供应商质量管理文献翻译(外文翻译-中英对照)
质量手册翻译中英文对照解析
质量手册翻译中英文术语表3.1.1 质量 quality3.1.2 要求 requirement3.1.3 等级 grade3.1.4 顾客满意 customer satisfaction3.1.5 能力 capability3.2.1 体系(系统) system3.2.2 管理体系 management system3.2.3 质量管理体系 quality management system 3.2.4 质量方针 quality policy3.2.5 质量目标 quality objective3.2.6 管理 management3.2.7 最高管理者 top management3.2.8 质量管理 quality management3.2.9 质量策划 quality planning3.2.10 质量控制 quality control3.2.11 质量保证 quality assurance3.2.12 质量改进 quality improvement3.2.13 持续改进 continual improvement3.2.14 有效性 effectiveness3.2.15 效率 efficiency3.3.1 组织 organization3.3.2 组织结构 organizational structure3.3.3 基础设施 infrastructure3.3.4 工作环境 '77ork environment 3.3.5 顾客 customer3.3.6 供方 supplier3.3.7 相关方 interested party3.4.1 过程 process3.4.2 产品 product3.4.3 项目 project3.4.4 设计和开发 design and development 3.4.5 程序 procedure3.5.1 特性 characteristic3.5.2 质量特性 quality characteristic 3.5.3 可信性 dependability3.5.4 可追溯性 traceability3.6.1 合格（符合） conformity3.6.2 不合格（不符合） nonconformity 3.6.3 缺陷 defect3.6.4 预防措施 preventive action3.6.5 纠正措施 corrective action3.6.6 纠正 correction3.6.7 返工 rework3.6.8 降级 regrade3.6.9 返修 repair3.6.10 报废 scrap3.6.11 让步 concession3.6.12 偏离许可 deviation permit3.6.13 放行 release3.7.1 信息 information3.7.2 文件 document3.7.3 规范 specification3.7.4 质量手册 quality manual3.7.5 质量计划 quality plan3.7.6 记录 record3.8.1 客观证据 objective evidence3.8.3 试验 test3.8.4 验证 verification3.8.5 确认 validation3.8.6 鉴定过程 qualification process3.8.7 评审 review3.9.1 审核 audit3.9.2 审核方案 audit programme3． 9．3 审核准则audit criteria3．9．4 审核证据 audit evidence3．9．5 审核发现 audit findings3．9．6 审核结论 audit conclusion3．9．7 审核委托方 audit client3． 9．8 受审核方 auditee3．9．9 审核员 auditor3．9．10 审核组 audit team3．9．11 技术专家 technical expert3．9．12 能力 competence3.10.1 测量控制体系 measurement control system 3.10.2 测量过程 measurement process3.10.3 计量确认 metrological confirmation3.10.4 测量设备 measuring equipment3.10.5 计量特性metrological characteristic 3.10.6 计量职能 metrological function Aaudit 3.9.1 审计audit client 3.9.7 客户审计audit conclusion 3.9.6 审计结论audit criteria 3.9.3 审计标准audit evidence 3.9.4 审计证据audit findings 3.9.5audit programme 3.9.2 审计大纲audit team 3.9.10 审计团队auditee 3.9.8auditor 3.9.9Ccapability 3.1.5characteristic 3.5.1concession 3.6.11conformity 3.6.1continual improvement 3.2.13 correction 3.6.6corrective action 3.6.5customer 3.3.5customer satisfaction 3.1.4 competence 3.9.12Ddefect 3.6.3dependability 3.5.3design and development 3.4.4 deviation permit 3.6.12document 3.7.2Eeffectiveness 3.2.14efficiency 3.2.15Ggrade 3.1.3Iinformation 3.7.1infrastructure 3.3.3inspection 3.8.2interested party 3.3.7Mmanagement 3.2.6management system 3.2.2 measurement control system 3.10.1 measurement process 3.10.2 measuring equipment 3.10.4 metrological characteristic 3.10.5 metrological confirmation 3.10.3 metrological function 3.10.6Nnonconformity 3.6.2Oobjective evidence 3.8.1 客观证据organization 3.3.1 organizational structure 3.3.2 Ppreventive action 3.6.4 procedure 3.4.5process 3.4.1product 3.4.2project 3.4.3Qqualification process 3.8.6 quality 3.1.1quality assurance 3.2.11quality characteristic 3.5.2 quality control 3.2.10quality improvement 3.2.12 quality management 3.2.8quality management system 3.2.3 quality manual 3.7.4quality objective 3.2.5quality plan 3.7.5quality planning 3.2.9 质量计划quality policy 3.2.4Rrecord 3.7.6 记录regrade 3.6.8release 3.6.13 放行repair 3.6.9requirement 3.1.2review 3.8.7rework 3.6.7 返工Sscrap 3.6.10specification 3.7.3supplier 3.3.6 供应商system 3.2.1 系统Ttechnical expert <audit> 3.9.11 技术出口test 3.8.3 测试top management 3.2.7 高层管理traceability 3.5.4 可塑性Vvalidation 3.8.5verification 3.8.4 验证Wwork environment 3.3.4 工作环境质量管理体系基础和术语 Quality management syst ems－－Fundamentals and vocabulary质量管理和质量保证标准第2部分: GB/T 19001、GB /T 19002和GB/T 19003实施通用指南 Quality manag ement and quality assurance standards－－Part 2: Generic guidelines for the application of GB /T 19001、GB/T 19002 and GB/T 19003质量管理和质量保证标准第3部分: GB/T 19001在计算机软件开发、供应、安装和维护中的使用指南 Qual ity management and quality assurance standards －－Part 3: Guidelines for the application of G B/T 19001 to the development, supply, installat ion and maintenance of computer software质量管理和质量保证标准第4部分:可信性大纲管理指南 Quality management and quality assurance s tandards－－Part 4: Guide to dependability prog ramme management质量管理体系要求 Quality management systems－－Requirements质量管理体系业绩改进指南 Quality management sy stems－－Guidelines for performance improvement s质量管理和质量体系要素第2部分: 服务指南 Quali ty management and quality system elements－－Pa rt 2: Guidelines for services质量管理和质量体系要素第3部分: 流程性材料指南 Quality management and quality system elements －－Guidelines for processed materials质量管理和质量体系要素第4部分: 质量改进指南 Q uality management and quality system elements－－Guidelines for quality improvement质量管理质量计划指南 Quality management－－Gui delines for quality plans质量管理项目管理质量指南 Quality management－－Guidelines to quality in project management质量管理技术状态管理指南 Quality management－－Guidelines for configuration management质量体系审核指南审核 Guidelines for auditing q uality systems－－Part 1: Auditing质量体系审核指南质量体系审核员的评定准则 Guide lines for auditing quality systems－－Part 2: Q ualification criteria for quality systems audit ors质量体系审核指南审核工作管理 Guidelines for au diting quality systems－－Part 3: Management of audit programmes测量设备的质量保证要求第一部分: 测量设备的计量确认体系 Quality assurance requirements for mea suring equipment Part 1: Metrological confirmat ion system for measuring equipment测量设备的质量保证第2部分: 测量过程控制指南 Q uality assurance for measuring equipment－－Par t 2: Guidelines for control of measurement proc esses质量手册编制指南 Guidelines for developing qual ity manuals质量经济性管理指南 Guidelines for managing the economics of quality质量管理培训指南 Quality management－－Guideli nes for training English Chinesereceipt （入厂）接受，验收，进货handling 搬运packaging 包装storage 保存protection 保护comparison 比较identification 标识replacement of identification mark 标识标志更换maintenance of identification 标识的保持records of identification control 标识控制记录tender 标书normative document 标准文件supplemental 补充nonconforming product 不合格品control of nonconforming product 不合格品控制control procedure of nonconforming products 不合格品控制程序tendency of nonconformance 不合格倾向purchasing 采购verification of purchased product 采购的产品验证purchasing process 采购过程purchasing control procedure 采购控制程序purchasing information 采购信息reference standard 参照标准reference instructions 参照细则stockhouse 仓库measurement, analysis and improvement 测量，分析和改进measurement result 测量结果control procedure of monitoring and measuring d evices 测量设备控制程序planning 策划preservation of product 产品保护control procedure for maintenance, replacement and records of product identification 产品标识的保持, 更换和记录控制程序procedure for product identification and tracea bility 产品标识和可追溯性程序conformity of product 产品的符合性monitoring and measurement of product 产品的监督和测量product plan 产品方案control procedure for product preservation 产品防护控制程序method of product release 产品放行方法conformity of product, product conformity 产品符合性product realization 产品实现planning of product realization 产品实现策划product characteristics 产品特性input to product requirements 产品要求的输入product status 产品状态final acceptance of product 产品最后验收procedure 程序program documents 程序文件continual improvement 持续改进procedure for continual improvement of quality management system 持续改进质量体系程序adequacy 充分性storage location 存放地点agency personnel 代理人员submission of tenders 递交标书adjustment 调整，调节statutory and regulatory requirements 法律法规要求rework, vt 返工repair, vt 返修subcontractor 分承包方annex 附录improvement 改进improvement actions 改进措施on-the-job training 岗位技能培训responsibility of individual department and pos t 各部门, 各岗位职责change identification 更改标记change order number 更改单编号process sheets 工艺单process specification 工艺规程procedure(process card) 工艺规程(工艺卡) process characteristics 工艺特性Job Description Format 工种描述单work environment 工作环境impartiality 公正性functional requirements 功能要求supplier 供方supplier evaluation procedure 供方评价程序supplier provided special processes 供方提供的特殊过程verification at supplier's premises 供方现场验证supply chain 供应链criteria for supplier selection, evaluation and re-evaluation 供应商选择、评估和再评估准则communication 沟通customer 顾客customer property 顾客财产control procedure for customer property 顾客财产控制程序customer feedback 顾客反馈Customer Service Contact Form 顾客服务联系表customer communications 顾客沟通customer satisfaction 顾客满意statistical analysis of customer satisfaction 顾客满意度统计分析customer complaint 顾客投诉identification of customer requirements 顾客要求的识别management review 管理评审records from management review 管理评审记录management review control procedure 管理评审控制程序management representative 管理者代表management responsibility 管理职责specified limits of acceptability 规定的可接受界限specified use 规定的用途process 过程complexity of processes 过程的复杂性monitoring and measurement of processes 过程的监视和测量operation of process 过程的运行status of processes 过程的状态process approach 过程方法process controls 过程控制process control documents 过程控制文件process performance 过程业绩appropriateness 合适性changes to contractor 合同的更改contract review control procedure 合同评审控制程序internet sales 互联网销售environmental conditions 环境条件monogram pragram requirements 会标纲要要求type of activities 活动类型infrastructure 基础建设infrastructure 基础设施fundamentals and vocabulary 基础与词汇control of records 记录控制technical specificaion 技术规范process trace sheet 加工跟踪单monitoring and measurement 监视和测量monitoring and measuring device 监视和测量装置control of monitoring and measuring devices 监视和测量装置控制check method 检查方法frequency of checks 检查频次calibration status 检定状态inspection and test control procedure 检验和试验控制程序identification procedure for inspection and tes t status 检验和试验状态标识程序inspection witness point 检验见证点inspection hold point 检验停止点buildings 建筑物delivery 交付post-delivery activities 交付后的活动delivery activities 交付活动interface 接口acceptance of contract or orders 接受合同或定单type of medium 介质类型experience 经验correction action 纠正措施Corrective action response time 纠正措施答复时间，纠正措施响应时间management procedure for corrective actions 纠正措施管理程序corrective action response times 纠正措施响应时间development activity 开发活动traceability mark 可追溯性标志objectivity 客观性Customer Service Log 客户服务记录簿control feature 控制特性，控制细节control features 控制细则periodic assessment of stock 库存定期评估justification 理由routine 例程，惯例，常规质量职能分配表论证范围internal communication 内部沟通internal audit 内部审核internal audit procedure 内部审核程序internally controlled standard 内控标准internal audit 内审results of internal and external audits 内外部审核结果competence 能力training 培训training needs 培训需要evaluate 评价records of the results of the review 评审结果的记录review output 评审输出review input 评审输入Purchase Requisition 请购单authority 权限validation 确认concession 让步human resources 人力资源job training of personnel 人员岗位培训qualification of personnel 人员资格equipment control procedure 设备控制程序device type 设备类型order of design changes 设计更改通知单design and development control procedure 设计和开发控制程序design and development 设计开发design and development planning 设计开发策划control of design and development changes 设计开发更改控制design and development review 设计开发评审design and development validation 设计开发确认design and development outputs 设计开发输出design and development inputs 设计开发输入design and development verification 设计开发验证design validation 设计确认design documentation 设计文件编制design acceptance criteria 设计验收准则design verification 设计验证audit program 审核大纲conduct of audits 审核行为audit criteria 审核准则production process control 生产过程控制production process control procedure 生产过程控制程序production and service provision 生产和服务提供control of production and service provision 生产和服务提供的控制validation of processes for production and serv ice provision 生产和服务提供过程的确认production order 生产令identification and traceability 识别和可追溯性identification and traceability maintenance and replacement 识别和可追溯性维护与替换invalidate 使失效market survey 市场调研suitability 适宜性scope 适用范围controlled condition 受控状态terms and definitions 术语与定义analysis of data 数据分析sequence 顺序transfer of ownership 所有权转移system document 体系文件statistical technique 统计方法outsource(vt) a process 外包过程external source 外部来源documents of external origin 外来文件outsource, vt 外协unique identification 唯一的标识maintenance 维护Document Change Control 文件更改控制Request For Document Change (RDC) 文件更改需求单control of documents 文件控制documentation requirements 文件要求enquiry 问询，询价field nonconformity analysis 现场不符合分析relevance 相关性interaction 相互作用detail design 详细设计，详图设计，零件设计，施工设计sales department 销售部sales contract 销售合同checklist 校验表，一览表，检查一览表calibration 校准submission of action plans 行动计划的递交documented procedures 形成文件的程序documented statement 形成文件的声明performance requirements 性能要求licensee responsibilities 许可证持有者责任acceptance criteria 验收准则verification arrangement 验证安排verification results 验证结果customer focus 以客户为关注点，以客户为焦点awareness 意识introduction 引言，概述，介绍normative references 引用标准application 应用visit to user 用户访问review of requirements related to the product 有关产品的要求评审competent 有能力的effectiveness 有效性determination of requirements related to the pr oduct 与产品有关的要求的确定customer-related processes 与顾客有关的过程preventive action 预防措施management procedure for preventive actions 预防措施管理程序planned results 预期的结果intended use 预期的用途procedure for competence, knowledge and trainin g of personnel 员工能力, 知识和培训程序personnel training procedure 员工培训程序supporting services 支持性服务functions 职能部门responsibility 职责assignment of responsibility 职责分工workmanship 制造工艺manufacturing acceptance criteria 制造验收准则quality policy 质量方针quality programs 质量纲领quality management system 质量管理体系quality management system planning 质量管理体系策划performance of the quality management system 质量管理体系业绩quality plan 质量计划quality records 质量记录quality objectives 质量目标quality audit 质量审核quality manual 质量手册quality problem handling form 质量问题处理单quality requirements 质量要求allocation table of quality responsibilities 质量职能分配表availability of resources 资源的可获得性resource management 资源管理allocation of resources 资源配置provision of resources 资源提供general requirements 总要求，一般要求constituent part 组成部件organization 组织continual improvement of the organization 组织的持续改进size of organization 组织的规模Organizational Diagram 组织机构图final acceptance 最终验收work instructions 作业指导书11 / 11。
采购管理中的供应商关系管理外文翻译(可编辑)
采购管理中的供应商关系管理外文翻译（可编辑）采购管理中的供应商关系管理外文翻译外文翻译原文Determining the Purchase Situation: Cornerstone ofSupplierRelationship ManagementMaterial Source: google scienceAuthor: Evi HartmannThomas RitterAbstract:Purchasing has moved to the agenda of senior management reflecting an increasing strategic attention to benefits that can be gained from management of and cooperation.with suppliers. Modern purchasing approaches reflect this changing emphasis towards the importance of quality and innovativeness of suppliers as opposed to pure price negotiations. However, different approaches are suitable for different purchase situations,for the specific circumstances the buying firm is in. Detailed evaluation and analysis of the purchase situation are even more cr ucial to a company’s sustainable success since new ways of interacting such as electronic marketplaces are developing fast and changing the way firms work together. In this paper, the authors structure different classification models of purchase situations by identifying the underlying dimensions. Based on the literature review the authors havegrouped the indicators in four dimensions. Then by combining these dimensions an overall integrated classification model is developed. Finally, suggestions for future research are discussed.IntroductionThe field of purchasing has evolved significantly in the last two centuries. The growing pressure of global competition and less internal value-creation has led to the recognition that purchasing is animportant co ntributor to a firm’s competitive advantage by both academics and practitioners. An appropriate sourcing strategy can contribute significantly to increase profitability, market share and technological innovation. This increased importance of purchasingrelates to different reasons as cost, quality and technology.Because purchase costs account on average for more than 40% of total expenses they are clearly a major area for potential cost savings. The present invention relates to a system and method for a Commercial credit card. Credit cards operate by having the enabling buyers and sellers of goods to transact with each institution issuing the credit card, the merchant bank, proother. More particularly, the present invention provides. Besides cost benefits purchasing and supply management has a majorimpact on quality. Companies have tended to concentrate on their core competencies with the aim to increase effectiveness and efficiency Hamel, Prahalad 1995. The need to nurture core competences has lead to an increased emphasis on outsourcingVenkatesan 1992. This development reduced a company’s internaladded value in the product value chain to its core competences and atthe same time the supplier’s influence on quality increased to a dominant role.A further lever for an increased importance of purchasing is the extremely short life cycle of new technology. Companies focus on highly customized supplies instead of purchasing commodities. They hand-over product responsibility and risk to their suppliers to cope withincreased product development pressure. Early and extensive supplier involvement shortens the product development process and is an important source of innovation von Hippel 1988, Bozdogan, Deyst, Hoult, Lucas 1998. The focus of attention has shifted to the significance of co-operative buyer-seller relationships to“enable purchasing to support a firm’s strategic positioning” Harland, Lamming, Cousins 1999, p. 659. Based on these trends one of the most important objectives of the purchasing function is the development of a supplier network, since a firm’sability to produce a quality product at reasonable cost and in timely manner is mainly influenced by its suppliers’ capabilities Hahn, Watts, Kim 1990. Firms conclude that they will more readily attain long-term cost reduction by forming closer working relationships with “key” suppliers Harland, Lamming, Cousins 1999. But partnering in general is not the solution for success because of related costs, high resource intensity and risk of dependency. The relationships need to be adaptedto the specific purchasesituation. Depending on different external contingencies the appropriate relationship type should be developed with different governance structure and relational design. Bensaou 1999 showed thatfir ms “balance aportfolio of different types of relationships rather than rely on one type” which leads to the key question: Which kind of supplier cooperation needs to be established in which purchasing situation to contribute to the success of a company? Or in other words, under which circumstances should a firm try to establish a relationship with its suppliers? The appropriate analysis of the purchasing situation is even more important since the establishment of electronic marketplaces and web-supported trading Kaplan, Sawhney 2000, which builds a new dimension for purchasing with reduced interpersonal contact but transactional focus. In a nut shell e-trade offers an even more different approach to do business and as such the decision of how to interact with thesupplier base or parts thereof becomes more critical.In the literature various dimensions for structuring the purchasing situation have been developed, although an integrated model is missing Cousins, Spekman 2000, M?ller,F?rr?nen 2000, Dyer, Fr?hling 1999, Cho, Chu 1998, Metcalf, Frear 1993, Hubmann,Barth 1990, Müller 1990, Witt 1986, Bogaschewsky, Rollberg 1999, Baumgarten, Wolff 1999, Wildemann 1999, Mittner 1991, Kraljic 1983, Elliott, Glynn 2000, Bensaou,1999,Cannon, Homburg, Willauer 1998, Olsen, Ellram 1997, Krapfel, Salmond,Spekman1991, Lamming, Cousins, Notman 1996 etc.. This paper tries to integrate several aspects by building a systematic and consistent framework, which enables managers to identify the appropriate purchasing strategy depending on the situational circumstances. The paper is organized as follows: Firstly, we provide an overview of the literature on classification and portfolio models of supplier relationships by developing a conceptual framework. Then, based on this literature classification by synthesizing all aspects an integrated classification model is proposed. We close with an outlook of further research opportunities and some managerial implications.Purchase situation classification dimensions.In the past portfolio models have been successfully used for assessing more efficiently a company’s position in respect to its current position, the projected future and the future desired positions in various dimensions Wind, Douglas 1981, Ansoff, Leontiades 1976,Markowitz, 1952. The pioneering portfolio theory for management of equity was developed by Markowitz in 1952. In the field of industrial marketing and purchasing recently several portfolios have been developed for evaluating customer and supplier relationships since the early 1980s. The different approaches can be structured by four segmentation dimensions: product, market, supplier and relationship characteristics.With the term purchase situation we consider all relevant forces and influences related to the acquisition of required materials, services and equipment, which have a potential impact on the way buyerand seller work together. The following four characterization dimensions underline the magnitude of various aspects impacting this sourcing environment.Figure 1: ABC-Analysis in Chemical industryThis classification differs suppliers with significant spent fromthe mass of suppliers with only small purchase volume Bogaschewsky, Rollberg, 1999 and clearly demonstrates he economic importance of the supplier Baumgarten, Wolff, 1999. Especially in the industrialproduction industry the ABC-analysis is very helpful, since there it is a common situation that the majority of the purchase spent is caused by only few material categories Corsten 1996. Another volume characteristic is number of parts, which is especially important in discrete production. But besides economic volume and number of parts the physical size can also have an important business impact, especially for products which need large storage space. To reduce inventory carrying cost for large products just- in-time order policies could be in place. Therefore some authors not only categorize the monetary sourcing spent but also number of parts and physical volume Bogaschewsky, Rollberg, 1999.But purchase volume alone can sometimes be misleading. The cheapest component is, in the long run, not necessarily the least expensive. Once the cost of poor quality is factored in the cheapest maywell be the most expensive Burt, 1989. Decisions on sourcingstrategies cannot only be based on purchase value or volume, the perceived risk has to be evaluated including its various components asfinancial risk, performance risk, social risk and other componentsGemünden 1985, p.84,85.Therefore some researchers talk about product and purchase importance Cannon, Perreault 1999, Homburg 1999, Olsen, Ellram 1997, Homburg 1995, Matthyssens, Van den Bulte 1994, Metcalf, Frear 1993, Kraljic 1983. Olsen and Ellram 1997 detail the importance by economic factors in terms of “dollar value and the impact on the company’s profits” Olsen, Ellram 1997, p.103, by competence factors, which “describe the extent to which the item purchased is part of the company’s core competencies” Olsen, Ellram 1997, p. 103 and by strategic importance. The closer the purchased product is to the core competencies of the firm, the greater is the strategic importance of the purchased good Olsen, Ellram 1997. Product importance as “the extent to which a consumer links a product to salientenduring or situ ation specific goals” Bloch, Richins 1983, p. 71 is a broader definition for product characteristics. For Metcalf and Frear 1993 the product importance is not an inherent product characteristic, but its perception by the buyer will relate to the “product’s ability to satisfy the goals of the buying firm” Metcalf, Frear 1993, p. 66. Product importance is also influenced by the risk of the supply for the production process, if the delivery is delayed Mittner 1991, p.22. But not only risk due to delays has to be included in the product importance evaluation, also functional and qualitative aspects relating to product performance, financial factors or social effects have to befurther detailed Gemünden1985, p. 90. Product importance also refers to theposition of the supply in the value chain of the producing company, which then determines a potential impact of short innovation and product cycle of the supply.To evaluate the product complexity and standardization another product segmentation dimension is the degree of product customization Cannon, Homburg, Willauer 1998,Dyer, Cho, Chu 1998, Metcalf, Frear 1993, which can reflect in product specification, delivery agreements and specific payment schemes. Metcalf and Frear 1993 talk about “adaptations”, which occur when “one party in a relationship alters its processes or the item exchanged to accommodate the other party” Wilson 1995, p. 339. Adaptations develop over time by implying cost. They can be grouped in different types of adaptation as technical knowledge-based, administrative, economic and legal Hakansson, Gadde 1992, 408 and may include customizing products, financial terms, information sharing routines, pricing inventory stocking policies, delivery schedules and production processes Cannon Narayandas 2000,p.412. The product specification dimension is frequently used in the automotive industry, where only limited suppliers deliver highly customized productsThey fall in the “keiretsu-category” Dyer, Cho, Chu 1998, p. 60, withroughly 30 suppliers of more than 300. Keiretsu suppliers in the automotive industry deliver parts as engine parts, body panels or seats Dyer, Cho, Chu 1998. The degree of customization underlines the supplier willingness to invest in the relationship. On the other hand it showsthe trust and commitment Morgan, Hunt 1994 of the buying company to rely on a single source The demand pattern defines the continuity and age of the relationship Bogaschewsky,Rollberg 1999, Baumgarten, Wolff 1999, Baumgarten, Bodelschwingh 1996. Suppliers use this measurement as a key indicator for planning the production. As a result of derived demand Fiocca 1982 emphasizes the importance that “industrial marketers must always be up to date about the current and prospective trends” p. 54.By reviewing those four sub criteria of product characteristics they are all too important to be excluded. But they need to be weighted depending on their relevance according to the specific circumstance. A balanced scorecard approach can helps to simplify this evaluation process.Market characteristicsFor classifying a supplier relationship not only the productspecific characteristics areimportant. Many different market aspects influence the purchasing situation, although they may not be fully influenced by both parties of the purchasing process. One frequently used segmentation dimension is the supply risk determined by production shortages, product availability,availability of alternatives, which is the “degree to which a buying firmhas alternative sources of supply to meet a need” Cannon, Perreault 1999,p.444, on time delivery, quality acceptance or seasonality Baumgarten, Wolff 1999,Orths 1999, Wildemann 1999, Baumgarten, Bodelschwingh 1996, Homburg 1995,Hubmann, Barth 1990, Müller 1990, Witt 1986. Wildemann 1999 differentiates between “internal and external supply risk” p.441. Company external risks are influenced by supply problems with substitutes, seasonality, transport logistics complexity and delivery time, whereas internal risk factors are such as the possibility of indoor production, availability of production know-how and product and production complexity Wildemann 1999, Lamming et al. 1996.The second market characteristic besides supply risk is the buying power, each firm must be able to understand its competitive environment Lamming et al. 1996, p. 176. For defining the buying power, which describes the governance in the purchasing situation, several market indicators have to be summarized - such as industry growth and exit barriers, number of competitors, the number of suppliers and an understanding of the rivalry in the market Porter 1996, p. 23. Following traditional economic theory when many suppliers compete to sell comparable goods, the marketbecomes a ready source of information on prices and quality Cannon, Perreault 1999, which strengthens the position of the buyer. But theopposite occurs if only limited suppliers are in the market, the buying company has to cope with the uncertainty and dependence. The buying power is further described by Geck and Petry 1983 with three characteristics: dominant size of the buying company compared to the supplier, market knowledge advantage of the buyer and the servicefunction of the supplier “customer is king” Geck, Petry 1983, p.17.The geographic spread is a further sub-criteria of the buying power, which defines the buying company’s opportunities concerning global sourcing strategies Monczka, Trent, Handfield 1998, Kiedaisch 1997. Similar to the buying power definition Cannon, Homburg and Willauer 1998 talk about situational factors as dynamism of price and quality.Supplier characteristicsSupplier characteristics are only used by a few researchers for supplier relationship classification Elliott, Glynn 2000, Wildemann 1999, Bensaou 1999, whereas many supplier aspects have been evaluated in the literature dealing with the supplier evaluation and selection process Monczka, Trent, Handfiel 1998, Saunders 1997, van Weele 2000, Koppelmann 1997, Hartmann 1992, Hildebrandt, Koppelmann 2000.The definition of resources goes along with Hofer, Schendel 1978, p. 145, Helfert 1998, p.51-52, Ritter 1998, p.82-83, who cluster the resource base in four groups: financial resources, physical resources, personnel resources and information resources p.82, 83. In business market the buying company depends in part on these resources of the supplier Ford et al. 1999, p. 76. Standard performance indicators asin the annual report enable a differentiated judgment for the purchasing management concerning financial stability of the supplier. For a better basis of price negotiation supplier’s margins need to be recalculatedor at least estimated Olsen, Ellram 1997. The resource potential describes the suppliers commercial and financial competence, but the technical perspective is as well important Olsen, Ellram 1997.译文采购管理中的供应商关系管理资料来源: 谷歌学术网作者:哈特曼.艾威托马斯.瑞特摘要:采购已经进入了高级管理的议事日程,它反映出了对利益高度的战略关注,这些利益可以从与供应商的合作和管理中获得。
《供应商认证与管理》中英文版
1.1 供应商认证 特别注意：
1、对于新供应商新器件，必须严格按照前面的6步 进行认证。 2、对于合格供应商（已经我司认证合格上网）的 新器件，通常只进行器件认证，即：
A、样品测试、在板测试 B、小批量试用 C、供应商实地考察（必要时）
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供应商认证与管理
采购认证管理部 2005年5月
版权所有，未经许可不得向外传播，违者必究
Supplier Qualification and Management
Procurement Qualification Management Dept Mar,2005
All Rights Reserved. No transmission is allowed without permission.
All Rights Reserved. No transmission is allowed without permission.
1.1 Supplier Qualification
(2) Communication with potential suppliers If the questionnaire and documents are acceptable, a meeting (or a conference call) can be arranged to communicate with the supplier to understand the supplier‟s capacity and discuss the cooperation affairs.
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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.。
供应商管理程序《中英文版》
1.PURPOSE 目的：To establish a guideline to control and monitor supplier quality performance, manage supplier to improve quality system and product quality to meet XXX (ZhongShan) expectations.建立监控供货商质量绩效的方针，管理供货商改进质量系统及产品质量以达到乂乂乂(中山)的期望目标.2.SCOPE 范围：2.1This procedure applies to all suppliers that provides production material products to XXX (ZhongShan).此程序适合于XXX(中山)提供生产性物料的所有供货商.2.2This procedure is applicable for QA to manage supplier quality and related issue only.此文件仅适用于QA管理供货商质量及相关问题.3.DEFINITIONS 定义：3.1Key Sup plier :The supplier provides the material that is either valuable and / or critical impact to product’s characteristics关键供货商：提供对产品价值或性能有关键影响物料的供货商.3.2SRS: Supplier Rating System.SRS:供货商评估系统.3.3FAI: First Article Inspection.FAI:首件检验.3.4LAR: Lot Accept Rate from incoming inspection.LAR:来料检查批接收率.4.REFERENCE DOCUMENT 参考文件：4.1BZQP-7-06 Supplier Rating System Procedure 供货商评估系统程序.4.2BZQP-8-07 Corrective and preventive actions procedure 纠正及预防措施程序.5.RESPONSIBILITY 职责：5.1Purchasing staff 采购5.1.1Arrange consolidation of the overall material supplier performance and distribute to related parties. 整理供货商质量绩效并发布给相关部门5.1.2Review the supplier performance and enhance supplier improvement management.评估供货商绩效加强供货商改善管理.5.1.3Coordinate and plan supplier’s support both for ongoing & future if necessary.协调和规划供货商现在及将来的支持5.2QA质量工程师.5.2.1Follow supplier corrective action in line complaint.跟进产线投诉问题和供货商的改善行动.5.2.2Define key supplier for evaluation or assessment with purchasing staff.与采购定义关键供货商以便评估.5.2.3Review the assessment result for further improvement or supplier quality related matters..审核供货商质量相关的事项的评估结果，达到持续改善.5.3ME制造工程If necessary, ME will support QA to perform supplier process audit and technology evaluation.必要时,ME将协助QA执行供货商制程审核及技术评估.6.PROCEDURE 程序：6.1Supplier Rating System 供货商级别评估体系.Purchasing and QA shall select the key supplier and perform SRS. Refer to Supplier Rating System Procedure(BZQP-7-6).采购和QA选择关键供货商进行评估，参照供货商评估系统程序(BZQP-7-6)6.2Material qualification 物料资格认证.6.2.1Under selection of a potential supplier, Sourcing or purchasing sends the specification or drawing componentrequirements to supplier and Engineer instruct supplier to submit sample and related document (Attachment 1.)选定部分供货商后，资材部或采购将部件规格要求或图纸转交给供货商，工程部工程师指导供货商按照提交样品和相关档(附禧1)6.2.2Engineer will cooperate to complete FAI, detail operation process refer to “Incoming First Article InspectionInstruction (BZQAWI-003)”.工程师将完成物料的FAI检查,具体作业方法请参考“来料首件检查指示(BZWIQA-003)”6.2.3After the internal inspection completed, QA submit the passed part and FAI documents to customer for make finalapprove if need. After customer approve the sample, QA distribute the approved sample and relative files to IQC and buyer as the proof of approved by XXX (ZhongShan).内部检查完成后，如客户要求,QA将零件批准的数据(零件样板)和FAI报告送与客户批准.客户检查并批准后,QA将客户最终承认的样板及相关文件分发至IQC和采购，作为样板被乂乂乂(中山)承认的依据.6.2.4If material is rejected by customer, the original copy of material approval should return back to QA. Return processfrom 6.2.1 to 6. 2.4如零件承认被客户否决，则承认零件退回给QA.重复步骤6.2.1至6.2.4.6.2.4.1For the critical to quality indirect material and not customer specified ,new developed suppliermaterial needs to pass Engineer’s approval, and send to customer for approval as required.对于客户未指定的间接物料，在其对产品质量有重要影响的状况下,新物料需要经过工程师批准,如果客户要求将送给客户进行批准.6.2.5Material disqualification procedure.物料资格取消程序6.2.5.1In the below cases, IQC or buyer has the authority to request and disqualify supplier’s part supply, andIQC rise a material disqualification request.( BZQP-7-07F01.1)当发现如下情况时,IQC或采购有权对供货商提出取消其生产件供应资格的申请，并且该申请将以物料供应资格取消申请书形式提出(BZQP-7-07F01.1)6.2.5.1.1Serious quality issue from supplier (example: safety issue, use banned material, or seriouslyimpact production in XXX etc).部品发现重大质量问题(如安全问题，使用禁用物料，或对XXX造成重大生产影响等).6.2.5.1.2More than 3 times claims for material quality from IQC or production line within one month and thereis no effective action to improve the quality after IQC warn or QA perform factory audit.在一个月内IQC拒收三批以上的物料或生产线对该物料有三次以上的质量投诉并且在IQC通知供货商或对供货商进行审核后供货商在质量方面没有有效改善.6.2.5.1.3Continual twice get red card in supplier rating system (for single sourcing supplier, materialis disqualified except customer approval)在供货商级别评定中连续两次评定为不合格(对于单一货源供货商,除非客户批准，否则将取消其资格).6.2.5.1.4Customer requirement 客户要求.6.2.5.1.5Others 其它.6.3 Supplier Qualification & disqualification 供货商资格认证及取消6.3.1For new supplier (or second source) who is opened by XXX (ZhongShan), QA needs to qualify new supplier.For the current suppliers, purchasing can list them directly in the AVL list.对于XXX(中山)开发的新供货商(或者第二供货商),QA需要进行新供货商的资格认证.对于现有的供货商，可直接进入AVL表.6.3.2There are 5 classifications of “supplier qualification” process will be applied:将有5个不同级别的文件被引用到供货商认证中去：6.3.2.1NDA (Non-disclosure agreement):保密协定This is a non-disclosed agreement for supplier with XXX (ZhongShan) before business. Supplier mustobey XXX (ZhongShan) business requirements, can not disclose any XXX (ZhongShan) businessinformation, drawing, technical information, pricing information to any other 3rd party under thisagreement withoutXXX(ZhongShan) permissions.此档是供货商与乂乂乂(中山)生意合作之前的保密协定.供货商必须遵守乂乂乂(中山)商业要求, 不能揭露任何乂乂乂(中山)生意方面信息、图纸、技术信息、价格信息等给任何未经XXX(中山)授权的第三方机构.6.3.2.2Supplier reliable investigate report:供货商信誉度调查This report is to investigate supplier reliable information in market and ensure supplier can show enoughcapability to support XXX (ZhongShan)此文件用以调查供货商的市场信息以保证供货商有足够能力和XXX(中山)配合.6.3.2.3Supplier Qualification Summary Report 供货商认证总结报告This report is conducted by purchasing for one supplier evaluation summary report & qualificationstatus.此份报告由采购主导用以供货商评估总结及认证状况.6.3.2.4Supplier audit report, QA is responsible for perform audit ,if it is necessary and applicable, QA releasesthe copy of report to purchasing.供货商审核报告,QA有必要且可实施状态下将对供货商进行审核,QA将复印件分发至采购.6.3.2.5Supplier Disqualification Request 供货商资格取消申请.This report will be requested by purchasing & QA to disqualify a supplier; and the applicant will fill inthe application. It will be effective by their manager and Plant Manager approval.此份报告由采购及QA用以供货商资格取消申请.由各自部门经理和厂长签名后生效.6.3.3Primary opportunities for one qualified supplier:供货商认证的首选机会：6.3.3.1 A well developed quality management system.优秀的质量发展管理系统.6.3.3.2Reasonable price and forwardly to support XXX （ZhongShan） on cost down approach.可以接受的价格水平并主动配合乂乂乂（中山）降低成本.6.3.3.3Capability of ensuring stable and punctual material supply chain system.能够保证稳定而准时的供应链系统.6.3.3.4Good service can support XXX （ZhongShan） at emergency; provide XXX （ZhongShan） on reliable &acceptable information; quickly respond on claims & remarks; support XXX （ZhongShan） on flexibility;forwardly to provide XXX （ZhongShan） on Information （News, Technical support）.优良的服务；能够在紧急状况下支持XXX（中山）；提供给XXX（中山）合理的和可以接受的信息; 迅速回馈XXX（中山）的抱怨及相关要求；弹性地服务XXX（中山）；主动配合XXX（中山）有用的信息（新闻、技术支持）.6.3.4Buyer gathering information of supplier: company profiles, brochures; products information （samples, specs）,etc. If it matches current business requirments, then will send “Supplier Reliable Investigate Report” tosupplier for self-evaluation, request supplier to submit self-evaluation data to purchasing for evaluation, based oncurrent commodity supplier base status, technology, quality, cost, responsiveness, service, delivery, stability&capability, environmental & safety, If recommended supplier matches XXX’s requirements, purchasing willlead the “Development team” to audit supplier.采购收集供货商信息：公司资料及手册；产品信息（样品、规格）等如果供货商符合当前XXX（中山）商业需求，负责采购将“供货商信誉度调查报告”发给供货商进行自我评估；要求供货商提供自我评估数据并回馈给采购，采购依据XXX现有商品供货商基础、技术、质量、成本、反应速度、服务、交期、稳定性和能力、环境及安全等予以综合评估.如果推荐的供货商符合乂乂乂（中山）要求,采购将安排发展团队予以评鉴.6.3.5Purchasing will lead “development team” to summarize “Supplier Qualification Summary Report”，to evaluaterecommended supplier will be qualified supplier. XXX (ZhongShan) qualified supplier must be required:采购将主导“发展团队”总结“供货商认证总结报告”,以评估推荐供货商成为合格供货商.XXX (中山)合格供货商必须同时满足如下要求：6.3.5.1Pass XXX (ZhongShan) QA audit if it is applicable. The approval classification will refer to “BZWIQA-015supplier audit &qualification”.在审核可以进行和需要的条件下,供货商须通过乂乂乂(中山)。
供应商管理库存系统外文文献翻译最新译文
供应商管理库存系统外文文献翻译最新译文文献出处：Kannan G, Grigore M C, Devika K, et al. An analysis of the general benefits of a centralised VMI system based on the EOQ model [J]. International Journal of Production Research, 2013, 51(1): 172-188.An analysis of the general benefits of a centralised VMI systembased on the EOQ modelG. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1.IntroductionDue to the global expansion of large companies, competition all over the world is becoming stronger and therefore an increasing need to obtain competitive prices is pushing industries to take on new challenging, strategic methods. One of the recently recognised methods is the replacement of the traditional supply chain with the vendor-managed inventory (VMI) supply chain. It has been proven in many different papers that the VMI supply chain is superior to the traditional supply chain and can bring significant cost savings to the participants.A traditional supply chain refers to the system within which each of the members at the different stages make decisions regarding replenishment quantities and timing so as to minimise cost at their end of the supply chain. The supply chain usually consists of all stages, starting at the raw material supplier and continuing on until the finished product reaches the end customer. All the different stages are linked by their common aim of providing the right product to the right customer in the promised time.VMI is a replenishment supply chain technique that has beenimplemented since the beginning of the 1980s by Wall-Mart and Procter & Gamble (Waller et al. 1999), and has its roots back in 1958 when Magee (1958) first introduced the concept.Within a VMI agreement, the upstream supply chain member (the vendor) takes responsibility for managing the inventory of the downstream member (the buyer) within specific levels previously agreed upon without the need for orders from the customer side to be placed. Therefore, the vendor can focus on optimising production efficiency and capacity planning, while the customer has to improve forecastaccuracy.The success of VMI is dependent on communication between the partners, their willingness to share data, collaboration and coordination, and an information technology system which enables fast access to critical information (Duchessi and Chengalur-Smith 2008).The general characteristics of a traditional supply chain and of a VMI supply chain, formed by three stage.The research here is meant to offer a simple overview of the possible outcomes after VMI implementation in a two-stage supply chain, between the vendor and its multiple buyers. The analysis focuses on the overall supply chain cost impact, which VMI can show under specific conditions, based on the practical experience learned in the pharmaceutical industry.Using VMI in a supply chain brings transparency regarding essential information among the partners, thus giving the opportunity at each stage to adjust the decisions in a timely manner and avoid emergency situations.The VMI supply chain implies coordination between the partnering stages, continuous information sharing, and regularmeetings where critical issues are discussed and follow-up actions are noted.The general benefits model analysed in this paper is based on the economic ordering quantity (EOQ) model and is an extension of Bookbinder et al.'s (2010) paper. As an extension of the aforementioned work, the model has been adjusted to integrate different requirements and constraints from within the pharmaceutical industry. It has been further extended from analysing a one-vendor, one-buyer deterministic demand case to analysing a one-vendor, multiple-buyer stochastic demand case.The mathematical model applies to two echelons, the vendor and its multiple buyers. An observation is made here to distinguish that the buyers are not the end-consumers but represent sales organisations from each country. At the same time both the vendor and buyers belong to the same organisation.In the literature, one of the main challenges when implementing VMI has beenidentified in providing the right incentives for all partners to do their best for the supply chain and the right contract to share the overall profits (Nagarajan and Rajagopalan 2008).The fact that both stages belong to the same organisation facilitates simpler developments further. There is no need for complicated contracts for profit sharing between the two partners in a VMI case, as the most important thing is the total supply chain profit. It can be assumed that both partners have the right incentives to increase overall supply chain profits.Based on the assumptions above, the traditional supply chain model is developed according to its general characteristics within which the centralised organisation does not show anyimpact, while the VMI model is developed as and when decisions are taken centrally to obtain overall supply chain cost reductions.2. Literature reviewThe literature review of this paper is divided into two categories: first, an overview of general positive characteristics observed after the VMI implementation (or) assumed to occur behind the theoretical model and then the second part looks at the literature which clearly focused on the EOQ modeling to determine the potential benefits of a VMI supply chain.2.1 General characteristics of VMI outcomesThis section verifies the outcomes of a VMI relationship and presents a short literature review of different benefits which have been recognised by other authors to be the outcome of VMI partnerships. A couple of articles have directly addressed the general benefits which can be achieved from a VMI partnership without necessarily developing a model to prove their arguments but through empirical research.Lee et al. (2008) analysed how lean systems would perform with VMI, Collaborative Planning, Forecasting and Replenishment (CPFR), and continuous replenishment and identified that expenses can be significantly decreased and flexibility improved under VMI. Elvander et al. (2007) developed a framework for a VMI configuration with four categories: inventory-related dimensions, information-related dimensions, decision-making dimensions, and a systemintegration level. Dorling et al. (2006) evaluated VMI under oligopolistic competition and defined five steps towards VMI implementation. Donget al. (2007) surveyed the literature and identified that VMI is adopted when the supplier deals with high market competitiveness and when there is good cooperationbetween the supplier and the buyer.Blatherwick (1998), Disney et al. (2003), and Sari (2008) identified that VMI can be outperformed by other strategies in specific situations.2.2 General benefits models of VMI based on the EOQ modelThe literature review presented below focuses strictly on research papers which have developed specific models to evaluate the benefits of a VMI supply chain based on EOQ modelling.Bookbinder et al. (2010), Yao et al. (2007), and Razmi et al. (2010) evaluated the supply chain costs under a traditional supply chain compared to a VMI situation. All cases considered a two-echelon model formed by a vendor and a buyer, and the model development was based on the EOQ formula.Bookbinder et al. (2010) compared three cases: the traditional supply chain, VMI, and central decision making. The difference between traditional supply chains and VMI was obtained through transferring the cost of placing an order, which was incurred by the buyer, to the vendor under the VMI. Also, the vendor's cost of placing an order has been considered to be lower than the buyer's. One of the findings of the model is that both the vendor and the buyer are better off as long as the vendor's holding costs divided by the buyer's holding cost are higher than the ordering cost.Yao et al. (2007) showed that total costs can be decreased under VMI as long as the ordering cost of the vendor is lower than that of the buyer. However, results also show that the buyer has greater benefits than the vendor.Razmi et al. (2010) effectuated a sensitivity analysis by varying the parameter values of the total cost function whileincluding a backordering cost in the calculation. While in the traditional supply chain model both the vendor and the customer incurred costs, in the case of VMI all the costs have been attributed to the vendor. Pasandideh et al. (2010) used an EOQ model to evaluate the impact of differentparameters on the total cost when applying VMI and when shortage is backlogged. The EOQ model developed showed that VMI could bring important cost savings but this has its limitations on the values of the ordering costs of the two participants.Zhang et al. (2007) analysed the total cost function incurred under a VMI partnership where an exponential function of the ordering costs was taken. The model was applied to a one-vendor, one-buyer case and proved that decreasing the ordering cost represents an investment which brings lower costs for all buyers. Teng et al. (2005) used integer programming to extend the classic economic production quantity (EPQ) model to allow for time varying cost, with deterministic demand. The findings showed that the total cost is a convex function of the number of replenishments, for which the minimum number should be identified for savings to be obtained. Chen and Wei (2011) examined the optimal dynamic joint decisions using a calculus-based formulation combined with dynamic programming techniques in a vertically decentralised single manufacturer Stackelberg and single-retailer channel over a multi-period planning horizon subject to deteriorating goods and multivariate demand function. Niranjan et al. (2011) analysed the issues surrounding the VMI implementation using 15 features categorised as product related, company related, or supplier related. In addition to the researchers mentioned in Table 1, the following researchers have also analysed the benefits of the VMIsystem (Disney and Towill 2002b, Sourirajan et al. 2008, Bakal and Geunes 2009, Battini et al. 2009, Wang 2009, Liu and ?etinkaya 2010, Borade et al. 2011).Zhang et al. (2007) developed an integrated VMI, where a joint cost model was built under the assumption of constant demand rate and production. The model evaluates the impact on the total cost function when varying the ordering cost. Ordering costs can be reduced through a VMI partnership, and the partners can share the benefits. Later, a model to indicate the general benefits which a VMI partnership could bring, and adjusted to the pharmaceutical case, will be developed.Many authors have focused their attention on the analysis of the VMI performance based on constant demand characteristics, for which the EOQ model represents the basis for the analysis. While researching the general benefits of VMIbased on EOQ model literature, one of the gaps identified is the fact that evaluations were done strictly between one vendor and one buyer. The only exception is identified in Zhang et al. (2007), who considered two buyers but focused on order cost reduction evaluation.Based on the findings in the literature, this paper extends previous research and analyses the possible benefits when dealing with one vendor and multiple buyers assuming a stochastic, constant type of demand.3. Problem definition and research scopeThe objective of this paper is to develop a relevant model which integrates specific constraints from the pharmaceutical industry and which has the ability to project the possible cost differences between a traditional supply chain and a VMI supply chain.Some of the aspects which the model will integrate are: constant demand, variable demand, evaluation of a two-stage supply chain composed of a vendor and his multiple buyers, and identification of the importance of fast reaction to demand changes and maintenance of a high customer service level as defined by the industry.The characteristics are integrated in both traditional and VMI supply chains, while the model is based on the EOQ model rational with the purpose of highlighting cost differences between the two. Under the VMI supply chain, the transportation cost and the cost of issuing an order are transferred from the buyer to the vendor.The structure of the paper is as follows: Section 4 develops the mathematical model for the traditional and VMI supply chains, and this is then numerically applied in Section 5. The results of the numerical application are discussed in Section 6, and Section 7 presents an overall conclusion of the paper and identifies directions for further research opportunities.3.1 Research highlightsThe model developed in this paper extends previous works which based their analysis of traditional versus VMI supply chains on EOQ models by acknowledging demand variability and integrating preventive actions.Another difference which is captured within this model represents the extendednumber of buyers evaluated. While previous research focused on one-vendor, one-buyer cases, the model here integrates one vendor and multiple buyers.Evaluating the situation of multiple buyers with whom the vendor has the possibility to establish VMI partnerships givesmore flexibility to the vendor to consolidate specific product demands. Based on this opportunity, the model is structured to evaluate benefits depending on the number of products shared among more buyers.译文基于经济订购量模式的供应商管理库存系统的综合效益分析G. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1 引言由于大公司的全球化扩张，世界各地的竞争越来越强烈，因此越来越需要获得具有竞争力的价格，这对企业来说是一个全新的挑战，但也是推动产业发展的战略方法。
质量与检测外文文献翻译、中英文翻译、检测检验类外文翻译
Quality and InspectionAccording to the American Society for Quality Control (ASQC), quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy given needs. The definition implies that the needs of the customer must be identified first because satisfaction of those needs is the “bottom line” of achieving quality. Customer needs should then be transformed into product features and characteristics so that a design and the product specifications can be prepared.In addition to a proper understanding of the term quality, it is important to understand the meaning of the terms quality management, quality assurance, and quality control.Quality management is that aspect of the overall management function that determines and implements the quality policy. The responsibility for quality management belongs to senior management. This activity includes strategic planning, allocation of resources, and related quality program activities.Quality assurance includes all the planned or systematic actions necessary to provide adequate confidence that a product or service will satisfy given needs. These actions are aimed at providing confidence that the quality system is working properly and include evaluating the adequacy of the designs and specifications or auditing the production operations for capability. Internal quality assurance aims at providing confidence to the management of a company, while external quality assurance provides assurance of product quality to those who buy from that company.Quality control companies the operational techniques and activities that sustain a quality of product or service so that the product will satisfy given needs. The quality control function is closest to the product in that various techniques of unsatisfactory sources of quality performance.Many of the quality systems of the past were designed with the objective of sorting good products from bad products during the various processing steps. Those products judged to be bad had to be reworked to meet specifications. If they could not be reworked, they were scrapped. This type of system is known as a “detection correction” system. With this system, problems were not found until the products were inspected or when they were used by the customer. Because of the inherent nature of human inspectors, the effectiveness of the sorting operations was often less than 90%. Quality systems that are preventive in nature are being widely implemented. These systems prevent problems from occurring in the fist place by placing emphasison proper planning and problem prevention in all phases of the product cycle.The final word on how well a product fulfills needs and expectations is given by the customers and users of that product and is influenced by the offering of competitors that may also be available to those customers and users. It is important to recognize that final word is formed over the entire life of the product, not just when it was purchased.Being aware of customers’ needs and expectat ions is very important, as was previously discussed. In addition, focusing the attention of all employees in an enterprise on the customers and users and their needs will result in a more effective quality system. For example, group discussions on product designs and specifications should include specific discussion of the needs to be satisfied.A basic commitment management should be that quality improvement must be relentlessly pursued. Actions should be ingrained in the day-to-day working of the company that recognize that quality is a moving target in today’s marketplace driven by constantly rising customer expectations. Traditional efforts that set a quality level perceived to be right for a product and direct all efforts to only maintain that level will not be successful in the long haul. Rather, management must orient the organization so that once the so--called right quality level for a product has been attained; improvement efforts continue to achieve progressively higher quality levels.To achieve the most effective improvement efforts, management should understand that quality and cost are complementary and not conflicting objectives. Traditionally, recommendations were made to management that a choice had to be made between quality and cost--the so--called tradeoff decision--because better quality inevitably would somehow cost more and make production difficult. Experience throughout the world has shown that this is not true. Good quality fundamentally leads to good resource utilization and consequently means good productivity and low quality costs. Also significant is the higher sales and market penetration result from products that are perceived by customers to have high quality and performance reliability during use.Four basic categories of quality costs are described in the following:（1）Prevention--costs incurred in planning, implementing, and maintaining a quality system that will ensure conformance to quality requirement at economical levels. An example of prevention cost is training in the use of statistical process control.（2）Appraisal—costs incurred in determining the degree of conformance toquality requirements. An example of appraisal cost is inspection.（3）Internal failure—costs arising when products, components, and materials fail to meet quality requirements prior to transfer of ownership to the customer. An example of internal failure cost is scrap.（4）External failure—costs incurred when products fail to meet quality requirements after transfer of ownership to the customer. An example of external failure cost is warranty claims.A problem—solving approach should be followed in seeking quality improvement. The results of any improvement effort will not be permanent unless the root causes of the problems have been found so appropriate (irreversible) corrective action can be implemented.The root cause can be defined as the real cause of a problem. This is often quite different from the apparent cause, which appears after a superficial investigation. A frequently asked question is how to known when the root cause is found and when the investigator is not still being deceived by the apparent cause. A meaning answer is that if the root cause has been found, the problem is able to be turned on and off by adding or removing the cause.Once the root cause has been found, an irreversible corrective action must be implemented so there is no foreseeable situation by which the root cause can return and so permanent improvement results.Although the level of quality control is determined in large part by probability theory and statistical calculations, it is very important that the data collection processes on which these procedures depend be appropriate and accurate. The best statistical procedure is worthless if fed faulty data, and like machining processes, inspection data collection is itself a process with practical limits of accuracy, precision, resolution, and repeatability.All inspection and/or measurement processes can be defined in terms of their accuracy and repeatability, just as a manufacturing process is evaluated for accuracy and repeatability. Controlled experiments can be performed, and statistical measures of the results can be made to determine the performance of a method of inspection relative to the parts to be inspected. Suitability of one or another method can be judged on the basis of standard deviations and confidence levels that apply to each approach as used in a given inspection situation.质量与检测根据美国质量管理协会的定义，质量是产品或服务能够满足规定需求而具有的特性和特征的总和。
质量控制中英文对照
QE=品质工程师（Quality Engineer）MSA: Measurement System Analysis 量测系统分析LCL: Lower Control limit 管制下限Control plan 管制计划Correction 纠正Cost down 降低成本CS: customer Sevice 客户中心Data 数据Data Collection 数据收集Description 描述Device 装置Digital 数字Do 执行DOE: Design of Experiments 实验设计Environmental 环境Equipment 设备FMEA: Failure Mode and Effect analysis 失效模式与效果分析FA: Failure Analysis 坏品分析FQA: Final Quality Assurance 最终品质保证FQC: Final Quality control 最终品质控制Gauge system 量测系统Grade 等级Inductance 电感Improvement 改善Inspection 检验IPQC: In Process Quality Control 制程品质控制IQC: Incoming Quality Control 来料品质控制ISO: International Organization for Standardization 国际标准组织LQC: Line Quality Control 生产线品质控制LSL: Lower Size Limit 规格下限Materials 物料Measurement 量测Occurrence 发生率Operation Instruction 作业指导书Organization 组织Parameter 参数Parts 零件Pulse 脉冲Policy 方针Procedure 流程Process 过程Product 产品Production 生产Program 方案Projects 项目QA: Quality Assurance 品质保证QC: Quality Control 品质控制QE: Quality Engineering 品质工程QFD: Quality Function Design 品质机能展开Quality 质量Quality manual 品质手册Quality policy 品质政策Range 全距Record 记录Reflow 回流Reject 拒收Repair 返修Repeatability 再现性Reproducibility 再生性Requirement 要求Residual 误差Response 响应Responsibilities 职责Review 评审Rework 返工Rolled yield 直通率sample 抽样,样本Scrap 报废SOP: Standard Operation Procedure 标准作业书SPC: Statistical Process Control 统计制程管制Specification 规格SQA: Source(Supplier) Quality Assurance 供应商品质保证Taguchi-method 田口方法TQC: Total Quality Control 全面品质控制TQM: Total Quality Management 全面品质管理Traceability 追溯UCL: Upper Control Limit 管制上限USL: Upper Size Limit 规格上限Validation 确认Variable 计量值Verification 验证Version 版本QCC Quality Control Circle 品质圈/QC小组PDCA Plan Do Check Action 计划执行检查总结Consumer electronics 消费性电子产品Communication 通讯类产品Core value （核心价值）Love 爱心Confidence 信心Decision 决心Corporate culture (公司文化)Integration 融合Responsibility 责任Progress 进步QC quality control 品质管理人员FQC final quality control 终点品质管制人员IPQC in process quality control 制程中的品质管制人员OQC output quality control 最终出货品质管制人员IQC incoming quality control 进料品质管制人员TQC total quality control 全面质量管理POC passage quality control 段检人员QA quality assurance 质量保证人员OQA output quality assurance 出货质量保证人员QE quality engineering 品质工程人员FAI first article inspection 新品首件检查FAA first article assurance 首件确认CP capability index 能力指数SSQA standardized supplier quality audit 合格供应商品质评估FMEA failure model effectiveness analysis 失效模式分析AQL Acceptable Quality Level 运作类允收品质水准S/S Sample size 抽样检验样本大小ACC Accept 允收REE Reject 拒收CR Critical 极严重的MAJ Major 主要的MIN Minor 轻微的Q/R/S Quality/Reliability/Service 品质/可靠度/服务P/N Part Number 料号L/N Lot Number 批号AOD Accept On Deviation 特采UAI Use As It 特采FPIR First Piece Inspection Report 首件检查报告PPM Percent Per Million 百万分之一SPC Statistical Process Control 统计制程管制SQC Statistical Quality Control 统计品质管制GRR Gauge Reproducibility & Repeatability 量具之再制性及重测性判断量可靠与否DIM Dimension 尺寸DIA Diameter 直径QIT Quality Improvement Team 品质改善小组ZD Zero Defect 零缺点QI Quality Improvement 品质改善QP Quality Policy 目标方针TQM Total Quality Management 全面品质管理RMA Return Material Audit 退料认可7QCTools 7 Quality Control Tools 品管七大手法通用之件类ECN Engineering Change Notice 工程变更通知(供应商)ECO Engineering Change Order 工程改动要求(客户)PCN Process Change Notice 工序改动通知PMP Product Management Plan 生产管制计划SIP Standard Inspection Procedure 制程检验标准程序SOP Standard Operation Procedure 制造作业规范IS Inspection Specification 成品检验规范BOM Bill Of Material 物料清单PS Package Specification 包装规范SPEC Specification 规格DWG Drawing 图面系统文件类ES Engineering Standard 工程标准IWS International Workman Standard 工艺标准ISO International Standardization Organization 国际标准化组织GS General Specification 一般规格部类PMC Production & Material Control 生产和物料控制PCC Product control center 生产管制中心PPC Production Plan Control 生产计划控制MC Material Control 物料控制DCC Document Control Center 资料控制中心QE Quality Engineering 品质工程(部)QA Quality Assurance 品质保证处QC Quality Control 品质管制(课)PD Product Department 生产部LAB Laboratory 实验室IE Industrial Engineering 工业工程R&D Research & Design 设计开发部。
质量管理体系术语中英文对照
质量管理体系术语中英文对照以下是部分质量管理体系相关的基本术语中英文对照：1.质量管理体系（Quality Management System, QMS）o中文：质量管理体o英文：Quality Management System2.质量管理（Quality Control, QC）o中文：质量管理o英文：Quality Control3.持续改进（Continuous Improvement, CI）o中文：持续改进o英文：Continuous Improvement4.过程方法（Process Approach）o中文：过程方法o英文：Process Approach5.质量方针（Quality Policy）o中文：质量方针o英文：Quality Policy6.质量目标（Quality Objectives）o中文：质量目标o英文：Quality Objectives7.内部审核（Internal Audit）o中文：内部审核o英文：Internal Audit8.纠正措施（Corrective Action）o中文：纠正措施o英文：Corrective Action9.预防措施（Preventive Action）o中文：预防措施o英文：Preventive Action10.顾客满意度（Customer Satisfaction）o中文：顾客满意度o英文：Customer Satisfaction11.供方管理（Supplier Management）o中文：供应商管理o英文：Supplier Management12.产品实现（Product Realization）o中文：产品实现o英文：Product Realization13.设计和开发（Design and Development）o中文：设计与开发o英文：Design and Development14.测量、分析和改进（Measurement, Analysis andImprovement）o中文：测量、分析与改进o英文：Measurement, Analysis and Improvement 以上内容主要参考了ISO 9001:2015质量管理体系标准中的核心概念。
供应链管理毕业论文文献翻译中英文对照
供应链管理毕业论文文献翻译中英文对照附件1：外文资料翻译译文供应链管理ABC1．什么是供应链管理供应链是一种关于整合的科学和艺术，它主要探究提高企业采购生产商品所需的原材料、生产商品，并把它供应给最终顾客的效率的途径。
以下是供应链管理的五个基本组成模块：计划--它是供应链的战略层面。
企业需要有一个控制所有资源的战略以满足客户对产品或服务的需求。
计划的核心是建立一套机制去监控整条供应链以便使它能有效运作：低成本、高品质配送和增值客户服务。
该模块连结着供应链的作业与营运目标，主要包括需求/供给规划（Demand/Supply Planning）与规划基础建设（infrastructure）两项活动，对所有采购运筹流程、制造运筹流程与配送运筹流程进行规划与控制。
需求/供给规划活动包含了评估企业整体产能与资源、总体需求规划以及针对产品与配销管道，进行存货规划、配送规划、制造规划、物料及产能的规划。
规划基础建设管理包含了自制或外包决策的制定、供应链的架构设计、长期产能与资源规划、企业规划、产品生命周期的决定、新旧产品线规划与产品线的管理等。
采购—选择供给你提供用来生产产品或服务的原材料或服务的供应商。
和供应商建立一套价格、供应、支付过程的体系，创造一种机制以监控此过程、改善供应商关系。
理顺此过程以管理供应商交付的原材料库存或服务，其中包括收货、出货、检验、中转和批准支付。
此模块有采购作业与采购基础建设两项管理活动，其目的是描述一般的采购作业与采购管理流程。
采购作业包含了寻找供货商、收料、进料品检、拒收与发料作业。
采购基础建设的管理包含了供货商评估、采购、运输管理、采购品质管理、采购合约管理、付款条件管理、采购零组件的规格制定。
制造—这是制造步骤。
计划这些必需的活动：生产、测试、包装、预出货。
作为供应链的核心机制，它意味着质量水平、产品输出和工厂产能的有效控制。
此模块具有制造执行作业与制造基础建设两项管理活动，其目的是描述制造生产作业与生产的管理流程。
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。
质量管理体系术语(中英文)
质量管理体系术语（中英文对照）【一】receipt（入厂）接受，验收，进货handling搬运packaging包装storage保存protection保护comparison比较identification标识replacement of identification mark标识标志更换maintenance of identification标识的保持records of identification control标识控制记录【二】tender标书normative document标准文件supplemental补充nonconforming product不合格品control of nonconforming product不合格品控制control procedure of nonconforming products不合格品控制程序tendency of nonconformance不合格倾向purchasing采购verification of purchased product采购的产品验证purchasing process采购过程【三】purchasing control procedure采购控制程序purchasing information采购信息reference standard参照标准reference instructions参照细则stockhouse仓库measurement, analysis and improvement测量，分析和改进measurement result测量结果control procedure of monitoring and measuring devices测量设备控制程序planning策划preservation of product产品保护【四】control procedure for maintenance, replacement and recordsof product identification产品标识的保持 , 更换及记录控制程序procedure for product identification and traceability产品标识和可追溯性程序conformity of product产品的符合性monitoring and measurement of product产品的监督和测量product plan产品方案control procedure for product preservation产品防护控制程序method of product release产品放行方法conformity of product,product conformity产品符合性product realization产品实现planning of product realization产品实现策划【五】product characteristics产品特性input to product requirements产品要求的输入product status产品状态final acceptance of product产品最后验收procedure程序program documents程序文件continual improvement持续改进procedure for continual improvement of quality management system持续改进质量体系程序adequacy充分性storage location存放地点【六】agency personnel代理人员submission of tenders递交标书adjustment调整，调节statutory and regulatory requirements法律法规要求rework, vt返工repair, vt返修subcontractor分承包方annex附录improvement改进mprovement actions改进措施【七】on-the-job training岗位技能培训responsibility of individual department and post各部门,各岗位职责change identification更改标记change order number更改单编号process sheets工艺单process specification工艺规程procedure(process card)工艺规程(工艺卡)process characteristics工艺特性Job Description Format工种描述单work environment工作环境【八】impartiality公正性functional requirements功能要求supplier供方supplier evaluation procedure供方评价程序supplier provided special processes供方提供的特殊过程verification at supplier's premises供方现场验证supply chain供应链criteria for supplier selection, evaluation and re-evaluation供应商选择、评估和再评估准则communication沟通customer顾客【九】customer property顾客财产control procedure for customer property顾客财产控制程序customer feedback顾客反馈Customer Service Contact Form顾客服务联系表customer cummunications顾客沟通customer satisfaction顾客满意statistical analysis of customer satisfaction顾客满意度统计分析customer complaint顾客投诉identificaion of customer requirements顾客要求的识别management review管理评审【十】records from management review管理评审记录management review control procedure管理评审控制程序management representative管理者代表management responsibility管理职责specified limits of acceptability规定的可接受界限specified use规定的用途process过程complexity of processes过程的复杂性monitoring and measurement of processes过程的监视和测量operation of process过程的运行【十一】status of processes过程的状态process approach过程方法process controls过程控制process control documents过程控制文件process performance过程业绩appropriateness合适性changes to contractor合同的更改contract review control procedure合同评审控制程序internet sales互联网销售environmental conditions环境条件【十二】monogram pragram requirements会标纲要要求type of activities活动类型infrastructure基础建设infrastructure基础设施fundamentals and vocabulary基础与词汇control of records记录控制technical specificaion技术规范process trace sheet加工跟踪单monitoring and measurement监视和测量monitoring and measuring device监视和测量装置【十三】control of monitoring and measuring devices监视和测量装置控制check method检查方法frequency of checks检查频次calibration status检定状态inspection and test control procedure检验和试验控制程序identification procedure for inspection and test status检验和试验状态标识程序inspection witness point检验见证点inspection hold point检验停止点buildings建筑物delivery交付【十四】post-delivery activities交付后的活动delivery activities交付活动interface接口acceptance of contract or orders接受合同或定单type of medium介质类型experience经验correction action纠正措施Corrective action response time纠正措施答复时间，纠正措施响应时间management procedure for corrective actions纠正措施管理程序corrective action response times纠正措施响应时间【十五】development activity开发活动traceability mark可追溯性标志objectivity客观性Customer Service Log客户服务记录簿control feature控制特性，控制细节control features控制细则periodic assessment of stock库存定期评估justification理由routine例程，惯例，常规internal communication内部沟通【十六】internal audit内部审核internal audit procedure内部审核程序internally controlled standard内控标准internal audit内审results of internal and external audits内外部审核结果competence能力training培训training needs培训需要evaluate评价records of the results of the review评审结果的记录【十七】review output评审输出review input评审输入Purchase Requisition请购单authority权限validation确认concession让步human resources人力资源job training of personnel人员岗位培训qualification of personnel人员资格equipment control procedure设备控制程序【十八】device type设备类型order of design changes设计更改通知单design and development control procedure设计和开发控制程序design and development设计开发design and development planning设计开发策划control of design and development changes设计开发更改控制design and development review设计开发评审design and development validation设计开发确认design and development outputs设计开发输出design and development inputs设计开发输入【十九】design and development verification设计开发验证design validation设计确认design documentation设计文件编制design acceptance criteria设计验收准则design verification设计验证audit program审核大纲conduct of audits审核行为audit criteria审核准则production process control生产过程控制production process control procedure生产过程控制程序【二十】production and service provision生产和服务提供control of production and service provision生产和服务提供的控制validation of processes for production and service provision生产和服务提供过程的确认production order生产令identification and traceability识别和可追溯性identification and traceability maintenance and replacement识别和可追溯性维护与替换invalidate使失效market survey市场调研suitability适宜性scope适用范围【二十一】controlled condition受控状态terms and definitions术语与定义analysis of data数据分析sequence顺序transfer of ownership所有权转移system document体系文件statistical technique统计方法outsource(vt) a process外包过程external source外部来源documents of external origin外来文件【二十二】outsource, vt外协unique identification唯一的标识maintenance维护Document Change Control文件更改控制Request For Document Change (RDC)文件更改需求单control of documents文件控制documentation requirements文件要求enquiry问询，询价field nonconformity analysis现场不符合分析relevance相关性【二十三】interaction相互作用detail design详细设计，详图设计，零件设计，施工设计sales department销售部sales contract销售合同checklist校验表，一览表，检查一览表calibration校准submission of action plans行动计划的递交documented procedures形成文件的程序documented statement形成文件的声明performance requirements性能要求【二十四】licensee responsibilities许可证持有者责任acceptance criteria验收准则verification arrangement验证安排verification results验证结果customer focus以客户为关注点，以客户为焦点awareness意识introduction引言，概述，介绍normative references引用标准application应用visit to user用户访问【二十五】review of requirements related to the product有关产品的要求评审competent有能力的effectiveness有效性determination of requirements related to the product与产品有关的要求的确定customer-related processes与顾客有关的过程preventive action预防措施management procedure for preventive actions预防措施管理程序planned results预期的结果intended use预期的用途procedure for competence, knowledge and training of personnel员工能力 , 知识和培训程序【二十六】personnel training procedure员工培训程序supporting services支持性服务functions职能部门responsibility职责assignment of responsibility职责分工workmanship制造工艺manufacturing acceptance criteria制造验收准则quality policy质量方针quality programs质量纲领quality management system质量管理体系【二十七】quality management system planning质量管理体系策划performance of the quality management system质量管理体系业绩quality plan质量计划quality records质量记录quality objectives质量目标quality audit质量审核quality manual质量手册quality problem handling form质量问题处理单quality requirements质量要求allocation table of quality responsibilities质量职能分配表【二十八】resource management资源管理allocation of resources资源配置general requirements总要求，一般要求constituent part组成部件organization组织continual improvement of the organization组织的持续改进size of organization组织的规模Organizational Diagram组织机构图final acceptance最终验收work instructions作业指导书。
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。
Lowe'S供应商质量管理体系要求(中译版)
LG Sourcing供应商质量管理体系要求空白页LF公司2010版权所有如果没有Lowe’s全球质量副总裁的书面许可，文件不允许以任何方式复制或传递，如电子或机械形式包括图片复制，记录，或者存储检索统。
介绍：为了确保LG Sourcing供应商顺利地符合LG Sourcing与最终客户的质量期望，提出了LG Sourcing供应商质量管理体系要求，LG Sourcing质量保证体系的远景是确保供应商生产现场的质量流程与生产工艺，最终确保提供给LG Sourcing与客户最安全与高质量的产品。
该体系要求用于改善包括已经完全建立或正在建立质量体系的供应商的质量体系。
这些要求用于改善质量，但不能确保最终产品的质量。
供应商仍然有责任确保提供符合LG Sourcing要求及客户满意的优质产品该质量体系包括了完全要求遵守的规定以及推荐的最优方法。
在体系文件与ISO文件中引用到“必须”词语的所有规定是组织内部必须实施的强制要求。
引用到“应该”词语的所有规定是推荐组织进行实施。
应用这些建议是为了建立更完善的质量管理体系同时使实施建议的供应商获益。
供应商在建立质量管理体系时必须考虑LG Sourcing供应商质量管理体系的所有规定。
所有供应商必须去购买ISO 9001:2008标准以参考本体系要求。
供应商应该去购买所有其他参考文件与本文件中提到的手册以便辅助实施QMS。
所有建立质量管理体系的供应商必须实施并遵守LG Sourcing供应商质量管理体系的如下要求。
黑体字部分来自于ISO 9001:2008标准。
供应商必须参考ISO 9001:2008标准中的体系要求。
所有以”L”引言并红色斜体部分的内容是LG Sourcing质量管理体系要求。
4 质量管理体系4.1 总要求4.2 文件要求4.2.1 总则4.2.2 质量手册4.2.3 文件控制4.2.4 记录控制5. 管理职责5.1 管理承诺5.2 以客户为关注焦点5.4 策划5.4.1 质量目标5.4.2 质量管理体系策划5.6 管理评审5.6.1 总则5.6.2 评审输入5.6.3 评审输出6资源管理6.1资源提供6.2 人力资源6.2.1 总则6.2.2能力、培训和意识6.3 基础设施6.4 工作环境7 产品实现7.1 产品实现的策划L7.1.1在对产品实现进行策划时，组织必须确定对初始材料的检验和验证标准；L7.1.2 在对产品实现进行策划时，组织必须确定要求的产品包装，贮藏，识别，标识，运输方式和标准。
供应商的品质管理(中英文)
1. 目的purpose ﹕為了加強對供應商的品質管理﹐提高IQC來料的品質狀況﹐確保供應商具備提供本公司規定要求的產品的生產能力。
For vendor quality management, Raise IQC incoming materials quality﹐Ensure vendor offer our assigned requirement product productivity.2. 範圍scope:凡本公司供應商均適用。
Apply to all vendor of SYLVA FUTIAN.3. 職責responsibility﹕品質部來料檢查員負責對供應商來料的檢查。
Quality inspector is responsibility for inspection incoming material.品質工程師﹐科文負責對供應商進行考核及審查。
Quality engineer & foremen are responsibility for audit &survey vendor.供應商有義務向本公司提交有關品質改善的報告和物料。
Vendor has duty submit relevant quality improvement action and material to our company.4. 定義definitionN/A5. 程序procedure ﹕.1 供應商考核vendor audit:5.1.1 供應商調查組由品質﹐生產﹐採購﹐工程等人員組成。
Vendor audit team make from quality ﹐production ﹐buyer﹐engineer etc.5.1.2 調查內容包括品質評價﹐設備評價﹐生產評價等Audit content include quality appraisement, equipment appraisement﹐produce appraisement etc.5.1.3實施採購前應先對供應商進行調查﹐並填寫<<供應商調查報表>>,調查報告由品質部門撰寫﹐經與采購部等相關部門商議後由高層領導審批執行。
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。
供应商质量管理文献翻译(外文翻译-中英对照)
互利共赢的供应商质量控制前言近年来,随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象,IS09000族标准以及QS 9000标准都对供应商的管理提出了相应的要求,与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。
另一方而,质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见.因此，系统地研究经济全球化形势下供应商质量控制的理论与方法,将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。
1、质量与企业共存质量一直是一个随着时代的变化而不断变化的概念,人们对质量的认识也往往因关注点不同而有所不同.如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车,并把这些零件混在一起，而后从中选择零件重新组装成车，然后驾车绝尘而去.这令在场的会员极为震惊,认为凯迪拉克车质量之高令人惊叹。
显然在当时，汽车零件具有互换性是一种了不起的质量特性，这也是福特公司的N型车和T型车取得辉煌成功的重要原因。
时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性。
可见质量的内涵是不断变化的.那么究竟什么是质量呢？(1）市场竟争就是企业间对“顾客"的争夺，在日益激烈的“顾客”争夺战中，质量、价格、交付(交付日期、方式和手段)和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点。
它反映了产品是否能够反映顾客需求、能否满足顾客需求,从面决定了产品的市场前途。
外文文献翻译供应链管理与5s管理
供应链管理与5s管理外文文献翻译(含：英文原文及中文译文)文献出处：90 th Annual International Supply Management Conference, May 2005英文原文Lean Supply Strategies: Applying 5S Tools to Supply Chain ManagementKimball BullingtonAssociate Professor of Supply Chain ManagementMiddle Tennessee State University90th Annual International Supply Management Conference, May 2005ABSTRACT: Supply strategies in a lean environment should support the operations strategy. It is appropriate then to use lean concepts and lean terminology in the creation of supply strategy for lean operations. This paper examines supply strategy development in a lean production environment by utilizing 5S, a key lean concept. The concepts of lean supply and 5S will be introduced followed by a discussion of how the 5S methodology may be used to develop and implement a supply strategy.Key words: lean ; 5s ; supply strategy;1 Lean SupplyThe term “lean supply” implies that the supply chain is appropriate for lean production. Lean production is a concept of waste elimination inprocesses, which has enjoyed popularity in manufacturing companies. The basic tenets of lean production as outlined by Womack and Jones (1996) include the following 、Specify value 、Identify the value stream、Organize the value stream to promote flow、Communicate demand through pull、Strive for perfection.It is appropriate for the supply management function in a lean environment to integrate lean concepts and terminology into the development of supply strategy. One of the foundational lean concepts that serves as a basis for all of the tenets given above is 5S.What is 5S?The 5S’s are lean concepts derived from the Japanese words: seiri (sort), seiton (set in order), seiso (shine or purity), seiketsu (standardize), and shitsuke (sustain) (Hirano,1996). Companies adopting the lean production philosophy often implement the 5S process to bring order to the workplace and thereby support lean production. 2 Why Use the 5S Concept as a Model for Lean Supply Strategy?5S is a proven model for organizing and maintaining a lean production environment. The relationship between purchasing or supply and the general management of operations may be improved through the use of a common vocabulary built around concepts familiar to the organizational head and the heads of other departments. For this reason, 5S is an appealing model for the development of supply strategy in a leanproduction environment. A model for using 5S to develop supply strategy follows.2 Sort:Remove All But the Necessary Materials, Equipment and Supplies.Typically, the first step in a producer’s implementation of 5S will be a tour of the target area marking with red tags those items that appear out of place or unnecessary. After reviewing each item, the item will either be put in its proper place or removed if it is unnecessary or redundant. The Sort process is essential to developing the organization of the workspace needed for lean production.Sorting the supply base includes selection of suppliers to add to the system and selecting suppliers to eliminate (supply base consolidation or rationalization). Implementing Sort in the supply base through supplier consolidation achieves the following benefits. It reduces the waste of inefficient work methods by reducing the number of suppliers that must be managed by the procurement staff. Sorting reduces the waste of selecting the wrong suppliers by focusing efforts of selection, evaluation, and improvement on a few select suppliers. This also improves the quality (conformance to specifications and delivery) of the products received from these suppliers by focusing quality assurance, control and improvement activities on a smaller number of suppliers. Sorting reduces processing waste as fewer purchase orders may be necessary and fewerselection audits are needed. Finally, Sorting increases the opportunity for supply chain partnering.So for the management of supply, the primary implementation of Sort is selection. There are several criteria that may be used to identify candidates for elimination in the sorting process.First, a performance review ., review of quality, delivery, and price performance) isolates some candidates for elimination. Next, a review of redundant suppliers is conducted. How many suppliers have identical or overlapping capabilities? Finally, a review of the number of part numbers purchased from each supplier will often result in identification of a large number of suppliers providing only one or a few parts.All of the sorting or consolidation is an effort to approach an optimum number of suppliers. Multiplying suppliers increases variation and overhead. The practice of utilizing multiple suppliers for a single part in order to reduce risk often increases risk, just as increasing the number of components in an assembly usually increases the probability of failure.Set in Order: Arrange Product and Equipment So It is Easy to Find and Easy to Use.Equipment and storage locations are labeled so equipment or tools will be easy to identify and put away when they are no longer in use ., tool cutouts or outlines on a peg board or in a tool chest). The labeling of storage locations with tape on the floor or the work station facilitatesvisual management. A glance is sufficient to identify missing tools or tools not properly stored.Arranging suppliers so they are easy to use brings to mind the concept of s egmentation. Segmentation provides a “place for everything” and allocates “everything in its place.” The supply base is sorted or segmented by value potential and risk, by strategic value and opportunity for cost improvement, by value potential and criticality, or other such criteria. The proper “place” for a supplier is a location in a segmentation matrix. The value of this exercise comes from clearly identifying how each supplier will be treated based on identifiable criteria. Table 1 is an example segmentation of the supply base by annual expenditures and risk yielding four segments of suppliers with different opportunities for value contribution.The key suppliers for lean production companies tend to be in the high risk –high value potential or “partnership” category of the supplier segmentation matrix.Partnership suppliers represent a higher risk to the company in terms of design complexity, startup communication, custom tooling, overall higher demand for buyer input, and schedule pressures ., just-intime support). Risk can also be thought of as the level of opportunity for adverse effects on value ., deterioration in delivery, lead time, price, or quality).The other supplier segments have different needs. The low risk –high value potential segment may include commodity items where price dominates other considerations. If the risk may be reduced for high risk –high value potential items, significant savings may be realized by some form of competitive bidding.The high risk –low value potential suppliers affect value by the nature of the factors that make them high risk. Risk factors could include demanding delivery requirements, advanced technology, etc. Temporary situations, such as cash flow problems or capacity limitations, could be the major risk factors. Segmentation helps prevent the supply manager from overlooking these potential problem suppliers. Finally, the low risk – low value potential suppliers typically have relatively high transaction costs as compared with the value of the product. The opportunity for adding value comes by consolidating these purchases and reducing transaction costs. Several different segmentations may be conducted in order to properly categorize the suppliers. The segmentation of suppliers may also include an evaluation of quality ., certified, conditional, approved status). Performance measures may be helpful in segmenting the remaining supply base. Hau Lee (2002) suggests the use of an uncertainty framework as a means of segmenting the supply base for demand and supply uncertainty.The location aspect of Set in Order may be addressed by identifyingthe location value of each supplier on a large map. This may identify further opportunities for consolidation by grouping suppliers locally or in targeted areas or along trucking routes so more than one supplier may be visited on a single trip. Other considerations for2.2.1 Keep Everything Swept and Clean.Cleaning implies system maintenance and inspection. As a work area is cleaned, problems such as oil leaks or other maintenance issues become more apparent before they have a chance to affect performance. The inspection of suppliers implies surveys or audits. The objective of auditing suppliers is to obtain objective evidence that supports the Sort and Segmentation decisions or evidence that supports action of a different sort, such as risk reduction and continuous improvement. These audits may include: site surveys, supplier self-assessments, remote surveys, third party certification type surveys ., ISO 9000 or QS 9000), or third party quality awards such as the Baldrige Award (or state award using the Baldrige criteria). Major changes in supplier personnel and the work place environment may not be detected by 3rd party audits such as ISO certification audits. First person audits should be structured in such a way as to detect performance or personnel changes.For key suppliers (identified in the Set in Order or Segmentation stage), on-site visits should be scheduled with a frequency appropriate to the relationship. For example, high risk-high value potential suppliersusually receive the highest frequency of visits followed by high risk – low value potential, and low risk - high value potential suppliers respectively. Low risk –low value potential suppliers are generally not surveyed except for mail surveys of regulatory compliance issues. 2.2.2 Integrating the First Three S.Standardize ensures that your implementation of the Sort, Set in Order, and Shine doesn’t deteriorate over time. It formaliz es the procedures, schedules and practices that sustain the system and drive future improvements. Problems avoided by Standardize include: Firstly , the number of suppliers grows unchecked,Secondly, the segmentation deteriorates and the classification of the suppliers becomes unknown,Thirdly, suppliers are not visited on a regular basis,Fourthly, surveys are conducted informally or with renegade processes.How can you standardize? Assign 3S duties. Ensure that the personal plans or objectives of the supply management personnel cover the sort (supplier consolidation), set in order (segmentation), and shine (audit) issues necessary.Strategic buyers, commodity managers, or the purchasing manager are charged with the resp onsibility of surveying the charts in each buyer’s area to ensure they are kept current. The results of these surveys may bedisplayed on checklist charts demonstrating the level of implementation.Often the motivation for adding suppliers comes from outside of the purchasing function. Do these functions understand why consolidation is valuable? One advantage of the 5S approach is that a common language will be used between purchasing and manufacturing. This should facilitate the communication between these groups, but what about interactions between design engineering and purchasing? This is a critical interface for two reasons. First, engineering is the source of many requests for new suppliers. Second, engineering, particularly design engineering, may have a creative environment that feels constrained by programs that promote rigid discipline. Engineers have complained that they see no reason to limit their supplier selections just so the buyers can play more solitaire on the computer. The 5S program provides reasoning behind the consolidation efforts. Survey schedules are maintained using software that reminds the process owner and the appropriate managers. In some organizations, the quality assurance department can serve a role as a third party to the process with supplier delivery performance being considered with quality performance for preferred supplier status. Supplier surveys or audits should be part of the personal evaluation process for the owners of this process ., buyers, supplier quality engineers, commodity managers).3 Discipline Starts With the Leadership.Do you care enough to be consistent with your message and vision? Are you communicating the strategy, including the reasons for your actions, outside of the procurement function? Are you training new employees properly? Does the proper structure exist to support this strategy? These are issues for leadership. No 5S process for supply management will be effective without vigilant leadership. Lean producers have used this process effectively, but consistent leadership over time is necessary to prevent system deterioration.4 Summary.Each element of the 5S technique corresponds to an element of supply strategy for a lean supply chain. 5S is a powerful tool in manufacturing, in part, because of its simplicity. Simplicity makes 5S a powerful supply management tool as well.中文译文精益供应策略：将5S工具应用于供应链管理作者：Kimball Bullington供应链管理副教授田纳西州立大学第90届国际供应管理年会，2005年5月摘要：精益环境中的供应战略应该支持运营战略。
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互利共赢的供应商质量控制前言近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS0９000族标准以及QS 9０00标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。
另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。
因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。
1、质量与企业共存质量一直是一个随着时代的变化而不断变化的概念,人们对质量的认识也往往因关注点不同而有所不同。
如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起,而后从中选择零件重新组装成车，然后驾车绝尘而去。
这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。
显然在当时，汽车零件具有互换性是一种了不起的质量特性,这也是福特公司的Ｎ型车和T型车取得辉煌成功的重要原因.时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性.可见质量的内涵是不断变化的.那么究竟什么是质量呢？（１)市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客"争夺战中，质量、价格、交付（交付日期、方式和手段）和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点.它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。
有鉴于此，质量己成为一项全球性运动,世界上所有优秀企业无一不把质量作为企业战略的关键内容，从战略的角度来规划质量。
（2）对于企业经营者来说,认识到质量对企业的重要意义只是经营企业的第一步,重要的是如何利用科学的方法来保证产品和服务的质量，使顾客满意，来保证过程和工作的质量来获互利共炭的供应商质量控制得良好的业绩。
众所周知,企业管理是社会生产力发展到一定程度的历史产物,质量管理作为企业管理的组成部分,同样也是社会发展的客观要求，特别是顾客处于主导地位的今天,要使顾客满意，就必须有过硬的产品质量和服务质量，这就要求企业积极推行先进的质量管理理论与方法，不断进行质量管理创新.２、企业与供应商质量控制随着生产社会化的不断发展，企业的生产活动分工越来越细,专业化程度越来越强，促使生产技术水平越来越高,产品质量得到大幅度改善。
通常，某一产品不可能由一个企业从最初的原材料开始加工直至形成顾客最终使用的产品，往往是通过多个企业分工协作来完成.另外，先进生产方式的广泛应用,如准时生产、敏捷制造、零库存等，使企业与供应商的关系愈加紧密，企业与供应商的关系也由单纯的买卖关系向互利共底的合作关系演变。
ISO 900０族标准自1987年诞生以来受到了世界各国的一致追捧,全球约５0多万家企业通过ISO90０1质量管理体系认证足以说明这套管理标准在引领国际管理潮流方面的巨大成功。
在备受企业欢迎的新版标准ＩSO9000：2０00中，互利的供应商关系被作为八项质量管理原则之一，充分体现了供应商关系管理在企业经营实践中的作用和价值。
企业要贯彻这一原则,就必须从思想上认识到供应商的重要性,重视与供应商良好关系的培育,并采取有力措施与之建立一种互利共赢的合作性关系。
3、供应商选择选择合适的供应商是对供应商进行质量控制最有效手段，如果供应商选择不当,无论后续的控制方法多么先进、控制手段多么严格,都只能起到事倍功半的效果。
因此要对供应商进行质量控制首先必须科学合理地选择供应商。
（1）企业在生产经营过程中，所需要的原材料和零部件不可能都由自己生产提供，决定其中哪些应由供应商提供不是一个简单的买不买的问题,因为这涉及企业的业务流程，甚至涉及到企业与供应商之间的业务流程再造，属于企业战略层次的问题。
因而对零部件的自产和外购的选择必须综合考虑企业的经营环境、企业自身实际情况以及供应商的总体情况.1)经营环境分析企业对于零部件自产还是外购的决策需要建立在对其经营环境的准确分析和把握的基础之上。
企业所在行业的整体状况与发展态势、国家宏观经济形势、企业产品的社会需求现状及未来预侧等因素都会影响到企业产品的产销量。
而预期的企业产销量是企业进行各项决策如互利共赢的供应商质量控制投资规模、设备配置的主要依据,也是企业零部件自产与外购决策的重要依据.另外,竞争对手的零部件自产与外购情况也是企业进行决策的重要参考依据。
2）市场供应情况零部件的社会供应状况也是企业决定自产还是外购的重要依据。
企业与其供应商的关系的实质就是相互依存的关系，正如一家势力雄厚、规模巨大的企业会吸引很多供应商在其周围投资设厂一样，具有完善配套供应商的区域也常常吸引大的企业甚至跨国公司前来投资办厂.某种零部件的社会供应能力、价格、质量和服务水平在很大程度上影响着企业的自产与外购决策。
因此,企业应全面了解其产品中零部件的社会供应情况,注意从互联网上、展览会、供应商来信等渠道收集供应商的企业介绍、产品样本、获奖证书、代理商授权书、营业执照、产品实物质量水平以及市场行情等方面的信息.然后,按照供应商提供物资种类,可分别建立原材料、零部件、包装材料等不同类别的潜在供应商档案。
（2）供应商的检测设备是供应商赖以测量、分析和改进的基础条件.如果供应商不具备必要的检测手段，就无法提供真实准确的质量数据，供应商的质量控制就如空中楼阁。
所以,在初选供应商时，了解供应商的检测设备的配备情况和先进程度同样是十分必要的。
(3)过程能力指数和过程性能指数是反映供应商生产过程质量保证能力的两个重要参数.过程能力指数反映供应商短期的过程能力满足公差要求的程度。
过程性能指数反映供应商长期的过程能力满足公差要求的程度。
供应商是否进行过程能力指数和过程性能指数的计算分析,可以在一定程度上反映其是否在生产过程中进行了预防控制。
过程能力指数和过程性能指数的变化则可以反映供应商的质量保证能力和质量改进潜力的大小,在很大程度上反映供应商的实力和管理水平.因此,调查供应商的过程能力指数和过程性能指数是选择供应商的重要依据。
4、供应商的质量控制质量管理的一项重要原则是“过程方法”,企业为了有效运作，必须识别并管理许多相互关联的过程,特别是这些过程之间的相互作用。
供应商是过程管理的源头之一，是过程输入的重要因素，因而,供应商提供的产品质量如何,对于企业的过程质量、体系质量和产品质量具有举足轻重的作用。
（1）产品开发设计阶段，根据不同产品的不同要求，在产品开发设计建议书或产品设计开发任务书中提出先行试验项目和课题，有针对性地为采用新原理、新结构、新材料、新工艺，进行先行试验，为了确保试验的效果和以后批量生产的需要，这一阶段的一项重要工作就是对供应商进行初步控制，确保在新产品设计的各个阶段以及批量生产时,都能够有适合新产品或新服务需要的合格供应商.（２）企业在批量生产过程中，对供应商的质量控制主要包括监控供应商的过程能力指数和过程性能指数、监控供应商的测量系统、审核供应商的质量管理体系、进货质量检验、推动供应商的质量改进、以及来自供应商的不合格品的处置和质量问题的解决等活动。
1）批量生产阶段，供应商提供的产品或服务的质量直接决定了企业向顾客提供的产品或服务的质量特性，企业在供应商合作的过程中,应监控供应商的质量保证能力的变化，为了使监控有效，企业应就此与供应商达成一致，并遵循协商一致的标准和程序进行。
监控的目的一般有两个,一是防止供应商的质量保证能力出现下降的情况，确保最终产品或服务的质量,实现顾客满意;二是与供应商共同发现改进的机会,寻找改进的切人点,在更高层次上创造价值.由于在批量生产阶段供应商大批量连续供货，采购产品的质量、价格、供货的及时性等对企业产品的质量和企业实现其经营方针、目标都有十分重要的作用，为了更加科学地评价和选择供应商，这一阶段的供应商评价应尽量采用定量分析的方法。
根据产品和服务的不同,定量分折的方法也不同，以下简单介绍常用的过程能力分析、测量系统分析、质量管理体系评价、水平对比法和优秀模式等方法。
①供应商过程能力分析过程能力是指过程加工质量方面的能力,而不是加工数量方面的能力。
在批量生产阶段，为了保证批量生产的产品满足顾客的需求和期望，供应商生产过程的稳定性就十分重要了，决定供应商是否有能力稳定地连续提供符合质量要求的产品的众多因素中，供应商的过程能力是一个决定性的因素。
因为当供应商的过程能力不足时,供应商提供合格产品只是个良好的愿望,即便是加大检验力度,也只能是在短期内有效，难以持续.所以，对过程能力不足，短期改进无望的供应商,应该停止合作。
②供应商测量系统分析企业对供应商的质量控制，包括对供应商的选择、评价和控制，都离不开数据和对数据的分析，缺少足够的数据，仅仅靠经验和直觉对供应商进行选择和评价，其风险是不言而喻的。
对供应商的评价和控制所使用的数据大多是由测量提供的，如果测量数据失真或误差很大，都会导致采购行为的缺陷或失败。
因此，在批量生产阶段，为了确保采购的质量,应该对供应商的测量系统进行监控。
２）与供应商的沟通与供应商沟通的方式是多种多样的,但是这些方式的目的是一致的，企业和供应商共同关注顾客，建立企业和供应商共同满意的融洽的合作伙伴关系，共同对产品和服务进行持续的改进，以便及时、有效地适应市场的变化.满足顾客的需求和期望，实现企业和供应商共同的价值，共同追求并实现卓越。
(３）不合格品的判定、分析和处置虽然有了以上各种控制措施，但是不合格品的出现仍然是正常现象，除单件或少数几件产品、安全性要求较高的产品等少数产品以外,在许多情况下不合格品的出现是难以完全避免的。
这时候就要根据不合格的性质、对最终产品的影响程度、供应商的信誉等因素对不合格品进行必要的评审，然后采取适当的措施处置不合格品，以防止不合格品的非预期使用或交付当出现不合格品以后,要分析产生不合格的囚素,采取纠正和预防措施。
防止不合格的再次发生。
对由于异常因素发生的不合格品，供应商要采取相应的措施，消除这些异常因素。
1）一致的技术标准和抽样方案使用、提出和制定规格的部门必须合理地描述出拟采购的产品是什么，以便使供应商得到准确的理解,使采购人员能够准确地采购所需的产品。
根据ＩSO ９001:２000标准的要求和企业的实际情况，这些技术标准一般是由设计、采购、管理、生产等部门制定，但在采购的实施时,采购部门要使用这些标准，因此.采购部门从一开始就应该介入这些标准的策划、起草和修订，否则，一旦这此标准止式发布实施，可能会使采购部门处于被动的地位,给采购工作带来麻烦。