考虑成本的多CODP混合延迟策略生产系统优化

延迟策略是企业以低成本和高响应客户个性化需求的运作模式来获取竞争优势的重要理论之一。单CODP延迟模式制约生产系统实现不同层次、程度的多样化,约束目标客户的选择范围,为此提出多CODP混合延迟策略。从横、纵向两个纬度构建了实施多CODP混合延迟策略的生产系统成本模型,寻求每个制造中心通用零部件数量最优比例和不同延迟策略的最优组合,并提出与之匹配的求解算法。实例分析表明:在通用零部件数量最优比例和延迟策略的最优组合的支持下,多CODP混合延迟策略的实施不仅释放客户定制空间、扩大目标客户选择范围,而且实现了生产系统总成本的优化。     

锅具生产中延迟策略的应用研究

大规模定制下的延迟策略已较多的应用于生产系统的运作中。本文着重研究锅具生产中延迟策略的应用,首先通过优化生产工艺,实现半成品及其生产流程通用化：进而定位客户订单分离点（CODP）,提出两个阶段推拉结合的生产计划模式：最后给出了具体实施方法。将以上思路和方法实际应用于Z公司的锅具生产运作,取得了良好绩效。     

客户化供应链中自制件动态提前期的一种计算方法

提前期是供应链管理中的一个重要参数,它对于基于时间段的供应链的计划开始时间和计划数量、库存控制策略、批量等都有直接的影响。本文介绍了客户化大量生产的概念与供应链管理的思想,描述了客户化供应链的形成和特点。在对供应链提前期分析的基础上,提出了一种自制件动态提前期的计算方法作为对供应链固定提前期的补充,以提高供应链系统的运行效果。     

基于熵权TOPSIS的客户订单分离点定位研究

客户订单分离点(CODP)定位是延迟策略实施过程的中心问题,它直接决定了供应链的精益程度.以CODP定位问题为切入点,分析了CODP上、下游的基本特征,按照功能、成本和提前期,构建了CODP定位决策模型,提出了基于熵权TOPSIS的决策模型的评价方法.最后,以某拉链公司的工艺生产流程为例,验证了该决策模型和模型评价方法的可行性.     

面向服务型制造延迟策略实施对客户价值创造的影响

在我国制造业从生产型制造向服务型制造转型的背景下,以制造企业应对市场变化的能力塑造为驱动,构建了服务型制造、延迟策略、客户价值和企业绩效四者间关系的理论模型,通过理论分析形成研究假设.根据江苏省195份有效问卷,利用结构方程模型对假设进行了检验,得到了面向服务型制造的延迟策略实施对客户价值和企业绩效影响的内在关系.研究结果表明:为了有效应对企业外部的不确定风险,越来越多的制造企业实施延迟策略,并通过与服务型制造的不断融合,既创造了客户价值,又改善了企业绩效.     

基于制造延迟的VMI模型的仿真研究

在供应链延迟策略和供应商管理库存(VMI)策略研究的基础上,首先建立了供应链延迟策略下的仿真模型,然后再引入供应商管理库存策略,通过计算机仿真,探讨了供应商管理库存策略实施前后供应链绩效的变化情况.研究结果表明,与单纯的延迟策略相比,延迟与供应商库存相结合的策略能明显改善供应链的绩效.     

基于随机广义Petri网的延迟策略实施机理研究

实施延迟策略能为制造企业创造竞争优势。以实施延迟策略制造系统为研究对象,分析了延迟策略的实施机理。针对其他模型研究延迟策略实施机理的缺陷,结合随机广义Petri网(GSPN)可视化建模工具,可直观描述延迟策略实施机理的优点,利用GSPN与Markov链的同构关系,计算了能为实施延迟策略过程中的客户订单分离点定位提供决策依据的性能指标。通过算例分析验证了该方法的科学性与有效性,丰富了延迟策略实施机理研究方面的方法理论。     

以客户为导向的供应链绩效评价

针对现有基于SCOR模型、平衡记分卡等建立的供应链绩效评价理论存在数据收集困难,获取的评价信息重复,无法表现出供应链特征等局限。在现有理论基础上,结合实践经验,创建以客户导向的供应链绩效评价方法,从质量、服务、技术、价格四个维度建立评价体系和评价指标,并提出对指标权重设置的思路。     

供应链虚拟库存决策的仿真

在供应链延迟策略和供应商管理库存（VMI）策略研究的基础上,建立了供应链延迟策略下的仿真模型,再引入虚拟库存,通过计算机仿真,探讨了虚拟库存实施前后供应链绩效的变化情况。研究结果表明,与一般的供应商管理库存相比,虚拟库存的引入使得供应链总成本和企业的服务水平均有所增加。     

浅谈技术机构检测流程在服务客户中的作用

技术机构检测流程是服务客户,接受客户监督,实现对客户服务承诺的转化,增加检测过程透明度的基本程序,同时通过流程的运行获得客户要求及其信息数据实现客户满意渠道。用流程加强和客户的密切联系,形成流程全过程以关注和服务客户为焦点,把服务贯穿于整个检测流程中,满足客户第一需要,提高技术机构的声誉。     

面向供应链的大规模定制时间阈值理论研究

针对目前大规模定制管理运作策略中存在的主要问题,以探索提升面向供应链环境下的大规模定制生产过程中的客户服务水平为主线,在对用户订单信息特征分析与合理分类的基础上,通过引入时间阈值概念及相关理论作为协调大规模定制中范围经济同客户定制化服务水平之间矛盾的基本解决思路,并分析了影响时间阈值的各主要因素,同时在时间阈值的前提下,提出了面向供应链的大规模定制管理运作多级优化策略的思想。     

Implications of postponement for the supply chain

As a marketing, logistics and manufacturing concept, postponement has been around in the literature for a long time. Its application can also be dated to the 1920s. However, only in recent times has it been used as a supply chain strategy. Postponement fosters a new way of thinking about product design, process design and supply chain management. In this paper, we rethink the supply chain from a postponement point of view and present the implications of postponement for the decoupling point, supply chain integration, control of the supply chain and capacity planning issues. The objective is to extend the significance of postponement towards the perspective of a holistic supply chain context.     

基于缩短供应链响应周期的运作模式研究

通过分析总结推动式和拉动式供应链的特点及对用户需求响应时间的变化，阐明基于延迟策略的推-拉结合式供应链的综合优势，提出利用延迟和压缩提前期的方法缩短供应链的响应周期；论述了对于不同生产类型企业为缩短响应时间可以采取不同的供应链运作模式；构建了基于延迟策略的模块化供应链模型，描述了该模型的运作流程以及实施中应注意的问题。     

Evaluation of postponement strategies in mass customization with service guarantees

Postponement is one of the practical methods to mass customization. Product redesign approach and process reversal approach are two strategies applied to delay the point of differentiation in mass customization systems. In the existing literature, analytical models explaining and quantifying the benefits of delayed differentiation have been developed. These models focus on analysing the costs and benefits of certain postponement strategies. In this paper, we analyze and compare two different postponement strategies applied in a mass customization system with service time guarantees. The goal is to determine the right strategy and to identify the key influencing factors. We formulate a cost-minimisation model with general distributed demand. We show that it is not beneficial to delay the point of differentiation when the considered stage is a high value-added process. We also show that processing time and value added at the considered stages are two main factors determining the choice of the right strategy.     

Postponement: an inter-organizational perspective

In view of the slow rate of postponement applications, this paper attempts to examine postponement strategies from an inter-organizational perspective. The paper first reviews the literature on different postponement strategies (including logistics postponement, production postponement, purchasing postponement, and product-development postponement) mainly within the context of the supply chain or supply network. Then, two research questions are formulated. This is followed by the investigation into the inter-organizational structure and capacity planning in postponement applications. The paper concludes with some suggestions for further research.     

柔性供应链的优化及供应商响应时间分析

针对Ricardo提出的柔性供应链结构,赋予其新的涵义：在顾客订单分离点之前,采用模块化技术,以获得规模经济效益;在订单分离点之后,采用延迟生产,以获得范围经济效益。同时以柔性供应链各节点的成本和客户服务水平为优化参数,建立多目标函数优化模型,并借助于MATLAB的GAOT,利用遗传算法求解。最后在优化结果的基础上,研究了柔性供应链的供应商响应时间(Supplier Response Time,SRT),描述了目标SRT与安全库存、客户服务水平的关系及相互影响。     

Real options approach to evaluate postponement as supply chain disruptions mitigation strategy

The purpose of this paper is to assess the value of postponement as strategy for mitigating supply chain disruptions. To accomplish this objective, we develop a real option computational model that quantifies the value of postponement in mitigating both supply and demand disruptions by taking into account the value of managerial flexibility to decide whether exploiting or not the strategy, if and when disruptions occur, and whenever product differentiation proves valuable based on information available at that time. Numerical experiments show the importance of incorporating an option valuation method when pricing the value of postponement. This ensures managers implement postponement only when it is valuable, thus avoiding burdening the company with its initial sunk costs. By modelling the postponement implementation under different conditions, we identify the situations in which postponement performs better as supply chain disruptions mitigation strategy. We derive the operational configurations, in terms of decoupling point position, and external conditions, in terms of riskiness of the environment, which make the postponement an effective mitigation strategy.     

考虑通关水平的跨境物流服务供应链契约协调机制研究

为实现跨境物流服务供应链完全协调,运用Stackelberg博弈理论,构建由一个跨境物流服务供应商与一个物流服务集成商组成的二级供应链。采用因子分析法测度通关水平,分析通关水平对跨境物流服务供应链最优决策及协调运作的影响,设计可供跨境物流服务供应链完美协调的契约机制。研究表明,考虑通关水平使跨境物流服务供应链成员及供应链整体利润均得到提升;集中决策下跨境物流服务供应链整体利润总是高于分散决策;收益共享契约可实现跨境物流服务供应商及供应链整体决策的帕累托优化,但不能达到供应链的完全协调,而Nash协商改进的二部定价契约模型可实现供应链的完全协调。     

Implications of form postponement to manufacturing: a case study

Postponement is an approach that helps to deliver more responsive supply chains. Form postponement involves the delay of final manufacturing until a customer order is received and is commonly regarded as an approach to mass customization. However, while much is written in the literature about the benefits and strategic impact of form postponement, little is still known about its application. This paper addresses how form postponement was applied in terms of its operational implications within a manufacturing facility through a retrospective study that tracked implementation of form postponement in a manufacturer of specialist high-voltage cabling equipment, called here ‘ElectriCo’. The operational measures for products selected for form postponement were compared with those for products that continued to be made under make-to-order and make-to-stock regimes. Propositions were tested that addressed the operational implications of form postponement within the manufacturing facility, the impact of form postponement on selected performance metrics, and the demand profile for which form postponement was the preferred regime. Multiple data collection methods were used whereby documentary, archival and database evidence were used to measure operational characteristics across a broad front. The findings show that form postponement improved responsiveness but did not necessarily improve delivery reliability. The extent to which the order lead time can be reduced is dependent not only on the responsiveness of the postponed process, but also crucially on the responsiveness of the planning system. It was found that the problem of adapting the manufacturing planning and production scheduling systems at ElectriCo had been underestimated. This and other problems subsequently undermined the form postponement application and led to its eventual abandonment. The authors are undertaking further research of form postponement applications in different production contexts to provide further evidence for its operational implications.