyer's.Oneofthefindingsofthemodelisthatboththevendorandthebuyerarebetteroffaslongasthevendor'sholdingcostsdividedbythebuyer'sholdingcostarehigherthantheorderingcost.
Yao et al. (2007)showedthattotalcostscanbedecreasedunderVMIaslongastheorderingcostofthevendorislowerthanthatofthebuyer.However,resultsalsoshowthatthebuyerhasgreaterbenefitsthanthevendor.
Razmi et al. (2010)effectuatedasensitivityanalysisbyvaryingtheparametervaluesofthetotalcostfunctionwhileincludingabackorderingcostinthecalculation.Whileinthetraditionalsupplychainmodelboththevendorandthecustomerincurredcosts,inthecaseofVMIallthecostshavebeenattributedtothevendor.Pasandideh etal. (2010)usedanEOQmodeltoevaluatetheimpactofdifferentparametersonthetotalcostwhenapplyingVMIandwhenshortageisbacklogged.TheEOQmodeldevelopedshowedthatVMIcouldbringimportantcostsavingsbutthishasitslimitationsonthevaluesoftheorderingcostsofthetwoparticipants.
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