供应链管理英文论文
供应链工作商务英语作文
供应链工作商务英语作文如下：Title: The Pivotal Role of English in Global Supply Chain ManagementIn the realm of international business, supply chain management (SCM) represents the backbone of efficient operations, integrating processes from raw material procurement to end-product delivery. As companies increasingly expand their reach across borders, the importance of English as a lingua franca in global supply chains cannot be overstated. This essay explores the vital role that proficient use of business English plays in managing and optimizing global supply chains.Effective communication is the lifeblood of supply chain coordination, particularly when dealing with multinational stakeholders. Business English proficiency enables professionals to articulate requirements, negotiate contracts, and resolve issues with clarity and precision. Miscommunications or language barriers can lead to delays, misunderstandings, and even financial loss, making it essential for individuals involved in SCM to possess a strong command of the language.English dominates international trade documentation, including contracts, invoices, bills of lading, and correspondence. Fluency in business English allows supply chain managers to understand and create these documents without ambiguity, ensuring compliance with regulations and minimizing legal risks. Moreover, it facilitates accurate data interpretation for market analysis, risk assessment, and strategic decision-making.In today's digital age, supply chain technology often requires interaction in English. From enterprise resource planning (ERP) systems to e-commerce platforms, having English language skills is critical for effective use of these tools. It enables users to not only navigate software interfaces but also interpret system-generated reports and warnings accurately.Cultural competency is intertwined with language proficiency in global supply chain management. An understanding of cultural nuances and business etiquette, often conveyed through the medium of English, can help build trust and foster strongrelationships with international partners. These relationships are the foundation for collaborative problem-solving, agility in response to market changes, and ultimately, long-term success.Furthermore, English language proficiency is a key factor in logistics and transportation management. Whether interacting with customs officials, negotiating with shipping companies, or tracking cargo, clear communication ensures smoother transactions and timely resolution of any issues that may arise.In conclusion, the mastery of business English is non-negotiable for those engaged in global supply chain activities. It serves as a conduit for clear communication, cultural understanding, technical expertise, and logistical coordination, all of which are crucial for the seamless operation of international supply chains. As businesses continue to operate on a global scale, the demand for professionals with excellent business English skills will only grow, underscoring the value of this linguistic asset in the dynamic world of SCM.。
关于供应链管理的英语小作文
关于供应链管理的英语小作文Supply chain management originated in the 1980s. With the acceleration of logistics integration, supply chain management, as an effective management method, is a process of planning, organizing and controlling the information flow, logistics, capital flow, value-added flow and workflow in the supply chain. Logistics management is an indispensable part of the supply chain. From a certain point of view, logistics is the foundation. Without logistics and the management of logistics activities, supply chain enterprises cannot normally carry out procurement and production. Logistics management under the environment of supply chain management is to plan, organize, coordinate and control the logistics activities of enterprises under the guidance of supply chain management.Supply chain is a complex network composed of production enterprises, logistics enterprises, customers and other entities. Logistics, workflow and capital flow information flow on the network, including some management companies, manufacturing enterprises, transit warehouses, suppliers of raw materials and parts, logisticscompanies, distribution centers, retail wholesalers and end customers.With the global development of logistics management, the traditional competitive magic weapon of manufacturing - improving product quality and reducing inventory have gradually withdrawn from the core stage leading the development of enterprises. Many traditional competitive means of enterprises, such as price, market promotion and sales channels, are gradually replaced by the huge profit space brought about by reasonable supply chain management. An excellent enterprise should focus on its key business, give full play to its advantages, and establish a good partnership with appropriate enterprises worldwide, while the logistics of the enterprise can be outsourced to other appropriate enterprises. In order to better implement supply chain management, most of China's manufacturing industry have changed the traditional management means and adopted the information control management system. However, because the information system is not suitable for the business process of enterprises, it has seriously affected the supply chain management of manufacturingindustry. In the 1980s, some parts of the world began to use information technology to operate supply chain management. However, due to technical constraints, it is clear that there are still many manual supply chain management systems in China today. Under the supply chain management environment, enterprise logistics activities are still the main body of social logistics activities, and professional optimization of professional services has begun to take shape. Although the concept of supply chain management has not been introduced into China for a long time, The supply chain has attracted the attention of the theoretical and physical circles with its remarkable achievements, but there is still a big gap between the supply chain and the developed countries in the world in the practical application. This has hindered the rapid development of China's logistics enterprises to a great extent and affected the actual benefits of the supply chain. The management level of the supply chain is also mainly affected by the management performance of talents and enterprises. At present, the organizational structure of most enterprises in China is based on the division of responsibilities. This organizational structure is clear andeasy to manage, but the information in the manufacturing industry is not circulating. Each functional department pays attention to its own interests, which makes the whole enterprise insensitive to the market and difficult to meet the requirements of supply chain management. Most enterprises in China have set up supply chain management departments, but the number of investment is small, In structure, the supply chain is in a relatively inferior position.With the deepening of the research on supply chain management, people gradually realize that supply chain is a problem of cooperation and coordination among enterprises. Supply chain enterprises should realize this and redesign the organizational structure to make it continuously adapt to the operation requirements of supply chain management. However, most enterprises have flat organizational structure and no business processes. They are only implemented within the enterprise and have no suitable partners. Supply chain management is a new type of enterprise management mode. Today, with the rapid development of information, it conforms to the new requirements of the new economic development environment for the supply chain,and shows great vitality in the process of practice. Therefore, supply chain management has great guiding significance and attraction in the process of enterprise management and logistics development. The development of logistics in China has gradually promoted the development of the supply chain, and the two promote each other, Supply chain management includes logistics activities and manufacturing activities, involving the whole value-added process of logistics from raw materials to products to end-users. It is a support and guarantee process involving the value flow process between enterprises.From the traditional point of view, logistics plays a supporting role in the production of manufacturing industry and is regarded as an auxiliary functional department. However, the transformation of production mode of modern enterprises, that is, from mass production to special production and just in time production. In this case, logistics management, including procurement and supply, needs the transformation of operation mode, such as timely and just in time supply and just in time procurement. The instantaneity of customer demand requires enterprises to deliver their products tocustomers at the fastest speed, so as to improve their response ability to adapt to the market. All these require that the logistics system of an enterprise has the collaborative adjustment ability of the manufacturing system, so as to improve the agility and adaptability of the supply chain. Therefore, logistics is no longer a traditional problem to ensure the sustainability of the production process, but should play an important role in the supply chain management.Logistics management plays an important role in supply chain management, which can be examined through the value distribution table. The value distribution of the supply chain varies with different industries and product types. However, we can see that the logistics value accounts for more than half of the value of the whole supply chain in all types of products and industries, and the logistics value accounts for more than 80% in consumables and general industrial products. All these fully illustrate the significance of logistics value. The supply chain is a value-added chain, so the logistics process is good, It plays an important role in improving the value-added level of the supply chain.。
供应链风险管理英语作文
供应链风险管理英语作文Supply Chain Risk Management。
In today's globalized economy, supply chains have become increasingly complex and interconnected. As a result, supply chain risk management has become a critical component of business operations. Supply chain risk management involves identifying potential risks and developing strategies to mitigate or eliminate them. This essay will discuss the importance of supply chain risk management and the strategies that companies can use to manage and mitigate supply chain risks.Supply chain risk management is important because it helps companies to minimize disruptions in their supply chain. Disruptions in the supply chain can lead to delaysin production, increased costs, and lost revenue. These disruptions can be caused by a variety of factors,including natural disasters, political instability, economic downturns, and supplier bankruptcy. By identifyingpotential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of these disruptions on their operations.One strategy that companies can use to manage supply chain risks is to diversify their suppliers. By working with multiple suppliers, companies can reduce their dependence on any one supplier and minimize the impact of supplier bankruptcy or other disruptions. Another strategy is to develop contingency plans for potential disruptions. For example, companies can stockpile inventory or develop alternative supply routes to ensure that they can continue to operate in the event of a disruption.In addition to these strategies, companies can also use technology to manage supply chain risks. For example, companies can use data analytics to identify potentialrisks and develop strategies to mitigate them. They can also use supply chain management software to track inventory levels and monitor supplier performance. By using technology to manage supply chain risks, companies can improve their ability to respond to disruptions andminimize their impact on operations.Overall, supply chain risk management is a critical component of business operations in today's globalized economy. By identifying potential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of disruptions in their supply chain. Strategies such as diversifying suppliers, developing contingency plans, and using technology can all help companies to manage supply chain risks and ensure the smooth operation of their business.。
供应链管理外文文献及翻译
供应链管理外文文献及翻译供应链管理的实践和理论已经在全球范围内得到广泛应用和研究。
本篇文献回顾了最近的文献，旨在提供一个有关供应链管理的广泛和多样化的视角。
本文献主要关注采购、生产和物流等方面。
本文献指出了供应链管理的重要性以及不断变化的环境对供应链管理的挑战。
作者还强调了合作伙伴关系、信息共享、风险管理和绩效评估等方面的关键因素。
总的来说，对于供应链管理的研究，应该包括广泛的实践案例和深入的理论研究。
只有这样，才能理解不断变化的环境对供应链管理的影响，从而制定更好的供应链管理策略。
翻译：Supply Chain Management Foreign Literature and TranslationThe practice and theory of supply chain management have been widely applied and studied worldwide. This literature review aims toprovide a broad and diversified perspective on supply chain management, focusing mainly on procurement, production, and logistics.The literature points out the importance of supply chain management and the challenges that the constantly changing environment poses to it. The authors also emphasize critical factors such as partnership relationships, information sharing, risk management, and performance assessment.In general, research on supply chain management should include diverse practical cases and in-depth theoretical studies. Only in this way can we understand the impact of the constantly changing environmenton supply chain management and formulate better supply chain management strategies.。
有关供应链的英语作文
有关供应链的英语作文The supply chain plays a crucial role in the success of a business, as it involves the entire process of producing, distributing, and delivering goods to the end consumer. 供应链在企业的成功中起着至关重要的作用，因为它涉及到整个生产、分销和向最终消费者交付商品的过程。
From sourcing raw materials to delivering the final product, the supply chain encompasses a wide range of activities and stakeholders, including suppliers, manufacturers, distributors, retailers, and transportation providers. 从原材料采购到交付最终产品，供应链涵盖了一系列的活动和利益相关者，包括供应商、制造商、分销商、零售商和运输提供商。
One of the biggest challenges in the supply chain management is the need to balance efficiency and cost-effectiveness with the ever-changing consumer demands and market trends. 在供应链管理中最大的挑战之一是需要在不断变化的消费者需求和市场趋势中平衡效率和成本效益。
Efficient supply chain management can result in reduced lead times, improved product availability, and better customer satisfaction. 高效的供应链管理可以减少交货时间、改善产品供应能力，并提高客户满意度。
供应链相关知识英语作文
供应链相关知识英语作文Title: Understanding Supply Chain Management。
Supply chain management (SCM) plays a pivotal role in modern business operations, ensuring the seamless flow of goods and services from raw material suppliers to end consumers. In this essay, we will delve into the key concepts, challenges, and strategies involved in supply chain management.1. Definition of Supply Chain Management:Supply chain management encompasses the planning, procurement, production, logistics, and distribution processes involved in delivering products or services to customers. It involves coordinating various stakeholders, including suppliers, manufacturers, distributors, retailers, and customers, to optimize efficiency and meet customer demands.2. Key Components of Supply Chain Management:a. Procurement: This involves sourcing raw materials, components, or services from suppliers at the right price, quality, and quantity.b. Production: Once materials are procured, they are transformed into finished products through manufacturing processes.c. Logistics: Logistics involves the movement and storage of goods from production facilities to distribution centers and ultimately to customers.d. Distribution: Distribution entails delivering products to retailers or directly to end consumers through various channels, such as wholesalers, warehouses, or e-commerce platforms.e. Inventory Management: Effective inventory management ensures the right amount of stock is maintained to meet demand while minimizing excess inventory and associatedcosts.f. Information Systems: Information systems, such as Enterprise Resource Planning (ERP) systems and supply chain management software, facilitate communication and coordination among supply chain partners.3. Challenges in Supply Chain Management:a. Globalization: Managing supply chains across geographically dispersed locations introduces complexities related to transportation, customs regulations, andcultural differences.b. Supply Chain Disruptions: Events such as natural disasters, pandemics, or political unrest can disrupt the flow of goods and services, highlighting the importance of risk management and contingency planning.c. Demand Volatility: Fluctuations in customer demand can lead to inventory imbalances or stockouts, necessitating agile and responsive supply chain strategies.d. Supplier Reliability: Dependence on suppliers exposes organizations to risks such as supplier bankruptcies, quality issues, or supply shortages.e. Environmental Sustainability: Increasing pressure to reduce carbon footprint and adopt sustainable practices throughout the supply chain requires organizations to rethink sourcing, production, and distribution processes.4. Strategies for Effective Supply Chain Management:a. Collaboration: Foster collaboration and transparency among supply chain partners to improve communication, share information, and jointly address challenges.b. Inventory Optimization: Employ advanced forecasting techniques and inventory optimization models to minimize excess inventory while ensuring product availability.c. Risk Management: Develop risk mitigation strategies, such as dual sourcing, inventory buffers, or businesscontinuity plans, to mitigate the impact of supply chain disruptions.d. Technology Adoption: Embrace digital technologies such as IoT, blockchain, and artificial intelligence to enhance visibility, traceability, and efficiency across the supply chain.e. Sustainable Practices: Integrate environmental sustainability into supply chain operations by optimizing transportation routes, reducing packaging waste, and sourcing from eco-friendly suppliers.5. Conclusion:In conclusion, supply chain management is a multifaceted discipline that requires careful planning, coordination, and adaptation to navigate the complexities of today's global business environment. By understanding the key components, challenges, and strategies of supply chain management, organizations can enhance theircompetitiveness, resilience, and sustainability in an ever-evolving marketplace.。
供应链管理英文作文
供应链管理英文作文英文：Supply chain management is a crucial aspect of any business, as it involves the coordination and management of all activities involved in the production and delivery of goods to customers. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.One important component of supply chain management is inventory management. By keeping track of inventory levels and predicting demand, businesses can ensure that they have enough stock on hand to meet customer needs without overstocking and wasting resources. For example, a clothing retailer may use data analysis to predict which items will be popular during a certain season and order the appropriate amount of inventory to meet that demand.Another key aspect of supply chain management islogistics. This involves the transportation and storage of goods from the manufacturer to the end customer. Effective logistics management ensures that products are delivered on time and in good condition. For example, a foodmanufacturer may use temperature-controlled trucks to transport perishable goods to ensure that they arrive atthe grocery store in good condition.In addition to inventory management and logistics, supply chain management also involves supplier management. This includes selecting and managing suppliers to ensurethat they meet quality standards and can deliver goods on time. For example, a car manufacturer may work closely with a specific supplier to ensure that the components they receive meet their quality standards and are delivered on time to avoid production delays.Overall, effective supply chain management is essential for the success of any business. By managing inventory, logistics, and suppliers, businesses can improve efficiency, reduce costs, and provide better service to their customers.中文：供应链管理是任何企业的重要组成部分，它涉及到生产和交付商品给客户的所有活动的协调和管理。
供应链英文论文原文+翻译5000字
中国矿业大学矿业工程学院论文翻译课程名称供给链论文翻译马X 班级工业13-X班学号 01X 日期 2016.5.11 成绩教师李XIntroduction to supply chain conceptsFirms can no longer effectively compete in isolation of their suppliers and other entities in the supply chain. Interest in the concept of supply chain management has steadily increased since the 1980s when companies saw the benefits of collaborative relationships within and beyond their own organization. A number of definitions have been proposed concerning the concept of “the supply chain” and its management. This paper defines the concept of the supply chain and discusses the evolution of supply chain management. The term does not replace supplier partnerships, nor is it a description of the logistics function. Industry groups are now working together to improve the integrative processesof supply chain management and accelerate the benefits available through successful implementation. The competitive importance of linking a fir m’s supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management.Definition of supply chainVarious definitions of a supply chain have been offered in the past several years as the concept has gained popularity. The APICS Dictionary describes the supply chain as:1 .the processes from the initial raw materials to the ultimate consumption of the finished product linking across supplier user companies;2 and the functions within and outside a company that enable the value chain to make products and provide services to the customer (Cox et al., 1995).Another source defines supply chain as, the network of entities through which material flows. Those entities may include suppliers, carriers, manufacturing sites, distribution centers, retailers, and customers (Lummus and Alber, 1997). The Supply Chain Council(1997) uses the definition: “The supply chain –a term increasingly used by logistics professionals – encompasses every effort involved in producing and delivering a final product, from the supplier’s supplier to the customer’s customer. Four basic processes – plan, source, make, deliver – broadly define these efforts, which include managing supply and demand, sourcing raw materials and parts, manufacturing an assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer.” Quinn (1997) defines the supply chain as “all of those activities associated with moving goods from the raw-materials stage through to the end user.This includes sourcing and procurement, production scheduling, order processing, inventory management, transportation, warehousing, and customer service. Importantly, it also embodies the information systems so necessary to monitor all of those activities.”In addition to defining the supply chain, several authors have further defined the concept of supply chain management. As defined by Ellram and Cooper (1993), supply chain management is “an integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer”. Monczka and (1997) state that “integrated supply chain management is about going from the external customer and then managing all the processes that are needed to provide the customer with value in a horizontal way”. They believe that supply chains, not firms, compete and that those who will be the strongest competitors are those that “can provide management and leadership to the fully integrated supply chain including external customer as well as prime suppliers, their suppliers, and their suppliers’ suppliers”.From these definitions, a summary definition of the supply chain can be stated as: all the activities involved in delivering a product from raw material through to the customer including sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, delivery to the customer, and the information systems necessary to monitor all of these activities. Supply chain management coordinates and integrates all of these activities into a seamless process. It links all of the partners in the chain includingdepartments within an organization and the external partners including suppliers, carriers, third-party companies, and information systems providers. Managers in companies across the supply chain take an interest in the success of other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. It encompasses the processes necessary to create, source, make to, and to deliver to demand. They use technology to gather information on market demands and exchange information between organizations. A key point in supply chain management is that the entire process must be viewed as one system. Any inefficiency incurred across the supply chain (suppliers, manufacturing plants, warehouses, customers, etc.) must be assessed to determine the true capabilities of the process. Figure 1 describes the total integration required within the supply chain.Interest in supply chainsWhy has managing the supply chain become an issue for the 1990s? In part, the answer lies in the fact that few companies continue to be vertically integrated. Companies have become more specialized and search for suppliers who can provide low cost, quality materials rather than own their source of supply. It becomes critical for companies to manage the entire network of supply to optimize overall performance. These organizations have realized that whenever a company deals with another company that performs the next phase of the supply chain, both stand to benefit from the other’s success.A second reason partially stems from increased national and international competition. Customers have multiple sources from which to choose to satisfy demand; locating product throughout the distribution channel for maximum customer accessibility at a minimum cost becomes crucial. Previously, companies looked at solving the distribution problem through maintaining inventory at various locations throughout the chain. However, the dynamic nature of the marketplace makes holding inventory a risky and potentially unprofitable business. Customers’ buying habits are constantly changing, and competitors are continually adding and deleting products. Demand changes make it almost a sure bet that the company will have the wrong inventory. The cost of holding any inventory also means most companies cannot provide a low cost product when funds are tied up in inventory.A third reason for the shift in emphasis to the supply chain is due to a realization by most companies that maximizing performance of one department or function may lead to less than optimal performance for the whole company. Purchasing may negotiate a lower the price on a component and receive a favorable purchase price variance, but the cost to produce the finished product may go up due to inefficiencies in the plant. Companies must look across the entire supply chain to gauge the impact of decisions in any one area.Advanced Manufacturing Research, a Boston-based consulting fir m, developed a supply chain model which emphasizes material and information flow between manufacturers and their trading partners (Davis, 1995). They believe the changes required by management are due to the following changes in how manufacturers are doing business:•Greater sharing of information between vendors and customers.•Horizontal business processes replacing vertical departmental functions.•Shift from mass production to customized products.•Increased reliance on purchased materials and outside processing with a simultaneous reduction in the number of suppliers.•Greater emphasis on organizational and process flexibility.•Necessity to coordinate processes across many sites.•Employee empowerment and the need for rules-based real time decision support systems.•Competitive pressure to introduce new products more quickly.Companies are streamlining all operations and minimizing the time-to-customer for their products.For these reasons, expertly managing the supply chain has become critical for most companies. As Ralph Drayer, vice president of product supply/ customer service at Procter and Gamble put it, “Winning in the marketplace of the 1990s is going to require a far different kind of relationship--one that recognizes that the ultimate winners will be those who understand the interdependence of retailer/ manufacturer business systems and who work together to exploit opportunities to deliver superior consumer value” (Drayer , 1994). Managers in companies across the supply chain take an interest in the success of the other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. They use technology to gather information on market demands and exchange information between organizations. Critical to managing the supply chain is managing the link between each node within the chain to synchronize the entire supply chain.History of the supply chain initiativeThe history of the supply chain initiative can be traced to early beginnings in the textile industry with the quick response program and later to efficient consumer response in the grocery industry. More recently a variety of companies across many industries have begun looking at the entire supply chain process. This section will discuss those early beginnings of the supply chain and some more recent success stories.Quick response, for general merchandise retailers and their suppliersOwing to intense competition in the textile and apparel industry world-wide, leaders in the US apparel industry formed the Crafted . With Pride in the USA Council in 1984 (Kurt Salmon Associates, Inc., 1993). In 1985, Kurt Salmon Associates were commissioned to conduct a supply chain analysis. The results of the study showed the delivery time for the apparel supply chain, from raw material to consumer, was 66 weeks long, 40 weeks of which were spent in warehouses or in transit. The long supply chain resulted in major losses to the industry due to financing the inventory and lack of the right product in the right place at the right time.The result of this study was the development of the quick response (QR) strategy. QR is a partnership where retailers and suppliers work together to respond more quickly to consumer needs by sharing information. Significant changes as a result of the study were the industry adoption of the UPC code used by the grocery industry and a set of standards for electronic data interchange (EDI) between companies. Retailers began installing point of sale (POS) scanning systems to transfer sales information rapidly to distributors and manufacturers. “QR maximizes the profitability of inventory by placing the company’s dollars where and when they are needed based on point of sale data plus sales history” (Mullin, 1994). QR incorporates marketing information on promotion, discounts, and forecasts into the manufacturing and distribution plan.Efficient consumer response, the grocery business initiativeIn 1992, a group of grocery industry leaders created a joint industry task force called the efficient consumer response (ECR) working group. The group was charged with examining the grocery supply chain to identify opportunities to make the supply chain more competitive (Kurt Salmon Associates Inc.,1993). Kurt Salmon Associates were engaged by the group to examine the grocerysupplier/distributor/ consumer value-chain and determine what improvements in cost and service could be accomplished through changes in technology and business practices.The results of the study indicated little change in technology was required to improve performance, other than further development of EDI and POS systems. However, the study identified aset of best practices which, if implemented, could substantially improve overall performance of the supply chain. As Kurt Salmon and Associates (1993) found: “By expediting the quick and accurate flow of information up the supply chain, ECR enables distributors and suppliers to anticipate future demand far more accurately than the current system allows”. Through implementation of best practices they projected an overall reduction in supply chain inventory of 37 percent, and overall cost reductions in the industry in the range of $24 to $30 billion.The successful adoption of ECR for a manufacturer depends on their ability to maintain manufacturing flexibility which enables them to match supply with demand. Key to this flexibility is a process that tightly integrates demand management, production scheduling, and inventory deployment to allow the company to better utilize information, production resources, and inventory (Weeks and Crawford, 1994).A further development from ECR was the concept of continuous replenishment (CRP).CRP is a move away from pushing product from inventory holding areas to pulling products onto grocery shelves based on consumer demand (ECR Performance Measures Operating Committee, 1994). Pointof purchase transactions are forwarded by computer to the manufacturer allowing them to keep the retailer replenished and balanced just-in-time.CRP has been introduced by a number of manufacturers (Garry, 1994). Procter & Gamble and Campbell soup are delivering as much as 30 to 40 percent of their volume by CRP. Ralston, General Mills and Pillsbury distribute about 10 percent by CRP. Estimates of improvements in performance with CRP include increasing inventory tur ns from 10 up to 50, reducing days of supply from 30 to 5 and increasing net margin from 5 percent to 7 percent.Other early supply chain initiativesBesides the apparel and grocery industry initiatives, other early manufacturing efforts to improve supply chain performance have been documented. Some of these include: Hewlett-Packard, Whirlpool, Wal-Mart, West Co., Becton Dickinson, Baxter, and Georgia-Pacific Corp. A brief outline of their supply chain initiatives are described as follows.Hewlett-PackardThe computer components manufacturer, systematically linked its distribution activities with its manufacturing activities in the computer terminal business in the early 1990s (Hammell and Kopczak, 1993). The implementation included changes in both the physical distribution of the product, and a new distribution requirements planning (DRP) system. The DRP system nets customer orders with forecasts and serves as the beginning pull in the supply chain.The appliance manufacturer, began its supply chain implementation with a team of executives in 1992 chartering this vision –“Winning companies will be those who come the closest to achieving an inter-enterprise pull system. They will be linked in a short cycle response mode to the customer” (Davis, 1995). Whirlpool has created a new vice-president of logistics position, established cross-functional teams for key product areas, entered into single source agreements with suppliers based on reliability and the ability to assist in product design, and is using EDI to communicate daily with suppliers all as part of its supply chain management program. As a result, product avail ability is up in the 90-95 percent range, inventories have been reduced by 15 to 20 percent and lead times reduced to as low as five days.Wal-MartThe company began its own supply chain initiative by working directly with key manufacturers (Johnson and Davis, 1995).The manufacturers are responsible for managing Wal-Mart’s warehouse inventory of their products, termed vendor managed inventory (VMI). In return, Wal-Mart expects near 100 percent order fulfillment rates on those products. KMart and other large retailers haveimplemented similar VMI programs.West Co., Becton Dickinson, and Baxter，Becton DickinsonWithin the medical products industry, three firms engaged in supply chain relationships in the early 1990s (Battagia, 1994). West supplies rubber stoppers to Becton Dickinson who supplies medical products to Baxter. Becton Dickinson implemented the program by assigning a senior-level executive officer with the responsibility to monitor supply chain execution. Working together at all management levels the three companies have made improvements in quality and service while at the same time reducing cycle times and costs.Georgia-Pacific CorpA leader in the manufacturing and distribution of building products in North America,Georgia-Pacific began implementing supply chain management practices within the decentralized operations of their company (Blackwell, 1994). Previously, traffic managers in each division controlled inbound and outbound shipments for their unit. Shipping priorities were fragmented and internal and external customers were not satisfied. A new centralized Transportation and Logistics Division was created to coordinate and streamline the distribution process. The new division looks at needs and priorities across the business units and has recognized savings to the company in reduced freight costs and other logistics improvements of $20 million per year.Many other examples of companies implementing supply chain management concepts are available (Blaser and Westbrook, 1995; Cook and Rogowski, 1996; Semich, 1994). The vast interest in the topic indicates the concept has become a key issue for a diverse group of companies who are taking steps to improve customer delivery and at the same time reduce overall costs. Better managing the supply chain also involves managing the marketing link to the supply chain and linking supply chain strategies to the overall company strategy.Collaborative supply chain initiativesRecently, several industry collaborative groups have developed to research aspects of supply chain management. The findings of these groups should provide practitioners with guidelines for “best practices” in supply chain design and accelerate the implementations of these practices.In one year, the Supply Chain Council grew from 73 members to more than 300 of some of the world’s largest manufacturers. The Council has incorporated as a non-profit organization to provide services and support for further increasing its membership. The Council was for med to establish a framework to enable manufacturers and their suppliers to build a stronger supply chain and reap the benefits of improved supply chain management. The Council is developing a supply chain operations reference model (SCOR) to assist companies in evaluating their supply chain performance, identifying weak areas, and developing improvement solutions (The Supply Chain Council, 1997).In another collaborative initiative, several leading manufacturers joined with the National Institute of Standards and Technology (NIST) to create a new organization that will improve and standardize communication and business processes throughout manufacturing supply chains and to share the results with other interested firms. This group, the National Initiative for Supply Chain Integration (NISCI) was for med after a NIST study showed that an overwhelming majority of companies compromising manufacturing supply chains are either small- or medium sized businesses that lack the resources of larger firms. With a consortium of businesses, non-profit groups, and academic institutions, the plan is to identify specific supply chain initiatives, then select teams of members to research and implement best practices (Anonymous, 1997).What the supply chain is notThe definitions described and developed earlier and recent industry collaborative activities indicate that supply chain management is not a standalone process. Many supply chain efforts have fallen shortof the potential advantages because the term is often viewed as only relating to the supply side of the business or to the purchasing function. As indicated above, supply chain management is much more than just procurement. Among the misunderstanding evidenced, supply chain management is not:•inventory management;•logistics management;•supplier partnerships;•driven from the supply side;• a shipping strategy;•distribution management;•the logistics pipeline;•procurement management;• a computer system.Despite the acceptance of the concept of managing the supply chain and partly due to the limiting misunderstandings, growth of integrated supply chain management has been slow. Reasons for the slow growth of integrated supply chain management include the following:Lack of guidelines for creating alliances with supply chain partners.•Failure to develop measures for monitoring alliances.•Inability to broaden the supply chain vision beyond procurement or product distribution to encompass larger business processes.•Inability to integrate the company’s internal procedures.•Lack of trust inside and outside a company.•Organizational resistance to the concept.•Lack of buy-in by top managers.•Lack of integrated information systems and electronic commerce linking firms.Linking the supply chain to the business strategyThe supply chain improvements described indicate that supply chain management has the potential to improve a fir m’s competitiveness. Supply chain capability is as important to a company’s overall strategy as overall product strategy. Supply chain management encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. Improvements in performance are driven by externally-based targets rather than by internal department objectives.Managing the supply chain means managing across traditional functional areas in the company and managing interactions external to the company with both suppliers and customers. This cross-boundary nature of management supports incorporating supply chain goals and capabilities in the strategic plan of the company. This focus on integration can then lead to using the supply chain to obtain a sustainable competitive advantage over competitors. The impact of managing overall product demand and the supply of product will impact the profitability of the company. The supply chain strategy can be viewed as the patter n of decisions related to sourcing product, capacity planning, conversion of finished product, deployment of finished product, demand management and communication, and delivery. Linking supply chain strategy to the business strategy involves defining the key business processes involved in producing a company’s productor service.A company must develop objectives for the management of the supply chain based on corporate objectives. From these higher level objectives, a set of detailed objectives can be developed for each process within the supply chain. This cascading method serves to integrate the supply chain processes with the overall enterprise direction and provides measures for monitoring and execution. Supply chain management can be utilized to be a point of differentiation for a company. Excellence on a certain dimension in product position can provide a competitive marketing opportunity, but shortfalls in providing this dimension by the supply chain can eliminate this advantage. For a company to be competitive, it is not enough just to vary marketing programs. They must define a working relationship with customers and put themselves in a position to deliver customer value. All components of the supply chain must have the capability to meet strategic objectives.Companies must evaluate the effectiveness of the supply chain strategy using a new set of measures. Typical rewardsaimed at improving performance of functions or departments must be revised to strive to improve supply chain performance overall. By tying the supply chain strategy to the overall company strategy, the objectives become process objectives rather than functional objectives.For example, traditionally, one of purchasing’s measurements is material cost or material variance. Buying product at a lower cost is one way to improve that measure. Purchasing a carton at a lower cost from a new vendor might lower the cost of the carton. However, the new carton may not run as efficiently through the production process as the one from the original supplier. Purchasing’s measure of material variance is favorable, but the manufacturing facility is recognizing added costs in downtime, maintenance, etc.Measurements must be designed to look across the supply chain and become process objectives. Included in that process is the internal structure of the supply chain which often is causing as much confusion/ cost as external portions of the chain.ConclusionsThis paper defined the concepts of supply chain and supply chain management and discussed why managers are increasingly interested in the concept. The historical evolution of the supply chain movement from its early days of quick response and efficient consumer response was discussed. Several early supply chain initiatives at companies were described which indicate the competitive advantages and importance of linking supply chain to overall business strategy.This discussion provides insight for those companies investigating the concept of supply chain management. Companies who have achieved supply chain integration success report lower investments in inventory, a reduction in the cash flow cycle time, reduced cycle times, lower material acquisition costs, higher employee productivity, increased ability to meet customer requested dates (including short-term increases in demand), and lower logistics costs.To begin managing across the entire supply chain, companies should consider the following guidelines in their plans and implementation:1 .Link supply chain strategy to overall business strategy to align supply chain initiatives to business objectives.2. Identify supply chain goals and develop plans to assure every process is individually capable of meeting supply chain goals.3. Develop systems to listen to signals of market demand and plan accordingly, including changes in ordering patterns and changes in demand due to customer promotions.4 Manage the sources of supply by developing partnerships with suppliers to reduce the costs of materials and receive materials as needed.5 Develop customized logistics networks tailored to each customer segment.6 Develop a supply chain information systems strategy that can support decision making at all levels of the supply chain and offers a clear view of the flow of products.7 Adopt cross-functional and cross-business performance measures that link every aspect of the supply chain and include both service and financial measures.Companies who are successful will be those that are managing across all nodes of the supply chain from their supplier’s supplier to their customer’s customer. A clear understanding of supply chain concepts and a willingness to openly share information between supply chain partners is a necessary first step to making the supply chain a competitive force for a business.供给链概念的简介企业不再有效竞争的供给商和供给链中的其他实体隔离。
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Strategic Supply Chain Management战略供应链管理The supply chain strategy of Xoceco Electronic厦华电子的供应链战略Module No: 336BSSName: JiZhi LiuStudent No: 3356456ContentsⅠ. Executive Summary --------------------------------------------------------3Ⅱ. Introduction ------------------------------------------------------------------3 Ⅲ. Introduce of Xoceco Company -------------------------------------------3 Ⅳ. Xoceco Electronic Company's sales performance--------------------4 Ⅴ. The difficulties Xoceco Electronic Company faces ------------------4Ⅵ. External Environment Analysis------------------------------------------56.1 Xoceco Electronic Company of the overall resource6.2 The advantages of Xoceco Electronics Company6.3 The disadvantage of Xoceco Electronics6.4 The analysis of the chance Xoceco Electronics faceⅦ. Xoceco Electronic Company's supply chain strategy----------------9 Ⅷ. Conclusion ------------------------------------------------------------------10 Ⅸ. Reference---------------------------------------------------------------------11The supply chain strategy of Xoceco ElectronicⅠ.Executive Summary:Since the beginning of 1990s, rapid development has taken place in color TV manufacturing in China. From then on, the color TV enterprises have been in a more opener and more competitive environment. The management of supply chain is one of the most basic and important elements of color TV industry. It has become increasingly important in a changing industrial environment. The successful management strategy of supply chain has become an important means for color TV industry to acquire and preserve the competitive edge. This thesis, based on Xoceco Electronic, one important color TV manufacturing enterprises, analyzes the circumstances, resources and conditions of the Corp, framed in supply chain management and strategic management theory, and propose the supply chain strategy for Xoceco Corp.Ⅱ.Introduction:Xoceco Electronic Company is a professional enterprise in TV. And with the economic boom of China, Xoceco Electronic has got a huge development in recent years. But it also has a number of problems, such as service issues, the shortage of fund, employee payroll problems and the discrete problem of supply of raw materials. By use quantitative analysis and qualitative analysis, we analyze the data and the problems of Xoceco Electronic and then put forward corresponding measures to solve these problems.Ⅲ.Introduce of Xoceco Company:Xoceco Electronic Company was founded in December 1985.In February 1995, "Xoceco Electronics" appeared on the Shanghai Stock Exchange Market. Xoceco is a professional enterprise in TV, and focus on TV for twenty years. Since 2003, the mainfocus of Xoceco shift to LCD TV, plasma TV and digital high definition television, high-end product innovation, R & D and manufacturing. As a domestic brand Xoceco firstly enters into the field of flat-panel TV business, and in the field of technology research and development, international operations, the brand has accumulated a relatively solid foundation. Xoceco has nearly 10,000 employees worldwide, and the headquarters has a state-level technology center, post-doctoral workstations, and 16 R & D platforms in the world, with production bases at the headquarters of Xiamen and South Africa, Europe, Central Asia.Ⅳ. Xoceco Electronic Company's sales performanceIn 2008 Xoceco had sold various types of color TV in a number of 3.87 million units, compared with growth of 17% over the same period in 2007, the company achieved sales revenue of 8, 425 million, compared with descend of 66% over the same period in the last year and flat-panel TV sales make up roughly 73% of total revenue.In 2009 Xoceco Electronic Company had sold various types of color TV in a number of 3.4 million units, down 12% over 2008. The sales income is 643,213 Yuan, down 23.31% over last year, of which flat-panel TV sales make up roughly 77% of total revenue.Ⅴ.The difficulties Xoceco Electronic Company faces:Except the common difficulties that all the Chinese color TV enterprises faced, Xoceco Electronic Company, have encountered a number of specific problems in the self-development process:1. The company has loss in operation for two consecutive years. The company suffered a shortage of funds, and due to bank loans are too high, the financial cost remains high, the company's operating leverage was negative.2. The competition of color TV market becomes more intensified. Accompany with the export of company now declined and a shrinking share domestically, the company has brought greater difficulties.Ⅵ. Xoceco Electronic Company's External Environment Analysis: Chinese society, rapid economic developmentIn recent years the Chinese economy continues the rapid development of double-digit rates, economic strength has been greatly enhanced, and the living standards of people rapidly rise. The GDP of China has ranked second in the world. There are more than 1.3 billion people in China; the annual TV demand is nearly 40 million units. With a substantial increase in the urban and rural incomes and disposable income, Chinese TV especially Flat-panel TVs usher in a good development opportunities for the rapidly growing of Chinese market (Premkumar 2001).6.1 Xoceco Electronic Company of the overall resource:1. The production base of Xoceco Electronics CompanyXoceco Electronics is headquartered in Xiamen; in Xiamen Island has three production bases. After 2006, Xoceco Electronic Company began investing one hundred million Yuan of annual output build a raw sound base for flat panel in Xiang’an Zone. And it will be completed and commissioned in 2008. Also Overseas, Xoceco Electronic Company has several production bases overseas, such as South Africa, Europe, and Central Asia. Visible, Xoceco Electronics will be increasingly improved its production capacity and will be very strong to lay the foundation for mass production in the future (Premkumar 2001).2. Xoceco Electronic Company Human ResourcesAt present, Xoceco Electronic has nearly 7 thousand employees, headquarter has a state-level technology center and a post-doctoral stations. And there are 16 global R & D platforms. According to a 2006 report, in the end of 2006, the headquarters of Xoceco Electronics corporate has staff of 7,263 working people, including 574, 868 in the field of management and 344 in the field of technical classes and sales class and 5477 people in the other field.3. The asset conditionAfter the huge losses for two consecutive years, by the end of 2007, Xoceco Electronic Company has total assets of 3,161,020,300 Yuan. Since 2005, the company's asset-liability ratio and financial costs have been higher, and the gradual upward trend. In 2005 and 2006, the rate of assets and liabilities were 77.73% and 91.51%, the financial cost is 91.83 million Yuan and 94.38 million Yuan respectively. In the end of 2007, the company's balance has reached 103.18%. The asset of the company has become a negative asset.6.2 The advantages of Xoceco Electronics Company:Xoceco Electronic focuses on LCD TV, plasma TV and digital high definition television, high-end product innovation, R & D and manufacturing for twenty years. Accompany with the accumulation of management experience and technology in China's color TV industry over the years, the Xoceco Electronic still have certain advantages, mainly reflected in:1. The technology advantages of TVXoceco Electronics has the advantage relative to domestic firms in the field of Digital HD, LCD TV, plasma TV above.2. The upstream supply and financial support from the major shareholder of company With the reorganization of Xoceco Electronic by Chunghwa Picture Tubes, it creates a domestic color TV enterprises combination with the upstream supply chain for the first time. So Xoceco Electronics has chance to enhance the competitiveness and continue to become bigger and stronger to lay a solid foundation. Chunghwa Picture Tubes, which is a listed holding company, is currently ranked third in Taiwan and the world's fifth LCD panel plant.3. Xoceco Electronic Company in domestic and international market has established some brand awarenessAfter twenty years of hard work, especially in the digital high-definition TV, flat panel TVs and other fields, Xoceco Electronic Company not only in the country obtains a higher visibility and recognition in the international community but alsoplayed a certain degree of visibility. Xoceco Electronic Company obtained a higher-end brand image in the domestic and international market.4. Excellent business managementXoceco Electronic Company is not large in the industry for many years, but has got a big achievement in the innovation and development in business management. Xoceco Electronic Company is a strong learning organization, and a number of advanced management methods will soon be accepted and implemented (Porter, 1996). So after years of improvements and enhancements, the operation and management of Xoceco Electronic company is in an advanced position.5. The advantages of the Xiamen AirportModern and efficient TV manufacturing industry has a higher demand on logistics, and color TV manufacturers are increasingly demanding the rapid and timely supply of raw materials, and convenience and low cost of large quantities of color TV exports. In the Xiamen, a busy international airport and a excellent deep-water port can provide the conditions above.6.3 The disadvantage of Xoceco Electronics:1. The scale of enterprises is small. Xoceco Electronics is a small-scale enterprise in the domestic color TV industry. And small-scale lead to Xoceco Electronics cannot develop its strong points, avoid its weaknesses, and win a favorable position2. The discrete problem of supply of raw materials. As Xiamen is not in the Yangtze River Delta and Pearl River Delta, which is two of the most economically developed regions, and Fujian's industrial base, especially for the electronics industry base is relatively weaker than coastal areas. These factors make the most of raw materials of Xoceco have to be supplied from the Yangtze River Delta, Pearl River, even Hong Kong, overseas and other places available.3. Undue reliance on dollar area market. Xoceco Electronics has maintained a large proportion of export sales structure for a long time, and the rate between the domestic market and international market had reached 7:3. The most products of Xoceco areexported to the U.S. market. In recent years U.S. economic downturn and the depreciation of the dollar gave Xoceco a very negative impact.4. The problem of domestic sales channels. Due to a large number of domestic appliances chain stores continue to integrate and the chains for manufacturers to choose are fewer and fewer, it leads to the big chain stores of home appliances color TV enterprises have a growing voice to obtain more profits (Stephan 2006).5. Employee payroll problems. The personnel turnover is big, and the problem of brain drain is serious.6. Service issues. Xoceco Electronics has a series of problems in service all the time, which bring a greater impact on terminal sales.7. The shortage of fund. The problem plagues Xoceco for many years, and it always hinder the development and expansion of Xoceco.6.4 The analysis of the chance Xoceco Electronics face:Despite Xoceco Electronics has continuous losses for two years, but from the point of the current global and China's economic environment, Xoceco Electronic still faces many growth opportunities.1. The global flat-panel TV market is still expanding rapidly.Not only the developed markets of Europe and America flat-panel TV are still growing, the majority of developed markets such as Southeast Asia, Latin America, the flat-panel TV demand of the Middle East, Russia, Africa and other regions is growing rapidly, so it provides Xoceco Electronics the opportunity to expand its export sales.2. The Chinese flat panel TV market will grow substantially.With the continued rapid growth of Chinese economy and a substantial increase in people's living standard, purchasing power increased quickly. Especially the rural market is still relatively flat-panel TV market needed to be developed, and the huge market demand will soon be released.3. Science and technology base is still growing. The development of science and technology base can urge TV technology upgrading quickly. The emergence of the new TV products can also provide color TV manufacturers opportunities to continue developing. As long as it can follow the trend of technological development, TV production companies will have the opportunity to stand out from the industry.Ⅶ.Xoceco Electronic Company's supply chain strategy:TV industry has become increasingly dependent on the competition of supply chain strategy. And in the modern full, intense competition, the traditional competitiveness based on the prices and commodity competition become increasingly depend on the supply chain competitiveness (Akintola 2000). Xoceco Electronics as a supply chain core business of that, it must design a strategic supply chain again to ensure its competitiveness, and give services to the overall strategy of Xoceco Electronic CompanyFirst, improve reaction capacity of supply chain for innovative products. Xoceco will build the world's largest flat panel production base in the Xiang'an Industrial Park, and focus on flat-panel TV. Company's products will be shift into high-end, innovative products. The supply chain of rapid response and innovative products must be related to the entire supply chain and all aspects of supply, such as raw materials, R & D, manufacturing and marketing (Anna 2004).Second, cost leadership strategy of mass productionIn the current color TV manufacturing industry, gross profit margin is very low. The gross profit margin of Xoceco Electronic main business is less than 10%. And the proportion of the cost of production materials is in a high percentage. Clearly, large-scale production will lead to cost savings of the material and bring huge benefits (Keah 2001). Xoceco Electronics must take advantage of the massive expansion in the recent years to prepare a strategic plan for supply of raw materials and reduce materialsupply costs. At the same time, large-scale production will reduce the cost of R & D, design, administrative expenses, advertising, sales and other fields, and it will make the scale effect to be particularly evident. Also it will enable enterprises to achieve cost leadership and competitive advantage (Malik 2001).Third, the control of the distribution process must be strengthened (Qin Su 2008). The scale of Xoceco Electronic Company will expanded rapidly, the product will also be transformed into high-end, innovative ones. To serve this kind of overall strategy, the supply chain distribution process of Xoceco Electronic must meet the rapid response strategy; in addition as the core of this enterprise, Xoceco Electronics must integrate not only the supply chain, but also the distribution process into their control gradually (Simon 2000). Also with the expansion of scale, Xoceco Electronic must reduce its reliance on distribution channels.Ⅷ. Conclusion:Improve reaction capacity of supply chain and strength the control of the distribution process are typical effective measures. And the series measures will ensure the company get rid of the present problem and get improvement in the competition with other manufacturers.Ⅸ. Reference:Akintola, A. et al. 2000.A survey of supply chain collaboration and management in the UK construction industry .European Journal of Purchasing & Supply Management, 6(3-4), pp. 159-168Anna, D. et al.,2004, Supply chains and interdependence: a theoretical analysis . Journal of Purchasing and Supply Management, 10(1), pp. 3-9Keah, C.T.2001.A framework of supply chain management literature.European Journal of Purchasing & Supply Management, 7(1), pp. 39-48Malik, M. A. et al. 2001.Readiness Assessment of the construction supply chain for concurrent engineering . European Journal of Purchasing & Supply Management, 7(2), pp. 141-153Porter, M. E., 1996. Journal of What is Strategy?. Harvard Business Review, 33(5), Pages 3-6Premkumar. G. P., 2001. Journal of Interorganization Systems and SCM. 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