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

17
Q

Gewinn bei unsicherem Demand → Newsvendor-Modell

18
Q

Optimale Bestellmenge → Newsvendor-Modell

19
Q

Optimal lot size

Cycle inventory

→ EOQ-Modell

20
Q

Deterministic demand → Optimal lot size for SC

21
Q

Safety inventory

22
Q

Overbooking

23
Q

Dynamic pricing → Should order be accepted?

24
Q

Revenue sharing

A
  • Retailer receives share u of selling price
  • Manufacturer offers reduced wholesale price
25
Modelle → Welche gibt es?
* Newsvendor-Modell * EOQ-Modell * Little-Wood-Pricing
26
EOQ-Modell [Assumptions]
* Steady and determnistic demand * no shortages * fixed replenishment time * fixed ordering costs
27
Little-Wood-Pricing [Assumptions, Function]
* 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
Newboy/Newsvendor-Modell [Assumptions]
* 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
Aggregation of products
**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
Safety inventory [Assumptions]
* Demand defined by stochastic distribution → Normal distribution * Constant delivery time * Cosideration of one period * Uncertainty of demand and/or supply
31
Aggregation of components
**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
Aggregation of inventory
**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
Aggregation of information
**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
Obstacles to coordination [5 → Name and short explaination]
* **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
CPFR [Name, Objective, Requirements, Potentials]
**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
Master Production Scheduling vs. Detailed Scheduling
**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