基于订单生产（MTO）的企业物流组织管理分析

面向订单生产时,响应客户的需求时间受制于产品的总提前期和运输时间。压缩产品的采购提前期和加工提前期可以有效缩短响应客户的需求时间。这种生产方式往往需要企业有较高的生产能力和较好的供应链系统。本文基于这样的现实背景,以海尔集团物流改革为例,分析了基于订单生产（MTO）的企业物流组织管理。     

基于随机网络的供应链提前期的研究

21世纪供应链竞争的本质是基于时间的竞争,故而交货提前期对整条供应链的生存发展至关重要。本文建立了简单供应链“供应商-制造商-零售商”的交货提前期模型,并根据交货期的不确定性特征采用随机网络技术进行分析求解,为提前期的控制提供了定量化的依据;最后提出了改善交货提前期耗时与不稳定状况的策略建议。     

循环取货模式下基于提前期压缩的供应链协调研究

投入一定的成本可压缩供应链提前期,对包含多个供应商和单个主机厂的循环取货入厂物流模式进行研究,并压缩其提前期,分别对分散模式和集中模式下供应链及其成员的利润进行分析,利用价格折扣机制来协调各方的利润,以实现Pareto最优。     

基于Anylogic的牛鞭效应仿真研究与分析

为了找到时间因素如何影响牛鞭效应,以库存和订单数量作为牛鞭效应强度的衡量指标,借助Anylogic软件建立三阶供应链模型进行仿真,并对仿真结果进行了比较分析。可视化地研究供应链的动态变化,并分析订货提前期与牛鞭效应的关系,如何减轻牛鞭效应,为企业提供决策支持。研究表明,时间因素对牛鞭效应有重要影响,订货提前期的缩短能够减轻牛鞭效应。     

考虑随机运输提前期的供应链网络研究

针对产品需求量、运输提前期和销售价格的随机特性,研究一种考虑随机运输提前期的供应链网络设计问题,建立模糊双目标混合整数非线性规划模型。本文考虑的冲突目标是供应链网络利润的最大化,以及工厂与配送中心、配送中心与客户之间和运输提前期相关的延迟概率的最小化,模型假定与运输提前期相关的可能风险遵循具有确定的均值和标准差的正态分布,通过不同的风险水平对模型进行测试,以达到供应链网络中最大的满意度。通过考虑可接受的满意度水平和模型结果,提供不同的解决方案,有助于决策者更好地设计所需的供应链网络。本文运用LINGO软件编程求解,并进行案例分析,表明风险水平越低,产品提前交付给客户的概率越高,利润就越低。     

基于时间优化的安全库存管理

在基于时间竞争的模式下，供应链企业的库存管理应不仅考虑成本的优化，而且同时还要考虑时间的优化。提前期的优化是时间优化的关键形式之一。分析安全库存与提前期之间的关系，建立基于提前期的安全库存管理体系，降低安全库存水平，为企业的库存决策提供科学、合理的依据。     

基于库存计划的供应链最短交货期模型

供应商可以通过设置库存来缩短交货期,建立了在供应商处设立库存时供应链交货提前期模型,并且分析了如何通过对供应链批量和库存的调节来达到最短的交货提前期。     

工程建设项目采购提前期缩短策略研究

本文从工程建设项目的特殊性入手,分析采购提前期在其中的表现及重要作用,并根据当前存在的问题提出压缩采购提前期的策略,对于提高企业项目管理能力具有重要意义。     

考虑资金约束的供应商绿色供应链融资策略分析

文章主要针对产品供应商在绿色供应链中受到资金约束时,在分散决策与集中决策下采取的内外融资策略对企业最优决策的影响展开详细分析。研究发现:在以销售商占主导地位的斯塔克尔伯格博弈模型中,在绿色供应链中面临资金约束的产品供应商,无论是集中决策还是分散决策,销售商都应当采取折扣为0的提前预付款模式参与其中,不仅可以确保消费者绿色敏感度的提升,同时还可以确保绿色供应链总体利润水平,实现供应链整体利润最大化的目标。     

多边共赢的供应链契约

供应链上的成员通过建立契约关系来协调各方的利益,分配供应链上新增加利润。在供应链契约中,商品的价格、数量、提前期、退货以及对拖延期限的惩罚等都是契约中的主要内容以及契约双方谈判的焦点。通过对契约中订货的数量、价格等供应链契约的决策变量的研究,建立了以契约为枢纽的网状供应链上每个成员能够获得"多赢"的"度"的量化模型。     

浅析供应链管理对企业绩效的影响

供应链管理对于企业来讲,是一种价值创造的手段,对企业绩效有着重要的影响。供应链管理的改善能够给企业带来巨大的价值,企业可通过优化供应链管理达到成本降低、收入增加等目标。随着企业之间竞争逐步转化为供应链管理之间的竞争,完善与反映迅速的企业供应链体系将是决定企业未来命运的主导因素。     

Reduce product counterfeiting: An integrated approach

There is substantial interconnection between the reduction of product counterfeiting and quality management. This article seeks to demonstrate how integrating anti-counterfeiting initiatives into quality management strategies can reduce risk in the supply chain. We explore issues pertaining to product counterfeiting, the practical application and constraints of anti-counterfeiting initiatives within the supply chain, and the intersection of anti-counterfeiting initiatives with quality management programs. Gaps in current management strategies to address these issues are identified, and a potential remedy to address these deficiencies is proposed. Practical suggestions regarding the application of quality principles to offset counterfeiting should reduce risk in the supply chain.     

Development of Value Stream Mapping from L’Oreal’s Artwork Process

ABSTRACT

This research develops value stream mapping (VSM) for L’Oreal’s artwork process, to eliminate waste, reduce lead-time, and identify stages that should be automated, which makes the process less prone to human error and more responsive to fulfilling B2B (B2B) customer requirements. Additionally, amendments frequently occur slowing down the artwork process. In this context, VSM is applied to L’Oreal’s artwork process to reduce lead-time, human error, and missed deadlines.

This practitioner note uses data from L’Oreal’s artwork tracker from 2018 to 2019, which is manually tracked by the launch team. The service level agreement and task time data has been collected from 12 employees representing the launch, factory, and marketing teams working on the artwork process. Qualitative feedback was also obtained from nine employees to validate the VSM for L’Oreal’s artwork process.

VSM identified stages that should be streamlined and automated in L’Oreal’s artwork process, which makes the process more efficient and responsive to the changing scope of the artworks. Fifty percent of the stages have been eliminated from the manual artwork process, resulting in a reduced lead-time of 10.5 days and a reduction of 28% time spent on the process. This allows the artwork process to be more agile to the requirements of B2B customers. Moreover, the proposed VSM shows a 73% increase in value added time for a renovation and a 75% increase in value added time for new product developments (NPD).

VSM has been used within many functions in a business, such as operations and supply chain management, however, its application within marketing has not been extensively explored. This practitioner note attempts to fill this gap by applying VSM to L’Oreal’s artwork process (AP). Moreover, this research extends the understanding of the concept and application of VSM within the context of lean in a marketing process. VSM has successfully identified the inefficiencies in the artwork process and highlighted the stages in the process that should be removed or automated thereby, making the process responsive and agile to meet the changing requirements of B2B customers.

VSM has been successfully applied to L’Oreal’s artwork process that resulted in a significant reduction in the total number of stages in the proposed process by eliminating non-value added activities. Efficiency gained through the application of VSM will lead to increased B2B customer satisfaction, reduced lead-time, and reduction in human errors and missed deadlines.

VSM has been specifically designed, developed, and analyzed for L’Oreal’s artwork process, in order to make the process more efficient and responsive to B2B customers' requirements.     

具有可控制交货时间的EOQ

一个含有一个供应商和一个零售商的简单的供应链系统,供应商在链中占据垄断地位,他不仅拥有零售商相关的成本信息,还有交贷时间的决策权。在这种条件下,研究零售商和供应商的订货或生产批量问题,并从理论上证明对交货时间的控制给供应商和给零售商带来的益处和损失。     

Aligning supply chain design for boosting resilience

Many researchers have analyzed the effect of disruptive events, such as natural disasters and economic and market forces, on global supply chains. However, there is a lack of consensus on delineating a universal collection of supply chain risk management practices that will help companies operate in a global market with large-scale disruptions. In this article, we present an analysis, in conjunction with a worldwide online survey, based on successful global brands and their supply chains. We propose a framework that deploys the dynamics of building supply chain resilience, first linking the design of the supply chain portfolio (local versus global scope, as well as strategic responsiveness versus cost reduction) with supply chain vulnerabilities (external versus internal). We describe the transition between different supply chain structures as a way of coping with disruptions and thus proactively developing resilience. In this article, we introduce both a supply chain risk management approach and the reactive-by-deployment mode, as illustrated by successful global company examples.     

低碳供应链管理绩效评价模型的构建

随着倡导节能减排、发展低碳经济环保理念的提出,低碳供应链管理将成为企业实现可持续发展的重要路径。本文从探讨低碳供应链的内涵出发,在传统供应链管理绩效评价体系中,加入低碳视角,提出一套全面考虑碳排、能耗、污染因素的低碳供应链管理绩效评价指标体系。在此基础上,运用模糊综合评价法构建绩效评价模型,并结合个案予以验证。     

新冠肺炎疫情对供应链弹性管理的启示

新冠肺炎疫情将对中国产业供应链的持续竞争力形成挑战,使企业面临人力短缺、成本增加、现金流紧张和供应链不确定性增高等问题,在企业供应链的原材料供应、采购管理、生产复工、物流以及市场等方面均会产生一定的负面影响,这对供应链弹性管理提出了新的要求。在政府层面,应建立综合、协同性的产业供应链风险管理和沟通机制,构建基于事件的产业供应链预警体系,保障企业供应链运营的资源体系,推动产业平台和产业集群带动供应链参与者建立供应链弹性体系。在企业层面,应建立基于企业事件的供应链预警体系,根据供应链预警信息和状况,合理规划供应链运营方式,运用数字化能力建设企业供应链弹性体系,稳定供应链运营,提升供应链效率。     

面向金融供应链的风险防范机制构建

金融供应链强调供应链的资金流与物流、信息流的整合与协调,是供应链管理的一个新的研究视角。本文以提高供应链中资金流、物流与信息流的协调性为目标,拟构建以第三方物流企业为主导的金融供应链风险防范机制,以期为提升供应链管理水平提供借鉴。     

食品供应链管理实施的要素组合和目标优化

本文认为,食品供应链是将食品产业上下游企业直到最终用户连成一个整体物流的功能网链。食品企业应从实际情况出发,分阶段逐步实施供应链管理。文章指出,食品供应链管理实施包括顾客中心、核心业务、合作、冷链、补充、计策、信用、创新、循环等九个要素,即9Cs’要素。为从时间和成本两个方面促进产品增值,应通过链站节点、网络参数及政策环境等的优化,建立供应链系统,优化食品供应链管理,提高我国现代食品企业的国际竞争力。     

零售企业绿色供应链的构建

随着全球环保意识的增强和供应链管理的广泛应用,零售企业实施绿色供应链管理成为降低成本、挖掘利润、实现可持续发展的有效方法当前我国零售企业实施绿色供应链管理,以零售商为主导的绿色供应链主要包括的四个环节：绿色采购、绿色仓储、绿色营销和绿色逆向物流。