9–1AssessingtheEnvironmentEnvironmentalScanning（環(huán)境掃描）Thescreeningoflargeamountsofinformationtoanticipateandinterpretchangeintheenvironment.CompetitorIntelligence（競爭對手情況）Theprocessofgatheringinformationaboutcompetitors—whotheyare;whattheyaredoingIsnotspyingbutrathercarefulattentiontoreadilyaccessibleinformationfromemployees,customers,suppliers,theInternet,andcompetitorsthemselves.Mayinvolvereverseengineeringofcompetingproductstodiscovertechnicalinnovations.9–1AssessingtheEnvironmentEn9–2AssessingtheEnvironment(cont’d)EnvironmentalScanning(cont’d)GlobalScanning（全球掃描）Screeningabroadscopeofinformationonglobalforcesthatmightaffecttheorganization.Hasvaluetofirmswithsignificantglobalinterests.Drawsinformationfromsourcesthatprovideglobalperspectivesonworld-wideissuesandopportunities.9–2AssessingtheEnvironment(9–3AssessingtheEnvironment(cont’d)Forecasting（預測）Thepartoforganizationalplanningthatinvolvescreatingpredictionsofoutcomesbasedoninformationgatheredbyenvironmentalscanning.Facilitatesmanagerial

decisionmaking.Ismostaccuratein

stableenvironments.9–3AssessingtheEnvironment(9–4AssessingtheEnvironment(cont’d)ForecastingTechniques（預測方法）QuantitativeforecastingApplyingasetofmathematicalrulestoaseriesofharddatatopredictoutcomes(e.g.,unitstobeproduced).QualitativeforecastingUsingexpertjudgmentsandopinionstopredictlessthanpreciseoutcomes(e.g.,directionoftheeconomy).CollaborativePlanning,Forecasting,andReplenishment(CPFR)SoftwareAstandardizedwayfororganizations

tousetheInternettoexchangedata.9–4AssessingtheEnvironment(9–5Exhibit9–1 ForecastingTechniquesQuantitative（定量方法）TimeseriesanalysisRegressionmodelsEconometricmodelsEconomicindicatorsSubstitutioneffect Qualitative（定性方法）JuryofopinionSalesforcecompositionCustomerevaluation9–5Exhibit9–1 ForecastingTec9–6MakingForecastingMoreEffectiveUsesimpleforecastingmethods.Compareeachforecastwithitscorresponding“nochange”forecast.Don’trelyonasingleforecastingmethod.Don’tassumethattheturningpointsinatrendcanbeaccuratelyidentified.Shortenthetimeperiodcoveredbyaforecast.Rememberthatforecastingisadevelopedmanagerialskillthatsupportsdecisionmaking.9–6MakingForecastingMoreEff9–7Benchmarking（標桿）Thesearchforthebestpracticesamongcompetitorsandnoncompetitorsthatleadtotheirsuperiorperformance.Byanalyzingandcopyingthesepractices,firmscanimprovetheirperformance.9–7Benchmarking（標桿）Thesearch9–8Exhibit9–2 StepsinBenchmarking（標桿比較的步驟）Source:BasedonY.K.Shetty,“AimingHigh:CompetitiveBenchmarkingforSuperiorPerformance,”

LongRangePlanning.February1993,p.42.9–8Exhibit9–2 StepsinBenchm9–9AllocatingResources（分配資源）TypesofResources（資源的種類）TheassetsoftheorganizationFinancial:debt,equity,andretainedearningsPhysical:buildings,equipment,andrawmaterialsHuman:experiences,skills,knowledge,andcompetenciesIntangible:brandnames,patents,reputation,trademarks,copyrights,anddatabases9–9AllocatingResources（分配資源）T9–10AllocatingResources:BudgetingBudgets（預算）Arenumericalplansforallocatingresources(e.g.,revenues,expenses,andcapitalexpenditures).Areusedtoimprovetime,space,anduseofmaterialresources.Arethemostcommonlyused

andmostwidelyapplicable

planningtechniquefor

organizations.9–10AllocatingResources:Budg9–11Exhibit9–3 TypesofBudgetsSource:BasedonR.S.RussellandB.W.TaylorIII.ProductionandOperationsManagement(UpperSaddleRiver,NJ:PrenticeHall,1995),p.287.9–11Exhibit9–3 TypesofBudge9–12Exhibit9–4 SuggestionsforImprovingBudgetingCollaborateandcommunicate.Beflexible.Goalsshoulddrivebudgets—budgetsshouldnotdeterminegoals.Coordinatebudgetingthroughouttheorganization.Usebudgeting/planningsoftwarewhenappropriate.Rememberthatbudgetsaretools.Rememberthatprofitsresultfromsmartmanagement,notbecauseyoubudgetedforthem.9–12Exhibit9–4 Suggestionsfo9–13AllocatingResources:SchedulingSchedulesPlansthatallocateresourcesbydetailingwhatactivitieshavetobedone,theorderinwhichtheyaretobecompleted,whoistodoeach,andwhentheyaretobecompleted.Representthecoordinationofvariousactivities.9–13AllocatingResources:Sche9–14AllocatingResources:ChartingGanttChart(甘特圖)Abargraphwithtimeonthehorizontalaxisandactivitiestobeaccomplishedontheverticalaxis.Showstheexpectedandactualprogressofvarioustasks.LoadChart（負荷圖

－改進的甘特圖）AmodifiedGanttchartthatlistsentiredepartmentsorspecificresourcesontheverticalaxis.Allowsmanagerstoplanandcontrolcapacityutilization.9–14AllocatingResources:Char9–15Exhibit9–5 AGanttChart9–15Exhibit9–5 AGanttChart9–16Exhibit9–6 ALoadChart9–16Exhibit9–6 ALoadChart9–17AllocatingResources:AnalysisProgramEvaluationandReviewTechnique(PERT)（計劃評審技術(shù)(PERT)網(wǎng)絡(luò)分析）Aflowchartdiagramthatdepictsthesequenceofactivitiesneededtocompleteaprojectandthetimeorcostsassociatedwitheachactivity.Events:endpointsforcompletion.Activities:timerequiredforeachactivity.Slacktime:thetimethatacompletedactivitywaitsforanotheractivitytofinishsothatthenextactivity,whichdependsonthecompletionofbothactivities,canstart.Criticalpath:thepath(ordering)ofactivitiesthatallowsalltaskstobecompletedwiththeleastslacktime.9–17AllocatingResources:Anal9–18Exhibit9–7 StepsinDevelopingaPERTNetworkIdentifyeverysignificantactivitythatmustbeachievedforaprojecttobecompleted.Determinetheorderinwhichtheseeventsmustbecompleted.Diagramtheflowofactivitiesfromstarttofinish,identifyingeachactivityanditsrelationshiptoallotheractivities.Computeatimeestimateforcompletingeachactivity.Usingthenetworkdiagramthatcontainstimeestimatesforeachactivity,determineascheduleforthestartandfinishdatesofeachactivityandfortheentireproject.9–18Exhibit9–7 StepsinDevel9–19Exhibit9–8 EventsandActivitiesinConstructinganOfficeBuilding9–19Exhibit9–8 EventsandAct9–20Exhibit9–9 AVisualPERTNetworkforConstructinganOfficeBuildingCriticalPath:A-B-C-D-G-H-J-K9–20Exhibit9–9 AVisualPERT9–21AllocatingResources:Analysis(cont’d)BreakevenAnalysis(盈虧平衡分析)Isusedtodeterminethepointatwhichallfixedcostshavebeenrecoveredandprofitabilitybegins.Fixedcost(FC)Variablecosts(VC)TotalFixedCosts(TFC)Price(P)TheBreak-evenFormula（盈虧平衡點

）9–21AllocatingResources:Anal9–22Exhibit9–10 BreakevenAnalysis9–22Exhibit9–10 BreakevenAna9–23AllocatingResources:Analysis(cont’d)LinearProgramming（線性規(guī)劃）Atechniquethatseekstosolveresourceallocationproblemsusingtheproportionalrelationshipsbetweentwovariables.9–23AllocatingResources:Anal9–24Exhibit9–11 ProductionDataforCinnamon-ScentedProducts9–24Exhibit9–11 ProductionDa9–25Exhibit9–12 GraphicalSolutiontoLinearProgrammingProblem（線性規(guī)劃問題的圖解法）Max.AssemblyMax.ManufacturingMax.ManufacturingMax.AssemblyMax.Profits9–25Exhibit9–12 GraphicalSol9–26ContemporaryPlanningTechniquesProject（項目

）Aone-time-onlysetofactivitiesthathasadefinitebeginningandendingpointtime.（是一次性的一組活動，它具有確定的開始時間和結(jié)束時間）ProjectManagement（項目管理）Thetaskofgettingaproject’sactivitiesdoneontime,withinbudget,andaccordingtospecifications.DefineprojectgoalsIdentifyallrequiredactivities,materials,andlaborDeterminethesequenceofcompletion9–26ContemporaryPlanningTech9–27Exhibit9–13 ProjectPlanningProcess（項目計劃過程）Source:BasedonR.S.RussellandB.W.TaylorIII,ProductionandOperationsManagement(UpperSaddleRiver,NJ:PrenticeHall,1995),p.287.9–27Exhibit9–13 ProjectPlann9–28ContemporaryPlanningTechniques(cont’d)Scenario（腳本

）Aconsistentviewofwhatthefutureislikelytobe.（對未來可能是什么樣的一種一貫的觀點）ScenarioPlanning（腳本計劃）Anattemptnottrytopredictthefuturebuttoreduceuncertaintybyplayingoutpotentialsituationsunderdifferentspecifiedconditions.(通過在不同的特定條件下演示可能的潛在狀況來降低不確定性)ContingencyPlanningDevelopingscenariosthatallowmanagersdetermineinadvancewhattheiractionsshouldbeshouldaconsideredeventactuallyoccur.9–28ContemporaryPlanningTech9–29Exhibit9–14 PreparingforUnexpectedEvents(防備意外事件)Identifypotentialunexpectedevents.Determineifanyoftheseeventswouldhaveearlyindicators(指標).Setupaninformationgatheringsystemtoidentifyearlyindicators.Haveappropriateresponses(plans)inplaceiftheseunexpectedeventsoccur.Source:S.Caudron,“FrontviewMirror,”

BusinessFinance,December1999,pp.24–30.9–29Exhibit9–14 Preparingfor9–30AssessingtheEnvironmentEnvironmentalScanning（環(huán)境掃描）Thescreeningoflargeamountsofinformationtoanticipateandinterpretchangeintheenvironment.CompetitorIntelligence（競爭對手情況）Theprocessofgatheringinformationaboutcompetitors—whotheyare;whattheyaredoingIsnotspyingbutrathercarefulattentiontoreadilyaccessibleinformationfromemployees,customers,suppliers,theInternet,andcompetitorsthemselves.Mayinvolvereverseengineeringofcompetingproductstodiscovertechnicalinnovations.9–1AssessingtheEnvironmentEn9–31AssessingtheEnvironment(cont’d)EnvironmentalScanning(cont’d)GlobalScanning（全球掃描）Screeningabroadscopeofinformationonglobalforcesthatmightaffecttheorganization.Hasvaluetofirmswithsignificantglobalinterests.Drawsinformationfromsourcesthatprovideglobalperspectivesonworld-wideissuesandopportunities.9–2AssessingtheEnvironment(9–32AssessingtheEnvironment(cont’d)Forecasting（預測）Thepartoforganizationalplanningthatinvolvescreatingpredictionsofoutcomesbasedoninformationgatheredbyenvironmentalscanning.Facilitatesmanagerial

decisionmaking.Ismostaccuratein

stableenvironments.9–3AssessingtheEnvironment(9–33AssessingtheEnvironment(cont’d)ForecastingTechniques（預測方法）QuantitativeforecastingApplyingasetofmathematicalrulestoaseriesofharddatatopredictoutcomes(e.g.,unitstobeproduced).QualitativeforecastingUsingexpertjudgmentsandopinionstopredictlessthanpreciseoutcomes(e.g.,directionoftheeconomy).CollaborativePlanning,Forecasting,andReplenishment(CPFR)SoftwareAstandardizedwayfororganizations

tousetheInternettoexchangedata.9–4AssessingtheEnvironment(9–34Exhibit9–1 ForecastingTechniquesQuantitative（定量方法）TimeseriesanalysisRegressionmodelsEconometricmodelsEconomicindicatorsSubstitutioneffect Qualitative（定性方法）JuryofopinionSalesforcecompositionCustomerevaluation9–5Exhibit9–1 ForecastingTec9–35MakingForecastingMoreEffectiveUsesimpleforecastingmethods.Compareeachforecastwithitscorresponding“nochange”forecast.Don’trelyonasingleforecastingmethod.Don’tassumethattheturningpointsinatrendcanbeaccuratelyidentified.Shortenthetimeperiodcoveredbyaforecast.Rememberthatforecastingisadevelopedmanagerialskillthatsupportsdecisionmaking.9–6MakingForecastingMoreEff9–36Benchmarking（標桿）Thesearchforthebestpracticesamongcompetitorsandnoncompetitorsthatleadtotheirsuperiorperformance.Byanalyzingandcopyingthesepractices,firmscanimprovetheirperformance.9–7Benchmarking（標桿）Thesearch9–37Exhibit9–2 StepsinBenchmarking（標桿比較的步驟）Source:BasedonY.K.Shetty,“AimingHigh:CompetitiveBenchmarkingforSuperiorPerformance,”

LongRangePlanning.February1993,p.42.9–8Exhibit9–2 StepsinBenchm9–38AllocatingResources（分配資源）TypesofResources（資源的種類）TheassetsoftheorganizationFinancial:debt,equity,andretainedearningsPhysical:buildings,equipment,andrawmaterialsHuman:experiences,skills,knowledge,andcompetenciesIntangible:brandnames,patents,reputation,trademarks,copyrights,anddatabases9–9AllocatingResources（分配資源）T9–39AllocatingResources:BudgetingBudgets（預算）Arenumericalplansforallocatingresources(e.g.,revenues,expenses,andcapitalexpenditures).Areusedtoimprovetime,space,anduseofmaterialresources.Arethemostcommonlyused

andmostwidelyapplicable

planningtechniquefor

organizations.9–10AllocatingResources:Budg9–40Exhibit9–3 TypesofBudgetsSource:BasedonR.S.RussellandB.W.TaylorIII.ProductionandOperationsManagement(UpperSaddleRiver,NJ:PrenticeHall,1995),p.287.9–11Exhibit9–3 TypesofBudge9–41Exhibit9–4 SuggestionsforImprovingBudgetingCollaborateandcommunicate.Beflexible.Goalsshoulddrivebudgets—budgetsshouldnotdeterminegoals.Coordinatebudgetingthroughouttheorganization.Usebudgeting/planningsoftwarewhenappropriate.Rememberthatbudgetsaretools.Rememberthatprofitsresultfromsmartmanagement,notbecauseyoubudgetedforthem.9–12Exhibit9–4 Suggestionsfo9–42AllocatingResources:SchedulingSchedulesPlansthatallocateresourcesbydetailingwhatactivitieshavetobedone,theorderinwhichtheyaretobecompleted,whoistodoeach,andwhentheyaretobecompleted.Representthecoordinationofvariousactivities.9–13AllocatingResources:Sche9–43AllocatingResources:ChartingGanttChart(甘特圖)Abargraphwithtimeonthehorizontalaxisandactivitiestobeaccomplishedontheverticalaxis.Showstheexpectedandactualprogressofvarioustasks.LoadChart（負荷圖

－改進的甘特圖）AmodifiedGanttchartthatlistsentiredepartmentsorspecificresourcesontheverticalaxis.Allowsmanagerstoplanandcontrolcapacityutilization.9–14AllocatingResources:Char9–44Exhibit9–5 AGanttChart9–15Exhibit9–5 AGanttChart9–45Exhibit9–6 ALoadChart9–16Exhibit9–6 ALoadChart9–46AllocatingResources:AnalysisProgramEvaluationandReviewTechnique(PERT)（計劃評審技術(shù)(PERT)網(wǎng)絡(luò)分析）Aflowchartdiagramthatdepictsthesequenceofactivitiesneededtocompleteaprojectandthetimeorcostsassociatedwitheachactivity.Events:endpointsforcompletion.Activities:timerequiredforeachactivity.Slacktime:thetimethatacompletedactivitywaitsforanotheractivitytofinishsothatthenextactivity,whichdependsonthecompletionofbothactivities,canstart.Criticalpath:thepath(ordering)ofactivitiesthatallowsalltaskstobecompletedwiththeleastslacktime.9–17AllocatingResources:Anal9–47Exhibit9–7 StepsinDevelopingaPERTNetworkIdentifyeverysignificantactivitythatmustbeachievedforaprojecttobecompleted.Determinetheorderinwhichtheseeventsmustbecompleted.Diagramtheflowofactivitiesfromstarttofinish,identifyingeachactivityanditsrelationshiptoallotheractivities.Computeatimeestimateforcompletingeachactivity.Usingthenetworkdiagramthatcontainstimeestimatesforeachactivity,determineascheduleforthestartandfinishdatesofeachactivityandfortheentireproject.9–18Exhibit9–7 StepsinDevel9–48Exhibit9–8 EventsandActivitiesinConstructinganOfficeBuilding9–19Exhibit9–8 EventsandAct9–49Exhibit9–9 AVisualPERTNetworkforConstructinganOfficeBuildingCriticalPath:A-B-C-D-G-H-J-K9–20Exhibit9–9 AVisualPERT9–50AllocatingResources:Analysis(cont’d)BreakevenAnalysis(盈虧平衡分析)Isusedtodeterminethepointatwhichallfixedcostshavebeenrecoveredandprofitabilitybegins.Fixedcost(FC)Variablecosts(VC)TotalFixedCosts(TFC)Price(P)TheBreak-evenFormula（盈虧平衡點

）9–21AllocatingResources:Anal9–51Exhibit9–10 BreakevenAnalysis9–22Exhibit9–10 BreakevenAna9–52AllocatingResources:Analysis(cont’d)LinearProgramming（線性規(guī)劃）Atechniquethatseekstosolveresourceallocationproblemsusingtheproportionalrelationshipsbetweentwovariables.9–23AllocatingResources:Anal9–53Exhibit9–11 ProductionDataforCinnamon-ScentedProducts9–24Exhibit9–11 ProductionDa9–5