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SCM > Alle > Flashcards

Alle Flashcards

1
Q

Definition SCM

A
  • Consists of all parties involved directly or indirectly in fulfilling a customer request.
  • Includes the flow of products, funds, and information
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2
Q

Supply vs. demand-driven supply chains

A
  • Supply-driven supply chains
    • Maximise value creation by observing availability of resources
    • Example: Production of sugar is based on the crop available
  • Demand-driven supply chains
    • Maximise value creation by observing expected demand
    • Example: Design of clothes is based on demand forecasts or expected trends
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3
Q

Supply Chain Cycles

A
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4
Q

Strategic Fit

A
  • For a strategic fit, competitive and supply chain strategies need to have aligned goals → the SC therefore needs to be adjusted to meet the customer needs and to allow the firm to execute the competitive strategy
    • Understanding supply chain capabilities
    • Understanding the Customer and supply chain uncertainty
    • Achieving strategic fit
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5
Q

Supply-Chain Drivers

A

Logistical:

  • Facilities
  • Inventory
  • Transportation

Cross-functional drivers:

  • Information
  • Sourcing
  • Pricing
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6
Q

Types of aggregation

A
  • Information centralization → aggregation of information
  • Specialization → aggregation of inventory
  • Product substitution → aggregation of demand
  • Component commonality → aggregation of components
  • Postponement → aggregation of products
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7
Q

Supply Chain Coordniation [Definition, Obstacles, Impacts]

A
  • Definition of Supply Chain Coordination
    • All stages of SC take actions that are aligned and increase SC profits
    • Creation of incentives that local optimal decisions match globally optimal decisions
  • Obstacles to coordination
    • Local optimization of decisions regarding price and ordering
    • Information is distorted or delayed between stages of SC
  • Impacts
    • Lower order quantities and product availability due to double marginalization
    • Global SC optimum is not achieved
    • Bullwhip effect
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8
Q

Contracts - Matrix

A
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9
Q

Instruments of Revenue Management [Name, Explaination]

A
  • Overbooking
    • Find compromise between wated capacity and capacity shortages → goal is complete utilization despite uncertain demand
  • Differential pricing
    • Adjusting prices to meet customer’s willingness to pay → exploit market potential by forming segments
  • Capacity allocation
    • Allocate capacities to different user segments → maximise profit by accepting or rejecting requests in anticipation of later-coming higher-price buyers
  • Dynamic pricing
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10
Q

Factors for effective revenue management [9]

A
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11
Q

Contract types

A

Deterministic demand:

  • all-unity quantity discount → discount if quantity above global optimum is ordered

Price sensitive demand: → reseller chooses optimal price based on c_m chosen by manufacturer → SC optimum for c_r = c_m

  • two-part tariffs → manufacturer gets franchise fee from retailer, but then sets c_r = c_m
  • volume-based quantity discount → manufacturer offers dicount once Q is chosen optimally for SC by retailer → p is then chosen by retailer based on that
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12
Q

Coordination [Defination, Obstacles, Impacts]

A
  • Definition: All stages take actions that are aligned and increase SC profits
  • Obstacles: local optimization regarding price and ordering, distorted and delayed information flow
  • Impacts: higher order quantities and product availability, achieving global SC optimum, reduced bullwhip effect
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13
Q

Collaboration

A

Process-driven concepts:

  • Information sharing → retailer shares info about inventory and orders
  • continuous replenishment programs
    • manufacturer regularly replenishes inventory of retailer based on PoS or inventory data
    • inventory owned by retailer
    • manufactuerer only delivers needed quantities
  • Vendor Managed inventory
    • Manufactuerer takes over responsibility of inventory planning
    • inventory often owned by manufacturer
  • Collaborative planning, forecasting and replenishment → CPFR

Technology-driven concepts:

  • Electronic marketplaces
  • Tracking and Tracing
  • Collaborative SCM-Systems
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14
Q

EMSR-A Heuristic

A
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15
Q

EMSR-B Heuristic

A
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16
Q

Optimale CSL → Newsvendor-Modell

A
17
Q

Gewinn bei unsicherem Demand → Newsvendor-Modell

A
18
Q

Optimale Bestellmenge → Newsvendor-Modell

A
19
Q

Optimal lot size

Cycle inventory

→ EOQ-Modell

A
20
Q

Deterministic demand → Optimal lot size for SC

A
21
Q

Safety inventory

A
22
Q

Overbooking

A
23
Q

Dynamic pricing → Should order be accepted?

A
24
Q

Revenue sharing

A
  • Retailer receives share u of selling price
  • Manufacturer offers reduced wholesale price
25
Q

Modelle

→ Welche gibt es?

A
  • Newsvendor-Modell
  • EOQ-Modell
  • Little-Wood-Pricing
26
Q

EOQ-Modell [Assumptions]

A
  • Steady and determnistic demand
  • no shortages
  • fixed replenishment time
  • fixed ordering costs
27
Q

Little-Wood-Pricing [Assumptions, Function]

A
  • Fixed Capacity
  • Two segments with p1 > p2
  • Uncertain demand
  • Demand for segment 1 is realized after demand for segments 2

→ How much space needs to be saved for higher paying customers?

28
Q

Newboy/Newsvendor-Modell [Assumptions]

A
  • Uncertain demand given by normal distribution
  • Product expires after one season
  • Order and delivery at beginning of/before season
  • Manufacturer produces exact quantity asked for by retailer
29
Q

Aggregation of products

A

Postponement → Delay product differentiation closer to time product is sold

Advantages:

  • Higher forecast accuracy
  • better alignment of demand and supply

Disadvantages:

  • more complex processes
  • waiting time for order
  • need for modular product design
30
Q

Safety inventory [Assumptions]

A
  • Demand defined by stochastic distribution → Normal distribution
  • Constant delivery time
  • Cosideration of one period
  • Uncertainty of demand and/or supply
31
Q

Aggregation of components

A

Component commonality → Use same components for multiple products

Advantages:

  • lower number od parts
  • economies of scale
  • inventory reduction

Disadvantages:

  • harder product design
  • changes to existing products
  • possible quality issues → all products affected
  • difficulties for product differentiation
32
Q

Aggregation of inventory

A

Specialisation → Certain products stored only in specialised locations

Advantages:

  • reduction of variance → lower safety inventory
  • reduction of fixed costs
  • reduced delivery costs from manufacturer

Disadvantages:

  • increased transport costs to customers/retailers
  • increase in response time
33
Q

Aggregation of information

A

Information centralization → as inventory is visible globally, orders are fulfilled by closest location with available stock

Advantages:

  • Higher responsiveness
  • Lower transportation costs
  • Higher product availability
  • lower safety inventory

Disadvantages:

-none-

34
Q

Obstacles to coordination [5 → Name and short explaination]

A
  • Incentive obstacles
    • Local optimization → decisions are based on maximising profits of only a single stage without considering overall profits
    • Sales force incentives → incentive system, which reward sell-in, not sell- through lead to order variability being larger than customer demand variability → quantity sold to distributors is increased rather than quantity sold to final customers
  • Information-processing obstacles
    • Lack of information sharing → short-term promotions cause retailers to increase their order quantity → manufacturers interpret this as a permanent increase in demand → high inventory level
  • Operational obstacles
    • Ordering in large lots due to high fixed costs or quantity discounts
    • Large replenishment lead times → if demand is overestimated, this leads to a higher forecast and order quantity → this is magnified if lead times are long
    • Rationing and shortage gaming → if capacity is limited, quantities are often allocated according to order quantities → incentive to place higher orders independent of demand → gives cause for manufacturer to misinterpret demand
  • Pricing obstacles
    • Lot-size-based quantity discounts → leads to increased lot sizes → magnifies bullwhip-effect
    • Price fluctuations → trade discounts lead to forward buying by retailers → after promotion is over the retailer only places very small orders
  • Behavioural obstacles
    • Local points of view → lack of seeing the overall SC
    • Different stages blame another for fluctuations → SC members become enemies
    • No stage learns from its actions as consequences may only become visible in other stages
    • Lack of trust leads to opportunistic behaviour → information is not shared
35
Q

CPFR [Name, Objective, Requirements, Potentials]

A

Objective:

  • Increasing product availability while reducing inventory, transportation and logistic costs

Requirements:

  • Synchronizing data → finding and eliminating inconsistencies in forecasts
  • Standardizing the exchange of information

Potentials:

  • Reduction of retail inventories
  • Reduction of inventories along the supply chain
36
Q

Master Production Scheduling vs. Detailed Scheduling

A

Master Production Scheduling

  • Matches available material with available capacity
  • Planning object: work orders and quantities
  • Considers typically resource groups
  • Planning horizon is up to 3 months

Detailed Scheduling

  • Generates detailed sequences of materials (per order)
  • Planning object: material piece
  • Normally one (critical) resource is planned
  • Planning horizon is up to 1 week

SCM (1 decks)

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