第十章采购与供应决策

10-1采购和供应决策Chapter10CR(2004)PrenticeHall,Inc.协调商品与服务在供应链上各个实体机构之间的流动是供应链管理的一个主要课题。人们需要考虑的问题往往包括，决定要运输产品的数量、何时运输、如何运输以及从哪里获得这些产品等。10-2产品计划三角形ProductinthePlanningTriangleCR(2004)PrenticeHall,Inc.PLANNINGORGANIZINGCONTROLLINGTransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Ord.proc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupplyschedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•Thenetworkplanningprocess计划组织控制TransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Ord.proc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupplyschedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•Thenetworkplanningprocess库存战略预测客户服务目标采购和供应时间决策存储基础知识存储决策产品物流服务订单管理和信息系统库存决策运输战略运输基础知识运输决策选址战略选址决策网络规划流程10-3CR(2004)PrenticeHall,Inc.PurchasinginInventoryStrategyPLANNINGORGANIZINGCONTROLLINGTransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Ord.proc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupplyschedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•ThenetworkplanningprocessPLANNINGORGANIZINGCONTROLLINGTransportStrategy•Transportfundamentals•TransportdecisionsCustomerservicegoals•Theproduct•Logisticsservice•Ord.proc.&info.sys.InventoryStrategy•Forecasting•Inventorydecisions•Purchasingandsupplyschedulingdecisions•Storagefundamentals•StoragedecisionsLocationStrategy•Locationdecisions•ThenetworkplanningprocessCR(2004)PrenticeHall,Inc.10.1供应渠道中的协调10-3供应渠道中，运作、营销、采购和所有其他活动之间的充分协调是及其重要的。这些经营活动之间的相互关联常常使得针对单独一项活动进行优化的努力可能对其他的一项或几项活动造成损害。忽视这种悖反现象就会对公司运作带来负面影响。CR(2004)PrenticeHall,Inc.10.2供应计划10-3第一种方法是按照需要时间随时供应，不断调整供给时间使得物料的供给与生产的需求步调一致。其中，物料需求计划即处理计划安排的一种常用方法。第二种方法是持有库存来满足生产需求，利用补货规则来维持库存水平，这些规则决定了物料在供应渠道中流动的具体时间与数量。CR(2004)PrenticeHall,Inc.典型的调度图预测订单建立进度库存短缺发布采购订单对供应商产品发布材料账单Thepoint:Supplyistoinventoryortorequirements10-3CR(2004)PrenticeHall,Inc.ATypicalSchedulingDiagramForecastOrdersBuildscheduleInventoryShortagesPurchaseorderreleasesTovendorsProductionreleaseBillofmaterialsThepoint:Supplyistoinventoryortorequirements10-310-8CR(2004)PrenticeHall,Inc.SupplytoRequirements•调度方法•适时供应计划•看板KANBAN•需求计划Just-in-time一种整个供应渠道对生产/客户需求同步反应的理念。10-9CR(2004)PrenticeHall,Inc.按需供应调度方法•Just-in-timeconcept•Requirementsplanning•KANBANJust-in-timeAphilosophyofschedulingwheretheentiresupplychannelissynchronizedtorespond,inasshortatimeaspossible,totherequirementsofoperations.10-10CR(2004)PrenticeHall,Inc.10.2.1适时供应计划一种整个供应渠道对生产/客户需求同步反应的理念。•适时供应计划的特点•与少数供应商和运输承运人保持密切关系；•信息在供应商与买方之间实现共享•频繁进行小规模的生产、采购、运输，从而把库存降到最低水平•消除整个供应渠道中所有可能出现的不确定性•高质量的目标10-1110.2.2看板KANBAN定义：看板/适时管理系统利用库存控制中的再订货点方法来确定标准生产/采购量，系统的生产启动成本相当低，提前期也很短。•特点：•与为利用规模经济而建立的进度计划相比较，这种经常重复主生产进度计划重点产品样式，及就产品样式A和B而言，能够实现规模经济、节约生产启动成本的生产进度计划可能是：AAAAAABBBBBBAAAAAABBBBBB然而，看板的生产进度计划则可能是ABABABABABABABABABABABABCR(2004)PrenticeHall,Inc.10-12CR(2004)PrenticeHall,Inc.看板特点•由于提前期很短，其可预测性大大提高•由于生产启动成本和采购成本保持在较低水平，所以订货量很小。•使用的供货商数量不多，相应地，公司对供货商期望很高。制造商与供货商之间建立起高度协作关系，以保证获得满意的产品，满意的物流绩效水平•经典的再订货点库存控制是用来确定再订货点数量和时机。CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryInventoryAliability.Everyeffortmustbeexpendedtodoawaywithit.Anasset.Itprotectsagainstforecasterrors,machineproblems,latevendordeliveries.Moreinventoryissafer.LotSizesSizeforimmediateneedsonly.Aminimumreplenishmentquantityisdesiredforbothmanufacturedandpurchasedgoods.Formulasareused.Optimumlotsizesfrequentlyrevisedbasedonthetradeoffbetweenthecostofinventoriesandthecostofsetup.10-23CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITschedulingSupplytoInventorySetUpsMaketheminsignificant.Thisrequireseitherextremelyrapidchangeovertominimizetheimpactonoperations,ortheavailabilityofextramachinesalreadysetup.Fastchangeoverpermitssmalllotsizestobepractical,andallowsawidevarietyofpartstobemadefrequently.Lowpriority.Maximumoutputistheusualgoal.Rarelydoessimilarthoughtandeffortgointoachievingquickchangeover.QueuesEliminatethem.Whenproblemsoccur,identifythecausesandcorrectthem.Thecorrectionprocessisaidedwhenqueuesaresmall.Ifthequeuesaresmall,itsurfacestheneedtoidentifyandfixthecause.Necessaryinvestment.Queuespermitsucceedingoperationstocontinueintheeventofaproblemwiththefeedingoperation.Also,byprovidingaselectionofjobs,thefactorymanagementhasagreateropportunitytomatchupvaryingoperatorskillsandmachinecapabilities,combineset-upsandthuscontributetotheefficiencyoftheoperation.10-24CR(2004)PrenticeHall,Inc.KANBANvs.SupplytoInventoryFactorsKANBAN/JITSchedulingSupplytoInventoryVendorsCo-workers.They'repartoftheteam.Multipledeliveriesforallactiveitemsareexpecteddaily.Thevendortakescareoftheneedsofthecustomer,andthecustomertreatsthevendorasanextensionofhisfactory.Adversaries.Multiplesourcesaretherule,andit'stypicaltoplaythemagainsteachother.QualityZerodefects.Ifqu