集成AM、LP和MC策略的LAM供应链设计研究

供应链的集成研究对于提高供应链竞争力有非常大的意义,精益生产,敏捷制造,大规模定制造做为目前最先进的生产模式,他们单独与供应链集成各有优点和劣势,通过他们对比分析,提出了集成精益,敏捷和大规模定制3种策略的LAM供应链,并详细分析了LAM供应链集成方式,结构模型和实现途径.     

精益生产和敏捷制造在集成供应链 管理系统中的综合应用

在分析精益生产和敏捷制造这两种生产模式各自特点及其相互关系的基础上,研究了它们在集成供应链管理系统中的综合应用,指出敏捷制造适于处理供应链中动态变化的市场需求,而精益生产则提供了供应链优化运行所需的均衡生产调度并降低系统的运行成本。     

敏捷供应链的敏捷性分析

根据"敏捷"思想发展状况及敏捷供应链的定义与内容,提出敏捷供应链的敏捷路线,从集成角度分析供应链敏捷性与集成的关系,在上述分析基础上给出增强供应链敏捷性的方法途径.     

精益生产和敏捷制度造在集成供成链管理系统中的综合应用

在分析精益生产和敏捷制度这两种生产模式各自特点及其相互关系的基础上,研究了它们在集成供应链管理系统中的综合应用,指出敏捷制造适于处理供应链中动态变化的市场需求,而精益生产则提供了应链优化运行所需的均衡生产调度并降低系统的运行成本。     

基于供应链视域下的生产运营计划制订和管控研究

本文分析了当前企业生产运营计划与控制的状况,指出其在交货期控制、信息集成等方面存在的诸多问题,提出了构建基于供应链环境下的生产运营计划系统和信息平台模型。通过统一上下游资源、优化供应链流程,快速应对市场的变化;通过生产同步化,提高生产运营计划系统的柔性和灵敏性,有效降低过程运营成本,使供应链效能最大化。     

精敏供应链的综述及展望

系统回顾了供应链策略从精益、敏捷到精敏的发展历程;从降低供应链运作及管理的复杂度考虑,提出子供应链的概念并分析了精益与敏捷子供应链如何串、并行集成为精敏模式及相应的优势;最后展望了进一步的研究方向.     

基于供应链中不确定性的生产计划研究

针对供应链管理环境下企业信息的多源性、多态性和不确定性导致企业制定生产计划复杂性和难度的增加,本文以全球供应链为研究背景,分析供应链环境下生产计划信息不确定性的主要根源,从不同角度阐述了供应链信息不确定性对生产计划的影响,指出如何通过信息共享机制与弱化信息不确定性等提高生产计划动态响应性的方法.     

面向SCM的生产计划与控制系统总体模型

研究供应链管理环境下企业生产计划与控制方法 ,分析了供应链环境下生产计划与控制系统的几个概念扩展 ,提出了生产组织新模式。探讨了新生产模式的计划信息组织与决策过程的几个特特征 ,提出生产计划与控制的总体模型 ,分析了模型的特点     

面SCM生产计划与控制系统总体模型

研究供应链管理环境下企业生产计划与控制方法,分析了供应链环境下生产计划与控制系统的几个概念扩展,提出了生产组织新模式,探讨了新生产模式的计划信息组织与决策过程的几个特征,提出生产计划与控制总体模型,分析了模型的特点。     

精益与敏捷集成的供应链

市场竞争迫使制造企业运用精益思想降低成本,但顾客需求越来越个性化,要求快速响应．需要企业具备敏捷性。本文通过简单模型和案例,分析精益与敏捷相集成的优势和运作模式。从产品需求模式看,精益供应链与标准化产品、功能性产品匹配,敏捷供应链与定制化产品、创新性产品相匹配。从产品模块化设计以及全球供应考虑,精益与敏捷集成的供应链是最有效的选择。     

供应链信息不确定性对生产计划的影响及改善方法研究

分析了供应链上信息不确定性的主要根源,从需求与供应两个角度分析供应链信息不确定性对生产计划的影响;探讨如何通过信息共享、弱化信息不确定性等提高生产计划动态响应性的技术方法．     

供应链的生命周期

探讨了供应链的生命周期及其各阶段的基本特征，并运用信息经济学等理论分析了供应链生命周期的影响因素，重点阐述了合作企业缺乏协调、信息不对称以及合同的不完备对供应链生命周期的影响；最后，从合作伙伴的选择等4个方面提出了改善供应链生命周期的具体措施。     

供应链中牛鞭效应的控制与弱化研究

为了弱化供应链中的牛鞭效应,本文剖析了其危害及形成机理,指出供应链的系统属性和管理运作两方面因素构成了牛鞭效应产生的主要原因,进而着眼于供应链的整体竞争力,有针对性地提出了控制牛鞭效应的系列策略,即强化战略协作及信息共享,消减供应链级数,开展敏捷管理,减少订货批量,控制安全库存,平衡库存责任和弱化最终需求的变异性.     

Agile supply chain strategy and supply chain performance: complementary roles of supply chain practices and information systems capability for agility

The paper examines the mediating effect of supply chain (SC) practices on the relationship between agile supply chain (ASC) strategy and SC performance. It further examines the moderating effect of information systems (IS) capability for agility on this mediated relationship. Using the theoretical lenses of complementarity and the information processing view of the supply chain, we hypothesise that strategic supplier partnership, customer relationship, postponement and lean practices, mediate the relationship between ASC strategy and SC performance. We further hypothesise that IS capability for agility moderates each of these mediated relationships. We empirically test the hypotheses using survey data from members of senior and executive management in the logistics/supply chain functions of 205 firms. The paper contributes to the literature on ASCs by theoretically explaining and empirically demonstrating how SC practices and IS capability for agility act together to effect a positive relationship between ASC strategy and supply chain performance.     

Lean versus agile production: flexibility trade-offs within the automotive supply chain

Given the recent dynamics of the automotive industry in the UK, the ability for a firm to be flexible has often taken priority over other performance indicators. Using the notion of distinct business models and trade-offs as our theoretical lens, the purpose of this study was to: (1) Distinguish lean and agile firms based upon production methods; and (2) Compare lean and agile levels of external flexibility (EF) and supply chain flexibility (SCF). Data was obtained from 140 automotive firms in the Midlands (UK) via a survey which was sent by emails. Findings supported the theoretical notion of trade-offs, as firms implementing agile production methods were found to be more flexible in comparison with firms implementing lean production methods. More importantly, the agile firms that possessed high EF levels and SCF levels were predominantly positioned at the lower end of the automotive supply chain, whereas the lean firms were largely found to be operating at the top of the supply chain. First, we provide an innovative way in which lean and agile firms can be conceptualised. Second, as flexibility levels were assessed on actual numerical values, as opposed to using opinion based Likert Scale questions, a methodological contribution is made. Third, as flexibility is in its infancy stage of theoretical development we make an empirical contribution by developing a taxonomy that distinguishes each production concept. Finally, given the supply chain position to where lean and agile firms were found, we invoked a power perspective better understand this phenomenon.     

Fuzzy scheduling of a build-to-order supply chain

The overwhelming majority of the literature in the area of supply chain planning and scheduling considers the traditional make-to-stock (MTS) environment. However, manufacturers of assembled products such as cars, computers, furniture, etc. adopt the build-to-order supply chain (BOSC) to become agile in a mass customization process in order to meet diversified customer requirements. In this paper we propose an integrated production–distribution planning model for a multi-echelon, multi-plant and multi-product supply chain operating in a build-to-order (BTO) environment. The uncertainties associated with estimation of the various operational cost parameters are represented by fuzzy numbers. The BOSC scheduling model is thus constructed as a mixed-integer fuzzy programming (MIFP) problem with the goal of reducing the overall operating costs related to component fabrication, procurement, assembling, inspection, logistics and inventory, while improving customer satisfaction by allowing product customization and meeting delivery promise dates at each market outlet. An efficient compromise solution approach by transforming the problem into an auxiliary multi-objective linear programming model is also suggested.     

敏捷供应链管理决策支持系统的研究

首先介绍了敏捷供应链管理技术,然后提出了一种支持敏捷供应链管理的决策支持系统,最后以企业为背景,给出了该决策支持系统的应用。     

Agile production planning and control with advance notification to change schedule

An agile production planning and control system (APPCS) is proposed that allows the agile rescheduling upon unexpected events. It executes schedule-based planning in the sense that scheduling is tightly connected with net-requirements planning and capacity requirements planning. APPCS does precise scheduling with so-called advanced planning system for the set of demands that are accepted in the planning cycle. It produces a feasible production plan, using production data. After releasing the production or purchase orders, notification to change the schedule may arrive from suppliers or customers in advance of due date. Based on the notification, APPCS reschedules in accordance with the then situation. Safety lead time in purchase orders and safety stock in raw material are used in APPCS to absorb the effects caused by sudden changes. As an example of implementation, it is applied to a fictitious but typical factory with a variety of products. The simulation result shows that planning with notification is effective, and that notification has the similar effect with safety lead time.