准时制(JIT)采购的战略价值及实施

本文通过和传统的采购方式的比较,分析了准时制（JIT）采购的战略价值,进而提出如何根据我国的实际情况实施JIT采购,从而提高企业参与全球化竞争的能力。     

基于权系数的区域物流园区规划的一种方法

针对区域物流园区规划的主要因素,结合客观赋值法,建立区域物流园区规划模型,采用权系数法对区域物流园区规划方案进行综合评价,从而选定优化方案,并将优化模型应用到物流园区实际规划项目中.     

基于供应链的供应商选择风险浅析

供应链上供应商的选择是供应链管理的重要环节,直接影响企业的竞争优势。本文从风险角度对供应商的选择进行分析,并提出了防范风险的途径,通过建立长期稳定的合作伙伴关系实现供应链的优化。     

包含逆向物流的供应链库存控制问题研究

逆向物流的参与使得供应链库存管理问题更加复杂,为了切合物流运作的实际,本文在介绍逆向物流库存控制的最新理论--收集商管理库存(CMI)的基础上,引入逆向物流产品回收率a和修复率b两参数,建立了逆向物流产品到达服从泊松分布,产品修复周期为L的连续库存控制模型.经求解,模型的订货周期T和订货批量Q与修复周期L无关,是关于回收率a和修复率b的减函数且都较经典EOQ模型的订货周期和订货批量小.     

基于粗糙集与未确知模型的供应商风险评估方法研究

供应商是制造商材料的来源,供应商风险的发生可能导致原来井然有序的供应链无法正常运转,因此,供应商风险的预警与评估在供应链风险管理中占据着举足轻重的地位。本文提出一种基于粗糙集和未确知测度理论的供应商风险评估方法,该方法首先运用粗糙集理论对繁杂的供应商风险指标体系进行精简,并确定指标权重,然后运用未确知测度模型对供应商风险进行评估,从而使评估结果更加客观。最后在实证研究中以某汽车制造商企业供应商风险评估体系为例,阐明了该评估方法的科学有效性以及评估结果的合理性。     

汽车零部件供应商关系二维定量甄别研究

针对目前供应商关系识别以定性为主的现状,结合汽车零部件供应特征,建立了汽车零部件供应商关系二维定量甄别模型,从关系的类型和生命周期2个维度上对供应商关系进行定量甄别。在类型维度上将供应商关系分为合作伙伴、一般供应和临时采购3种关系类型,分类量化指标是价值比例、数量比例、到货及时率和潜在供应商数量,并采用Fisher判别分析法对其进行定量判别。生命周期维度上将供应商关系分为考察期、发展期、成熟期和衰退期4个阶段,将交易发展指数作为其量化指标。实证分析表明,所提出的供应商关系定量甄别指标和方法,能够有效地识别供应商关系的状态及其变化。     

Mechanisms for Increasing Sourcing from Capacity‐Constrained Local Suppliers

The fresh produce supply chain is characterized by large (mainstream) farms that are located far from consumers, and capacity‐constrained (local) farms that are located close to the consumer. In this setting, we study: (i) how leadtime and capacity asymmetry between mainstream and local farms affect a retail grocer's order policy for fresh produce, and (ii) how various operational mechanisms can increase the amount sourced from local farms. We show that this supply chain structure is disadvantageous for local suppliers (farms) because it induces the retailer to treat the local supply as a de facto responsive supply without paying a premium for the responsiveness. This disadvantage is exacerbated when the retailer's objective is to achieve a high service level. We study three mechanisms that can improve conditions for local farms: working with an intermediary, backhauling, and a retail order policy, purchase guarantee, that explicitly supports local farms. The intermediary and backhauling mechanisms help the local farm by making local supply more attractive to the retailer, inducing her to order more locally sourced produce. The intermediary reduces the retailer's overstock and stockout costs whereas backhauling increases the average margin. The purchase guarantee order policy helps local farms at the expense of retail profit. However, we show that purchase guarantee and backhauling are complementary mechanisms that together can benefit the retailer and local farms.     

Sourcing from Multiple Suppliers for Price‐Dependent Demands

We analyze a model that integrates demand shaping via dynamic pricing and risk mitigation via supply diversification. The firm under consideration replenishes a certain product from a set of capacitated suppliers for a price‐dependent demand in each period. Under deterministic capacities, we derive a multilevel base stock list price policy and establish the optimality of cost‐based supplier selection, that is, ordering from a cheaper source before more expensive ones. With general random capacities, however, neither result holds. While it is optimal to price low for a high inventory level, the optimal order quantities are not monotone with respect to the inventory level. In general, a near reorder‐point policy should be followed. Specifically, there is a reorder point for each supplier such that no order is issued to him when the inventory level is above this point and a positive order is placed almost everywhere when the inventory level is below this point. Under this policy, it may be profitable to order exclusively from the most expensive source. We characterize conditions under which a strict reorder‐point policy and a cost‐based supplier‐selection criterion become optimal. Moreover, we quantify the benefit from dynamic pricing, as opposed to static pricing, and the benefit from multiple sourcing, as opposed to single sourcing. We show that these two strategies exhibit a substitutable relationship. Dynamic pricing is less effective under multiple sourcing than under single sourcing, and supplier diversification is less valuable with price adjustments than without. Under limited supply, dynamic pricing yields a robust, long‐term profit improvement. The value of supply diversification, in contrast, mainly comes from added capacities and is most significant in the short run.