物流管理72251

1、Lean Supply Chain 鮑夢可A lean supply chain is one in which all participants perform according to lean principles, including level schedule loading using pull-based demand, deployment of continuous improvement activities, maintenance of sufficient (even excess) all participants across the supply chain,

2、 and establishing of long-term reciprocal relationships among all participants. Establishing a lean supply chain is important for organization. This is because the supply chain will eventually become noncompetitive if it fails to systematically improve its supply chain performance. This is an import

3、ant goal because supply chain costs often range between 50%-80% of all money spent by an organization. Another reason to improve operational performance with a high sense of urgency is the fact that customers demand cost reductions, on-time delivery, and higher quality based on the competitive envir

4、onment. Organizations should also develop internal competencies that competitors cannot easily emulate to remain competitive over time. The 10-step Solution Process can be applied very effectively to improve supply chain performance using Lean Six Sigma and operations research tools and methods.At a

5、n operational level, lean supply chain are characterized by rate-based demand and production smoothing through strict take time adherence. Take time is defined as the ratio of time available per day to produce the required schedule, that is, time per unit. As an example, if there are 480 minutes per

6、 day and the required manufacturing schedule is 48 units, the take time is 10 minutes per unit. This means the system is configured to produce exactly one unit every 10 minutes. A second characteristic of a lean supply chain is use of a mixed-model production schedule. A mixed-model production sched

7、ule minimizes process waste by reducing variations in lead-time and demand through changes to manufacturing schedules. These scheduling changes are enabled through modifications in product and process design. In mixed-model scheduling, the level of design commonality and modularity is significantly

8、increased, insuring that products are scheduled in groups having similar process and design features. A third characteristic of a lean supply chain is use of “demand pull” rather than “demand push” scheduling systems. Demand pull scheduling directly aligns the productive capacity of the supply chain

9、 to external customer demand patterns. In these systems, products are built based only on customer orders in real time, that is, up-front forecasting does not drive the schedule except at a high capacity allocation level. Unfortunately, not every organization has been able to fully implement lean su

10、pply chain concepts due to infrastructure issue related to IT systems and constraints in product and process designs. In these systems, organizations must rely on the master production scheduling (MPS) and material requirement planning (MRP II) systems to build components and products, however, thes

11、e situations make control of the system in real time difficult. To improve the local shop-floor control of orders, hybrid Kanban systems have been developed to integrate MPS/MRPII and Kanban systems.Lean supply chains are characterized by the ability to respond dynamically to changing customer deman

12、d as well as efficient asset utilization. These characteristics translate into high profitability and customer service for the organizations making up the lean supply chain. The effectiveness and maturity of a lean supply chain can be measured using the 20 important supply chain metrics. The first 1

13、2 key metrics are operational in nature and useful in identification and deployment of Lean Six Sigma projects at a tactical level. The 12 key supply chain metrics should be systematically improved at an operational level by the Lean Six Sigma projects at a tactical level. The 12 key supply chain me

14、trics should be systematically improved at an operational level by the Lean Six Sigma improvement team to drive overall supply chain financial performance and achieve customer service targets. The last 8 metrics are financial in nature and measure the overall financial effectiveness of a Lean supply

15、 chain. In particular, they measure the efficiency of asset utilization, including inventory and its impact on profitability. Using these 20 metrics, the degree of “Leanness” of a supply chain can be measured and benchmarked that operational improvements are aligned with business goals and objective

16、s. As an example, in best-in-class originations. The ROA ratio is in the double-digit range for such best-in-class lean supply chains as 3M, Intel, the Home Depot, Johnson and Johnson, Wal-Mart, and Dell. Along this line of though, may studies have shown that the key differentiators for superior sup

17、ply chain performance include proper metric definition, metric linkage, and sustained operational performance to ensure strategic execution. Lean Six Sigma deployments have enabled many supply chains to improve operational performance as measured by one or more of the 20 important supply chain metri

18、cs. Superior supply chain performance is based on specific core competencies inherent within an organizations supply chain. Core competencies may include improved product development, implementation of Lean Six Sigma practices, elimination of promotional activity to smooth demand, and simplification

19、 of product and process designs as well other systems. Some supply chains achieve superior performance by excelling in one more or more of these core competencies. In addition to the competencies already listed, lean supply chains execute strategy will at an operational level. This ensures that suff

20、icient capacity is available for the system to absorb demand variation in real time. These systems are also systematically improved to increase system flexibility. However, lean supply chains do not arbitrarily increase asset levels to achieve system flexibility. This is especially true for inventor

21、y investment levels. On the contrary, products and processes are designed, using lean methods, to ensure quick changeovers from one product to another using a variety of methods including, for example, mixed-model production, transfer batches, and system-constraint identification and management.In t

22、hese planning and control systems, customer demand is forecast at a strategic level, but operations are controlled at a local work-cell level using visual in real time. Supply chain panning and control are enhanced through linkage to external demand using advanced technology. The resultant operation

23、al efficiencies are seen in the form of superior return-on-asset (ROA) utilization efficiencies. In addition to ROA, gross margin return-assets (GMROI), calculated by dividing gross margin by average inventory investment, it a good indicator of the efficiency of inventory utilization.精細供應鏈在精細供應鏈中，所有

24、參與者都遵從精細原則，包括使用拉式需求的水平卸載計劃安排、持續(xù)改進活動的部署、維持足夠的（甚至過度的）能力去滿足外部的需求，嚴格的計劃安排使得整個供應鏈中的參與者的利潤最大化，以及在所有參與者中建立一個長久的互相合作的關(guān)系。一個精細供應鏈的建立對所有企業(yè)來說都很重要。這是因為如果系統(tǒng)地改進企業(yè)的供應鏈性能失敗，供應鏈最終將變得毫無競爭力。這是個重要的目標，因為供應鏈的花費范圍經(jīng)常占一個組織所有花費的50%-80%。而要以一種高度的緊迫感來改進供應鏈性能的另一個原因，是消費者需求的花費減少、準時交貨、競爭環(huán)境要求更高的質(zhì)量這樣一些事實。組織內(nèi)應該提煉出組織內(nèi)部的競爭力，使得其他競爭者不能簡單地與

25、之匹敵，從而長時間維持競爭力。使用精細西格瑪管理和運籌學工具方法，使用“十步問題解決過程”在改進供應鏈性能時變得十分有效。在運作層面上，精細供應鏈以基于比率的需求和在嚴格節(jié)拍時間中的生產(chǎn)均衡為特點。節(jié)拍時間的定義為每天可以用來生產(chǎn)所要求的清單的時間的比率，也就是生產(chǎn)每一單位的時間。例如，如果每天有480分鐘用來生產(chǎn)，所要求的生產(chǎn)計劃為48單位的產(chǎn)品，那節(jié)拍時間就是每單位10分鐘。這意味著這個系統(tǒng)被設置為每10分鐘準確生產(chǎn)一單位產(chǎn)品。精細供應鏈的第二個特點是使用混合模型生產(chǎn)計劃?；旌夏Ｐ蜕a(chǎn)計劃可以減小研制期間的變數(shù)和減小生產(chǎn)計劃變動引起的需求，從而使得生產(chǎn)過程中的廢物生產(chǎn)最小化。這些生產(chǎn)計劃變

26、化來源于產(chǎn)品調(diào)整和生產(chǎn)過程設計。 在混合生產(chǎn)計劃中設計的共性的模塊性水平顯著提高，確保產(chǎn)品都依據(jù)相似的生產(chǎn)過程和設計特點而歸為小組。精細供應鏈的第三個特點是使用“拉式需求”而不是“推式需求”管理系統(tǒng)。拉式需求管理直接將供應鏈的生產(chǎn)能力和外部的消費者需求模式聯(lián)合在了一起。在這些系統(tǒng)中，產(chǎn)品生產(chǎn)僅僅基于消費者的實時訂單，也就是說，直接的預測并不決定生產(chǎn)計劃，除非是在一個大數(shù)量的分配層次。然而，由于與技術(shù)系統(tǒng)相關(guān)的基礎設施器材的缺乏以及生產(chǎn)能力和過程設計上的局限，并不是每個組織都能夠充分實施精細供應鏈概念。在這些系統(tǒng)中，組織必須依靠主生產(chǎn)排成和物資需求計劃系統(tǒng)來建立組織的組成部分和產(chǎn)品。然而，這些情

27、況使得要實時操控這些系統(tǒng)十分困難。為了改進當?shù)氐挠唵维F(xiàn)場控制，開發(fā)了綜合主生產(chǎn)排程和物資需求計劃，以及看板系統(tǒng)的綜合看板系統(tǒng)。有自動回應消費者需求改變和有效利用資源的能力是精細供應鏈的特點。這些特點將轉(zhuǎn)化為構(gòu)造精細供應鏈的組織的高盈利能力和消費者服務。精細供應鏈的效力和成熟可以用20個重要的供應鏈標準來衡量。前面12個關(guān)鍵標準在本質(zhì)上是有關(guān)于操作的，同時在戰(zhàn)略層面上對于六西格瑪工程的識別和提高都很有作用。這12個關(guān)鍵的供應鏈標準應該通過六西格瑪工程的戰(zhàn)略層面來系統(tǒng)性的在操作層面上提高。同時由六西格瑪工程改進團隊來實施從而推動整個供應鏈的財務業(yè)績和取得消費者服務的目標。后面的八個標準本質(zhì)上與財務

28、無關(guān)，同時可以衡量整個精細供應鏈的財務效力。特別的是，他們可以測量資產(chǎn)的有效利用率，包括存貨和存貨對于盈利程度的影響。使用者20個標準，可以測量供應鏈的精細程度和標桿管理來確保操作上的提高是與商業(yè)目標和客觀性相結(jié)合的。例如，在最佳的初始中，ROA比率在3M，英特爾，家得寶，強生，沃爾瑪和戴爾的最佳的精細供應鏈中都在兩位數(shù)的范圍內(nèi)。沿著這個思路，許多學術(shù)研究都已經(jīng)表明了對于優(yōu)秀的供應鏈業(yè)績來說關(guān)鍵的微分器包括合格的標準的定義，標準的連鎖和持續(xù)的操作業(yè)績來確保戰(zhàn)略的實施。用20個重要的供應鏈標準中的一個或多個來測量，精細六西格瑪提高使得許多供應鏈能夠提高操作業(yè)績。 Summary After ne

29、arly a semester of study, let me know more about the knowledge of logistics, especially logistics English" this course is of great help to me. I think the logistics in the daily life of the people plays a very important role. Just look at our country logistics present situation, discovery still

30、 has great market potential, now the development of our country is in a stable growth, the GDP is not increased, the market for goods transport and distribution in great demand.Logistics refers to the use of modern information technology and equipment, the article from supply the ground to receive a

31、ccurate, timely, safe, quality and quantity, door to door rationalization service model and advanced service process. Logistics is the commodity production and the emergence of commodity production, along with the development of logistics, it is one of the oldest traditional economic activities. As

32、everyone knows, the logistics function throughout the enterprise production, sale of the entire process, so that enterprises and many different functions are related, to do a good job in logistics need to understand serve different functions characteristics and needs.Logistics management of Division

33、 has the following classification standard:One, macroscopical and microcosmic logistics logistics.The macroscopical logistics refers to the reproduction of social total logistics activity, from social reproduction overall perspective to understand and study the logistics activities. Macro logistics

34、mainly focuses on the process of social reproduction logistics operation rules and the logistics activities of the overall behavior of.The microcosmic logistics refers to the consumer, producer enterprises involved in the actual, specific logistics activities. In the logistics process, the microcosm

35、ic logistics relates only to the system in a local, a link or a region.Two, the social logistics and enterprise logisticsSocial logistics means beyond to society as a whole category, for the community for the purpose of logistics. The logistics of the social sex is very strong, often by professional

36、 logistics undertaker to complete. Enterprise logistics is from the enterprise point of view on research relating to logistics activities, is a specific, microcosmic logistics activities typical of field, which consists of enterprise production logistics, supply logistics, enterprise logistics, ente

37、rprise logistics, logistics enterprises waste recycling several parts.Three, international logistics and regional logisticsInternational logistics refers to the production and consumption in two or more than two countries (or regions) performed independently of the circumstances, in order to overcom

38、e the production and consumption of the space distance between the distance and time, and the goods (cargo) conducted by the physical movement of an international economic and trade activities. Therefore, the international logistics is the logistics between the different countries, the logistics of international trade is an inevitable part of the mutual trade between countries, eventually to achieve through international logistics. International logistics is a modern logistics system in logistics area