3天送達HK，但還真的有點久
女王都一直再罵 我忘記要送禮了
但...我是無辜的
06 Mar 2011 09:13:36 Hong Kong Shipment In Transit.
06 Mar 2011 06:45:45 Hong Kong Shipment Received At Transit Point.
04 Mar 2011 21:21:39 Chengdu Shipment Received At Transit Point.
04 Mar 2011 21:20:00 Chengdu Shipment In Transit.
04 Mar 2011 21:13:23 Chengdu Shipment In Transit.
04 Mar 2011 19:33:54 Chengdu Shipment Collected From Sender.
小弟也在等待當中....一樣也是從成都寄出來的
06 Mar 2011 09:13:36 Hong Kong Shipment In Transit.
06 Mar 2011 06:45:45 Hong Kong Shipment Received At Transit Point.
04 Mar 2011 21:21:39 Chengdu Shipment Received At Transit Point.
04 Mar 2011 21:20:00 Chengdu Shipment In Transit.
04 Mar 2011 21:13:23 Chengdu Shipment In Transit.
04 Mar 2011 19:33:28 Chengdu Shipment Collected From Sender.
維基百科裡面有解釋到什麼是JIT，看一下。
全球化的供應鏈管理，追求的是零庫存的目標，如此，每次產品更新或是降價，對於過多庫存需大力的降價的損失才會變小。
http://en.wikipedia.org/wiki/Just-in-time_(business)
上季蘋果的營業額是US$26,741M，銷貨成本是US$16,443，庫存金額兩季分別是$1051M跟885M平均$968M。
也就是說，庫存週轉在這一季是16,443/968=17次，也就是等於每5.3（90/17)天，庫存品通通會翻新一次等待銷售。
假設我們把庫存拉高到兩個星期14天，讓所有的店面通通都鋪貨，庫存成本會拉高到2,561M，多16億美金的庫存。如果新一季供應商有新的材料價格報價給蘋果，總的來說降價5%好了，那等於蘋果少賺了16億的5% = 八千萬美金，相當於24億台幣的庫存損失。
一季24億台幣，一年一百億無形的跌價損失，蘋果搞個線上購物系統跟SCM綁一起，一年可以省一百億台幣，讓你晚收到貨嘟嘟好而已。
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