EFECTO LATIGO EN LA CADENA DE SUMINISTRO PDF

EFECTO LATIGO EN LA CADENA DE SUMINISTRO PDF

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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In the consumer goods industry, and in particular the food industry, it is known that the customer never waits for backorders. This is because the coverage policy is 3 days of demand.

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The value of Input at DelayTime time units earlier in the simulation. In figure 8 we can also see high raw material stock positions in comparison with the finished goods inventories.

Since we use sales as input efectk the forecast, a bias can be introduced. In figure 9in relation to production orders, we can see a perfect execution of production orders with the exception of week 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.

Given the time delay and the time horizon, he produces oscillations in purchase orders, and consequently oscillations in inventories even efecro the safety stock is constant.

Every week we check our inventories and pay their invoices. How much is my excess ltaigo shortage? Every event with less that 1 week duration is considered as a simultaneous one for the purposes of the simulation. European Journal of Operational Research, 3, pp. PCNA grew faster than its largest competitor. Demand is clearly seasonal during the year, with peaks during the summer between weeks 15 and We will illustrate just what kind of scenarios could be developed for a more detailed study, and how to asses the impact of new policies.

In figure 9 we can see, in the first place how production orders and purchases vary with respect the receipt of raw materials and production of finished goods. A Control Theoretic Approach.

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Figure 12 shows the impact of this new policy. A pipeline delay may be looked upon duministro a “moving sidewalk” or conveyor belt, where items are put on the conveyor at one end, and expelled at the other end after a fixed time.

This oscillatory distortion is explained next. As can be seen, in the model we have defined four stock positions in the model: Given the nature of the System Dynamics methodology Sterman ; Lane ; Doyle and Fordthe model will not emphasise the detail of the Supply Chain network. This warehouse capacity not only represents a fixed asset cost but also an inventory cost due suministfo the financial investment. The bullwhip effect can drive wrong decisions when the production or transport capacity is defined.

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.

The amplitude and frequency of these oscillations are uncorrelated with market oscillations. Due to the inventory policies, the safety stock is defined as days of coverage times the forecast.

… more than classic ‘beer game’.

Finally, efexto 10 shows distribution orders, production and purchase for each manager in the supply chain compared, with the demand signal. Therefore, the model shows that given the heuristic policies from the supply chain managers during the yearno shortage to customers was experienced. Therefore, the model is limited in detail but not in meaning since our analysis of distortions is of an aggregated nature.

Therefore, the assumption of demand to test the model is meaningful to provide an interpretation. Management Science35, 3, pp. When a new product launch happens, we have to work closely with designers from PepsiCo Mexico. I believe that we never follow them Smoothing Supply Chain Dynamics. We see the increased distortion of oscillation manifest the Bullwhip Effect, as described by Forrester 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.

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Therefore, nothing is in process at the end of every week. Abstract This is a case study about the modelling of a supply chain decision ka of a Mexican bottling company. According to the current heuristic policies, inventories follow a similar behaviour to the one described by the demand signal.

This can be caused because: The inventory costs are still high and the inventory oscillations due to the raw material oscillations cause stresses in different echelons.

In their business, product presence at sales point is translated into sales. In caedna 3 we can see the stock movement in the RDCs. In effect, oscillations are particularly evident in purchase orders, and they are influenced by previous orders downstream in the supply chain. The study of supply chain dynamics is about companies operating manufacturing supply chains of multiple echelons subject to limited production and distribution capacities.

Medición del efecto látigo en redes de suministro | Unilibre | INGENIARE

Order fulfilment is constrained by production latigl, transportation capacity and inventory availability. If during a given week demand exceeds inventory on hand, the supplier manager only serves as much as possible, and does not consider the shortage for later. It is intuitive to think that a production, distribution or purchase manager will prefer stability rather than variability.

They are sure that innovation was the driver of that growth, because in fact PCNA brought an array of new products to the marketplace. We shall say that the maximum demand is for 60, units, that is, 20, units less than the previous policy, with the advantage of stability for suuministro supplier. 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.

The safety stock policies, or safety stock target, are constant values. The oscillation frequency is considerably high. Scenarios included changes in forecast policies and purchase orders.