Continuing…

Right Supply Chain for your product

1^st Step:
Determine the nature of your product
Functional v.s. Innovative:
◆ Functional products: Stable predictable demand & long life cycles
Ex.) Staples, Detergent, Long lead time steel
◆ Innovative products: Unpredictable & short life cycle
Ex.) High Fashion, Entirely New Electronic devices.

Correlation Between nature of products and other Attributes

Attributes Functional Innovative
Product Lifecycle > 2 years 3 months. to 1 year
Product margin Low High
Avg. forecast error 10% 40%~100%
Avg. stockout rate 1%~2% 10%~40%
Avg. forced season- 0% 10%~25%
end markdown

2^nd Step:
Determin Structure of the Supply Chain
Supply Chain Strategy Fitting

Factors related to Respondsiveness v.s. Efficiency
Responsiveness Efficiency
Primary Purpose Respond quickly Lowest possible cost
Manuf. Focus Deploy excess capacity High utilization
Inventory Strategy Deploy significant Generate high tums
Buffer or safety stock
Lead time Focus Invest in order to decrease Shorten if no cost increase
Supplier Selection Speed, Flexibility, Quality Price and Quality
Product Desigh Modular Design Minimize Cost, High
Postponement Performance

Example
Supply Chain Types & Design Requirements

3^rd Step:Positioning your supply chain

Functional Products Innovative Products
Efficiency Supply Chain Match Mismatch
Responsive Supply Chain Mismatch Match

Other Supply Chain Design Factors

Supply chain network design (1)

(Ex.) National Semiconductor’s facility network:
Production:
Produces chips in six different locations: four in the US, one in Britain and one in Israel. Chips are shipped to seven assembly locations in Southeast Asia.
Distribution:
The final product is shipped to hundreds of facilities all over the world.
20,000 different routes, 12 different airlines are involved, 95% of the products are delivered within 45 days, 5% are delivered within 90 days.

Cost – Responsiveness Efficiency Frontier

Supply chain network design (2)
Logistics Cost related Trade-offs

Supply chain network design(3)
Logistics Costs and Required Respones Time

Supply chain integration (1)

Integration involves:
◆ Functional Integration (of purchasing, manufacturing, transportation, warehousing)
◆ Spatial Integration (across geographically dispersed vendors, facilities, markets)
◆ Hierarchical Planning (coherence and consistency among overlapping supply chain decisions at various levels of planning)

Supply chain integration (2)
Process integration : Cycle view

Supply chain integration (3)

Information Sharing & Decision support
Need for information technology & system
Intra-firm information systems;
Warehouse management systems;
Transportation management systems;
Intranet/Extranet;
MRP/ERP systems;
CRM systems.
MRP: material requirement planning, ERP: enterprise resource planning, CRM: customer relationship management.

Decision making in supply chain (1)
◆ Strategic level decision – (long term)
Location, capacity, new product development, technology management, modes of transportation.
Scale: Years.
◆ Tactical level decision – (medium term)
Inventory policies, distribution channel, resource and product allocation, subcontracting, promotion.
Scale: Month – year.
◆ Operational level decision – (short term)
Scheduling, vehicle assignments and routing, sourcing and production orders.
Scale: Minute, hour and days.

Decision making in supply chain (2)

Information system in SCM
◆ Plan driven production management
(1) Master planning system MPS
(2) Material requirement planning MRP
(3) Capacity requirement plaining CRP

◆ Demand driven production management
(1) Forecast / Demand planning
(2) Distribution requirement planning DRP
(3) Production planning & scheduling
(4) Fulfilment planning

Supply chain management function MAP

Information system fuction MAP

Supply chain collaboration

□ Cometitive model
Cost in chain are assumed fixed, and manufacturer and retailer compete through price negotiation
□ Cooperative model
Cooperate to cut costs throughout the chain. Each company in the SC, has a part in the establishment of the price, quality and customer satisfaction aspects.
□ Inter-and intra-company integration is essential.
□ Building synergies by integrating business functions, departments and companies.

Internet – Enabled suppy chain

Business to business (B2B)
Product ordering
Sharing product information
Creating display space
Defining customer information
Co-developing products
Business to customer (B2C)
Sharing packing, shipping, inventory, product movement trends and forecasts with the supply chain partners.

Continuous…

Category of industry (or products) that especially needs SCM
1) many sort and small amount production
2) products which need wide area logistic networks
3) large temporal fluctuation of demand change
4) short lifecycle products

Types of Supply Chains

(1) Push vs. Pull

A simple supply chain
A——-B A: Manufacturer B: Finished Goods Inventory (FGI) Buffer

Push system: Completed A products are sent (pushed) to B regardless of system condition.
Pull system: Removal of a product from the finished goods buffer signals the execution of inventory change, and trigger the execution of supply from A.

The production and distribution decisions with Push or Pull strategies
◆ Push supply chains:
Long term forecasts
More time to react to changing market place
Bullwhip effect
◆ Pull supply chains:
Demand driven
Elimination of inventory, reduction of bullwhip effect and increased service levels
Difficult to keep service level for longer lead time

Bullwhip Effect in push type SCM

Procter and Gamble, manufacturers Pampers
The supply chain for Pampers is broadly as follows:

Suppliers—Manufacture—Distributer—Retailer—Customer
The following demand curves are observed in PG’s supply chain:

Production Distribution Models

Push-Pull Supply Chain:
Hybrid of the Push & Pull systems
Initial stages – Push-based strategy
Final stages – Pull-based strategy
The push part – where long-term forecasts have small uncertainty and variability.
The pull part – where uncertainty and variability are high

Types of Supply Chains (2)

Lean supply chain (LSC):
Lean supply chain employs lean production and time compression in paralled. Not adapatable to future market requirements.

Agile supply chain (ASC):
Agile supply chain responds to unpredictable market changes and capitalizes on them and exploits a dynamic type of alliance known as a “virtual organization”. A virtual organization is the integration of core competencies distributed among a number of carefully chosen but real organizations.

Hybrid supply chain (HSC):
A hybrid supply chain helps to achieve mass customization by postponing product differentiation until final assembly. The lean supply chain is utilized for component productions. The agile part of the chain establishes a company-market interface to understand and satisfy requirements by being responsive and innovative.

What Makes SCM Difficult?

◆ Variations Over Time
Environment changes over time
◆Conflicts
Achieving Global Optiimization vs. Local Optimization
Minimizing the cost and maximizing the service level is frequently a difficult task for a single facility. SCM tries to optimize these globally.
◆ Uncertainty
Customer demand can never be forecasted exactlly, travel times will never be certain, machines and vehicles will breakdown.

Variations Over Time
Supply Chain evolves over time.
Customer demand and supplier capatilities change over time. Cumstomer-supplier relationship changes over time (customer power increases, …etc.)
Seasonality
Competitors pricing strategies
Advertising and Promotions
Promotions destroy the simplicity of a predictable demand for a good product at a reasonable price.

Conflicting Objectives in the Supply Chain

1. Puurchasing
◆ Stable volume requirements
◆ Flexible delivery time
◆ Little variation in mix
◆ Large quantities

2. Manufacturing
◆ Long run production
◆ High quality
◆ High productivity
◆ Low production cost

3. Warehousing
◆ Low inventory
◆ Reduced transportation costs
◆ Quick replenishment capability

4. Customers
◆ Short order lead time
◆ High in stock
◆ Enormous variety of products
◆ Low prices

Uncertainty (examples)
Compaq computer estimates it lost $500 million to $1 billion in sales in 1995 because its laptops and desktops were not available when and where customers were ready to buy them.
Boeing Aircraft, one of America’s leading capital goods producers, was forced to announce write downs of $2.6 billion in October 1997. The reason? “Raw material shortages, internal and supplier parts shortages…” (Wall Street Journal, Oct. 23. 1997)

Uncertainty in Supply Chain
◆ Demand uncertainty: uncertainty of customer demand for a product
◆ Implied demand uncertainty:
the uncertainty that exists due to the portion of the demand the supply chain must handle and attributes the customer desires.
ex.) Firms, which sell same products to different customer segments who have different attributes face a different implied demand uncertainty (parts for manufacturing or maintenance, personal use or business use, etc.)

Impact of Customer Needs on Demand Uncertainty

Supply Chain Challenges

Achieving Global Optimization under:
Conflicting Objectives
Complex network of factilities
System Variations over time

Managing Uncertainty
Matching Supply and Demand
Demand is not the only source of uncertainty (delivery lead times, component availability, machine breakdowns, natural disasters…etc.)

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Global competition is not between the companies but between the supply chains.

Supply Chain Management Network:
SCM network includes all the companies involved in all the upstream and downstream flows of products, services, finances, and information from the initial supplier to the ultimate customer.

SCM network includes:
Raw material and semi-finished products suppliers, distributors and warehouses, manufacturing centers, consumers.

Main processes in Supply Chain:
*Production planning & inventory control
*Distribution and logistics

Supply chain value(supply chain profitability) is difference between revenue generated from the customer and the overall cost across the supply chain

Supply Chain Costs:
Acquisition, storage, transportation, repair, maintenance, production operation, information, salvage/resale, disposal, recycle, etc.

Supply Chain Management Objectives
*Minimize the cost and making profits while keeping a reasonable service level customer satisfaction/quility/on time delivery,etc.
*Supply chain management is a set of approaches utilized to efficiently integrate suppliers, manufactures, warehouses, and stores, so that merchandise is produced and distributed at the right quantities, to the right locations, and at the right time, in order to minimize system wide costs while satisfying service level requirements.

Logistics VS. Supply Chain Management
Logistics Management
Logistics is that part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services, and related information from point of origin to point of consumption in order to meet a customer’s requirments.[Council of Logistics Management, 1998]
Supply Chain Management
Supply chain management is the integration of key business processes from end user through original suppliers, that provides products, services, and information that add value for customers and other stakeholders.[Global Supply Chain Forum, 1998]

Global optimum in major decisions in:
Process & information system development, structuring the distribution networks, price policies, procurement policies, production planning, performance evaluation..etc.

一、在VB中声明API函数有两种方法：如果我们只在某个窗体中使用API函数，我们可以在窗体代码的General部分声明它：
声明的语法是：

Private Declare Function …

Private Declare Sub…..

这里必须采用Private声明，因为这个API函数只能被一个窗体内的程序所调用。
如果我们的程序有多个窗体构成，而且我们需要在多个窗体中使用同一个API函数，就需要在模块中声明了。

先添加一个模块（如图示），

然后采用如下语法声明：

Public Declare Function….

Public Declare Sub….

Public声明的含义是把API函数作为一个公共函数或过程，在一个工程中的任何位置（包括所有的窗体和模块）都能直接调用它。 声明完毕我们就能在程序中使用此API函数了。
二、可采用以下几种方式使用API函数，以SetWindowPos函数为例：

（1）忽略函数返回值的调用：

SetWindowPos Form1.hWnd, -2 ,0 ,0 ,0, 0, 3

注意此时函数的参数是不加括号的。

（2）Call方法调用：

Call SetWindowPos(Form1.hWnd, -2, 0, 0, 0, 3)

注意这里需要加上括号，但我们不取回函数的返回值。

（3）取得函数返回值的调用：

MyLng = SetWindowPos(Form1.hWnd, -2, 0, 0, 0, 3)

此时需要加上括号，而且我们必须事先定义一个变量（变量的类型与函数返回值类型相同）来存储API函数的返回值。
三、几个问题的说明：
（1）声明中的Lib 和 Alias 是怎么回事

一般情况下WIN32API函数总是包含在WINDOWS系统自带的或是其它公司提供的动态连接库DLL中，而Declare语句中的Lib关键字就用 来指定DLL（动态连接库）文件的路径，这样VB才能找到这个DLL文件，然后才能使用其中的API函数。如果我们只是列出DLL文件名而不指出其完整的 路径的话，VB会自动到.EXE文件所在目录、当前工作目录、WINDOWS\SYSTEM目录、WINDOWS目录下搜寻这个DLL文件。所以如果所要 使用DLL文件不在上述几个目录下的话，我们应该指明其完整路径。

Alias用于指定API函数的别名，如果我们调用的API函数要使 用字符串（参数中包含String型）的话，Alias关键字是必须的。这是因为在ANSI和Unicode字符集中同一API函数的名称可能是不一样 的，为了保证不出现声明错误，我们使用Alias关键字指出API函数的别名，一般来说在WIN9X平台下我们把API函数名后加一个大写A作为别名即 可。
（2）常见的API参数类型的说明

API函数的参数中最常见的是长整Long型数据类型，例如API中的句柄、一些特定的常量、函数的返回值都是此类型 的值；另外几种常见的参数类型有：整型Integer、Byte型、String型等。
（3）声明中的ByVal是作什么用的

这跟VB的参数传递方式有关，在默认情况下VB是通过地址传递方式传递函数的参数、而有些API函数要求必须采用传值方式来传递函数参数（这两种参数传 递方式是不同的，前者传递的是一个指针，而后者要求是参数真实的值）。这样就会发生错误，解决的办法是在API函数参数声明的前面加上ByVal关键字， 这样VB就采用传值方式传递参数了。
（4）怎样得到完整的API函数声明

VB自带了API文本查看器API TEXT VIEWER，我们可以在其中找到API函数的完整声明，然后把它粘贴到程序中即可。

   今天刚做一个程序，里面有用到某点颜色的RGB值，又懒得去下载现成的颜色提取软件。想想利用VB自己写个，应该也不难吧。所以就查了查API，顺手写了 这个颜色提取的小程序。程序中利用了3个API，GetCursorPos、GetDC、GetPixel。原理是利用GetCursorPos得到当前 鼠标的位置，用GetDC获得桌面的场景，最后用GetPixel来提取该点的RGB值和十六进制的颜色值。在本页底部可下载原代码。

程序运行界面如图，比较简单，有兴趣自己可以改改。VB中是用RGB来表示颜色的，如果你要做网页，就会用十六进制值了。

点击输入RGB，然后可分别在R、G、B中输入数字（0-255之间），按回车可自动获取RGB值和HEX值。

点击从屏幕抓取，可获得屏幕上任意一点的RGB和HEX值。程序右下角是鼠标的位置。

具体代码：

Option Explicit
Private Declare Function GetCursorPos Lib “user32″ (lpPoint As POINTAPI) As Long
Private Declare Function GetPixel Lib “gdi32″ (ByVal hdc As Long, ByVal x As Long, ByVal y As Long) As Long
Private Declare Function GetDC Lib “user32″ (ByVal hwnd As Long) As Long
Private Type POINTAPI
x As Long
y As Long
End Type
Dim p As POINTAPI
Dim lrgb As Long
Dim sthex As String

Private Sub Form_Load()
Timer1.Interval = 20
Timer2.Interval = 20
Timer1.Enabled = True
Timer2.Enabled = False
End Sub

Private Sub opinput_Click()
Timer2.Enabled = False
tr.Text = “”
tg.Text = “”
tb.Text = “”
tr.ToolTipText = “输入RGB值 0-255″
tg.ToolTipText = “输入RGB值 0-255″
tb.ToolTipText = “输入RGB值 0-255″
tr.SetFocus
End Sub

Private Sub opinput_DblClick()
Timer2.Enabled = False
MsgBox “已停止提取颜色”
End Sub

Private Sub oppick_Click()
Timer2.Enabled = True
Me.Caption = “颜色提取 – 双击选项框可停止提取”
tr.ToolTipText = “”
tg.ToolTipText = “”
tb.ToolTipText = “”
End Sub

Private Sub oppick_DblClick()
Timer2.Enabled = False
MsgBox “已停止提取颜色”
End Sub

Private Sub tb_KeyPress(KeyAscii As Integer)
If KeyAscii = 13 Then
lrgb = RGB(tr.Text, tg.Text, tb.Text)
trgb.Text = lrgb
Picture1.BackColor = lrgb
If lrgb = 0 Then
thex.Text = “000000″
Else
sthex = Hex(lrgb)
thex.Text = Right(sthex, 2) & Mid(sthex, 3, 2) & Left(sthex, 2)
End If

End If
End Sub

Private Sub tg_KeyPress(KeyAscii As Integer)
If KeyAscii = 13 Then
tb.SetFocus
End If
End Sub

Private Sub Timer1_Timer()
Call GetCursorPos(p)
lx.Caption = “x =  ” & p.x
ly.Caption = “y =  ” & p.y
‘获取鼠标位置
End Sub

Private Sub Timer2_Timer()
Dim hwnd, lrgb As Long
hwnd = GetDC(0)
lrgb = GetPixel(hwnd, p.x, p.y)
trgb.Text = lrgb
Picture1.BackColor = lrgb
tr.Text = lrgb Mod 256
tg.Text = (lrgb \ 256) Mod 256
tb.Text = lrgb \ 256 \ 256
If lrgb = 0 Then
thex.Text = “000000″
Else
sthex = Hex(lrgb)
thex.Text = Right(sthex, 2) & Mid(sthex, 3, 2) & Left(sthex, 2)
End If

End Sub

Private Sub tr_KeyPress(KeyAscii As Integer)
If KeyAscii = 13 Then
tg.SetFocus
End If
End Sub
代码下载：pickcolor.rar