供应链管理系统双语英文判断和选择翻译
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
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.。
供应链管理系统双语英文翻译
1) A supply chain includes only the organizations directly involvedin supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。
Answer: FALSE2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. Answer: TRUE供应链由所有各方，直接或间接参与，满足客户要求。
3) A supply chain could be more accurately described as a supply network or supply web.Answer: TRUE供应链可以更准确地描述为供应网络。
4) The objective of every supply chain is to maximize the overall value generated. TRUE每一个供应链的目的是生成的整体价值最大化。
5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain. Answer: FALSE每一个供应链的目标是最大化为供应链的制造组件生成价值。
6) Every supply chain must include all 5 stages. Answer: FALSE每个供应链必须包括所有 5 个阶段。
7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. Answer: TRUE供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。
供应链管理外文翻译——Supplychain
1 供应链管理理论、实践及未来的挑战供应链相关理论很明显大部分大部头文章的注意力日益增多的集中在供应策略、业务策略和供应链管理含义的确定上即通常集中在断言他们是什么这样的问题上。
当前所描绘的SCM规范是三个要素的结合体现象、惯例和未来的发展趋势。
现象争议来源于研究范围和侧重点的不同。
一些学者公开宣布他们使用的是供应链管理和采购术语的“同义词”Stuart1997其务实的态度可能会受到很大的赞扬但是与一个作用和一个过程的证明类似似乎某些时候会错过许多供应链或网络管理思路。
另一些人显然有更宽泛的理解举例来说精益供应的做法侧重于“汽车装配的采购活动及组成部分和组件系统制造商的供应活动”Lamming1996年183页。
因此莱明倾向于更广泛的“供应管理”概念。
一些采购供应链管理专家将SCM看作是与供应商的一种发展关系GiuniperoBrand1996年另一人则认为良好的供应管理还不够还要有一个额外的、更广泛、更综合、涵盖一切的系统这个系统包括采购、运输以及销售的最终用户Davis1993年。
在关于定义和描述的争论中我们最终还是返回重新定位专业和职能例如运行管理和物流学。
我们认同采用建构主义的价值探讨行动者本身如何从事有意义的决策而不是试着重新构建。
通过后面这种方法我们便有机会探讨理想的实践主义者和推动者之间的界限以及他们如何有关方面在诠释他们的首要目标、活动范围和职责分配。
这种做法的价值在于并不否认理论和模型在常规供应管理中的贡献。
惯例当从理论向解决办法转化时问题就出现了有利的属性经常归因于某些特点。
例如一个定义表明如果通过电子手段或网络连接的所有供应链能够促进物流和信息流有效和高效的流动那么都可以被认为是真正的时尚ChandrashekarSchary1999年27页 2 有些惯例特别是源于实践的方法具有优越性。
源于丰田公司及其供应商的IMVP引领的精益的生产方式可以说就是这种类型。
另一个例子也许是许多定制和敏捷性的例子Pine 1993年Goldman等1995年 Meier和Humphreys 1998。
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。
供应商选择和管理程序-中英文对照
Supplier Selection and Management Procedure 供应商选择和管理程序1 Purpose 目的：To define the methodology to select, assess, approve new suppliers and manage supplier to ensure uniformity across the group and that all purchased productconforms to the purchase requirements of NAILI.定义如何选择、评估、批准和管理供应商。
2 Scope 范围：All parts and services contribute to products that sold to Customers including Raw material, Subcontracting parts, Services and Other Products.所有作用于销售给客户产品的原材料、零部件和服务，包括外包合同、零件、服务和其他的产品。
3 Definition定义：None 无4. Responsibility职责:Purchasing department is responsible for sourcing, preliminarily assessing,recommending, auditing, manage new suppliers and steer price determination.采购部负责寻找,初评,推荐,审核,管理供应商及跟进价格确认流程。
R&D department is responsible for audit new suppliers to confirm their technicalcapability.产品开发部负责审核新供应商以确认其技术能力.Quality department is responsible for preliminarily assessing, audit new suppliers to confirm their quality assurance capability and incoming control。
供应链 英文加翻译
Leading a Supply Chain Turnaround领导供应链周转Five years ago, salespeople at Whirlpool said the company's supply chain staff were "sales disablers." Now, Whirlpool excels at getting the right product to the right place at the right time-while keeping inventory low. What made the difference?五年前，在Whirlpool的销售人员表示，该公司的供应链的工作人员“销售残疾人”。
但是现在，Whirlpool擅长将正确的产品销售在正确的地方在正确的时间，同时保持低库存。
是什么产生了这样的区别？Things would be very different today-for me, my colleagues, and my company- if the votes of Whirlpool's North American leadership team had swung in a different direction on May 3, 2001. It was a move I hadn't expected; Mike Todman, our executive vice president at the time, decided to go around the table and ask each member of his staff for a thumbs-up or thumbs-down on the investment that Paul Dittmann and I had just formally proposed. Did I look worried? I can't imagine I didn't, even though we'd spent hours in individual meetings with each of them, getting their ideas and buy-in. We thought we had everyone's support. But the facts remained: Our proposal had a bigger price tag than any supply chain investment in the company's history. We were asking for tens of millions during a period of general belt-tightening. Some of it was slated for new hires, even as cutbacks were taking place elsewhere in the company. And Paul and I, the people doing the asking, were coming from the supply chain organization.如果惠而浦在北美的领导团队在5月3日，2001年投票朝向不同的方向上，那么今天，对我来说，我的同事，我的公司，事情变得非常不同的。
商务英语笔译之供应链管理
UNIT 11
供应链管理
Part I 翻译任务
Introduction to Supply Chains
The first goal of this book is to focus on supply chain architecture by focusing on four specific concepts, i.e., the Four Cs of supply chain management. These Four Cs are chain structure, capacity, coordination mechanisms, and competitiveness. Choices made regarding each of these Four Cs generate possible supply chain architectures. The next goal of this book is to focus on applications of these concepts to manage transactions within the supply chain architecture. Consider the functional transactions within a supply chain. Functional transactions refer to flows due to transportation, purchasing, warehousing, spare-parts management, recycling flows, and so on. Sector-specific applications will focus on details of transactions for industry-specific supply chains such as the grocery, apparel industry, humanitarian logistics, and developing country supply chains. For each of these flows, use of the Four Cs concept will enable us to understand how these transactions can be managed and performance improved or optimized. The final goal of the book is to provide tools that can be used to manage and improve performance of a supply chain. These tools include simulation models, linear programming models, and calculus-based models. By permitting a quantitative estimate of the impact of improvements to the supply chain, these tools will enable management to get a forecast of the relative quantitative impact of alternate choices in managing the supply chain.
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
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。
供应链管理外文翻译
毕业论文材料：英文文献及译文课题名称：电子商务环境下XX公司供应链管理研究IIMB Management ReviewVolume 23, Issue 4, December 2011, Pages 234–245 Sustainable supply chain management: Review and research opportunitiesSudheer Gupta Omkar D. Palsule-DesaiAbstractAnthropogenic emissions likely pose serious threat to the stability of our environment; immediate actions are required to change the way the earth’s resources are consumed. Among the many approaches to mitigation of environmental deterioration being considered, the processes for designing, sourcing, producing and distributing products in global markets play a central role. Considerable research effort is being devoted to understanding how organisational initiatives and government policies can be structured to facilitate incorporation of sustainability into design and management of entire supply chain. In this paper, we review the current state of academic research in sustainable supply chain management, and provide a discussion of future direction and research opportunities in this field. We develop an integrative framework summarising the existing literature under four broad categories: (i) strategic considerations; (ii) decisions at functional interfaces; (iii) regulation and government policies; and (iv) integrative models and decision support tools. We aim to provide managers and industry practitioners with a nuanced understanding of issues and trade-offs involved in making decisions related to sustainable supply chain management. We conclude the paper bydiscussing environmental initiatives in India and the relevance of sustainability discussions in the context of the Indian economy.Keywords∙Sustainable supply chain management;∙Green supply chains;∙Closed-loop supply chains;∙Sustainability;∙Extended producer responsibility;∙Emissions tradingIntroductionA broad consensus has by now emerged that anthropogenic emissions pose serious threat tothe stability of our environment, and that the resulting changes will affect our ecosystem by disrupting food and water supplies, submerging coastal wetlands, and causing severe weather patterns and species extinction. The global average temperature has been rising since the early 1900s, and has risen by more than 0.5 °C in the last 50 years alone, with an accompanying rise in global average sea levels and drop in Northern Hemisphere snow cover (IPCC, 2007a). Decades of careful data collection, analysis and projections by groups of scientists and researchers around the world have confirmed that the world faces severe changes with an expected 2–4 °C rise in global average temperature by the year 2100: 30–40% of the species could be extinct, close to a third of global coastal wetlands are in danger of being submerged, millions of people will likely face food and water shortages, andmany densely populated areas of the world, including many parts of Asia, will face higher rates of morbidity and mortality from heat waves, floods and droughts (IPCC, 2007b).A large part of the blame has been attributed to the six greenhouse gases (GHGs) that are known to trap heat into the earth’s atmosphere and contribute to a rise in global temperature: primary ones being carbon dioxide, methane, and nitrous oxide. As measurements have shown, concentrations of GHGs in the earth’s atmosphere have been relatively stable over the last 10,000 years (at between 250 and 300 parts per million). However, in the last 150 years or so—since the beginning of industrial revolution—concentrations of carbon dioxide in the atmosphere have shot up by more than 30% (from less than 300 ppm to close to 400 ppm), and concentrations of methane have almost doubled (IPCC, 2007a). Several large scale model projections have shown that a business-as-usual scenario, with no changes in our production methods and consumption habits, will lead to an imbalance in the ecosystem and damage the stability of our environment.There is an obvious need for urgent action to change the way we consume the earth’s resources. Among the many approaches to mitigation and adaptation being considered, the processes for designing, sourcing, producing and distributing products in global markets play a central role, as these activities account for a bulk of the resources consumed and the environmental impact. For example, in the United States, industrial activities account for about a third of fossil fuel related carbon dioxide emissions; another 40% are accounted for by transportation (EPA, 2007). Evidently, design and management of supply chain activities is a primary factor in promoting environmental sustainability.In this paper, we review the current state of academic research in designing and managing sustainable supply chains, and provide a discussion of future directions and research opportunities in this rapidly evolving field. In Section 2, we provide a definition and description of Sustainable Supply Chain Management. In Section 3, we summarise and discuss existing classifications and reviews of research in this field, and describe how our perspective differs from those in the literature. Section 4 presents the bulk of recent research in this area that fits our integrative perspective, summarised under four broad categories: (i) Strategic considerations; (ii) Decisions at functional interfaces; (iii) Regulation and government policies; and (iv) Integrative models and decision support tools. We conclude in Section 5 with a discussion of some environmental initiatives in India and the relevance of sustainability discussions in the context of the Indian economy.Sustainable Supply Chain Management (SSCM)We define Sustainable Supply Chain Management (SSCM) as a set of managerial practices that include all of the following:●Environmental impact as an imperative;●Consideration of all stages across the entire value chain for each product; and● A multi-disciplinary perspective, encompassing the entire product life-cycle.This definition implies a few broad themes in our perspective on environmental sustainability. First, firms must view environmental impact of their activities as an integral part of decision-making, rather than as a constraint imposed by government regulation or social pressure, or as a fad to exploit by app earing to be “green”. Second, firms must pay attention to environmental impact across the entire value chain, including those of suppliers, distributors, partners and customers. Third, firms’ view of sustainability must transcend a narrow functionalperspective and encompass a broader view that integrates issues, problems and solutions across functional boundaries.In keeping with this definition, our review of the literature on SSCM adopts a firm perspective, rather than societal or policy-makers’ perspect ive, and focuses on organisational decisions related to the entire product life-cycle that involves design, production, distribution, consumer use, post-use recovery and reuse. We do not limit ourselves to literature in any one academic discipline; rather, we focus on interactions across functional areas including corporate strategy, product design, production and inventory management, marketing and distribution, and, regulatory compliance.The paper is intended to provide managers and industry practitioners with a nuanced understanding of issues and trade-offs involved in making decisions related to SSCM. The paper is also intended to provide management researchers with a summary of the current state of the art in SSCM research, and a roadmap for future research directions.SSCM research: reviews and classificationSeveral excellent reviews have been written over the years that examine various aspects of SSCM-related research. While these reviews adopt different perspectives from ours, readers interested in exploring a particular aspect of SSCM would find them useful. For instance, many of the existing reviews explore the SSCM literature for implications of environmental concerns on firm’s individual functions involving activities such as product design, prod uction planning, or inventory management. On the contrary, we examine the existing studies from a value-chain perspective, and discuss environmental concerns in managerial decisions acrossfunctions. Moreover, most of the existing reviews cover literature that is, in some cases, over a decade old. Our review focuses on more recent research in this fast changing and growing field.Early research efforts in SSCM were largely devoted to understanding the technical and operational considerations inherent in collecting, testing, sorting, and remanufacturing of returned products. Research in this domain can broadly be classified under the following headings: (i) Production planning, scheduling and control; (ii) Inventory management; and (iii) Reverse logistics. While research in these areas continues, given the availability of excellent reviews covering this domain, we will abstract from these issues in our review, and encourage the readers to consult the papers mentioned below.In an early review of the literature, Greenberg (1995) surveys the use of mathematical programming models for controlling environmental quality, focussing on air, water, and land. The paper is limited to general equilibrium models with multiple decision making agents, where an equivalent mathematical program can be formulated to compute a fixed point. The review provides an annotated bibliography with more than 300 papers, and identifies many research avenues for studies using mathematical programming in addressing environmental concerns. Fleischmann et al. (1997) focus on quantitative models of reverse logistics, and subdivide the literature in three areas: distribution planning, inventory control, and production planning. For each of these areas, the authors discuss the implications of the product reuse efforts being explored at the time, review the mathematical models proposed in the literature, and point out the areas in need of further research. Carter and Ellram (1998) also focus on reverse logistics, but present a more holistic view that includes the reduction of materials in theforward system in such a way that fewer materials flow back, reuse of materials is made possible, and recycling is facilitated. The paper develops a broadened view of the role of logistics personnel in reverse logistics, and identifies gaps where future research is needed. In particular, the authors identify important players and influencing factors (internal, external and environmental) involved in reverse logistics and provide a framework to study these issues. Gungor and Gupta (1999) focus on ‘environmentally conscious manufacturing and product recovery’, described as integrating environmental t hinking into new product development including design, material selection, manufacturing processes, product delivery to the consumers, and end-of-life management of the product. The authors review and categorise more than 300 papers based on four stages of product life-cycle analysis: product design, manufacturing, use, and recovery. The paper argues that two key issues involved in ‘environmentally conscious manufacturing’ are: (i) understanding the life-cycle of the product and its impact on the environment at each of its life stages, and (ii) making better decisions during product design and manufacturing so that the environmental attributes of the product and manufacturing process are kept at a desired level. Consistent with bulk of the research efforts a t the time, the review focuses on the product recovery process (divided into ‘recycling’ and ‘remanufacturing’), and provides an analysis of issues relevant in collection, disassembly, inventory control and production planning of used products. Similar issues are tackled in Guide and van Wassenhove (2002) and Guide, Jayaraman, and Srivastava (1999).In a departure from the narrower focus of articles summarised above, Kleindorfer, Singhal, and van Wassenhove (2005) review various sustainability themes covered in the first 50 issues of Production and Operations Management journal. The authors use the term sustainabilitybroadly to include environmental management, closed-loop supply chains, and triple-bottom-line thinking that integrates profit, people and the planet into the culture, strategy and operations of companies. The authors suggest that businesses are under an increasing pressure to pay more attention to the environmental and resource consequences of the products and services they offer and the processes they deploy. In turn, operations management (OM) researchers and practitioners face new challenges in integrating sustainability issues within their traditional areas of interest. The paper concludes with some thoughts on future research challenges in sustainable operations management, highlighting three areas—green product and process development, lean-and-green OM, and, remanufacturing and closed-loop supply chains—that integrate essential aspects of sustainable OM.“Closed loop supply chain management” (CLSC) can be defined as the design, control, and operation of a system to maximise value creation over the life-cycle of a product, with dynamic recovery of value from different types and volumes of returns over time (Guide & van Wassenhove, 2006). This perspective has gained increasing attention among researchers in the last decade. Guide and van Wassenhove (2009) focus on business aspects of closed-loop supply chain research and provide a personal perspective on value-added recovery activities, but do not review the existing literature. The authors summarise evolution of CLSC research through five phases, which is useful in understanding the evolution of a subset of research activities within SSCM. The paper claims that Phase 1 consisted of early research that focused almost exclusively on technical problems and individual activities of reverse logistics. Phase 2 has expanded research problems to include inventory control, reverse logistics networks, andremanufacturing/shop line design issues. Phase 3 involves coordinating reverse supply chains using an economic perspective and game theoretic models, understanding strategic implications of product recovery, contracting issues, incentive alignment, and channel design. Phase 4 involves ‘Global system design for profitability’, that primarily incl udes issues such as time value of product returns and maximising value over entire product life-cycle. Phase 5 involves a focus on marketing issues such as pricing of product returns, cannibalisation, and understanding consumer behaviour.While these reviews and classifications provide different perspectives on sustainability research in supply chain management, none of them provides an integrative, comprehensive overview of the field from a firm’s perspective, adopting a strategic decision-based approach. We seek to integrate these perspectives in our review below.Integrative SSCMFollowing our discussion in Section 2, we consider a broad range of managerial decisions, categorised along the following dimensions:I. Strategic considerations:a. Organisational strategyb. Supply chain strategy and structurec. Marketing strategyII. Decisions at functional interfaces:d. Product design and product life-cyclee. Pricing and valuation of returnsf. Forecasting, information provision, and value of informationIII. Regulation and government policies:g. Extended producer responsibilityh. Cap and trade programsIV. Integrative models and decision support toolsIn the following sections, we briefly summarise the major issues and concerns in each of these categories, review and summarise some of the academic efforts that have addressed these issues, and outline promising avenues for future research in these areas.Strategic considerationsOrganisational strategyFrom a strategic perspective, organisational decisions on sustainability revolve around the following questions: (i) How does the organisation view sustainability? (ii) What options does the organisation have to incorporate environmental considerations into strategic decisions? (iii) How do these considerations affect theories of the firm that provide an economic rationale to firm’s existence, behaviour, structure and relationship to markets? While there are broad debates in literature on corporate social responsibility (of which sustainability discussions could be seen as a subset), we limit ourselves here to a value chain perspective and summarise the major issues via three papers that discuss, respectively, the strategic value of pollution prevention and resulting productivity gains, compare specific methods and techniques for controlling greenhouse gas emissions on their estimated costs, and outline the strategic importance of reverse value chain activities. These themes recur throughout this article and we will expand on them, and their impact on supply chain related decisions, in the following sections.In an influential article, Porter and van der Linde (1995) view pollution from the perspective of resource inefficiency, and discuss green initiatives in terms of their implications on firm’s competitiveness. In particular, they view the inherent trade-off between environmentalregulations and competitiveness as ecology versus economy: the regulations provide social benefits via strict environmental standards, however, higher private costs for prevention and cleanup increase prices and hence reduce competitiveness. The authors argue that policy makers, business leaders, and environmentalists have focussed on the static cost impact of environmental regulations and have ignored the more important offsetting productivity benefits from innovation. Moreover, the authors claim that pollution prevention through product and process design is superior and economical to pollution control through waste management. In this regard, they propose a resource productivity framework based on innovation and improvements in operational efficiency.While Porter and van der Linde (1995) argue for the benefits of pollution prevention over pollution control,Enkvist, Naucler, and Rosander (2007) focus on GHG emissions and provide detailed cost curves that enable a deeper understanding of the significance and cost of each possible method of reducing emissions. The cost curves show estimates of the prospective annual abatement cost in Euros per ton of avoided emissions of GHGs, as well as the abatement potential of these approaches in gigatons of emissions. The study covers six sectors (power generation, manufacturing with a focus on steel and cement, transportation, residential and commercial buildings, forestry, and agriculture and waste disposal) in six regions (North America, Western Europe, Eastern Europe including Russia, other developed countries, China, and other developing nations) spanning three time horizons (2010, 2020 and 2030). For the most part, at the low end of the curve are measures that improve energy efficiency, whereas at the higher end are approaches for adopting more greenhouse gas-efficient technologies and for shifting to cleaner industrial processes.In contrast to the papers discussed above, Jayaraman and Luo (2007) focus on reverse value chain activities (reuse, repair, refurbishing, recycling, remanufacturing, or redesign of returned products from the end-user), and present a redefined value chain strategy that entails a closed-loop system for industries in which such activities may create additional competitive advantages for the firm. The analysis presented in this paper is relevant from a strategic management perspective for the following three reasons: (i) through reverse logistics, the value chain is no longer portrayed as unidirectional, but as a closed-loop system in which additional values are generated from the existing resources; (ii) the competitive advantage paradigm can be further enlightened by a new source of competitive edge—tangible values from the physical side and intangible values from the information side of reverse logistics; (iii) the reverse logistics framework has implications for the resource-based view of the firm. Supply chain strategy and structureThe next level of organisational decisions involves the structure of the supply chain and strategic choices the firms must make in order to incorporate sustainability considerations. Research effort here has largely focused on designing the reverse supply chain to collect and re-use end-of-life products returned by customers, structuring supply chain incentives to properly motivate partners, and managing competition between remanufactured and new products. The following summary provides the major issues and findings in the literature. Savaskan, Bhattacharya, and van Wassenhove (2004) address the problem of choosing appropriate reverse channel structure for the collection of used products from customers for remanufacturing. In particular, a manufacturer in the supply chain has three options forcollecting used products: (i) collect directly from the customers, (ii) incentivise the existing retailer to induce collection, or (iii) subcontract the collection activity to a third party. The proposed noncooperative game theoretic model has decentralised decision-making system with the manufacturer as the Stackelberg leader. The authors show that simple coordination mechanisms can be designed such that the collection effort of the retailer and the supply chain profits are attained at the same level as in a centrally coordinated system.Savaskan and van Wassenhove (2006) extend the above model to a multiple retailers setting. The authors focus on the interaction between a manufacturer’s reverse channel choice to collect post-consumer goods and the strategic product pricing decisions in the forward channel when retailing is competitive. They first examine how the allocation of product collection to retailers impacts their strategic behaviour in the product market, and later discuss the economic trade-offs the manufacturer faces while choosing an optimal reverse channel structure. The authors show that when a direct collection system is used, channel profits are driven by the level of returns, whereas in the indirect reverse channel, supply chain profits are driven by the competitive interaction between the retailers. Moreover, from the supply chain coordination perspective, they show that the buy-back payments transferred to the retailers for post-consumer goods provide a wholesale pricing flexibility that can be used to price discriminate between retailers.The effect of competition from remanufactured products is a primary concern for a manufacturer. This competition can be from products the manufacturer introduces himself, or from another remanufacturer who enters the market, intercepts used products from consumers and sells remanufactured products that compete with new products from the manufacturer.Several papers have examined this issue. Majumder and Groenevelt (2001) present a two-period model to explore the effect of competition in remanufacturing. In the first period, only an OEM manufactures and sells new products. In the second period, a fraction of these items are returned for remanufacturing. However, the OEM doesn’t get all these returned products, some are used up by a local remanufacturer who competes with the OEM in the consumer market to sell remanufactured products. In this case, the critical trade-offs for the OEM are between the lower cost of remanufacturing in the second period against the threat of higher competition from the remanufacturer. The authors show that competition causes the OEM to manufacture less in the first period and attempt to increase local remanufacturer’s cost of remanufacturing. On the contrary, the remanufacturer helps OEM reduce his manufacturing cost. The authors also extend the model to examine the role of a social planner who wants to increase remanufacturing. They show that the social planner can give incentives to the OEM to increase the fraction available for remanufacturing, or reduce his remanufacturing costs. Ferguson and Toktay (2006) develop models to support a manufacturer’s recovery strategy in the face of a competitive threat on the remanufactured product market. They first analyse the competition between new and remanufactured products produced by a monopolist manufacturer and identify conditions under which the firm would choose not to remanufacture its products. They then characterise the potential profit loss due to external remanufacturing competition and analyse two entry-deterring strategies: remanufacturing and preemptive collection. A major finding is that a firm may choose to remanufacture or preemptively collect its used products to deter entry, even when the firm would not have chosen to do so under a pure monopoly environment.Ferrer and Swaminathan (2006) analyse a two-period model, that is later extended to a multi-period setting, in which a firm produces new products in the first period and uses returned cores to offer remanufactured products, along with new products, in the second period. They extend their focus to the duopoly environment where an independent operator sells remanufactured products in future periods. The authors find that if remanufacturing is very profitable, the original-equipment manufacturer may forgo some of the first-period margin by lowering the price and selling additional units to increase the number of cores available for remanufacturing in future periods. Further, as the threat of competition increases, the OEM is more likely to completely utilise all available cores, offering the remanufactured products at a lower price.SSCM and marketing strategyWhile a large part of the SSCM literature focuses on operational decisions, a small but significant research stream has explored sustainability decisions in a supply chain from a marketing perspective. Two major issues have been examined: (i) How do market characteristics affect remanufacturing incentives? (ii) How do classical marketing decisions such as pricing and segmentation, interface with technology selection and remanufacturing decisions? The following papers provide some answers.Atasu, Sarvary, and van Wassenhove (2008) examine the remanufacturing environment from a marketing perspective with an emphasis on important characteristics of a remanufactured product such as low-cost, lower valuation, cannibalisation and supply constraints. In addition to analysing the profitability of remanufacturing systems for different cost, technology, andlogistics structures, the authors provide an alternative and somewhat complementary approach that considers demand-related issues, such as the existence of `green’ segments, original-equipment manufacturer competition, and product life-cycle effects. For a monopolist, they show that there exist thresholds on the remanufacturing cost savings, the green segment size, market growth rate, and consumer valuations for the remanufactured products, above which remanufacturing is profitable. They also show that under competition, remanufacturing can become an effective marketing strategy, which allows the manufacturer to defend its market share via price discrimination.Debo, Toktay, and van Wassenhove (2005) visualise remanufacturing as an interplay between pricing, market segmentation and technology selection. In particular, the authors solve the joint pricing and production technology selection problem faced by a manufacturer that considers introducing a remanufacturable product in a market that consists of heterogeneous consumers. The objective is to understand the market and technology drivers of product remanufacturability. They show that high production costs of the single-use product, low remanufacturing costs, and low incremental costs to make a single-use product remanufacturable are the key technology drivers. The more consumers are concentrated on the lower end of the market, the lower the remanufacturing potential.While these papers provide a much-needed impetus to research in this domain, many issues remain to be examined. First, we need to identify and critically examine the firm’s incentives to invest in product durability in relation to the life-cycle environmental impact of products. Second, more research is needed in designing, pricing and promoting products with specific environmental attributes—such as lowering emissions, reducing amount of waste。
中英文在线翻译
中英文在线翻译The three flows of a supply chain 供应链的三种“流”Supply chain management (SCM) is concerned with the integration, coordination and control of the flow of material, information and finances in supply chains.供应链管理（SCM）涉及到对供应链中材料流、信息流和资金流所进行的整合、协调和控制。
SCM can be divided into three main flows:❝The product flow or materials flow includes moving goods from supplier to consumer as well as dealing with customer service needs.❝The information flow includes order information and delivery status.❝The financial flow includes payments schedules, credit terms and additional arrangements.SCM分为三个主要的流：❝产品流或材料流包括包括商品从供应商向客户的移动，也包括处理客户的服务需求。
❝信息流包括订单信息及交付状况。
❝金流包括付款时间安排表，赊账条款以及追加安排❝The Bullwhip Effect“牛鞭效应”❝The bullwhip effect (or whiplash effect) is an observed phenomenon in forecast-driven distribution channels. It refers to a trend of larger and larger swings in inventory in response to changes in demand. The concept first appeared in Jay Forrester's Industrial Dynamics (1961) and thus it is also known as the Forrester effect.Since the oscillating demand upstream a supply chain is reminiscent of a cracking whip, it became known as the bullwhip effect.❝“牛鞭效应”或“鞭抽效应”是在预测驱动型流通渠道中的一种已观察到的现象。
供应链管理外文翻译
The Impact of Green Supply Chain Management on Transportation Cost ReductionABSTRACT：Supply chain management（SCM）has become an important competitive approach for organizations. The issue of green supply chain management is critical for the successful implementation of industrial ecosystems and industrial ecology。
Organizations have a number of reasons for implementing these green supply chain policies，from reactive regulatory reasons, to proactive strategic and competitive advantage reasons. From an overall environmental and organizational perspective，it is important to understand the situation and what issues exist in this field。
Many organizations worldwide have already experienced globalization and a shifting focus to competition among networks of companies in this environment。
Multinational enterprises have established global networks of suppliers that take advantage of country-industry specific characteristics to build this competitive advantage. To success having this competitive advantage, logistics and supply chain managers have to balance efforts to reduce costs and innovate while maintaining good environmental performance。
供应链风险管理【外文翻译】
毕业论文外文翻译原文Supply Chain Risk ManagementD.L. Olson and D. WuG lobal competition, technological change, and continual search for competitive advantage have motivated risk management in supply chains.1 Supply chains are often complex systems of networks, reaching hundreds or thousands of participants from around the globe in some cases (Wal-Mart or Dell). The term has been used both at the strategic level (coordination and collaboration) and tactical level (managementof logistics across functions and between businesses).2 In this sense, risk management can focus on identification of better ways and means of accomplishing organizational objectives rather than simply preservation of assets or risk avoidance.Supply chain risk management is interested in coordination and collaborationof processes and activities across functions within a network of organizations. Tang provided a framework of risk management perspectives in supply chains.3 Supply chains enable manufacturing outsourcing to take advantages of global relative advantages, as well as increase product variety. There are many risks inherent in this more open, dynamic system.Supply Chain Risk Management ProcessOne view of a supply chain risk management process includes steps for risk identification,risk assessment, risk avoidance, and risk mitigation.4 These structures for handling risk are compatible with Tang’s list given above, but focus on the broader aspects of the process.Risk IdentificationRisks in supply chains can include operational risks and disruptions. Operational risks involve inherent uncertainties for supply chain elements such as customer demand, supply, and cost. Disruption risks come from disasters (natural in the form of floods, hurricanes, etc.; man-made in the form of terrorist attacks or wars) and from economic crises (currency reevaluations, strikes, shifting market prices). Most quantitative analyses and methods are focused on operational risks. Disruptions are more dramatic, less predictable, and thus are much more difficult to model. Risk management planning and response for disruption are usually qualitative.Risk AssessmentTheoretically, risk has been viewed as applying to those cases where odds are known, and uncertainty to those cases where odds are not known. Risk is a preferable basis for decision making, but life often presents decision makers with cases of uncertainty. The issue is further complicated in that perfectly rational decisionmakers may have radically different approaches to risk. Qualitative risk management depends a great deal on managerial attitude towards risk. Different rational individuals are likely to have different response to risk avoidance, which usually is inversely related to return, thus leading to a tradeoff decision. Research into cognitive psychology has found that managers are often insensitive to probability estimates of possible outcomes, and tend to ignore possible events that they consider to be unlikely.5 Furthermore, managers tend to pay little attention to uncertainty involved with positive outcomes.6 They tend to focus on critical performance targets, which makes their response to risk contingent upon context.7 Some approaches to theoretical decision making prefer objective treatment of risk through quantitative scientific measures following normative ideas of how humans should make decisions. Business involves an untheoretical construct, however, with high levels of uncertainty (data not available) and consideration of multiple (often conflicting) factors, making qualitative approaches based upon perceived managerial risk more appropriate.Because accurate measures of factors such as probability are often lacking, robust strategies (more likely to enable effective response under a wide range of circumstances) are often attractive to risk managers. Strategies are efficient if they enable a firm to deal with operational risks efficiently regardless of major disruptions.Strategies are resilient if they enable a firm to keep operating despite major disruptions. Supply chain risk can arise from many sources, including the following:8● Political events● Product availability● Distance from source● Industry capacity● Demand fluctuation● Changes in technology● Changes in labor markets● Financial instability● Management turnoverRisk AvoidanceThe oldest form of risk avoidance is probably insurance, purchasing some level of financial security from an underwriter. This focuses on the financial aspects of risk, and is reactive, providing some recovery after a negative experience. Insurance is not the only form of risk management used in supply chains. Delta Airlines insurance premiums for terrorism increased from $2 million in 2001 to $152 million in 2002.9 Insurance focuses on financial risks. Other major risks include loss of customers due to supply change disruption.Supply chain risks can be buffered by a variety of methods. Purchasing is usually assigned the responsibility of controlling costs and assuring continuity of supply. Buffers in the form of inventories exist to provide some risk reduction, at a cost of higher inventory holding cost. Giunipero and Al Eltantawy compared traditionalpractices with newer risk management approaches.10 The traditional practice, relying upon extra inventory, multiple suppliers, expediting, and frequent supplier changes suffered from high transaction costs, long purchase fulfillment cycle times, and expensive rush orders. Risk management approaches, drawing upon practices such as supply chain alliances, e-procurement, just-in-time delivery, increased coordination and other techniques, provides more visibility in supply chain operations.There may be higher prices incurred for goods, and increased security issues, but methods have been developed to provide sound electronic business security. Risk MitigationTang provided four basic risk mitigation approaches for supply chains.11 These focus on the sources of risk: management of uncertainty with respect to supply, to demand, to product management, and information management. Furthermore, there are both strategic and tactical aspects involved. Strategically, network design can enable better control of supply risks. Strategies such as product pricing and rollovers can control demand to a degree. Greater product variety can strategically protect against product risks. And systems providing greater information visibility across supply chain members can enable better coping with risks. Tactical decisions include supplier selection and order allocation (including contractual arrangements); demand control over time, markets, and products; product promotion; and information sharing, vendor managed inventory systems, and collaborative planning, forecasting, and replenishment.Supply ManagementA variety of supplier relationships are possible, varying the degree of linkage between vendor and core organizations. Different types of contracts and information exchange are possible, and different schemes for pricing and coordinating schedules. Supplier Selection ProcessSupplier (vendor) evaluation is a very important operational decision. There are decisions selecting which suppliers to employ, as well as decisions with respect toquantities to order from each supplier. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.12 A probabilistic model for this decision has been published to include the following criteria:131. Quality personnel2. Quality procedure3. Concern for quality4. Company history5. Price relative to quality6. Actual price7. Financial ability8. Technical performance9. Delivery history10. Technical assistance11. Production capability12. Manufacturing equipmentSome of these criteria overlap, and other criteria may exist for specific supply chain decision makers. But clearly there are many important aspects to selecting suppliers.Supplier Order AllocationOperational risks in supply chain order allocation include uncertainties in demands, supply yields, lead times, and costs. Thus not only do specific suppliers need to be selected, the quantities purchased from them needs to be determined on a recurring basis.Supply chains provide many valuable benefits to their members, but also create problems of coordination that manifest themselves in the “bullwhip” effect.14 Information system coordination can reduce some of the negative manifestations of the bullwhip effect, but there still remains the issue of profit sharing. Decisions that are optimal for one supply chain member often have negative impacts of the total profitability of the entire supply chain.15Demand ManagementDemand management approaches include using statistics in models for identification of an optimal portfolio of demand distributions16 and economic models to select strategies using price as a response mechanism to change demand.17 Other strategies include shifting demand over time, across markets, or across products. Demand management of course is one of the aims of advertising and other promotional activities. However,it has long been noted as one of the most difficult things to predict over time.Product ManagementAn effective strategy to manage product risk is variety, which can be used to increase market share to serve distinct segments of a market. The basic idea is to diversify products to meet the specific needs of each market segment. However, while this would be expected to increase revenues and market share, it will lead to increase manufacturing costs and inventory costs. Various ways to deal with the potential inefficiencies in product variety include Dell’s make-to-order strategy. Supply Chain DisruptionTang classified supply chain vulnerabilities as those due to uncertain economic cycles, customer demand, and disasters. Land Rover reduced their workforce by over one thousand when a key supplier went insolvent. Dole was affected by Hurricane Mitch hitting their banana plantations in Central America in 1998. September 11, 2001 suspended air traffic, leading Ford Motor Company to close five plants for several days.18 Many things can disrupt supply chains. Supply chain disruptions have been found to negatively impact stock returns for firms suffering them.19Supply Chain RisksRecent research into supply chain risk covers many topics.New Technology RiskGolda and Phillipi20 considered technical and business risk components of the supply chain. Technical risks relate to science and engineering, and deal with the uncertainties of research output. Business risks relate to markets, human responses to products and/or related services. At Intel, three risk mitigation strategies were considered to deal with the risks associated with new technologies:1. Partnerships, with associated decisions involving who to partner with, and at what stage of product development2. Pursue extendable solutions, evolutionary products that will continue to offer value as new technical breakthroughs are gained3. Evaluate multiple options to enable commercializationPartner Selection RiskPartner (to include vendor) evaluation is a very important operational decision. Important decisions include which vendors to employ and quantities to order from each vendor. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.21Outsourcing RisksOther risks are related to partner selection, focusing specifically on the additional risks associated with international trade. Risks in outsourcing can include:22● Cost – unforeseen vendor selection, transition, or management●Lead time –delay in production start-up, manufacturing process, or transportation● Quality – minor or major finishing defects, component fitting, or structural Defects Outsourcing has become endemic in the United States, especially information technology to India and production to China.23 Risk factors include:● Ability to retain control● Potential for degradation of critical capability● Risk of dependency● Pooling risk (proprietarial information, clients competing among themselves) ● Risk of hidden costsEcological RisksIn our ever-more complex world, it no longer is sufficient for each organization to make decisions in light of their own vested self-interest. There is growing concern with the impact of human decisions on the state of the earth. This is especially true in mass production environments such as power generation,24 but also is important in all aspects of business. Cruz (2008) presented a dynamic framework for modeling and analysis of supply chain networks in light of corporate social responsibility.25 That study presented a framework multiple objective programming model with the criteria of maximizing profit, minimizing waste, and minimizing risk. Multiple Criteria Selection ModelA number of methodologies are applied in practice, to include simple screening and scoring methods,26 supplier positioning matrices to lay out risks by vendor, withassociated ratings,27 and a combination of sorts combining risk categorization with ratings of opportunity, probability, and severity.28 Traditional multiple criteria methods have also been applied, to include analytic hierarchy process.29 The simple multiattribute rating theory (SMART)30 model bases selection on the rank order of the product of criteria weights and alternative scores over these criteria, and will be used here. Note that we are demonstrating, and are not claiming that the orders and ratings used are universal. We are rather presenting a method that real decision makers could use with their own ratings (and even with other criteria that they might think important in a given application).OptionsThere are various levels of outsourcing that can be adopted. These range from simply outsourcing particular tasks (much like the idea of service oriented architecture), co-managing services with partners, hiring partners to manage services, and full outsourcing (in a contractual relationship). We will use these four outsourcing relationships plus the fifth option of doing everything in-house as our options. CriteriaWe will utilize the criteria given below:● Cost (including hidden)● Lead time● Quality● Ability to retain control● Potential loss of critical capability● Risk of dependency● Risk of loss of proprietarial information● Risk of client contentionThe SMART method begins by rank ordering criteria. Here assume the following rank order of importance: 1. Ability to retain control2. Risk proprietarial information loss3. Quality of product and service4. Potential loss of critical capability5. Risk of dependency6. Cost7. Lead time8. Risk of client contentionThe next step is to develop relative weights of importance for criteria. We will do this by assigning the most important criterion 100 points, and give proportional ratings for each of the others as given in Table 5.1:Weights are obtained by dividing each criterion’s assigned point value by the total of points (here 435). This yields weights shown in Table 5.2:Scoring of Alternatives over CriteriaThe next step of the SMART method is to score alternatives. This is an expression by the decision maker (or associated experts) of how well each alternative performs on each criterion. Scores range from 1.0 (ideal performance) to 0 (absolute worst performance imaginable). This approach makes the scores independent of scale, andindependent of weight. Demonstration is given in Table 5.3:Once weights and scores are obtained, value functions for each alternative are simply the sum products of weights times scores for each alternative. The closer to 1.0 (the maximum value function), the better. Table 5.4 shows value scores for the five alternatives:The outcome here is that in-house operations best satisfy the preference function of the decision maker. Obviously, different weights and scores will yielddifferent outcomes. But the method enables decision makers to apply a sound but simple analysis to aid their decision making.译文：供应链风险管理D.L. Olson 和D. Wu全球竞争，技术变化，以及不断寻找具有竞争优势的动机的供应链风险管理。
外文文献及翻译-供应链管理系统(SCMS)
外文文献及翻译-供应链管理系统(SCMS)摘要本文介绍了供应链管理系统（SCMS）的概念、功能和优势。
供应链管理系统是一种集成的信息技术解决方案，旨在优化供应链的运作和管理。
通过实时跟踪和监控，SCMS可以实现供应链的可见性、协调和效率。
引言随着全球贸易的发展，供应链的复杂性和竞争性也在不断增加。
供应链管理系统的出现为企业提供了一种解决方案，可以有效地管理供应链中的各个环节，并提高整体效率和竞争力。
SCMS的概念和功能供应链管理系统（SCMS）是一种综合性的信息技术解决方案，用于管理和优化供应链的运作和管理。
其主要功能包括：1. 订单管理：SCMS可以帮助企业实现订单的自动化处理和跟踪。
从订单的生成到交付的整个过程可以通过SCMS进行监控和管理。
2. 库存管理：SCMS可以提供准确的库存信息，并帮助企业优化库存的管理和控制。
通过实时的库存监控和预测功能，企业可以避免库存过剩或缺货的问题。
3. 运输管理：SCMS可以协调和优化供应链中的运输活动。
通过实时的运输跟踪和路线规划，SCMS可以减少运输成本、提高运输效率，并及时解决运输中的问题。
4. 供应商管理：SCMS可以帮助企业管理供应商的信息和合作关系。
通过供应商评估和选择功能，企业可以选择最适合自身需求的供应商，并建立长期的合作关系。
SCMS的优势使用供应链管理系统（SCMS）可以带来以下几个优势：1. 提高运作效率：SCMS可以实现供应链的可见性，帮助企业实时了解各个环节的情况，并及时作出调整。
这样可以减少不必要的等待和浪费，提高整体运作效率。
2. 降低成本：通过优化库存管理和运输规划，SCMS可以帮助企业减少库存成本和运输成本。
此外，SCMS还可以提高供应链中各个环节的协同效率，进一步降低企业的成本。
3. 提升客户满意度：SCMS可以提供准确的订单跟踪和交付信息，帮助企业提高客户满意度。
客户可以实时了解订单的状态和预计到达时间，减少不确定性和等待时间。
供应链管理系统外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goods warehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of thesupply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chaindepends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2007, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines in inventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay forit. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supply chain profitability.Supply chain profitability is the total profit to be shared across all supply chain stages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction inoverall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain. Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared to their Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distribute locally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smallerdeliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknesses in their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt itsperformance. Dell Computer is another example of a company that had to revise its supply chain design in response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2010 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
供应链英文——精选推荐
供应链英⽂供应链英⽂1.The definition of Logisticsofstorage movement andof strategically managing the procurement,processLogistics is thematerials, parts and finished inventory (and the related information flows) through the organization and its marketing channels in such a way that current and future profitability are maximized through the cost-effective fulfillment of orders.'s a central theme of this book according to the first paragraph?2.What–inIt is that effective logistics management can provide a major source of competitiveadvantage preference of customer in terms competitorsofwords a position enduring superiority over othermay be achieved through logistics.'s the source of competitive advantage?3.WhatThe source of competitive advantage is found firstly in the ability of the organization to differentiate itself, in the eyes of the customers, from its competition and secondly by operating at a lower cost and hence at greater profit.4.Two vectors of competitive advantagea.Productivity advantageIn many industries there will typically be one competitor who will be the low cost producer and, that'when it comes to cost competitor will have the greatest sales volume in the sector.Big is beautiful”。
供应链管理丨中英双语·质量管理体系术语
供应链管理I中英双语完整版•质量管理体系术语质量管理体系有多少个术语？这些术语用英文怎么表述？你知道其中的多少个？以下收集整理了或许是最全最完整的中英双语版质量管理体系术语，跟着一起来学习吧〜1.receipt:（入厂）接受，验收，进货2.handling :搬运3.packaging :包装4.storage :保存5.protection :保护parison :比较7.identification :标识8.replacement of identification mark 标识标志更换9.maintenance of identification :标识的保持10.records of identification control ：标识控制记录11.tender :标书12.normative document :标准文件13.supplemental :补充14.nonconforming product :不合格品15.control of nonconformingproduct :不合格品控制16.control procedure of nonconforming products :不合格品控制程序17.tendency of nonconformance :不合格倾向18.purchasing :采购19.verification of purchased product 采购的产品验证20.purchasing process :采购过程21.purchasing control procedure :采购控制程序22.purchasing information ：采购信息23.reference standard :参照标准24.reference instructions :参照细则25.stockhouse :仓库26.measurement, analysis and improvement :测量，分析和改进27.measurement result :测量结果28.control procedure of monitoring and measuring devices :测量设备控制程序29.planning :策戈I」30.preservation of product :产品保护31.control procedure for maintenance, replacement and records of product identification :产品标识的保持，更换及记录控制程序32.procedure for product identification and traceability :产品标识和可追溯性程序33.conformity of product :产品的符合性34.monitoring and measurement of product:产品的监督和测量35.product plan :产品方案36.control procedure for product preservation :产品防护控制程序37.method of product release :产品放行方法38.conformity of product,product conformity :产品符合性39.product realization :产品实现40.planning of product realization :产品实现策划41.product characteristics :产品特性42.input to product requirements :产品要求的输入43.product status :产品状态44.final acceptance of product :产品最后验收45.procedure :程序46.program documents :程序文件47.continual improvement :持续改进48.procedure for continual improvement of quality management system :持续改进质量体系程序49.adequacy :充分性50.storage location :存放地点51.agency personnel :代理人员52.submission of tenders :递交标书53.adjustment :调整，调节54.statutory and regulatory requirements :法律法规要求55.rework, vt :返工56.repair, vt :返修57.subcontractor :分承包方58.annex :附录59.improvement :改进60.mprovement actions :改进措施61.on-the-job training :岗位技能培训62.responsibility of individual department and post :各部门，各岗位职责63.change identification :更改标记64.change order number :更改单编号65.process sheets :工艺单66.process specification :工艺规程67.procedure(process card):工艺规程(工艺卡)68.process characteristics :工艺特性69.Job Description Format :工种描述单70.work environment ：工作环境71.impartiality :公正性72.functional requirements :功能要求73.supplier :供方74.supplier evaluation procedure :供方评价程序75.supplier provided special processes :供方提供的特殊过程76.verification at supplier's premises 供方现场验证77.supply chain :供应链78.criteria for supplier selection, evaluation and re-evaluation :供应商选择、评估和再评估准则munication :沟通80.customer ：顾客81.customer property :顾客财产82.control procedure for customer property ：顾客财产控制程序83.customer feedback :顾客反馈84.Customer Service Contact Form :顾客服务联系表85.customer cummunications :顾客沟通86.customer satisfaction :顾客满意87.statistical analysis of customer satisfaction :顾客满意度统计分析88.customer complaint :顾客投诉89.identificaion of customerrequirements :顾客要求的识别90.management review :管理评审91.records from managementreview :管理评审记录92.management review control procedure :管理评审控制程序93.management representative :管理者代表94.management responsibility :管理职95.specified limits of acceptability :规定的可接受界限96.specified use :规定的用途97.process :过程plexity of processes :过程的复杂性99.monitoring and measurement of processes :过程的监视和测量100.operation of process :过程的运行101.status of processes :过程的状态102.process approach :过程方法103.process controls :过程控制104.process control documents :过程控制文件105.process performance :过程业绩106.appropriateness :合适性107.changes to contractor :合同的更改108.contract review control procedure :合同评审控制程序109.internet sales :互联网销售110.environmental conditions :环境条件111.monogram pragram requirements ：会标纲要要求112.type of activities :活动类型113.infrastructure :基础建设114.infrastructure :基础设施115.fundamentals and vocabulary :基础与词汇116.control of records :记录控制117.technical specificaion :技术规范118.process trace sheet :加工跟踪单119.monitoring and measurement :监视和测量120.monitoring and measuringdevice :监视和测量装置121.control of monitoring and measuring devices :监视和测量装置控制122.check method :检查方法123.frequency of checks :检查频次124.calibration status :检定状态125.inspection and test control procedure :检验和试验控制程序126.identification procedure for inspection and test status :检验和试验状态标识程序127.inspection witness point :检验见证点128.inspection hold point :检验停止点129.buildings :建筑物130.delivery :交付131.post-delivery activities :交付后的活动132.delivery activities :交付活动133.interface :接口134.acceptance of contract or orders :接受合同或定单135.type of medium :介质类型136.experience :经验137.correction action :纠正措施138.Corrective action response time 纠正措施答复时间，纠正措施响应时间139.management procedure forcorrective actions :纠正措施管理程序140.corrective action response times : 纠正措施响应时间141.development activity :开发活动142.traceability mark :可追溯性标志143.objectivity :客观性144.Customer Service Log :客户服务记录簿145.control feature :控制特性，控制细节146.control features :控制细则147.periodic assessment of stock :库存定期评估148.justification :理由149.routine :例程，惯例，常规150.internal communication :内部沟通151.internal audit :内部审核152.internal audit procedure :内部审核程序153.internally controlled standard :内控标准154.internal audit :内审155.results of internal and external audits :内外部审核结果petence :能力157.training :培训158.training needs :培训需要159.evaluate :评价160.records of the results of the review :评审结果的记录161.review output :评审输出162.review input :评审输入163.Purchase Requisition :请购单164.authority :权限165.validation :确认166.concession :让步167.human resources :人力资源168.job training of personnel :人员岗位培训169.qualification of personnel :人员资格170.equipment control procedure :设备控制程序171.device type :设备类型172.order of design changes :设计更改通知单173.design and development control procedure :设计和开发控制程序174.design and development :设计开发175.design and development planning :设计开发策划176.control of design and development changes :设计开发更改控制177.design and development review : 设计开发评审178.design and development validation :设计开发确认179.design and development outputs :设计开发输出180.design and development inputs 设计开发输入181.design and development verification :设计开发验证182.design validation :设计确认183.design documentation :设计文件编制184.design acceptance criteria :设计验收准则185.design verification :设计验证186.audit program :审核大纲187.conduct of audits :审核行为188.audit criteria :审核准则189.production process control :生产过程控制190.production process controlprocedure :生产过程控制程序191.production and serviceprovision :生产和服务提供192.control of production and service provision :生产和服务提供的控制193.validation of processes for production and service provision :生产和服务提供过程的确认194.production order :生产令195.identification and traceability :识别和可追溯性196.identification and traceability maintenance and replacement :识别和可追溯性维护与替换197.invalidate :使失效198.market survey :市场调研199.suitability :适宜性200.scope :适用范围201.controlled condition :受控状态202.terms and definitions :术语与定义203.analysis of data ：数据分析204.sequence :顺序205.transfer of ownership :所有权转移206.system document :体系文件207.statistical technique :统计方法208.outsource(vt) a process :夕卜包过程209.external source :外部来源210.documents of external origin :夕卜来文件211.outsource, vt :外协212.unique identification :唯一的标识213.maintenance :维护214.Document Change Control :文件更改控制215.Request For Document Change (RDC):文件更改需求单216.control of documents :文件控制217.documentation requirements :文件要求218.enquiry :问询，询价219.field nonconformity analysis:现场不符合分析220.relevance :相关性。
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理系统双语英文判断和选择翻译
1) A supply chain includes only the organizations directly involved in supplying components needed for manu facturi ng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。
An swer: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.AnsweFr:ALSE 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.AnswTRerU:E 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。
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1) A supply chain includes only the organizations directly involved in 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。
8) The cycle view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: FALSE供应链周期观点认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。
9) The push/pull view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: TRUE供应链推/拉认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。
10) The push/pull view of a supply chain holds that the processes in a supply chain are divided intoa series of activities performed at the interface between successive stages. FALSE供应链推/拉认为在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。
11) The objective of the customer arrival process is to maximize the conversion of customer arrivals to customer orders.Answer: TRUE客户到达过程的目标是最大化客户来港定居人士对客户订单的转换。
12) The objective of the customer arrival process is to ensure that orders are quickly and accuratelyentered and communicated to other affected supply chain processes. FALSE客户到达过程的目标是确保订单是快速、准确地输入，并传达给其他受影响的供应链流程。
13) The objective of customer order entry is to ensure that orders are quickly and accurately entered and communicated to other affected supply chain processes.Answer: TRUE客户订单输入的目标是确保订单是快速、准确地输入，并传达给其他受影响的供应链流程。
14) The objective of customer order entry is to maintain a record of product receipt and complete payment.Answer: FALSE客户订单输入的目标是保持产品收据和完成付款的记录。
15) The replenishment cycle occurs at the retailer/distributor interface.Answer: TRUE补货周期发生在零售商/分销商接口。
16) The replenishment cycle occurs at the distributor/manufacturer interface. FALSE补货周期发生在分销商/制造商接口。
17) The replenishment cycle is initiated when a supermarket runs out of stock of a particular item.Answer: TRUE补货周期始于一家超市运行脱销，某一项目。
18) The replenishment cycle is initiated when customers load items intended for purchase into their carts.Answer: FALSE补货周期始于客户加载项用于购买到他们的手推车。
19) The manufacturing cycle occurs at the distributor/manufacturer interface.TRUE在分销商/制造商界面发生的制造周期。
20) The manufacturing cycle occurs at the manufacturer/supplier interface.Answer: FALSE制造周期发生在制造商/供应商接口。
21) The production scheduling process in the manufacturing cycle is similar to the order entry process in the replenishment cycle.Answer: TRUE生产调度过程的制造周期类似于订单输入过程中的补货周期。
22) The production scheduling process in the manufacturing cycle is similar to the order fulfillment process in the replenishment cycle.Answer: FALSE生产调度过程的制造周期类似于订单执行过程中的补货周期。
23) The procurement cycle occurs at the manufacturer/supplier interface.Answer: TRUE采购周期发生在制造商/供应商接口。
24) The cycle view of the supply chain is useful when considering operational decisions, because it specifies the roles and responsibilities of each member of the supply chain. TRUE供应链周期视图非常有用当考虑业务的决定时，因为它指定了供应链的每个成员的职责与角色。
25) The cycle view of the supply chain is useful when considering operational decisions, because it categorizes processes based on whether they are initiated in response to or in anticipation ofcustomer orders.Answer: FALSE供应链周期视图非常有用当考虑业务的决定时，因为它的分类过程基于是否启动响应或预期的客户订单。
26) The push/pull view of the supply chain is useful when considering strategic decisions relating to supply chain design, because it specifies the roles and responsibilities of each member of the supply chain.Answer: FALSE供应链推/拉视图非常有用在考虑有关供应链设计时，因为它指定了供应链的每个成员的职责与角色的战略决策。
27) Pull processes may also be referred to as speculative processes.Answer: FALSE拉过程也可以被称为投机过程。