信息共享对供应链的影响(外文翻译)
供应商管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)互利共赢的供应商质量控制前言近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS09000族标准以及QS 9000标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。
另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。
因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。
1、质量与企业共存质量一直是一个随着时代的变化而不断变化的概念，人们对质量的认识也往往因关注点不同而有所不同。
如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起，而后从中选择零件重新组装成车，然后驾车绝尘而去。
这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。
显然在当时，汽车零件具有互换性是一种了不起的质量特性，这也是福特公司的N型车和T型车取得辉煌成功的重要原因。
时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性。
可见质量的内涵是不断变化的。
那么究竟什么是质量呢?（1）市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客”争夺战中，质量、价格、交付(交付日期、方式和手段)和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点。
它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。
供应链管理外文文献及翻译
供应链管理外文文献及翻译供应链管理的实践和理论已经在全球范围内得到广泛应用和研究。
本篇文献回顾了最近的文献，旨在提供一个有关供应链管理的广泛和多样化的视角。
本文献主要关注采购、生产和物流等方面。
本文献指出了供应链管理的重要性以及不断变化的环境对供应链管理的挑战。
作者还强调了合作伙伴关系、信息共享、风险管理和绩效评估等方面的关键因素。
总的来说，对于供应链管理的研究，应该包括广泛的实践案例和深入的理论研究。
只有这样，才能理解不断变化的环境对供应链管理的影响，从而制定更好的供应链管理策略。
翻译：Supply Chain Management Foreign Literature and TranslationThe practice and theory of supply chain management have been widely applied and studied worldwide. This literature review aims toprovide a broad and diversified perspective on supply chain management, focusing mainly on procurement, production, and logistics.The literature points out the importance of supply chain management and the challenges that the constantly changing environment poses to it. The authors also emphasize critical factors such as partnership relationships, information sharing, risk management, and performance assessment.In general, research on supply chain management should include diverse practical cases and in-depth theoretical studies. Only in this way can we understand the impact of the constantly changing environmenton supply chain management and formulate better supply chain management strategies.。
外文翻译--- 供应链管理下的库存控制
外文翻译--- 供应链管理下的库存控制在供应链管理环境下，库存控制仍然存在一些问题，需要企业及时解决。
主要问题包括以下几个方面：1.信息不对称在供应链中，不同企业之间的信息不对称问题比较严重，导致企业难以准确预测市场需求，从而影响库存控制的效果。
2.订单不稳定供应链中的订单不稳定性也是影响库存控制的重要因素之一。
订单不稳定会导致企业难以确定库存水平，从而影响供应链整体绩效。
3.物流配送问题物流配送问题也是影响库存控制的重要因素之一。
物流配送不畅会导致库存积压，增加企业的库存成本。
4.缺乏协调供应链中各个企业之间缺乏协调也是影响库存控制的重要因素之一。
缺乏协调会导致企业之间的库存信息不同步，从而影响供应链整体绩效。
为了解决这些问题，企业需要采取一系列措施，如加强信息共享、优化订单管理、完善物流配送体系、建立协调机制等，以提高供应链整体绩效和库存控制的效果。
尽管从宏观角度来看，供应链管理环境下的库存控制比传统管理更具优势，但实际操作中，由于每个企业对供应链管理的理解存在差异，存在利益冲突等问题，导致实际运用时也会出现许多问题。
其中，主要存在以下几个方面的问题：1.各企业缺乏供应链管理的整体观念，导致各自为政的行为降低了供应链整体效率。
2.交货状态数据不准确，导致客户不满和供应链中某些企业增加库存量。
3.信息传递系统低效率，导致延迟和不准确的信息，影响库存量的精确度和短期生产计划的实施。
4.缺乏合作与协调性，组织障碍是库存增加的一个重要因素。
5.产品的过程设计没有考虑供应链上库存的影响，导致成本效益被库存成本抵消，引进新产品时也会遇到问题。
因此，在供应链管理环境下，需要制定合适的库存控制策略，包括建立整体观念，提高信息传递效率，加强合作与协调性，考虑库存影响的产品设计等措施，以提高供应链整体效率。
针对库存管理问题，我们推出以下策略：1.供应商管理库存策略：VMI（Vendor Managed Inventory）库存管理模式。
供应链下的采购【外文翻译】
外文翻译原文Introduction to Supply Chain ManagementMaterial Source: Purchasing and supply chain management, South-westen College Publishing,2001Author: Monczka R. Trent. R and HandfidldThe Emergence of Supply ChainManagers in the last two decades have witnessed a period of change unparalleled in the history of the world, in terms of advances in technology, globalization of markets, and stabilization of political economies. With the increasing number of "world-class" competitors both domestically and abroad, organizations have had to improve their internal processes rapidly in order to slay competitive. In the 1960s -1970s, companies began to develop detailed market strategies, which focused on creating and capturing customer loyalty. Organizations also realized that strong engineering, design, and manufacturing functions were necessary in order to support these market requirements. Design engineers had to be able to translate customer needs into product and service specifications, which then had to be produced at a high level of quality and at a reasonable cost. As the demand for new products escalated in the 1980s, manufacturing organizations were required to become increasingly flexible and responsive to modify existing products and processes or to develop new ones in order to meet ever-changing customer needs. As manufacturing capabilities improved in the 1990s, managers realized that material and service inputs from suppliers had a major impact on their organizations' ability to meet customer needs. This led to an increased focus on the supply base and the organization’s sourcing strategy. Manager also realized that producing a quality product was not enough. Getting the products to customers when, where, how, and in the quantity that they want, in a cost-effective manner, constituted an entirely new type of challenge. More recently, the era of the "Logistics Renaissance" was also born, spawning a whole set of time-reducing information technologies and logistics networks aimed at meeting these challenges.As a result of these changes, organizations now find that it is no longer enough to manage their organizations. They must also be involved in the management of the network of all upstream firms that provide inputs (directly or indirectly), as well as the network of downstream firms responsible for delivery and after-market service of the product to the end customer. From this realization emerged the concept of the "supply chain".The Definition of Supply Chain ManagementThe supply chain activities encompass all associated with the flow and transformation of goods, the flow of information from the raw materials supplier to the end user, as well as the reverse flow of materials and information in the supply chain.Supply chain management is the integration of these activities through improved supply chain relationships, to achieve a sustainable competitive advantage.In this definition, the supply chain includes the management of information systems, sourcing and procurement, production scheduling, order processing, inventory management, warehousing, customer service, and after-market disposition of packaging and materials. The supplier network consists of all organizations that provide inputs, either directly or indirectly, to the focal firm. For example, an automotive company* s supplier network includes the thousands of firms that provide items ranging from raw materials such as steel and plastics, to complex assemblies and subassemblies. A given material may pass through multiple processes within multiple suppliers and divisions before being assembled into a vehicle. A supplier for this company has its own set of suppliers that provide inputs (called second-tier suppliers) that are also part of this supply chain. The beginning of a supply chain inevitably can be (raced back to "Mother earth"; that is, the ultimate original source of all materials that flow through the chain (e.g. , iron ore, coal, petroleum, wood, etc.). Supply chains are essentially a series of linked suppliers and customers; every customer is in turn a supplier to the next downstream organization until a finished product reaches the ultimate end user.The Components of Supply Chain from the Focal Firm’s PerspectiveIt is important to note that from the focal firm’s perspective, the sup ply chain includes internal functions, upstream suppliers, and downstream customers. A firm's internal functions include the different processes used in transforming the inputs provided by the supplier network. In the case of an automotive company, thisincludes all of its parts manufacturing (e. g., stamping, power train, and compo-nents), which are eventually brought together in their final assembly operations into actual automobiles. This coordination and scheduling of these internal flows is very challenging, particularly in a large organization such as an automotive company- For example, order processing managers are responsible for translating customer requirements into actual orders, which are input into the system. In the case of an automotive company, these individuals work primarily with the extensive dealer network to ensure that the right mix of automobiles spare parts and service parts are available so that dealers can meet the needs of their customers. Order processing may also involve extensive customer interaction, including quoting prices, possible delivery dates, delivery arrangements, and after-market service. Another important internal function is production scheduling, which translates orders into actual production tasks. This may involve working with materials requirements planning (MRP) systems, scheduling work centers, employees, and maintenance on machines.The second major part of supply chain management involves the management of upstream external supply chain members. In order to manage the flow of materials between all of the upstream organizations in a supply chain, firms employ an array of managers who ensure that the right materials arrive at the right locations, at the right time. Purchasing managers are responsible for ensuring that (l) the right suppliers are selected, (2) they are meeting performance expectations, (3) appropriate contractual mechanisms are employed, and (4) a good relationship is maintained with these suppliers. They may also be responsible for driving improvement in the supply base and acting as a liaison between suppliers and other internal members (engineering, accounting, etc.). Materials managers are responsible for planning, forecasting, and scheduling material flows between suppliers in the chain. Materials managers work closely with production schedulers to ensure that suppliers are able to deliver the materials on time to the required locations, and that they have some advance warning regarding upcoming requirements so that they can plan ahead of actual production and delivery dates.Finally, a firm's external downstream supply chain encompasses all of the downstream distribution channels, processes, and functions that the product passes through on its way to the end customer. In the case of an automotive company's distribution network, this includes its finished goods and pipeline inventory, warehouses, dealer network, and sales operations. This particular distributionchannel is relatively short. Other types of supply chains may have relatively small internal supply chains but fairly long downstream distribution channels. Within the downstream portion of the supply chain, logistics managers are responsible for the actual movement of materials between locations. One major part of logistics is trans-portation management, involving the selection and management of external carriers (trucking companies, airlines, railroads, shipping companies) or internal private fleets of carriers. Distribution management involves the management of packaging, storing, and handling of materials at receiving docks, warehouses, and retail outlets.An important new trend in supply chain management is the recovery, recycling, or reuse of products from the end user after they have reached the end of their useful life. Organizations are now extending their distribution channels beyond the end customer to include the acceptance and "disassembly" of final products for reuse in new products. Organizations are seeking to “close the loop" and eventually transform used products into new products and/ or materials that can be returned to the earth without harming the environment. In other cases, organizations have developed extensive repair networks to handle warranty and quality problems that occur with products returned by customers. This function may include after-sales service functions, maintenance services, and other types of activities related to continually satisfying the customer. Here again, organizations ate actively working to improve their "reverse logistics" functions, to manage the flow of products and services moving backward through the supply chain.All organizations are part of one or more supply chains. Whether a company Bells directly to the end customer, provides a service, manufactures a product, or extracts materials from the earth, it can be characterized within the context of its supply chain. Until recently, however, organizations focused primarily on their direct customers and internal functions, and placed relatively little emphasis on other organizations within their supply chain network. However, three major developments in global markets and technologies have brought supply chain management to the forefront of management's attention:1.The information revolution.2.Customer demands in areas of product and service cost, quality, delivery, technology, and cycletime brought about by increased global competition.3.The emergence of new forms of inter-organizational relationships.Each of these developments has fostered the emergence of an integrated supply chain approach.Integrated Supply Chain ManagementWhen organizations tried to reduce their Logistics costs, their initial studies looked at the separate functions location of facilities, procurement, inventory control, warehousing and transport. But it soon became clear that the best approach was through integration not looking at these functions separately, but considering the supply chain as a whole. This recognition has led to a continuing trend, as organizations stopped looking at transport and moved on study broader physical distribution, then Logistics and finally supply chain management. At each stage there has been more integration, with an increasing range of activities recognized as being part of the supply chain.In practice, the terms "logistics" and "supply chain management" are now used interchangeably, so the institute of Logistics can give the following definitions: Logistics is the time related positioning of resources, or the strategic management of the total supply-chain.The supply-chain is a sequence of events intended to satisfy a customer. It can include procurement, manufacture, distribution and waste disposal, together with associated transport, storage and information technology.With this broad definition, logistics is inherently linked to other operations and can include-o r at least affect-a lmost every function within an organization. This approach is consistent with the process focus adopted by many organizations, which no longer see themselves as supplying products, but as using a process to satisfy customer demand. Logistics is a key part of this integrated process.The latest stage of integration in logistics is "quick response”, which evolved into "efficient customer response"(ECU). This links the separate stages of the supply chain, so that a customer buying a product from a retailer automatically sends a message back through the chain to trigger a response from the manufacturer and other suppliers. For example, when a customer buys a pair of jeans in clothes shop, the E-POS system automatically sends a message back to the wholesaler to say that the stock needs replenishing, then back to the manufacturer to say that it is time to make another pair of jeans, and back to suppliers to say that they should deliver materials to the manufacturer. This result is a focus on the consumer, the development 'Of partnership relationships between retailers and their suppliers and an increasedintegration of the components of the supply chain.There are clear benefits from this kind of integration of the supply chain, including:•g enuine cooperation between all parts of the supply chain;•e liminating duplication of effort, information, planning, etc;•e liminating operations that do not add value (o the customer;•i mproving efficiency and productivity to reduce costs;•r educing stocks and response times;•h aving actual demand trigger replenishments along the chain;•b eing more responsive to customers;•s haring information and links systems; and•using available technology including EPOS, EDI and automated order processing.Organizations are clearly seeing these benefits, and are moving towards greater integration. 57 percent of companies in the USA had some form of integrated supply chain management. Most of the integration consisted of transport, warehousing and inventory, with fewer organizations including functions such as production planning, procurement or sales order processing. Significantly, more than 90 per cent of companies expected an increase in integration over the next three years, with a quarter of companies moving to "fully integrated" systems. Only 2 per cent of companies had currently established ECR functions, but this is forecast to increase to 37 per cent over the next three years.Despite the different understandings of what full integration and even ECR mean, there is clearly an important move towards more integration of the supply chain.译文供应链下的采购资料来源: 《采购与供应链管理》西南大学出版作者：Monczka R. Trent. R and Handfidld供应链的出现过去20年间管理者目睹了世界历史上前所未有的技术进步、市场全球化和政治经济稳定的发展时期。
信息共享对供应链管理的影响研究
信息共享对供应链管理的影响研究随着现代技术的发展，信息共享已经成为了一个重要的供应链管理策略。
从管理角度来看，信息共享可以帮助企业更有效地控制成本、增加效率和改进客户服务。
在本文中，我们将探讨信息共享对供应链管理的影响，并讨论其对企业的好处和局限性。
一、信息共享对供应链管理的好处1.提高供应链的可见性供应链的可见度是衡量供应链绩效的重要指标之一。
信息共享可以帮助企业快速获取供应商、制造商和顾客的信息，从而能够更好地控制货物流转的节奏和状态。
同时，供应商和制造商也能够即时地向企业提供货物的状态和位置，帮助企业做出更有效的决策并减少错误。
2.加强供应商关系通过信息共享，企业可以与供应商之间建立更加紧密的关系。
企业与供应商之间可以实时沟通，并分享关键信息，如库存、销售预测、订单变化等。
这些信息共享不仅可以提高供应链的可见度，也可以减少错误和延误，从而减少成本并提高效率。
3.降低库存水平信息共享可以帮助企业更精准地预测市场需求，并及时调整产品供应。
这样，企业可以减少库存水平并避免过量订单，从而避免浪费和资金的束缚。
信息共享还允许企业在必要的时候快速反应，并对订单变更做出及时决策，从而降低供应链的风险。
4.提高客户服务水平信息共享可以帮助企业更准确地了解客户需求和反馈，并在必要的时候调整产品。
客户对产品的反馈以及企业对这些反馈的反应可以加强企业与顾客之间的互动并提高客户满意度。
二、信息共享对供应链管理的局限性1.信息质量问题信息共享需要双方之间建立起一定的信任关系。
但如果信息质量不高，信息共享就会变得无法实施，甚至会带来负面影响。
因此，企业需要通过透明的数据管理和质量控制来确保信息共享的质量，从而增强信任关系。
2.安全性问题信息共享可能涉及机密、敏感和商业秘密等问题。
因此，信息共享必须通过安全通讯和身份验证等方法来确保信息的保密性。
否则，信息共享可能会成为安全漏洞，威胁企业的商业利益。
3.合作问题信息共享需要不同企业之间的合作和协调，因此需要建立长期可持续的商业关系。
供应链风险管理【外文翻译】
毕业论文外文翻译原文Supply Chain Risk ManagementD.L. Olson and D. WuG lobal competition, technological change, and continual search for competitive advantage have motivated risk management in supply chains.1 Supply chains are often complex systems of networks, reaching hundreds or thousands of participants from around the globe in some cases (Wal-Mart or Dell). The term has been used both at the strategic level (coordination and collaboration) and tactical level (managementof logistics across functions and between businesses).2 In this sense, risk management can focus on identification of better ways and means of accomplishing organizational objectives rather than simply preservation of assets or risk avoidance.Supply chain risk management is interested in coordination and collaborationof processes and activities across functions within a network of organizations. Tang provided a framework of risk management perspectives in supply chains.3 Supply chains enable manufacturing outsourcing to take advantages of global relative advantages, as well as increase product variety. There are many risks inherent in this more open, dynamic system.Supply Chain Risk Management ProcessOne view of a supply chain risk management process includes steps for risk identification,risk assessment, risk avoidance, and risk mitigation.4 These structures for handling risk are compatible with Tang’s list given above, but focus on the broader aspects of the process.Risk IdentificationRisks in supply chains can include operational risks and disruptions. Operational risks involve inherent uncertainties for supply chain elements such as customer demand, supply, and cost. Disruption risks come from disasters (natural in the form of floods, hurricanes, etc.; man-made in the form of terrorist attacks or wars) and from economic crises (currency reevaluations, strikes, shifting market prices). Most quantitative analyses and methods are focused on operational risks. Disruptions are more dramatic, less predictable, and thus are much more difficult to model. Risk management planning and response for disruption are usually qualitative.Risk AssessmentTheoretically, risk has been viewed as applying to those cases where odds are known, and uncertainty to those cases where odds are not known. Risk is a preferable basis for decision making, but life often presents decision makers with cases of uncertainty. The issue is further complicated in that perfectly rational decisionmakers may have radically different approaches to risk. Qualitative risk management depends a great deal on managerial attitude towards risk. Different rational individuals are likely to have different response to risk avoidance, which usually is inversely related to return, thus leading to a tradeoff decision. Research into cognitive psychology has found that managers are often insensitive to probability estimates of possible outcomes, and tend to ignore possible events that they consider to be unlikely.5 Furthermore, managers tend to pay little attention to uncertainty involved with positive outcomes.6 They tend to focus on critical performance targets, which makes their response to risk contingent upon context.7 Some approaches to theoretical decision making prefer objective treatment of risk through quantitative scientific measures following normative ideas of how humans should make decisions. Business involves an untheoretical construct, however, with high levels of uncertainty (data not available) and consideration of multiple (often conflicting) factors, making qualitative approaches based upon perceived managerial risk more appropriate.Because accurate measures of factors such as probability are often lacking, robust strategies (more likely to enable effective response under a wide range of circumstances) are often attractive to risk managers. Strategies are efficient if they enable a firm to deal with operational risks efficiently regardless of major disruptions.Strategies are resilient if they enable a firm to keep operating despite major disruptions. Supply chain risk can arise from many sources, including the following:8● Political events● Product availability● Distance from source● Industry capacity● Demand fluctuation● Changes in technology● Changes in labor markets● Financial instability● Management turnoverRisk AvoidanceThe oldest form of risk avoidance is probably insurance, purchasing some level of financial security from an underwriter. This focuses on the financial aspects of risk, and is reactive, providing some recovery after a negative experience. Insurance is not the only form of risk management used in supply chains. Delta Airlines insurance premiums for terrorism increased from $2 million in 2001 to $152 million in 2002.9 Insurance focuses on financial risks. Other major risks include loss of customers due to supply change disruption.Supply chain risks can be buffered by a variety of methods. Purchasing is usually assigned the responsibility of controlling costs and assuring continuity of supply. Buffers in the form of inventories exist to provide some risk reduction, at a cost of higher inventory holding cost. Giunipero and Al Eltantawy compared traditionalpractices with newer risk management approaches.10 The traditional practice, relying upon extra inventory, multiple suppliers, expediting, and frequent supplier changes suffered from high transaction costs, long purchase fulfillment cycle times, and expensive rush orders. Risk management approaches, drawing upon practices such as supply chain alliances, e-procurement, just-in-time delivery, increased coordination and other techniques, provides more visibility in supply chain operations.There may be higher prices incurred for goods, and increased security issues, but methods have been developed to provide sound electronic business security. Risk MitigationTang provided four basic risk mitigation approaches for supply chains.11 These focus on the sources of risk: management of uncertainty with respect to supply, to demand, to product management, and information management. Furthermore, there are both strategic and tactical aspects involved. Strategically, network design can enable better control of supply risks. Strategies such as product pricing and rollovers can control demand to a degree. Greater product variety can strategically protect against product risks. And systems providing greater information visibility across supply chain members can enable better coping with risks. Tactical decisions include supplier selection and order allocation (including contractual arrangements); demand control over time, markets, and products; product promotion; and information sharing, vendor managed inventory systems, and collaborative planning, forecasting, and replenishment.Supply ManagementA variety of supplier relationships are possible, varying the degree of linkage between vendor and core organizations. Different types of contracts and information exchange are possible, and different schemes for pricing and coordinating schedules. Supplier Selection ProcessSupplier (vendor) evaluation is a very important operational decision. There are decisions selecting which suppliers to employ, as well as decisions with respect toquantities to order from each supplier. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.12 A probabilistic model for this decision has been published to include the following criteria:131. Quality personnel2. Quality procedure3. Concern for quality4. Company history5. Price relative to quality6. Actual price7. Financial ability8. Technical performance9. Delivery history10. Technical assistance11. Production capability12. Manufacturing equipmentSome of these criteria overlap, and other criteria may exist for specific supply chain decision makers. But clearly there are many important aspects to selecting suppliers.Supplier Order AllocationOperational risks in supply chain order allocation include uncertainties in demands, supply yields, lead times, and costs. Thus not only do specific suppliers need to be selected, the quantities purchased from them needs to be determined on a recurring basis.Supply chains provide many valuable benefits to their members, but also create problems of coordination that manifest themselves in the “bullwhip” effect.14 Information system coordination can reduce some of the negative manifestations of the bullwhip effect, but there still remains the issue of profit sharing. Decisions that are optimal for one supply chain member often have negative impacts of the total profitability of the entire supply chain.15Demand ManagementDemand management approaches include using statistics in models for identification of an optimal portfolio of demand distributions16 and economic models to select strategies using price as a response mechanism to change demand.17 Other strategies include shifting demand over time, across markets, or across products. Demand management of course is one of the aims of advertising and other promotional activities. However,it has long been noted as one of the most difficult things to predict over time.Product ManagementAn effective strategy to manage product risk is variety, which can be used to increase market share to serve distinct segments of a market. The basic idea is to diversify products to meet the specific needs of each market segment. However, while this would be expected to increase revenues and market share, it will lead to increase manufacturing costs and inventory costs. Various ways to deal with the potential inefficiencies in product variety include Dell’s make-to-order strategy. Supply Chain DisruptionTang classified supply chain vulnerabilities as those due to uncertain economic cycles, customer demand, and disasters. Land Rover reduced their workforce by over one thousand when a key supplier went insolvent. Dole was affected by Hurricane Mitch hitting their banana plantations in Central America in 1998. September 11, 2001 suspended air traffic, leading Ford Motor Company to close five plants for several days.18 Many things can disrupt supply chains. Supply chain disruptions have been found to negatively impact stock returns for firms suffering them.19Supply Chain RisksRecent research into supply chain risk covers many topics.New Technology RiskGolda and Phillipi20 considered technical and business risk components of the supply chain. Technical risks relate to science and engineering, and deal with the uncertainties of research output. Business risks relate to markets, human responses to products and/or related services. At Intel, three risk mitigation strategies were considered to deal with the risks associated with new technologies:1. Partnerships, with associated decisions involving who to partner with, and at what stage of product development2. Pursue extendable solutions, evolutionary products that will continue to offer value as new technical breakthroughs are gained3. Evaluate multiple options to enable commercializationPartner Selection RiskPartner (to include vendor) evaluation is a very important operational decision. Important decisions include which vendors to employ and quantities to order from each vendor. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.21Outsourcing RisksOther risks are related to partner selection, focusing specifically on the additional risks associated with international trade. Risks in outsourcing can include:22● Cost – unforeseen vendor selection, transition, or management●Lead time –delay in production start-up, manufacturing process, or transportation● Quality – minor or major finishing defects, component fitting, or structural Defects Outsourcing has become endemic in the United States, especially information technology to India and production to China.23 Risk factors include:● Ability to retain control● Potential for degradation of critical capability● Risk of dependency● Pooling risk (proprietarial information, clients competing among themselves) ● Risk of hidden costsEcological RisksIn our ever-more complex world, it no longer is sufficient for each organization to make decisions in light of their own vested self-interest. There is growing concern with the impact of human decisions on the state of the earth. This is especially true in mass production environments such as power generation,24 but also is important in all aspects of business. Cruz (2008) presented a dynamic framework for modeling and analysis of supply chain networks in light of corporate social responsibility.25 That study presented a framework multiple objective programming model with the criteria of maximizing profit, minimizing waste, and minimizing risk. Multiple Criteria Selection ModelA number of methodologies are applied in practice, to include simple screening and scoring methods,26 supplier positioning matrices to lay out risks by vendor, withassociated ratings,27 and a combination of sorts combining risk categorization with ratings of opportunity, probability, and severity.28 Traditional multiple criteria methods have also been applied, to include analytic hierarchy process.29 The simple multiattribute rating theory (SMART)30 model bases selection on the rank order of the product of criteria weights and alternative scores over these criteria, and will be used here. Note that we are demonstrating, and are not claiming that the orders and ratings used are universal. We are rather presenting a method that real decision makers could use with their own ratings (and even with other criteria that they might think important in a given application).OptionsThere are various levels of outsourcing that can be adopted. These range from simply outsourcing particular tasks (much like the idea of service oriented architecture), co-managing services with partners, hiring partners to manage services, and full outsourcing (in a contractual relationship). We will use these four outsourcing relationships plus the fifth option of doing everything in-house as our options. CriteriaWe will utilize the criteria given below:● Cost (including hidden)● Lead time● Quality● Ability to retain control● Potential loss of critical capability● Risk of dependency● Risk of loss of proprietarial information● Risk of client contentionThe SMART method begins by rank ordering criteria. Here assume the following rank order of importance: 1. Ability to retain control2. Risk proprietarial information loss3. Quality of product and service4. Potential loss of critical capability5. Risk of dependency6. Cost7. Lead time8. Risk of client contentionThe next step is to develop relative weights of importance for criteria. We will do this by assigning the most important criterion 100 points, and give proportional ratings for each of the others as given in Table 5.1:Weights are obtained by dividing each criterion’s assigned point value by the total of points (here 435). This yields weights shown in Table 5.2:Scoring of Alternatives over CriteriaThe next step of the SMART method is to score alternatives. This is an expression by the decision maker (or associated experts) of how well each alternative performs on each criterion. Scores range from 1.0 (ideal performance) to 0 (absolute worst performance imaginable). This approach makes the scores independent of scale, andindependent of weight. Demonstration is given in Table 5.3:Once weights and scores are obtained, value functions for each alternative are simply the sum products of weights times scores for each alternative. The closer to 1.0 (the maximum value function), the better. Table 5.4 shows value scores for the five alternatives:The outcome here is that in-house operations best satisfy the preference function of the decision maker. Obviously, different weights and scores will yielddifferent outcomes. But the method enables decision makers to apply a sound but simple analysis to aid their decision making.译文：供应链风险管理D.L. Olson 和D. Wu全球竞争，技术变化，以及不断寻找具有竞争优势的动机的供应链风险管理。
供应链下的多级存货管理外文文献
供应链下的多级存货管理外文文献1、IntroductionIn today's globalized and interconnected business environment, supply chain management has become an essential component of enterprise success. One of the key elements of supply chain management is inventory management, which involves the effective management of inventory levels across multiple tiers of the supply chain. This article examines the concept of multi-level inventory management within the context of supply chain management and explores relevant literature from foreign sources.2、Supply Chain Management and Inventory ManagementSupply chain management involves the integration and coordination of various activities across all levels of a supply chain, from suppliers to manufacturers, distributors, and consumers. Inventory management, specifically, refers to the effective management of inventory levels in order to meet demand while minimizing costs and risks. It involves theidentification of demand patterns, the determination of appropriate inventory levels, and the implementation of policies and procedures to ensure that inventory is rotated and utilized effectively.3、Multi-Level Inventory Management in the Supply ChainMulti-level inventory management refers to the management of inventory across multiple tiers or levels within a supply chain. It involves the coordination and synchronization of inventory levels across different stages of the supply chain to ensure efficient flow of goods and materials. By managing inventory at multiple levels simultaneously, enterprises can optimize overall inventory levels while ensuring that each tier of the supply chain is able to meet demand.4、Foreign Literature Review on Multi-Level Inventory ManagementA review of foreign literature on multi-level inventory management reveals a growing body of research on this topic. Studies have focused on various aspects of multi-levelinventory management, including demand forecasting, inventory policies, and supply chain coordination. Notably, research has shown that multi-level inventory management can significantly improve overall supply chain performance by reducing costs and increasing efficiency.5、ConclusionThe concept of multi-level inventory management within the context of supply chain management has gained significant attention in recent years. A review of foreign literature suggests that effective multi-level inventory management can lead to significant improvements in overall supply chain performance by optimizing inventory levels across different stages of the supply chain. Enterprises that adopt multi-level inventory management strategies can expect to achieve cost savings, increased efficiency, and a more robust supply chain overall.6、Recommendations for Future ResearchDespite the growing body of research on multi-level inventorymanagement, there are still several areas that require further exploration. Future research could focus on developing more advanced demand forecasting techniques to improve accuracy and reduce demand uncertnty. Additionally, studies could investigate novel inventory policies and strategies that can further optimize inventory levels across different tiers of the supply chn. Finally, research could also examine the role of technology in supporting multi-level inventory management, including the use of artificial intelligence, big data analytics, and other emerging technologies.供应链管理外文翻译供应链管理是一种全面的管理方法，旨在优化供应链的运作，提高效率和竞争力。
跨境电子商务物流供应链外文翻译文献
文献信息：文献标题：Supply Chains of Cross-Border e-Commerce（跨境电子商务供应链）国外作者：Arkadiusz Kawa文献出处：《Advanced Topics in Intelligent Information and Database Systems》,2017.173-183字数统计：英文3507单词，18322字符；中文5561汉字外文文献：Supply Chains of Cross-Border e-Commerce Abstract A feature of e-commerce is worldwide coverage. Almost any person or company can be a customer of an online shop. However, this common availability is in practice quite apparent. Despite the dynamic development of e-commerce, communication in other languages, the form of payment, currency, legal and tax conditions, as well as the delivery of products remain barriers to the free cross-border flow. The article focuses on the last factor mentioned above. The lack of delivery of goods to a distant place or a relatively long time and high cost of providing the purchased product hinders further development of e-commerce. This problem can be solved by introducing an intermediary that consolidates shipments from many retailers and delivers them to many clients scattered in different corners of the world.The main contribution of this article is to develop a model facilitating cooperation between online shops dealing with cross-border trade. The purpose of the idea is to reduce costs and accelerate the delivery of goods ordered abroad via the Internet.Keywords: e-commerce, cross-border, supply chain, CEP (courier, express and postal) industry1.IntroductionThe rapid development of the Internet, and thus also e-commerce, has created new distribution channels for many trading, service and manufacturing companies. According to the European Commission, e-commerce is one of the main factors leading to better prosperity and competitiveness of Europe. It has significant potential that may contribute to economic growth and employment. It is expected that its further development will have far-reaching effects, perhaps even exceeding the changes that concerned trade over the past several decades. Physical presence while shopping is becoming less and less important. Customers buy products, placing orders electronically, and the purchased goods are delivered to their workplaces, homes, click & collect points and parcel lockers. Placing ordering in this way replaces the trip to a store, and the delivery of the consignment eliminates the way back with the purchased goods.In contrast with traditional trade, online shopping is inseparably associated with the delivery to the final customer (so-called last mile), i.e. the most complicated and costly process in the whole supply chain. Internet retail businesses carry out a very large number of small orders. Unfortunately, there are delays in deliveries about which buyers are not informed at all. Customers often do not have too much influence on the choice of the company that will deliver the goods, either. The delivery of the goods is most frequently performed by CEP (courier, express and postal) companies.Additionally, more and more attention has recently been paid to expanding business activities beyond the borders of a single country. Sellers look for new buyers abroad, while customers want to have a greater choice of suppliers. A trend in e-commerce arises, then, which is defined as cross-border trade. It is particularly evident in the countries of the European Union. It is based on selling products to customers who are located in another country. However, it is related to several problems, such as a high cost and long delivery time, language barriers, different legal regulations and taxes, etc. The high cost and long delivery time are, in turn, associated with the aforementioned problem of the last mile, but also with the problem of the relatively small flow of goods between countries which is realized by a single CEP operator. So the economies of scale do not take place yet.Therefore, there is a real need to offer e-commerce to retailers and to, indirectly, recommend comprehensive services to their customers, which would include, on the one hand, logistics services in Europe, and, on the other hand, full information on the quality of the service.The aim of this article is to develop a model of an intermediary facilitating cooperation between online shops dealing with cross-border trade. This model is expected to contribute to cost reduction and acceleration of the delivery of goods ordered abroad via the Internet.The structure of the article is as follows. Section 2 describes the electronic cross-border trade in Europe. Section 3 presents logistical problems in e-commerce. Section 4 proposes the above-mentioned model. Section 5 summarizes the article and points to future directions of the research.2.Cross-border e-commerce in EuropeCurrently, e-commerce can be divided into several trends in the field of logistics, which will determine further development of the CEP industry. These are: reverse logistics, same-day delivery, development of new models of cooperation in logistics (dropshipping, fulfillment, one-stop e-commerce), broker services and cross-border transport. This article focuses on the latter trend.Cross-border e-commerce still has a relatively small share in the whole market of e-commerce. In 2014, approx. 15% of the EU inhabitants made a purchase from sellers from a different country. This represents an increase in the share of this type of trade by 25% compared to the previous year. Not everywhere, however, is cross-border e-commerce equally developed. For example, in 2014 only 4% of Poles made a purchase on the Internet from a seller located in another country, which placed Poland on the penultimate place in the European Union. Most foreign shopping is done by Luxembourgers (65%) and Austrians (40%), and the least by Romanians (1%). The EU average is 15%.The total value of the commodity circulation in e-commerce within individualcountries and among the EU Member States is estimated at about €241 bn. Of this amount, €197 bn (80%) are traded on domestic markets. Only about €44 bn (18%) cross the borders between the EU Member States, and another €6 bn (2%) come from import from countries outside the EU.It can be seen from these data that the potential of electronic cross-border trade within the EU still remains unexploited. Only 8% of companies are involved in cross-border selling. Managers of these enterprises argue that it is too complicated and too expensive. As part of the efforts to unleash the potential of e-commerce, the European Commission has adopted a package of proposals to stop the unjustified geo-blocking, increase the transparency of package delivery prices, and improve the enforcement of consumer rights.3.Logistics problems of cross-border e-commerceThe logistics of products offered by online stores is one of the basic factors influencing the consumer's decision about making purchases in them. Deliveries and product returns are one of the most important issues for both online shoppers and online stores in the EU. The European Commission indicates that the problem lies in particular in cross-border deliveries of packages realized for the needs of small and medium enterprises and those sent to the less developed and less accessible regions. Therefore, it puts a lot of effort into increasing the availability of e-commerce for all EU citizens and businesses, regardless of their size and location.Another problem is the relatively little access to information about the CEP market, in particular about the available services, operators and prices. Many customers know only certain operators whose services they could use. In the case of cross-border transport, they can choose between an international courier service or a common service provider, so the postal operator. This makes it difficult for new entrants to gain market share and reduces the competitive pressure on the existing operators, which in turn limits the incentives to improve the service quality and leads to higher prices.Currently, online stores selling their products abroad incur a very high cost ofshipping -depending on the country it is up to 5 times higher than the cost of a consignment realized within the country. The lower price of the product sold does not often compensate for the cost of delivery, which discourages buyers from abroad. It is one of the greatest barriers to the development of cross-border trade conducted via the Internet. Consumers and small enterprises claim that the problems with the delivery, in particular the high prices, prevent them from increasing the sales or purchases in other Member States. Foreign exchange in e-commerce could be completely different if these costs were significantly reduced.Apart from the cost of delivery, another barrier to the development of cross-border e-commerce is the delivery time. It results mainly from the distance between the vendor and the customer. In most cases (mainly outside the border regions) it will be much greater than in the case of domestic shipments. In international trade, shipments often have to undergo additional operations, go through a greater number of hubs and branches, which further prolongs the time of delivery.Operating activities of CEP companies are based on the hub and spoke concept. It is a system used for the distribution of small size or weight loads. In contrast to direct deliveries, hubs are used that connect the individual places where shipments are posted and received. The hub and spoke (H&S) concept minimizes storage costs and reduces the individual costs of transportation. Although a single consignment is transported over a long distance, the total distance for all shipments counted separately is shorter than in the case of direct deliveries. This solution works very well for a large number of items that are posted and received in multiple locations. An example is distribution within a country where most large cities are connected with one another by means of one or more hubs. Fig. 1 illustrates the delivery distribution system within a country X using the H&S system. In this case, customer A places an order for selected products at store S. In the next step, S performs pick and pack operations, and orders a courier service from company C. The courier collects the shipment and delivers it to the local cargo terminal C1X. Then, the consignment, together with items from nearby cities, is transported to hub C. Shipments from all branches across the country are delivered to hub C. They are then sorted andtransported by linehaul (usually at night) to local branches. In this case, the merchandise goes to local cargo terminal C2X. In the morning the shipment is picked up by a courier from the local branch and delivered to customer A.Fig. 1. Hub and spoke system in distribution within a single country As is shown in Fig. 1, the distance travelled by a shipment is much longer than in a direct connection from point S to point A. This extends the delivery time, but significantly reduces the unit cost thanks to the consolidation with other consignments. Customers must wait for the ordered goods until the next working day, but, in return, the cost of delivery is a dozen to several hundred times lower than in the case of direct delivery.A problem with the H&S system occurs in the case of routes along which few consignments are transported. Underutilization of the vehicle cargo space causes the unit cost of transportation to increase significantly. Moreover, in the case of small packages (which prevail in e-commerce) the total cost of delivery rises considerably when the consignment passes through many local terminals and hubs. It is associated with additional costs of sorting and handling. Such a complex and costly system occurs in the case of cross-border transportation.Fig. 2 presents the route of delivery of the goods ordered by customer A in storeS. In relation to Fig. 1, here hub CY has been added. Although points A and S are close to each other, the product passes through the individual points in the H&S system, which increases the total cost of the delivery. Due to the fact that there is a very little flow of goods between the CX hub and the CY hub, the cargo space in the means of transport is not fully utilized. In addition, the freight rates in international transport are higher than in domestic transport. Furthermore, relatively little competition (there are only a few enterprises) in express cross-border deliveries causes the CEP operators to use their bargaining power. It all makes the cost of cross-border delivery several times higher than that of distribution within a single country. This discourages customers from ordering goods from foreign online stores, which deepens the problem of under-used cargo space. Therefore, a solution is needed to overcome this problem, reduce the number of the sorting and handling operations, and thus reduce the costs of cross-border deliveries.Fig. 2. Hub and spoke system in distribution between two countries4.Exemplification of the model facilitating cooperation between online shops dealing with cross-border tradeFig. 3 shows a simplification of the cross border e-commerce market. There aretwo online stores located in country X (S1 and S2) and two customers in country Y (A1 and A2). A1 orders a product in shops S1 and S2, and A2 orders in S2. The stores are separately served by two independent CEP operators (C1 and C2). C1 delivers the shipments to A1 through its H&S system, while C2 -to customer A2. C2 benefits from the economies of scale and delivers the goods together to A1 and A2 from point S2 to hub C2Y. Then the shipments are separated and delivered to points C2Y1 and C2Y2.Fig3. Hub and spoke system in distribution between two countries with two customers and twoonline shopsIn the case of a small flow of shipments between hubs C1X and C1Y, C2X and C2Y such a system of distribution of goods in cross-border e-commerce is ineffective. Relatively high costs of delivery of products to customers appear due to the underutilization of the cargo space and a large number of the sorting and handling operations.This problem can be solved by introduction of an additional entity to the cross-border e-commerce in the form of a consolidator. In the literature, such an entity is defined as the fourth party logistics (4PL). It manages the flow of information between the supplier, customer and logistics service provider. The consolidatorproposed in this study acts like the CEP brokers, already present on a number of national markets for several years. The difference between them is that the broker only wins transport orders and passes them on to the CEP operator which decides how to transport the consignments; the consolidator, in turn, additionally selects the carriers for the service. The consolidator does not possess any means of transport. It can be said that it configures a temporary supply chain for the needs of a single transaction.The consolidator has a website which enables to find offers, compare them, monitor shipments and make payments. However, the consolidator automates their business with continuously cooperating customers by providing the API (application programming interface) and integrating with sales platforms. Such platforms group and systematize up-to-date information about CEP services and prices, which helps make the decision about the company that delivers shipments. On the basis of specific criteria such as the place of origin and delivery, dimensions and weight of the parcel, the user is given appropriate cross-border transport offers by the system. The consolidator’s system automatically recommends the shipping options that are adjusted to the ordered products to the customer of the online store. For example, for a larger package courier or mail services are suggested rather than delivery to a parcel locker. Depending on the planned date of delivery, the system may offer different prices. Express deliveries by air freight will be more expensive than the economical road transport.Moreover, the system automatically generates the shipping documents (picking list to the warehouse, labels to be stuck on packages), monitors the realization process and informs the e-seller and the customer about the current status of the delivery.For customers, besides time, certainty of delivery of the product is important. Ordering in foreign stores, customers express concerns not only about when, but also whether at all and in what condition they will receive the shipment. They must therefore have constant access to the information about where the consignment is located and what the expected date of delivery is. This will be possible thanks to the track & trace system.The consolidator does not need to invest in infrastructure, because it uses the resources of other organizations. Its key task is the right choice of carriers assigned to the individual routes and time synchronization of the operation of individual vehicles in the region and between regions and of the work in the terminals and hubs. The consolidator, collecting orders from a number of senders, becomes a “big”customer of courier and postal companies. This increases the bargaining power and allows to get much better cooperation conditions than individual customers are offered, sending small numbers of shipments.Managing the consolidator‘s activities organized in this way requires application of complex IT systems. Such a system should integrate all the terminals and hubs of many different logistics service providers. This requires interoperability between the systems, and so mutual access to necessary data. In addition, standardization of the processes and the used infrastructure is needed. For example, shipments are transported in certain loading units, and the barcode labels describing the shipment (details of the sender and recipient, terms of delivery, etc.) must be processed by the various entities dealing with the shipments.All the data concerning the shipments and carriers are placed in a data cloud by the consolidator. This ensures access to the system for all stakeholders anywhere in the world. Moreover, each driver is equipped with an electronic device which is used to scan the code from the shipment, receive information about the shipment and send the data.Customers of consolidators may mainly be micro, small and, partially, medium-sized companies that run their business on the Internet, i.e. online shops and sellers at online auctions.Fig. 4 shows the pattern of a consolidator’s operation in cross-border e-commerce. In every country it has access to the hubs (IX and IY) which are connected to the local terminals. In practice, this may be more than one hub, and they may belong to more than one CEP operator. Hubs between individual countries are connected by linehauls. The process in fig. 4 differs from the one shown in Fig. 3 in that stores S1 and S2 are operated by one consolidator I which selects appropriatecarriers to collect shipments from shops S1 and S2 and deliver them to hub IX through the terminals of these carriers -I1X and I2X. Then, the consolidated shipments are transported from the IX hub to the IY hub. Loads from shops S1 and S2 are transported to customers A1 and A2 by a single means of transport. Organization of the transport between the hubs is done by the consolidator, but it can also be done by the CEP operator itself if it is a better solution. In the next step, unloading, sorting and shipment of goods from the IY hub by local courier companies (I1Y and I2Y) to customers A1 and A2 takes place. As a result of this process, hubs C1X and C1Y and the carrier terminal C1X have been eliminated (compare Fig. 3 and 4). This makes it possible to achieve the benefits in the form of fewer handling and sorting operations. Thanks to the selection of offers competitive to those of the CEP operators by the consolidator the costs of transportation between the terminals and hubs can, in turn, be reduced.Fig4. Cross-border e-commerce with a consolidator5.ConclusionThe model proposed in the study significantly reduces the number of the sorting and handling operations. It solves the problems of the organization of internationallogistics, and in particular the one with the high cost of deliveries, by consolidating shipments from various senders depending on the country of delivery. This will help to achieve the economies of scale - the CEP operator can offer better price conditions for a larger number of shipments. Additionally, thanks to the support of the supply chain by a single system it will be possible to track the shipments. Apart from the possibility to lower the costs, the limited number of operations reduces the risk of the goods being damaged during loading, unloading and so on.Moreover, the proposed solution is consistent with the assumptions of the Green Paper of the European Commission, according to which the attractiveness of purchases made over the Internet is determined by three main factors: the price of the product together with the cost of delivery, ensured quality of the delivery of the product, and access to information on the order status. In addition, the European Commission places great emphasis on integration of the systems of companies throughout the whole e-commerce supply chain, particularly among smaller CEP operators in the field of cross-border transport. Increased interoperability can accelerate the exchange of information, facilitate the consolidation of the needs for transportation, parcel delivery and invoicing, develop multimodal transport and reduce administrative costs.The study hereby proposed a general concept of cross-border e-commerce using an integrator. The further direction of the research will be the development and verification of the model in practice. For example, a larger number of countries can be included in the model, the reverse logistics process may be added, or the crowdsourcing solutions can be used for local courier services etc.中文译文：跨境电子商务供应链摘要电子商务的一个特点是覆盖全球。
供应链管理外文翻译
毕业论文材料：英文文献及译文课题名称：电子商务环境下XX公司供应链管理研究IIMB Management ReviewVolume 23, Issue 4, December 2011, Pages 234–245 Sustainable supply chain management: Review and research opportunitiesSudheer Gupta Omkar D. Palsule-DesaiAbstractAnthropogenic emissions likely pose serious threat to the stability of our environment; immediate actions are required to change the way the earth’s resources are consumed. Among the many approaches to mitigation of environmental deterioration being considered, the processes for designing, sourcing, producing and distributing products in global markets play a central role. Considerable research effort is being devoted to understanding how organisational initiatives and government policies can be structured to facilitate incorporation of sustainability into design and management of entire supply chain. In this paper, we review the current state of academic research in sustainable supply chain management, and provide a discussion of future direction and research opportunities in this field. We develop an integrative framework summarising the existing literature under four broad categories: (i) strategic considerations; (ii) decisions at functional interfaces; (iii) regulation and government policies; and (iv) integrative models and decision support tools. We aim to provide managers and industry practitioners with a nuanced understanding of issues and trade-offs involved in making decisions related to sustainable supply chain management. We conclude the paper bydiscussing environmental initiatives in India and the relevance of sustainability discussions in the context of the Indian economy.Keywords∙Sustainable supply chain management;∙Green supply chains;∙Closed-loop supply chains;∙Sustainability;∙Extended producer responsibility;∙Emissions tradingIntroductionA broad consensus has by now emerged that anthropogenic emissions pose serious threat tothe stability of our environment, and that the resulting changes will affect our ecosystem by disrupting food and water supplies, submerging coastal wetlands, and causing severe weather patterns and species extinction. The global average temperature has been rising since the early 1900s, and has risen by more than 0.5 °C in the last 50 years alone, with an accompanying rise in global average sea levels and drop in Northern Hemisphere snow cover (IPCC, 2007a). Decades of careful data collection, analysis and projections by groups of scientists and researchers around the world have confirmed that the world faces severe changes with an expected 2–4 °C rise in global average temperature by the year 2100: 30–40% of the species could be extinct, close to a third of global coastal wetlands are in danger of being submerged, millions of people will likely face food and water shortages, andmany densely populated areas of the world, including many parts of Asia, will face higher rates of morbidity and mortality from heat waves, floods and droughts (IPCC, 2007b).A large part of the blame has been attributed to the six greenhouse gases (GHGs) that are known to trap heat into the earth’s atmosphere and contribute to a rise in global temperature: primary ones being carbon dioxide, methane, and nitrous oxide. As measurements have shown, concentrations of GHGs in the earth’s atmosphere have been relatively stable over the last 10,000 years (at between 250 and 300 parts per million). However, in the last 150 years or so—since the beginning of industrial revolution—concentrations of carbon dioxide in the atmosphere have shot up by more than 30% (from less than 300 ppm to close to 400 ppm), and concentrations of methane have almost doubled (IPCC, 2007a). Several large scale model projections have shown that a business-as-usual scenario, with no changes in our production methods and consumption habits, will lead to an imbalance in the ecosystem and damage the stability of our environment.There is an obvious need for urgent action to change the way we consume the earth’s resources. Among the many approaches to mitigation and adaptation being considered, the processes for designing, sourcing, producing and distributing products in global markets play a central role, as these activities account for a bulk of the resources consumed and the environmental impact. For example, in the United States, industrial activities account for about a third of fossil fuel related carbon dioxide emissions; another 40% are accounted for by transportation (EPA, 2007). Evidently, design and management of supply chain activities is a primary factor in promoting environmental sustainability.In this paper, we review the current state of academic research in designing and managing sustainable supply chains, and provide a discussion of future directions and research opportunities in this rapidly evolving field. In Section 2, we provide a definition and description of Sustainable Supply Chain Management. In Section 3, we summarise and discuss existing classifications and reviews of research in this field, and describe how our perspective differs from those in the literature. Section 4 presents the bulk of recent research in this area that fits our integrative perspective, summarised under four broad categories: (i) Strategic considerations; (ii) Decisions at functional interfaces; (iii) Regulation and government policies; and (iv) Integrative models and decision support tools. We conclude in Section 5 with a discussion of some environmental initiatives in India and the relevance of sustainability discussions in the context of the Indian economy.Sustainable Supply Chain Management (SSCM)We define Sustainable Supply Chain Management (SSCM) as a set of managerial practices that include all of the following:●Environmental impact as an imperative;●Consideration of all stages across the entire value chain for each product; and● A multi-disciplinary perspective, encompassing the entire product life-cycle.This definition implies a few broad themes in our perspective on environmental sustainability. First, firms must view environmental impact of their activities as an integral part of decision-making, rather than as a constraint imposed by government regulation or social pressure, or as a fad to exploit by app earing to be “green”. Second, firms must pay attention to environmental impact across the entire value chain, including those of suppliers, distributors, partners and customers. Third, firms’ view of sustainability must transcend a narrow functionalperspective and encompass a broader view that integrates issues, problems and solutions across functional boundaries.In keeping with this definition, our review of the literature on SSCM adopts a firm perspective, rather than societal or policy-makers’ perspect ive, and focuses on organisational decisions related to the entire product life-cycle that involves design, production, distribution, consumer use, post-use recovery and reuse. We do not limit ourselves to literature in any one academic discipline; rather, we focus on interactions across functional areas including corporate strategy, product design, production and inventory management, marketing and distribution, and, regulatory compliance.The paper is intended to provide managers and industry practitioners with a nuanced understanding of issues and trade-offs involved in making decisions related to SSCM. The paper is also intended to provide management researchers with a summary of the current state of the art in SSCM research, and a roadmap for future research directions.SSCM research: reviews and classificationSeveral excellent reviews have been written over the years that examine various aspects of SSCM-related research. While these reviews adopt different perspectives from ours, readers interested in exploring a particular aspect of SSCM would find them useful. For instance, many of the existing reviews explore the SSCM literature for implications of environmental concerns on firm’s individual functions involving activities such as product design, prod uction planning, or inventory management. On the contrary, we examine the existing studies from a value-chain perspective, and discuss environmental concerns in managerial decisions acrossfunctions. Moreover, most of the existing reviews cover literature that is, in some cases, over a decade old. Our review focuses on more recent research in this fast changing and growing field.Early research efforts in SSCM were largely devoted to understanding the technical and operational considerations inherent in collecting, testing, sorting, and remanufacturing of returned products. Research in this domain can broadly be classified under the following headings: (i) Production planning, scheduling and control; (ii) Inventory management; and (iii) Reverse logistics. While research in these areas continues, given the availability of excellent reviews covering this domain, we will abstract from these issues in our review, and encourage the readers to consult the papers mentioned below.In an early review of the literature, Greenberg (1995) surveys the use of mathematical programming models for controlling environmental quality, focussing on air, water, and land. The paper is limited to general equilibrium models with multiple decision making agents, where an equivalent mathematical program can be formulated to compute a fixed point. The review provides an annotated bibliography with more than 300 papers, and identifies many research avenues for studies using mathematical programming in addressing environmental concerns. Fleischmann et al. (1997) focus on quantitative models of reverse logistics, and subdivide the literature in three areas: distribution planning, inventory control, and production planning. For each of these areas, the authors discuss the implications of the product reuse efforts being explored at the time, review the mathematical models proposed in the literature, and point out the areas in need of further research. Carter and Ellram (1998) also focus on reverse logistics, but present a more holistic view that includes the reduction of materials in theforward system in such a way that fewer materials flow back, reuse of materials is made possible, and recycling is facilitated. The paper develops a broadened view of the role of logistics personnel in reverse logistics, and identifies gaps where future research is needed. In particular, the authors identify important players and influencing factors (internal, external and environmental) involved in reverse logistics and provide a framework to study these issues. Gungor and Gupta (1999) focus on ‘environmentally conscious manufacturing and product recovery’, described as integrating environmental t hinking into new product development including design, material selection, manufacturing processes, product delivery to the consumers, and end-of-life management of the product. The authors review and categorise more than 300 papers based on four stages of product life-cycle analysis: product design, manufacturing, use, and recovery. The paper argues that two key issues involved in ‘environmentally conscious manufacturing’ are: (i) understanding the life-cycle of the product and its impact on the environment at each of its life stages, and (ii) making better decisions during product design and manufacturing so that the environmental attributes of the product and manufacturing process are kept at a desired level. Consistent with bulk of the research efforts a t the time, the review focuses on the product recovery process (divided into ‘recycling’ and ‘remanufacturing’), and provides an analysis of issues relevant in collection, disassembly, inventory control and production planning of used products. Similar issues are tackled in Guide and van Wassenhove (2002) and Guide, Jayaraman, and Srivastava (1999).In a departure from the narrower focus of articles summarised above, Kleindorfer, Singhal, and van Wassenhove (2005) review various sustainability themes covered in the first 50 issues of Production and Operations Management journal. The authors use the term sustainabilitybroadly to include environmental management, closed-loop supply chains, and triple-bottom-line thinking that integrates profit, people and the planet into the culture, strategy and operations of companies. The authors suggest that businesses are under an increasing pressure to pay more attention to the environmental and resource consequences of the products and services they offer and the processes they deploy. In turn, operations management (OM) researchers and practitioners face new challenges in integrating sustainability issues within their traditional areas of interest. The paper concludes with some thoughts on future research challenges in sustainable operations management, highlighting three areas—green product and process development, lean-and-green OM, and, remanufacturing and closed-loop supply chains—that integrate essential aspects of sustainable OM.“Closed loop supply chain management” (CLSC) can be defined as the design, control, and operation of a system to maximise value creation over the life-cycle of a product, with dynamic recovery of value from different types and volumes of returns over time (Guide & van Wassenhove, 2006). This perspective has gained increasing attention among researchers in the last decade. Guide and van Wassenhove (2009) focus on business aspects of closed-loop supply chain research and provide a personal perspective on value-added recovery activities, but do not review the existing literature. The authors summarise evolution of CLSC research through five phases, which is useful in understanding the evolution of a subset of research activities within SSCM. The paper claims that Phase 1 consisted of early research that focused almost exclusively on technical problems and individual activities of reverse logistics. Phase 2 has expanded research problems to include inventory control, reverse logistics networks, andremanufacturing/shop line design issues. Phase 3 involves coordinating reverse supply chains using an economic perspective and game theoretic models, understanding strategic implications of product recovery, contracting issues, incentive alignment, and channel design. Phase 4 involves ‘Global system design for profitability’, that primarily incl udes issues such as time value of product returns and maximising value over entire product life-cycle. Phase 5 involves a focus on marketing issues such as pricing of product returns, cannibalisation, and understanding consumer behaviour.While these reviews and classifications provide different perspectives on sustainability research in supply chain management, none of them provides an integrative, comprehensive overview of the field from a firm’s perspective, adopting a strategic decision-based approach. We seek to integrate these perspectives in our review below.Integrative SSCMFollowing our discussion in Section 2, we consider a broad range of managerial decisions, categorised along the following dimensions:I. Strategic considerations:a. Organisational strategyb. Supply chain strategy and structurec. Marketing strategyII. Decisions at functional interfaces:d. Product design and product life-cyclee. Pricing and valuation of returnsf. Forecasting, information provision, and value of informationIII. Regulation and government policies:g. Extended producer responsibilityh. Cap and trade programsIV. Integrative models and decision support toolsIn the following sections, we briefly summarise the major issues and concerns in each of these categories, review and summarise some of the academic efforts that have addressed these issues, and outline promising avenues for future research in these areas.Strategic considerationsOrganisational strategyFrom a strategic perspective, organisational decisions on sustainability revolve around the following questions: (i) How does the organisation view sustainability? (ii) What options does the organisation have to incorporate environmental considerations into strategic decisions? (iii) How do these considerations affect theories of the firm that provide an economic rationale to firm’s existence, behaviour, structure and relationship to markets? While there are broad debates in literature on corporate social responsibility (of which sustainability discussions could be seen as a subset), we limit ourselves here to a value chain perspective and summarise the major issues via three papers that discuss, respectively, the strategic value of pollution prevention and resulting productivity gains, compare specific methods and techniques for controlling greenhouse gas emissions on their estimated costs, and outline the strategic importance of reverse value chain activities. These themes recur throughout this article and we will expand on them, and their impact on supply chain related decisions, in the following sections.In an influential article, Porter and van der Linde (1995) view pollution from the perspective of resource inefficiency, and discuss green initiatives in terms of their implications on firm’s competitiveness. In particular, they view the inherent trade-off between environmentalregulations and competitiveness as ecology versus economy: the regulations provide social benefits via strict environmental standards, however, higher private costs for prevention and cleanup increase prices and hence reduce competitiveness. The authors argue that policy makers, business leaders, and environmentalists have focussed on the static cost impact of environmental regulations and have ignored the more important offsetting productivity benefits from innovation. Moreover, the authors claim that pollution prevention through product and process design is superior and economical to pollution control through waste management. In this regard, they propose a resource productivity framework based on innovation and improvements in operational efficiency.While Porter and van der Linde (1995) argue for the benefits of pollution prevention over pollution control,Enkvist, Naucler, and Rosander (2007) focus on GHG emissions and provide detailed cost curves that enable a deeper understanding of the significance and cost of each possible method of reducing emissions. The cost curves show estimates of the prospective annual abatement cost in Euros per ton of avoided emissions of GHGs, as well as the abatement potential of these approaches in gigatons of emissions. The study covers six sectors (power generation, manufacturing with a focus on steel and cement, transportation, residential and commercial buildings, forestry, and agriculture and waste disposal) in six regions (North America, Western Europe, Eastern Europe including Russia, other developed countries, China, and other developing nations) spanning three time horizons (2010, 2020 and 2030). For the most part, at the low end of the curve are measures that improve energy efficiency, whereas at the higher end are approaches for adopting more greenhouse gas-efficient technologies and for shifting to cleaner industrial processes.In contrast to the papers discussed above, Jayaraman and Luo (2007) focus on reverse value chain activities (reuse, repair, refurbishing, recycling, remanufacturing, or redesign of returned products from the end-user), and present a redefined value chain strategy that entails a closed-loop system for industries in which such activities may create additional competitive advantages for the firm. The analysis presented in this paper is relevant from a strategic management perspective for the following three reasons: (i) through reverse logistics, the value chain is no longer portrayed as unidirectional, but as a closed-loop system in which additional values are generated from the existing resources; (ii) the competitive advantage paradigm can be further enlightened by a new source of competitive edge—tangible values from the physical side and intangible values from the information side of reverse logistics; (iii) the reverse logistics framework has implications for the resource-based view of the firm. Supply chain strategy and structureThe next level of organisational decisions involves the structure of the supply chain and strategic choices the firms must make in order to incorporate sustainability considerations. Research effort here has largely focused on designing the reverse supply chain to collect and re-use end-of-life products returned by customers, structuring supply chain incentives to properly motivate partners, and managing competition between remanufactured and new products. The following summary provides the major issues and findings in the literature. Savaskan, Bhattacharya, and van Wassenhove (2004) address the problem of choosing appropriate reverse channel structure for the collection of used products from customers for remanufacturing. In particular, a manufacturer in the supply chain has three options forcollecting used products: (i) collect directly from the customers, (ii) incentivise the existing retailer to induce collection, or (iii) subcontract the collection activity to a third party. The proposed noncooperative game theoretic model has decentralised decision-making system with the manufacturer as the Stackelberg leader. The authors show that simple coordination mechanisms can be designed such that the collection effort of the retailer and the supply chain profits are attained at the same level as in a centrally coordinated system.Savaskan and van Wassenhove (2006) extend the above model to a multiple retailers setting. The authors focus on the interaction between a manufacturer’s reverse channel choice to collect post-consumer goods and the strategic product pricing decisions in the forward channel when retailing is competitive. They first examine how the allocation of product collection to retailers impacts their strategic behaviour in the product market, and later discuss the economic trade-offs the manufacturer faces while choosing an optimal reverse channel structure. The authors show that when a direct collection system is used, channel profits are driven by the level of returns, whereas in the indirect reverse channel, supply chain profits are driven by the competitive interaction between the retailers. Moreover, from the supply chain coordination perspective, they show that the buy-back payments transferred to the retailers for post-consumer goods provide a wholesale pricing flexibility that can be used to price discriminate between retailers.The effect of competition from remanufactured products is a primary concern for a manufacturer. This competition can be from products the manufacturer introduces himself, or from another remanufacturer who enters the market, intercepts used products from consumers and sells remanufactured products that compete with new products from the manufacturer.Several papers have examined this issue. Majumder and Groenevelt (2001) present a two-period model to explore the effect of competition in remanufacturing. In the first period, only an OEM manufactures and sells new products. In the second period, a fraction of these items are returned for remanufacturing. However, the OEM doesn’t get all these returned products, some are used up by a local remanufacturer who competes with the OEM in the consumer market to sell remanufactured products. In this case, the critical trade-offs for the OEM are between the lower cost of remanufacturing in the second period against the threat of higher competition from the remanufacturer. The authors show that competition causes the OEM to manufacture less in the first period and attempt to increase local remanufacturer’s cost of remanufacturing. On the contrary, the remanufacturer helps OEM reduce his manufacturing cost. The authors also extend the model to examine the role of a social planner who wants to increase remanufacturing. They show that the social planner can give incentives to the OEM to increase the fraction available for remanufacturing, or reduce his remanufacturing costs. Ferguson and Toktay (2006) develop models to support a manufacturer’s recovery strategy in the face of a competitive threat on the remanufactured product market. They first analyse the competition between new and remanufactured products produced by a monopolist manufacturer and identify conditions under which the firm would choose not to remanufacture its products. They then characterise the potential profit loss due to external remanufacturing competition and analyse two entry-deterring strategies: remanufacturing and preemptive collection. A major finding is that a firm may choose to remanufacture or preemptively collect its used products to deter entry, even when the firm would not have chosen to do so under a pure monopoly environment.Ferrer and Swaminathan (2006) analyse a two-period model, that is later extended to a multi-period setting, in which a firm produces new products in the first period and uses returned cores to offer remanufactured products, along with new products, in the second period. They extend their focus to the duopoly environment where an independent operator sells remanufactured products in future periods. The authors find that if remanufacturing is very profitable, the original-equipment manufacturer may forgo some of the first-period margin by lowering the price and selling additional units to increase the number of cores available for remanufacturing in future periods. Further, as the threat of competition increases, the OEM is more likely to completely utilise all available cores, offering the remanufactured products at a lower price.SSCM and marketing strategyWhile a large part of the SSCM literature focuses on operational decisions, a small but significant research stream has explored sustainability decisions in a supply chain from a marketing perspective. Two major issues have been examined: (i) How do market characteristics affect remanufacturing incentives? (ii) How do classical marketing decisions such as pricing and segmentation, interface with technology selection and remanufacturing decisions? The following papers provide some answers.Atasu, Sarvary, and van Wassenhove (2008) examine the remanufacturing environment from a marketing perspective with an emphasis on important characteristics of a remanufactured product such as low-cost, lower valuation, cannibalisation and supply constraints. In addition to analysing the profitability of remanufacturing systems for different cost, technology, andlogistics structures, the authors provide an alternative and somewhat complementary approach that considers demand-related issues, such as the existence of `green’ segments, original-equipment manufacturer competition, and product life-cycle effects. For a monopolist, they show that there exist thresholds on the remanufacturing cost savings, the green segment size, market growth rate, and consumer valuations for the remanufactured products, above which remanufacturing is profitable. They also show that under competition, remanufacturing can become an effective marketing strategy, which allows the manufacturer to defend its market share via price discrimination.Debo, Toktay, and van Wassenhove (2005) visualise remanufacturing as an interplay between pricing, market segmentation and technology selection. In particular, the authors solve the joint pricing and production technology selection problem faced by a manufacturer that considers introducing a remanufacturable product in a market that consists of heterogeneous consumers. The objective is to understand the market and technology drivers of product remanufacturability. They show that high production costs of the single-use product, low remanufacturing costs, and low incremental costs to make a single-use product remanufacturable are the key technology drivers. The more consumers are concentrated on the lower end of the market, the lower the remanufacturing potential.While these papers provide a much-needed impetus to research in this domain, many issues remain to be examined. First, we need to identify and critically examine the firm’s incentives to invest in product durability in relation to the life-cycle environmental impact of products. Second, more research is needed in designing, pricing and promoting products with specific environmental attributes—such as lowering emissions, reducing amount of waste。
供应链协调中的信息共享与沟通
供应链协调中的信息共享与沟通现代供应链管理中，信息共享和沟通是实现协调的关键因素。
通过信息共享和沟通，供应链各方能够更好地理解彼此的需求、优化资源配置和协同合作，从而提升整个供应链的效率和竞争力。
一、信息共享的重要性信息共享是供应链协调的基础，它能够帮助各参与方快速地获得所需信息，并且能够将信息传递给下一个环节，进而实现供应链各环节之间的协同。
信息共享的重要性主要体现在以下几个方面：1. 实时性和准确性：在供应链中，各参与方需要及时了解市场需求和运作情况，以便做出相应调整。
信息共享能够确保信息的实时性和准确性，避免因信息滞后而导致的供应链失衡和资源浪费。
2. 协同计划和决策：供应链中的各环节需要共同制定计划和决策，而这些计划和决策的基础是准确的信息。
只有通过信息共享，各环节才能了解对方的需求和限制，从而达成共识，实现协同。
3. 故障预警和风险管理：信息共享能够快速传递故障和风险信息，从而及时采取措施进行应对。
供应链中的任何环节出现问题都可能对整个供应链造成影响，及时的信息共享能够减少因故障和风险带来的损失。
二、信息共享的方式在供应链管理中，信息共享可以通过多种方式进行，如下所示：1. EDI（电子数据交换）：EDI是指利用计算机网络等电子手段传递和交换标准格式的业务数据。
通过EDI，供应链各参与方可以实时共享订单、发货通知、付款信息等关键数据，避免因传统的纸质文件交换而带来的时间和成本的浪费。
2. 供应链管理系统：通过建立统一的供应链管理系统，供应链各方能够实现信息的集中管理和共享。
通过该系统，各参与方可以随时了解供应链的运作情况，进行订单跟踪、库存管理等操作，提升整个供应链的可见性和控制性。
3. 数据共享平台：搭建共享平台，供应链各方可以将各自的数据上传到平台，共享给其他参与方使用。
这种方式能够实现更深层次的数据共享和分析，有助于优化供应链各环节的决策和运营。
三、信息沟通的重要性信息沟通是供应链协调的关键环节，它能够帮助各参与方建立互信关系、减少误解和冲突，并促进有效的协作。
建筑施工质量控制外文翻译参考文献
建筑施⼯质量控制外⽂翻译参考⽂献建筑施⼯质量控制外⽂翻译参考⽂献(⽂档含中英⽂对照即英⽂原⽂和中⽂翻译)译⽂：建筑施⼯过程中质量管理的动机分析和控制⽅法的研究摘要在建筑施⼯过程中实施质量管理可以有效地防⽌在后续建筑产品使⽤过程中安全事故的发⽣。
与此同时可以减少建设供应链的总成本，这也有利于增强建筑施⼯企业的品牌知名度和声誉。
在建筑施⼯过程中结合质量管理过程和当前建筑施⼯阶段的主要质量问题，分析了建设过程中的管理动机，将供应链管理与⽬标管理理念和⽅法应⽤到质量管理中，最后提出了具体的质量控制措施。
这些都是为了在建筑施⼯过程中提⾼建筑产品的总体质量。
关键字——建筑施⼯、质量管理、质量动机、控制1.引⾔调查显⽰建筑施⼯企业主要采⽤现场控制的质量管理模式是预先控制。
⼤多企业常常使得建筑施⼯过程中与建设管理中的质量管理相同，他们通常忽略了施⼯准备阶段质量问题的预防，如供应商的选择、道路的规划和临时设施，这些因素在建筑施⼯过程中的质量管理上起着⾄关重要的作⽤。
建设质量事故频繁发⽣，引起了许多领域的⾼度关注，如各级政府部门、施⼯企业和业主，特别是重庆綦江虹桥的坍塌、五龙的滑坡和洪湖湿地路基施⼯中的⼀系列质量安全事故，⼈们开始对施⼯质量问题做全⽅位的思考。
通过研究李秀峰总结归纳了造成⼯程的质量问题并引⼊项⽬质量控制分析⽅法，Low Sui Pheng 和Jasmine Ann Teo[2] 建⽴了施⼯中的质量管理框架来通过经验分析实现项⽬的质量控制，SangHyun Lee and others[3] 利⽤系统质量动态结构和变更管理模型的编程⽅法和控制⽅法，最终实现了⼤规模的并⾏设计和施⼯项⽬的管理和控制。
⽅唐分析了建设项⽬质量管理的整个过程和控制⽅法，她认为应该实现对影响建设单位质量的⼈、材料、机械、⽅法和环境的完全控制；吴天翔研究出管理因素是影响建设项⽬质量控制的重要因素，强调了施⼯过程中需要严格控制的各个⽅⾯和整体实现加强管理的需要。
外文文献及翻译-供应链管理系统(SCMS)
外文文献及翻译-供应链管理系统(SCMS)摘要本文介绍了供应链管理系统（SCMS）的概念、功能和优势。
供应链管理系统是一种集成的信息技术解决方案，旨在优化供应链的运作和管理。
通过实时跟踪和监控，SCMS可以实现供应链的可见性、协调和效率。
引言随着全球贸易的发展，供应链的复杂性和竞争性也在不断增加。
供应链管理系统的出现为企业提供了一种解决方案，可以有效地管理供应链中的各个环节，并提高整体效率和竞争力。
SCMS的概念和功能供应链管理系统（SCMS）是一种综合性的信息技术解决方案，用于管理和优化供应链的运作和管理。
其主要功能包括：1. 订单管理：SCMS可以帮助企业实现订单的自动化处理和跟踪。
从订单的生成到交付的整个过程可以通过SCMS进行监控和管理。
2. 库存管理：SCMS可以提供准确的库存信息，并帮助企业优化库存的管理和控制。
通过实时的库存监控和预测功能，企业可以避免库存过剩或缺货的问题。
3. 运输管理：SCMS可以协调和优化供应链中的运输活动。
通过实时的运输跟踪和路线规划，SCMS可以减少运输成本、提高运输效率，并及时解决运输中的问题。
4. 供应商管理：SCMS可以帮助企业管理供应商的信息和合作关系。
通过供应商评估和选择功能，企业可以选择最适合自身需求的供应商，并建立长期的合作关系。
SCMS的优势使用供应链管理系统（SCMS）可以带来以下几个优势：1. 提高运作效率：SCMS可以实现供应链的可见性，帮助企业实时了解各个环节的情况，并及时作出调整。
这样可以减少不必要的等待和浪费，提高整体运作效率。
2. 降低成本：通过优化库存管理和运输规划，SCMS可以帮助企业减少库存成本和运输成本。
此外，SCMS还可以提高供应链中各个环节的协同效率，进一步降低企业的成本。
3. 提升客户满意度：SCMS可以提供准确的订单跟踪和交付信息，帮助企业提高客户满意度。
客户可以实时了解订单的状态和预计到达时间，减少不确定性和等待时间。
绿色供应链管理外文文献翻译中英文2020最新
绿色供应链管理的驱动力，实践和绩效外文文献翻译中英文本文档由凝脂烟霞独家提供（节选重点翻译）英文Green supply chain management drivers, practices and performance: Acomprehensive study on the moderatorsGuido Micheli，Enrico Cagno，Gianluca Mustillo，Andrea TrianniAbstractThe growing level of attention toward global warming, reduction of non-renewable resources and pollution calls manufacturing firms to implement sustainable, and specifically green initiatives into their supply chains (Green Supply Chain Management, GSCM). So far, too little studies have provided clear empirical evidence on the actual impact of these initiatives on firms’ performance, especially within the European manufacturing context, and on the actual impact of possible drivers on the implementation of the above-mentioned initiative. Thus, the aim of this study is to analyse possible moderation factors that affect the relationships between drivers-practices and practices-performance through a survey carried out in 169 Italian manufacturing firms belonging to a range of different sectors. The moderation analysis shows that some drivers strongly influence the relationships between drivers-practices andpractices-performance, and a few contributions from the existing literature are challenged and discussed. Our findings may be particularly interesting for managers and supply chain specialists, as well as for policymakers, who could be inspired by the role of particular drivers on the implementation of GSCM practices, and by the level of performance achievable thanks to the adoption of a set of green practices. As for the academic impact, the issue has been tackled for the first time in an attempt of a comprehensive view, which paves the way to a number of research lines to further investigate both the confirmed and unconfirmed moderations, so as to understand the related rationales in the comprehensive view proposed by the authors.Keywords：Green supply chain management，Driver，Practice，Performance，Moderator IntroductionSustainability in the operations, as a balance between the economic, environmental and social dimensions, has become more accepted knowledge as a crucial element for production and consumption (UN, 2019). Expanding sustainability understanding across the supply chain (SC) has been recognised not only as promising but also as an effective approach bringing innovation and practice into industrial operations (Silvestre and Tîrca, 2019; Jadhav et al., 2019; Taghikhah et al., 2019). This can be noted from recent research with customers and finalconsumers developing a growing environmental awareness pushing toward green products (Dubey et al., 2015a, Dubey et al., 2015b), while community and NGOs mobilize public opinion and the media in favour of or against a firm's environmental policies (Chien and Shih, 2007; Mathiyazhagan et al., 2015).With respect to the very crucial – and potentially even more crucial for the competitiveness and survival of companies and SCs – issue of the intersection between environmental and economic pillars for production and SCs (Sarkis and Zhu, 2018), green supply chain management (GSCM) has been acknowledged as an important business strategy to improve eco- sustainability, to respond to the already mentioned firm stakeholders' driver and to achieve corporate profit and market share objectives by reducing environmental risks and impacts (Zhu et al., 2008b). GSCM integrates environmental thinking (Srivastava, 2007) into SC management, ranging from product design (Kannan et al., 2014), material sourcing and selection (Govindan et al., 2013; Hashemi et al., 2015), manufacturing processes (Zhu and Geng, 2013), delivery of the final product (Sarkis, 2017) as well as end-of-life management of the product after its useful life (Cucchiella et al., 2015; Rehman and Shrivastava, 2011). A significant number of GSCM studies have focused their attention on the identification of key stakeholders’ drivers and their influence on GSCM initiatives adoption (Ahi and Searcy, 2013; Hassiniet al., 2012). Furthermore, in the literature, there is a number of contributions discussing whether the implementation of environmental SC practices leads to enhanced firm performance (for a recent review see, e.g., Tseng et al., 2019). Literature has also offered a variety of mathematical models and tools to address the sustainability issues in SC management, given the higher complexity involved (Bai and Sarkis, 2018; Sarkis et al., 2019).Nevertheless, so far there is too little consensus – mainly due to lack of empirical evidence – over the factors moderating relationships between drivers and practices, as well as between practices and performance, leading to vague and ambiguous conclusions. Indeed, the role of important moderators, such as, e.g., firm size, sector, in the relationships between pressures and GSCM practices and performance has received less attention from scholars, especially in regard to empirical investigations.Additionally, as recently observed by Koberg and Longoni (2019), who have analysed a rigorous systematic literature review of articles focused on sustainable supply chain management in global supply chains, there has been a growing interest on the topic starting from the seminal articles on sustainability in global supply chains (Gereffi et al., 2001; Humphrey and Schmitz, 2001). Nevertheless, the interest of those scholars seems to be more focused on the modes of sustainabilitygovernance, which attracted the interest of recent research as well (e.g., Bush et al., 2015). Then some authors, by taking inspiration from those pioneers, have highlighted that a silo perspective, when looking at green, lean and global value chains, impedes the scope needed to gain a holistic perspective over the topic, missing a strategic perspective (Mollenkopf et al., 2010).Yet, in order to improve the sustainability of the industrial sector, the interest of academia should equally be devoted to non-global value chains, in most cases characterised by local Small- and Medium-sized Enterprises (SMEs), since they may yield to additional insights (Morali and Searcy, 2013), and have been scarcely investigated (Aboelmaged and Hashem, 2019), with a few recent exceptions such as, e.g., UK manufacturing SMEs (Kumar et al., 2019). In fact, so far, no empirical studies have been conducted in this area in Italy, which represents the second-largest manufacturing European economy. Therefore, enhanced knowledge in this area could be beneficial also for industrial decision- makers and policy-makers aiming at fostering the transformation towards increased sustainability in the SC.Production strategyLooking at the moderation results of “Production strategy”, in firms adopting the ETO production approach, the effect of GSCM practices (GP, ECO, CC) on Environmental Performance and of IEM, GP, ECOand CC on Positive economic performance is higher. Thus, this research stimulates managers of ETO companies to implement GSCM practices at a higher level. Besides this improvement of both economic and environmental performance, this study shows that under an ETO strategy, the effects of ECO and GP on negative economic outcomes are the highest within all the strategies. If green purchasing does not show any correlation with negative economic performance in literature, the impact of eco-design on the financial budget is well known. Eco-Design requires significant initial capital investments (Zhu and Sarkis, 2007) and methodologies demanding further development and improvement (Green et al., 2012), but, at the same time, can result in cost reductions such as decreases in expenses for energy consumption (Zhu et al., 2013). Nevertheless, as this paper is one of the first exploratory studies specifically investigating the moderation role offered by the production strategy, further research is highly recommended.Manufacturing sector“Manufacturing sector” moderates both the relationships between drivers-practices and practices-performance. A specific manufacturing sector possesses its own characteristics and, for this reason, it is influenced in different ways by several drivers to implement, in its supply chain, certain green initiatives. Under high community pressure, textile enterprises show the greatest effect of the drivers on the practices'implementation. As depicted in Wu et al. (2012), who consider Taiwan's textile and apparel industry, communities strongly push this manufacturing sector to have a more corporate social responsibility (CSR) and to protect the environment from pollution. Under high regulatory pressure, the Petroleum sector undergoes higher GSCM implementation. Petrochemical firms are enterprises under the radar of regulatory entities due to their high level of pollution (Zhu et al., 2007a). This sector responds to the high pressure of regulations with the implementation of GP and ECO. Further, our findings look overall aligned with research conducted in French supply chains (Stekelorum et al., 2018), where the activity sector seems to affect the perception of internal barriers.ConclusionsRecently, the importance of GSCM has received considerable attention due to climate change issues, pollution and degradation of natural resources. Our research attempted to contribute to the discussion by investigating the role of several moderators in the relationships between GSCM drivers-practices and practices-performance within Italian manufacturing enterprises. Based on the elements emerged from this research, from a theoretical perspective, previous frameworks present in literature have been modified to account for the effect of several moderators affecting the aforementioned relationships. The main contribution of this work is the empirical exploration of the relationshipsbetween drivers-practices and practices-performance, which have shown mixed results in the literature or have just been formulated theoretically, by considering the effect of moderators in these relationships in a European manufacturing context, which so far has been almost neglected, yet being very significant at a worldwide level.In terms of results, the present research reveals that “Firm size”, “ISO 14001 certification”, “Past performance”, “Institutional requirement”, “Position of the firms within the supply chain”, “Production strategy”, “Organizational strategy”, “Trust, Colla boration and Information sharing between partners” and “Manufacturing sector” strongly influence the relationships between practices-performance and drivers-practices. As for the comparison against the extant literature, whilst in previous papers, internal environmental management was associated with a decrease in economic performance, our study has shown that smaller firms could achieve better economic performance from adopting internal environmental management. Moreover, an element of novelty of the present study is the improvement of the operational performance under higher competitive pressure, which resulted in statistically significant and quite original findings compared to previous research. Further, our findings interestingly note that practices such as information sharing and improved level of trust with partners may have a relevant role in improving environmental outcomes. Additionally, wenote a strong and significant relationship between intra-organizational environmental management and operational performance.In terms of impact, our findings may be particularly interesting for managers and supply chain specialists, as well as for policy makers, who could be inspired by the role of particular drivers on the implementation of GSCM practices, and by the level of performance achievable thanks to the adoption of a set of green practices. As for the academic impact, the issue has been tackled for the first time in an attempt of a comprehensive view, which paves the way to a number of research lines to further investigate both the confirmed and unconfirmed moderations, so as to understand the related rationales in the comprehensive view we proposed.In terms of limitations to this study, since data were collected from a single country (Italy), results might differ in other contexts, particularly when it comes to the institutional (regulatory) setting. Further, this study is based on the perception of respondents. Despite self-reported survey data are commonly used in literature to measure performance (thusmaking this study consistent with previous literature) we have not collected real economic data nor indexes. Therefore, this perception could exceed or underestimate the real performance achieved by the firm.In addition to the study limitations that naturally offer opportunities for further research, we want to conclude by sketching additional research directions. Firstly, we believe additional insights may come from theapplication of a similar approach in other industrial contexts, simultaneously testing all the possible hypotheses of moderation between drivers, GSCM practices and performance (instead of decoupling drivers- practices and practices-performance, as in this paper and the extant literature), together with the analysis of the adoption of GSCM practices (with drivers and performance) in production contexts with different environmental impact of single companies and supply chains. Secondly, as indicated by very recent research, the effect of additional moderators could prove interesting such as, e.g., the role of social control and environmental dynamism (Zhang et al., 2019), or that of supplier involvement (Chen et al., 2019). More generally, future study could more deeply delve into exploring the collaboration with supply chain partners (Tseng et al., 2019), given that a link between the implementation of GSCM practices and performance would be misleading without considering the specific position of a company in the SC, as revealed by our study and previous research (Cook et al., 2011). Similarly, by involving and leveraging on additional stakeholders such as, e.g., local communities, the diffusion of more sustainable SCM practices could be fostered (Golini et al., 2017). Further insights could also come by further exploring the moderating role of SC traceability in the relationships between GSCM and environmental performance that, so far, have brought results contrary to the expectations (Cousins et al., 2019). Thirdly,concerning the set of performance, further research could expand the set of indicators of sustainability by including the impact of GSCM practices also on social performance ones, as well as further exploring the connection between quality, lean and green practices for sustainable performance (Henao et al., 2019; Yu et al., 2019; Farias et al., 2019). Fourthly, further research could explore the relationship between GSCM and SSCM practices with SC dynamic capabilities. In this area, preliminary studies indicated a significant positive effect of SSCM practices on SC dynamic and innovative capabilities, and in turn a positive contribution to the three sustainability dimensions (Hong et al., 2018; Adebanjo et al., 2018), but more empirical research would be needed.中文绿色供应链管理的驱动力，实践和绩效摘要人们对全球变暖，减少不可再生资源和污染的关注日益增强，这要求制造企业在其供应链中实施可持续的，特别是绿色的举措（绿色供应链管理，GSCM）。
供应链管理系统双语英文翻译
1) A supply chain includes only the organizations directly involvedin supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。
Answer: FALSE2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. Answer: TRUE供应链由所有各方，直接或间接参与，满足客户要求。
3) A supply chain could be more accurately described as a supply network or supply web.Answer: TRUE供应链可以更准确地描述为供应网络。
4) The objective of every supply chain is to maximize the overall value generated. TRUE每一个供应链的目的是生成的整体价值最大化。
5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain. Answer: FALSE每一个供应链的目标是最大化为供应链的制造组件生成价值。
6) Every supply chain must include all 5 stages. Answer: FALSE每个供应链必须包括所有 5 个阶段。
7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. Answer: TRUE供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。
外文翻译---供应链优化
附录一Supply chain optimizationSupply Chain Optimization is the application of processes and tools to ensure the optimal operation of a manufacturing and distribution supply chain. This includes the optimal placement of inventory within the supply chain, minimizing operating costs (including manufacturing costs, transportation costs, and distribution costs). This often involves the application of mathematical modelling techniques using computer software.What need is being addressed?Typically, supply chain managers are trying to maximize the profitable operation of their manufacturing and distribution supply chain. This could include measures like maximizing gross margin return on inventory invested (GMROII)( balancing the cost of inventory at all points in the supply chain with availability to the customer ), minimizing total operating expenses (transportation, inventory and manufacturing), or maximizing gross profit of products distributed through the supply chain. Supply chain optimization addresses the general supply chain problem of delivering products to customers at the lowest total cost and highest profit. This includes trading off the costs of inventory, transportation, distributing and manufacturing.Supply chain optimization has applications in all industries manufacturing and/or distributing goods, including retail, industrial products, and consumer packaged goods (CPG).What approaches and solutions exist?The classic supply chain approach has been to try to forecast future inventory demand as accurately as possible, by applying statistical trending and "best fit" techniques based on historic demand and predicted future events. The advantage of this approach is that it can be applied to data aggregated at a fairly high level (e.g. category of merchandise, weekly, by group of customers), requiring modest database sizes and small amounts of manipulation. Unpredictability in demand is then managed by setting safety stock levels, so that for example a distributor might hold two weeks of supply of an article with steady demand but twice that amount for an article where the demand is more erratic.Then, using this forecast demand, a supply chain manufacturing and distribution plan is created to manufacture and distribute products to meet this forecast demand atlowest cost (or highest profitability). This plan typically addresses the following business concerns: - How much of each product should be manufactured each day? - How much of each product should be made at each manufacturing plant? - Which manufacturing plants should re-stock which warehouses with which products? - What transportation modes should be used for warehouse replenishment and customer deliveries?The technical ability to record and manipulate larger databases more quickly has now enabled a new breed of supply chain optimization solutions to emerge, which are capable of forecasting at a much more granular level (for example, per article per customer per day). Some vendors are applying "best fit" models to this data, to which safety stock rules are applied, while other vendors have started to apply stochastic techniques to the optimization problem. They calculate the most desirable inventory level per article for each individual store for their retail customers, trading off cost of inventory against expectation of sale. The resulting optimized inventory level is known as a model stock. Meeting the model stock level is also an area requiring optimization. Because the movement of product to meet the model stock, called the stock transfer, needs to be in economic shipping units such as complete unit loads or a full truckload, there are a series of decisions that must be made. Many existing distribution requirements planning systems round the quantity up to the nearest full shipping unit. The creation of for example, truckloads as economic shipment units requires optimization systems to ensure that axle constraints and space constraints are met while loading can be achieved in a damage-free way. This is generally achieved by continuing to add time-phased requirements until the loads meet some minimum weight or cube. More sophisticated optimization algorithms (ORTEC) take into account stackability constraints, load and unloading rules, palletizing logic, warehouse efficiency and load stability with an objective to reduce transportation spend (minimize 'shipping air').Optimization solutions are typically part of, or linked to, the company's replenishment systems distribution requirements planning, so that orders can be automatically generated to maintain the model stock profile. The algorithms used are similar to those used in making financial investment decisions; the analogy is quite precise, as inventory can be considered to be an investment in prospective return on sales.Supply chain optimization may include refinements at various stages of the product lifecycle, so that new, ongoing and obsolete items are optimised in differentways: and adaptations for different classes of products, for example seasonal merchandise.Whilst most software vendors are offering supply chain optimization as a packaged solution and integrated in ERP software, some vendors are running the software on behalf of their clients as application service providers.What are the claims for supply chain optimization?Firstly, the techniques being applied to supply chain optimization are claimed to be academically credible. Most of the specialist companies have been created as a result of research projects in academic institutions or consulting firms: and they point to research articles, white papers, academic advisors and industry reviews to support their credibility.Secondly, the techniques are claimed to be commercially effective. The companies publish case studies that show how clients have achieved reductions in inventory whilst maintaining or improving availability. There is limited published data outside of these case studies, and a reluctance for some practitioners to publish details of their successes (which may be commercially sensitive), therefore hard evidence is difficult to come by.FlowcastingCollaborative Flowcasting is a business process that connects real time daily consumer demand to trading partners in the retail supply chain to create an integrated and comprehensive Model of the Business. While the concept is simple and intuitive, technology has historically limited the ability of software applications to scale economically a complete retail supply chain (in a time-phased manner and one year into the future) to the volumes required by the largest retailers and their suppliers The Collaborative Flowcasting process starts at the head of the retail supply chain (the retail store) and creates a unique sales forecast for every product in every store and calculates time phased requirements one year into the future all the way from the store shelf to the factory. This process enables retail trading partners to manage their entire retail supply chain inside a single system and driven by A Single Set of Numbers.The Collaborative Flowcasting business process described in Andre Martin, Mike Doherty and Jeff Harrop’s book “Flowcasting the Retail Supply Chain.”Actual results to date demonstrate that deploying the Collaborative Flowcasting business process will enable retailers and their trading partners to increase store in- stock availability into the 98-99+% range resulting in sales increases of 3%-4% at noadditional incremental costs. Inventories across retail supply chains in factories and DC’s will be reduced in the 20% to 40+% range and the cost of operating retail supply chains will also be reduced in the 2 to 10+% range.Recent DevelopmentsThe trend to provide software as a service is a new business model that is now being applied to building and designing optimization solutions. Services are charged as used, rather than through licensing installed or hosted software.附录二供应链优化供应链优化是应用程序和工具以确保生产和销售最佳运行的过程。
信息共享机制对供应链系统牛鞭效应的影响研究
供 应链 网络 系 统 的角度 进行 分析 研究 ； 且分 析 多 并
从需求信息的偏差波动出发 ， 较少考虑信息的可获
得性 和 及时 性 。本 文 从 供 应链 库存 网 络 系统 的 内 部 动力 学 特 征 角 度 出 发 ， 建 了 包 括 信 息 可 获 得 构 性 、 时性 等不 确定 性 因素 的库 存 网络 系统状 态转 及 移 模 型 ， 入分 析 了信 息 共 享对 牛鞭 效 应 的影 响 ， 深 并 结 合系 统稳 定 性 给 出抑 制 牛 鞭 效 应 的 动 态 库存 控 制 策略设 计 方法 。
因， 出了动 态库存控 制 策略 参数 设 计 的线性 矩 阵不 等式 组算 法 。运 用 系统稳 定性 理论 ， 提 深入 分
析 了信 息共 享 对牛鞭 效 应 的影响 。研 究发 现 ， 应链 系统 运作 中共 享信 息 的类 型 以及信 息 交流 供
的及 时性 对牛鞭 效 应的 抑制 效果 有 着 不 同的影 响 ， 真 结 果验 证 了本 文 设计 的库 存 控 制 策略 的 仿
收 稿 日期 ： ０ １ ７～１ ２ ｌ —０ ０
应链 系统 ， 主要 体现 在供 应链 上 。 以企 业 ｉ 为例 ， 第 个生 在
产 周期 中 ， 业 ｉ 其原料 订 单 ｄ （ 企 将 ）发 送 给 上游
基 金 项 目 ： 家 自然 科 学 基 金 （０ ２ ０ ２ Ｇ １ ；国 家 社 会 科 学 基 金 重 点 项 目 （８ Ｊ ０４） 国 ９９４２／ ０ ） ０ ＡＹ ２
和载体 ， 其管理与运作对企业 的生存与发展起着至 关 重要 的作 用 ¨ 。有 效 的 供 应 链 管 理 能 够 使 企 ｊ
信息共享的英文缩写是什么
信息共享的英文缩写是什么
信息共享在当今社会中扮演着至关重要的角色，促进了知识的传播和合作的发展。
为了便捷地表达这一概念，专业术语通常会有相应的缩写形式。
那么在英文中，信息共享的缩写是什么呢？
在专业领域中，信息共享通常被称为Information Sharing。
而其英文缩写则
为IS，代表着信息共享这一重要概念。
IS作为信息科技领域的缩写，广泛应用于
各种组织和机构中，强调了信息共享在促进协作和创新方面的重要性。
信息共享的好处不言而喻。
通过IS，个体和组织可以快速获取所需的信息，提
高工作效率和决策速度。
信息的共享还有助于避免重复劳动和提升团队协作效果。
此外，IS还有利于知识管理和知识传承，推动社会的进步与发展。
在当今信息爆炸的时代，信息共享显得尤为重要。
IS不仅限于组织内部，还包
括跨组织、跨国界的信息共享。
在这种背景下，IS的安全性和隐私保护显得尤为
关键。
各种技术手段和政策措施也在不断发展，以确保信息共享的安全可靠。
总的来说，信息共享作为一种重要的组织和社会行为，已经深深地融入到我们
的日常工作和生活之中。
IS作为信息共享的缩写，简洁明了地表达了这一概念。
希望人们在信息共享的过程中，能够充分利用IS所带来的便利和优势，共同推动
社会的进步与发展。
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信息共享对供应链的影响David C.Hal l·Can SayginReceived: 2 April 2009 / Accepted: 16 May 2011 / Published online: 31 May 2011◎Springer-Verlag London Limited 2011摘要在这项研究中，我们通过模拟研究了信息共享对准时交货率和总成本的影响。
试验因素包括产能富裕度、资源可靠性和信息共享模式，信息共享模式即共享资源可靠性信息、顾客需求和库存水平。
模拟结果表明，所有三个试验因素在统计上都有明显意义。
然而，当分析主要和交互影响时信息共享模式表现独特。
这项研究表明，产能富裕度、资源可靠性交换水平和信息共享模式基于运营参数以及供应链的柔性。
因此，作为一个协调工具，引入更多的柔性而不仅注重信息共享能力或许更可行。
关键字供应链管理供应链动态性企业资源计划制造业信息系统库存管理模拟1导入供应链可以被看做一个商业伙伴的网络及他们原材料采购的设施，它转化为中间产品和最终产品、分销及将最终产品销售给最终消费者。
供应链是一个复杂的系统，它涉及多个实体，包括运送货物的活动以及增加从原材料阶段到最终交付阶段。
供应链中的不同实体运营受到不同的约束集和目标的约束，当谈到在按时交货、保证质量、成本最小化方面改善供应链绩效时，这些是高度相互依存的。
因此，供应链内实体的绩效依赖于其它实体绩效和他们的意愿以及协调供应链内活动的能力。
信息技术进步促成了信息获取，这有助供应链伙伴通过信息共享达成沟通、协调与合作。
供应链管理文献揭示，通过业务伙伴间更好的信息联系，包括长的提前期、大批量生产、高库存水平、慢速新产品设计和发展以及长订单履行周期的各种不足可以减轻或减少。
尽管信息共享可能是非常有益的，但是它不足以完全减少供应链动态固有的不确定性的影响。
例如，自从Forrester对牛鞭效应的研究以来，在信息共享是否总是对避免牛鞭效应有利上已经有长期的辩论和悬而未决的争端。
除此之外，研究者还指出信息共享的益处有赖于信息的类型以及伙伴的需求和控制能力。
本项研究中，通过通用假想供应链模型的模拟，研究了业务伙伴按时交货率和总成本方面对信息交换的影响。
虽然供应链中的信息共享已获得广泛研究，但信息资源共享的可靠性（即各种失败和设备故障的发生）对供应链绩效的影响并没有获得研究。
实验因素是产能富裕度（分三个层级）、可靠性（分三个层级）和信息共享模式，这一模式分享信息可靠性、顾客需求和库存水平。
本文结构如下：在第2节中展示了供应链动态的文献调查。
在第3部分中，概述了实验因素，对信息共享的做了简短描述。
在第4部分解释了模型的改进。
在第5和6部分讨论了实验结果。
在第7部分展示了结论。
2供应链动态很多研究者对供应链管理进行了研究。
除了传统的供应链管理话题，例如业务计划、战略计划和后勤，这些论文包括多种研究，从不同视角研究供应链管理：供应网络、乱序角度、风险管理、供应链动态、不确定性、分类及分类的问题和电子商务。
若需要对相关论文的广泛了解，请参考Min和Zhou，Huang等，Goknur和Turan，以及Chan和Chan的文章。
供应链中决策设计一个触发系统实体间相互作用的反馈过程；当在作出决策和察觉它的影响的时间之间有一个时间差时我们会发现时间延迟，这通常会进一步影响实体间的相互作用。
就像Forresrer（他发现了需求从供应链下游到上游的波动和放大）研究的那样，“反馈——交互作用——延迟”在供应链许多过程中是固有的，包括变动、不确定性和不稳定性都使得供应链成为一个复杂动态系统。
在系统动力学的背景下，供应链可以被定义为一个连续地、顺次相互依存的地区性交易系统链。
供应链的相互依存性导致了冲突、地区性目标，也因此必须通过合作和协调妥善管理。
作为该领域的一位先驱，Forrester列举了订单和库存震荡、订单和原料时滞作为影响供应链动态的三个聚合行为。
De Souza等在两个方面解释供应链：（1）订单动态作为回应和需求的区别以及（2）库存动态作为企业期望库存水平和实际库存水平的区别。
他们扩展了Forrester的结论并界定了供应链动态的七个原因：1.配给和短缺游戏2.容量限制3.信息延迟4.协调不力5.原料延迟6.需求信号7.订单批次上述提到的因素引入了通过供应链传播的不确定性。
Davis将不确定性分类为供应链的供应不确定性、制造过程不确定性和需求方不确定性。
Mason-Jones和Towill把控制系统的不确定性加入到Davis的分类中。
Vander Vorst 和Beulens对供应链不确定性解释如下：供应链不确定性是指在供应链中做决策时的情况，在这种情况下决策者由于他对目标模糊而不确切知道要决定什么；缺乏供应链或它的环境的信息（或不了解）；缺乏信息处理能力；不能确切的预测对供应链行为的控制行动；或者缺乏有效地控制行动（不可控性）。
供应链不确定性的来源是全球化、专业化和外包。
全球化和专业化共同造成了形式的波动。
制造过程的全球化通常是由于通过全球化可以获取一些竞争优势。
生产设备的专业化导致规模经济。
为获得规模经济和竞争优势，这两个往往一块儿进行。
专业化和全球化也都会有一种增加运输距离和运输时间的趋势，这反过来会增加在途存货。
专业化会带来巨大的风险，因为同一地点生产会增加在不稳定环境和将来环境灾难中的供应不确定性。
广为人知的是，过程外包减少对一个生产企业整体过程的控制。
我们把供应链不确定性描述为供应风险。
供应链不确定性以及不确定性特征会有一个经验代表。
由于量化分析风险特征的困难，定性分析是首选方法。
我们建议用定性评估供应链不确定性、战略和风险减轻来解决供应链不确定性。
制造（及过程）不确定性在文献中已获得广泛研究，内部不确定性的来源是众所周知的并在生产环境中予以管理。
内部不确定性的主要来源是设备故障，它会导致停机。
防护性维修和基于状况的维修技术已经成为标准的方法。
维修影响平均故障时间（MTTF）；一次，可用性受维修影响。
研究者正在调研预后系统以更好的在故障发生前预测它。
除了机械类型的故障，包括工人罢工、政治动荡和自然灾害的常规故障原因也会影响想设备的性能即整个供应链的绩效。
文献已经广泛解决了需求的不确定性。
顾客需求由消费者的消费习惯、消费者期望和产品知识驱动。
因此，未来消费者需求很难准确预测。
不确定需求可以通过定做系统管理，这取决于高水平的定制能力和较短的提前期，而稳定需求环境可以通过预测制造系统来管理，这依赖于给予预测的相对大的库存来提供标准化产品。
绝大多数供应链介于这两个极端之间运营；区别是定制产品数量和供应链中产品装配的延期。
不确定性和信息短缺描述了典型的供应链环境。
缺乏信息或信息获取水平不足导致信息不完全。
不与供应链其他实体共享信息也会导致相同效果。
在先进信息技术（如射频识别系统）的襄助下，可以首先获得信息，这可以提高业务的可预见性，然后在各级共享。
供应链信息共享的文献包括了各种各样的研究，从需求信息共享到生产信息共享再到库存信息共享。
文献回顾说明装备了先进IT 工具的真正信息共享能力受到决策者对共享信息意愿的限制。
然而，研究者们对信息共享的好处并未达成共识。
分歧的原因是供应链配置的差异，包括不同的制造战略——如按订单生产、按库存生产、按订单装配，信息共享水平和模式，信息共享过程本身（如基于拍卖模型的情况下），和信息共享时效性（即延时）。
3 实验因素在该研究中，我们通过用3个试验因素模拟调研了业务伙伴信息共享对供应链绩效的影响：（1）产能富裕度（分3个层级）（2）可靠性（3个层级）和（3）信息共享模型（可靠性信息共享、顾客需求信息共享和库存水平信息共享）。
产能富裕度因素提供了一个制造企业内部柔性水平来评判和满足供应和需求侧的想、要求，就像Gavirneni 等和Chan 及Chan 研究的那样。
可靠性因素引入了制造业水平故障，这反过来会影响能力和准时交货，就像Cachon 与Fisher 和Yu 等强调的。
3.1产能富裕度产能富裕度定义如下：d TotalDeman ity TotalCapac C tightness当C tightness 大于1时，总能力足够满足总需求。
反之，若C tightness 小于1，则能力不足以满足需求。
产能富裕度在供应链信息共享的背景下已有研究。
研究了各种信息共享模式产能富裕度并发现当能力大或小时，信息共享不会增加任何价值。
对单一生产周期多种产品组合报告能力缓冲的实时修订产能富裕度检测在需求不确定情况下时不显著的，当采用实时订单修订时。
3.2 可靠性对供应链物流部分的可靠性罕有人研究。
物流可靠性是准时交货率的代名词。
最初，混合整数规划用来以纯概率方式决定给定供应商可靠性的供应商和制造商之间的成本。
对这一检测的扩展研究包括供应商、制造商和分销商之间的物流可靠性，整体交货准时率由此确定。
对全球物流系统的回顾表明很少有研究将供应链可靠性作为一个不确定性因素。
物流可靠性对权变计划（其中的供给和需求随确定的物流故障率是随机的）表明网络配置、信息共享和网络规则会影响按时交货率。
供应商可靠性已经两种方法模型化：机器故障率方法和供应商有效性方法。
机器故障方法注供应商的重生产和库存方法。
供应商有效性方法检查无效对直接上游买方的长期影响。
虽然如此，但是这些研究的重点都只是对一个实体而不是整个供应链。
3.3 信息共享模型使用订单、库存和顾客需求信息共享对一个由制造商和零售商构成的二级供应链的研究发现信息共享在所有条件下够都明显。
类似地，在一切情况下，容量对降低持有成本影响明显。
虽然容量和信息共享都在任何情况下是显著的，但却没有对相互影响进行研究。
同样，一项对客户需求和库存信息共享与零售商和供应商之间没有信息共享的对比分析发现与没有信息共享相比，当共享顾客需求和库存信息时，绩效有明显提高。
然而，改善并不是来自信息共享而是来自信息技术，它促进了提前期和批量规模的下降。
一个对无信息共享不稳定需求二级供应链和有顾客需求信息共享的分析比较发现，顾客需求信息共享与无信息共享相比明显更好。
此外，当提前期长、顾客需求变动大或者当顾客需求随时间自动推移的时候，顾客需求信息共享的优势更加明显。
对生产计划结合顾客需求与无信息共享的比较发现有顾客需求和生产计划信息共享，生产是基于根据订单生产，而没有信息共享时是根据库存生产。
生产计划和顾客需求信息共享与没有信息共享相比，运营和库存成本要低一点。
当订单间隔和数量变化时，共享所有订单数量和间隔的订单，库存和顾客需求信息，胜过成本和订单完成率的库存信息和订单信息。
同样，库存信息共享明显比订单信息共享更好。
在一个不同的二级供应链，一项对三个信息共享模型——无信息共享、需求信息共享和订单信息共享——的研究结论是信息共享模型绩效随额外的可预见性增加。