啤酒游戏模拟系统课件知识讲解

1、啤酒游戏模拟系统,许智超,啤酒游戏模拟系统,教学目的： 通过模拟实验了解生产销售过程； 了解供应链牛鞭效应的产生原因； 通过模拟了解订购决策的重要性； 了解企业之间合作的经济性,啤酒游戏模拟系统,一、游戏简介 二、目的 三、角色设置 四、道具 五、程序 六、游戏内容 七、思考题（总结）,一、游戏简介,游戏是生产与配销单一品牌啤酒（情人啤酒）的产销模拟系统中进行的。 参加游戏的学员各自扮演不同的角色：零售商、批发商和制造商。 各角色需每周做一个决定：订购多少啤酒？ 唯一的目标：尽量扮演好自己的角色，使利润最大。 三者间的联系由卡车司机通过一张纸上的核对数字（订货单、发货单）来沟通信息。,二、目的,通过该游戏使学员们认识到以下几点： 1、时间滞延、资讯不足对产销系统的影响。2、信息沟通、人际沟通的必要性。3、扩大思考的范围，了解不同角色之间的互动关系，认识到自己若想成功，必须其他人能成功。4、突破一定的习惯思维方式，以结构性或系统性的思考才能找到问题并有改善的可能。5、避免组织学习的智障。（参见附件4：组织学习的智障。详见第五项修炼）a)局限思考b)归罪于外c)缺乏整体思考的主动积极d)专

2、注于个别事件e)煮青蛙效应f)从经验学习的错觉g)管理团体的问题。,三、角色设置,游戏中教官担任司机，消费者角色，并负责适时发布一定的信息。其中，零售商由12组学员扮演，每组2人；批发商由3组学员扮演，每组3人；制造商由1组学员扮演，为3人。他们间结构如图所示。啤酒游戏角色结构示意图（备注：分组方案1全班分为2队，每1队15人。每1队中制造商1组，每组3人；批发商2组，每组2人；零售商8组，每组1人。每1批发商下有4组零售商。）,每一角色中的职位,零售商：采购员、会计、库存管理员（兼销售人员） 批发商：采购员、会计、库存管理员（兼销售人员） 生产商：生产计划员、会计、库存管理员（兼销售人员） 司机：传送订单员，运输员,四、道具,每个零售商：零售商角色资料卡1张，零售商订货单30张 每个批发商：批发商角色资料卡1张，各零售商订发货统计表1张 批发商订货单30张，批发商发货单30*4=120张 每个制造商：制造商角色资料卡1张，各批发商订发货统计表1张制造商发货单30*3=90张 订发货单均可用自备纸条代替订单汇总板8个（每1个批发商要配1个，每1个制造商要配1个）,五、程序,1、角色分工

3、2、分发道具每个零售商：零售商角色资料卡1张，零售商订货单30张每个批发商：批发商角色资料卡1张，各零售商订发货统计表1张批发商订货单30张，批发商发货单30*4=120张每个制造商：制造商角色资料卡1张，各批发商订发货统计表1张制造商发货单30*3=90张订发货单均可用自备纸条代替演草纸若干3、明确各角色任务各角色资料卡阅读教官说明有关注意事项教官在黑板上画出操作流程示意图前两周，担任司机角色的教官要进行指导，监督制造商、批发商的工作情况，以免出现计算错误。4、进行模拟：各角色分工详见角色资料卡。5、发放信息条。发放时间：制造商-第7周；零售商-第8周；批发商-第10周（参见附件）6、游戏结束后，统计各自存货、欠货、销量及利润情况，上交各自表格及统计数据。7、分析探讨（略）,六、游戏内容,各角色独立管理库存，独立预测需求 注意：这里各个角色不能够交流。 供应商管理库存（VMI），供应链条上相邻两个角色共同预测需求,附加：计算相关参数,每一箱销售利润：5元 每缺一箱的惩罚：2元 每一箱的库存成本：1元,角色结构示意图,订单汇总板示意图,操作流程示意图,场地布置示意图,游戏控制板,The

4、 steps of the game,Order of events: the simulation is run as a series of weeks. Within each week, first the retailer, then the wholesaler, then the distributor, and finally the factory, executes the following series of events, as the simulation proceeds upstream: Step 1. The contents of Delay 1 are moved to inventory, and the contents of Delay 2 are moved to Delay 1. Delay 2 is 0 at this point. Step 2. Orders from the immediate downstream facility (or in the case of the retailer, external custom

5、ers) are filled to the extent possible. Remember that an order consists of the current order, and all accumulated backorders. Remaining orders (equal to current inventory minus the sum of the current orders and backorder) are backlogged, to be met as soon as possible. Except for retailers, which ship orders outside the system, the orders are filled to the Delay 2 location of the immediate downstream facility. Also, at this point the factorys “Production Request” should convert raw materials into

6、 product and place these units into “Production Delay 2.” Finally, for all players this is the start of the two-week delay. Step 3. Backorder and inventory costs are calculated. Step 4. Orders are placed. The user indicates the desired order amount.,Delays and Order Filling,Note that this sequence of events implies several things. First, once an upstream facility fills an order, there is a two period delay before this material can be used to fill a downstream order（两周的延迟）. Also, there is a one p

7、eriod order delay. This means that if, for example, the retailer places an order for 5 units in this period, the wholesaler does not even attempt to fill the order until next period. This period, the wholesaler attempts to fill the order from the previous period. This can be considered a one period order processing lag. Thus, there is a total of three periods of delays between when a facility places and order, and when the results of that order arrive in inventory. Also, recall that there is no

8、guarantee that an order will be met, even with that three period lag. An upstream supplier can only fill an order if it has the necessary inventory. Otherwise, it will backlog that order, and attempt to fill it as soon as possible. The exception to this is the factory. There is no production capacity limit, so the factorys order will always be filled in its entirety after the appropriate delay.（定购最终会被满足）,Consider how much to order,At each weekly ordering point, you will have decided how many uni

9、ts to order, based on the following information: Your current inventory. How much will arrive in one week. How much will arrive in two weeks. The size of your most recent order. The demand you are currently facing. Previous demand you have been unable to meet, and have backlogged. The amount you most recently supplied. The amount you ordered from your upstream supplier in prior weeks which has not yet been shipped. Any historical information you have recorded.,考虑订购多少？,每周订购时，在如下信息基础上决定订购多少单位： 当前的库存 一周后会有多少到达 两周后会有多少到达 最近的订购数量 当前面临的需求 之前没能够满足的需求，不得不延迟 最近的供应量 之前几周，从上游供应商订购的数量有多少还没有运送 记录的任何历史信息,七、思考题,“牛鞭效应”产生的原因是什么？如何避免？ 以啤酒游戏为例，谈谈你对供应链管理的理解。,时间安排,角色分工：3-5分分发道具：3-5分明确角色任务：10-15分进行模拟：90-110分进行20-30回合（第1-10回合最高时限5分，第11-30回合最高时限3分）利润统计：15-20分分析探讨：小组反思20-30分各组讨论发言20-30分合计180分,

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