Lecture O: Overview供应链系统设计与管理Designing and ManagingtheSupplyChainDr.Wang,Bhanggiong王长琼Department of Logistics ManagementSchool of Logistics Engineering,WHUTApril.2015
Lecture 0: Overview 供应链系统设计与管理 Designing and Managing the Supply Chain Dr. Wang, Zhangqiong 王长琼 Department of Logistics Management School of Logistics Engineering, WHUT April, 2015 1
ASEMASTERCRETECRETORIGINALCEMENTORIGINALCEMENTMASTERCRETEMASTERCRETEORIGINAL CEMEORIGINALCEMENTAFARGEWho needs them? Who are the customers?Where do customers source them?
2 Who needs them? Who are the customers? Where do customers source them?
ScM is a weapon for a firm to gaincompetitiveadvantages* How these items get to customers?*What activities or companies are involved in theprocess by which these items are delivered tocustomers? How can customers get them immediately with thelowest cost ?Best practices : Wal-mart's success byeffective SCM (read on the course'website)3
SCM is a weapon for a firm to gain competitive advantages How these items get to customers? What activities or companies are involved in the process by which these items are delivered to customers? How can customers get them immediately with the lowest cost ? Best practices : Wal-mart’s success by effective SCM (read on the course’ website) 3
UPDATEDANDWhy ScM is important?*Oneofthe“1O"majorforceshelping to flatten the world froman economicperspective is"supply chaining," a method ofTheWorldIs FlatcollaboratingamongbusinessesA BRIEFHISTORYOFto manage the flow of goods,THETWENTY-FIRST CENTURYinformationand cashto deliverThomasL.Friedmanvalue for the consumer.at least four or five of the ten "flatteners"are ScM-related,including workflowsoftware,outsourcingoffshoring,supplychaining,andinsourcing
Why SCM is important? One of the “10” major forces helping to flatten the world from an economic perspective is “supply chaining,” a method of collaborating among businesses to manage the flow of goods, information and cash to deliver value for the consumer. 4 at least four or five of the ten “flatteners” are SCMrelated, including workflow software, outsourcing, offshoring, supply chaining, and insourcing
HowManyCountriesDoesItTaketoMakeaCoat?TomakethisjacketfortheU.Smarket,HongKonggarmentproducerLi&FungorderedmaterialsfromfactoriesinfivecountriesandhadthemdeliveredtoThailand,wherethejacketwasstitched together.Using anetworkofWebsites,Li&Fungstaysintouchwithitsworldwidesuppliers andcan compressthetimeittakesto getitemsinto stores.Taiwan,whichspecializesin making material forChina,the world'slarqestoutdoorclothing,producedproducer of cotton,made thelinerthe shell and fleece.Thailand, a leadingexporterofimitationfur, ringed the hoodGermany,whichgavetheworldthesnapJapan,theglobe'sbiggestfastener inthe1880s,producerof stainlesssteelsent thesnapsfor zippers,put itsteeth inthiszipper5
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SelectedsystemsuppliersontheBoeing787DreamlinerFrance,UsJapan,FranceFrance.UsFrance,UsUK.France.UsIn-flightInside cockpit,Inside seating,InternalelectricalElectriccontrolsentertainmentsafetyavionicspowerandcomponentsBoeing787DreamlinerUSUSSelectedcomponentsandsystemsuppliersTail finCanadaKoreaItalyWingtipsAustraliaUKMovableFranceUStrailing edgeJapanSwedenAftfuselageItalyWingJapanCentrefuselageKoreaCanadaAustralia0ItalyEngineNacellesHorizontalstabilizerSwedenCargoaccessUSdoorsForward fuselageAircraftassemblersCurent-Airbus,JapanBoeingFuselagePotential -China,FranceUSUKRussia,JapanEntryFixedandLanding geardoorsLIKleadingEnginemovableedge
COURSEDESCRIPTION*Objectives:-know the fundamental analytic tools, approaches,and techniques used in the design and operation ofsupply chains
COURSE DESCRIPTION Objectives: -know the fundamental analytic tools, approaches, and techniques used in the design and operation of supply chains. 7
SyllabusLecture1:供应链管理概述IntroductiontoSCMLecture2：库存基础及价格折扣订货模型Lecture3：不确定需求时的库存模型Lecture4：集中库存与风险分担（riskpooling）：Lecture 5:bullwhip effectand SC coordination(supply contract)Lecture：供应链网络规划（SCnetworkplanning）自学Lecture6：SC战略联盟、VMI及物流一体化Lecture7：供应合同作业汇报Lecture8：采购与外包战略（procurementandoutsourcingstrategies)Lecture9：服务供应链管理概述LecturelO:presentationandexam8
Syllabus Lecture 1: 供应链管理概述Introduction to SCM Lecture 2: 库存基础及价格折扣订货模型 Lecture 3: 不确定需求时的库存模型 Lecture 4：集中库存与风险分担（risk pooling）； Lecture 5:bullwhip effect and SC coordination(supply contract) Lecture ：供应链网络规划（SC network planning）自学 Lecture 6: SC战略联盟、VMI及物流一体化 Lecture 7: 供应合同作业汇报 Lecture 8: 采购与外包战略(procurement and outsourcing strategies) Lecture 9 : 服务供应链管理概述 Lecture10: presentation and exam. 8
Course organization and gradingParticipation intheAttendance(5%)discussion（15%)inclass roomandon-line class (20%)theclass&on-lineclass·Graded(30%)Assignments: (30%)3 projects:Finalexam (50%)
Course organization and grading 9 Participation in the class room and online class (20%) Graded Assignments: (30%) Final exam ( 50%) Attendance(5%), discussion (15%) in the class & on-line class 3 projects: (30%)
Textbooks&referencesDavidSimchi-Levi.DesigningandManagingsupplychain，（3rdedition，中国人民大学出版社，2013（主要教材）*loannisT.Christou.QuantitativeMethodsinSupplyChainManagement, 978-0-85729-766-2 (Online) Springer-VerlagLondon Limited, 2012王长琼、黄花叶、陈建华，供应链管理，北京交通大学出版社，2013Marc Goetschalckx, Supply Chain Engineering.SpringerScience+Business Media,LLC2011naiSeswvvanpetieec&MangmetSmloannisT.Christou供应链管理Marc GoetschalckxQuantitativeGONGYINGLIANGUANLSupply ChainMethods in Supply供应链设计与管理EngineeringChain Management案例研究概念、战略与Models and AlgorithmsDesigningandMenaging theSupplyOhain二产大山SpringerNRASURISpringer10
Text books & references David Simchi-Levi, Designing and Managing supply chain,(3rd edition, 中国人民大学出版社，2013(主要教材） Ioannis T. Christou. Quantitative Methods in Supply Chain Management，978-0-85729-766-2 (Online) Springer-Verlag London Limited, 2012 王长琼、黄花叶、陈建华，供应链管理，北京交通大学出版社，2013 Marc Goetschalckx, Supply Chain Engineering. Springer Science+Business Media, LLC 2011 10