供应链管理讨论题(II)

摘自供应链管理（第7版）_苏尼尔·乔普拉_英文版Discussion Questions下载链接 https://wwxh.lanzoum.com/iLhzV3147n1a

31. 诺德斯特龙（Nordstrom）等零售商可以通过哪些方式利用收益管理机会？

In what ways can a retailer such as Nordstrom take advantage of revenue management opportunities?
Nordstrom can take advantage of revenue management by using dynamic pricing through their Nordstrom Rack stores.
Dynamic pricing is the tactic of varying price over time and is suitable for fashion and seasonal items.
The Nordstrom Rack website indicates that there are currently 49 locations in 18 states and that the Nordstrom Rack stores are the off-price division of Nordstrom (positioned for the cost-conscious shopper).
Merchandise that does not sell at the Nordstrom stores is discounted 50–75 percent and moved to the Rack stores where it is sold in a less attractive setting with a less generous return policy.
Nordstrom Rack is positioned such that it does not compete with Nordstrom stores, but allows the parent company to reap the greatest return from all products stocked at Nordstrom.
Within the Nordstrom store itself, revenue management can be used to adjust prices over time based on available inventory and anticipated demand.
For example, if demand is less than anticipated, Nordstrom can drop prices in the store to spur additional demand.

诺德斯特龙可通过其折扣店 Nordstrom Rack 实行动态定价来利用收益管理。
动态定价即随时间调整价格的策略，特别适用于时尚和季节性商品。
Nordstrom Rack 官网显示，目前在美国 18 个州拥有 49 家门店，定位为面向价格敏感消费者的折扣渠道。
在正价店未售出的商品将以 5–7.5 折的价格转移到 Rack 店，在销售环境相对简朴、退换政策更严格的条件下出售。
Rack 店的定位与正价店互不冲突，却让母公司能从所有在库商品中获取最大回报。
在正价店内，也可根据现有库存及预期需求，通过收益管理随时间调整价格；若需求低于预期，可降价以刺激额外销量。

32. 制造商有哪些收益管理机会？又该如何利用？

What revenue management opportunities are available to a manufacturer? How can it take advantage of these opportunities?
A manufacturer's most profitable use of revenue management comes through the tactic of overbooking, which is the overselling of an available asset that faces last-minute cancellations of customer orders.
The manufacturer's valuable asset is production capacity, which is finite and loses value after a certain date; in this case, capacity is worthless at the end of the production period or past the date that the supply chain can fill customer orders.
The trade-off is the cost of unused capacity versus the cost of customer orders that can't be filled and therefore must be subcontracted.
The manufacturer can compute the marginal cost of wasted capacity and the marginal cost of a capacity shortage, form the critical ratio, and apply this to their knowledge of the customer order distribution, thereby increasing asset utilization.
A manufacturer can also use revenue management by adjusting the price charged based on the lead time provided by the customer.
Customers who require a shorter lead time are charged a higher price, while customers who can tolerate a longer lead time are charged a lower price.
The key decision made by the manufacturer in this case is the amount of capacity to reserve for the higher-price segment whose orders arrive later in time.

制造商最有利可图的收益管理手段是 超订（overbooking），即在预计会出现临时取消订单的情况下，将有限产能超额销售。
制造商的核心资产是生产能力，该能力在特定日期后即失去价值——超过生产周期或供应链履约时限的产能一文不值。
权衡在于未用产能的成本与无法履约而必须外包的缺货成本。
制造商可计算浪费产能的边际成本与缺货的边际成本，得出临界比率，并结合客户订单概率分布加以应用，从而提高资产利用率。
制造商还可根据客户提供的交货期长短实行差别定价：要求短交货期的客户支付高价，可接受长交货期的客户享受低价。
此时制造商的关键决策是为后期到达的高价订单预留多少产能。

33. 周末人们不用上班，理发需求远高于平日。这类企业可采用哪些收益管理技术？

Demand for hairdresser is much higher over the weekend, when people are not at work. What revenue management techniques can be used by such a business?
A hairdresser can use pricing and revenue management for seasonal demand—peaks on the weekend and valleys on weekdays.
The hairdresser can provide off-peak discounting in order to shift demand from weekend to weekdays.
The hairdresser should create a price structure such that the discount given during the off-peak period is more than offset by the decrease in cost because of a smaller peak and the increase in revenue during the off-peak period.
This tactic increases profits for the hairdresser, decreases the price paid by a fraction of the customers, and also brings in potentially new customers during the off-peak discount period—and is, in a word, fabulous.

美发店可通过定价与收益管理来应对“周末高峰、平日低谷”的需求波动：
在平日推出折扣，引导顾客将需求从周末转移至平日；
设定的折扣幅度应确保：因周末高峰缩小而节省的成本，以及平日新增收入，足以抵消折扣让利；
该策略不仅提升美发店利润、降低部分顾客支付的价格，还能在平日折扣期吸引潜在新客——可谓“一箭三雕”，妙不可言。

34. 高尔夫球场如何运用收益管理提升财务表现？

How can a golf course use revenue management to improve financial performance?
A golf course can use pricing and revenue management for seasonal demand much in the way the hairdresser in the previous scenario can.
By lowering the price for less popular tee times, a golf course manager can increase revenue by increasing the total number of players and perhaps capturing new players.
A golf course manager can also engage in overbooking for tee times, overselling the course in the event that a foursome or individual players will cancel at the last minute.
Overbooking will use up more of the golf course's capacity, which might decrease the level of customer service but will improve the course's financial performance.

高尔夫球场可借鉴美发店做法，对季节性需求进行定价与收益管理：
对冷门开球时段降价，以吸引更多总打球人次，甚至吸纳新球手，从而增加收入；
球会经理还可对开球时段实行“超订”，即在预计四人组或个人临时取消的情况下多售名额；
超订能提升球场产能利用率，虽可能略降服务水平，却显著改善财务绩效。

35. 提升供应链可持续性的主要收益有哪些？

What are some benefits to improved sustainability of a supply chain?
Reducing risk and improving financial performance of the supply chain
Attracting customers who value sustainability
Making the world more sustainable

降低风险并提升供应链整体财务表现
吸引重视可持续性的消费者
让世界变得更加可持续

36. 供应链在可持续性改进方面投入努力的主要挑战有哪些？

What are some challenges that limit the effort put in by supply chains to improve sustainability?
When it requires efforts that do not provide obvious return on investment for a company
Often the effort for sustainability is local to a firm but the benefits are shared (e.g., when a firm reduces emissions and there is no cost of emission)
Customer's unwillingness to pay a premium for green products
Difficulty evaluating sustainability across a product life cycle
Difficulty evaluating performance across the entire supply chain
One of the biggest challenges to building sustainable supply chains is that in the short to medium term, an improved focus on sustainability provides benefits that are shared but costs that may be local to a firm.

当某项可持续举措无法为企业带来明显投资回报时
可持续努力往往由单一企业承担，但收益却由多方共享（例如企业减排却无须为排放付费）
消费者不愿为绿色产品支付溢价
难以在产品全生命周期内评估可持续性
难以在整个供应链范围内评估绩效
构建可持续供应链的最大挑战之一在于：从中短期看，对可持续性的关注带来的收益由多方共享，而成本却可能由单一企业承担。

37. 综合计划在哪些行业特别重要？

What are some industries in which aggregate planning would be particularly important?
Aggregate planning is useful in many types of manufacturing and services, especially those that display some form of seasonality.
Manufacturers include furniture, all durable goods, consumer electronics, textiles, motor vehicles, and aircraft.
Service industries might be restaurants and other hospitality providers such as hotels and motels.
In general, aggregate planning is particularly useful in industries that display some seasonality of demand.
For example, John Deere uses aggregate planning to plan production for its planters and harvesters, each of which has highly seasonal demand.

综合计划适用于多种制造业与服务业，尤其是存在季节性特征的行业。
制造业包括：家具、所有耐用品、消费电子、纺织、机动车及航空器。
服务业则涵盖餐厅及其他接待类企业，如酒店与汽车旅馆。
总体而言，综合计划对需求呈现季节性波动的行业尤为有用。
例如，约翰迪尔通过综合计划来安排其播种机与收割机的生产，而这两类产品均具有高度季节性需求。

38. 这些行业具备哪些特征，使其成为综合计划的理想对象？

What are the characteristics of these industries that make them good candidates for aggregate planning?
Aggregate planning is most useful in industries characterized by relatively long lead times, finite amounts of capacity, and demand that displays predictable fluctuations such as seasonality or growth.
The end products or services provided in these industries are composed of inputs that are often provided by other businesses that must perform some fabrication.

综合计划最适用于具有以下特征的行业：
相对较长的前置时间
产能有限
需求呈现可预测的波动（如季节性或增长趋势）
这些行业的最终产品或服务通常由多家上游企业提供并需经过一定加工或装配。

39. 三种综合计划策略的主要区别是什么？

What are the main differences among the aggregate planning strategies?
The three pure aggregate planning strategies are
the chase strategy,
time flexibility from workforce or capacity strategy, and
the level strategy.
The primary difference among the three strategies is the lever—the parameter that is manipulated to achieve equality of supply and demand over the aggregate planning period.
Chase strategy (1) uses variation in capacity (machine or personnel capacity) as the lever.
– By chasing demand on a period-by-period basis, inventory levels remain very low throughout the supply chain, but the workforce is in constant flux, which can increase management costs.
Time flexibility from workforce or capacity (2) uses utilization as the lever.
– Like the first strategy, it keeps inventory low, avoids layoffs, but still requires a flexible workforce and may result in low machine utilization.
Level strategy (3) maintains a constant output rate throughout the planning period.
– When demand is highly variable, this strategy can lead to backorders/stockouts in some periods and high inventory in others.
– There is no true synchronization of demand with supply during individual periods, although the overall period balances supply and demand.

三种纯策略的综合计划为：
追赶策略（chase strategy），
劳动力或产能的时间弹性策略（time flexibility from workforce or capacity），
平准策略（level strategy）。
三者的核心区别在于所操纵的杠杆——即在综合计划期内，为达成供需平衡而调整的参数。
追赶策略（1）以产能变动（机器或人力）为杠杆。
– 逐期追赶需求，库存极低，但员工频繁增减，管理成本上升。
时间弹性策略（2）以利用率为杠杆。
– 同样保持低库存，避免裁员，但需柔性劳动力，且可能导致设备利用率低。
平准策略（3）在整个计划期内保持恒定产出率。
– 需求波动大时，会出现缺货/积压与高库存交替；
– 各期供需并不同步，仅在整个计划期总体平衡。

40. 讨论为何我们尚未看到更广泛的产品回收或再制造（recycling or remanufacturing）。

Some reasons that we do not see more recycling or remanufacturing

• Absence of incentives to encourage recycling/remanufacturing
  – Can be encouraged by polluter-pays principle (take-back mandates, advance disposal fees, deposit-refund programs)
• Fear of cannibalization: remanufactured products may steal demand from new ones
• Lack of customer effort to return used products
  – Can be encouraged by “pay-as-you-throw” garbage programs
• High cost of recycling or remanufacturing

再制造（remanufacturing）的定义与流程

Remanufacturing is a process where a used product is disassembled, cleaned, repaired, and reassembled for reuse.

• Typical products: auto parts, tires, furniture, toner cartridges, computers, electrical equipment.
• To qualify as “remanufactured,” most components must be reused (new parts allowed only if old ones are irreparable).

再制造流程：

• 完全拆解并评估产品状态
• 清洗、修复、更换零部件
• 精加工并重新组装
• 测试并恢复至原有功能

各环节必须严格执行，以确保再制造产品的质量与可靠性。

Key Discussion Questions & Insights

Question	Key Insight
Economic impact of selling remanufactured vs. new products	若再制造产品定价合理，可扩大市场覆盖（价格敏感客户），而非简单蚕食新品销售；总利润通常增加。通过定价策略，定位不同的客户群体，使再制造产品与新品形成互补，满足不同市场需求。
Ensuring access to used products	建立逆向物流网络：通过反向物流渠道收回产品，可以是通过零售商、制造商回收、合作伙伴的物流系统等。确保产品可以被有效回收、再制造和再利用，是减少资源浪费的关键。
Who should collect used products?	常见三种模式：1) 制造商回收：由产品的原始制造商负责回收。2) 零售商回收：通过零售商与顾客接触的渠道，进行产品回收。3) 专业回收公司：专门负责产品回收的第三方公司。选择合适的模式可以优化回收效率。
Aligning incentives across the supply chain	共享收益机制：再制造节省的成本/利润在链上分成，可以确保各方都能够从中受益。通过共享利润，供应链中的所有参与者，包括供应商、制造商、回收商等，都有动力参与回收和再制造过程，从而推动更广泛的循环经济模式。
Impact of product life cycle length	短生命周期（如手机）：折旧快、技术迭代强 → 回收窗口短，需快速逆向物流。长生命周期产品则可以通过集中回收和再制造来降低成本，提高经济效益。产品生命周期越长，再制造的价值就越高，能够通过回收降低成本并提升产品的环境效益。
Supplier incentives to design durable products	延伸生产者责任（EPR）：制造商对产品全生命周期负责。通过实施EPR政策，制造商被激励设计更耐用、易拆解的产品，以便未来能够更加容易地回收和再制造。这不仅可以提升产品的可持续性，还能减少环境负担。

中文要点速览

• 缺少激励机制、担心新品需求被蚕食、消费者回收意愿低 和 再制造成本高 是推广回收/再制造的主要障碍。
• 押金返还、以旧换新、共享收益、法规强制 等工具可有效对齐供应链各方利益。
• 产品生命周期越短，越需要快速高效的逆向物流；生命周期越长，越适合集中再制造以降低成本。
• 通过 EPR、设计奖金与长期合同，可鼓励供应商主动设计耐用、易拆解的产品，实现环境与经济双赢。