Introduction SCM is a continuously evolving management philosophy Seeks to unify the collective productive competencies and resources of business functions found both within the enterprise and outside the firm's allied business partners located along intersecting supply channels into highly competitive,customer-enriching supply system Focused on developing innovative solutions and synchronizing the flow of marketplace products, services,and information to create unique, individualized sources of customer value
Introduction SCM is a continuously evolving management philosophy ; Seeks to unify the collective productive competencies and resources of business functions found both within the enterprise and outside the firm’s allied business partners located along intersecting supply channels into highly competitive, customer-enriching supply system Focused on developing innovative solutions and synchronizing the flow of marketplace products, services, and information to create unique, individualized sources of customer value
Management philosophy Information,service,materials,financial flow along intersecting supply channels 。 Integrate resource;synchronizing the flow Objective: Competitive supply system Customer value added supply system
Management philosophy • Information, service, materials, financial flow • along intersecting supply channels • Integrate resource; synchronizing the flow Objective: • Competitive supply system • Customer value added supply system
Introduction The Supply Chain as a Strategy Weapon 0 The design of supply chain reflects a firm's strategic positioning;(low cost /fast response) Supply chain trade off between cost and response time; Third party logistic (3PL)is becoming more common Less expensive to subcontract logistics than to do it in- house. Maintain core competency SCM make it possible to move product quickly and efficiently so as to gain an edge over their competitors; (Outsourcing) New technologies will trim costs from the supply chain without compromising service
Introduction The Supply Chain as a Strategy Weapon • The design of supply chain reflects a firm’s strategic positioning; (low cost /fast response) • Supply chain trade off between cost and response time; • Third party logistic (3PL) is becoming more common Less expensive to subcontract logistics than to do it inhouse. Maintain core competency • SCM make it possible to move product quickly and efficiently so as to gain an edge over their competitors; (Outsourcing) • New technologies will trim costs from the supply chain without compromising service
Transportation Problem The transportation problem is a mathematical model for optimally scheduling the flow of goods from production factories to distribution centers. The transportation problem can be viewed as prototype supply chain problem Example 6.1 The Pear Disk Corp.produces 8GB drives in three plants and supply four distribution centers.The production capacities for the three factories in the next month are 45,000,120,000,and 95,000.The amounts shipped to the four DCs.are 80,000, 78,000,47,000,and 55,000.The unit cost for shipping 1,000 units drives from each plant to each warehouse is given.The goal is to determine a pattern of shipping that minimize the total transportation costs
Transportation Problem • The transportation problem is a mathematical model for optimally scheduling the flow of goods from production factories to distribution centers. • The transportation problem can be viewed as prototype supply chain problem Example 6.1 The Pear Disk Corp. produces 8GB drives in three plants and supply four distribution centers. The production capacities for the three factories in the next month are 45,000, 120,000, and 95,000. The amounts shipped to the four DCs. are 80,000, 78,000, 47,000, and 55,000. The unit cost for shipping 1,000 units drives from each plant to each warehouse is given. The goal is to determine a pattern of shipping that minimize the total transportation costs
Transportation Problem Plants Warehouses 45 80 250 回回后面 Sunnyvale 420 380 Amarillo 280 78 国日口a 120 Teaneck 47 Dublin 面日口a Chicago 95 55 国口回运 国里▣ Bangkok Sioux Falls Fig.6-2 Pear Disk Drive Transportation Problem
Transportation Problem Fig.6-2 Pear Disk Drive Transportation Problem 80 78 47 55 45 120 95 250 420 380 280