新西兰论文不会写：希尔顿酒店供应链管理

新西兰论文不会写：希尔顿酒店供应链管理

这些策略会讨论的比较。这一策略使用希尔顿酒店,他们基本上定位的供应来源,制造和分销以及这些操作口粮(我的部署。e,谁应该提供和设施规划)。在这个过程中,植入协议等定量因素变量或固定成本和生产设施分布、库存、运输等物流成本应考虑(李西尔弗曼,2008)。同样的步骤之后的合理化或重组现有网络运营商(Vereecke和Van Dierdonk,2002)。

因此,这些植物数量有限的责任,能力决定,参与网络操作口粮,和资源分配(Ferdows,1997)。

这种方法不仅提供了访问上述优势降低成本,但也生产和销售网络更接近潜在市场与客户,供应商,或工人技能特定动机或能力(Teare,1993)。然而,它不应该局限于孤立地考虑每个工厂在网络生产力,作为网络的协调器的植物可以成为竞争优势的来源(史和格雷戈里,2005)。

新西兰论文不会写：希尔顿酒店供应链管理

The comparison of these strategies wil be discussed now. This strategy is used by Hilton hotels where they basically locate sources of supply, manufacturing and distribution as well as the deployment of these operations rations (i.e, who should provide and who facility planning). In this process, the implant pact quantitative factors such as fixed costs and production variables or facilities distribution, inventory, transportation and other logistical costs should be considered (Lee Silverman, 2008). The same procedure is followed for the rationalization or restructuring of a network operator existing tions (Vereecke and Van Dierdonk, 2002).

As a result, these plants seen a limited number of responsibilities, capacity decisions, participation in network operation rations, and resources allocated (Ferdows, 1997).

This approach provides not only access to the aforementioned advantages right cost reduction, but also a network of production and distribution closer proximity to potential markets with close access to customers, suppliers, or workers with skills specific motivated or capabilities (Teare, 1993). However, it should not be limited to considering each plant in isolation within the network productivity will, as the coordinator of the network of plants can be a source of competitive advantage (Shi and Gregory, 2005).