SCM供应链管理与响应能力(中英文版)(ppt 62页)

SCM供应链管理与响应能力内容摘要：
供应链的响应能力
　　它可以通过缩短前导时间和增加供应链的灵活性来避免不确定性，这样，它就可以按订单生产，或者至少可以在临近需求实现并可进行准确预报的时间点上制造产品。
　　一旦不确定性得到尽可能的减少或避免，它就可以通过利用库存缓冲力或超剩余产能来防范残余的不确定性。
　　新发展：大量定制化（培养大量产品的定制化能力，并以接近批量生产的价格发货）
　　奥伯迈耶体育用品公司采用的方法，即所谓精确响应，将生产过剩和生产不足的成本都降低了一半——足以将利润提高60%。
Sketch of Sport Obermeyer Timing of Operations and Orders Throughout the Year：
　　The intangible costs of coordination include the cost of inventory meant to ensure that products are available.
　　Reason 1: managers typically place orders with their own suppliers before they receive their “customers” orders, so they must forecast—or guess—how much demand there will be for which of their large variety of items. Sport Obermeyer places its orders in November, but only receives its first orders from retailers in March, all for a selling season that begins in September
　　Reason 2: The organizations in supply chain often do not share information about sales forecasts; instead, each level of the supply chain uses finished goods inventory to try to have on hand what is needed for their customers: each supplier makes extra orders “just-in-case,” swelling raw materials and finished goods inventories. Because they pass orders up and down the supply chain with lots of guessing, they (in addition) tend to exaggerate small changes seen at the consumer level-just as in a large game of telephone in which each person whispers the message they hear to the next person, but the message become highly garbled after a fairly short series of transmissions

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