物流經(jīng)濟(jì)學(xué) 案例題知識(shí)點(diǎn)

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1、Lecture 1 Supply Chain Management 1. Compare the concept of a modern supply chain with more traditional distribution channels. Be specific regarding similarities and difference. 請(qǐng)將現(xiàn)代的供應(yīng)鏈理念與傳統(tǒng)的分銷渠道概念進(jìn)行比較，詳細(xì)分析它們有哪些相似點(diǎn)和區(qū)別？ Similarity：(1) Acknowledge dependence between business firms 相似

2、點(diǎn)：承認(rèn)企業(yè)之間是互相依靠的 To overcome challenges of commercial trading, firms developed business relationships with other product and service companies to jointly perform essential activities. Such acknowledged dependency was necessary to achieve benefits of specialization. Managers began to strategically p

3、lan core competency, specialization, and economy of scale. The result was realization that working closely with other businesses was essential for continued success. This understanding that no firm could be totally self-sufficient contrasted to some earlier notions of vertical owner-ship integration

4、. 為了克服商業(yè)貿(mào)易中出現(xiàn)的挑戰(zhàn)，企業(yè)提出與其他產(chǎn)品或服務(wù)的企業(yè)建立業(yè)務(wù)關(guān)系，共同合作。這種相互依存的關(guān)系非常必要，有助于企業(yè)將更多的經(jīng)歷放在自己的專業(yè)領(lǐng)域。在經(jīng)歷了早期工業(yè)革命后，管理者們開(kāi)始站在戰(zhàn)略的高度考慮去他的核心競(jìng)爭(zhēng)力、專業(yè)化以及規(guī)模經(jīng)濟(jì)等問(wèn)題。這使他們意識(shí)到只有與其他企業(yè)進(jìn)行緊密合作才能不斷獲得成功。與早期的垂直所有者一體化的觀念相反，現(xiàn)在管理者們明白任何企業(yè)都不能完全做到自給自足。 Differences: (1) distribution channel was characterized by classification based on specific r

5、oles performed during the distributive process. Primarily due to a lack of high quality information, the overall channel structure was postured on an adversarial foundation. Modern supply chain stressed the cooperation among all channel members. Lecture 2 Logistics 5. Describe the logis

6、tics value proposition. Be specific regarding specific customer accommodation and cost. Commitment to key customer expectations and requirements in an exacting cost framework is the logistics value proposition. Customers are different and services provided must be matched to accommodate unique

7、 requirements and purchase potential at realistic total cost expenditure. Lecture 3 Outbound Logistics (Customer Accommodation) 1. Why are the four primary service outputs of spatial convenience, lot size, waiting time, and product variety important to logistics management? Provide example

8、s of competing firms that differ in the level of each service output provided to customers. Spatial convenience refers to the amount of shopping time and effort that will be required on the part of the customer. Higher levels of spatial convenience are achieved in a supply chain by providing custom

9、ers with access to its products in a larger number of places. Lot size refers to the number of units to be purchased in each transaction. Waiting time refers to the amount of time the customer must wait between ordering and receiving products. Products variety and assortment refers to the diff

10、erent levels of variety and assortment that supply chains offer to their customers and end users. The four service outputs can overcome three discrepancies: discrepancy in space, discrepancy in time, and discrepancy in quantity and assortment to accommodate the customer’s need. There is no such

11、thing as a homogeneous market where all consumers desire the same services presented in the same way. They may differ in terms of which services are most important and in terms of the level of each of the services desired to accommodate their needs. Additionally, customers differ in terms of how muc

12、h they are willing to pay for services. The four primary service outputs have important implications for how supply chains are ultimately configured, what types of participating companies may be included to satisfy service requirement, and the costs that are incurred in the process. So the four prim

13、ary service outputs are important to logistics management. Lecture4 Inbound Logistics (Procurement and manufacturing) 4. Explain the rational underlying volume consolidation. What are the risks associated with using a single supplier for an item. Volume consolidation refers to an effecti

14、ve procurement strategy that consolidates volumes with a limited number of suppliers through reduction in the number of suppliers. Using a single supplier increases the buyer’s dependence on one supplier. The risks associated with using a single supplier is that the buyer will depend on one suppli

15、er that increasing the risk of supply disruptions such as strike, a fire, or internal quality problems. Lecture 4 Inventory management 2. Discuss the relationship between service level, uncertainty, safety stock, and order quantity. How can trade-offs between these elements be made? Servi

16、ce level defines inventory performance objectives. Order quantity is the amount ordered for replenishment. It determined the average cycle inventory. Safety stock is maintained in a logistical system to protect against demand and performance cycle uncertainty. Safety stock is used only near

17、the end of replenishment cycles when uncertainty has caused higher-than-expected demand or longer-than expected performance cycle times. To achieve a high service level we can increase inventory (increase the order quantity and safety stock). An alternative approach may be the use of faster or m

18、ore reliable transportation and collaboration with customers and service providers to reduce uncertainty. Therefore higher service level can either be achieved by increasing safety stock and order quantity or by reducing uncertainty. 6. Discuss the differences between reactive and planning inven

19、tory logics. What are the advantages of each? What are the major implications of each? The reactive inventory method uses customer demand to pull product through the distribution channel. The reactive inventory method responds to a channel member’s inventory needs by drawing the product through t

20、he distribution channel. Replenishment shipments are initiated when available warehouse stock levels fall below a predetermined minimum or order point. The reactive inventory method can be used when all customers, market areas, and products contribute equally to profits and customer demand patterns

21、are relatively stable and consistent. Inventory planning method proactively allocates inventory on the basis of forecasted demand and product availability. Inventory planning method uses a shared database to coordinate inventory requirements across multiple locations or stages in the supply chai

22、n. Inventory planning method requires accurate and coordinated forecasts for each warehouse as well as consistent and reliable product movement between warehouse facilities. 10. Customer – based inventory management strategies allow the use of different availability levels for specific customer

23、s. Discuss the rationale for such a strategy. Are such strategies discriminatory? Justify your position. The rationale of customer-based inventory management strategies is presented on the basis of the full-line classification. Such strategies are not discriminatory. Different product segments hav

24、e different degrees of importance with respect to achieving the enterprise mission. Important differences in inventory responsiveness should be designed into the policies and procedures used for inventory management. Lecture 5 Transportation 1. Describe the five modes of transportation, iden

25、tifying the most significant characteristics of each. The five basic transportation modes are rail, highway, water, pipeline, and air. 2. Compare and contrast variable, fixed, and joint costs. Costs that change in a predictable, direct manner in relation to some level of activity are labeled

26、 variable costs. Expenses that do not change in the short run and must be paid even when a company is not operating are fixed costs. Expenses created by the decision to provide a particular service are called joint costs. 3. Compare and contrast cost-of-service with value of service as alternati

27、ve rate-making strategies. Cost-of-service strategy is a buildup approach where the carrier establishes a rate based on the cost of providing the service plus a profit margin. The value-of-service strategy charges a price based on value as perceived by the shipper rather than the carrier cost of

28、 actually providing the service. Carriers tend to utilize value-of-service pricing for high-value goods or when limited competition exists. Lecture 6 Warehousing and Material Handling 1. Discuss and illustrate the economic justification for establishing a warehouse. When total logistics cost

29、 are reduced, the warehouse is economically justified. Four basic economic benefits are: (1) Consolidation and break –bulk The economic benefits of consolidation and break-bulk are to reduce transportation cost by using warehouse capability to group shipments. (2) Sorting The benefit of sorting

30、 is to reconfigure freight as is flows from origin to destination. (3) Seasonal storage Warehouse accommodates seasonal production or demand to support marketing efforts. Storage provides an inventory buffer, which allows production efficiencies within the constraints imposed by material sources

31、and consumers. (4) Reverse logistics A great deal of the physical work related to reverse logistics is performed at warehouses. Relationship Development and Management 1. What is the functional aggregation paradigm and why is it important? There are many different types and levels of func

32、tional integration. The highest level of functional aggregation in logistics organization is depicted in figure(P362). This organization structure seeks to unify all logistical functions and operations into a single organization that functions would begin to work as a single group focused on total system performance and the firm would begin to manage trade-offs among purchasing, manufacturing support, and customer accommodation.