供应链管理L06-quickresponse.ppt

* * * Increasing reactive capacity only Work longer hours per week during the peak season (better in China, since in Hong Kong workers have other full time opportunities) Use more subcontractors during the peak season Increase total capacity Just increase capacity at Alpine’s factories (hire more workers, etc). This would be productive only if the company could find productive activities for the workers during off-season. One approach could be to produce complementary seasonal products – such as swimsuits. Decrease material lead times Especially after the LV show, there are up to 3 months of ‘wasted” and precious reactive capacity, which is used for acquisition of raw materials. One way to do this is to stock raw materials – which is less risky, because it is less value added, and, more importantly, fabrics and zippers have a more accurate forecast, since one type of fabric can be used in several styles. Obtain information earlier Obermeyer did this with its “Early Write” programs, in which select retailers are invited to Aspen to place early orders. It corresponds to 20% of demand. Case Exhibit 5 shows how this is an excellent predictor of demand. * * Would we want to increase total capacity? What is the impact of increasing working hour? Raw material lead times – more commonality, what degree should designers defer to manufacturing, greige vs. colored fabric SO has “Early Write” days to get 20% of orders – how should this be managed? * See next slide: Reconfigure sewing operations. Why are the minimum quantities different in China and Hong Kong? (Cross Training, Skills, etc.) * * * Obtain information earlier Obermeyer did this with its “Early Write” programs, in which select retailers are invited to Aspen to place early orders. It corresponds to 20% of demand. Case Exhibit 5 shows how this is an excellent predictor of demand. * Point out that biggest improvement was in under production – Normally, management is conservative and underproduces be