Supply Chain Management

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SnowTime Sporting Goods Fashion items have short life cycles, high variety of competitors SnowTime Sporting Goods New designs are completed One production opportunity Based on past sales, knowledge of the industry, and economic conditions, the marketing department has a probabilistic forecast The forecast averages about 13,000, but there is a chance that demand will be greater or less than this. Unternehmensnetzwerke 14
SnowTime Demand Scenarios Probability 30% 25% 20% 15% 10% 5% 0% 8000 Demand Scenarios 10000 12000 14000 Sales 16000 Unternehmensnetzwerke 18000 15
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 and 12: EOQ: Important Observations* Trade
Page 13: Demand Forecasts The three princip
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
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Case Study: Barilla SpA 1) Barilla
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Unternehmensnetzwerke 79
Page 81 and 82:
• What exactly is causing the dis
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Demand Fluctuations The extreme fl
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What is the impact of demand fluctu
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Barilla SpA Part A (continued) To
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Two Key Concepts Behind JITD Repla
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Implementation Issues Resistance fr
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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?
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Processes that balance aggregate de
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Processes that transform goods to a
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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
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Supply Chain Management

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