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1、Chapter 4 Strategic lead-time managementThis chapter：nExplores the cost of time and the drivers of time-based competition; shortening product life cycles, customers desire for reduced inventories and the dangers of being forecast dependent in an increasingly volatile marketplace. n探讨时间成本和时间竞争的驱动力；正在
2、 不断缩短的产品生命周期，客户减少库存 的要求，在动荡的市场环境下过分依赖预 测的种种风险。nExamines the concept of lead time, the order- to-delivery cycle, its components and the need to consider the wider context of the order to- cash cycle.n分析前置时间、订单周期的概念及其构成 要素，从更大范围来考察订货变现周期。nLooks at how the reduction of lead times can impact on the goal
3、s of logistics pipeline management.n研究缩短前置时间是如何影响物流渠道管 理目标的。nOutlines some of the ways in which inadequate systems design can lengthen lead times and engineer cost rather than value into the logistics process.n概括了一些不恰当的系统设计方法，它们延长了 前置时间，并增加了设计成本，却对物流过程的 增值贡献不大。nintroduces the concept of the lead-tim
4、e gap, offering a number of suggestions for lead time. n介绍前置时间差的概念，提出一些缩短前置时间 的建议。Compendiumn1.Time-based competitionn2.The concept of lead timen3.Logistics pipeline managementn4.Logistics value engineeringn5.The lead-time gapn6.Summary1.Time-based competition时间竞争Time is money.As far as cost is Conc
5、erned there is A direct relationship Between the length Of the logistics pipeline And the inventory that Is locked up in it.首先，就成本 而言，物流渠 道的长度与渠 道中的存货数 量有直接的关 系。Secondly, long lead times mean a slower response to customer requirements.其次，过长的 前置时间意味 着对客户需求 反应的延迟。Customers in all markets, industrial o
6、r consumer, are increasingly time-sensitive.Question 1What are the pressures leading to the growth of time-sensitive markets?Customers drive for forreduced inventoriesVolatile market making reliance on forecasts DangerousShortening life CyclesTime-sensitive market不断缩短的产品生命周期客户降低库存的需求由于市场多变，过于依 赖预测很危
7、险The concept of the product life cycle:For many products, there is a recognizable pattern of sales from launch through to final decline.(1) Shortening life cycles许多产品从投入市场 到最后淡出市场，其 销量遵循一个公认的 模式。The product life cycleSales()introductiongrowthmaturitysaturationdeclinetime导入期成长期成熟期饱和期衰退期产品生命周期2.Custom
8、ers drive for reduced inventoryone of the most pronounced phenomena of recent years has been the almost universal move by companies to reduce their inventories.这些年，一个最明显的 现象就是全球所有的企 业都在着手降低它们的 库存。客户降低库存的需求Question 1What is the difference between traditional and modern ways to service customers who r
9、equire just-in-time deliveries?nMany companies still think that the only way to service customers who require just-in-time deliveries is for them, the supplier, to carry the inventory instead of the customer.nInstead what is needed is for the supplier to substitute responsiveness for inventory whene
10、ver possible. 许多公司仍然认为，给客户提 供及时配送服务的唯一方法， 就是只能由供应商代替客户持 有库存。其实作为供应商真正需 要的是：在必要的时候 用快速反应来代替大量 的库存。Question 2How to achieve responsiveness? Why?Responsiveness essentially is achieved through time compression in the supply chain.Time compressionService enhancementCost reduction压缩时间完善服务缩减成本Breaking free
11、 of the classic service/cost trade-off打破传统的服务、成本 权衡关系3.Volatile market making reliance on forecasts dangerousQuestion nWhats the continuing problem for most organizations according to text?nWhats the root cause of these problems?由于市场多变，过于依赖预测很危险nA continuing problem for most organizations is the ina
12、ccuracy of forecast.nWhilst many forecasting errors are the result of inappropriate forecasting methodology the root cause of these problems is that forecast error increases as led time increases.time+-Forecast errorForecast error and planning horizons预测误差和计划水平2.The concept of lead timeQuestion What
13、s the meaning of lead time from the customers viewpoint and from the suppliers perspective respectively?From the customers viewpoint The elapsed time from order to delivery.From the suppliers viewpoint The time it takes to convert an order Into cash.从发出订单到 收到货物 的这段时 间。从接受订单到 收回现金的 时间(1)The order-to-
14、delivery cycleCustomer Places orderOrder processingOrder entryOrder assemblyTransportOrder receivedThe components of order cycle time客户订单提交 订单录入 订单处理 订单组货 运输 订货到达Total order cycle with variability1.Order communication 2.Order entry and processing3.Order picking or production5.Customer receiving4.tra
15、nsportationtotal3 Time range 1to5daysTime range 1to3days2Time range 1to9days53Time range 1to5days 2 Time range 1to3days5 days25 days15运输订单录入及处理按单拣选或生产客户接受订货前沟通订单履行周期的变动程度nIn those situations where orders are not met from stock but may have to be manufactured, assembled or sourced from external vendo
16、rs, then clearly lead times will be even further extended with the possibility of still greater variations in total order-to-delivery time. Lead time componentn.Ordering reception lead tinePlanning lead timeProcessing lead timeMaterials planning and purchase lead timesupplier lead tinetransport lead tineReception andinspection lead tineAssembly rele
