全球供应链金融外文翻译
供应链英语翻译(译文和原文)
Perspectives in supply chain risk managementChristopher S. TangUCLA Anderson School, 110 Westwood Plaza, UCLA, Los Angeles, CA 90095,USAReceived 3 November 2005; accepted 16 December 2005Available online 2 March 2006AbstractTo gain cost advantage and market share, many firms implemented various initiatives such as outsourced manufacturing and product variety. These initiatives are effective in a stable environment, but they could make a supply chain more vulnerable to various types of disruptions caused by uncertain economic cycles, consumer demands, and natural and manmade disasters. In this paper, we review various quantitative models for managing supply chain risks. We also relate various supply chain risk management (SCRM) strategies examined in the research literature with actual practices. The intent of this paper is three-fold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.Keywords:Supply chain risk management; Quantitative models; Review1. IntroductionOver the last 10 years, earthquakes, economic crises,SARS, strikes, terrorist attacks have disrupted supply chain operations repeatedly. Supply chain disruptions can have significant impact on a firm’s short-term performance. For example, Ericsson lost 400 million Euros after their supplier’s semiconductor plant caught on fire in 2000, andApple lost many customer orders during a supply shortage of DRAM chips after an earthquake hit Taiwan in 1999. Supply chain disruptions can have long-term negative effects on a firm’s financial performance as well. For instance, Hendricks and Singhal (2005) report that companies suffering from supply chain disruptions experienced 33–40% lower stock returns relative to their industry benchmarks.To mitigate supply chain disruptions associated with various types of risks (uncertain economic cycles,uncertain consumer demands, and unpredictable natural andman-made disasters), many researchers have developed different strategies/models for managing supply chain risks. In this paper, we review primarily quantitative models that deal with supply chain risks. Also, we relate various supply chain risk management (SCRM) strategies examined in the literature with actual practices. The intent of this paper is threefold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.2. Supply managementTo gain cost advantage, many firms outsourced certain non-core functions so as to maintain a focus on their core competence (cf., Porter (1985)). Since the 1980s, we witnessed a sea change in which firms outsourced their supply chain operations including design, production, logistics, information services, etc. Essentially, supply management deal with five inter-related issues:1. supply network design,2. supplier relationship,3. supplier selection process (criteria and supplierselection),4. supplier order allocation,5. supply contract.3.Demand managementIn Section 2, we describe how manufacturers can use different supply management strategies to mitigate various supply chain operational risks However, these supply management strategies are ineffective when the underlying supply mechanism is inflexible. For instance, in the service industry or in the fashion goods manufacturing industry, the supply mechanism is inflexible because the capacity is usually fixed. When the supply capacity is fixed, many firms have attempted to use different demand management strategies so that they can manipulate uncertain demands dynamically so that the modified demand is better matched with the fixed supply.Due to space limitation, we are unable to review the dynamic pricing or clearance pricing literature. The reader is referred to Elmaghraby and Keskinocak (2003) for an extensive review of dynamic pricing models and clearance pricing models for selling a fixed number of units over a finite horizon. Also, we do not plan to review literature that deal with coordination of pricing and ordering decisions. The reader is referred to Yano and Gilbert (2004),Petruzzi and Dada (1999), Eliashberg and Steinberg (1993) for three comprehensive reviews in this area. Instead, we shall focus on articles that emphasize on the use of demand management strategies to‘‘shape’’ uncertain demand so that a firm can use an inflexible supply to meet the modified demand.4. Product managementTo compete for market share, many manufacturers expand their product lines. As reported in Quelch and Kenny (1984), the number of stock keeping units (SKUs) in consumer packaged goods has been increasing at a rate of 16% every year between 1985 and 1992. Marketing research shows that product variety is an effective strategy to increase increasing market share because it enables a firm to serve heterogeneous market segments and to satisfy consumer’s variety seeking behavior. However, while product variety may help a firm to increase market share and revenue, product variety can increase manufacturing cost due to an increasein manufacturing complexity. Moreover, product variety can increase inventory cost due to an increase in demand uncertainty. These twoconcerns have been illustrated in an empirical study conducted by MacDuffie et al. (1996). They show that the production and inventory costs tend to increase as product variety increases. Therefore, it is critical for a firm to determine an optimal product portfolio that maximizes the firm’s profit. The reader is referred to Ramdas (2003) for a comprehensive review of literature in the area of product variety.5. Information managementAs explained in Fisher (1997), most consumer products can be classified as fashion products or functional products. Basically, fashion products usually have shorter life cycles and higher levels of demand uncertainties than the functional products. Therefore, different information management strategies would be needed to manage for different typesof products especially in the presence of supply chain risks. For this reason, we shall classify the work in this section according to the product types: fashion products and functional products.6.Robust strategies for mitigating operational and disruption risksUpon examining the underlying assumptions of the models reviewed so far, it appears most of the quantitative models are designed for managing operational risks. Even though these quantitative models often provide cost effective solutions for managing operational risks, there do not address the issue of disruption risks in an explicit manner. Before we present some potential research ideas for managing supply chain disruption risk in the next section, we shall examine how disruptions risks are managed in practice and relate these practices to the models reviewed earlier. After reviewing some qualitative analyses presented in various risk management and SCRM articles, we can summarize the key findings as follows:1.Managers’attitude towards risks：Sharpira (1986) and March and Sharpira (1987) study managers’ attitude towards risks and they conclude that:(1)Managers are quite insensitive to estimates of the probabilities of possible outcomes.(2) Managers tend to focus on critical performance targets, which affect the way they manage risk.(3) Managers make a sharp distinction between taking risks and gambling.2.Managers’ attitude towards initiatives for managing supply chaindisruption risks.7. ConclusionsIn this paper, we have reviewed various quantitative models for managing supply chain risks. We found that these quantitative models are designed for managing operational risks primarily, not disruption risks. However, we argue that some of these strategies have been adopted by practitioners because these strategies can make a supply chain become more efficient in terms of handling operational risks and more resilient in terms of managing disruption risks. Since there are few supply chain management models for managing disruption risks, we would like to present six potential ideas for future research.1.Demand and supply process：Virtually, all models reviewed in this paper are based on the assumption that the demand or the supply process is stationary. To model various types of disruptions mathematically, one may need to extend the analysis to deal with non-stationary demand or supply process. For instance, one may consider modeling the demand or the supply process as a ‘‘jump’’ process to capture the characteristics of major disruptions.2.Objective function：The performance measures of the models reviewed in this paper are primarily based on the expected cost or profit. The expected cost or profit is an appropriate measure for evaluating different strategies for managing operational risks. When dealing with disruption risks that rarely happen, one may need to consider alternative objectives besides the expected cost/profit.3.Supply management strategies：When developing supply management strategies for managing disruption risks, both academics and practitioners suggest the idea of ‘‘back-up’’ suppliers.4.Demand management strategies: Among the demand management strategies presented in Section 3, it appears that dynamic pricing/ revenue management has great potential for managing disruption risks because a firm can deploy this strategy quickly after a disruption occurs. In addition, revenue management looks promising especially after successful implementations of different revenue management systems in the airline industry for managing operational risks.5. Product management strategies: When selling products on line, e-tailers can change their product assortments dynamically according to the supply and demand of different products. This idea can be extended to brick and mortar retailers for managing disruption risks.rmation management strategies: Among the information management strategies described in Section 6, we think the CPFR strategy is promising because it fosters a tighter coordination and stronger collaboration among supply chain partners.站在供应链风险管理的角度作者：Christopher S. Tang摘要：为了获得成本优势和抢占市场份额，很多企业采取了各种措施，比如外包生产制造和产品多样化生产。
供应链管理系统双语英文翻译
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。
供应链简明相关专业英语词汇
供应链相关专业英语词汇1. 缩写词汇缩写全拼翻译3PL/TPL Third party logistics 第三方物流ABC Activity based costing approach ABC 成本法AFR Aggregate Forecasting and Replenishment 合作预测于补给ANN Artificial neural network 人工精神网络APS Advanced planning system 先进计划系统BLM Business logistics management 企业物流管理BPR Business Process Reengineering 业务流程重组CAD Computer Aided Design 计算机辅助设计CAO Computer aided order 计算机辅助订货CCM Coordination control mechanism 协调控制机制CCM Coordination control mode 协调控制模式CEO Chief Executive Officer 企业主管CIM Coordinated inventory management 协同库存管理CIM Computer Integrated Manufacturing 计算机集成制造CIO Chief information officer 信息主管CKO Chief knowledge officer 知识主管CLM Council of logistics management 美国物流管理协会CPFRCollaborative planning, forecasting andreplenishment合作计划、预测和补货CSI Customer service index 客户服务指标CRP Capacity requirement planning 产量需求规划CSL Customer service Level 客户服务水平DME Double marginal effect 双重边际效应DRP Distribution requirement planning 配送需求计划ECR Efficiency consumer response 有效用户响应EDI Electronic Data Interchange 电子数据交换EFT Electronic Funds Transfer 电子资金转账ERP Enterprise Resource Planning 企业资源计划ESC Efficient supply chain 效率性供应链ETO Engineering to Order 面向定单设计FMS Flexible Manufacture System 柔性制造系统FMS Flexible Manufacture System 柔性制造系统HSE Hockey-stick effect 曲棍球帮现象IMS Inventory management strategies 库存管理策略ITM Information tracking mechanism 信息跟踪机制JIT Just in time 准时制生产JMI Jointly managed inventory 共同管理库存LRP Logistics resource planning 物流资源计划LSP Logistics service provider 物流服务提供商MIS Measuring index system 评价指标体系MPS master production scheduling 主生产排程MRP Material Requirement Planning 物料需求计划MRP ⅡManufacturing Resource Planning 制造资源计划MTO Make to order 按订单生产MTS Make to stock 备货生产NSM Negotiation selection method 协商选择法OEM Original equipment manufacturer 原始设备制造商POS Point of sale 销售终端QFD Quality function development 质量功能开发RSC Responsive supply chain 响应性供应链RSC Revenue sharing contracts 收益共享契约RCCP rough-cut capacity planning 粗能力计划SCC Supply chain coordination 供应链协调SCD Supply chain design 供应链设计SCM Supply chain management 供应链管理SCN Supply chain network 供应链网络SCP Supply chain planning 供应链计划SCP Supply chain partnership 供应链合作关系SFA Sales Forecast Accuracy 预测准确率SKU Stock Keeping Unit 库存进出计量的单位SI Sell in 销售进入渠道SO Sell out 销售给消费者SRM Supplier relationship management 供应商关系管理S&OP Sales and operation planning 销售运营计划TOC Theory of constraint 约束理论TPM Traditional purchase mode 传统采购模式TMS Transportation management system 运输管理系统VMI Vendor Managed Inventory 供应商管理库存WMAPE Weighted Mean Percentage Error 加权平均绝对百分比误差WMS Warehouse management system 仓储管理系统2. 非缩写核心词汇ABC classification ABC 分类Accessory 附件Action Report 行动报告Aggregate Planning ．总体规划Agile Manufacturing 灵活制造Allocated Inventory 保留量Alternate BOM 替代物料表Anticipation Inventory 预期库存Assemble to Order 定单组装Automation 自动化Available Inventory 可用库存Available to Promise 可答应量Backlog 待交货Back Order 逾期订单Bill of Labor 人力表BOM Bill of Material 材料表bill of resources 资源表BOM Code 材料表码Bom Explosion 材料表展开Bom Implosion 材料表逆展Bom Structure 材科表结构Built-on-the-Iine parts 线上生产零件Bulk lssue 大批发料Bullwhip Effect 长鞭效应Business Plan 事业计划Capacity 产量Capacity Control 产量控制Capacity requirement planning 产量需求规划Check-in 结入Check-Out 结出Common part Bom 共享件材料表constraint management 限制因素管理continuous production 连续式生产critical capacity 关键产量critical part 关键零件customer order 客户定单customization 客制化customer service level 顾客服务水准cycle count interval 周期盘点区间cycle counting 周期盘点cycle time 周期时间Demand Management 需求管理demonstrated capacity 验证产量iscret manufacturing 装配式生产distribution center 配销中心distribution requirement planning 分销资源计划economic order quantity 经济订购量economic part period 经济量期emergency kanban 紧急看板finished goods 完成品firm planned order 固定计划定单first in first out 先进先出forecast 预测forecast horizon 预测期间fundamental data 基本资料gross requirement 总需求inbound queue control 输入端队列控制independent demand 独立需求input/output control 输入／输出控制intermittent production 问歇式生产inventory management 库存管理inventory status 库存状态inventory type 库存形态job 工件，工作job shop 工件生产工厂just in time 及时供补kanban 看板kanban ceiling 看板界限lead time 前置时间lead time offset 前置时问冲销least total cost 最低总成本批量法least unit cost 最低单位成本批量法level scheduling 平准化排程level production(linearity) 平准化生产linearity 定率生产load 负荷look ahead/look back 瞻前顾后法lot for lot 逐批批量法lot number 批号lot size 批量lot size inventory 批量库存lot sizing rule 批量法则maintenance, repair and operational supplies 间接物料make to order 定单生产make to stock 计划生产manufacturing bom 制造单元manufacturing cell 指令单manufacturing order 制造规划与控制manufacturing planning and control 制造资源规划master production scheduling 主生产排程material requirement planning 材料需求规划（计划）modular bom 模块材料表modular production 模块化生产mps item MPS 项目net requirement 净需求offset time 冲销时问on-hand inventory 在库量on-order inventory 在途量operations planning and control 作业规划与管制operations process chart 作业程序图order interval 订购区间order point 订购点parent/component 父件／子件pan number 件号past due 逾期量peg file 溯源文件pegging 溯源periodic order quantity 定期批量法periodic review system 定期评估法picking order 领料单plan-do-check-action cycle 计划一执行-检查-行动循环planned order receipts 计划定单收料planned order releases 计划定单发出planning bom 计划材料表planning horizon 计划期间planning time fence 计划时栅priority control 优先次序控制prioriry planning 优先次序规划preventive maintenance 预防性维护process manufacturing 流程式生产product family 产品族product line 产品线product structure 产品结构表product sub-line 产品副线production activity control 生产活动管制production rate 生产速率production plan 生产计划production planning 生产规划production run 生产连project-based production 项目式生产projected available balance 预计可用量pull system 拉式系统purchase order 订购单purchase reuisition 请购单quantity-per 单位用量quick response 快速反应rated capacity 评估产量raw material 原材料reasonableness test 合理测试receiving order 收料单refill kanban 补充看板re-order point 再订购点法repetitive manufacturing 重复性生产replacement part 替代件replenishment plan 补充计划replenishment time 补充时间resource requirement planning 资源需求规划rework kanban 重加工看板rolling kanban 滚动看板rolling schedule 滚动式排程rough-cut capacity planning 粗略产量规划safety stock 安全存量safety time 安全时间sales order 销售定单．scheduled receipts 在途量（已订未交货）scarp rate 报废率secondary stockroom 次级仓semi-finished goods 半成品serial number 序号shop calendar 厂历shop floor 制造现场shop floor control 制造现场控制stock keeping unit 材料库存单位subsontract order 外包单supply chain management 供应链管理synchronized control 同步控制synchronized production 同步生产theoretical capacity 理论产量Lime bucket 时段time phased order point 分期间订购点法transferring order 调拨单transportation inventory 运输库存total employee involvement 全员参与total preventive maintenance 全面预防型维护total productive maintenance 全面生产性维护total quality management 全面质量管理unit of measure 单位visual review system 目视评估法where-used report 用途表WIP inventory 在制品库存WIP tracking 在制品追踪work flow control system 工作流程控制系统work-in-process 在制品yield 良品率。
供应链中英对译
供应链supply chain供应链管理supply chain management纵向一体化vertical integration横向一体化horizontal integration供应链管理战略supply chain management strategy供应链协调与写作supply chain coordination and cooperation供应链风险管理supply chain risk management效率型供应链efficient supply chain响应型供应链responsive supply chain敏捷供应链agile supply chain扩展企业extended corporation集成化供应链管理integrated supply chain management业务外包outsourcing推动式push牵引式pull供应链管理战略supply chain management strategy供应链构建supply chain configuration供应链构建的设计原则the principles of supply chain configuration核心企业core company非核心企业non-core company基于产品的供应链设计策略product-based supply chain design为供应链管理设计产品design for supply chain management供应链重构supply chain reengineering供应链合作关系supply chain partnership战略联盟strategic alliance供应商选择supplier selection客户关系管理customer relationship management供应商关系管理supplier relationship management采购管理purchasing management传统采购模式traditional purchasing mode 基于供应链的采购管理模式purchasing mode under the supply chain management mode准时化采购JIT purchasing全球采购global purchase同步化synchronization能力平衡capacity balancing库存控制inventory control协调coordination生产计划与控制production planning and control订单刘order flow合作计划、预测与补货collaborative planning ，forecasting and replenishment准时生产制just in time零库存zero inventories快速响应quick response产品到达市场的时间time-to-market基于时间的竞争time based competition同步性synchronization民机供应链agile supply chain物流logistics物流管理logistics management物流网络logistics network第三方物流third party logistics一体化物流integrated logistics全球物流global logistics流入物流inbound logistics流出物流outbound logistics逆向物流reverse logistics外包outsourcing库存inventory补给策略replenishment policy周期性检查模型periodic review model连续性检查模型continuous review model供应商管理库存vender managed inventory 联合管理库存joint managed inventory多级库存友华multi-stage inventory optimization连续补给continuous replenishment。
供应链管理外文翻译
供应链管理外文翻译Supply Chn ManagementIntroduction Supply chn management (SCM) is the strategic and operational management of the series of processes involved in moving a product or service from concept to final consumption. It includes the coordination and integration of supply, demand, raw materials, production, distribution, and最终 consumption. The goal of SCM is to create a seamless flow of information, materials, and finances from suppliers to customers, increasing efficiency, reducing costs, and improving service. Key Concepts1、Supply Chain: The series of businesses and organizations that are involved in the production and delivery of a product or service, including suppliers, manufacturers, warehouses, transportation companies, and retailers.2、Demand Management: The process of forecasting and managing customer demand to ensure that supply meets demand. This involves analyzing sales data, market research, and communication with customers to understand their needs.3、Logistics Management: The coordination and management of the transportation, storage, and inventory of goods from suppliers to customers. Logistics management aims to optimize transportation costs, reduce inventory, and ensure on-time delivery.4、Procurement Management: The process of purchasing the raw materials, components, and services required for production. It involves developing relationships with suppliers, negotiating prices, and ensuring quality and delivery.5、Information Management: The process of collecting, sharing, and using information throughout the supply chain. This includes the flow of orders, shipments, payments, and product information between businesses.6、Collaboration: The cooperation and communication between supply chain partners to achieve shared goals. This requires open communication, trust, and the sharing of data and resources.7、Continuous Improvement: The practice of constantly seeking to improve processes, reduce waste, and increase efficiency. It requires regular analysis of supply chain performance dataand the implementation of effective changes based on identified opportunities for improvement.Benefits SCM can provide significant benefits to businesses and their customers:1、Improved Efficiency: By optimizing supply chain processes and removing bottlenecks, SCM can increase operational efficiency and reduce costs.2、Enhanced Customer Satisfaction: SCM ensures that products are delivered promptly, accurately, and to the desired quality standards, resulting in satisfied customers.3、Increased Flexibility: SCM allows businesses to quickly adapt to changes in market conditions, customer demand, and supply.4、Reduced Risk: SCM improves the visibility and manageability of supply chain operations, which helps businesses identify and address potential risks before they become problems.5、Enhanced Competitiveness: Effective SCM can help businesses reduce costs, improve delivery times, and provide better quality products, which can provide a competitive advantage inthe market.Conclusion Supply chn management is critical for businesses today as it involves the entire process of moving products or services from concept to final consumption. By optimizing supply chn processes, improving collaboration, and continuously seeking improvement, businesses can achieve increased efficiency, customer satisfaction, flexibility, reduced risk, and enhanced competitiveness. Therefore, effective SCM is essential for businesses to remn competitive in today's rapidly changing global marketplace.。
供应链 英语描述
供应链英语描述In the modern era of globalization, supply chain management has become a crucial aspect of any business operation. It involves the coordination of activities across multiple organizations, from suppliers to end customers, to ensure the efficient flow of goods and services. This integrated process encompasses procurement, production, logistics, sales, and customer service, all of which must work in harmony to maximize value and minimize waste.The supply chain begins with suppliers, who provide raw materials and components necessary for production.Effective supplier management involves evaluating and selecting reliable partners, negotiating contracts, and monitoring performance to ensure timely delivery of quality products. Strong supplier relationships are essential for maintaining the stability and efficiency of the supply chain.Production is the next phase, where raw materials are transformed into finished goods. This process requires careful planning and execution, taking into account factorssuch as capacity, demand, and lead times. Effective production management ensures that products are made efficiently, cost-effectively, and to the required quality standards.Logistics, which includes transportation, warehousing, and distribution, is crucial for getting products to customers. Efficient logistics systems minimize transportation costs, reduce inventory holding costs, and ensure timely delivery. The use of advanced technologies like just-in-time delivery, lean logistics, and supply chain analytics can further optimize the logistics process. Sales and customer service are the final links in the supply chain, where businesses engage directly with customers. Effective sales and customer service strategies enhance customer satisfaction and loyalty, driving revenue growth and profitability. A responsive customer service team can also help identify and address issues in the supply chain, improving overall performance.In today's dynamic business environment, supply chain management must be agile and responsive to changes in demand, supply, and market conditions. The integration ofadvanced technologies like artificial intelligence, blockchain, and the Internet of Things is transforming supply chain management, enabling real-time tracking and tracing, predictive analytics, and improved decision-making. However, supply chain management also faces challenges such as risks associated with supplier failure, natural disasters, and geopolitical events. Effective risk management strategies, including diversification of suppliers, contingency planning, and resilience building, are crucial for mitigating these risks and ensuring the continuity of the supply chain.In conclusion, supply chain management is a complex yet critical aspect of modern business operations. It requiresa holistic approach, encompassing all stages of the supply chain from suppliers to customers. By leveraging advanced technologies and implementing effective risk management strategies, businesses can optimize their supply chains, drive growth, and enhance customer satisfaction in a globalized world.**供应链管理：全球视角**在全球化的现代时代，供应链管理已成为任何业务运营的关键方面。
供应链英文专业词汇
ABC clasification ABC分类Acceptable Quality Level 允许水准Accessory 附件Action Report 行动报告Add/Delete BOM 增删材料表Aggregate Planning总体规划Agile Manufacturing 灵活制造Allocated Inventory 保留量Allowance 宽放Alternate BOM 替代材料表American Production and Inventory Control Society 美国产业管理学会Anticipation Inventory 预期库存Assemble to Order 定单组装Automation 自动化Autonomation 自主化Available Inventory 可用库存Available to Promise 可答应量BackFlush 倒冲入账Backlog 待交货Back Order 逾期定单Bill of Labor 人力表Bill of Material 材料表bill of resources 资源表BOM Code 材料表码Bom Explosion 材料表展开Bom Implosion 材料表逆展Bom Structure 材料表结构Budgeted Capacity 预算产量Built-on-the-line parts 线上生产零件Bulk Issue 大批发料Bullwhip Effect 长鞭效应Business Plan 事业计划Business Process Reengineering 企业程序再造Capacity 产量Capacity Control 产量控制Capacity requirement planning产量需求规划Check-in 结入Check-Out 结出Client/ Server Architecture 主从式架构Common part Bom 共享件材料表Computer aided design system 计算机辅助设计系统connected flow 相连材料流consolidated freight 合并货运constraint management 限制因素管理continuous improvement 连续改善continuous production 连续式生产critical capacity 关键产量critical part 关键零件customer order 客户定单customization 客制化customer service level 顾客服务水准cycle count interval 周期盘点区间cycle counting 周期盘点cycle time 周期时间customer relationship management 客户关系管理data flow diagram 数据流程图de-coupling stock 反耦合库存Demand Management 需求管理Demand Rate 需求速率Demand time fence 需求时栅demonstrated capacity 验证产量dependent demand 依赖需求diagnostic test 诊断测试disconnected flow 分离材料流iscret manufacturing 装配式生产distribution center 配销中心distribution requirement planning配销需求规划drum-buffer-rope control DBR管制法earliest start date 最早开工日economic order quantity 经济订购量economic part period 经济量期elimination,combination,rearrangement,simplification ECRS改善法emergency kanban 紧急看板employee empowerment 员工授权employee involvement 员工参与end user computing 使用者自建系统engineering to order 定单设计engineering change 设计变更engineering product structure 工程用产品结构表exception report 企业资料规划enterprise resource planning例外报告executive information system 主管信息系统existence test 存在测试expeditor 催料人员final assembly schedule 最终组装排程finished goods 完成品firm planned order 固定计划定单first in first out 先进先出fixed order quantity 定量批量法flow shop 流程生产工厂forecast 预测forecast horizon预测期间fundamental data 基本资料gateway workstation 投料工作站graphic user interface 图形接口gross requirement 总需求group technology 群组技术hedge inventory 避险库存inbound queue control 输入端队列控制independent demand 独立需求input/output control 输入/输出控制intermittent production 间歇式生产inventory management 库存管理inventory status 库存状态inventory sub-type 库存副型态inventory type 库存型态item 材料(项目)item master 材料主档job 工件,工作job shop 工件生产工厂joint operation 联合作业just in time 及时供补kanban 看板kanban ceiling 看板界限latest start date 最晚开工日lead time 前置时间lead time offset 前置时间冲销least total cost 最低总成本批量法least unit cost 最低单位成本批量法level scheduling 平准化排程level production(linearity) 平准化生产linearity 定率生产load 负荷look ahead/look back 瞻前顾后法lot for lot 逐批批量法lot number 批号lot size 批量lot size inventory 批量库存lot sizing rule 批量法则low-level code 最低阶码maintenance, repair and operational supplies 间接物料make to order 定单生产make to stock 计划生产managerial product structure 管理用产品结构表manufacturing bom 制造单元manufacturing cell 制令单manufacturing order 制造规划与控制manufacturing planning and control 制造资源规划master production scheduling 主生产排程master scheduler 主生产排程员material service sheduling 主服务排程material handling 材料搬运material requirement planning材料需求规划(计划) mean absolute deviation 平均绝对差modular bom 模块材料表modular production 模块化生产mps item MPS 项目mrp crusades MRP 改革运动mrp nervousness MRP不安定性multilevel mps 多阶主生产排程net change 净变法net requirement 净需求offset time 冲销时间one less at a time 一次减一点on-hand inventory 在库量on-order inventory 在途量open system platform 开放系统平台operations planning and control 作业规划与管制operations process chart 作业程序图option 选用件optional bom 选用材料件order interval 订购区间order point 订购点original equipment manuafacturer 原设备制造商outbound queue control 输出端队列控制overflow stockroom 溢量仓parent/component 父件/子件part number 件号part periodic balancing 量期平衡批量法past due 逾期量peg file 溯源文件pegging 溯源period length 期长periodic order quantity 定期批量法periodic review system 定期评估法phantom 幽灵材料phantom bom 幽灵材料表phantom component 幽灵子件picking order 领料单pipeline stock 管路库存plan-do-check-action cycle 计划-执行-检查-行动循环planned order receipts 计划定单收料planned order releases 计划定单发出planning bom 计划材料表planning horizon计划期间planning time fence 计划时栅point of use 使用点primary stockroom 基本仓priority control 优先次序控制priority planning优先次序规划preventive maintenance 预防性维护process flow chart 制程流程图process manufacturing 流程式生产product configuration system 产品构造系统product family 产品族product line 产品线product load profile 产品负荷表product structure 产品结构表product sub-line 产品副线production activity control 生产活动管制production rate 生产速率production plan 生产计划production planning生产规划production run 生产连project-based production 项目式生产projected available balance 预计可用量projected on-hand 预计在库量pseuo bom 假材料表pull signal 拉式讯号pull system 拉式系统purchase order 订购单purchase reuisition 请购单quantity-per 单位用量quick response 快速反应rated capacity 评估产量raw material 原材料reasonableness test 合理测试receiving order 收料单refill kanban 补充看板regeneration 再生法re-order point 再订购点法repetitive manufacturing 重复性生产replacement part 替代件replenishment plan 补充计划replenishment time 补充时间resource profile 资源负荷表resource requirement planning资源需求规划rework kanban 重加工看板rolling kanban 滚动看板rolling schedule 滚动式排程rough-cut capacity planning粗略产量规划route 途程routing 途程表safety stock 安全存量safety time 安全时间safety order 销售定单scheduled receipts 在途量(已订未交量) scarp rate 报废率secondary stockroom 次级仓semi-finished goods 半成品serial number 序号setup 准备作业shop calendar 厂历shop floor 制造现场shop floor control 制造现场控制shop order 制令单significant numbering 显义编号standard coefficient 标准系数stock keeping unit 材料库存单位subsontract order 外包单super bom 超材料单supply chain management 供应链管理synchronized control 同步控制synchronized production 同步生产theoretical capacity 理论产量theory of constraints 限制理论three tier architecture 三层式架构throughtput 产出率time bucket 时段time phased order point 分期间订购点法transferring order 调拨单transportation inventory 运输库存total employee involvement 全员参与total preventive maintenance 全面预防性维护total productive maintenance 全面生产性维护total quality management 全面质量管理two bin system 双箱法two level mps 双阶主生产排程unit of measure 单位visual review system 目视评估法where-used report 用途表WIP inventory 在制品库存WIP tracking 在制品追踪work flow control system 工作流程控制系统work-in-process 在制品yield 良品率Common Terms in Newspapers ：accredited journalist n. 特派记者advertisement n．广告．advance n．预发消息；预写消息affair n．桃色新闻；绯闻anecdote n．趣闻轶事assignment n．采写任务attribution n. 消息出处，消息来源back alley news n. 小道消息backgrounding n．新闻背景Bad news travels quickly. 坏事传千里。
供应链金融的介绍
Risk mitigation
Securing the supply chain
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Key benefits for the buyer
Cash flow optimization
Payment Assurance
Reduced risk of discrepancies & disputes Improved cash flow forecasting Increased competitiveness Optional ability to trigger payment
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BP Chemicals case BPO based on invoice data
Company profile
• 2010 Revenues of approx. USD 14 bn • Revenue created for approx. 50% in Asia • Trade account receivables of 1.4 bn EUR (consolidated receivables only) • More than 600 clients worldwide
… and powered by Payables SWIFT's finance Trade Services Utility (TSU) & Correspondent Banking network
Risk mitigation
10
Key benefits for the seller
Cash flow optimization
Risk mitigation
英语作文-快递服务行业的全球供应链与国际物流
英语作文-快递服务行业的全球供应链与国际物流In the realm of global commerce, the express service industry plays a pivotal role, connecting markets and businesses across continents with remarkable efficiency. The intricate web of global supply chains and international logistics is the backbone of this sector, ensuring that goods move seamlessly from one corner of the world to another.The express service industry has evolved significantly over the years, adapting to the ever-changing demands of global trade. At its core, the industry relies on a network of suppliers, transporters, warehouses, and retailers, all synchronized to deliver products in the shortest possible time. This network is supported by sophisticated logistics, which involves the planning, implementation, and control of the movement and storage of goods.One of the key components of this system is the global supply chain. It encompasses various stages including sourcing raw materials, manufacturing, distribution, and finally, delivery to the consumer. Each stage is crucial and requires precise coordination to ensure that the entire chain functions effectively. The rise of e-commerce has only amplified the importance of efficient supply chains, as consumers now expect faster delivery times than ever before.International logistics, on the other hand, deals with the complexities of moving goods across international borders. It includes a range of activities such as customs clearance, import and export regulations, and international freight forwarding. Logistics providers must navigate through a maze of laws and regulations, which can vary significantly from one country to another.Technology has been a game-changer in this industry. The use of data analytics, artificial intelligence, and machine learning has enabled companies to predict demand, optimize routes, and manage inventory with unprecedented precision. Tracking systems allow both businesses and consumers to monitor their shipments in real-time, providing transparency and enhancing trust in the process.However, the industry is not without its challenges. Geopolitical tensions, trade disputes, and environmental concerns are just a few of the issues that can disrupt supply chains. The recent pandemic has also highlighted the fragility of global logistics, with many companies scrambling to adapt to new realities such as border closures and reduced air freight capacity.In response to these challenges, the industry is continually innovating. Sustainable logistics practices are being adopted to reduce the environmental impact of shipping. Companies are also diversifying their supplier base and exploring alternative transportation methods to build more resilient supply chains.In conclusion, the express service industry is a testament to human ingenuity and our ability to connect the world through commerce. The global supply chain and international logistics are not just about moving goods; they are about bridging distances, cultures, and markets. As the world continues to grow more interconnected, the role of this industry will only become more vital, ensuring that no matter where you are, the products you need are just a shipment away. 。
全球供应链金融【外文翻译】
外文翻译原文Global Supply Chain FinanceMaterial Source: /wiki/Global_Supply_Chain_FinanceAuthor: WikipediaA global supply chain refers to the network created among different worldwide companies producing, handling, and distributing specific goods and/or products.Global supply chain finance refers to the set of solutions available for financing specific goods and/or products as they move from origin to destination along the supply chain. It is related to a quickly growing use of a battery of technologies and financial business practices that allow for Dynamic Payables Discounting.Contents1 Overview2 Benefits of GSCF3 The Role of the GSCF “Translator”4 Global Supply Chain Finance Solution SetOverviewWith the supply chain lengthening as a result of globalization and offshore production, many U.S. companies have experienced a reduction of capital availability. In addition, the pressure faced by U.S. companies to improve cash flow has resulted in increased pressure on their overseas suppliers. Specifically, non-U.S. suppliers receive pressure in the form of extended payment terms or increased working capital imposed on them by large U.S. buyers. The general trend toward open account from letters of credit has further contributed to the problem.As a result, there is a need for global supply chain finance (GSCF) solutions. The market opportunity for a GSCF solution is significant. The total worldwide market for receivables management is US$1.3 trillion. Payables discounting and asset-based lending add an additional US$100 billion and US$340 billion, respectively. Only a small percentage of companies are currently using supply chain finance techniques, but more than half have plans or are investigating options to improve supply chain finance techniques.While buyers are extending payment terms to their suppliers, the suppliers often have limited access to short-term financing and, therefore, a higher cost of money. This cost-shifting to suppliers results in a financially unstable and higher-risk supply base. Overall, the benchmark report showed that companies should be pursuing three key areas of improvement: GSCF financing; GSCF technology; and GSCF visibility.Best-in-class companies are more likely than their peers to have a cross-functional team of purchasing, supply chain, and finance professionals managing their GSCF programs. Pay Stream Advisors, a Charlotte, NC based consultancy has developed an Eight Point guideline how to build a Supply Chain Finance Program. Best-in-class companies also are achieving better performance, such as a 10-day advantage in their cash conversion cycles. In other words, these companies are unlocking the trapped value in the financial supply chain by implementing new GSCF techniques and taking advantage of third-party GSCF experts.Benefits of GSCFThe role of GSCF is to optimize both the availability and cost of capital within a given buyer-supplier supply chain. It does this by aggregating, packaging, and marrying this information with the physical control of goods. The coupling of information and physical control enables lenders to mitigate financial risk within the supply chain. The mitigation of risk allows more capital to be raised, capital to be accessed sooner or capital to be raised at lower rates.The need to increase capital or inject capital into the supply chain more quickly is being caused by several factors: 1.) Market trends with respect to the global supply chain have caused companies to demand an integrated approach/solution to physical and financial supply chain challenges: a.) Buyers are looking to optimize their balance sheet by delaying inventory ownership. b.) Suppliers are looking to obtain funds earlier in the supply chain at favorable rates, given buy ers’ desire to delay inventory ownership. c.) middle-market companies are looking to monetize non-US domiciled inventory to increase liquidity. d.) There is wide interest in integrated supply chain finance solutions. 2.) Globalization of the United States and Western Europe’s manufacturing bases has resulted in fewer domestic assets that can be leveraged to generate working capital. 3.) Most small and medium suppliers to U.S. and European businesses are located in countries that lack well-developed capital markets. Without access to efficient and cost-effective capital, productioncosts increase significantly or the suppliers go out of business. 4.) Letters of credit, a long-standing method of obtaining capital for suppliers in less developed countries, are on the decline as large buyers are forcing suppliers to move to open account. 5.) There is a desire to ensure stability of capital as supply chains elongate. Another Asian financial crisis (such as the one in 1997) would severely disrupt U.S. buyers’ supply chains by making capital unavailable to their suppliers.The Role of the GSCFPhysical and informational controls are the keys to a GSCF solution. There is a need for logistics providers and financial services firms to join together to develop precise visibility tools that provide CFOs and global supply chain managers with the data they need and lenders with the collateral security required to provide capital. In fact, according to a November 2006 study conducted by the Aberdeen Group, large companies are four times more likely to be planning to spend over US$500,000 in supply chain finance technology over the next 18 months. Once a robust information-based system is established, trading partners, logistics companies, and banks need to be able to access the information quickly and efficiently.The starting point for information about goods being transported must be the entity that is transporting the goods –the supply chain services provider, transportation companies, and/or logistics partner. These are the entities that have the physical control of the goods while in the supply chain. Access to this information is a must from a demand planning perspective. Knowing where the goods are in transit, the financial services provider can more confidently extend financing at various milestones within the supply chain.There is a critical role missing in this equation, however, and that is the supply chain finance “translator” –the entity that is experienced in both logistics/transportation and financial services. The translator is the subject matter expert, if you will, that can bring all entities to the table –transportation and logistics; banks; buyers; and sellers and speak the various languages and understand the needs of each party. In addition to participating in the financial transaction, the translator can help bridge the information divide between the physical and financial worlds, providing critical analysis about the information being collected from the supply chain.Global Supply Chain Finance Solution SetSome of the product solutions that could be sold under the banner of Global Supply Chain Financing include, but are not limited to: 1.) Global Asset Based Lending (GABL) - Enables middle market companies to monetize off-shore or in-transit inventory. This results in increased liquidity to this class of borrower, 2.)Inventory Finance - Enables companies that supply to large buyers to secure financing on inventory that they are required by buyers to hold. This results in an improvement in the net cash conversion cycle for the buyer while providing the supplier with capital at a reduced rate. 3.) Receivables Management Services - Provides third-party outsourcing of receivables management and collections process. It also provides financing of those receivables and guarantees on the payment of those receivables. 4.) Payables Discounting -Provides third-party outsourcing of the payables process and leverages a buyer’s credit quality to obtain favorable financing rates for suppliers. This results in lower cost of capital for the supplier, a portion of which can be passed on to the buyer. 5) Insurance - Further mitigates trade risk through cargo, credit, and transaction dispute insurance.Because of the complexities surrounding the sharing and transferring of data, the need to physically control the goods, and to maintain visibility throughout the fulfillment supply chain, transportation and logistics providers such as UPS [UPS Corporation] have unique capabilities to support and provide SCF services to Global Organizations due to their access to the shipping data and capabilities as a lender. In these unique situations, UPS as a translator can participate in the lending as well as collaborate with other lenders in helping to extract costs from the supply chain and ensure that the physical and financial supply chains are synchronized.Traditionally, Dynamic Payables Discounting, the early payment of trade payables in advance of the invoice due date, has been only related to invoices that are already approved. Given these discounted payments are paid post-goods receipt and approval, they don't carry any transaction risk which is common in cross border trade. Given the complexities of modern financing and payment techniques, including Invoice Automation and Discount Management initiatives need a framework to ensure that programs are approached on a strategic basis which bridges the Supply Chain, Purchasing, Accounts Payable and Finance organizations. Pay Stream’s analysts have introduced such to help enterprises implement integrated features to maximize benefits.译文全球供应链金融资料来源: /wiki/Global_Supply_Chain_Finance作者：维基百科全球供应链是指在生产，处理不同的公司所创造的全球网络，并分配特定商品和/或产品。
供应链融资：优化供应链的资金流动外文翻译
供应链融资：优化供应链的资金流动外文翻译外文题目:Supply chain finance: optimizing financial flows in supply chains出处:Springer-Verlag 2009作者:Hans-Christian PfohlMoritz Gomm原文:Supply chain finance: optimizing financial flows in supply chains AbstractIssues related to flows of goods and information are frequently discussed in the logistics and Supply Chain Management literature. But, only few contributions are exploring the financial flows associated with supply chains. This article reviews the state-of-the-art of research regarding financial flows in supply chains. In doing so, it becomes apparent that an explicit examination and optimisation of the cost of capital has been missing so far. In order to close this gap, a conceptual framework and a mathematical model of ‘‘Supply Chain Finance’’ is proposed1.Supply chain finance?research gapSupply chain management SCM is applied in today’s business world to optimise the flows of goods, information, and the financial flows within and between companies by functional and cross-companyintegration.1 In the past, academic papers regarding SCM mainly dealt with the design and optimisation of the flows of goods and information.The financial flows between companies of the supply chain, however, were often neglected and have only recently found greater attention in the academic SCM literature.This paper analyses the role of financial flows in supply chains and the impact SCM can have on optimising such flows in terms of capital cost. A framework for the financial aspects of SCM is developed. Furthermore, a mathematical model is proposed to explain financing activities across supply chains, which are referred to as ‘‘supply chain financing’’ SCF. The basic idea of the model is that supply chain information can be used to decrease investment risks and thus capital costs of financing projects within supply chains.First, in this paper, supply chain flows are analysed, and the role of financial aspects are discussed on the basis of a preliminary review of related literature. It is shown that the cost of capital in supply chains has been mostly neglected so far. The following part of the discussion Sect. 3 proposes a supply chain finance framework. It covers the objects, actors, and levers of supply chain financing. Finally, in part 4, a mathematical model is developed to better understand to what extent financial SCM can contribute in decreasing the capital costs. The paper closes with a discussion of the results.2. Literature review on financial flows in SCMSupply chain management is an interdisciplinary management concept which is based on the idea of holistic optimisation of the various flows constituting a supply chain.There are numerous suggestions about the kinds and levels of flows to be considered in the literature. Pfohl distinguishes between flows of information, rights, goods and financial flows. Croom et al.differentiate between goods, financial resources, human resources, information, knowledge, and technologies as ‘‘elements of exchange’’. Cooperet al. include the flows of material, goods, and information in one direction, and reverse flows of information and financial resources. Mentzer et al. consider products, services, information, financial resources, information about demand, and forec asts as ‘‘supply chain flows’’ With respect to the range of activities covered in SCM, the logistics channel as well as the marketing channel are usually considered, i.e. the channel of interaction of a company with its sources of supply and sales markets. For the purposes of this discussion, the relevant fabric of flows is summed up under the notions of the flow of goods,the flow of information, and the financial flow, as shown in Fig. 1 Reviewing the academic contributions on SCM regarding the optimisation of financial flows, again a number of different approaches are found. Pfohl et al. denominate the flow of financial resources as the ‘‘financial supply chain’’ and locate the latter atthe interface between the fields of logistics and finance. They examine the management of the net current assets as an important issue within the scope of SCM. Beyond the optimisation of the flow of goods with a focus on the physical reduction in stocks, they analyse the instruments of cash management As primary levers for management, they consider optimal timing of activities, the control of receivables, liabilities, and advance payments. Moreover, the optimisation and support of the inventory and cash managements are described within the scope of process managementStemmler and Seuring were amongst the first authors to use the term ‘‘supply chain finance’’. They speak of the control and optimisation of financial flows induced by logistics. Logistically induced financial processes comprise inventory management, the handling of the logistically induced financial flows as well as the supporting processes with an immediate reference to logistics as, for example, the insurance management for stocks.Another approach to the optimisation of financial flows within supply ch ains is ‘‘logistics financing’’ as defined by Stenzel: the ‘‘[…] active marketing of financial services in addition to logistics services by logistics service providers.’’ This opens up another field of competence for logistics service providers within the scope of financing logistics structures. In this context, Steinmu¨ llerexamines possibilities to finance logistics real estate and Feinen particularlydeals with the leasing of logistics real estates. The term ‘‘Financial Chain Management FCM’’, which is also used in the context of financial flow research, has to be seen in contrast to the term supply chain finance. The former has particularly come to be known in literature and practice in connection to software products by SAP AG and is defined as the sum of the ‘‘financial flows in and across companies’’. The processes that have to be managed by the FCM are thus reduced to the processing steps of the business initiation and business transaction processes. FCM is supposed to optimize cross-company financial processes using collaborative and automatic transactions between suppliers, customers as well as financial and logistics service providers. Consequently, a decisive role is attributed to information and communication technology, so that mainly the flows of information or documents are affected. A common ground for the contributions in the literature is the focus on the financial impact of SCM upon the value chain in terms of inventory, process, and cash management or by means of synchronisation and collaboration. These variables affect the free cash flow of each company involved by increased sales or decreased costs as well as the cost of capital by reduced assets. The explicit consideration of the influence of SCM measures on the capital cost rate, however, has been lacking so far cf. Fig. 2. Considering the growing importance of value orientation in management, this is methodically as well as practically critical sincethe capital costs are determined by the assets to be financed and the capital cost rate. This reveals a gap in research, which this paper targets at: how can SCM contribute to decrease the capital costs in terms of the capital cost rate.The following part of the argument examine how the supply chain of a company can contribute to more costeffective financing. Inter-company financing within the supply chain is called ‘‘supply chain finance’’ and is defined here as: Supply chain finance SCF is the inter-company optimisation of financing as well as the integration of financing processes with customers, suppliers, and service providers in order to increase the value of all participating companies. The task of SCF is to save capital cost by means of better mutual adjustment or completely new financing concepts within the supply chain?eventually in combination with a changed role or task sharing. In order to substantiate this term, a conceptual framework will be developed in the following 3 A conceptual framework of supply chain financeIn order to conceptualise the term supply chain finance, it has to be examined which assets objects within a supply chain are actually financed by whom actors and on whatterms levers. These three dimensions add up to the framework of the supply chain finance译文:供应链融资:优化供应链的资金流动摘要有关货物和信息流的问题经常在物流与供应链管理的文献中讨论。
UPS供应链金融
Global Supply Chain Finance
SuccesStory.ppt
1
UPS Capital Global Supply Chain Finance
• We leverage UPS Supply Chain services and information to provide financing and risk mitigation tools at varying points within the supply chain. We offer working capital and term financing solutions to address a company’s needs around accounts receivable, accounts payable, and inventory and capital equipment.
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Global Supply Chain Finance
SuccesStory.ppt
2
UPS Capital
Equipment Buyer Credit (Medium Term):
• Equipment Buyer Credit (EBC) is core product offered in growth markets. • Direct U.S. dollar loans to growth market companies to finance purchases of U.S. capital equipment. • Work closely with Export Credit Agencies (ECAs), such as the ExportImport Bank of the United States. We also work with other ECAs. • Amount eligible for financing is typically for 85% of contract value. Cofinance arrangements between ECAs could increase amounts eligible for financing. • Loan amounts range from US$150 thousand to US$50 million. • Repayment terms range from three to fifteen years, depending on loan amount and type of equipment.
外文翻译--供应链金融：银行加强客户关系的新贸易方式
外文题目：SUPPLY CHAIN FINANCE :A new way for trade banks to strengthen customer relationships出处：cgi’s trade services group作者：Kitt Carswell原文：SUPPLY CHAIN FINANCE :A new way for trade banks to strengthencustomer relationshipsExecutive SummaryDriven by a range of pressures, organizations must increasingly source and sell globally. Yet moving from regional to global sourcing has had a negative effect on these organizations' Working Capital and supply chain performance. As a result, they are looking to their banks to optimize their financial supply chains, including offering new technologies, bank-assisted Open Account instruments, and new payables and receivables financing approaches.Although this is new territory for trade banks, it represents a unique opportunity for them to transform from providers that meet only a fraction of their customers' trade needs to full partners that provide solutions across their customers' entire supply chain.Supply Chain Finance gives trade banks the tools they need to align their offerings with their customers' evolving supply chain needs. This paper provides background on the growing importance of Supply Chain Finance (SCF), delving into the key elements and available options from which these solutions are crafted and implemented.While the market for SCF is still in the early stages of development, innovative banks already have made heavy investments in it and others will be quick to follow.BackgroundThe effect of globalization on customers' supply chainsIn an increasingly global marketplace, it is more challenging than ever for corporations to keep their competitive edge.Due to the inability of tracking shipment of orders, buyers cannot accurately predict when shipments will arrive or payments are due.To compensate, buyers are holding higher levels of inventory to prevent outages and cash to ensure funding is available to meet payment obligations. Yet pressing sellers for longer payment terms has increased prices, eroded relationships with sellers, and decreased the stability of the buyers' supplier base.The same dynamics make it difficult for sellers to obtain timely payments. Typically, they must wait at least 45 days for payment, and sometimes as long as 90 or 120 days. Due to their geographic location and size, sellers typically lack access to reasonably priced short-term financing. Pressure from buyers to lengthen payment terms only intensifies the situation, which often results in higher prices or an inability to continue as a supplier. The result is a financially unstable and higher-risk supplybase.Demand for increased flexibility and more choicesLetters of Credit and Documentary Collections are the traditional Trade Finance instruments used by sellers to mitigate buyer's risk and obtain financing. While these payment methods will continue to play a role in Trade Finance, their importance has eroded by about five percent per year over the past five years. Buyers and sellers alike find them complicated, time consuming and expensive to use.To mitigate the situation, buyers and sellers are moving to another form of trading which is faster, easier and less costly: Open Account. This reduces the need for the risk-mitigating buyer features found in traditional Trade Finance products.In traditional Open Account trading scenarios, sellers ship their goods and send an invoice to the buyer. In turn, the buyer pays the seller's invoice by check or electronic payment. Unlike Letters of Credit and Documentary Collections, trade banks' involvement in this process has been restricted to processing checks and payments, which provides no insight into their customers' supply chains.Open Account trading currently represents 85 percent of global trade transactions, reducing the role of traditional Trade Finance to about 15 percent. As a result, banks' participation in their customers' trading is steadily declining-confining banks to an ever smaller slice of their customers' overall trade business.Faced with the complex requirements of their extended supply chains, corporations are looking for help. An Aberdeen Group study conducted in 2006 found that 90 percent of enterprises addressing their global supply chain technology as “inadequate to provide the corporate finance function with the timely information it requires.” 1 As a result, bank customers are looking for creative new ways to increase responsiveness, visibility, efficiency, cost optimization, liquidity and predictability across their supply chains.As a result of the long-term trusted role that banks have traditionally played, their customers are looking to them to help optimize their financial supply chains - including offering new technologies, bank-assisted Open Account instruments, and new payables and receivables financing approaches.Supply Chain FinanceIntroducing Supply Chain Finance (SCF)Aberdeen Group defines Supply Chain Finance (SCF) as “a combination of Trade Financing provided by a financial institution, a third-party vendor, or a corporation itself, and a technology platform that unites trading partners and financial institutions electronically and provides the financing triggers based on the occurrence of one or several supply chain events.”The overall goal of SCF is to optimize Working Capital throughout theend-to-end supply chain for both buyers and sellers.The features and benefits of Supply Chain Finance include:• Helping the buyer optimizes the supply chain by offering bank-assistedOpen Account processing, buyer-backed and direct seller financing.Purchase Order and Invoice Data Management, and data matching across Open Account, bank assisted Open Account and Letters of Credit• Meeting the seller's export finance needs for pre-shipment, shipment andpostshipment financing from the seller's bank for Export Letters of Credit andOutward Collections, and from the buyer's bank for bank-assisted Open Account and Import Letters of Credit• Providing liquidity to sellers through receivabl es financingArmed with these capabilities, banks can offer SCF solutions that enable their customers to lower costs and create financial stability in their end-to-end supplychain-and create deeper and broader customer relationships in the process.Key elements of Supply Chain Finance solutionsKey elements of SCF include Purchase Order / Invoice Data Management, bankassisted Open Account, Open Account Payment, Export / Seller Finance andbuyerside finance.Purchase Order / Invoice Data ManagementGlobal trade transactions revolve around Purchase Orders, Invoices and other nonbank documents. Letters of Credit, Documentary Collections and bank-assisted Open Account instruments simply provide added benefits.Incorporating Purchase Order and Invoice data into traditional Trade Finance and creating new Open Account solutions around them allows banks to provide strong offerings that align with corporations' view of the Supply Chain Finance. The first step is to work with the customer to obtain access to Purchase Order and Invoice Data. This can be accomplished through portal uploads or back-office integration.Once the data is available, banks can offer a range of services, including:• Purchase Orders / Invoices linking Open Account and Trade Finance instruments. Banks can link Purchase Orders and Invoices to their Open Account and Trade Finance instruments, with the objective to integrate Purchase Order terms to the instrument and/or to provide the underlying basis for financing.• Invoice Matching Service.Banks also can match Invoice Data against Purchase Orders to identify mismatches. Mismatches are then handled as appropriate for the type of instrument to which the Purchase Order is linked. Matching can be done at a high level, matching key data only, or can be executed in more depth. For example, Swift recently introduced their Trade Services Utility (TSU) to provide its member banks with a deep matching service they can embed within their trade applications.• Purchase Order Tracking.As a result of invoice matching, the bank can track the status of Purchase Orders and their remaining balances on behalf of the customer. This information can be provided back to the customer via various channels, such as front-end systems and back-office integration.译文：供应链金融：银行加强客户关系的新贸易方式在压力驱动下，组织必须增加资源和全球销售。