Supply Chain Management

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Initial Inventory and Profit Profit 500000 400000 300000 200000 100000 0 5000 6000 7000 8000 9000 10000 11000 12000 13000 14000 Production Quantity Unternehmensnetzwerke 15000 16000 30
(s, S) Policies For some starting inventory levels, it is better not to start production If we start, we always produce to the same level Thus, we use an (s,S) policy. If the inventory level is below s, we produce up to S. s is the reorder point, and S is the order-up-to level The difference between the two levels is driven by the fixed costs associated with ordering, transportation, or manufacturing Unternehmensnetzwerke 31
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 and 14: Demand Forecasts The three princip
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: Initial Inventory and Profit Profit
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
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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
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Unternehmensnetzwerke 95
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Unternehmensnetzwerke 97
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Supply Chain Management - Vertragsd
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101 Unternehmensnetzwerke Supply Ch
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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
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SCOR Level 1 metrics characterize p
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For each “SCOR Process,” Level
Page 117:
Level 4: Implementierungsebene Ware
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Supply Chain Management

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