short answer;

Chapter II

1. Supply chain management also includes the following main contents: 1. partner relationship management of strategic suppliers and users; 2. Supply chain product demand forecasting and demand planning management; 3. Design and layout optimization of supply chain; 4. Synchronous management of material supply and demand between processes within enterprises; 2. Difference between supply chain management and traditional management mode; 1. Supply chain management regards all node enterprises in the supply chain as a whole; 2. Supply chain management. Emphasize and rely on strategic management 3. Adopt integrated management ideas and methods for all related enterprises 4. Emphasize the establishment of cooperative partnership among enterprises 5. Coordination and incentive mechanism of supply chain management

3. Some problems to be solved in the implementation of supply chain management 1. The cooperative relationship between supply chain enterprises is not close 2. The supply chain cost is too high 3. The supply chain inventory level remains high 4. Supply chain information * * * Poor enjoyment, untimely delivery of orders, poor coordination between enterprises

4. Solutions to problems to be solved in supply chain management, 1. Matching internal structure and supply chain structure, 2. Changing from vertical to vertical multi-dimensional spatial thinking mode, 3. Establishing complementary advantages and cooperative relations between enterprises, 4. Establishing a distributed and transparent information integration system, 5. Removing departmental obstacles, Implement coordinated work and parallel operation 6. Establish risk sharing and benefits * * * Enjoy the cooperation mechanism

5. The characteristics of the principal-agent problem between supply chain enterprises 1. The relationship between supply chain enterprises is a kind of "cooperation-competition" 2. The principal-agent problem between supply chain enterprises is a multi-stage dynamic feature 3. The principal-agent problem between supply chain enterprises is a multi-task principal-agent 4. The principal-agent problem between supply chain enterprises is the coexistence of adverse selection and moral hazard

6. Specific measures to prevent supply chain risks 1. Establish strategic partnership 2. Strong information exchange and * * * Enjoy 3. Strengthen the incentive to supply chain enterprises 4. Flexible design 5. Daily management of risks 6. Establish emergency response mechanism

7. Causes of demand variation and amplification 1. Demand forecast and correction 2. Product pricing and sales strategy lead to increased order size variability 3. Large-scale ordering 4. Replenishment and supply period extension 5. Game between rationing and shortage

8. Impact of hockey stick phenomenon on company operation 1. Inventory cost of the company is much higher than when demand is balanced 2. A large number of orders are processed by the company. Logistics workers and related facilities and vehicles are idle at the beginning of the period, but they can't finish working overtime at the end of the period. 3 Increase overtime and logistics costs, increase staff error rate. 4 Loss of end customers

9. Ways to alleviate the effect of "demand variation amplification". 1 Improve the * * * enjoyment of demand information by supply chain enterprises. 2 Scientifically determine pricing strategies. 3 Improve the level of operation and management. Shorten the lead time 4. Improve the transparency of supply capacity

11. Ways to alleviate the phenomenon of "hockey stick" 1. Reduce the price every day 2. Combine the total discount with the price reduction of some products 3. Adopt different statistics and assessment cycles for different dealers 4. Work with dealers * * * Enjoy the demand information and improve the forecasting method. 5. The company can provide a discount scheme according to the actual sales volume of each dealer.

11. Methods to alleviate the difference in the ratio of complete sets of materials. 1. The collection and distribution center is responsible for the centralized procurement, transportation and transfer of raw materials needed by manufacturers. 2. The collection and distribution center is responsible for gathering small-batch transshipment into large-batch integrated transportation (unpacking and LCL business). 3. The collection and distribution center is responsible for the centralized procurement of raw materials. Parts and components are selected, assembled and delivered to each station of the production line on time according to the demand plan of the manufacturer and assembler

12. The role of supply contract 1 reduces the influence of bullwhip effect 2. The signing of supply contract reduces the inventory in the supply chain 3. Supply chain enterprises sign contracts after confirming the cooperation relationship. Make each node enterprise clear their respective responsibilities. 4 Supply contracts can improve the information enjoyment in the supply chain. 5 Realize the coordination of the supply chain system. Eliminating double marginal effect 6 Supply contract makes the overall profit of supply chain under decentralized decision-making equal to that under centralized system as much as possible by adjusting the membership relationship of supply chain

7 enhances the cooperative relationship of supply chain members

13. The main problem of repurchase contract 1 If the residual value of surplus inventory handled by retailers is higher than that of surplus inventory handled by suppliers, the efficiency of repurchase will be reduced 2. Returning goods will generate transportation costs 3. Irrational retailers will over-purchase. It increases the uncertainty of supply chain, reduces the enthusiasm of retailers to promote goods, and if manufacturers have production capacity restrictions, it will lead to a shortage of retailers. This leads to the bullwhip effect

14. The value of supply chain partnership is conducive to the formation of enterprise integration model based on strategic partnership 2. It is conducive to the establishment of quality assurance system of strategic partnership 3. It is conducive to the technology diffusion and service cooperation in strategic partnership 4. It is conducive to improving the overall response speed of supply chain to customer orders

15. The goal of supply chain partnership < P > For manufacturers (buyers), 1 reduce cost (reduce contract cost) 2 realize quantity discount, Stable and competitive price 3. Improve product quality and reduce inventory level 4. Improve time management 5. Shorten delivery lead time and improve reliability 6. Improve process-oriented enterprise planning 7. Achieve better product design and faster response speed to product changes 8. Strengthen data information acquisition and management control

Ensure stable market demand for suppliers (vendors) 1. Better understand or understand user needs 3. Improve operation quality 4. Improve parts production quality 5. Low production cost 6. Improve the response speed and flexibility to the buyer's delivery date change 7. Get higher profits (compared with suppliers with non-strategic cooperative relationship)

For both parties, 1. Improve communication with each other, 2. Achieve the same expectations and goals, 3. Take risks and enjoy benefits, 4. Participate in product and process development. Realize mutual process integration, technology and physical integration, 5 reduce the influence of external factors and the risks caused by them, 6 reduce speculative ideas and speculative probability, 7 enhance the ability of conflict resolution, 8 in order, production, Achieve economies of scale in transportation to reduce costs 9 reduce management costs 11 improve asset utilization

16. Main factors to consider when selecting partners

The influencing factors of supplier selection mainly include the following aspects: 1 price factor 2 quality factor 3 delivery cycle factor 4 delivery punctuality factor 5 variety flexibility factor 6 design capability factor 7 other influencing factors 8 special process capability factor

17. Evaluation criteria of supply chain partner selection

Comment. Setting principle of price criteria (indicator system) 1 System comprehensiveness principle 2 Concise and scientific principle 3 Stable comparability principle 4 Flexible operability principle 5 In the actual selection process, all major influencing factors of suppliers must be comprehensively considered

General structure of comprehensive evaluation criteria (indicator system)

Main factors affecting partner selection 1 Enterprise performance 2 Business structure and production capacity 3 Quality system 4 Enterprise environment 5 Comprehensive evaluation indicator system

18. Common methods for partner selection 1 intuitive judgment 2 bidding 3 negotiation selection 4 procurement cost comparison 5ABC cost approach 6 analytic hierarchy process 7 neural network algorithm for partner selection

19. The key issues in establishing supply chain cooperation at different stages must first be supported by the top management, and enterprises should maintain good communication. In the strategic analysis stage of establishing mutual trust, it is necessary to understand each other's enterprise structure and culture, solve the obstacles between society, culture and attitude, and appropriately change the enterprise structure and culture, and at the same time establish a unified and consistent operation mode or system among enterprises, solve the obstacles in business process and structure, partner evaluation and selection stage, and increase contact with major suppliers and users. Enhance mutual understanding and maintain a certain consistency between each other. In the implementation stage of the establishment of supply chain strategic cooperation, it is necessary to analyze expectations and needs, and they need close cooperation. In the implementation stage, it is most important to strengthen information sharing and provide technical exchanges and design support to each other. Good wishes, flexibility, conflict resolution skills, performance evaluation (evaluation), effective technical methods and resource support are all important

21. Problems in traditional enterprise inventory management mode 1. Main problems in inventory control under traditional enterprise management mode 2. Lack of overall concept of supply chain, The idea of inventory management is backward. 3. The understanding and definition of user service is inappropriate. 4. Inaccurate delivery status data. 5. Inefficient information transmission system. 6. Simplification of inventory control strategy. 7. Lack of cooperation and coordination. 8. The production process design of products does not consider the impact of inventory in the supply chain. 9. In the structural design of the supply chain, It is also necessary to consider the impact of inventory. 11 The ideas and methods of inventory control under the traditional enterprise management mode can no longer meet the needs of modern market competition in the era of supply chain management

21. The relationship between supply chain uncertainty and inventory The impact of uncertainty on inventory 1. The convergence uncertainty of traditional supply chain is widespread. The phenomenon of independent information system (information island) between enterprises is concentrated. 2. There are information barriers and communication obstacles between enterprises, and enterprises have to build inventory to cope with unexpected events. The existence of inventory is actually the result of information blockage and closure. 3. The convergence uncertainty among supply chain enterprises can be reduced by establishing a strategic partnership supply chain alliance or supply chain collaboration. 1. The reduction of convergence uncertainty among supply chain enterprises can eliminate the impact of operational uncertainty on inventory. 2. Only under the conditions of supply chain can enterprises obtain favorable conditions for effective control of production systems. Eliminate unnecessary inventory phenomenon in the production process. 3. Traditionally, the information of suppliers or distributors is an exogenous variable of production decision, and it is impossible to foresee the change information of external demand or supply. Or get delayed information. 4. The strategy of inventory management is also to consider independent inventory points instead of using * * * information. 5. Inventory has become a necessary condition to maintain the normal operation of production.

22. The significance of implementing VMI reduces the total inventory cost of supply chain. 1VMI eases the uncertainty of demand. 2VMI solves the dilemma brought by conflicting implementation standards. 2VMI, Replenishment frequency is usually increased from once a month to once a week or even once a day. In 3VMI, the coordination of the whole supply chain will support suppliers' demand for stable production. 4VMI will reduce transportation costs and improve service level. 1 From the retailer's point of view, service level is often measured by product availability. 2 In VMI, The coordination between multi-user replenishment orders and delivery has greatly improved the service level. 3VMI can make product updates more convenient. 4 The transportation process used in VMI has further improved customer service.

23. The method of implementing VMI 1 To implement VMI strategy, it is necessary to change the way orders are handled. Establishing a standard-based entrusted order processing mode 2. Transparency of inventory status (for suppliers) is the key to implementing supplier management of user inventory 3. Steps for implementing VMI strategy 4. Conditions suitable for implementing VMI strategy 5. Ways for suppliers to manage inventory:

24. Advantages of joint inventory management based on coordination center 1. It provides conditions and guarantees for realizing synchronous operation of supply chain 2. It reduces demand distortion in supply chain. Reduce the uncertainty of Z-inventory and improve the stability of supply chain. 3 Inventory, as the link of information exchange and coordination between supply and demand, can expose the defects in supply chain management. Provide a basis for improving the management level of supply chain. 4. Create conditions for realizing zero inventory management, just-in-time procurement and fine supply chain management. 5. Further embody the principle of sharing resources and risks in supply chain management.

25. Implement strategy of joint inventory management. 1. Establish coordination management mechanism between supply and demand. 2. Establish coordination control method of joint inventory with cooperation goal. 4. Establish a channel or system for information communication. 5. Establish benefit distribution. Coordination mechanism 6 plays the role of two resource planning systems 7. Establish rapid response system 8. Play the role of third-party logistics enterprises

28. A new understanding of inventory management 1. The long-term understanding of the role of inventory has produced diametrically opposite views on whether inventory exists because of "reserve" or because of "idleness" 2. From in-depth research, it is found that inventory is not a simple problem of resource reserve or idleness. It is an organizational behavior problem

29. Supply chain enterprise planning needs to consider the following aspects: 1. Methods and tools of supply chain enterprise planning 2. Optimization methods of supply chain enterprise planning 3. Planning types 4. Hierarchy of supply chain enterprise planning

31. Presentation of synchronized supply chain enterprise planning 1. Presentation of synchronized supply chain enterprise planning is the inevitable choice for enterprises to finally realize agile supply chain management 2. Synchronization planning ability of supply chain enterprises. So that the problems in the modification or implementation of the plan can be enjoyed and supported in the whole supply chain, and the management of materials and other resources is carried out in a real-time traction mode rather than an unlimited promotion process. 3 The synchronization plan of supply chain enterprises is put forward to challenge various constraints in the operation of supply chain. 4 To realize the synchronization plan of supply chain, A transparent cooperation mechanism between agents must be established

31. The new features of the production planning process under supply chain management: vertical and horizontal information integration process 1 refers to the information integration of the supply chain from downstream to upstream. Horizontal refers to the information between enterprises producing the same or similar products * * * Enjoy

expanding the role of capacity balance in planning. 1. Provide basis for revising master production plan and input-output plan. 2. Make outsourcing decision and outsourcing decision of spare parts (raw materials). 3. Provide guarantee for efficient operation of supply chain management. 4. Update the capacity status of this enterprise and upstream enterprises in real time to make production plan more feasible.

The circular process of planning has broken through the limitation of enterprises. 1. Under supply chain management, the information flow of production plan has crossed. Enterprises, thus adding a new closed loop of information flow

33. The key factors in the implementation of CPFR 1 treat the interaction between partners and supply chain with a "win-win" attitude 2 provide continuous guarantee for the successful operation of supply chain and * * * share responsibility 3 resist turning opportunities 4 realize cross-enterprise and team-oriented supply chain 5 develop and maintain industry standards

case; Case analysis topic

1. (Clothing) From the perspective of logistics, what risks may A company have?

a: first, in terms of sales methods, company a only has mail order and telephone order sales methods, and the time period is too long in terms of mail order, while telephone order has problems in telephone charges and telephone dialing rate. Secondly, in the control of return, the return process is "customer-friendly", and the failure to establish an appropriate reverse logistics management system has led to a large expenditure. Thirdly, on the supplier side, because the garments sold by Company A are commissioned by Korean, Hongkong, Taiwan Province and Singaporean manufacturers, the international environmental factors have a great influence on the future success of ABC Company. Once the political and diplomatic relations between the country where the company is located and the country where its suppliers are located deteriorate, Company A will soon face the danger of lacking suppliers. Even if the political and diplomatic relations between the country where the company is located and the countries where the suppliers are located are stable, if there is an international war, it will also affect the punctuality of ABC's final receipt and delivery. In addition, the changes in domestic consumption preferences and fashion trends will also have a great impact on the success of ABC Company.