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The bullwhip effect is an amplification of the variability of the orders placed by companies in a supply chain. This variability reduces the efficiency of supply chains, since it incurs costs due to higher inventory levels and supply chain agility reduction. Eliminating the bullwhip effect is surely simple; every company just has to order following the market demand, i.e., each company should use a lot-for-lot type of ordering policy. However, many reasons, such as inventory management, lot-sizing, and market, supply, or operation uncertainties, motivate companies not to use this strategy. Therefore, the bullwhip effect cannot be totally eliminated. However, it can be reduced by information sharing, which is the form of collaboration considered in this paper. More precisely, we study how to separate demand into original demand and adjustments. We describe two principles explaining how to use the shared information to reduce the amplification of order variability induced by lead times, which we propose as a cause of the effect. Simulations confirm the value of these two principles with regard to costs and customer service levels  相似文献   

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20世纪90年代以来,全球信息技术飞速发展.作为信息技术的重要创新者和引领者,美国政府从克林顿时期即开始实施以"国家信息高速公路"为代表的一系列重大战略,对支持和促进数字技术和数字经济发展发挥重要作用.本文对美国政府的数字战略进行系统梳理,从发展历程、主要举措、实施路径等多方面分析美国联邦政府数字战略的主要特点,以期有...  相似文献   

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The United States Federal Communications Commission (FCC), in response to industry pressure, has conducted four Notice of Proposed Rule Making (NPRM) sessions in which companies could apply for licenses for satellite systems operating at new frequencies (Ka‐ or Q/V‐band) or in new, non‐geostationary orbits at Ku‐band. The first NPRM resulted in the award, in May 1997, of licenses for 13 systems operating at Ka‐band. Of these, seven propose to offer global or near‐global service. The FCC opened a second window for companies to file for Ka‐band systems, which closed in December 1997 and resulted in nine additional filings, seven of which are for global systems. Thus far, none of these systems have been licensed. In parallel with the second Ka‐band window was one for systems operating at still higher frequencies, in the Q‐ and V‐bands. This resulted in 16 filings, 14 of which are for global systems. Still more recently (January 1999), the FCC concluded an NPRM for non‐geostationary satellite systems operating at Ku‐band. Applications were filed for six systems—all intended for global service. Nearly all of the above systems are intended to serve small offices and consumers by providing broadband services such as multimedia distribution and Internet access. The proposed global systems are reviewed, and the technical approaches taken to provide this type of service at low cost to the user are discussed. Fielding any of the global systems entails significant technical challenges and a large degree of business risk. This seems likely to hamper efforts to raise capital and may defer the completion of any of the systems beyond their announced dates of initial operation (2001–2003). Copyright © 2000 John Wiley & Sons, Ltd.  相似文献   

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The U.S. auto industry in the 1990s was in a state of transition, driven by a rapidly changing environment and attempts to adopt best practices from other automakers. The Japanese supplier management system is regarded as extremely effective in delivering high-quality component systems integrated into the vehicle with short design lead times. American automakers dedicated themselves to reengineering their product development systems, benchmarking the Japanese model, and outsourcing increasing levels of vehicle content and design responsibility. This paper analyzes how these attempts at institutional imitation evolved new approaches to supplier involvement in design in the U.S. auto industry based on interviews conducted during 1998-2001. Although once copying the Japanese model, the United States has chosen a modified approach and developed models distinctively different from the original. The authors identify two dominant supplier management models emerging during this time and a newly emerging hybrid original equipment manufacturer/supplier relationship style. Concepts from organizational design and behavioral economic theories are used to explain observations across industries overtime. Evidence suggests that American automaker practices have not evolved to support the great responsibility being outsourced to suppliers. There are still barriers that create adversarial relationships when a partnership model is required for true integration of design efforts.  相似文献   

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如果简单地从供应链的角度来看,元器件分销商的存在似乎增加了不必要的供应环节和成本,让原本直线形的供应链变成了曲线.然而,真正深入到这个行业来研究,就会发现其实并非如此,元器件分销商在供应链中所起到的作用是延长和连接,将元器件制造商的服务和产品延长到客户端,将整机厂商的真实需求带到元器件厂商面前,将原本断开的链条紧密地连接起来.作为分销商,在此供应链中发挥的作用主要表现在以下三个方面:核心产品-增值服务能力,核心技术-技术支持能力,核心能力-客户挖掘能力.为了达到上述三个方面的要求,作为分销商可以在以下方面加以提高:  相似文献   

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The telecommunications policies of the United States have mostly been spearheaded through the “Free Market Philosophy.” The Federal Communications Commission has been most influential in leading this effort. This philosophy has permeated U.S. international telecommunications, and its effects are producing interesting results worldwide.  相似文献   

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The use of agent and multiagent techniques to assist humans in their daily routines has been increasing for many years, notably in command and control C2 systems. In this context, we propose using multiagent planning and coordination techniques for resources management in C2 systems. The particular problem we studied is the design of a decision-support for antiair warfare on combat ships. In this paper, we refer to the specific case of several combat ships defending against incoming threats and where coordination of their respective resources is a complex problem of capital importance. Efficient coordination mechanisms between the different combat ships are then important to avoid redundancy in engagements and inefficient defence caused by the conflicting actions. To this end, we present four different coordination mechanisms based on task sharing. Three of these mechanisms are communication-based: central coordination, contract Net coordination, and ~ Brown coordination, while the last one is a zone defence coordination and is based on conventions. Finally, we present the results obtained while simulating these various mechanisms  相似文献   

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This research examines the ability of transaction cost economics and resource-based view constructs to explain a firm's decision to either develop a service capability internally or purchase the same service externally. This research objective is accomplished via the examination of two case studies that demonstrate two contrasting approaches to the provision of cross dock services in the automotive industry. The results of the research provide evidence that the firm boundary decision is sensitive to personal management perceptions of the underlying service, and thus, can be influenced as much by decidedly subjective criteria (e.g., a manager's view of the service as "a mere commodity" versus "strategically important") as by market realities or the more objective criteria implied by the constructs embodied in transaction cost economics and the resource-based view of the firm. Further, the research reveals the inconsistencies that can sometimes exist between the formal and informal integration mechanisms employed by a firm.  相似文献   

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