SALFORD BUSINESS SCHOOL
索尔福德商学院

2009/10

RESIT ASSESSMENT
补考评估

CRN: 29332

MODULE TITLE:  International Logistics and Supply Chain Management
课程名称：国际物流与供应链管理

MODULE CO-ORDINATOR: Barry Crocker
课程联络员：

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

PLEASE SUBMIT YOUR COURSEWORK IN THE DROP BOX OUTSIDE THE POSTGRADUATE OFFICE, ROOM 225 MAXWELL BUILDING. 
请将你的作业提交到麦克斯韦大楼225房间研究生办公室外的投件箱。

IF YOU ARE UNABLE TO COME TO THE SCHOOL DIRECTLY TO SUBMIT YOUR RESIT ASSESSMENT, PLEASE POST TO THE FOLLOWING ADDRESS:
如果您无法前来与学校直接提交您的补考评估，请邮寄到以下地址：

POSTGRADUATE OFFICE
ROOM 225, MAXWELL BUILDING
SALFORD BUSINESS SCHOOL
THE UNIVERSITY OF SALFORD
SALFORD
MANCHESTER
M5 4WT
研究生办公室
马克斯韦尔大厦225室
索尔福德商学院
索尔福德大学
索尔福德 曼彻斯特 M54WT
 

              UNIVERSITY OF SALFORD
                                 索尔福德商学院

 CRN: 29332

SALFORD BUSINESS SCHOOL   
索尔福德商学院

PROGRAMMES:  
方案  
     

MSc PROCUREMENT LOGISTICS AND SUPPLY CHAIN MANAGEMENT
MSc 采购物流及供应链管理
                                   
       
INTERNATIONAL LOGISTICS AND SUPPLY CHAIN MANAGEMENT                                       
国际物流与供应链管理

Resit Assignment   2010
补考作业2010

Case Study: Purbright Product Ltd
案例研究：Purbright产品有限公司

Maximum word count: 3000 words
最多字数：3000字
Submission Date:          17/08/2010
提交日期：17/08/2010
 

Internal Examiner: Barry B Crocker
内审员：Barry B Crocker

Purbright Product Ltd
Purbright产品有限公司
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岁, 他就一直是仓库经理，从斯塔福德郡的奥哈拉钢材公司加入了Purbright,。这是一个提升,因为他正在扮演着Purbright供应链经理的角色。

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有点像一个老式的公司,生产一系列产品在耐火土,陶器,混凝土和兵马俑,它是直接卖给批发、零售和工业客户整个中部,北西英格兰和威尔士北部。该公司最畅销的产品集团是一个范围的赤褐色的装饰砖已经卖给贸易名称的“Croft Adamant”。这种产品的销售代表在2009年总营业额的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.
该公司有一个大仓库附加到其工厂在沃尔萨尔。从那里,货物被发送或直接给客户,如果客户是基于中部地区,或三个仓库指向服务其他关键领域的供应链。这三个子商店坐落在什鲁斯伯里,特伦特河畔斯托克和沃灵顿。

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. 每个商店都有销售办事处，并就会计目的而言，每个子店被视为自己的权利，同样的沃尔索尔利润/成本中心，即使制造只在总部进行。股票行数保持在三个子店低，因为交付的热门线路少，可以加快从沃尔索尔比较快，使用Purbrights的自己的车队。

The three sub-depots had considerably fewer customers serving their geographical areas than did Walsall.
这三个子仓库已比沃尔萨尔大大减少客户服务的地理区域。#p#分页标题#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遇到了困难，在保持其市场份额，但该公司有信心改善增长和客户的传播，因为它是即将采取的各种营销举措。董事总经理，罗勒大胆，看到没有理由去改变当时车厂结构，直到已评估营销活动的结果。

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，他想要的作品和堆场业务的整体供应链绩效评估。他建议MacTighe他的两个主要目标将达到最大的成本效益和安全的改善周转时间的顺序。下面是仓库性能的详细信息：

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

 

TASKS
任务

Assess how MacTighe might have advised Bold:-
评估MacTighe如何可能建议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车厂现有的供应链绩效。 （30分）
2) With respect to strategic supply chain   management decisions MacTighe might take in achieving the twin objectives of :-
对于战略供应链的管理决策MacTighe的可能实现的双重目标：

• Optimum cost efficiency     (30 marks)
最佳的成本效率（30分）
• Reduction of the order turn around time   (20 marks)
减少的顺序依次左右时间（20分）

3) In terms of supply chain/logistics trade-off opportunities.            (20 marks)
在供应链/物流权衡机会。 （20分）