Este trabajo ilustra no sólo una innovadora forma de estudiar el efecto látigo, o una forma distinta de modelar las cadenas de suministro usando los principios. Se debe a un desajuste en la cadena de suministro entre las Relación entre precio-demanda pueden incrementar o mitigar el efecto látigo. Efecto Latigo Solución CPFR Planeación agregada. Es la sincronización de la estrategia de la cadena de suministro y de competitiva. Causas.
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Conclusions and further research In this paper it was not our intention to develop a technique to define the best policies, nor the best way to define new policies in order to improve supply chain behaviour.
We have a minimum stock inventory policy An optimal policy will manage an equilibrium point where the variation of order quantities will be economical and equivalent to variations in inventories.
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Some variables represent decision makers managers and include the use of information inputs into a function that ends with a numerical decision e. This warehouse capacity not only represents a fixed asset cost but also an inventory cost due to the financial investment. For this strategy it is central to keep the continuous expansion of its product portfolio. Latogo managers generate a supply plan once every month and at least one month in advance.
In fact, with one week of phase lag. We notice that the maximum inventory of raw materials is now approximately 50, units, while the customer service is kept in good health.
In general, the existence of a trade off balance between orders and inventory variability is expected. International Journal of Production Economics22, pp. Sugar price varies according to market. With models like the one presented here it is possible to studied and compare different companies and different sectors by using experimental input signals, and supply chain performance measures taken from either operations management ort from control theory.
Latlgo each time step, material is moved from one level to the next, until it reaches the final level, where it is output. This delay may be modelled using a number of levels that equal the number of time steps in the delay time, i. The variable value or constant is communicated to another variable by drawing a single arrow. The inventory costs are still high and the inventory oscillations due to the raw material oscillations cause stresses in different echelons.
They recognise that their main business is distribution efevto advertising depends on PepsiCo Headquarters.
When a new product launch happens, we have to work closely with designers cqdena PepsiCo Mexico. The oscillation frequency is considerably high. I look at the inventories once a week and from there I make a weekly plan: Scenarios included changes in forecast policies and purchase orders.
Now suppose that we could develop a forecast system that provides information for two weeks in advance, in such a way that the purchase manager can order raw materials in advance to receive them the week when they are needed.
How much do I require for every product for the next week based on my forecast and stock position? Now, in [the case of] plastic and glass bottled products, because we never have high [expensive] inventories, I need to be very flexible in scheduling.
Due to a shortage of raw material, it is not possible to produce the full requirement coming from the production manager. Therefore, the oa shows that given the heuristic policies from the supply chain managers during the yearno shortage to customers was experienced. Rectangles represent stock positions of raw materials, WIP and finished goods.
Operations Management, Manchester Busines School.
Because of this new forecast system he decides to reduce the coverage from 1 week to 0. Pepsi Twist, which is Pepsi with a hint of lemon, helped the growth in their cola business. Rate variables are de fined: We produced that forecast for 4 or 5 months directly, creating the forecast from our sales estimations based on the “last month sales” and we multiplied it by a factor month by month We have shown that is possible to build such a model and to capture with relative simplicity but high degree of abstraction the complexities of a Supply Chain.
In figure 9in relation to production orders, we can see a perfect execution of production orders with the exception of week In this way I can optimize the number of changes and setups, for different flavours and sizes Inventories peak between weeks 15 and 25 which coincides with the summer.
The model’s validity is based on the consensus and acceptance from the managers rather than in the statistical proves. This oscillatory distortion is explained next.
Therefore, the assumption of demand to test the model is meaningful to provide an interpretation. There is a minimum amount of sugar to buy on a monthly basis of Ton.
This kind of artificial shortage is caused by the structure of heuristic policies defined by the supply chain managers.
The objective of supply chain dynamics problems is to minimize operational costs derived from those distortions and amplifications by improving managers order policies.
Also, in figure 8since the stocks have a noisy initial value we can see that it takes around 10 weeks to dissipate, and then the ‘real’ behaviour of the system appears. Hence, the effect of possible negotiation on delivery time and frequency can add more control to the oscillations.
They are sure that innovation was the driver of that growth, because in fact PCNA brought patigo array of new products to the marketplace. Also the model may be used to study the particularities of different industries and establish comparisons across industries, to study the influences of different forecast methods as well as consensus meetings, etc.
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Order policies are based on experience, operational strategy and information availability. It is clear that during week 45, no special demand increment was experienced. This phase lag it is not caused by the delivering time, which is less than a week, but by the demand which is first served from the RDC before the RDC manager sends an order to the DCs.
However, we know that since it is impossible to completely eliminate the bullwhip effect, it is desirable to define heuristic policies that help to control and coordinate the supply chain while customer service is high, resulting in higher operating and financial performance.