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Determining Optimal Level of Availability in A Supply Chain
Determining Optimal Level of Availability in A Supply Chain
Determining Optimal Level of Availability in A Supply Chain
蔣明晃教授
【本著作除另有註明外,採取創用CC「姓名標示
-非商業性-相同方式分享」台灣3.0版授權釋出】
1
Supply Chain Decision-Making
Framework
Competitive strategy
Efficiency Responsiveness
Supply chain structure
Drivers
2
Levers for Increasing Supply Chain Profitability
3
BENETTON
Benetton
Benetton
4
BENETTON
Benetton將毛衣的製造程序重新設計,將
原本先染色再編織的程序,改成先將毛線
編織成毛衣,等透過市場調查掌握市場流
行顏色後,才開始進行染色程序。如此,
Benetton公司可以避免大量顏色落伍的存
貨,每年因而節省數百萬美元的成本。
Benetton
Microsoft。
Benetton
5
BENETTON
72hr
12day
6 Microsoft。
ZARA
Microsoft。
Microsoft。
7 zara.com
What’s Quick Response?
► A partnership strategy
》Suppliers and retailers work together to respond more
rapidly to consumer needs
》By sharing POS information to jointly forecast future
demand for replenishable items, and to continuously
monitor trends to detect opportunities for new items
► A JIT strategy
》Spread through the supply chain and seamlessly
linked at each stage by electronic data interchange
8
Basic Elements of QR
Time horizons
Information Logistics
Supplier/
Manufacturing
Manufacturer
Operations
relationships
Philosophical/
Cultural change
9
Example: US Textile and
Apparel Industry in 1986
Synthetics (75%) highly concentrated
Fiber
》Ten firms provide more than 90% of market
More fragmented
Fabric 》6,000 firms
》12 firms provide 1/4 of market
Increasing sophistication
Consumer Expectation of variety/change
Wide choice of retail outlets
10
The Inefficiencies
11
The Response
12
Expected Results through QR
70 66
60 Retail
Apparel
50 46
Textile
40 Fiber
Weeks
Fig. 6-15
30
21
20
10
0
Present Quick Very quick
15
What is Efficient Consumer Response?
Consumer
Supplier Distributor Retail store
household
16
Anatomy of Efficient Consumer Response
Microsoft。
Microsoft。 Microsoft。 Codigofonte.net網站
Microsoft。
17
Efficient Consumer Response Process
Change management
Replenishment
Integrated EDI
Continuous replenishment
Promotion Computer-assisted ordering Retail
Manufacturing
business Flow-through distribution business
strategy Activity-based costing strategy
Store assortments
Category management
Flexible manufacturing
Product introductions
Open communication
18
ECR Strategies & Objectives
Strategies Objectives
19
ECR Components
20
Example: Throughput Time Improvement
of Dry Grocery
Distribution warehouse
Packing Supplier warehouse (Forward buy 9 days, Retail store Consumer
line 38 days turn inventory 31 days) 26 days Purchase
40 days
104 days
61 days
21
ECR Requirements
22
Example: P&G’s CRP Process
Stores
Store
Delivery Orders
Codigofonte.net網站
P&G
23
Headquarters
Barriers
► Lack of Trust
► Lack of Fairness - Open Trading
► No Information Sharing
► Lack of Resource Commitment
► Lack of Industry Standards
► Culture (Negotiation Environment)
► Measurement/Rewards
24
Quick Response: Multiple
Orders per Season
25
Quick Response: Multiple
Orders per Season
26
Impact of Quick Response: Forecast doesn’t
improve for second order (SD=15 )
Average Average
Service Order Expect. Initial OUL for Ending Expect.
Overstoc Total
Level Size Profit Order 2nd Order Invent. Profit
k Order
27
Observations
28
Leftover Inventory vs. Number
of Order Cycles per Season
Unsold Inventory
at End of Season
29
Expected Profit vs. Number of
Order Cycles per Season
Expected Profit
30
Forecast Improves for Second
Order (SD=3 instead of 15) 20 7 + 1.75 7 3
31
Notes
32
Meaning of Postponement
33
Pull Postponement
BTS vs BTO
Decoupling point: the point from which the process
switches from a build-to-stock mode to the build-to-
order mode.
Meaning of pull postponement:
》Making the decoupling point earlier in the process.
34
Pull Postponement
Basic Elements:
》The process steps must be sequenced so that the
less differentiating steps are performed at prior to
the decoupling point.
》After the decoupling point, the process steps can
be performed flexible and fast.
》Accurate order capture for BTO.
Example: National Bicycle, Benetton.
35
延遲差異化
延遲差異化(Postponement Differentiation)之
意義
》此種延遲主要是運用在最終產品的需求未
確定時,先生產一些通用或產品族共通的部
分,等到特定的產品需求確定後再進行生產
或製造,以減少不確定性
36
延遲差異化的做法
作業程序的重排序(Resequencing)
》例子: Benetton, postpone dyeing until after
assembled. Cost: 10% more expensive, new
machine purchased and employee retrained.
》例子: US disk drive manufacturing. Insert generic
circuit board into assembly, complete much of the
testing, remove the generic circuit board, and add
customer-specific boards later.
37
延遲差異化的做法
產品的共通性(Commonality)
》利用產品線或產品族的重新設計來達成
》例子: Printer manufacturing, redesign the new
and old products to share a common circuit board
and printhead such that final process can be
delayed.
38
延遲差異化的做法
模組化(Modularity):
》 模組化產品設計:將功能採模組化,使各個模組能
夠簡易且以較低成本的添加到產品上。例子: HP
Laser Jet
》模組化製程設計:製程應設計盡量獨立的生產模組,
容易因應不同的要求進行彈性的調整。例子:print-
and-pigment mixture, Levis jeans
39
延遲差異化的做法
標準化(Standardization):
》建立數種顧客所需的標準化產品之選擇.
機動敏捷的供應網路(Agile Supply Networks)
》某些網路節點存放基本的產品, 並在收到顧
客訂單時進行客製化的最後作業.
40
延遲差異化施行的考量
重新排序或延遲時所需資本投入之考量。
重新排序或延遲時所需技術與能力之考量。
延遲的結果可能使存貨成本提高。
在國際運籌作業中,各進出口國對原物料,零
組件或在製品的關稅考量。
41
Logistics Postponement
Meaning:
》 Redesign the tasks in the SC so that some of
the customization steps can be performed
downstream closer to the customers.
42
Concurrent and Parallel Processing
43
Requirements for logistics postponement
44
Form Postponement
Meaning:
》postponement is achieved through the change in
the form of the product structure by standardizing
some of the process steps or components.
Example: HP Laser Printer.
45
Postponement Enablers
46
The Value of Postponement
47
Value of Postponement: Benetton
48
Value of Postponement: Benetton
Option 1:
》 CSL* = (p - c) /(p - s) = 30/40 = 0.75
》 O* = NORMINV(0.75, 1000, 500) = 1,337 units of each color
》 Expected profits from each color = $23,644
》 Expected overstock for each color = 412
》 Expected understock for each color = 75
》 5348 sweaters are produced, expected profit of $94,576 with
an average of 1,648 sweaters sold on clearance and 300
customers turns away for lack of sweaters
49
Value of Postponement: Benetton
50
Value of Postponement with
Dominant Product
Color with dominant demand (red): Mean = 3,100, SD = 800
Other three colors: Mean = 300, SD = 200
Option 1:
》 CSL* = 0.75
》 Optimal production of red sweaters O* = NORMINV(0.75,
3100, 800) = 3,640; expected profit = $82,831, expected
overstock = 659, expected understock = 119
》 Optimal production of each other color sweater = 435;
expected profit = $6,458, expected overstock = 165,
expected understock = 30
》 Total production = 4,945, expected profit = $102,205,
expected overstock = 1,154, expected understock = 209
51
Value of Postponement with
Dominant Product
Option 2:
52
Meaning of Pure Postponement
53
Tailored Postponement: Benetton
54
Tailored Postponement: Benetton
55
The Benefit of Tailored Postponement
56
The Meaning of Tailored Sourcing
57
Tailored Sourcing
Sourcing alternatives
》 Low cost, long lead time supplier
Cost = $245, Lead time = 9 weeks
》 High cost, short lead time supplier
Cost = $250, Lead time = 1 week
58
Tailored Sourcing Strategies
0% $37,250
50% $51,613
60% $53,027
100% $48,875
59
Tailored Sourcing: Multiple Sourcing Sites
Flexibility
High Low
(Volume/Mix)
60
Dual Sourcing Strategies
61
Contracts for Product Availability
and Supply Chain Profits
62
Contracts for Product Availability
and Supply Chain Profits
Buybacks
Double by publishers
marginalization results in suboptimal order quantity
An
approach
Tech Fibertoproduces
dealing with thisatproblem
jacket v = $10isand
to design
charges aacontract
wholesale
that price
encourages a buyer
of c = $100. Skito purchasesells
Adventure morejacket
and increase the
for p = $200.
level of product availability
Demand is normal distributed with =1,000 and =300. Unsold
The jackets
supplierhave
mustnoshare in some
salvage value. of the buyer’s demand
uncertainty
Should TF be willing to buy back unsold jackets? Why?
CSLSA = 0.5, SA orders 1,000, expected profit = $76,063; TF
sells 1,000 for a total profit of $90,000. Total expected SC profit
= $166,063
63
Impact of Supply Chain Contracts on
Profitability: Buyback Contracts
Buybacks by publishers
Tech Fiber produces jacket at v = $10 and charges a wholesale
price of c = $100. Ski Adventure sells jacket for p = $200.
Demand is normal distributed with =1,000 and =300. Unsold
jackets have no salvage value.
Should TF be willing to buy back unsold jackets? Why?
CSLSA = 0.5, SA orders 1,000, expected profit = $76,063; TF
sells 1,000 for a total profit of $90,000. Total expected SC profit
= $166,063
64
The Categories of Supply Contract
Horizon Length
Pricing: linear (proportional) or non-linear (two-part
tariff); buyback, holding cost subsidies, payment for
inability to supply
Periodicity of ordering: fixed or random
Quantity commitment:
》 Total minimum commitment: quantity or dollar value
》 Periodical commitment
》 Demand commitment
》 Capacity commitment
65
The Categories of Supply Contract
Flexibility:
》 Magnitude or frequency of adjustments
Delivery commitment:
》 Lead time
》 Shipment policy
Quality: defect rates, specifications
Information sharing
66
Supplier Selection and Contracts
67
Impact of Supply Chain Contracts on
Profitability: Buyback Contracts
Buybacks by publishers
Tech Fiber produces jacket at v = $10 and charges a wholesale
price of c = $100. Ski Adventure sells jacket for p = $200.
Demand is normal distributed with =1,000 and =300. Unsold
jackets have no salvage value.
Should TF be willing to buy back unsold jackets? Why?
CSLSA = 0.5, SA orders 1,000, expected profit = $76,063; TF
sells 1,000 for a total profit of $90,000. Total expected SC profit
= $166,063
68
Impact of Supply Chain Contracts on
Profitability: Buyback Contracts
69
Return Policy : Buyback
contracts
70
Buyback Contracts
72
Contracts for Product Availability and Supply
Chain Profits: Buyback Contracts
73
Contracts for Product Availability and Supply
Chain Profits: Buyback Contracts
Downside:
》 Results in surplus inventory that must be disposed of, which
increases supply chain costs
》 Lead the retailer to exert less effort to sell
》 May increase information distortion through the supply chain
because the supply chain reacts to retail orders, not actual
customer demand
74
Revenue Sharing Contracts
75
Revenue Sharing Contracts
76
Revenue Sharing Contracts
Cu (1 f ) p c
CSL* probabilit y(demand O *)
Cu Co (1 f )p sR
Expected manufactur er' s profit
(c v )O * fp(O * expected overstock at retailer )
Expected retailer' s profit
(1 f ) p(O * expected overstock at retailer )
sR expected overstock at retailer - cO *
77
Revenue Sharing Contracts
78
Revenue Sharing Contracts
Wholesale Revenue- Optimal Expected Expected Expected Expected
Price c Sharing Order Size Overstock Profit for Profit for Supply
Fraction f for SA At SA SA TF Chain Profit
$10 0.3 1440 449 124273 59429 183702
10 0.5 1384 399 84735 98580 183315
10 0.7 1290 317 45503 136278 181781
10 0.9 1000 120 7606 158457 166063
20 0.3 1320 342 110523 71886 182409
20 0.5 1252 286 71601 109176 180777
20 0.7 1129 195 33455 142051 175506
79
Revenue Sharing Contracts
80
Contracts for Product Availability and Supply
Chain Profits: Revenue Sharing Contracts
81
Contracts for Product Availability and Supply
Chain Profits: Revenue Sharing Contracts
82
Quantity Flexibility Contracts
83
Quantity Flexibility Contracts
84
Quantity Flexibility Contracts
Scenario:
》 Retailer orders O units, manufacture commits to supply Q
units
》 Manufacturer produces Q units
》 Retailer purchases q units if demand R is less than q; R
units of demand R is between q and Q; Q units if demand is
higher than Q
85
Quantity Flexibility Contracts
Expected quantity purchased by retailer
Q
QR qF (q ) Q[1 F (Q )] xf ( x )dx
q
Q Q
Q[1 F (Q )] FS ( ) fS ( )
86
Quantity Flexibility Contracts
QR DR
Expected retailer profit
D R p (Q R D R ) s R Q R c
Expected manufacture profit
Q R c (Q Q R ) s M Q v
87
Quantity Flexibility Contracts
Expected Expected Expected Expected Expected
Wholesal Order
e price c size O
purchase sale by profits for profits for supply
by SA SA SA TF chain profit
89
Contracts for Product Availability and Supply
Chain Profits: Quantity Flexibility Contracts
90
Contracts for Product Availability and Supply
Chain Profits: Quantity Flexibility Contracts
Downsize:
》 Supplier needs to have inventory or excess flexible capacity
》 Lower levels of information distortion than either buyback
contracts or revenue sharing contracts due to aggregation of
uncertainty from supplier
》 Lower retailer effort
91
Vendor-Managed Inventory(VMI)
VMI: manufacturer or supplier is responsible for all decisions
regarding product inventories at the retailer
Requirements: share info from retailers
Benefits:
》 Increase profit of manufacturer
》 Improve manufacturer forecast accuracy
》 Avoid double marginalization
Drawbacks:
》 Impact of product substitution to bring higher inventory in
retailer
92
CPFR Model
1. 協同合作協議
CP
2. 協同商業計劃
3. 共同的銷售預測
CF
4. 例外狀況的判定
與處理
5. 共同的訂單預測
6. 例外狀況的判定
CR
與處理
7. 訂單產生 Business Wire網站
93
導入CPFR的好處
•避免不必要庫存 •提升流程效率
–庫存成本 –訂單管理
–報廢 –採購
–外部庫存 –人力管理
CPFR
•增加收益 •提高物流利用率
–避免缺貨 –提高配送效率
–提高促銷效率 –整合運輸管理
–提升業績
94
協同規劃,預測與補貨(Collaborative Planning,
Forecasting, and Replenishment, CPFR)
目標:
》對共同作業過程,格式與績效指標的協調一致
》透過POS資料,分享一個共同預測與需求規劃
》在一個協調機制下,對需求滿足,滿足的優先
次序與供應分配的管理之相互溝通
》對未來促銷的預先通知以減少長鞭效應
》透過共同技術的分享,使需求,存貨與運送的
資料更透明化
95
協同規劃,預測與補貨(CPFR)
指導原則:
》共同交易架構的建立:語言,作業模式,
與資料標準
》企業的流程必須清楚定義
》作業的流程與共同的術語必須轉換成特定
與共同的標準
96
協同規劃,預測與補貨(CPFR)
績效指標:
》預測準確度的提升
》顧客服務水準的提高
》缺貨率的降低
》存貨水準的降低
》較佳的財務資金結構
97
CPFR Roadmap
98
Contracts to Coordinate
Supply Chain Costs
99
Contracts to Increase Agent Effort
100
Contracts to Induce
Performance Improvement
101
版權聲明
頁碼 作品 授權條件 作者/來源
Benetton。
本作品轉載自網站(http://www.benetton.com/ ),瀏覽日期2012/1/11。依據
4 著作權法第46、52、65條合理使用。(因網站商品隨時更新,故此頁面無
永久性網址。)
Benetton。
本作品轉載自網站(http://www.benetton.jp/ ),瀏覽日期2012/1/11。依據
4 著作權法第46、52、65條合理使用。(因網站商品隨時更新,故此頁面無
永久性網址。)
Benetton。
本作品轉載自網站(http://www.benetton.com/ ),瀏覽日期2012/1/11。依據
5 著作權法第46、52、65條合理使用。(因網站商品隨時更新,故此頁面無
永久性網址。)
Benetton。
本作品轉載自網站(http://www.benetton.com/ ),瀏覽日期2012/1/11。依據
5 著作權法第46、52、65條合理使用。(因網站商品隨時更新,故此頁面無
永久性網址。)
102
版權聲明
頁碼 作品 授權條件 作者/來源
zara。本作品轉載自網站
(http://www.zara.com/webapp/wcs/stores/servlet/home/es/es/zara-W2011-r ),
7 瀏覽日期2012/1/11。依據著作權法第46、52、65條合理使用。(因網站商
品隨時更新,故此頁面無永久性網址。)
103
版權聲明
頁碼 作品 授權條件 作者/來源
本作品轉載自Codigofonte.net網站(http://www.codigofonte.net/galeria-de-
17 imagens/cliparts/23) ,瀏覽日期2012/2/20。依據著作權法第46、52、65條
合理使用。
23 臺灣大學 郭瑞祥老師
本作品轉載自Codigofonte.net網站(http://www.codigofonte.net/galeria-de-
23 imagens/cliparts/visualizar/FABRICA2.gif),瀏覽日期2012/2/18。依據著
作權法第46、52、65條合理使用。
本作品轉載自Codigofonte.net網站(http://www.codigofonte.net/galeria-de-
23 imagens/cliparts/visualizar/PREDIO4.jpg),瀏覽日期2012/2/22。依據著作
權法第46、52、65條合理使用。
本作品轉載自Business Wire網站
(http://www.businesswire.com/multimedia/home/20040518005256/en/108853
93 7/VICS-CPFR-Moving),瀏覽日期2012/2/22。依據著作權法第46、52、
65條合理使用。
104