某公司SCM供应链管理(英文版)
供应链管理(Supply Chain Management , SCM)
供应链管理(Supply Chain Management , SCM)供应链管理的定义与内容供应链管理(Supply Chain Management ,简称SCM)：就是指在满足一定的客户服务水平的条件下，为了使整个供应链系统成本达到最小而把供应商、制造商、仓库、配送中心和渠道商等有效地组织在一起来进行的产品制造、转运、分销及销售的管理方法。
供应链管理包括计划、采购、制造、配送、退货五大基本内容。
计划：这是SCM的策略性部分。
你需要有一个策略来管理所有的资源，以满足客户对你的产品的需求。
好的计划是建立一系列的方法监控供应链，使它能够有效、低成本地为顾客递送高质量和高价值的产品或服务。
采购：选择能为你的产品和服务提供货品和服务的供应商，和供应商建立一套定价、配送和付款流程并创造方法监控和改善管理，并把对供应商提供的货品和服务的管理流程结合起来，包括提货、核实货单、转送货物到你的制造部门并批准对供应商的付款等。
制造：安排生产、测试、打包和准备送货所需的活动，是供应链中测量内容最多的部分，包括质量水平、产品产量和工人的生产效率等的测量。
配送：很多“圈内人”称之为“物流”，是调整用户的定单收据、建立仓库网络、派递送人员提货并送货到顾客手中、建立货品计价系统、接收付款。
退货：这是供应链中的问题处理部分。
建立网络接收客户退回的次品和多余产品，并在客户应用产品出问题时提供支持。
现代商业环境给企业带来了巨大的压力，不仅仅是销售产品，还要为客户和消费者提供满意的服务，从而提高客户的满意度，让其产生幸福感。
科特勒表示：“顾客就是上帝，没有他们，企业就不能生存。
一切计划都必须围绕挽留顾客、满足顾客进行。
”要在国内和国际市场上赢得客户，必然要求供应链企业能快速、敏捷、灵活和协作地响应客户的需求。
面对多变的供应链环境，构建幸福供应链成为现代企业的发展趋势。
供应链管理方法供应链管理理论的产生远远落后于具体的技术与方法。
供应链管理
SCM School of Logistics, BWU
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Chapter 1 Background of SCM 三、SCM的产生(Emergence of SCM)
“横向一体化”形成了一条从供应商到制造商再到分销商、 零售商，最终再到顾客的贯穿所有企业和顾客的“链”。由 于相邻节点企业或顾客表现出一种需求与供应的关系，当 把所有相邻企业或顾客依此连接起来，便形成了SC，见图 1-2。这条链上的节点企业必须达到同步、协调运行，才有 可能使链上的所有企业都能受益。于是便产生了SCM这一 新的经营与运作模式。
SCM School of Logistics, BWU
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Course Explanation
对需求 作出快 速反应
高质量
个性化
优质
SCM School of Logistics, BWU
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Course Explanation
三、教学方法与要求(Teaching Methods and Requirements)
本章是SCM出现的相关背景，主要包括21世纪全球 市场竞争的主要特点、新的竞争环境对企业管理模式的 影响以及供应链管理的产生。通过本章的学习，要求：
①理解21世纪全球市场竞争的4个主要特点； ②弄清新的竞争环境对企业管理模式产生的影响； ③了解SCM是如何产生的； ④了解几种典型的供应链结构； ⑤掌握如何学习SCM。
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第八章 供应链的业务流程再造
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第九章 供应链企业绩效评价
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第十章 供应链管理环境下的企业管理
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总复习
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合计
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SCM School of Logistics, BWU
供应链管理Supply Chain Management的定义与重要性
供应链管理SUPPLY CHAIN MANAGEMENT, SCMSCM seeks to synchronize a firm’s processes and those of its suppliers 供应链管理寻求试图使公司和其供应商的流程同步化 【Stone, 2008-6-20】 to match the flow of 物料、服务和信息with customer demand 客户需求. SCM has strategic implications 战略意义 because competitive priorities 竞争优先权【】Supply-Chain Management involves the coordination of key processes in the firm such as order placement, order fulfillment, and purchasing, which are supported by marketing, finance, engineering, information systems, operations, and logistics.Managing the flow of material is common to organizations in every segment of the economy: churches, governments, manufactures, wholesalers, retailers, and universities.This chapter looks at the supply chain management concept, which links one’s supplier’s suppliers and one’s customers’ customers. Also covered is logistics outsourcing or 3PL (third party logistics)(1) 供应链的重要特征Key attributes of supply-chain management(2) 供应链管理的壁垒Barriers to supply-chain management(3) 供应链管理和一体化supply-chain management and integration供应链管理：定义Definition of SCMSupply chain management, SCM 供应链管理 can be defined as “the systemic, strategic business functions within a particular company and across businesses in the supply chain 供应链, for the purpose of improving the long-term performance of the individual companies and the supply chain as whole 为了改进某个公司和整个供应链的长期绩效.”定义1：商业流程集成论供应链管理是集成从最终用户到最初供应商的商业流程，以向客户以及其他相关者提供产品、服务、信息，达到增值的目的。
供应链管理(英文课件)Chapter8-Supply Chain Integration
• minimizing inventory, transportation, and production costs.
– Supply Chain Planning processes are applied.
costs – more emergency production changeovers
Pull-Based Supply Chains
• Production and distribution are demand driven
– Coordinated with true customer demand rather than forecast demand.
Push-Based Supply Chains
• Longer reaction time to changing marketplace:
– Inability to meet changing demand patterns. – Obsolescence of supply chain inventory as
• Advantages and disadvantages of push and pull supply chains:
– new supply chain strategy that takes the best of both. – Push–pull supply chain strategy
Impact of the Push-Pull Strategy
• Pull portion
– High uncertainty – Simple supply chain structure – Short cycle time – Focus on service level. – Achieved by deploying a flexible and
供应链管理详细资料英文版
Increase revenue growth to 5% per annum
Increase operating margin from 10% to 15% by 2004
160
140
120
Peer Group
Peer Group:
Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
Professional Skills
❖ An excellent overall understanding of the business, it’s processes and their linkages
❖ Business behaviours
❖ Outstanding performance
By: Establishing a Global Buying programme Establishing a world class manufacturing programme
Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
供应链管理(英文)
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PricewaterhouseCoopers
Top Issues Facing SCM Professionals
Funding
11%
In a recent quantitative
Global Management
12%
survey, SCM
Organisation Structure
12%
professionals were
Procurement Planning
Manufacturing Planning
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Distribution Planning
Demand Planning
PricewaterhouseCoopers
Cross-Functional Supply Chain Metrics
Purchasing Manufacturing
• Today, the talk is of "supply networks", "parallel chains", "enhanced concurrent activities", and “customer centric” with new information platforms and technology set to cut both inventory and lead-times throughout the delivery pipeline further.
Supply Chain Management
Accelerating Cost Effectiveness
PwC
Supply Chain Management
• The supply chain used to be a simple serial process with raw materials slowly moving in one direction through manufacturing production and onward via a distribution system to retailers and customers.
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。
供应链管理及业务管理知识分析模式(英文版)
供应链管理及业务管理知识分析模式(英文版) Supply Chain Management and Business Management Knowledge Analysis ModelIntroduction:Supply chain management (SCM) and business management are two crucial aspects of a company's success and growth. SCM involves the coordination and management of all activities involved in buying, producing, and delivering products or services to customers. On the other hand, business management encompasses the planning, organizing, and controlling of all business operations to achieve organizational goals. This article aims to analyze the key knowledge areas within SCM and business management, highlighting their importance and interdependence.1. Supply Chain Management Knowledge Areas:1.1 Logistics Management:Logistics management focuses on the movement of goods and materials from suppliers to customers. It involves the transportation, warehousing, inventory control, and order fulfillment processes. Efficient logistics management ensures timely delivery, reduces costs, and enhances customer satisfaction.1.2 Procurement and Supplier Management:This knowledge area involves the selection, evaluation, and management of suppliers to ensure the reliable and cost-effective supply of materials or services. It includes activities such as sourcing, negotiation, contract management, and supplierperformance measurement.1.3 Demand Planning and Forecasting:Demand planning and forecasting involve the estimation of future customer demand for products or services. It helps in the optimization of inventory levels, production planning, and resource allocation. Accurate forecasting reduces stockouts, minimizes inventory carrying costs, and improves customer service.1.4 Inventory Management:Inventory management encompasses the control and optimization of inventory levels to meet customer demands while minimizing holding costs. It includes inventory classification, safety stock determination, replenishment strategies, and utilization of advanced inventory management techniques like just-in-time (JIT) and economic order quantity (EOQ).1.5 Risk Management:Supply chain risk management involves identifying, assessing, and mitigating risks associated with supply chain operations. It includes evaluating risks related to supplier reliability, demand volatility, transportation disruptions, natural disasters, and geopolitical factors. Effective risk management helps in minimizing potential disruptions and ensuring business continuity.2. Business Management Knowledge Areas:2.1 Strategic Planning:Strategic planning involves setting the long-term goals and direction of the company. It includes analyzing internal andexternal factors, conducting market research, defining the company's mission and vision, and formulating strategies to achieve competitive advantage. Strategic planning provides a roadmap for decision-making and resource allocation.2.2 Financial Management:Financial management focuses on the efficient utilization and allocation of financial resources within the company. It includes budgeting, financial analysis, cash flow management, and capital investment decisions. Effective financial management ensures profitability, liquidity, and sustainability of the business.2.3 Organizational Behavior:Organizational behavior refers to understanding individual and group dynamics within the company. It includes topics like motivation, leadership, communication, team dynamics, and organizational culture. Understanding and managing organizational behavior promotes employee engagement, productivity, and effective teamwork.2.4 Marketing and Sales Management:Marketing and sales management involves the identification of target markets, development of marketing strategies, and implementation of promotional activities to achieve sales objectives. It includes market research, product development, pricing, distribution, and customer relationship management. Effective marketing and sales management drive customer acquisition, retention, and revenue generation.2.5 Operations Management:Operations management focuses on the design, control, and improvement of production processes to deliver products or services efficiently. It includes capacity planning, production scheduling, quality management, and continuous process improvement. Effective operations management increases productivity, reduces costs, and ensures customer satisfaction.Conclusion:Supply chain management and business management are interconnected and essential for the success of any company. A comprehensive knowledge analysis model helps to identify and prioritize key knowledge areas within these domains. Companies that effectively manage their supply chains and employ sound business management principles gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability.3. Interdependence between Supply Chain Management and Business Management:The interdependence between supply chain management and business management is crucial for the overall success and growth of a company. While supply chain management focuses on the operational aspects of sourcing, production, and delivery, business management provides the strategic framework and direction for these activities. The knowledge areas within both domains are interconnected and rely on each other for effective decision-making and implementation.For example, strategic planning plays a significant role in both supply chain management and business management. A company'sstrategic objectives and goals influence its supply chain strategy, such as sourcing strategies, selection of suppliers, and distribution network design. On the other hand, the company's supply chain capabilities and constraints impact its overall strategic decisions, such as market entry strategies, product differentiation, and pricing.Similarly, financial management is essential for both supply chain management and business management. Efficient financial management helps in allocating resources effectively within the supply chain, such as optimizing inventory levels, implementing cost-saving measures, and improving cash flow. It also enables the company to make informed business decisions, such as investing in new technologies or expanding into new markets.Organizational behavior plays a critical role in both domains as well. Effective communication, teamwork, and leadership within the supply chain contribute to smooth coordination and collaboration among various stakeholders. In business management, understanding organizational behavior helps in creating a positive work culture, motivating employees, and fostering innovation, thereby leading to better business performance and customer satisfaction.Marketing and sales management are interconnected with supply chain management as well. Market research and customer insights are crucial in demand planning and forecasting, which informs supply chain decisions, such as production levels, inventory management, and transportation requirements. Conversely, supply chain capabilities influence marketing and sales strategies, such as product availability, delivery speed, and customer service levels.Integration between these knowledge areas ensures alignment between supply and demand, resulting in customer satisfaction and competitive advantage.Furthermore, operations management plays a key role in both supply chain management and business management. Efficient operations management techniques, such as lean manufacturing, Six Sigma, and total quality management, improve productivity, reduce waste, and enhance product/service quality. These improvements, in turn, enhance the company's overall performance and competitiveness. Additionally, operations management principles help in optimizing supply chain processes, such as production scheduling, inventory management, and order fulfillment, leading to cost savings, shorter lead times, and improved customer satisfaction.4. Importance of Supply Chain Management and Business Management Knowledge:The knowledge areas within supply chain management and business management are crucial for companies to remain competitive, adapt to changing market dynamics, and drive overall business success. Below are the key reasons why companies should prioritize and invest in these knowledge areas:4.1 Optimal Resource Utilization:Efficient supply chain management ensures optimal utilization of resources, such as raw materials, production capacity, and transportation, resulting in cost savings and improved profitability. Likewise, effective business management helps in allocatingfinancial, human, and technological resources to their best possible use, maximizing the value generated by the company.4.2 Enhanced Customer Satisfaction:Supply chain management focuses on meeting customer demands by ensuring the availability of products/services, on-time delivery, and quick response to customer queries. This improves customer satisfaction and loyalty. Business management, meanwhile, helps in developing effective marketing and sales strategies, understanding customer preferences, and delivering superior customer service, further enhancing customer satisfaction and building long-term relationships.4.3 Risk Mitigation and Resilience:Supply chain management knowledge areas, such as risk management and procurement, help in identifying and mitigating potential risks to the supply chain, including disruptions from suppliers, transportation issues, or natural disasters. Business management complements these efforts by implementing suitable risk management strategies at the organizational level, such as diversifying revenue streams, implementing robust financial controls, and building strong relationships with key stakeholders. This ensures business continuity and resilience.4.4 Competitive Advantage:Companies that excel in supply chain management gain a competitive advantage by offering better value to customers through lower costs, higher product quality, and faster delivery. Similarly, effective business management, through strategic planning, marketing, and operations, helps companies differentiatethemselves from competitors and create unique value propositions that attract and retain customers.4.5 Innovation and Agility:Both supply chain management and business management knowledge areas foster innovation and agility within organizations. Supply chain innovation, such as implementing advanced technologies like automation, AI, and IoT, improves operational efficiency, reduces costs, and enables faster response to market changes. Business management knowledge areas, such as strategic planning and organizational behavior, help in creating a culture of innovation, driving continuous improvement, and fostering agile decision-making.Conclusion:Effective supply chain management and business management are critical for the success of any company. The knowledge areas within these domains are interconnected and mutually dependent. Companies that prioritize and invest in these knowledge areas gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability. Understanding and implementing the key principles and practices within supply chain management and business management enable companies to optimize resources, enhance customer satisfaction, mitigate risks, and leverage opportunities for innovation and competitive advantage.。
《物流英语》课件 Unit 8 Supply Chain Management
Therefore, supply chain management is the methodology to improve the business efficiency in finding raw components for your business product or service and delivering it to the customer.
Supply Chain Management
Supply chain management (SCM) means the design, planning and control of the information flow, movement of goods and money from the point of origin to the point of consumption with a view to
4. The companies in a supply chain will supply each other with raw materials, components , products and services.
5. The idea of supply chain management was first put forward in the 1980s on the basis of experience from the past practice.
(完整word版)供应链管理外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goodswarehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of the supply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chain depends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2007, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines in inventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay for it. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supply chain profitability.Supply chain profitability is the total profit to be shared across all supply chainstages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction in overall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain. Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared totheir Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distribute locally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smaller deliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknessesin their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt its performance. Dell Computer is another example of a company that had to revise its supply chain design in response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2010 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
(scm供应链管理)供应链管理复习题
供应链管理复习题一，判断题1、货物跟踪是指在供应链上的企业利用现代信息技术及时获取有关货物状态的信息（如货物品种、数量、货物在途情况、交货期间、发货地和到达地、货物的货主、送货责任车辆和人员等），提高物流运输服务的方法。
（√）2、“牛鞭效应”就是供应链节点企业只根据来自其相邻的下游企业的需求信息进行生产或供应决策时，需求信息中的不真实性会沿着供应链逆流而上并逐级放大。
（√）3、商品分类管理是对店铺的空间安排、各类商品的展示比例、商品在货架上的布置等进行优化管理。
（×）4、Extranet与EDI相比，Extranet由于使用的是公共网络，费用要昂贵得多。
（×）5、ABC重点控制模式是把物资按品种所占用资金大小分类，再按各类重要程度不同分别控制，抓住重点和主要矛盾，进行重点控制。
ABC重点控制模式的基本原理是从错综复杂、品种繁多的物资中，抓住重点，照顾一般。
（√）6、产品销售趋势分析也有助于制定销售和利润构成规划。
（√）7、供应商管理库存是供应商在其下游企业的指导下确定库存水平和补给策略，拥有库存控制权。
（√）8、供应链是集成的企业，是扩展的企业模型，因此供应链环境下的企业生产计划信息是不同信息源的信息集成，集成了供应商、分销商的信息，甚至消费者和竞争对手的信息。
（√）9、物流的方向都是从供应商流向制造商，再流向分销商。
（×）10、供应链管理系统信息的传递一般是从底层向高层信息处理中心（权力中心）反馈，形成和组织结构平行的信息递阶的传递模式。
（×）11、销售自动化就是要通过收集潜在销售线索信息，并把有价值的线索传递给销售人员，从而达到提高销售的目的。
（√）12、客户关系管理（CRM）不仅是一个管理名词，更是一套人机交互式系统和一种解决方案，它能帮助企业更好地留住最有价值的客户，并且争取更多的潜在客户。
（√）13、在产品的成熟期，可以通过延期制造来改善服务。
（×）14、在供应链中，不可能存在一个厂家同时又是入点和出点的情况。
供应链专业术语缩写及含义
供应链专业术语缩写及含义供应链是指一种综合的、系统的商业管理方法，其目的是以最优的方式管理产品的流通、服务的交付以及信息的传递。
供应链管理是一个重要的商业管理领域，它涉及到产品的制造、配送和销售，以及整个流程中所涉及的各种环节和参与者。
在供应链管理中，有很多专业术语和缩写，下面将介绍一些常用的供应链专业术语缩写及含义。
1. SCM（Supply Chain Management）：供应链管理，是指通过有效地协调供应链各个环节，实现产品从原材料采购、生产制造到最终产品交付的全过程管理。
2. ERP（Enterprise Resource Planning）：企业资源计划，是一种基于信息技术的综合性管理系统，通过集成各个部门的信息和业务流程，实现企业资源的优化利用和管理。
3. WMS（Warehouse Management System）：仓储管理系统，是一种用于管理和控制仓库操作的软件系统，包括货物入库、出库、库内转移、盘点等功能。
4. TMS（Transportation Management System）：运输管理系统，是一种用于管理和优化物流运输过程的软件系统，包括货物配送、运输调度、运输成本分析等功能。
5. EDI（Electronic Data Interchange）：电子数据交换，是一种以标准化电子格式进行商业文档交换的技术，用于实现企业间信息和业务数据的快速、准确和安全交换。
6. 3PL（Third Party Logistics）：第三方物流，是指企业委托第三方物流服务提供商进行物流管理和执行，包括仓储、运输、配送等环节。
7. RFID（Radio Frequency Identification）：射频识别技术，是一种利用无线电波实现对物体进行标识和跟踪的技术，用于物流管理和库存追踪。
8. MPS（Master Production Schedule）：生产主计划，是指根据市场需求和企业资源情况确定产品生产计划的过程，包括生产时间、数量、批次等信息。
供应链管理SCM练习 (英文版)
Supply Chain Management ExerciseTrue or False1. A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.Answer: FalseDifficulty: Moderate2. A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TrueDifficulty: Moderate3. A supply chain could be more accurately described as a supply network or supply web. Answer: TrueDifficulty: Moderate4.The objective of every supply chain is to maximize the overall value generated.Answer: TrueDifficulty: Easy5.The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain.Answer: FalseDifficulty: Moderate6.All supply chain activities within a firm belong to one of three macro processes – CRM, ISCM and SRM.Answer: TrueDifficulty: Easy7.There is a close connection between the design and management of supply chain flows and the success of a supply chain.Answer: TrueDifficulty: Easy8. A company’s competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: TrueDifficulty: Easy9.The value chain emphasizes the close relationship between all the functional strategies within a company.Difficulty: Moderate10. A company’s product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: FalseDifficulty: Moderate11. A company’s product development strategy specifies t he portfolio of new products that it will try to develop.Answer: TrueDifficulty: Easy12. A company’s supply chain strategy specifies how the market will be segmented and how the product will be positioned, priced, and promoted.Answer: FalseDifficulty: Easy13. A company’s supply chain strategy determines the nature of procurement and transportation of materials as well as the manufacture and distribution of the product. Answer: TrueDifficulty: Easy14.The degree of supply chain responsiveness should be consistent with the implied uncertainty.Answer: TrueDifficulty: Easy15.The degree of supply chain responsiveness does not need to be consistent with the implied uncertainty.Answer: FalseDifficulty: Moderate16.The two major types of facilities are distribution sites and storage sites.Answer: FalseDifficulty: Moderate17.Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Answer: TrueDifficulty: Moderatermation is potentially the biggest driver of performance in the supply chain as it directly affects each of the other drivers.Difficulty: Easy19.The high utilization facility will have no more difficulty responding to demand fluctuations than one with a lot of unused capacity.Answer: FalseDifficulty: Easy20.Stock keeping unit (SKU) storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: TrueDifficulty: Moderate21.Warehouse unit storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: FalseDifficulty: Moderate22.Distribution occurs between every pair of stages in the supply chain.Answer: TrueDifficulty: Moderate23.Distribution only occurs between manufacturing and consumers in the supply chain. Answer: FalseDifficulty: Moderatepanies in the same industry often select very different distribution networks, because the choice of the distribution network can be used to achieve a variety of supply chain objectives ranging from low cost to high responsiveness.Answer: TrueDifficulty: Moderate25.The main advantage of a distribution network with local storage is that it can lower the delivery cost and provide a faster response than other networks.Answer: TrueDifficulty: Moderate26.When designing supply chain networks, companies must build appropriate flexibility to help counter fluctuations in exchange rates and demand across different countries.Answer: TrueDifficulty: Moderate27.Inventory and facility costs increase as the number of facilities in a supply chain increase. Answer: TrueDifficulty: Moderate28.Transportation costs increase as the number of facilities is increased.Answer: FalseDifficulty: Moderate29.When faced with a network design decision, the goal of a manager is to design a network that minimizes the firm’s costs while satisfying customer needs in terms of demand and responsiveness.Answer: FalseDifficulty: Hard30.The supply chain network is designed to maximize total profits, taking into account the expected margin and demand in each market, various logistics and facility costs, and the taxes and tariffs at each location.Answer: TrueDifficulty: Easy31.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, cannot be altered in the short term.Answer: TrueDifficulty: Moderate32.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, rarely remain in place for several years.Answer: FalseDifficulty: Moderate33.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, define the boundaries within which the supply chain must compete.Answer: TrueDifficulty: Moderate34.Long-term contracts for both warehousing and transportation requirements will be more effective if the demand and price of warehousing do not change in the future or if the price of warehousing goes up.Answer: TrueDifficulty: Easy35.Long-term contracts for both warehousing and transportation requirements will be more effective if either demand or the price of warehousing drops in the future.Answer: FalseDifficulty: Moderate36.The present value of future cash flows is found by using a discount factor.Answer: TrueDifficulty: Moderate37.The rate of return k is also referred to as the present value of capital.Answer: FalseDifficulty: Easy38. A negative NPV for an option indicates that the option will lose money for the supply chain. Answer: TrueDifficulty: Moderate39.The decision with the lowest NPV will provide a supply chain with the highest financial return.Answer: FalseDifficulty: Moderate40.In reality, demand and prices are highly uncertain and are likely to fluctuate during the life of any supply chain decision.Answer: TrueDifficulty: Moderate41.The goal of aggregate planning is to satisfy demand in a way that minimizes profit. Answer: FalseDifficulty: Easy42.Aggregate planning is a process by which a company determines levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon. Answer: TrueDifficulty: Moderate43.Aggregate planning solves problems involving aggregate decisions rather than stock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy44.Forecasting errors are dealt with in aggregate plans using either safety backlog or safety capacity.Answer: FalseDifficulty: Moderate45.Safety inventory is defined as inventory held to satisfy demand that is higher than forecasted.Answer: TrueDifficulty: Easy46.Safety capacity is defined as capacity used to satisfy demand that is lower than forecasted. Answer: FalseDifficulty: Easypanies should work with downstream partners to produce forecasts and with upstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy48.The aggregate plan should be viewed primarily as an in-house tool that does not need to be communicated to supply chain partners.Answer: FalseDifficulty: Easy49.Given that forecasts are always wrong to some degree, the aggregate plan needs to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate50.With supply and demand management decisions being made independently, it is easier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate51. A firm can vary supply of product by controlling production capacity and inventory. Answer: TrueDifficulty: Easy52. A firm that uses flexible work hours from the workforce to manage capacity to better meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate53.Offering a promotion during a peak period that has significant forward buying creates even more variable demand than before the promotion.Answer: True54.Average inventory decreases if a promotion is run during the peak period and increases if the promotion is run during the off-peak period.Answer: FalseDifficulty: Easy55.Promoting during a peak demand month may decrease overall profitability if a significant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard56.As forward buying becomes a smaller fraction of the demand increase from a promotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard57.As the product margin declines, promoting during the peak demand period becomes less profitable.Answer: TrueDifficulty: Easy58.Cycle inventory exists because producing or purchasing in large lots allows a stage of the supply chain to exploit economies of scale and increase cost.Answer: FalseDifficulty: Moderate59. A lot or batch size is the quantity that a stage of the supply chain either produces or purchases at a given time.Answer: TrueDifficulty: Moderate60.Cycle inventory is the physical inventory in the supply chain due to either production or purchases demanded by the customer.Answer: TrueDifficulty: Moderate61.The inventory profile is a plot depicting the level of inventory over time.Answer: TrueDifficulty: Easy62. A discount is volume-based if the pricing schedule offers discounts based on the quantity ordered in a single lot.Answer: False63. A discount is volume-based if the discount is based on the total quantity purchased over a given period, regardless of the number of lots purchased over that period.Answer: TrueDifficulty: Easy64.Pricing schedules with all unit quantity discounts encourage retailers to increase the size of their lots, which reduces the average inventory and flow time in a supply chain.Answer: FalseDifficulty: Moderate65.Safety inventory is inventory carried for the purpose of satisfying demand that exceeds the amount forecasted for a given period.Answer: TrueDifficulty: Moderate66.Safety inventory is carried because demand forecasts are accurate and a product shortage may result if the forecast demand exceeds the actual demand.Answer: FalseDifficulty: Moderate67.Raising the level of safety inventory increases product availability and thus the margin captured from customer purchases.Answer: TrueDifficulty: Moderate68.Raising the level of safety inventory increases inventory holding costs.Answer: TrueDifficulty: Easy69.Carrying excessive inventory can help counter demand volatility when new products come on the market.Answer: FalseDifficulty: Moderate70.The appropriate level of safety inventory is determined by the uncertainty of both demand and supply and the desired level of cycle inventory.Answer: FalseDifficulty: Moderate71.As the uncertainty of supply or demand grows, the required level of safety inventories increases.Answer: TrueDifficulty: Moderate72.As the desired level of product availability increases, the required level of safety inventory decreases.Answer: FalseDifficulty: Easy73.Lead time is the gap between when an order is placed and when it is received. Answer: TrueDifficulty: Easy74.Periodic review policies require more safety inventory than continuous review policies for the same level of product availability.Answer: TrueDifficulty: Easy75.When using a continuous review policy, a manager has to account for the uncertainty of demand during the lead time and the review interval.Answer: FalseDifficulty: EasyMultiply Choice1.Which of the following is not a stage within a typical supply chaina.Customersb.Retailersc.Wholesalers/Distributorsd.Manufacturerse.All of the above are stages within a typical supply chain.Answer: eDifficulty: Easy2.Supply chain profitability isa.not correlated to the value generated by the various stages of the supply chain.b.the total profit to be shared across all supply chain stages.c.the difference between the revenue generated from the customer and the overall cost across the supply chain.d.the total revenue generated by the distributor stage of the supply chain.e. b and c onlyAnswer: eDifficulty: Difficult3.Successful supply chain management requires which of the following decision phasesa.supply chain strategy/designb.supply chain planningc.supply chain operationd.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate4.The objective of customer order entry is toa.get the correct orders to customers by the promised due date at the lowest possible cost.b.maintain a record of product receipt and complete payment.c.maximize the conversion of customer arrivals to customer orders.d.ensure that orders are quickly and accurately entered and communicated to other affected supply chain processes.e.none of the aboveAnswer: dDifficulty: Easy5.The push/pull view of the supply chain is useful when considering strategic decisions relating to supply chain design, becausea.it categorizes processes based on whether they are initiated in response to or in anticipation of customer orders.b.it specifies the roles and responsibilities of each member of the supply chain.c.it clearly defines the processes involved and the owners of each process.d.it focuses on processes that are external to the firm.e.it focuses on processes that are internal to the firm.Answer: aDifficulty: Hard6.Which of the following statements about pull processes is accuratea.May also be referred to as speculative processes.b.Execution is initiated in anticipation of customer orders.c.At the time of execution, demand must be forecast.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: dDifficulty: Easy7.Which of the following statements about push processes is accuratea.May also be referred to as speculative processes.b.Execution is initiated in response to customer orders.c.At the time of execution, demand is known with certainty.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: aDifficulty: Easy8.Supply chain macro processes include which of the followinga.Customer Relationship Management (CRM)b.Internal Supply Chain Management (ISCM)c.Supplier Relationship Management (SRM)d.all of the abovee.none of the aboveAnswer: dDifficulty: Easy9. A company’s competitive strategya.defines the set of customer needs that it seeks to satisfy through its products and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the product will be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.10. A com pany’s supply chain strategya.defines the set of customer needs that it seeks to satisfy through its products and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the product will be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: dDifficulty: Easy11. A supply chain strategy includesa.supplier strategy.b.operations strategy.c.logistics strategy.d.all of the abovee.none of the aboveAnswer: dDifficulty: Moderate12.Customer demand from different segments varies along which of the following attributesa.The quantity of product needed in each lot.b.The response time that customers are willing to tolerate.c.The variety of products needed.d.The service level required.e.all of the aboveAnswer: eDifficulty: Easy13.Which of the following is not an attribute along which customer demand variesa.The uniqueness of the product.b.The quantity of product needed in each lot.c.The variety of products needed.d.The desired rate of innovation in the product.e.All of the above are attributes.Answer: aDifficulty: Moderate14.The uncertainty of customer demand for a product is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: bDifficulty: Moderate15.The uncertainty that exists due to the portion of demand that the supply chain is required to meet is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: cDifficulty: Moderate16.Which of the following supply chain capabilities will cause supply uncertainty to increasea.Frequent breakdownsb.Unpredictable and low yieldsc.Poor qualityd.Limited supply capacitye.all of the aboveAnswer: eDifficulty: Easy17.Which of the following is not a major driver of supply chain performancea.Facilitiesb.Inventoryc.Transportationrmatione.All of the above are major drivers of supply chain performance.Answer: eDifficulty: Easy18.Which of the following is not a major driver of supply chain performancea.Customersb.Facilitiesc.Inventoryd.TransportationrmationAnswer: aDifficulty: Moderate19.The places in the supply chain network where product is stored, assembled, or fabricated are known asa.facilities.b.inventory.c.transportation.rmation.e.customers.Answer: aDifficulty: Easy20.The warehousing methodology that uses a traditional warehouse to store all of one type of product together isa.warehouse unit storage.b.stock keeping unit (SKU) storage.c.job lot storage.d.cross-docking.e.none of the aboveAnswer: bDifficulty: Moderate21.Seasonal inventory should be used whena. a company can rapidly change the rate of its production system at a very low cost.b.changing the rate of production is expensive ., when workers must be hired or fired).c.adjusting to a period of low demand without incurring large costs.d.the world is perfectly predictable.e.production rate is flexible.Answer: aDifficulty: Hard22.The process by which a firm decides how much to charge customers for its goods and services isa.supply chain coordination.b.forecasting.c.aggregate planning.d.revenue management.e.pricing.Answer: eDifficulty: Easy23.Which of the following are measures of customer service that are influenced by the structure of the distribution networka.Returnabilityb.Order visibilityc.Customer experienced.Product availabilitye.all of the aboveAnswer: eDifficulty: Moderate24.Which of the following is not a measure of customer service that is influenced by the structure of the distribution networka.Returnabilityb.Customer experiencec.Customer maturityd.Product availabilitye.All of the above are measures of customer service.Answer: cDifficulty: Easy25.The time between when a customer places an order and receives delivery isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: aDifficulty: Easy26.The number of different products/configurations that a customer desires from the distribution network isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: bDifficulty: Easy27.As the number of facilities in a supply chain increases, total facility costsa.decrease.b.remain the same.c.increase.d.increase to a point and then decrease.e.decrease to a point and then increase.Answer: cDifficulty: Moderate28.Total logistics costs for a supply chain network are a sum ofa.inventory and facility costs.b.inventory, facility, and distributor costs.c.facility, transportation, and distributor costs.d.inventory, transportation, and facility costs.e.none of the aboveAnswer: dDifficulty: Moderate29.As the number of facilities in a supply chain network increases, total logistics costs willa.decrease.b.decrease at first and then increase.c.increase.d.increase at first and then decrease.e.neither increase or decrease.Answer: bDifficulty: Moderate30.Which of the following are key decisions in the design of a distribution networka.Will product be delivered to the customer location or picked up from a pre-ordained siteb.Will product flow through a production facilityc.Will product flow through an intermediary (or intermediate location)d.all of the abovee. a and c onlyAnswer: eDifficulty: Moderate31.Supply chain network design decisions includea.only the location of manufacturing, storage, or transportation-related facilities.b.only the allocation of capacity and roles to each facility.c.both the location of manufacturing, storage, or transportation-related facilities and the allocation of capacity and roles to each facility.d.neither the location of manufacturing, storage, or transportation-related facilities nor the allocation of capacity and roles to each facility.e.none of the aboveAnswer: cDifficulty: Easy32.Supply chain network design decisions classified as facility role are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: aDifficulty: Moderate33.Supply chain network design decisions classified as facility location are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: bDifficulty: Easy34.Developing countries often create free trade zones wherea.duties and tariffs are imposed as long as production is used primarily for export.b.duties and tariffs are imposed as long as production is used primarily for import.c.duties and tariffs are relaxed as long as production is used primarily for export.d.duties and tariffs are relaxed as long as production is used primarily for import.e.duties and tariffs are increased as long as production is used primarily for export. Answer: cDifficulty: Easy35.Building some over-capacity in the supply chain network and making the capacity flexible allows a firm to alter production flows within the supply chain toa.produce less in facilities that have a lower cost based on current exchange rates.b.produce more in facilities that have a lower cost based on current exchange rates.c.produce more in facilities that have a higher cost based on current exchange rates.d.produce less in facilities that have the same cost based on current exchange rates.e.None of the above are accurate.Answer: bDifficulty: Moderate36.Positive externalities are instances wherea.the collocation of multiple firms benefits all of them.b.the dispersion of multiple firms benefits all of them.c.the cooperation of multiple firms benefits all of them.d.the coordination of multiple firms benefits all of them.e.the disagreement of multiple firms benefits all of them.Answer: aDifficulty: Moderate37.The basis for all strategic and planning decisions in a supply chain comes froma.the forecast of demand.b.sales targets.c.profitability projections.d.production efficiency goals.e.all of the aboveAnswer: aDifficulty: Easy38.For push processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: dDifficulty: Moderate39.For pull processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: bDifficulty: Moderate40.In general, the further up the supply chain a company is (or the further they are from the consumer),a.the greater the distortion of information they receive.b.the smaller the distortion of information they receive.c.the information they receive is more accurate.d.the information they receive is more useful.e.none of the aboveAnswer: aDifficulty: Moderate41.Which of the following is not a forecasting methoda.qualitativeb.time seriesc.causald.simulatione.All of the above are forecasting methods.Answer: eDifficulty: Moderate42.Predictable variability isa.change in demand that can be forecasted.b.change in demand that cannot be forecasted.c.change in demand that has been planned.d.change in demand that has been scheduled.e.all of the aboveAnswer: aDifficulty: Easy43.Which of the following is not a problem caused by products experiencing predictable variability of demanda.high levels of stockouts during peak demandb.high levels of excess inventory during periods of low demandc.increased responsiveness of the supply chaind.increased costs in the supply chaine.decreased responsiveness of the supply chainAnswer: cDifficulty: Easy44. A firm can handle predictable variability by managinga.supply using capacity, inventory, trade promotions, and backlogs.b.supply using capacity, inventory, subcontracting, and backlogs.c.demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: eDifficulty: Easy45.Seasonal demand can be met bya.maintaining enough manufacturing capacity to meet demand in any period.b.building up inventory during the off season to meet demand during peak seasons.c.offering a price promotion during periods of low demand to shift some of the demand into a slow period.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate46.The advantage of maintaining enough manufacturing capacity to meet demand in any period isa.very low inventory costs because inventory needs to be carried from period to period.b.very low inventory costs because no inventory needs to be carried from period to period.c.very high inventory costs because no inventory needs to be carried from period to period.d.very high inventory costs because expensive capacity would go unused during most months when demand was lower.e.none of the aboveAnswer: bDifficulty: Moderate。
2024年供应链管理(scm)市场规模分析
供应链管理（SCM）市场规模分析引言供应链管理（Supply Chain Management，简称SCM）是指协调和整合各个企业或组织成员，以最小化整个供应链中的成本和最大化整个供应链中的效益的管理过程。
随着全球贸易的不断增长和互联网技术的快速发展，供应链管理市场正在迅速扩大。
本文将对供应链管理市场的规模进行分析。
供应链管理市场的现状目前，全球范围内的供应链管理市场正在呈现快速增长的趋势。
根据市场研究公司的数据显示，2019年全球供应链管理市场规模达到了1000亿美元，并预计在未来几年内将以每年10%的复合年增长率增长。
供应链管理市场的主要驱动因素1.全球化贸易的增长：随着全球贸易的不断扩大，企业需要更加高效地管理和协调整个供应链，以应对全球供应链中的挑战。
2.技术的快速发展：互联网技术的迅猛发展为供应链管理提供了更多的工具和解决方案，使得供应链管理变得更加智能化和高效化。
3.消费者需求的变化：消费者对产品质量和交付速度的要求越来越高，企业需要通过有效的供应链管理来满足消费者的需求。
供应链管理市场的发展趋势1.云供应链管理：云计算技术的普及使得云供应链管理成为可能。
云供应链管理可以提供更加灵活和高效的供应链解决方案，降低企业的IT成本和风险。
2.物联网技术的应用：物联网技术的发展将为供应链管理带来革命性的变化。
通过物联网技术，企业可以实时监控和管理整个供应链，提高运营效率和可视性。
3.人工智能的应用：人工智能技术的广泛应用将使得供应链管理更加智能化和自动化。
企业可以利用人工智能来预测需求、优化库存、提高交付速度等。
供应链管理市场的挑战虽然供应链管理市场前景广阔，但也面临一些挑战。
1. 数据安全和隐私保护：供应链管理涉及大量的敏感数据，确保数据的安全和隐私成为一个重要的挑战。
2. 供应链合作伙伴之间的协调与合作：企业需要与多个供应链合作伙伴进行协调和合作，而不同合作伙伴之间的利益冲突和信息不对称可能会影响供应链管理效果。
供应链管理scm练习(英文版)
供应链管理S C M练习(英文版)-CAL-FENGHAI-(2020YEAR-YICAI)_JINGBIANSupply Chain Management ExerciseTrue or False1. A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.Answer: FalseDifficulty: Moderate2. A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TrueDifficulty: Moderate3. A supply chain could be more accurately described as a supply network or supply web. Answer: TrueDifficulty: Moderate4.The objective of every supply chain is to maximize the overall value generated. Answer: TrueDifficulty: Easy5.The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain.Answer: FalseDifficulty: Moderate6.All supply chain activities within a firm belong to one of three macro processes – CRM, ISCM and SRM.Answer: TrueDifficulty: Easy7.There is a close connection between the design and management of supply chain flows and the success of a supply chain.Answer: TrueDifficulty: Easy8. A company’s competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: TrueDifficulty: Easy9.The value chain emphasizes the close relationship between all the functional strategies within a company.Answer: TrueDifficulty: Moderate10. A company’s product development strategy defines the set of customer needs that it seeks to satisfy through its products and services.Answer: FalseDifficulty: Moderate11. A company’s product develop ment strategy specifies the portfolio of new products that it will try to develop.Answer: TrueDifficulty: Easy12. A company’s supply chain strategy specifies how the market will be segmented and how the product will be positioned, priced, and promoted. Answer: FalseDifficulty: Easy13. A company’s supply chain strategy determines the nature of procurement and transportation of materials as well as the manufacture and distribution of the product.Answer: TrueDifficulty: Easy14.The degree of supply chain responsiveness should be consistent with the implied uncertainty.Answer: TrueDifficulty: Easy15.The degree of supply chain responsiveness does not need to be consistent with the implied uncertainty.Answer: FalseDifficulty: Moderate16.The two major types of facilities are distribution sites and storage sites.Answer: FalseDifficulty: Moderate17.Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Answer: TrueDifficulty: Moderatermation is potentially the biggest driver of performance in the supply chain as it directly affects each of the other drivers.Answer: TrueDifficulty: Easy19.The high utilization facility will have no more difficulty responding to demand fluctuations than one with a lot of unused capacity.Answer: FalseDifficulty: Easy20.Stock keeping unit (SKU) storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: TrueDifficulty: Moderate21.Warehouse unit storage is the warehousing methodology that uses a traditional warehouse to store all of one type of product together.Answer: FalseDifficulty: Moderate22.Distribution occurs between every pair of stages in the supply chain.Answer: TrueDifficulty: Moderate23.Distribution only occurs between manufacturing and consumers in the supply chain. Answer: FalseDifficulty: Moderatepanies in the same industry often select very different distribution networks, because the choice of the distribution network can be used to achieve a variety of supply chain objectives ranging from low cost to high responsiveness.Answer: TrueDifficulty: Moderate25.The main advantage of a distribution network with local storage is that it can lower the delivery cost and provide a faster response than other networks.Answer: TrueDifficulty: Moderate26.When designing supply chain networks, companies must build appropriate flexibility to help counter fluctuations in exchange rates and demand across different countries. Answer: TrueDifficulty: Moderate27.Inventory and facility costs increase as the number of facilities in a supply chain increase. Answer: TrueDifficulty: Moderate28.Transportation costs increase as the number of facilities is increased.Answer: FalseDifficulty: Moderate29.When faced with a network design decision, the goal of a manager is to design a network that minimizes the firm’s costs while satisfying customer needs in terms of demand and responsiveness.Answer: FalseDifficulty: Hard30.The supply chain network is designed to maximize total profits, taking into account the expected margin and demand in each market, various logistics and facility costs, and the taxes and tariffs at each location.Answer: TrueDifficulty: Easy31.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, cannot be altered in the short term.Answer: TrueDifficulty: Moderate32.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, rarely remain in place for several years.Answer: FalseDifficulty: Moderate33.Decisions made during the supply chain design phase regarding significant investments in the supply chain, such as the number and size of plants to build, the number of trucks to purchase or lease, and whether to build or lease warehouse space, define the boundaries within which the supply chain must compete.Answer: TrueDifficulty: Moderate34.Long-term contracts for both warehousing and transportation requirements will be more effective if the demand and price of warehousing do not change in the future or if the price of warehousing goes up.Answer: TrueDifficulty: Easy35.Long-term contracts for both warehousing and transportation requirements will be more effective if either demand or the price of warehousing drops in the future.Answer: FalseDifficulty: Moderate36.The present value of future cash flows is found by using a discount factor. Answer: TrueDifficulty: Moderate37.The rate of return k is also referred to as the present value of capital.Answer: FalseDifficulty: Easy38. A negative NPV for an option indicates that the option will lose money for the supply chain.Answer: TrueDifficulty: Moderate39.The decision with the lowest NPV will provide a supply chain with the highest financial return.Answer: FalseDifficulty: Moderate40.In reality, demand and prices are highly uncertain and are likely to fluctuate during the life of any supply chain decision.Answer: TrueDifficulty: Moderate41.The goal of aggregate planning is to satisfy demand in a way that minimizes profit. Answer: FalseDifficulty: Easy42.Aggregate planning is a process by which a company determines levels of capacity, production, subcontracting, inventory, stockouts, and even pricing over a specified time horizon. Answer: TrueDifficulty: Moderate43.Aggregate planning solves problems involving aggregate decisions rather than stock keeping unit (SKU) level decisions.Answer: TrueDifficulty: Easy44.Forecasting errors are dealt with in aggregate plans using either safety backlog or safety capacity.Answer: FalseDifficulty: Moderate45.Safety inventory is defined as inventory held to satisfy demand that is higher than forecasted.Answer: TrueDifficulty: Easy46.Safety capacity is defined as capacity used to satisfy demand that is lower than forecasted.Answer: FalseDifficulty: Easypanies should work with downstream partners to produce forecasts and with upstream partners to determine constraints when doing aggregate planning.Answer: TrueDifficulty: Easy48.The aggregate plan should be viewed primarily as an in-house tool that does not need to be communicated to supply chain partners.Answer: FalseDifficulty: Easy49.Given that forecasts are always wrong to some degree, the aggregate plan needs to have some flexibility built into it if it is to be useful.Answer: TrueDifficulty: Moderate50.With supply and demand management decisions being made independently, it is easier to coordinate the supply chain, thereby increasing profit.Answer: FalseDifficulty: Moderate51. A firm can vary supply of product by controlling production capacity and inventory. Answer: TrueDifficulty: Easy52. A firm that uses flexible work hours from the workforce to manage capacity to better meet demand is using a seasonal workforce.Answer: FalseDifficulty: Moderate53.Offering a promotion during a peak period that has significant forward buying creates even more variable demand than before the promotion.Answer: TrueDifficulty: Easy54.Average inventory decreases if a promotion is run during the peak period and increases if the promotion is run during the off-peak period.Answer: FalseDifficulty: Easy55.Promoting during a peak demand month may decrease overall profitability if a significant fraction of the demand increase results from a forward buy.Answer: TrueDifficulty: Hard56.As forward buying becomes a smaller fraction of the demand increase from a promotion, it is less profitable to promote during the peak period.Answer: FalseDifficulty: Hard57.As the product margin declines, promoting during the peak demand period becomes less profitable.Answer: TrueDifficulty: Easy58.Cycle inventory exists because producing or purchasing in large lots allows a stage of the supply chain to exploit economies of scale and increase cost.Answer: FalseDifficulty: Moderate59. A lot or batch size is the quantity that a stage of the supply chain either produces or purchases at a given time.Answer: TrueDifficulty: Moderate60.Cycle inventory is the physical inventory in the supply chain due to either production or purchases demanded by the customer.Answer: TrueDifficulty: Moderate61.The inventory profile is a plot depicting the level of inventory over time.Answer: TrueDifficulty: Easy62. A discount is volume-based if the pricing schedule offers discounts based on the quantity ordered in a single lot.Answer: FalseDifficulty: Hard63. A discount is volume-based if the discount is based on the total quantity purchased overa given period, regardless of the number of lots purchased over that period.Answer: TrueDifficulty: Easy64.Pricing schedules with all unit quantity discounts encourage retailers to increase the size of their lots, which reduces the average inventory and flow time in a supply chain.Answer: FalseDifficulty: Moderate65.Safety inventory is inventory carried for the purpose of satisfying demand that exceeds the amount forecasted for a given period.Answer: TrueDifficulty: Moderate66.Safety inventory is carried because demand forecasts are accurate and a product shortage may result if the forecast demand exceeds the actual demand.Answer: FalseDifficulty: Moderate67.Raising the level of safety inventory increases product availability and thus the margin captured from customer purchases.Answer: TrueDifficulty: Moderate68.Raising the level of safety inventory increases inventory holding costs.Answer: TrueDifficulty: Easy69.Carrying excessive inventory can help counter demand volatility when new products come on the market.Answer: FalseDifficulty: Moderate70.The appropriate level of safety inventory is determined by the uncertainty of both demand and supply and the desired level of cycle inventory.Answer: FalseDifficulty: Moderate71.As the uncertainty of supply or demand grows, the required level of safety inventories increases.Answer: TrueDifficulty: Moderate72.As the desired level of product availability increases, the required level of safety inventory decreases.Answer: FalseDifficulty: Easy73.Lead time is the gap between when an order is placed and when it is received. Answer: TrueDifficulty: Easy74.Periodic review policies require more safety inventory than continuous review policies for the same level of product availability.Answer: TrueDifficulty: Easy75.When using a continuous review policy, a manager has to account for the uncertainty of demand during the lead time and the review interval.Answer: FalseDifficulty: EasyMultiply Choice1.Which of the following is not a stage within a typical supply chain?2.a.Customersb.Retailersc.Wholesalers/Distributorsd.Manufacturerse.All of the above are stages within a typical supply chain.Answer: eDifficulty: Easy3.Supply chain profitability isa.not correlated to the value generated by the various stages of the supply chain.b.the total profit to be shared across all supply chain stages.c.the difference between the revenue generated from the customer and the overall cost across the supply chain.d.the total revenue generated by the distributor stage of the supply chain.e. b and c onlyAnswer: eDifficulty: Difficult4.Successful supply chain management requires which of the following decision phases?a.supply chain strategy/designb.supply chain planningc.supply chain operationd.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate5.The objective of customer order entry is toa.get the correct orders to customers by the promised due date at the lowest possible cost.b.maintain a record of product receipt and complete payment.c.maximize the conversion of customer arrivals to customer orders.d.ensure that orders are quickly and accurately entered and communicated to other affected supply chain processes.e.none of the aboveAnswer: dDifficulty: Easy6.The push/pull view of the supply chain is useful when considering strategic decisions relating to supply chain design, becausea.it categorizes processes based on whether they are initiated in response to or in anticipation of customer orders.b.it specifies the roles and responsibilities of each member of the supply chain.c.it clearly defines the processes involved and the owners of each process.d.it focuses on processes that are external to the firm.e.it focuses on processes that are internal to the firm.Answer: aDifficulty: Hard7.Which of the following statements about pull processes is accurate?a.May also be referred to as speculative processes.b.Execution is initiated in anticipation of customer orders.c.At the time of execution, demand must be forecast.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: dDifficulty: Easy8.Which of the following statements about push processes is accurate?a.May also be referred to as speculative processes.b.Execution is initiated in response to customer orders.c.At the time of execution, demand is known with certainty.d.May also be referred to as reactive processes.e.None of the above are accurate.Answer: aDifficulty: Easy9.Supply chain macro processes include which of the following?a.Customer Relationship Management (CRM)b.Internal Supply Chain Management (ISCM)c.Supplier Relationship Management (SRM)d.all of the abovee.none of the aboveAnswer: dDifficulty: Easy10. A company’s competitive strategya.defines the set of customer needs that it seeks to satisfy through its products and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the product will be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.11. A company’s supply chain strategya.defines the set of customer needs that it seeks to satisfy through its products and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the product will be positioned, priced, and promoted.d.determines the nature of procurement and transportation of materials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set of skills and abilities to meet customer needs.Answer: dDifficulty: Easy12. A supply chain strategy includesa.supplier strategy.b.operations strategy.c.logistics strategy.d.all of the abovee.none of the aboveAnswer: dDifficulty: Moderate13.Customer demand from different segments varies along which of the following attributes?a.The quantity of product needed in each lot.b.The response time that customers are willing to tolerate.c.The variety of products needed.d.The service level required.e.all of the aboveAnswer: eDifficulty: Easy14.Which of the following is not an attribute along which customer demand varies?15.a.The uniqueness of the product.b.The quantity of product needed in each lot.c.The variety of products needed.d.The desired rate of innovation in the product.e.All of the above are attributes.Answer: aDifficulty: Moderate16.The uncertainty of customer demand for a product is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: bDifficulty: Moderate17.The uncertainty that exists due to the portion of demand that the supply chain is required to meet is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: cDifficulty: Moderate18.Which of the following supply chain capabilities will cause supply uncertainty to increase?a.Frequent breakdownsb.Unpredictable and low yieldsc.Poor qualityd.Limited supply capacitye.all of the aboveAnswer: eDifficulty: Easy19.Which of the following is not a major driver of supply chain performance?a.Facilitiesb.Inventoryc.Transportationrmatione.All of the above are major drivers of supply chain performance.Answer: eDifficulty: Easy20.Which of the following is not a major driver of supply chain performance?a.Customersb.Facilitiesc.Inventoryd.TransportationrmationAnswer: aDifficulty: Moderate21.The places in the supply chain network where product is stored, assembled, or fabricated are known asa.facilities.b.inventory.c.transportation.rmation.e.customers.Answer: aDifficulty: Easy22.The warehousing methodology that uses a traditional warehouse to store all of one type of product together isa.warehouse unit storage.b.stock keeping unit (SKU) storage.c.job lot storage.d.cross-docking.e.none of the aboveAnswer: bDifficulty: Moderate23.Seasonal inventory should be used whena. a company can rapidly change the rate of its production system at a very low cost.b.changing the rate of production is expensive (e.g., when workers must be hired or fired).c.adjusting to a period of low demand without incurring large costs.d.the world is perfectly predictable.e.production rate is flexible.Answer: aDifficulty: Hard24.The process by which a firm decides how much to charge customers for its goods and services isa.supply chain coordination.b.forecasting.c.aggregate planning.d.revenue management.e.pricing.Answer: eDifficulty: Easy25.Which of the following are measures of customer service that are influenced by the structure of the distribution network?a.Returnabilityb.Order visibilityc.Customer experienced.Product availabilitye.all of the aboveAnswer: eDifficulty: Moderate26.Which of the following is not a measure of customer service that is influenced by the structure of the distribution network?a.Returnabilityb.Customer experiencec.Customer maturityd.Product availabilitye.All of the above are measures of customer service.Answer: cDifficulty: Easy27.The time between when a customer places an order and receives delivery isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: aDifficulty: Easy28.The number of different products/configurations that a customer desires from the distribution network isa.response time.b.product variety.c.product availability.d.customer experience.e.order visibility.Answer: bDifficulty: Easy29.As the number of facilities in a supply chain increases, total facility costsa.decrease.b.remain the same.c.increase.d.increase to a point and then decrease.e.decrease to a point and then increase.Answer: cDifficulty: Moderate30.Total logistics costs for a supply chain network are a sum ofa.inventory and facility costs.b.inventory, facility, and distributor costs.c.facility, transportation, and distributor costs.d.inventory, transportation, and facility costs.e.none of the aboveAnswer: dDifficulty: Moderate31.As the number of facilities in a supply chain network increases, total logistics costs willa.decrease.b.decrease at first and then increase.c.increase.d.increase at first and then decrease.e.neither increase or decrease.Answer: bDifficulty: Moderate32.Which of the following are key decisions in the design of a distribution network?a.Will product be delivered to the customer location or picked up from a pre-ordained site?b.Will product flow through a production facility?c.Will product flow through an intermediary (or intermediate location)d.all of the abovee. a and c onlyAnswer: eDifficulty: Moderate33.Supply chain network design decisions includea.only the location of manufacturing, storage, or transportation-related facilities.b.only the allocation of capacity and roles to each facility.c.both the location of manufacturing, storage, or transportation-related facilities and the allocation of capacity and roles to each facility.d.neither the location of manufacturing, storage, or transportation-related facilities nor the allocation of capacity and roles to each facility.e.none of the aboveAnswer: cDifficulty: Easy34.Supply chain network design decisions classified as facility role are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: aDifficulty: Moderate35.Supply chain network design decisions classified as facility location are concerned witha.what processes are performed at each facility.b.where facilities should be located.c.how much capacity should be allocated to each facility.d.what markets each facility should serve and which supply sources should feed each facility.e.none of the aboveAnswer: bDifficulty: Easy36.Developing countries often create free trade zones wherea.duties and tariffs are imposed as long as production is used primarily for export.b.duties and tariffs are imposed as long as production is used primarily for import.c.duties and tariffs are relaxed as long as production is used primarily for export.d.duties and tariffs are relaxed as long as production is used primarily for import.e.duties and tariffs are increased as long as production is used primarily for export. Answer: cDifficulty: Easy37.Building some over-capacity in the supply chain network and making the capacity flexible allows a firm to alter production flows within the supply chain toa.produce less in facilities that have a lower cost based on current exchange rates.b.produce more in facilities that have a lower cost based on current exchange rates.c.produce more in facilities that have a higher cost based on current exchange rates.d.produce less in facilities that have the same cost based on current exchange rates.e.None of the above are accurate.Answer: bDifficulty: Moderate38.Positive externalities are instances wherea.the collocation of multiple firms benefits all of them.b.the dispersion of multiple firms benefits all of them.c.the cooperation of multiple firms benefits all of them.d.the coordination of multiple firms benefits all of them.e.the disagreement of multiple firms benefits all of them.Answer: aDifficulty: Moderate39.The basis for all strategic and planning decisions in a supply chain comes froma.the forecast of demand.b.sales targets.c.profitability projections.d.production efficiency goals.e.all of the aboveAnswer: aDifficulty: Easy40.For push processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: dDifficulty: Moderate41.For pull processes, a manager must forecast what customer demand will be in order toa.plan the service level.b.plan the level of available capacity and inventory.c.plan the level of productivity.d.plan the level of production.e.none of the aboveAnswer: bDifficulty: Moderate42.In general, the further up the supply chain a company is (or the further they are from the consumer),a.the greater the distortion of information they receive.b.the smaller the distortion of information they receive.c.the information they receive is more accurate.d.the information they receive is more useful.e.none of the aboveAnswer: aDifficulty: Moderate43.Which of the following is not a forecasting method?a.qualitativeb.time seriesc.causald.simulatione.All of the above are forecasting methods.Answer: eDifficulty: Moderate44.Predictable variability isa.change in demand that can be forecasted.b.change in demand that cannot be forecasted.c.change in demand that has been planned.d.change in demand that has been scheduled.e.all of the aboveAnswer: aDifficulty: Easy45.Which of the following is not a problem caused by products experiencing predictable variability of demand?a.high levels of stockouts during peak demandb.high levels of excess inventory during periods of low demandc.increased responsiveness of the supply chaind.increased costs in the supply chaine.decreased responsiveness of the supply chainAnswer: cDifficulty: Easy46. A firm can handle predictable variability by managinga.supply using capacity, inventory, trade promotions, and backlogs.b.supply using capacity, inventory, subcontracting, and backlogs.c.demand using short-term price discounts and trade promotions.d. a and c onlye. b and c onlyAnswer: eDifficulty: Easy47.Seasonal demand can be met bya.maintaining enough manufacturing capacity to meet demand in any period.b.building up inventory during the off season to meet demand during peak seasons.c.offering a price promotion during periods of low demand to shift some of the demand into a slow period.d.all of the abovee. a and b onlyAnswer: dDifficulty: Moderate48.The advantage of maintaining enough manufacturing capacity to meet demand in any period is。
供应链专业术语缩写及含义
供应链专业术语缩写及含义1. SCM -供应链管理（Supply Chain Management）供应链管理是指企业全球范围内的物流管理、采购管理、订单管理、库存管理等一系列与供应链相关的活动。
其目的是通过有效的资源配置和协调，以最低的成本满足顾客需求。
2. ERP -企业资源规划（Enterprise Resource Planning）ERP是集成化的商业管理系统，可以协调企业内部的各种活动，包括生产、库存、销售、人力资源等，从而提高整体的生产效率和管理水平。
3. MRP -物料需求计划（Material Requirements Planning）MRP是一种生产计划方法，通过对物料需求的计划和控制，帮助企业更好地管理生产进程，减少库存、提高交付率。
4. WMS -仓储管理系统（Warehouse Management System）WMS是一种用于管理仓库运营活动的信息系统，包括货物存储、货物流转、订单管理等，可以提高仓库的效率和准确性。
5. TMS -运输管理系统（Transportation Management System）TMS是一种用于管理运输活动的信息系统，包括运输计划、运输执行、运输优化等，可以提高运输效率和降低成本。
6. RFID -射频识别技术（Radio Frequency Identification）RFID是一种自动识别技术，可以实时跟踪物流运输中的货物位置和状态，提高物流的可见性和管理水平。
7. IoT -物联网（Internet of Things）IoT是一种通过互联网连接和传感器技术实现物品之间相互交流的技术，可以提高供应链运作的智能化和自动化水平。
8. KPI -关键绩效指标（Key Performance Indicator）KPI是衡量企业绩效的重要指标，可以帮助企业评估供应链的效率、成本和质量，从而进行管理与优化。
9. JIT -及时制造（Just-in-Time）JIT是一种生产管理理念，旨在通过减少库存、提高交付率和质量水平，从而降低成本、提高效率。
企业物流与供应链管理英文
Integration can be achieved through the use of technology, such as enterprise resource planning (ERP) systems, and through collaboration and partnership among supply chain members
Secure packaging of goods to ensure safe delivery, and coordination with transportation providers for timely shipment
03
Returns and Exchanges
Management of customer returns and exchanges, including inspection of returned goods and processing of credit or replacement orders
Inventory Control
Management of stock levels to ensure availability of products while minimizing excess inventory and associated costs
Technology and Automation
Warehouse and Inventory Management
供应商管理程序中英文版本.docx
供应商管理程序《中英文版》Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 2 of 16Rev.版本1 23 4Revision History 版本記录Change Description修改内容New releaseCancel items 6.2.6,6.2.7,6.2.8, 6.3.2.5,6.4,6.5.3.4,6.5.1,6.6.2 and formBZQP-7-07F07.1Modify items 3.5,6.2.3,6.2.4,6.2.5.1,6.3.8.3,6.6.1,6.6.2 and updateform BZQP-7- 07F04.1, BZQP-7-07F08.1, BZQP-7- 07F09.1Upaded 6.2.1,6.2.2, 6.2.4.1,6.5.1, 6.6.1.3,and 9.1Cancel Form BZQP-7-07F08.2 and updated BZQP-7-07F09.3Originated By Date编写日期KS Yang Sep.1,2006KS Yang July.1,2007KS Yang Oct.9,2007Frank Peng Nov.19,2009Approval & Distribution审批&分发APP Dept.Signature/Date APP Dept.Signature/ Date 審批部門簽署/日期審批部門簽署/日期生产部 PRD人力资源部HR品保部 QA财务部FIN资材部 Sourcing仓储部WH工程部 Engineering管理者代表MR生产及物料管控PMC厂长Plant ManagerOther Distribution Location :Checked by (Doc. Con.) :_______________Effective Date :___________________________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 3 of 16 Confidential & Proprietary Information of XXX (ZhongShan). XXX(中山)机密及专利文件1.PURPOSE 目的 :To establish a guideline to control and monitor supplier quality performance, manage supplier to improvequality system and product quality to meet XXX (ZhongShan) expectations.建立监控供货商质量绩效的方针,管理供货商改进质量系统及产品质量以达到XXX( 中山 )的期望目标 .2. SCOPE 范围 :2.1This procedure applies to all suppliers that provides production material products to XXX (ZhongShan).此程序适合于XXX( 中山 )提供生产性物料的所有供货商.2.2This procedure is applicable for QA to manage supplier quality and related issue only.此文件仅适用于QA 管理供货商质量及相关问题.3. DEFINITIONS定义:3.1Key Supplier :The supplier provides the material that is either valuable and / or critical impact to product ’ scharacteristics关键供货商 : 提供对产品价值或性能有关键影响物料的供货商.3.2SRS: Supplier Rating System .SRS: 供货商评估系统 .3.3FAI: First Article Inspection.FAI: 首件检验 .3.4LAR: Lot Accept Rate from incoming inspection.LAR: 来料检查批接收率 .4.REFERENCE DOCUMENT 参考文件 :4.1BZQP-7-06Supplier Rating System Procedure供货商评估系统程序.4.2BZQP-8-07Corrective and preventive actions procedure纠正及预防措施程序.______________________________________________________________________________________________________Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 4 of 165.RESPONSIBILITY 职责 :5.1Purchasing staff采购5.1.1Arrange consolidation of the overall material supplier performance and distribute to related parties.整理供货商质量绩效并发布给相关部门5.1.2Review the supplier performance and enhance supplier improvement management.评估供货商绩效加强供货商改善管理.’ s support both for ongoing & future if necessary.5.1.3Coordinate and plan supplier协调和规划供货商现在及将来的支持5.2 QA 质量工程师.5.2.1Follow supplier corrective action in line complaint.跟进产线投诉问题和供货商的改善行动.5.2.2Define key supplier for evaluation or assessment with purchasing staff.与采购定义关键供货商以便评估.5.2.3Review the assessment result for further improvement or supplier quality related matters..审核供货商质量相关的事项的评估结果,达到持续改善.5.3 ME 制造工程If necessary, ME will support QA to perform supplier process audit and technology evaluation.必要时 ,ME 将协助QA 执行供货商制程审核及技朮评估.6.PROCEDURE程序:6.1Supplier Rating System供货商级别评估体系.Purchasing and QA shall select the key supplier and perform SRS. Refer to Supplier RatingSystem Procedure(BZQP-7-6).采购和 QA 选择关键供货商进行评估, 参照供货商评估系统程序(BZQP-7-6)6.2Material qualification物料资格认证 .6.2.1Under selection of a potential supplier, Sourcing or purchasing sends the specification ordrawing component requirements to supplier andEngineer instruct supplier to submitsample and related document (Attachment 1.)______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Quality Procedure质量程序Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 5 of 16选定部分供货商后，资材部或采购将部件规格要求或图纸转交给供货商﹐工程部工程师指导供货商按照提交样品和相关档(附檔1)6.2.2Engineer will cooperate to complete FAI, detail operation process refer toInspection Instruction (BZQAWI-003) ”.工程师将完成物料的FAI 检查 ,具体作业方法请参考“来料首件检查指示“ Incoming First Arti(BZWIQA- 003) ”6.2.3After the internal inspection completed, QA submit the passed part and FAI documents to customerfor make final approve if need. After customer approve the sample, QA distribute the approvedsample and relative files to IQC and buyer as the proof of approved by XXX (ZhongShan).内部检查完成后, 如客户要求, QA 将零件批准的数据(零件样板 ) 和批准 . 客户检查并批准后, QA 将客户最终承认的样板及相关文件分发至FAI报告送与客户IQC 和采购 ,作为样板被XXX( 中山 )承认的依据 .6.2.4If material is rejected by customer, the original copy of material approval should return back to QA.Return process from 6.2.1 to 6. 2.4如零件承认被客户否决, 则承认零件退回给QA.重复步骤 6.2.1 至 6.2.4.6.2.4.1 For the critical to quality indirect material and not customer specified ,new developed suppliermaterial needs to pass Engineer ’ s approval, and send to customer for appas required.roval对于客户未指定的间接物料,在其对产品质量有重要影响的状况下,新物料需要经过工程师批准 ,如果客户要求将送给客户进行批准.6.2.5Material disqualification procedure.物料资格取消程序6.2.5.1 In the below cases, IQC or buyer has the authority to request and disqualify suppliersupply, and IQC rise a material disqualification request.( BZQP-7-07F01.1 )’ s pa当发现如下情况时, IQC或采购有权对供货商提出取消其生产件供应资格的申请,并且该申请将以物料供应资格取消申请书形式提出( BZQP-7-07F01.1 )6.2.5.1.1 Serious quality issue from supplier (example: safety issue, use bannedmaterial, or seriously impact production in XXX etc).部品发现重大质量问题(如安全问题,使用禁用物料,或对 XXX造成重大生产影______________________________________________________________________________________________________Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 6 of 16响等 ).6.2.5.1.2More than 3 times claims for material quality from IQC or production line within onemonth and there is no effective action to improve the quality after IQC warn or QAperform factory audit.在一个月内IQC 拒收三批以上的物料或生产线对该物料有三次以上的质量投诉并且在IQC 通知供货商或对供货商进行审核后供货商在质量方面没有有效改善.6.2.5.1.3 Continual twice get red card in supplier rating system (for single sourcing supplier,materialis disqualified except customer approval)在供货商级别评定中连续两次评定为不合格(对于单一货源供货商 ,除非客户批准 ,否则将取消其资格 ).6.2.5.1.4Customer requirement 客户要求 .6.2.5.1.5Others 其它 .6.3Supplier Qualification & disqualification供货商资格认证及取消6.3.1 For new supplier (or second source) who is opened by XXX (ZhongShan), QA needs to qualifynew supplier. For the current suppliers, purchasing can list them directly in the A VL list.对于 XXX( 中山 )开发的新供货商 (或者第二供货商), QA 需要进行新供货商的资格认证.对于现有的供货商 ,可直接进入AVL 表 .6.3.2There are 5classifications of“ supplier qualification” process will be applied:将有 5 个不同级别的文件被引用到供货商认证中去:6.3.2.1NDA (Non-disclosure agreement):保密协定This is a non-disclosed agreement for supplier with XXX (ZhongShan)before business. Supplier must obey XXX (ZhongShan) businessrequirements, can not disclose any XXX (ZhongShan) businessinformation, drawing, technical information, pricing information toany other 3rd party under this agreement withoutXXX(ZhongShan)permissions.______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 7 of 16此档是供货商与XXX( 中山 )生意合作之前的保密协定.供货商必须遵守XXX( 中山 )商业要求 , 不能揭露任何XXX( 中山 )生意方面信息、图纸、技术信息、价格信息等给任何未经XXX( 中山 ) 授权的第三方机构 .6.3.2.2 Supplier reliable investigate report:供货商信誉度调查This report is to investigate supplier reliable information in market andensure supplier can show enough capability to support XXX(ZhongShan)此文件用以调查供货商的市场信息以保证供货商有足够能力和XXX( 中山 )配合 .6.3.2.3 Supplier Qualification Summary Report供货商认证总结报告This report is conducted by purchasing for one supplier evaluation summary report &qualification status.此份报告由采购主导用以供货商评估总结及认证状况.6.3.2.4 Supplier audit report, QA is responsible for perform audit ,if it is necessaryand applicable, QA releases the copy of report to purchasing.供货商审核报告,QA 有必要且可实施状态下将对供货商进行审核,QA将复印件分发至采购 .6.3.2.5 Supplier Disqualification Request供货商资格取消申请 .This report will be requested by purchasing & QA to disqualify a supplier; andthe applicant will fill in the application. It will be effective by theirmanager and Plant Manager approval.此份报告由采购及QA 用以供货商资格取消申请.由各自部门经理和厂长签名后生效.6.3.3Primary opportunities for one qualified supplier:供货商认证的首选机会 :6.3.3.1 A well developed quality management system.优秀的质量发展管理系统 .6.3.3.2Reasonable price and forwardly to support XXX (ZhongShan) on cost down approach.可以接受的价格水平并主动配合XXX(中山 )降低成本 .6.3.3.3Capability of ensuring stable and punctual material supply chain system.能够保证稳定而准时的供应链系统.6.3.3.4Good service can support XXX (ZhongShan) at emergency; provide XXX (ZhongShan) on______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 8 of 16reliable & acceptable information; quickly respond on claims & remarks; support XXX (ZhongShan) on flexibility;forwardly to provide XXX (ZhongShan) on Information (News, Technical support).优良的服务; 能够在紧急状况下支持XXX(中山);提供给XXX(中山 )合理的和可以接受的信息; 迅速回馈XXX(中山 )的抱怨及相关要求; 弹性地服务XXX( 中山 ); 主动配合XXX( 中山 )有用的信息（新闻、技术支持）.6.3.4Buyer gathering information of supplier: company profiles, brochures; productsinformation (samples, specs), etc. If it matches current business requirments, then willsend “ Supplier Reliable Investigate Report” to supplier-evaluation,forself requestsupplier to submit self-evaluation data to purchasing for evaluation, based on currentcommodity supplier base status, technology, quality, cost, responsiveness, service, delivery,stability &capability, environmental & safety, If recommended supplier matches XXX’ srequirements, purchasing wil l lead the“ Development team” to audit supplier.采购收集供货商信息: 公司资料及手册; 产品信息（样品、规格）等 . 如果供货商符合当前XXX( 中山 )商业需求 , 负责采购将“供货商信誉度调查报告”发给供货商进行自我评估; 要求供货商提供自我评估数据并回馈给采购,采购依据XXX现有商品供货商基础、技术、质量、成本、反应速度、服务、交期、稳定性和能力、环境及安全等予以综合评估. 如果推荐的供货商符合XXX( 中山 )要求 ,采购将安排发展团队予以评鉴.6.3.5Purchasi ng will lead “ development team ” to summarize “ Supplier Qualification Summary Report evaluaterecommended supplier will be qualified supplier. XXX (ZhongShan) qualified supplier must be required:采购将主导“发展团队”总结“供货商认证总结报告”,以评估推荐供货商成为合格供货6.3.5.1“BZWIQA-015商 .XXX( 中山 )合格供货商必须同时满足如下要求:Pass XXX (ZhongShan) QA audit if it is applicable. The approval classification will refer tosupplier audit &qualification”.在审核可以进行和需要的条件下,供货商须通过XXX(中山 )QA稽核 .有关承认条件请参考“BZWIQA-015供货商审查和认证指示”.6.3.5.2Reasonable price and proactively to support XXX (ZhongShan) on cost reductionapproach.合理的价格水平和主动配合XXX( 中山 )进行成本降低.6.3.5.3Supplier has a capability & stability system to support XXX (ZhongShan);______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 9 of 16供货商具有稳定的能力服务XXX(中山).6.3.5.4Supplier can provide XXX (ZhongShan) technology solutions proactively.供货商能够主动提供XXX( 中山 )材料技术解决方案.6.3.5.5“ Acceptable”and or above classification status approached to“ Cost competitive, StabilityCapability, Technology”criterions.“价格竞争性、稳定性及能力、技术”达到“可接受”或以上标准.6.3.5.6“ Supplier reliable investigates report”willXXXbe(ZhongShan)matchedrequirements on supplier reliable survey.“供货商信誉度调查”必须符合XXX( 中山 )关于供货商可信度调查要求.6.3.6The supplier evaluation summarized report will be forwarded to supplier by purchasing. If openednew supplier which pass or conditional pass XXX (ZhongShan) audit, purchasing will create a vendorcode in system and pass to Finance, after the signature of purchasing Manager.采购将供货商评估总结报告转给供货商.如果新开发的供货商通过或条件通过XXX(中山 )的审核，采购将填写供货商代码并经采购经理签名后,附上供货商评估总结报告交会计部.6.3.7For customer specified suppliers, or suppliers are specified in customer BOM, QA donqualify supplier except customer request. QA will perform supplier audit when supplierquality performance is not satisfying. If supplier fail audit, customer shall approve qualityrisk assessment form ” if customerstilluse this source.’ t need对于客户指定的供货商必对此类供货商进行认证,或在客户BOM中指明的供货商.当供货商质量表现不好时，,除非客户有要求，否则QAQA 将执行审核。
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Software Configuration Management(SCM)Document Number: [nn]Date: Day, Month Day, Year[Project Name][Author 1][Author 2 - if none, leave blank line][Author 3 - if none, leave blank line][Author 4 - if none, leave blank line]Professor [Name]Software Engineering DepartmentMonmouth UniversityWest Long Branch, NJ 07764-1898Table of Contents1. SCOPE 41.1.I DENTIFICATION 4 1.2.S YSTEM O VERVIEW 4 1.3.D OCUMENT O VERVIEW 42. REFERENCED DOCUMENTS 53. REQUIREMENTS SUMMARY 53.1.B ACKGROUND,O BJECTIVES, AND S COPE 5 3.2.O PERATIONAL P OLICIES AND C ONSTRAINTS 6 3.3.D ESCRIPTION OF C URRENT S YSTEM OR S ITUATION 6 3.4.U SERS OR I NVOLVED P ERSONNEL7 3.4.1C ONFIGURATION R EQUIREMENTS8 3.5.S OFTWARE C ONFIGURATION M ANAGEMENT C RITERIA94. JUSTIFICATION 124.1A SSUMPTIONS AND C ONSTRAINTS12 4.2A DDITIONAL I TEMS FOR CONSIDERATION: 125. NOTES 131 Scope[This section shall be divided into the following paragraphs.]1.1 Identification[This paragraph shall contain a full identification of the system and the software to which this document applies, including, as applicable, identification number(s), title(s), abbreviation(s), version number(s), and release number(s).]1.2 System Overview[This paragraph shall briefly state the purpose of the system and the software to which this document applies. It shall describe the general nature of the system and software; summarize the history of system development, operation, and maintenance; identify the project sponsor, acquirer, user, developer, and support agencies; identify current and planned operating sites; and list other relevant documents.]1.3 Document Overview[This paragraph shall summarize the purpose and contents of this document and shall describe any security or privacy considerations associated with its use.]2 Referenced Documents[This section shall list the number, title, revision, and date of all documents referenced in this specification. This section shall also identify the source for all documents.]3 Requirements Summary[This section shall be divided into the following paragraphs to describe the risk management requirements as it currently exists.]3.1 Background, Objectives, and Scope[This paragraph shall describe the background, mission or objectives, and scope of the product or situation.][Example: Requirements regarding software configuration management (SCM) cover a broad arena. SCM is considered one of the integral processes that support the other activities in the standard. The developer's approach, described in the project's SDP, is to address all applicable contract clauses for SCM including:Configuration identificationConfiguration controlConfiguration status accountingConfiguration auditsPackaging, storage, handling, and delivery3.2 Operational Policies and Constraints[This paragraph shall describe any operational policies and constraints that apply to the current system or situation.][Example: SCM activities apply to all software products prepared, modified, and/or used to develop software products as well as to the products under development, modification, reengineering, or reuse. If a system/subsystem or SWI is developed in multiple builds, SCM in each build is to be understood to take place in the context of the software products and controls in place at the start of the build.]3.3 Description of Current System or Situation[This paragraph shall provide a description of the current system or situation, identifying differences associated with different states or modes of operation (for example, regular, maintenance, training, degraded, emergency, alternative-site, wartime, peacetime). The distinction between states and modes is arbitrary. A system may be described in terms of states only, modes only, states within modes, modes within states, or any other scheme that is useful. If the system operates without states or modes, this paragraph shall so state, without the need to create artificial distinctions. ]3.4 Users or Involved Personnel[This paragraph shall describe the types of users of the system, or personnel involved in the current situation, including, as applicable, organizational structures, training/skills, responsibilities, activities, and interactions with one another.][Example: Developer's key activities related to Software configuration management:Describe the approach to be followed for software configuration management, identifying risks/uncertainties and plans for dealing with them. Cover all contractual clauses pertaining to software configuration management.Participate in selecting CSCIs during system (architectural) design. Identify entities to be placed under configuration control. Assign a project-unique identifier to each SWI and each additional entity to be placed under configuration control, including software products to be developed or used and the elements of the software development environment. Use an identification scheme that identifies entities at the level of control and include version/revision/release status.Establish and implement procedures designating levels of control each identified entity must pass through, the persons or groups with authority to authorize changes and to make changes at each level, and the steps tobe followed to request authorization for changes, process change requests, track changes, distribute changes, and maintain past versions. Propose to the acquirer, in accordance with contractually established forms and procedures, changes that affect an entity already under acquirer control. Prepare and maintain records of configuration status of all entities that have been placed under project-level or higher configuration control. Maintain configuration status records for the life of the contract. Include, as applicable, version/revision/release, changes since being placed under project-level or higher configuration control, and status of associated problem/change reports.Support acquirer-conducted configuration audits as specified in the contract.Establish and implement procedures for packaging, storage, handling, and delivery of deliverable software products. Maintain master copies of delivered software products for the duration of the contract.Prepare a version description for the system.Meet general requirements and perform integral processes of the standard.]3.4.1 Configuration Requirements[This paragraph describes the configuration management requirements for the project.][Example: SCM requirements task the developer to "keep track of" everything during the course of the development. SCM is an activity, not an organization. SCM may be performed by members of the development team, individuals within a project tasked with that responsibility, a separate organization, or other arrangement suitable for the project.]3.5 Software Configuration Management Criteria[This paragraph describes the software configuration management criteria to be followed during the project.[Example: The standard requires the developer to establish levels of control for all work products. Some examples of possible levels of control and of things the developer might identify and control are:Author control:Engineering data -- notes, records, work-in-progress (i.e., dataspecified in documents associated with particular developmentactivities)Software development filesProject control:Source code files, data files, installation softwareInformation in documents agreed upon by the project to becorrectReuse librariesEvaluation recordsOrganizational control:General purpose software -- operating systems, databasemanagement systems, e-mail, word processors, spreadsheetsEngineering and development tools -- CASE tools, editors,compilers, debuggers, SCM tools, test softwareComputer system administrative tools and products -- diagnosticsoftware, network managers, archives, backupsEvaluation recordsAcquirer control:SpecificationsSome key goals of SCM requirements are to ensure that the developer: keeps track of all software and software product descriptions associatedwith the project; implements only authorized changes to requirements; and knows what software and associated products match a specific set of requirements or changes to those requirements.To implement changes to requirements, the acquirer and developer must agree upon what those changes are. When requirements have been defined and recorded as specifications and those specifications have been placed on contract, changes are implemented through contract modifications. When specifications have not been made a part of the contract, the acquirer and developer will need to provide a means for controlling and making changes to requirements. These means can be as informal as a phone call or hand-shake, or as formal as documents signed by authorized acquirer and developer representatives. The standard does not provide contractual forms or notices concerning changes in requirements, such as Engineering Change Proposals (ECPs), Engineering Change Notices (ECNs), or notification to users of changes in a particular version of the software. Although the standard does provide a reminder in the form of two "shell" requirements to support acquirer configuration management activities for (1) proposing changes to acquirer controlled entities, and (2) supporting configuration audits, these activities may not apply to all projects.All work products (including computerized files, the software products that constitute the development environment, and hardware), not just deliverables, are to be identified and controlled during the developmentand under developer software configuration management activity. The physically controlled items can include: computer files, magnetic media (tapes, diskettes, video cassettes), paper documents, books, manuals, and drawings.The standard leaves it up to the developer to describe what software configuration management records will be produced, when they will be produced, the level of detail of information that will be contained in each record and who is responsible for performing these activities.4 Justification[This section shall be divided into the following paragraphs.]4.1 Assumptions and Constraints[This paragraph shall identify any assumptions and constraints applicable to the changes identified in this section.]4.2 Additional Items for consideration:[This paragraph shall identify additional items that should be taken into consideration.][Example: Additional items that should be taken into consideration are: Describe the approach to be followed for software product evaluation, identifying risks/uncertainties and plans for dealingwith them. Cover all contractual clauses pertaining to softwareproduct evaluation.•Perform in-process evaluations of the software products generated. Perform a final evaluation of each deliverablesoftware product before its delivery.•Prepare and maintain records of each software product evaluation. Maintain these records for the life of the contract.Handle problems in software products under project-level orhigher configuration control in accordance with paragraph 5.17of the standard.•Maintain independence in software product evaluation. The persons responsible for evaluating a software product are not tobe the same persons who developed the product.•Meet general requirements and perform integral processes of the standard.5 Notes[This section shall contain any general information that aids in understanding this document (e.g., background information, glossary, rationale). This section shall include an alphabetical listing of all acronyms, abbreviations, and their meanings as used in this document and a list of terms and definitions needed to understand this document.]。