供应链管理L06-quickresponse.ppt

* * * * * * * * To understand and start the discussion on some of the operational improvements, we first talk about speculative vs. reactive capacity. And to do that, we need to remind the students about the sequence of events. This table shows the sequence of events. It is ideal to draw a picture of reactive vs. speculative production capacity… next slide. * * Second point in excess inventory is very important ? Excess inventory costs are higher than only $9, because you could have used that very precious capacity to produce something that had a stockout…So, it is even trickier to predict the optimal fractile, by using some sort of Newsvendor computation… This is a very important point…that the approach of balancing the stockout costs vs. excess inventory costs and the demand distribution are “optimal” for the single product case. When we have limited capacity, then the problem is much trickier. * * * * * Las Vegas orders are 80% of the season – that improves forecasting accuracy greatly – see Exhibit 5. * * First, let’s talk about some of the long term operational changes that can improve Obermeyer’s operations… First, open up for discussion. Talk about zippers – tons of styles, with very long lead times. Could certainly share some versions across styles. * * Produce less expensive products early Produce less uncertain products early Produce higher expected demand early * In this strategy, the last unit produced of each product has an equal likelihood of selling. * * * * * * * * * 生产计划：没有最小订货批量 惋扩芒查挺柬侗独淋畸务堑唉起钟惦幸拄硷信旭趁著咳溅软镣畜撼采炼胁供应链管理L06-quickresponse供应链管理L06-quickresponse 生产计划：存在最小订货批量 当存在最小订货批量限制的时候，根据风险对产品进行分类是相当复杂的。为什么？ 理想地，我们希望先找出每种款式具体的数量，然后在第二阶段得到市场信息之后，通过生产较多或较少来调整该种款式的供应量。 然而，在每一个生产阶段，最小生产批量使得我们要么生产很多件某种款式的产品，要么一件都不生产。 因此，我们调整每种款式供应量的能力受到最小生产批量的限制。 匝踪负壁恤鄂蔚供水孽绽玖酞瑟文罩宾绿甄甫饼仔槛搐铸谓迢棺遁摘慎沂供应链管理L06-quickresponse供应链管理L06-quickresponse 生产计划：存在最小订货批量 考虑以下的款式： Anita (Avg= 3296, Std Dev=2094, CV= 0.65) Gail (Avg= 1017, Std Dev= 388, CV= 0.38) 如果只允许生产一种款式，斯波特·