Supply Chain Management

More documents

Recommendations

Info

The Effect of Demand Uncertainty Most companies treat the world as if it were predictable: Production and inventory planning are based on forecasts of demand made far in advance of the selling season Companies are aware of demand uncertainty when they create a forecast, but they design their planning process as if the forecast truly represents reality Recent technological advances have increased the level of demand uncertainty: Short product life cycles Increasing product variety Unternehmensnetzwerke 12
Demand Forecasts The three principles of all forecasting techniques: Forecasting is always wrong The longer the forecast horizon the worst is the forecast Aggregate forecasts are more accurate Unternehmensnetzwerke 13
Page 1 and 2: Supply Chain Management Supply Cha
Page 3 and 4: Inventory Where do we hold invento
Page 5 and 6: Cost Structure Order costs Fixed
Page 7 and 8: EOQ: A View of Inventory* Note: •
Page 9 and 10: EOQ:Total Cost* Cost 160 140 120 10
Page 11: EOQ: Important Observations* Trade
Page 15 and 16: SnowTime Demand Scenarios Probabili
Page 17 and 18: SnowTime Scenarios Scenario One:
Page 19 and 20: What to Make? Question: Will this
Page 21 and 22: SnowTime Expected Profit Profit $40
Page 23 and 24: SnowTime: Important Observations T
Page 25 and 26: Key Points from this Model The opt
Page 27 and 28: Initial Inventory and Profit Profit
Page 29 and 30: Initial Inventory and Profit Profit
Page 31 and 32: (s, S) Policies For some starting
Page 33 and 34: Case Study: Electronic Component Di
Page 35 and 36: Demand Variability: Example 1 Deman
Page 37 and 38: Reminder: The Normal Distribution S
Page 39 and 40: The Multi-Period Inventory Model N
Page 41 and 42: The (s,S) Policy (s, S) Policy: Wh
Page 43 and 44: Analysis The reorder point has two
Page 45 and 46: Safety Stocks for HP Deskjet Untern
Page 47 and 48: Model Two: The Order-Up-To Level*
Page 49 and 50: Risk Pooling Consider these two sy
Page 51 and 52: Risk Pooling Example Compare the t
Page 53 and 54: Risk Pooling Example Warehouse Prod
Page 55 and 56: Risk Pooling: Important Observation
Page 57 and 58: To Centralize or not to Centralize
Page 59 and 60: Centralized Distribution Systems*
Page 61 and 62: The Value of Information Informati
Page 63 and 64:
The Bullwhip Effect Demand 70 60 50
Page 65 and 66:
The Value of Information - The Bull
Page 67 and 68:
Supply Chain Management Unternehmen
Page 69 and 70:
Bullwhip Reduktion: Erklärungszug
Page 71 and 72:
The Value of Information - The Bull
Page 73 and 74:
Requirements for Effective SP Adva
Page 75 and 76:
Important SP Issues Confidentialit
Page 77 and 78:
Case Study: Barilla SpA 1) Barilla
Page 79 and 80:
Unternehmensnetzwerke 79
Page 81 and 82:
• What exactly is causing the dis
Page 83 and 84:
Demand Fluctuations The extreme fl
Page 85 and 86:
What is the impact of demand fluctu
Page 87 and 88:
Barilla SpA Part A (continued) To
Page 89 and 90:
Two Key Concepts Behind JITD Repla
Page 91 and 92:
Implementation Issues Resistance fr
Page 93 and 94:
Barilla (B) Case What did Barilla
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Supply Chain Management - Vertragsd
Page 101 and 102:
101 Unternehmensnetzwerke Supply Ch
Page 103 and 104:
103 Unternehmensnetzwerke Supply Ch
Page 105 and 106:
What is a process reference model?
Page 107 and 108:
Processes that balance aggregate de
Page 109 and 110:
Processes that transform goods to a
Page 111 and 112:
Each basic supply chain is a “cha
Page 113 and 114:
SCOR Level 1 metrics characterize p
Page 115 and 116:
For each “SCOR Process,” Level
Page 117:
Level 4: Implementierungsebene Ware
show all

Supply Chain Management

Create successful ePaper yourself

Delete template?

Save as template?