Nowadays global and extended markets have to process and manage increasingly differentiated products, with shorter life cycles, low volumes and reducing customer delivery times. Supply chain business processes are integrated with functional entities and management components that are common elements across all supply chains and determine how they are managed and structured.
Lambert et al. (1998) define SCM as “the integration of key business processes from end-user through original suppliers, that provides product, service, and information which add value for customers and other stakeholders”.
Not only is back-end and its traditional stand-alone modeling addressed, but the front-end beyond the factory door is also addressed through information sharing among suppliers, suppliers’ suppliers, customers, and customers’ customers. The focus is on improving external integration known as “channel integration” (Vokurka and Lummus). The goal is to optimize the management of the entire chain, not via the sum of individual efficiency maximums, but by the maximising of the whole system in which there is a balanced distribution of the risks between all system actors.
SCM research is classified by Ganeshan into three broad perspectives: competitive strategy, firm focused tactics, and operational efficiencies. Ganeshan concludes that the global behaviour of the whole supply chain can only be assessed using dynamic approaches. Helo suggests the use of a dynamic approach to modelling based on the use of simulation in supply chain as a concrete tool for reacting to unpredictable market changes in a cost-effective way.
It is very easy to understand that material flows play a crucial role in chain design and management because in each functional step they influence all the supply chain business processes. Constant change in manufacturing, capability of rapid response, flexibility, and finally, ability to create new capabilities are summarized as crucial competitive aspects. According to Gunasekaran (1999) and Helo (2000) modeling of production and logistic systems is an important research area because material flows appear to be the bottleneck of the entire chain performance, particularly after the development of e-commerce.
Concerning the model structure, Brooks and Tobias (1996) link the model complexity to the number of components, number of connections and to calculational complexity. More recently, contributions about general guidance on the model selection process have been developed. In particular, some authors, such as Pidd (1996) and Brooks and Tobias (2000), study the approach to modeling.
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兰伯特等。(1998),“整合管理为重点业务流程从用户通过原供应商,提供产品、服务和信息,为客户及其他利益相关者”。
它不仅是独立的建模和处理,但传统的前端超出工厂的门也通过供应商间的信息共享、供应商、客户、供应商和客户的客户。集中于改善外部一体化称为“通道集成”(Vokurka、鲁玛斯)。这个目标是为了优化管理整个链条,而不是通过个人的效益最大化,而是因为光斑的整个系统,其中有一个均衡分布的风险之间的系统的演员。
供应链管理的研究是由Ganeshan分成三个观点:竞争战略,公司,主要经营效率的策略与。Ganeshan认为全球行为的整个供应链的只能使用动态评估的方法。建议使用直升机动态方法的基础上,利用建模仿真在供应链作为一个具体的工具,为应对变化莫测的市场变化。
这是很容易理解的物料流动中扮演着重要的角色,因为在设计和管理供应链各个功能步骤,他们对所有供应链业务流程。不断变化的生产能力,快速反应、灵活性,最后,才能创造出新的能力等方面进行了综述至关重要的竞争力。根据张德雄(1999),(2000)模型直升机的生产和物流系统是一个重要的研究领域,因为资料流似乎的瓶颈,整个连锁性能,特别是在电子商务的发展。
关于这个模型结构,布鲁克斯和克林姆(1996)链接模型的复杂性,对一些组件连接数计算复杂度和。最近,关于一般指南上的贡献选型过程被开发出来。在特殊情况下,一些作家,如Pidd(1996年)和布鲁克斯和克林姆(2000)、建模方法,研究了。