供应链设计与管理概念.战略与案例研究-(第3版) 本书特色

《供应链设计与管理:概念、战略与案例研究(第3版)》：工商管理经典教材·运营管理系列，教育部高校工商管理类教学指导委员会双语教学推荐教材。

供应链设计与管理概念.战略与案例研究-(第3版) 目录

序言前言第1章　供应链管理介绍第2章　库存管理和风险分担第3章　物流网络规划第4章　供应合同第5章　信息价值第6章　供应链整合第7章　配送战略第8章　战略联盟第9章　采购及外包战略第10章　全球物流与风险管理第11章　协调的产品和供应链设计第12章　顾客价值第13章　智能定价第14章　信息技术和业务流程第15章　技术标准

供应链设计与管理概念.战略与案例研究-(第3版) 节选

这是一本经典的供应链管理教材，在供应链领域做出了重要的贡献．也是供应链管理发展的一座里程碑。与其他同类教材不同的是，《供应链设计与管理:概念、战略与案例研究(第3版)》没有过多地涉及技术问题，而是以足够的深度和广度全面涵盖了供应链的各个主题，并指出了这一领域的主要挑战。《供应链设计与管理:概念、战略与案例研究(第3版)》反映了供应链领域的*新理论研究成果与业界实务，并配以相应经典的与全新的案例分析，涉及库存管理，网络规划、战略伙伴、风险管理以及技术标准等方面的一些问题。各章自成体系，教师可以根据课时情况和需要选择章节讲授。《供应链设计与管理:概念、战略与案例研究(第3版)》适合用作工商管理专业本科生与硕士生、管理科学与工程专业本科生与硕士生的物流和供应链管理课程教材，也可以作为企业供应链管理人员和咨询者的参考书。

供应链设计与管理概念.战略与案例研究-(第3版) 相关资料

插图：Inventory Control Consider a retailer that maintains an inventory of a particular product. Since customer demand changes over time, the retailer can use only historical data to predict demand. The retailer's objective is to decide at what point to reorder a new batch of the product, and how much to order so as to minimize inventory ordering and holding costs. More fundamentally, why should the retailer hold inventory in the first place？ Is it due to uncertainty in customer demand, uncertainty in the supply process, or some other reasons'？ If it is due to uncertainty in customer demand, is there anything that can be done to reduce it？ What is the impact of the forecasting tool used to predict customer demand'？ Should the retailer order more than, less than, or exactly the demand forecast？ And, finally, what inventory turnover ratio should be used？ Does it change from industry to industry？Production Sourcing In many industries, there is a need to carefully balance transportation and manufacturing costs. In particular, reducing production costs typically implies that each manufacturing facility is responsible for a small set of products so that large batches are produced, hence reducing production costs. Unfortunately, this may lead to higher transportation costs.Similarly, reducing transportation costs typically implies that each facility is flexible and has the ability to produce most or all products, but this leads to small batches and hence increases production costs. Finding the right balance between the two cost components is difficult but needs to be done monthly or quarterly.Supply Contracts In traditional supply chain strategies, each party in the chain focuses on its own profit and hence makes decisions with little regard to their impact on other supply chain partners. Relationships between suppliers and buyers are established by means of supply contracts that specify pricin

供应链设计与管理概念.战略与案例研究-(第3版) 作者简介

大卫·辛奇－利维（Davld Simchi-Levi）麻省理工学院工程系统专业教授、运筹学博士。在斯隆管理学院制造业领袖培训项目与总经理培训项目中教授物流与供应链管理课程。2000年被《供应链管理评论》杂志誉为“设计大师”。

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