SCM供應鏈管理與響應能力(中英文版)(ppt 62頁)

SCM供應鏈管理與響應能力內容摘要：
供應鏈的響應能力
　　它可以通過縮短前導時間和增加供應鏈的靈活性來避免不確定性，這樣，它就可以按訂單生產，或者至少可以在臨近需求實現並可進行準確預報的時間點上製造產品。
　　一旦不確定性得到盡可能的減少或避免，它就可以通過利用庫存緩衝力或超剩餘產能來防範殘餘的不確定性。
　　新發展：大量定製化（培養大量產品的定製化能力，並以接近批量生產的價格發貨）
　　奧伯邁耶體育用品公司采用的方法，即所謂精確響應，將生產過剩和生產不足的成本都降低了一半——足以將利潤提高60%。
Sketch of Sport Obermeyer Timing of Operations and Orders Throughout the Year：
　　The intangible costs of coordination include the cost of inventory meant to ensure that products are available.
　　Reason 1: managers typically place orders with their own suppliers before they receive their “customers” orders, so they must forecast—or guess—how much demand there will be for which of their large variety of items. Sport Obermeyer places its orders in November, but only receives its first orders from retailers in March, all for a selling season that begins in September
　　Reason 2: The organizations in supply chain often do not share information about sales forecasts; instead, each level of the supply chain uses finished goods inventory to try to have on hand what is needed for their customers: each supplier makes extra orders “just-in-case,” swelling raw materials and finished goods inventories. Because they pass orders up and down the supply chain with lots of guessing, they (in addition) tend to exaggerate small changes seen at the consumer level-just as in a large game of telephone in which each person whispers the message they hear to the next person, but the message become highly garbled after a fairly short series of transmissions

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