Supply Chain Management

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Model Two: Fixed Costs* In addition to previous costs, a fixed cost K is paid every time an order is placed. We have seen that this motivates an (s,S) policy, where reorder point and order quantity are different. The reorder point will be the same as the previous model, in order to meet meet the service requirement: s = LT * AVG + z * AVG * L What about the order up to level? Unternehmensnetzwerke 46
Model Two: The Order-Up-To Level* We have used the EOQ model to balance fixed, variable costs: If there was no variability in demand, we would order Q when inventory level was at LT×AVG. Why? There is variability, so we need safety stock Q= 2*K*AVG h z * AVG * LT The total order-up-to level is: S=max{Q, AVG * LT} + z * AVG * LT Unternehmensnetzwerke 47
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 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: Safety Stocks for HP Deskjet Untern
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: Unternehmensnetzwerke 95
Page 97 and 98:
Unternehmensnetzwerke 97
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
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Supply Chain Management

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