TOC在供应链管理中的应用

在介绍约束理论（TOC）一些基本观点的基础上,指出当前供应链管理中存在的问题是主要如何解决系统稳定性与灵活性之间的矛盾。文章通过运用TOC分析一些具有典型意义的供应链模型,提出解决系统稳定性与灵活性之间矛盾的方法为：采用OBR合理设置系统中的缓存。     

Examining the influence of supply chain glitches on shareholder wealth: does the reason matter?

This paper investigates how different reasons for supply chain glitches influence shareholder wealth. Prior research indicated that supply chain glitches can decrease shareholder wealth by a staggering 10.28%. We argue that the reason for the supply chain glitch is an important moderator for understanding how supply chain glitches affect shareholder wealth. In this paper we re-assess the effect of supply chain glitches on shareholder wealth for a new time period (i.e. 2001–2012) whilst including the moderators from the original study (growth prospects, firm size, debt-equity ratio and timing) and adding the reason for the supply chain glitch as an important new moderator. Our results show that on average supply chain glitches decrease shareholder wealth by 1.94%. Further, our results indicate that supply chain glitches that arise due to regulatory, catastrophic and infrastructural reasons trigger more significant negative reactions in financial markets as compared with glitches that occur from the supply side. We discuss the implications of our findings both for theory building and for business practice, and end with limitations and suggestions for future research.     

On measuring company performance within a supply chain

Emerging research strengthens the connection between supply chain performance and a company's financial performance (D’Avanzo, R., Von Lewinski, H. and Van Wassenhove, L. N., 2003. The link between supply chain and financial performance. Supply Chain Management Review, November/December, 40–47). The focus on integrating functional internal processes has expanded to include the need for integrating these with external processes of business partners (Edwards, P., Peters, M. and Sharman, G., 2001. The effectiveness of information systems in supporting the extended supply chain. Journal of Business Logistics, 22(1), 1–27). This need for enterprise efficiency is compelling companies to review, to identify, and to adopt supply chain initiatives. This research investigates the use of common measurement metrics in an attempt to determine which one(s) are most useful for measuring performance as companies implement SCM practices. For firms that were engaged in SCM we found inventory and cycle time to be the most significant metrics.     

An object-oriented simulation meta-model to analyse supply chain performance

This paper proposes a meta-model, which allows automatic building of simulation models of supply chains. The proposed meta-model is made up from a user interface (to define the characteristics of the supply chain), an ad hoc objects library and a software application, to build the simulation model. The meta-model can dramatically reduce to a few minutes or even seconds the time required to test a specific configuration of a supply chain and/or a specific management policy and, since the simulation model is automatically built, neither the personnel skills nor the time available to build the simulation model represent significant hurdles anymore. The meta-model has been applied to represent a simplified supply chain according to six different scenarios, where demand is deterministic. For each scenario a simulation campaign has been performed and the outputs of the model (built through the proposed meta-model) correspond to the predicted results.     

供应链上的不确定因素与库存

的生产系统中有大量不必要的库存,这些库存存在很大程度上是由于供应链上的不确定因素造成的。供应链管理通过对代价 给与需求信息的集成使库存的结构发生了变化,同时也改变了生产管理水平与库存水平的相互关系。     

Consumer search,transshipment, and bargaining power in a supply chain

We study a decentralised supply chain with one manufacturer and two symmetric retailers who could transship their excess inventory between each other. Without transshipment, the retailer’s unsatisfied customers search and buy the product at the other retailer with some probability. With transshipment, the retailer can transship the other retailer’s excess inventory to fulfil its own unmet demand. However, a transshipment price is often charged by one retailer for transshipping goods to another. We show the retailer’s profit is unimodal in the transshipment price, and the manufacturer’s profit increases in the customer search probability. Although the retailer’s preference over transshipment depends on the magnitude of search probability and transshipment price, the retailer may always prefer the transshipment no matter their magnitude. We then study the effect of bargaining power over the transshipment decision (whether to transship between retailers and at what transshipment price). Our analysis suggests that the manufacturer always prefers to control the transshipment price rather than to control whether to transship, while the retailer can prefer both. We also find that increasing bargaining power always benefits the manufacturer but could hurt the retailer. We finally check the robustness of our results by investigating the case with asymmetric retailers     

Impacts of using a performance measurement system in supply chain management: a case study

The study examines how the utilisation of a new performance measurement system (PMS) influences supply chain management (SCM) and what kind of impacts the new system has on the performance of the supply chain. The paper utilises a longitudinal research setting where the data was gathered in two semi-structured interview studies after an action research project in which a new measurement system was designed and developed. The findings show how a PMS serves as a catalyst of inter-organisational knowledge transfer and promotes shared learning. The results also show how knowledge transfer and shared learning led to improved performance of the supply chain. The paper contributes by opening up the practical mechanisms through which performance measurement provides value for SCM and by showing how inter-organisational transfer of performance information catalyses learning and performance improvement. The paper looks beyond the design of performance measures and provides a view on the practice of supply chain performance management. The paper illustrates how sharing performance information amongst supply chain companies improves managers’ awareness of shared targets and the status of network operations. This also resulted in improved performance in the studied case network. Overall, the results encourage organisations to engage in network-level performance measurement and share performance information with their network partners.     

Order timing strategies in a single-supplier,multi-retailer system

The timing of retailer order placement is an important factor in supply chain performance in systems with uncertain end-customer demands. Retailers often prefer short order lead times, which permits the resolution of demand uncertainty prior to order placement, and reduces the risks associated with excess inventory. Suppliers, in contrast, prefer long lead times, in order to match supply output with retailer demand. These conflicting preferences create tension between a supplier and retailers regarding order timing preferences. This paper considers order timing preferences within a strategic framework involving a supplier and one of its retailers in a multiple-retailer system. We identify and explore several mechanisms a supplier can use within this framework to induce early retailer order placement and improve expected cost performance.     

On the beat of the drum: improving the flow shop performance of the Drum–Buffer–Rope scheduling mechanism

One of the main elements of the theory of constraints is its Drum–Buffer–Rope (DBR) scheduling (or release) mechanism that controls the release of jobs to the system. Jobs are not released directly to the shop floor – they are withheld in a backlog and released in accordance with the output rate of the bottleneck (i.e. the drum). The sequence in which jobs are considered for release from the backlog is determined by the schedule of the drum, which also determines in which order jobs are processed or dispatched on the shop floor. In the DBR literature, the focus is on the urgency of jobs and the same procedure is used both for backlog sequencing and dispatching. In this study, we explore the potential of using different combinations of rules for sequencing and dispatching to improve DBR performance. Based on controlled simulation experiments in a pure and general flow shop we demonstrate that, although the original procedure works well in a pure flow shop, it becomes dysfunctional in a general flow shop where job routings vary. Performance can be significantly enhanced by switching from a focus on urgency to a focus on the shortest bottleneck processing time during periods of high load.     

Internet零售商何时采用Drop-shipping模式

对drop-shipping模式和传统模式(零售商制定库存决策并持有库存)进行了对比研究,研究发现尽管采用drop-shipping模式后库存风险由零售商转移到供应商,但这并不一定能够带来零售商利润的提高,还得出了零售商愿意采用drop-shipping模式的条件.即使直接采用drop-shipping模式后零售商以及整个供应链的利润都不增加,在某些条件下还是可以找到合适的混合策略使得零售商的利润上升.     

供应链库存管理中缺货补偿问题的研究

在供应链库存管理中,往往都是由客户承担缺货所带来的各种损失。针对这种情况,本文提出供应商在缺货时应向客户提供一定比例的补偿,以维持与客户的合作关系,实现双赢的目的,并利用非线性规划的原理,建立了供应商的缺货补偿模型,最后给出了订货量的最优解,并以实例验证了所给模型和算法的有效性。     

基于供应链管理的企业库存优化效果模拟与分析

利用供应链管理的思想,通过对供应链上的企业库存进行优化模拟与分析,揭示了供应链内部信息共享、加快信息流动、缩短订货周期、供应商管理库存(VMI)等是影响供应链管理优化效果的核心因素;通过比较应用供应链管理前后企业库存的变化,说明了供应链管理可以有效平抑库存,缩短供货周期,降低企业成本,提高企业核心竞争力。     

Multi-period channel coordination in vendor-managed inventory for deteriorating goods

This study examines the problem of optimally dynamic joint decisions, including replenishment scheduling/quantity, retail price, wholesale price, and revenue-sharing allocation, in a vertically decentralised single-manufacturer Stackelberg and single-retailer channel over a multi-period planning horizon, subject to deteriorating goods and multivariate demand function. This study uses a calculus-based formulation combined with dynamic programming techniques to solve the channel coordination decision problem. Additionally, three arrangements, namely price-only contract, revenue-sharing contract, and revenue-sharing plus linear rebate and side-payment contract for channel coordination, are developed under retailer-managed inventory (RMI) and vendor-managed inventory (VMI) systems, respectively. The analysis reveals that the proposed policy under the VMI system with the revenue-sharing plus linear rebate and side-payment contract tends to obtain low retail prices and large demand quantity, and results in near-perfect coordination, including greater system efficiency and Pareto improvements, for the vertically decentralised dynamic channel.     

供应链协同库存策略分析

采用形式化描述的方式,对不同的协同库存策略进行了统一和完整的分类,从产品交付、信息传递和库存决策3个方面得到了9种原子形式的协同库存策略及策略集合,同时在分类的基础上对协同策略的集成度进行了分析.采用案例分析的方法分析了多个企业实际应用协同库存策略的情况,对文中提出的模型和分类进行了验证.研究结果使得企业对各种协同库存策略能够有清晰的认识,在明确企业集成意向的情况下,可以对比文章给出的模型选择相应的库存策略.