电子商务在纺织服装供应链中的应用【外文翻译】

外文翻译外文文献译文标题：电子商务在纺织服装供应链中的应用资料来源：Department of Textiles, UMIST. V olume 2, Issue 2, Spring 2005作者：Lucy Daly and Professor Margaret Bruce1．简介电子商务是一种能令人振奋和能吸引很多人的新技术。

它有可能从根本上改变公司做生意的方式，从而产生深刻影响的供应链管理。

电子商务方面将会讨论整个产业与电子商务结合后对行业的影响，以及企业对消费者（B2C），企业对企业（B2B）的电子商务。

海因斯（2004）认为，电子革命是企业对商业市场的相互作用而产生的转型变化。

发生这种变化的原因不仅是因为科技的进步，还有如全球化架构重组，企业组织结构调整，注重信息和通信技术，成本分化和消费价格升高等因素。

2．企业对企业的电子商务活动McGuffog和瓦兹利（1999）认为，电子商务设置联系比较密切，是大多数企业开展业务和行政程序的关键。

公司可以利用协同事件管理、构建和主数据的同步和共享客户资料等的活动。

个人网络公司只能在广告、销售、订阅服务中拿到很少的利润，使用B2B的电子商务甚至比使用B2C的电子商务更有前景（Barnes-Vierya and Claycomb，2001）。

据预计，到2006年，将会有超过所有的企业对企业采购的四分之一都在网上进行（Kuechler等，2001）。

电子商务虽然可能不能直接增加企业的交易数量，但是可以加强企业的信息交流，帮助企业通过沟通和协调来打破贸易壁垒（Ratnasingam，2004）。

McGaughey（1999）强调了通过因特网和内联网技术可以提高内部供应链和机构之间的互动合作。

这样一来公司间可以更轻松地沟通以及分享知识和经验，从而促进长期合作关系的建立（Wan等，2003）。

在供应链之间互动与合作可以帮助企业优化性能和生产高质量产品（Desbarats，1999）。

互联网促进了各方之间的通讯，被称为“商业互动常用媒介”（Preiss；McGaughey，1999）。

内联网是用来促进公司内部的通信，有助于公司与世界各地进行沟通、互动。

有人将电子商务 B2B 交易中使用值添加到供应链，授权给买家一个更大的选择、更好地控制和日益激烈的竞争。

不过，供应商还能看到好处的更多的市场机会，消除导致更紧密的联系，与客户、中间商的形式提高市场营销能力和动态交易能力（Meeker等，1999）。

3．电子商务的供应链互联网对供应链管理和使得供应链变得更加紧密联系有很大的影响，为使供应链连接更加紧密，则需要更好的协调供应链管理方面的时间和资源（Angeles and Nath，2000）。

此外，流量的力量已经扭转，现在客户通过条款及条件来决定供应商。

不过，有关供应链的电子商务应用也有问题。

例如，获取的信息系统公司之间的工作是一个挑战，因为在未经各方同意之前，系统不能添加，更改或删除的任何信息（Falcioni，1999）。

4．电子商务主持间的供应链关系吉尔伯特等人（1999）表明，现在世界各地大公司的60%和30%的中小型公司现在使用互联网进行市场营销和业务活动。

他们认为，对公司来说，建立一个可以提供公平竞争的网站是很容易的（Berthon等，1996）。

从营销的角度出发，网络允许更广泛的交互性，可以让游客只选择和检索某些信息，从而对供应商保存一些兴趣。

而Loughlin（1999）认为，在一个供应链中，买家和供应商之间必须发生关系时，供应商应该积极主动。

供应商之间的关系必须从对立改变为更多的合作。

换句话说，供应商必须培养供应商，而不是施加压力不断降低价格进行恶性循环（Loughlin，1999）。

在发展B2B电子商务业务的时候，尤其重要的是结成伙伴合作的关系（洛杉矶和纳特，2000）。

然而，尽管这听起来简单，但显示中可能要复杂的很多。

合伙企业可能进入新市场，推出新产品和克服贸易障碍。

建立伙伴关系的关键是信任与承诺，而这些需要时间实现。

此外，伙伴关系并非就是没有问题，比如无法满足合作各方的期望，并减少了相关的控制权。

5．纺织供应链纺织制品业供应链是很复杂的与很多不同的政党一样，并可能大大不同于此处显示的供应链。

时装及纺织是一个不稳定的行业，在适当的时间在适当的位置获取正确的产品可能会很难实现（Fernie，1994）。

它常见的做法是零售商集中采购及针对价格，质量和交货时间与制造商谈判(Bruce and Moger，1999)。

不过，Popp（2000）指出，许多链中有是中介——常导入或导出代理——作为一个重要人物链内行事，中介机构增加已作为业内日益全球化的结果。

纺织和服装供应链目前越来越全球化，许多企业选择从海外采购零部件，或转移到劳动力成本较低的国家进行制造。

这导致了英国制造业减少，无法进行写作，对抗性链条增加，无法平等合作。

为了提高管理水平的纺织品和服装供应链中雇用了一些战略，其中包括快速反应和精确的响应（Chandra and Kumar，2000）。

快速反应是通过技术合作和改善来提高企业竞争力，并允许提高产品市场的速度，是使它们得以迅速通过生产和交付，快速的生产并交付产品，企业建立快速反应系统可以更准确反应预测、规划和生产，帮助企业得到有效的销售数据后再进行决策。

不过，质疑是否确实完全可以实现目标，只是在时间或是否达到控股的一家公司所享有的减少牺牲的另一方，这是个问题。

此外，信息和通信技术在促进有效的订购和追踪货物上有着很重要的作用，尤其是在供应链内的供应链全球基础上运行时扮演重要的角色。

互联网是一个强大的新商业媒介，可以用于通讯，减少成本，管理供应商，简化物流和接触消费者。

在 B2C 电子商务中，消费者都能够轻松访问信息，并搜索产品，但是网站本身的有效性是至关重要的，这是难以衡量和确定。

而B2B电子商务则可以帮助企业降低采购成本，减少库存，降低业务周期和营销成本。

互联网已被形容为世界上最重要的网络，它可以让企业与客户、供应商建立直接的联系，而这种方式是各种大小型企业都能负担的。

这对供应链管理有极大地影响，对管理的供应链实现了各方协作和数据共享。

6．纺织供应商-供应链的客户关系琼斯（1997）表明，纺织品/服装供应链具有三个不同的层次，分别为面料生产，服装化妆和零售给消费者。

佩里和骑士（1999）认为，合作范围内的链是有效地提供产品的一个重要因素。

包括改善合作伙伴之间的关系，从而来提高反应，减少订单流失和延误。

也有人认为，改进规划与链内的所有各方会导致准时交货（Perry and Sohal，1999）。

纺织品和服装的供应链关系往往可以不确定。

Bhamra等（1998）强调，制造商常常可以投入大量努力与很多时间来完成一产品，而零售商却在其他地方发现并采购该商品。

因此，在整个链中缺乏了一个共同的承诺，难以相互信任。

Popp（2000）认为，在纺织和服装供应链中增加一个中介，通过中介在纺织和服务链中解除交流障碍并较轻松地进行确认，但这样做是增加成本，却没有增加整个链的价值。

在距离、文化、波动率的条款中可以发现成本，并了解两者的供给和需求（Popp，2000）。

零售商要在供应链中保持原有的地位并建立合作伙伴关系通常是很复杂和艰难的，零售商通常需要负责上部分地区的营销、服务和成本负担，但是制造商和小公司往往无法承担这么多费用（Lewis，1997）。

外文文献原文Title: The Use of E-Commerce in the Textile and Apparel Supply Chain Material Source:Department of Textiles, UMIST. V olume 2, Issue 2, Spring 2005Author: Lucy Daly and Professor Margaret Bruce1.IntroductionE-commerce is a new and exciting technology, attracting much interest. It has the potential of fundamentally changing the ways in which companies do business, thus having a profound effect on the management of the supply chain. Aspects of e-commerce will be discussed, including the impact on industry as a whole, descriptions of aspects associated with e-commerce, Business-to-consumer (B2C) e-commerce, business-to-Business (B2B).Hines(2004) argues that the 'e-revolution' is transforming how business-to-business markets are interacting. This change has occurred not only because of technological advances, but factors such as globalisation, organisational restructuring, information and communication technologies, increased focus on differentiation over cost-cutting, and the rise in consumerism.2.E-commerce for business-to-business activitiesMcGuffog and Wadsley (1999) argue that e-commerce is set to revolutionise the way in which most businesses conduct their business and administrative processes. Companies can utilise activities such as collaborative event management, the structuring and synchronisation of master data, and the sharing of customer data. Although consumer web businesses rarely make any profit from advertising, sales or subscriptions, the use of e-commerce for business-to-business purposes appears much more promising, and business-to-business e-commerce is set to far exceed business-to-consumer e-commerce financially (Barnes-Vierya and Claycomb, 2001). It is expected that, by 2006, in excess of one fourth of all business-to-business purchases will be carried out over the Internet (Kuechler et al, 2001). E-business enables companies to enhance information exchange, by breaking down communication and coordination barriers, although this may not actually lead to an increase in the number of transactions (Ratnasingam 2004).McGaughey (1999) highlights the ways in which Internet and Intranet technologies can enhance co-operation within the supply chain, and interaction between organisations. Companies are able to communicate easily and share knowledge and experiences, thus facilitating long-term relationship building (Wang et al, 2000). Interaction and partnering within the supply chain can enable companies to optimise performance and reliable products (Desbarats 1999). The Internet facilitates communications between parties and has been referred to as a 'universal medium for business interaction' (Preiss；McGaughey, 1999). The Intranet is used to facilitate communication within companies, and the Internet to aid in communication and interaction with the rest of the world. It is suggested that the use of e-commerce in B2B transactions adds value to the supply chain, by empowering the buyer through a bigger selection, better control and increased competition. However, suppliers are also able to see benefits in the form of greater market opportunities, the elimination of the middleman resulting in a stronger link with the customer, improved marketing abilities and dynamic trading capabilities (Meeker et al, 1999).3.E-commerce in the supply chainThe Internet is likely to have a considerable impact on supply chain management, with the supply chain becoming much more tightly connected, and thus supply chain management needing greater coordination in terms of time and resources (Angeles and Nath 2000). In addition, the flow of power has been reversed, and customers now dictate terms and conditions to suppliers. However, there are problems to be associated with using e-commerce in the supply chain. For example, getting the information systems to work between companies is one challenge, as systems must enable each company to add, change or delete any information without first having to contact all parties involved (Falcioni 1999).4.E-commerce as a facilitator of supply chain relationshipsGilbert et al (1999) suggest that world-wide 60% of large companies and 30% of medium sized companies now use the Internet for marketing and business activities. They argue that setting up a web site is easily affordable for companies, and that it provides 'a more or less level playing field for all' (Berthon et al, 1996). From a marketingperspective, the Web allows greater interactivity, thus allowing visitors to only select and retrieve information that holds some interest. Loughlin (1999) however, argues that for the supplier to be an active partner in the supply chain, a complete change of attitude amongst buyers and suppliers must take place. Relationships must be less confrontational and more collaborative, and 'change from being a Rottweiler to a St Bernard'. In other words, the supplier must nurture the supplier as opposed to apply pressure to constantly lower prices (Loughlin 1999).It is becoming apparent that it is important that entering into partnerships are of paramount importance when developing business-to-business e-commerce operations (Angeles and Nath, 2000). However, although this may sound simple, in reality it is likely to be much more complex. Relationship literature poses the view that through entering into partnerships it is possible for organisations to access new markets, introduce new products and overcome trade barriers. Trust and commitment is key within a partnership, and these take time to build. In addition, partnerships are not without their problems, including an inability to meet the expectations of collaborating parties and reduced control.5.The Textiles Supply ChainThe supply chain in the textiles industry is complex, with many different parties being involved, and may vary considerably from the supply chain that is shown here. Fashion and textiles is a volatile industry, and getting the right product in the right place at the right time can be difficult to achieve (Fernie 1994).It is common practice for retailers to deal with manufacturers, with centralised buying and considerable negotiation on prices, quality and delivery schedules (Bruce and Moger, 1999). However, Popp (2000) suggests that in addition, in many chains there is an intermediary – often an import or export agency – acting as a significant figure within the chain. The addition of the intermediary has come about as a result of increasing globalisation within the industry. The textile and clothing supply chain is currently becoming more global, with many companies either sourcing components from overseas, or moving manufacturing to countries with lower labour costs. This is resulting in adiminished UK manufacturing industry, and a more adversarial chain, as companies are unable to collaborate to the same extent.A number of strategies have been employed in the textiles and clothing supply chain in order to improve management, these include Quick response and accurate response (Chandra and Kumar, 2000). Quick response is used to improve competitiveness through improvements in collaborative and technological capabilities, and allows the speed-to-market of products by allowing them to move rapidly through production and delivery. Accurate response in an approach to forecasting, planning and production, which enables the company to build in its quick response capabilities, allowing companies to postpone the decision making process until forecasts can be validated by point of sale data.It is important to question though, whether Quick Response and Just In Time are indeed completely achievable within the industry, or whether the reductions in stock holding enjoyed by one company are achieved at the expense of another. In addition, ICT plays an important role, by facilitating efficient ordering and tracking of goods within the supply chain, particularly when the supply chain is operating on a global basis. The Internet is a powerful new commercial medium, used for communication, cost reduction, management of suppliers, streamlining logistics and reaching the consumer. Within B2C e-commerce, consumers are able to gain easy access to information, and to search for a product. However, the effectiveness of the website itself is crucial, and this can be difficult to measure and determine. B2B e-commerce is the fastest growing segment, and allows companies to reduce purchasing costs, reduce inventory, lower cycle time and lower costs of marketing. The Internet has been described as the world's most important network, and allows companies to build links directly with customers, suppliers within the supply chain, whilst at the same time being flexible, dynamic and affordable for companies of all sizes. This is having a considerable effect upon the management of the supply chain, enabling collaboration and sharing of data.6.Supplier - customer relationships in the textiles supply chainJones (1997) suggests that the textiles/clothing supply chain has three different levels, fabric manufacture, garment make-up and retail to the consumer.。