基于供应链的延迟制造

延迟制造，是指根据顾客订单的要求完成产品的最终生产与包装的一系列活动。首先从延迟制造的研究背景出发，在追踪国内外延迟制造的基础上，分析了延迟制造的运作特征、应用条件和实施策略。尤其是顾客需求切入点的位置对延迟制造的影响。接着对惠普公司延迟制造的应用案例进行了分析。然后基于第三方物流的运作特性，论述了延迟制造和第三方物流的关系。最后得出延迟制造的应用促进了第三方物流的发展，而第三方物流是延迟制造应用的充分保障的结论。     

利用延迟制造重塑生产过程

延迟制造是供应链管理下的生产组织的新思想，是一种为适应大规模定制生产而采取的策略。本文通过对延迟制造的类型、结构及用户订单分离点的介绍，提出建立延迟制造系统的决策模型，即分别根据产品差别、过程特征、技术特征及市场特征对延迟制造进行分类。     

客户隐性知识对延迟策略实施的影响及其获取方法研究

客户隐性知识能否被有效获取是影响延迟策略实施的一个关键因素。探讨了延迟生产系统知识管理的必要性,总结了传统制造模式和延迟策略实施模式下生产系统管理的区别,提出了延迟策略实施过程中知识管理的运行机理。实证分析表明,基于事例推理的客户隐性知识的获取对实施延迟策略生产系统具有重要的作用。     

审计延迟、披露延迟与信息延迟:影响因素及差异性分析

审计延迟与披露延迟二者共同作用影响信息的及时性.本文将审计延迟、披露延迟与信息延迟纳入同一个框架研究其影响因素及差异性.实证检验结果显示,审计延迟比披露延迟对信息延迟的影响程度更高.监管压力显著增加了审计延迟和信息延迟的时滞,但对披露延迟没有影响.公司相对规模与审计延迟、披露延迟及信息延迟显著正相关.未预期盈利为正的公司审计延迟、披露延迟与信息延迟的时滞更短.我们还发现影响审计延迟与披露延迟的因素存在差异,有些因素如事务所规模和准则变化对审计延迟与披露延迟的影响是相反的,这种相反作用在对信息延迟的影响中相互抵消并使变量的相关性变得不显著.     

缩短购销活动信息延迟的初步研究

在企业购销活动中合理控制信息延迟非常重要。本文分析了总信息延迟时间的构成要素,提出了缩短信息延迟的一般原则和数学模型;对于企业购销活动信息延迟作了初步分类,给出了缩短企业购销活动信息延迟的一些技术手段和管理策略。     

移动通信创新的时机选择和牌照发放的规制延迟

在移动通信这一动态领域,政府延迟3G牌照发放无疑会影响厂商的4G技术开发.一个信号传递的两期博弈模型展示了移动通信技术演进和有关牌照发放规制延迟相互作用关系.厂商决定其技术的创新时机,并将有关延迟的边际成本作为私人信息传递给电信管理部门,促使其调整牌照发放的规制延迟.在产品创新的成本随时问而下降时,信号传递模型的分离均衡提供创新和规制延迟随时间演进的预测.     

延迟区分战略—实现大规模定制生产的有效途径

以延迟区分战略的基本思想为基础,通过把延迟区分战略理论运用到大规模定制生产模式中去,提出了基于延迟区分战略的大规模定制生产供应链模型,并对该模型进行分析,说明了延迟区分战略是实现大规模定制生产模式的有效途径.     

基于供应链管理的分销型企业库存控制探讨

本文分析了分销型企业目前库存控制存在的问题,针对这些问题指出分销型企业的库存控制必须基于供应链管理的思想,在吸收了目前供应链管理中多种库存控制方法即供应商管理库存(VMI)、联合库存控制(JMI)、多级库存控制的优势的基础上,提出中心化多级库存联合控制的方法,论述了该方法的思想及其实施方法.     

两级供应链中订货延迟的影响分析

基于报童模型,在1个供应商和2个零售商组成的供应链系统中,建模分析了零售商实行订货延迟策略对自身、供应商和供应链系统的利润影响,得出了它们各自的订货时机偏好,并根据服务水平描绘了供应商和零售商的订货偏好区域分布图,由此得到零售商订货时的Pareto最优区域。研究结果表明,在通常情况下供应商希望零售商预订,而零售商喜欢延迟订货,这和现实情况是相符的。结果还表明,在某些情况下零售商延迟订货对自身有利,但对系统不利;当供应商服务水平较高时,零售商延迟订货对自身、对系统都有利。     

基于部分延迟支付期限的易损品经济批量订货模型研究

已有考虑延期付款的EOQ订货模型多为单层延期支付,而忽略了供应商与其上级供应商,或零售商与其下级零售商的关系。而实际易损品,由于资金约束导致零售商和下游顾客都延迟支付,不同层级延迟支付期限对运营成本与订货周期的策略影响如何?为此,文章在Huang’s模型基础上,考虑零售商、顾客都存在部分延期支付情况下,易损商品三阶段经济批量订货策略,证明了最优订货策略的存在性及唯一性,并分析了参数的影响特征。研究结果表明:(1)当零售商的延迟支付期限大于顾客的延迟支付期限时,零售商最优订货周期和最优订货数量随着变质率的增大而减小,此时零售商应该选择增加订货频率,减少订货数量的策略。(2)当零售商的延迟支付期限小于顾客延迟支付期限时,零售商的最优订货周期和最有订货数量随着变质率的增大而增大,此时零售商应该选择减少订货频率,增加每次订货的订货数量策略。     

Supply chain scheduling optimisation in mass customisation based on dynamic profit preference and application case study

Traditionally, the ‘postponement strategy’ is a better way to solve the contradiction between ‘scale production effect’ and ‘customised demand level’ in mass customisation (MC). In higher customisation situation, the conflict between the role of postponement and the higher level of customised demand must be outstanding. When MC operates in supply chain, the excellent flexible characters of the supply chain system will create better conditions to solve the conflict from a new perspective, but the operating combination of MC and the supply chain with uncertain characters will lead to various complicated contradictions and bottlenecks. In this article, we discuss the supply chain scheduling optimisation in MC based on dynamic profit preference to solve these contradictions and bottlenecks, establish a special optimisation model to implement the scheduling. We make a computational industrial case study to illustrate the method application and show the benefits of solving the key contradiction in MC by the supply chain scheduling.     

Application and evaluation of packaging postponement strategy to boost supply chain responsiveness: a case study

The purpose of this study is to demonstrate how packaging postponement can be effectively leveraged in a dynamically changing diverse retail market where responsiveness is key. The study also guides about the empirical evaluation of how packaging postponement affects the performance in the sanitary pads supply chain by considering operating measures. The focal company belongs to the Indian Fast Moving Consumer Goods sector, hygiene products category. It examines the measures that are critical to a responsive supply chain and presents a comparative analysis of selected measures before and after implementation. The findings illustrate that the packaging postponement not only improves competitive advantage but also significantly contributes to improving product proliferation and supply chain responsiveness. The study provides understanding of drivers and obstacles for packaging postponement strategy with operational insights about ‘how-to’ implement. Most of modelling-based research studies justify the adoption of postponement through savings in inventory only and underplay on other operating measures. While justifying, studies emphasise ‘form’/manufacturing aspects and underestimate the packaging aspects of postponement. This paper addresses these gap areas by systematically highlighting prerequisites and demonstrates the benefits of adopting a packaging strategy to handle variety and responsiveness in an emerging economy.     

Value of and Interaction between Production Postponement and Information Sharing Strategies for Supply Chain Firms

We analyze the value of and interaction between production postponement and information sharing, which are two distinct strategies to reduce manufacturers’ uncertainty about demand. In both single‐level and two‐level supply chains, from the manufacturer's perspective, while information sharing is always valuable, production postponement can sometimes be detrimental. Furthermore, the value of production postponement is not merely driven by savings in inventory holding cost as postponement enables the manufacturer to avoid both excess and shortfall in production. We find that production postponement and information sharing strategies may substitute, complement, or conflict with each other, depending on the extent of the increase in the unit production cost when production is postponed. In a two‐level supply chain, from the retailer's perspective, information sharing and production postponement can be beneficial or detrimental. When information sharing is beneficial to the retailer, the retailer always shares her demand information with the manufacturer voluntarily. In addition, this voluntary information sharing is truthful because inflated or deflated demand information hurts the retailer through a higher wholesale price or a stock‐out. However, the retailer never shares her demand information voluntarily if the manufacturer has already adopted production postponement because production postponement and information sharing strategies always conflict with each other. Even when the retailer does not benefit from information sharing, we show that the manufacturer can always design an incentive mechanism to induce the retailer to share the demand information, irrespective of whether the manufacturer has already implemented production postponement or not. The above findings underscore the need for a careful assessment of demand uncertainty‐reduction strategies before the supply chain players embark upon them.     

Analysis of postponement strategy by EPQ-based models with planned backorders

This paper develops economic production quantity (EPQ)-based models with planned backorders to evaluate the impact of the postponement strategy on a manufacturer in a supply chain. We derive the optimal total average costs per unit time for producing and keeping n end-products in a postponement system and a non-postponement system, respectively. By comparing the optimal total average costs of the two systems, we evaluate the impact of postponement on the manufacturer under four circumstances. Our results show that postponement strategy can give a lower total average cost under certain circumstances. We also find that the key factors in postponement decisions are the variance of the machine utilization rates and the variance of the backorder costs.     

Mitigating the effect of risk conditions on supply disruptions: the role of manufacturing postponement enablers

While previous published studies have evaluated the drivers of supply disruptions, only a few have empirically investigated the role of manufacturing postponement enablers as mitigating practices. This work explores the complex interaction between supply disruptions (i.e. supplier failure, purchase unavailability), risk conditions (i.e. antecedents that positively influence the probability and severity of supply disruptions) and manufacturing postponement enablers (i.e. product and process modularity). Specifically, we aim at understanding ‘when’ manufacturing postponement enablers should be adopted the most and ‘if’ their adoption can fully mitigate the effect risk conditions exert on supply disruptions’ probability and severity. To achieve our objective, we developed a conceptual model, and we tested it using survey data from 54 Italian manufacturing companies. The results show that supply market difficulty and technological uncertainty imply a higher probability and severity of disruptions associated with supplier failure and purchase unavailability. Most importantly, we provide evidence of the role played by product and process modularity in fully mitigating the effect of technological uncertainty on supply disruptions.     

供应链提前期风险空间传递机理与控制策略

针对供应链结构特性,本文分析了供应链提前期风险在链状供应链上的空间传递机理;根据风险因素作用的特点,将提前期风险划分为节点企业自身提前期风险、物流延期风险和传递风险。在此基础上,构建了供应链提前期风险空间传递模型和供应链提前期风险控制机理框架,并提出了关键的控制策略;最后通过算例分析验证了模型的有效性。     

A two-stage stochastic programming approach for identifying optimal postponement strategies in supply chains with uncertain demand

In the course of globalization, applying mass-customization strategies has led to a high diversity of variants in many economic sectors. Thus, customer demands are often less predictable, and handling increasing inventory stocks as well as avoiding shortfalls have become particularly important. All these complexity drivers result in higher supply chain risks. Postponement strategies have been proposed as a suitable approach to address these problems. Although the concept of postponement and its impact on the supply chain are theoretically well discussed, optimally configuring the entire production and distribution activities is still challenging. We present a two-stage stochastic mixed-integer linear programming model, which comprises an integrated production and distribution planning approach, and considers postponement concepts. In comparison to earlier approaches that examine postponement strategies, our model supports the decision maker under demand uncertainty and considers lead times, penalty costs for shortfalls, as well as inventory-keeping decisions over a tactical planning horizon. This allows an integrated investigation of both form and logistics postponement concepts. Moreover, we consider the decision maker’s risk attitude identifying non-dominated profitable and risk-averse strategies. We illustrate the benefits of the model by using a case study from the apparel industry, and present the results of a sensitivity analysis with respect to varying demand uncertainty and demand correlations as well as different preferences regarding risk aversion. Furthermore, we carry out performance and quality benchmarks and compare the results of a standard mixed-integer linear programming solver, a parallel nested Benders approach and a sample average approximation technique.     

Coordinated responsiveness for volatile toy supply chains

Demands for innovative products in short selling windows are highly unpredictable. This volatility creates demands with dramatic peaks and troughs due to risk-avoidance behaviours among manufacturers and retailers. The consequences are high obsolete inventory, lost sales, and markdowns. Theoretically, the concepts of quick response and postponement are among the potential solutions for such as a volatile and seasonal toy supply chain. This study explores the role of responsiveness and coordination in improving supply chain performance. It is based on an in-depth case study in a European toy supply chain. Consumer and retailer demand patterns and their implications to the manufacturer's supply chains are analysed. Opportunities for relocating order penetration points (OPP) and quick response are simulated, and appropriate relocation rules are established. It is concluded that OPP relocation and responsiveness are beneficial but inadequate in improving the supply chain. Coordination of ordering behaviours is necessary. Coordination processes to achieve greater performance between the toy manufacturer and two of its retailers are presented. Furthermore, the concept of ‘coordinated responsiveness’ is proposed, which combines the concepts of quick response, accurate response and coordination.