What are the short answers and cases of logistics?

chapter two

1. Supply chain management also includes the following main contents: 1 strategic suppliers and user partnership management 2 Supply chain product demand forecasting and demand planning management 3 Supply chain design and layout optimization 4 Synchronous management of material supply and demand within and between enterprises.

2. The difference between supply chain management and traditional management mode 1 Supply chain management regards all the node enterprises in the supply chain as a whole 2. Supply chain management emphasizes and depends on strategic management 3. It adopts integrated management ideas and methods for all related enterprises. It emphasizes the establishment of cooperative partnership between enterprises. Coordination and incentive mechanism of supply chain management.

3. Some problems that need to be solved in the implementation of supply chain management 1 The cooperative relationship between supply chain enterprises is not close. 2 The supply chain cost is too high. 3 The inventory level of supply chain remains high. 4 The supply chain information is not well enjoyed. 5 The order delivery is not timely. 6 The cooperation between enterprises is not well.

4. Solutions to the problems to be solved in supply chain management 1 Matching the internal structure and supply chain structure 2. Changing from vertical to vertical, multidimensional spatial thinking mode 3. Establishing complementary advantages and cooperative relations among enterprises 4. Establishing a distributed and transparent information integration system 5. Eliminating departmental obstacles, implementing collaborative work and parallel operation 6. Establishing a cooperative mechanism of risk sharing and benefit sharing.

5. Characteristics of principal-agent problem among supply chain enterprises 1 The relationship between supply chain enterprises is "cooperation-competition". The principal-agent problem between supply chain enterprises is multi-stage dynamic. The principal-agent problem among supply chain enterprises is multi-task. The principal-agent problem among supply chain enterprises is the coexistence of adverse selection and moral hazard.

6. Specific measures to prevent supply chain risks 1 Establish strategic partnership 2. Strengthen information exchange and enjoyment 3. Strengthen incentives for supply chain enterprises 4. Flexible design 5. Daily risk management 6. Establish emergency response mechanism.

7. Reasons for the amplification of demand variation 1 demand forecast revision 2 Product pricing and sales strategies lead to an increase in order size variability 3. Large-scale ordering 4. Replenishment and extension of supply period 5. Game between rationing and shortage.

8. The influence of hockey stick phenomenon on the company's operation 1 The inventory cost of the company is much higher than when the demand is balanced. A large number of order processing and logistics workers and related facilities and vehicles are idle at the beginning of the period, but they can't finish overtime at the end. 3 overtime and logistics costs increase, and personnel error rate increases. 4 the loss of end customers.

9. Ways to alleviate the effect of "demand variation amplification" 1 Improve the supply chain enterprises' * * * enjoyment of demand information 2. Scientifically determine pricing strategies 3. Improve the operation and management level, shorten the lead time 4. Improve the transparency of supply capacity.

10. Ways to alleviate the phenomenon of hockey stick 1. Reduce prices every day. 2. Combine the total discount with the price reduction of some products. 3. Different statistical and evaluation cycles are adopted for different dealers. 4. Share demand information with dealers and improve forecasting methods. 5. The company can provide preferential schemes according to the actual sales of dealers in different periods.

65438+

12. The supply contract 1 reduces the bullwhip effect. The signing of the supply contract reduces the inventory in supply chain 3. After confirming the cooperative relationship, supply chain enterprises sign contracts to make each node enterprise clear their respective responsibilities. Supply contract can improve the information enjoyment in the supply chain. Realize the coordination of supply chain system and eliminate the double marginal effect. Supply contract can make the overall profit of supply chain equal to the profit of centralized system as much as possible by adjusting the membership relationship of supply chain.

7. Strengthened the cooperative relationship among supply chain members.

13. Main problems of repurchase contract 1 If the residual inventory value handled by retailers is higher than that handled by suppliers, the efficiency of repurchase will be reduced; 2. Irrational retailers will over-purchase, which will increase the uncertainty of supply chain; 4. Retailers' enthusiasm for selling goods will decrease; 5. If the manufacturer has the capacity limit, it will lead to the shortage of retailers, which will produce the bullwhip effect.

The value of 14. Supply chain partnership 1 is conducive to the formation of an enterprise integration model based on strategic partnership 2. Quality assurance system conducive to the establishment of strategic partnership. It is conducive to technology diffusion and service cooperation in strategic partnership. It is beneficial to improve the overall response speed of the supply chain to customer orders.

15. objectives of supply chain cooperation

For the manufacturer (buyer) 1, reduce cost (reduce contract cost) 2, realize quantity discount, stabilize competitive price 3, improve product quality and reduce inventory level 4, improve time management 5, shorten delivery lead time and improve reliability 6, improve process-oriented enterprise plan 7, realize better product design and faster response speed to product changes 8, and strengthen data information acquisition and management control.

For suppliers (vendors) 1, ensure stable market demand; 2 better understand or understand the needs of users; 3. Improve the quality of work; 4. Improve the production quality of parts; 5. Reduce the production cost; 6. Improve the response speed and flexibility to the buyer's delivery date change; 7 Get higher profits (compared with suppliers with non-strategic partnership).

For both parties, 1 improves their communication, 2 realizes * * * common expectations and goals, 3*** takes risks * * enjoys benefits, 4*** participates in product and process development, and realizes process integration, technology and physical integration, 5 reduces the influence of external factors and the risks they bring, 6 reduces speculative ideas and probability, 7.

16. Main factors to consider when selecting partners

The influencing factors of supplier selection mainly include the following aspects: 1 price factor 2 quality factor 3 delivery cycle factor 4 delivery punctuality factor 5 variety flexibility factor 6 design capability factor 7 other influencing factors 8 special process capability factor.

17. Evaluation criteria for selection of supply chain partners

Principles for setting evaluation criteria (index system) 1 system comprehensiveness principle 2 concise and scientific principle 3 stable and comparable principle 4 flexible and operable principle 5 All major influencing factors of suppliers must be comprehensively considered in the actual selection process.

General structure of comprehensive evaluation standard (index system)

Main factors affecting partner selection 1 enterprise performance 2 business structure and production capacity 3 quality system 4 enterprise environment 5 comprehensive evaluation index system.

18. Common methods of partner selection 1 intuitive judgment 2 bidding 3 negotiation selection 4 procurement cost comparison 5ABC cost method (activity-based costing) 6 analytic hierarchy process 7 neural network algorithm for partner selection.

19. The key issues in establishing supply chain cooperation at different stages must first be supported by senior management, and enterprises should maintain good communication. In the strategic analysis stage of establishing mutual trust, it is necessary to understand each other's enterprise structure and culture, solve the obstacles between society, culture and attitude, appropriately change the enterprise structure and culture, and establish a unified operation mode or system among enterprises. Solve obstacles in business processes and structures. Partner evaluation and selection stage, increase contact with major suppliers and users, and enhance mutual understanding. The implementation stage of establishing supply chain strategic partnership needs expectation and demand analysis and close cooperation between them. In order to strengthen information sharing and provide technical exchange and design support to each other, mutual trust is the most important, with good wishes, flexibility, conflict resolution skills and performance evaluation (evaluation).

20. Problems in the traditional enterprise inventory management mode 1 The main problem in inventory control under the traditional enterprise management mode 2 is the lack of the overall concept of supply chain. The concept of inventory management is backward. 3. Improper understanding and definition of customer service. 4. The delivery status data is inaccurate. 5. Inefficient information transmission system. 6. Simplification of inventory control strategy. 7. Lack of cooperation and coordination. 8. The design of product production process does not consider the impact of inventory in the supply chain. 9. In the structural design of supply chain, the influence of inventory should also be considered.

Times can no longer meet the needs of modern market competition.

2 1. The relationship between supply chain uncertainty and inventory, the impact of convergence uncertainty on inventory, 1. The convergence uncertainty of traditional supply chain is widespread, which is concentrated in the phenomenon of independent information systems (information islands) between enterprises. 2. There are information barriers and communication barriers between enterprises, so enterprises have to build inventory to deal with emergencies. The existence of inventory is actually the result of information occlusion and closure. 3. The uncertainty of convergence among supply chain enterprises can be reduced by establishing supply chain alliance or supply chain partnership. The impact of operating uncertainty on inventory is 1. The reduction of convergence uncertainty among supply chain enterprises can eliminate the influence of operational uncertainty on inventory. 2. Only under the condition of supply chain can enterprises obtain favorable conditions for effective control of the production system and eliminate unnecessary inventory phenomenon in the production process. 3. Traditionally, the information of suppliers or distributors is an exogenous variable of production decision, and it is impossible to predict the change information of external demand or supply, or it is delayed information. 4. The strategy of inventory management is to consider independent inventory points instead of using the information enjoyed by * * *. 5. Inventory has become a necessary condition to maintain the normal operation of production.

22. The significance of implementing VMI lies in reducing the total inventory cost of supply chain. 1VMI alleviates the uncertainty of demand. 2VMI solves the dilemma caused by the conflict of implementation standards. In 2VMI, the replenishment frequency usually increases from once a month to once a week or even once a day. The coordination of the whole supply chain will support suppliers' demand for stable production. 4VMI will reduce transportation costs and improve service level. 1 From the retailer's point of view, the service level is often measured by the availability of products. In VMI, the coordination of multi-user replenishment orders and delivery greatly improves the service level. 3VMI can make product updates more convenient. The transportation process used in VMI further improves customer service.

23. The method of implementing VMI 1 To implement VMI strategy, it is necessary to change the order processing mode and establish a standard-based entrusted order processing mode. The transparency of inventory status (for suppliers) is the key step to implement VMI strategy. Four suitable situations for implementing VMI strategy. Five methods for supplier to manage inventory:

24. The advantages of joint inventory management based on coordination center 1 provide conditions and guarantees for the synchronous operation of supply chain. 2. It reduces the demand distortion in the supply chain, reduces the uncertainty of Z inventory, and improves the stability of the supply chain. 3. As the link of information exchange and coordination between the supply and demand sides, inventory can expose the defects in supply chain management and provide a basis for improving supply chain management. 4. It creates conditions for realizing zero inventory management, on-time procurement and fine supply chain management. 5. It further embodies the resources of supply chain management.

25. Implementation strategy of joint inventory management 1 Establishment of supply and demand coordination management mechanism 2. Establishment of joint inventory coordination control method with cooperation objectives 3. Establishment of information communication channel or system 5. Establishment of benefit distribution and coordination mechanism 6. Establishment of two resource planning systems 7. Establishment of rapid response system 8. Establishment of third-party logistics enterprises.

28. A new understanding of inventory management 1 A long-term understanding of the role of inventory has produced absolutely opposite views on whether inventory exists because of "reserve" or "idleness". 2 From the in-depth study, it is found that inventory is not a simple resource reserve or idle problem, but an organizational behavior problem.

29. Supply chain enterprise planning needs to consider the following aspects: 1 Methods and tools of supply chain enterprise planning 2 Optimization methods of supply chain enterprise planning 3 Planning types of supply chain enterprises 4 Hierarchical structure of supply chain enterprise planning.

30. The proposal of synchronous supply chain enterprise plan 1 the proposal of synchronous supply chain planning is the inevitable choice for enterprises to finally realize agile supply chain management. The synchronous planning of supply chain enterprises can make the problems in the modification or implementation of the plan enjoy and support in the whole supply chain, and the management of materials and other resources is carried out in real-time traction, rather than unlimited promotion. The synchronous plan of supply chain enterprises is put forward to challenge various constraints in supply chain operation. In order to realize the synchronous planning of supply chain, agents must be established.

3 1. The new feature of production planning process under supply chain management is that there is a vertical and horizontal information integration process. 1 Vertical refers to the information integration of supply chain from downstream to upstream, and horizontal refers to the information sharing between enterprises producing the same or similar products.

Expanded the role of capacity balance in planning, 1 provided the basis for revising the master production plan and input-output plan, 2 provided the basis for outsourcing decision and spare parts (raw materials) outsourcing, 3 provided the guarantee for efficient operation of supply chain management, and 4 updated the capacity status of enterprises and upstream enterprises in real time, making the production plan more feasible.

The circular process of planning breaks through the limitations of enterprises. 1 under the supply chain management, the information flow of production planning crosses enterprises, thus adding a new closed loop of information flow.

33. The key factors in the implementation of CPFR1treat the interaction between partners and supply chain with a "win-win" attitude, 2 provide continuous guarantee for the successful operation of supply chain, 3 resist turning opportunities, 4 realize cross-enterprise and team supply chain, and 5 formulate and maintain industry standards.

Case; Case analysis problem

1, (Clothing) What risks may exist from the perspective of logistics?

A: First, in terms of sales methods, Company A only has mail order and telephone order sales methods. As far as mail order is concerned, the time period is too long, and there are problems in telephone charges and telephone dialing rate for telephone ordering. Secondly, in the control of return, the return process is "customer-friendly", and a suitable reverse logistics management system has not been established, resulting in a large expenditure. Thirdly, in terms of suppliers, because the garments sold by Company A are produced by Korean, Hongkong, Taiwan Province and Singaporean manufacturers, international environmental factors have a great influence on the future success of ABC Company. Once the political and diplomatic relations between the country where the company is located and the country where its suppliers are located deteriorate, Company A will soon face the danger of lack of suppliers. Even if the political and diplomatic relations between the country where the company is located and the country where the supplier is located are stable, if there is an international war, it will also affect the punctuality of ABC's final receipt and delivery. In addition, changes in domestic consumption preferences and fashion trends will also have a great impact on the success of ABC Company.

2. Facing these possible risks, how should Company A improve its logistics service?

First of all, for a company engaged in logistics activities, the preferences of the company's target customers change rapidly, and the logistics information system is very important for a company. Company A should adopt more effective sales methods, increase online shopping services and improve the convenience for customers to place orders. Regarding the company's return procedures, we must reduce the cost and improve the company's service image. Secondly, enhance the competitiveness and response speed of enterprises. This reaction speed is mainly reflected in: time to market and order operation time. Time to market refers to the time interval between the occurrence of consumer demand and the launch of products. Its length depends on the speed of capturing market information, product development, product manufacturing and product distribution. Order operation time refers to the time when goods are received from customers. This depends on the availability of products and the operation mode and efficiency of enterprises in handling orders. This includes four aspects: customers send orders to enterprises to receive orders, order processing, order preparation and delivery according to orders. The transmission of various documents should be electronic, and the goods in transit should be tracked and positioned through the information system to realize the transnational transmission of market information and further realize the rapid response in transnational logistics operations. Thirdly, because the clothes sold by Company A are produced by Korean, Hongkong, Taiwan Province and Singaporean manufacturers, the international environment has a great influence on the success of the company, and the company has great risks. The above two points and three points must be realized by further improving the international logistics information system.

(Haier) 1. Briefly describe the integrated operation of internal logistics in Haier enterprises.

A: Haier builds an e-commerce website with order processing as its core. The order is connected with the internal production system and procurement system of the enterprise, the production plan and procurement plan are automatically determined, and the raw materials are delivered to the door through the distribution department.

2. Can Haier Logistics operate as a third-party logistics? Please explain the reason.

A: Although Haier has its own distribution department and other logistics systems, with the improvement of third-party logistics, it can make full use of the resources of third-party logistics to improve Haier's logistics tasks at a lower cost and at a higher level. At this time, the role of Haier logistics is to rationally plan and arrange the organization of social third-party logistics, so that it can be seamlessly connected with Haier's own logistics and its production, procurement and marketing systems.

(Volkswagen) Can catering enterprises introduce third-party logistics services into their business activities? Please explain the reasons.

Third-party logistics refers to the unique logistics services provided by independent and professional logistics organizations to meet the requirements of demand-side business processes. Some people call it "contract logistics", which refers to "personalized and serialized logistics services provided by third-party logistics providers based on modern electronic information at a specific time and price".

Third-party logistics provides a new mode of logistics cooperation, which makes the small-batch inventory in the supply chain more economical, and can also produce logistics services that are faster, cheaper, safer and higher in service level than the self-operated logistics service system adopted by both supply and demand sides.

Li Yang and his wife founded Volkswagen Catering Company, which has now developed into one of the well-known catering service enterprises in Hangjiahu area of Suzhou, Wuxi and Changzhou. Obviously, their operation mode is insufficient, especially the composition of two chefs and eight food preparation workers.

The competition in the catering industry is very fierce. High-quality food, reliable distribution, flexible service and low-cost operation are the foundation for the survival and development of this industry. Recently, popular catering companies have felt the competitive pressure from increasingly picky customers and several new professional catering companies. Customers need more and more diversified menus, flexible services and timely responses. All these can be done through the operation of third-party logistics, so it is absolutely necessary to introduce third-party logistics services.

The organizational structure of mass catering companies determines the necessity of introducing third-party logistics, and at the same time, third-party logistics can also penetrate into the organizational structure of mass catering companies, so that all departments can coordinate in isolation, abandon the situation of fighting in isolation, and increase the part to the whole, that is,1+1>; 2。

JIT management is particularly important in many aspects to achieve this goal.

JIT is the abbreviation of JIT, and JIT management is an extremely important concept of logistics management in the world today. The core content of just-in-time production enterprises is embodied in just-in-time purchasing, just-in-time feeding, just-in-time manufacturing and just-in-time delivery. The purpose of JIT management is to realize zero inventory, zero distance and zero liquidity. Third party logistics can create conditions for JIT management of enterprises. Through the third-party logistics, enterprises can understand the market dynamics and sales situation in a broader vision, adjust their production and business plans, and make their relationship with the third-party logistics as close as that of enterprises, and become a win-win entity with mutual support, mutual trust and profit sharing.

As a catering industry, mass catering companies should aim at being quick, fresh and delicious. Just-in-time management just meets their requirements, which can give full play to the advantages of catering companies, enhance their competitiveness and promote the development of enterprises. Therefore, Li Yang and his wife should pay attention to just-in-time management and adjust the organizational structure.

To sum up, the operation of third-party logistics has become more and more common in modern enterprises. It can not only improve the organization and coordination ability of enterprises, but also make the logistics operation smoother. Third-party logistics is the key to reduce costs in the last field.

Therefore, mass catering companies should adopt third-party logistics services, so that the company can tap the potential of resource optimization in the field of professional technology and systems and realize the following benefits: operational benefits, economic benefits, management benefits and strategic benefits, thus solving many problems that mass catering companies are currently facing.

(General) (1) Use cases to talk about how to understand the role of third-party logistics.

A: Third-party logistics is an effective method and strategy to realize the integration of logistics supply chain. TPL provides post-service by coordinating logistics transportation among enterprises, and outsources the logistics business of enterprises to specialized logistics management departments, especially some special transportation businesses.

The third-party logistics system oriented to the coordination center makes both the supplier and the demander cancel their independent inventories, which increases the agility and coordination of the supply chain and can greatly improve the user service level and the operation efficiency of the supply chain.

(2) From the perspective of GM's outsourcing model, may I ask: Why can outsourcing improve the core competitiveness of enterprises?

A: Supply chain management focuses on the core competitiveness of enterprises, emphasizing that enterprises specialize in a certain field and a special task according to their own characteristics and form their own core competitiveness at a certain point, which inevitably requires enterprises to outsource other non-core competitiveness businesses to other enterprises. The idea of outsourcing is that if such activities are not separated from customers. Then we can outsource it to the best professional company in the world, that is, concentrate the functions and resources within the enterprise on those activities with core competitive advantages.

(3) Inspired by GM's transportation outsourcing business, what do you think is the role of outsourcing strategy?

A: Outsourcing is a value-added decision-making process of resource allocation decision-making in the supply chain environment. Choosing outsourcing can enable enterprises to obtain higher-priced resources at a lower cost than self-made, help enterprises reduce costs, improve their business capabilities, improve quality and increase profit margins.

(freight)

A: For option 1:

Cost = (0.05x1100+0.1x2+30x0.5)) x500 = 27600+7500 yuan =35 100 yuan.

For option 2:

Cost = (0.05x37+0.1x 6+0.006x1200+30x2.5) x500 = 42325 yuan.

So the best scheme is scheme 1, because the cost of this scheme is the lowest.

(Unisource Company) A: (1) Integrated logistics refers to the integration of production, supply and sales of raw materials, semi-finished products and finished products into an organic whole, so as to realize the connection and promotion between circulation and production. It is the concrete embodiment of the systematization of logistics management and the application of systematic methods. The whole logistics process and various environmental factors affecting this process are fully considered, and the physical flow of goods is planned and operated as a whole.

(2) 1. Sales training. In the traditional product-centered sales strategy, the salesperson knows the characteristics of the product very well. What we are doing now is to make the salespeople change their views and make them understand that what they are selling is not a product, but a service or even an idea.

2. Inventory management. In a typical wholesale sales enterprise model, wholesalers reserve goods and then sell them to customers. Wholesalers shoulder the responsibility of keeping and controlling goods. However, when customers want to own goods, wholesalers must re-evaluate and modify their internal systems.

3. Service pricing. As a wholesaler, the traditional business model is based on sales revenue, and the revenue is determined according to the proportion of cost in sales.

4. Internal resources. According to the classification of customer groups, the cost of providing services for different customer groups is different. In the past, all customers were treated equally, regardless of their size and complexity of requirements. Now, we provide customized solutions for those large and more complex customer groups.

(Shihua Group)

1. What key factors should a scientific supplier evaluation system include for manufacturing enterprises?

Answer: Quality, delivery date, cost, R&D capability, service, qualification, experience, strength, financial status, brand, production capacity, reliability, technical specifications, maintenance and after-sales service.

2. According to the ABC-XYZ purchasing decision diagram of the enterprise, please refer to the appendix, fill in the measures that should be taken in this diagram (for example, bulk purchasing), and explain what the enterprise's strategy is for multi-level supplier relationship management?

A: (1) Strategic partnership.

For AX, AY and BX suppliers, strategic partnerships should be established in various forms. Because these suppliers play a vital role in home appliance enterprises, the comprehensive cooperation of suppliers in quality, cost, delivery time and participation in R&D will improve their product competitiveness.

The selection of these suppliers should also be strictly controlled, and they should reach the level of international leading suppliers in terms of supplier strength, qualification, supply experience, cost competitiveness, industry leading level and service.

(2) Tactical competitive partnership

For suppliers of AZ, BY and CX, it is necessary to establish a tactical competitive partnership. These types of parts are also important, but they are not strategic. It is necessary to form a high degree of cooperation with these suppliers and establish a competitive mechanism to improve the company's market competitiveness from the perspective of long-term supply and cost optimization.

(3) operational and complete competition.

For BZ, CY and CZ suppliers, it is necessary to establish a completely competitive relationship. The purchasing quantity and importance of these parts are different from those of the former two, so many suppliers are invited to participate in the cooperation and tender is adopted to reduce the purchasing cost.

(Emerging companies)

3. Which freight forwarding company do you think emerging companies are more likely to choose, and explain the reasons for your choice.

A: (1) Emerging companies choose Company A as the general contractor. The reasons for choosing Company A are as follows:

① Company A's logistics network coverage is greater than that of Company B .. ② Company A can meet the special requirements of emerging companies for collection and recovery, but Company B can't. (3) The transport invoice issued by Company A is a formal invoice, which can deduct the tax and reduce the company's cost, which Company B cannot meet at present. ④ The business scope of Company B is wider than that of Company B, which is helpful for the future business development of emerging companies. ⑤ Company A and Company B now have the same customer situation, but Company A is currently cooperating with a similar enterprise and is familiar with the transportation business of chemical products, so it can quickly take over the business of emerging companies. ⑥ The staff quality of Company A is higher than that of Company B. Higher staff quality will help enterprises to improve their management level and provide better services to customers, and emerging companies will also benefit from it. All landowners A company's customers are satisfied with A company's service, while B company's customers don't complain about B company, but that doesn't mean they are satisfied with B company's service.

4. Emerging companies choose a logistics carrier as the general contractor. What benefits can this logistics outsourcing bring to the company? What are the risks?

A: Emerging companies choose a logistics carrier as the general contractor, which brings the following benefits to the company:

(1) third-party logistics management. In the past, emerging companies had to spend a lot of manpower and energy on coordination and management because they faced four freight forwarding companies. Now, because only one transportation contractor needs to be managed, emerging companies have to save a lot of manpower and management energy. (2) Transportation cost. As the transportation volume is changed from 5 companies to 1 company, the transportation volume increases, and emerging companies can get more favorable prices and reduce transportation costs.

The risks of choosing a logistics contractor for general contracting are as follows: (1) If this third-party logistics provider fails, the company's transportation business will immediately come to a standstill, which will make the company's operation fluctuate greatly. (2) If the third-party logistics provider fails, the company will have to choose another carrier, which will cost some money, time and energy.

(Oufen Company)

Please calculate the average value of each project according to the data given in the case, fill in the following table, then draw the performance evaluation matrix, and fill in the number of the research project in the drawn performance evaluation matrix.

6. According to the results of matrix analysis, which projects must be improved by Oufen Company? What services need to be improved? What services should be maintained/improved? What services should be maintained?

Reference answer:

The project that Oufen Company must improve is urgent delivery.

The items that Oufen Company needs to improve: the price of the goods, the scheduled delivery date and the intact rate of the project.

Items that Oufen Company needs to maintain/improve: delivery accuracy, product quality and shortage notice.

Items to be Maintained by Oufen Company: Order Integrity