Posted on April 27, 2019


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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We can also see in figure 8 that we do not have any negative stock.

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Purchase managers are also responsible for the supply of aluminium cans and plastic or glass bottles. Based on this demand we have modelled the supply chain dynamics ds including heuristic policies as described by the supply chain managers during our interviews.

If we use sales instead of demand in forecasting we can constrain the market to sell only what we think that we will sell, instead of what the customer wants. They recognise that their main business is distribution since advertising depends on PepsiCo Headquarters. I look at the inventories once a week and from there Efectto make a weekly plan: Sugar price efeecto according to market. Management Sciences43, 4, pp. In this warehouse, suminisgro are components that are managed against schedule orders: Cavena delay may be modelled using a number of levels that equal the number of time steps in the delay time, i.

The raw material stock units represent all the components needed to build one unit of finished goods. The production manager also decides about external production of components, specially for bottle production. 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.


Validation When a simulation is ran using historic demand from the yearwe can observe some dynamics resulting from the decision making structure used by the managers and in addition of uncertain demand.

The following is an extract from the interviews with the purchase manager: That is, keeping inventories in all possible retailers, since product substitution against the competition is very frequent. I always try to follow my policy, which is optimal. In figure 7 we show the customer service level.

… more than classic ‘beer game’.

Because of this new forecast system he decides to reduce the coverage from 1 week to 0. We see the increased distortion of oscillation manifest the Bullwhip Effect, as described by Forrester PCNA grew faster than its largest competitor.

Determining the Vector of Change. In effect, during the following week, new demand for 15, units is served and 17, units of stock are received, reaching a final inventory of 8, units.

The study of supply chain dynamics is about companies operating manufacturing supply chains of multiple echelons subject to limited production and distribution capacities. A Supply Chain Diagnostic Methodology: And additional volume growth came from products under the Dole and SoBe brands.

The variable value or constant is communicated to another variable by drawing a single arrow. Initial values and parameters: 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.


Suppose that we implement a purchase policy for four seasons, that is, for each season we will define a constant volume of weekly purchases. Particularly, a model of this nature does not need to detail multiple plants or DCs and products cadema analyze the information use and decision making process of managers. The model shows the availability and reliability of the information through the information systems used by the suminstro.

Here too, innovation was a big factor.

In general, the existence of a trade off balance between orders and inventory variability is expected. How much do I require for every product for the next week based on my forecast and stock position? We order based on a maximum and minimum with small corrections according to the real demand This can be caused because: It can happen that a low forecast causes lost sales resulting in a difference between sales and ‘real’ demand.

In figure 9 we can also see the existence of a one week delay between the purchase order and supply. Inventories peak between weeks 15 and 25 which coincides with the summer. The oscillation frequency is considerably high. Changes in purchase orders As we have said, the purchase policy rule for raw materials implies dramatic amounts of amplification, phase lag and oscillation in the purchase orders.

Hence, the effect of possible negotiation on delivery time and frequency can add more control to the oscillations.