英國索爾福德商學(xué)院（SALFORD BUSINESS SCHOOL）：國際物流與供應(yīng)鏈管理作業(yè)補考評估及案例研究

SALFORD BUSINESS SCHOOL
索爾福德商學(xué)院

2009/10

RESIT ASSESSMENT
補考評估

CRN: 29332

MODULE TITLE:  International Logistics and Supply Chain Management
課程名稱：國際物流與供應(yīng)鏈管理

MODULE CO-ORDINATOR: Barry Crocker
課程聯(lián)絡(luò)員：

SUBMISSION DATE: 4pm,  17 /08/ 2010
提交日期：下午4點，17/08/2010

PLEASE SUBMIT YOUR COURSEWORK IN THE DROP BOX OUTSIDE THE POSTGRADUATE OFFICE, ROOM 225 MAXWELL BUILDING. 
請將你的essay提交到麥克斯韋大樓225房間研究生辦公室外的投件箱。

IF YOU ARE UNABLE TO COME TO THE SCHOOL DIRECTLY TO SUBMIT YOUR RESIT ASSESSMENT, PLEASE POST TO THE FOLLOWING ADDRESS:
如果您無法前來與學(xué)校直接提交您的補考評估，請郵寄到以下地址：

POSTGRADUATE OFFICE
ROOM 225, MAXWELL BUILDING
SALFORD BUSINESS SCHOOL
THE UNIVERSITY OF SALFORD
SALFORD
MANCHESTER
M5 4WT
研究生辦公室
馬克斯韋爾大廈225室
索爾福德商學(xué)院
索爾福德大學(xué)
索爾福德 曼徹斯特 M54WT
 

              UNIVERSITY OF SALFORD
                                 索爾福德商學(xué)院

 CRN: 29332

SALFORD BUSINESS SCHOOL   
索爾福德商學(xué)院

PROGRAMMES:  
方案  
     

MSc PROCUREMENT LOGISTICS AND SUPPLY CHAIN MANAGEMENT
MSc 采購物流及供應(yīng)鏈管理
                                   
       
INTERNATIONAL LOGISTICS AND SUPPLY CHAIN MANAGEMENT                                       
國際物流與供應(yīng)鏈管理

Resit Assignment   2010
補考essay2010

Case Study: Purbright Product Ltd
案例研究：Purbright產(chǎn)品有限公司

Maximum word count: 3000 words
最多字?jǐn)?shù)：3000字
Submission Date:          17/08/2010
提交日期：17/08/2010
 

Internal Examiner: Barry B Crocker
內(nèi)審員：Barry B Crocker

Purbright Product Ltd
Purbright產(chǎn)品有限公司
http://ukthesis.org/wlglzy

Gordon MacTighe, 36, joined Purbright from O’Hara’s Steels at Stafford, where he had been Warehouse Manager. This was a promotion, because he was taking the role of Supply Chain  Manager at Purbright.
戈登MacTighe,36歲, 他就一直是倉庫經(jīng)理，從斯塔福德郡的奧哈拉鋼材公司加入了Purbright,。這是一個提升,因為他正在扮演著Purbright供應(yīng)鏈經(jīng)理的角色。

Purbright was something of an old fashioned firm, producing a range of products in fireclay, earthenware, concrete and terra cotta, which were sold directly to wholesale, retail and industrial customers throughout the Midlands, the North West of England and North Wales. The firm’s best selling product group was a range of Terra cotta decorative bricks sold under the trade name of “Croft Adamant”. Sales of this product represented 39% of total turnover in 2009.
Purbright有點像一個老式的公司,生產(chǎn)一系列產(chǎn)品在耐火土,陶器,混凝土和兵馬俑,它是直接賣給批發(fā)、零售和工業(yè)客戶整個中部,北西英格蘭和威爾士北部。該公司最暢銷的產(chǎn)品集團是一個范圍的赤褐色的裝飾磚已經(jīng)賣給貿(mào)易名稱的“Croft Adamant”。這種產(chǎn)品的銷售代表在2009年總營業(yè)額的39%。

The firm had a major storehouse attached to its factory in Walsall. From there, goods were sent either directly to the customer, if the customer was Midlands based, or to one of three warehousing points to service other key areas in the supply  chain. The Three sub-stores were located at Shrewsbury, Stoke-on-Trent and Warrington.
該公司有一個大倉庫附加到其工廠在沃爾薩爾。從那里,貨物被發(fā)送或直接給客戶,如果客戶是基于中部地區(qū),或三個倉庫指向服務(wù)其他關(guān)鍵領(lǐng)域的供應(yīng)鏈。這三個子商店坐落在什魯斯伯里,特倫特河畔斯托克和沃靈頓。

Each of the stores had a sales office, and for accounting purposes, each sub-stores was treated as a profit/cost centre in its own right, the same as Walsall, even though manufacturing was carried out only at headquarters. The number of stock lines was kept lower in the three sub-stores, because delivery of the less popular lines could be expedited from Walsall relatively quickly, using Purbrights’s own fleet. 每個商店都有銷售辦事處，并就會計目的而言，每個子店被視為自己的權(quán)利，同樣的沃爾索爾利潤/成本中心，即使制造只在總部進(jìn)行。股票行數(shù)保持在三個子店低，因為交付的熱門線路少，可以加快從沃爾索爾比較快，使用Purbrights的自己的車隊。

The three sub-depots had considerably fewer customers serving their geographical areas than did Walsall.
這三個子倉庫已比沃爾薩爾大大減少客戶服務(wù)的地理區(qū)域。#p#分頁標(biāo)題#e#

Purbright had had difficulty in maintaining its market share, but the firm was confident of improvements in growth and customer spread because of various marketing initiatives it was about to take. The Managing Director, Basil Bold, saw no reason to alter the depot structure at that time, until the results of the marketing campaign had been assessed.
Purbright遇到了困難，在保持其市場份額，但該公司有信心改善增長和客戶的傳播，因為它是即將采取的各種營銷舉措。董事總經(jīng)理，羅勒大膽，看到?jīng)]有理由去改變當(dāng)時車廠結(jié)構(gòu)，直到已評估營銷活動的結(jié)果。

However, he did want an assessment of the  overall supply chain performance in both the works and depot operations. He suggested to MacTighe that his two major objectives would be to achieve maximum cost-efficiency and secure an improvement in the order turn-around time. Below are details of the depots performance:-
然而，他想要的作品和堆場業(yè)務(wù)的整體供應(yīng)鏈績效評估。他建議MacTighe他的兩個主要目標(biāo)將達(dá)到最大的成本效益和安全的改善周轉(zhuǎn)時間的順序。下面是倉庫性能的詳細(xì)信息：

Company Analysis 2009 by cost centre
 公司分析2009年按成本中心

 

TASKS
任務(wù)

Assess how MacTighe might have advised Bold:-
評估MacTighe如何可能建議Bold:

1) In terms of the existing supply chain performance of the works and depots under his control.       (30 marks)
在他的控制之下的作品及車廠現(xiàn)有的供應(yīng)鏈績效。 （30分）
2) With respect to strategic supply chain   management decisions MacTighe might take in achieving the twin objectives of :-
對于戰(zhàn)略供應(yīng)鏈的管理決策M(jìn)acTighe的可能實現(xiàn)的雙重目標(biāo)：

• Optimum cost efficiency     (30 marks)
最佳的成本效率（30分）
• Reduction of the order turn around time   (20 marks)
減少的順序依次左右時間（20分）

3) In terms of supply chain/logistics trade-off opportunities.            (20 marks)
在供應(yīng)鏈/物流權(quán)衡機會。 （20分）