供应链管理外文文献
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.。
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。
供应链管理英文原书第6版ALKO Case Study-update
The goal of this case is to get students to understand that the value of centralization of inventory is affected by the coefficient of variation as well as the correlation of demand. High coefficient of variation products with low correlation provide the biggest gains from centralization while low coefficient of variation products with high correlations provide the least value from centralization. The results for this case are obtained using the accompanying spreadsheet Alko Case Study.1.What is the annual inventory and distribution cost of the current distribution system?Status Quo (current distribution system) CalculationsThe worksheet Demand & Costs evaluates the inventory and transportation costs for the status quo where each region is served by a local DC. Each region follows a periodic review policy where an order is placed every 6 days with a replenishment lead time of 5 days. Given a reorder interval of 6 days, the batch size is 6 days of demand. The safety inventory in each location (for each product) is calculated using Equation 12.19. The cycle inventory and safety inventories are evaluated in Cells C43:G48. They are converted into days of demand in Cells K43:O48. It is interesting to get the class to observe that the days of safety inventory held is proportional to the coefficient of variation calculated in Cell C25:G27. The total cost of the status quo is evaluated in Cell H67 to be $960,326.2.What are the savings that would result from following the task force recommendation andsetting up an NDC?We now detail the analysis for the case when all products are stored at a central NDC.Impact of CentralizationThe worksheet Central vs. Local details the inventory and financial impact of centralizing all inventory in an NDC. The mean and standard deviation of centralized demand is obtained in Cells J16:J21 using Equation 12.13. This is used to evaluate the cycle and safety inventory (using Equation 12.19) in CellsJ35:J40. The costs from centralizing each part type is obtained in Cells J56:J58 with the total cost in Cell J59 of $755,164 for the case when demand across all regions is independent. The net savings of $205,162 from centralization are shown in Cell J60.Setting up an NDC reduces annual inventory and distribution costs by $205,162 when demand across regions is independent (has a correlation coefficient of 0).Tables from row 64 to row 114 show the impact of different cycle service levels and correlation coefficient on the net savings from centralization.Observe that as the correlation coefficient increases, the benefit of centralization declines. As the cycle service level increases, the benefit of centralization grows.3.Suggest other options that Gary Fisher should consider.Cells K56:K58 show the marginal savings for each part type. Observe that the marginal savings from part type 1 (low coefficient of variation) are the lowest while the marginal savings from part type 7 (high coefficient of variation) are the highest.This suggests that we should look at options where only some of the products are centralized. This is because centralization requires the building of a new NDC and the size of the new NDC is affected by the parts centralized. Centralizing all parts in an NDC requires an NDC capable of handling about 700K units per year at a cost of about $1.1 million (from Figure 12-8). This translates to a net investment of $850,000 because we save $50,000 per DC that is closed.Centralize only Parts 3 & 7The worksheet Option 1.0 shows all calculations for the case where parts of type 1 are decentralized while parts of type 3 and 7 are centralized at the NDC. Cell H68 shows the total operating cost of such a system to be $765,064 for the case where all demands are independent. This option thus results in a net savings of $195,262.The NDC to be built, however, is now much smaller and requires a smaller investment. The total units shipped through the NDC in this case are 358,759 requiring an NDC investment of only about $650,000. Clearly the return on investment in this case is higher than if all products are centralized.Centralize only Parts 7The worksheet Option 1.0a shows all calculations for the case where parts of type 1 and 3 are decentralized while parts of type 7 are centralized at the NDC. Cell H68 shows the total operating cost of such a system to be $828,921 for the case where all demands are independent. This option thus results in a net savings of $131,405.The NDC to be built, however, is now much smaller and requires a smaller investment. The total units shipped through the NDC in this case are 165,820 requiring an NDC investment of only about $300,000.Centralize Parts 3 & 7 and Combine Regions 4 and 5The worksheet Option 2 shows all calculations for the case where parts of type 1 are decentralized (regions 4 and 5 are combined) while parts of type 3 and 7 are centralized at the NDC. We make the assumption that transportation costs do not change into region 5. Cell H68 shows the total operating cost of such a system to be $751,714 for the case where all demands are independent.This option thus results in a net savings of $208,612.Summary of ResultsThese results are summarized in worksheet Summary for the case where demand across all regions is independent.Any positive correlation will reduce the benefit of centralization.A simple solution is to centralize parts 3 and 7 and decentralize parts 1. A more profitable (though also a bit more complex) solution is to further combine regions 4 and 5 so that part 1 for both regions is held in a single DC. The higher profitability relies on the assumption that transportation costs to regions 4 and 5 will not change on this combination. This assumption would have to be verified before this decision is implemented.。
库存管理系统供应链中英文资料对照外文翻译文献
中英文外文翻译Inventory Optimization in Supply Chain:Zero Inventory ApproachManaging optimal inventory in the supply chain is critical for an enterprise. The ability to increase inventory turns and the use of best inventory practices will reduce inventory costs across the supply chain. Moving towards zero inventory will result in effective inventory management in the business process. Inventory Optimization Solutions can be implemented easily using inventory optimization software. With Radio Frequency Identification (RFID) technology, inventory can be updated in real time without product movement, scanning or human involvement. Companies have to adopt best practices to optimize operational processes and lower their cost structure through inventory strategies.IntroductionWith supply chain planning and latest software, companies are managing their inventory in the best possible manner, keeping inventory holdings to the minimum without sacrificing the customer service needs. The zero inventory concept has been around since the 1980s. It tries to reduce inventory to a minimum and enhances profit margins by reducing the need for warehousing and expenses related to it.The concept of a supply chain is to have items flowing from one stage of supply to the next, both within the business and outside, in a seamless fashion. Any stock in the system is caused by either delay between the processes (demand, distribution, transfer, recording and production) or by the variation in theflow. Eliminating/reducing stock can be achieved by: linking processes, making the same throughput rate on processes, locating processes near each other and coordinating flows. Recent advanced software has made zero inventory strategy executable."Inventory optimization is an emerging practical approach to balancinginvestment and service-level goals over a very large assortment of Stock-Keeping Units (SKUs). In contrast to traditional ‘one-at-a-time’ marginal stock level setting, inventory optimization simultaneously determines all SKU stock levels to fulfill total service and investment constraints or objectives".Inventory optimization techniques provide a new logic to drive the system with information systems. To effectively manage inventory, businesses must also optimize the costs of buying, holding, producing, moving and selling inventory.The objective of inventory optimization is to sustain minimal levels of inventory while providing the maximum possible levels of service. Supply Chain Design and Optimization (SCDO) is an inventory optimization solution which helps companies satisfy customer demands while balancing limitations on supply and the need for operational efficiency. Inventory optimization focuses on modeling uncertainty and variability and minimizing the risks they impose on the supply chain.Inventory optimization can help resolve total supply chain cost options like:•In-house manufacturing vs. contract manufacturing;•Domestic vs. off shore; and•New supplier's cost vs. current suppliers' cost.Companies can benefit from inventory optimization, provided they control their supply chain processes and the complexity of supply chain. In case the supply chain is very complex, besides inventory optimization, network design has to be used to reap the benefits fully. This paper covers various inventory models that are available and then describes the technologies like Radio Frequency Identification (RFID) and networking used for the optimization of inventory. The paper also describes the software solutions available for achieving the same. It concludes by giving a few examples where inventory optimization has been successfully implemented. Inventory ModelsHexagon ModelThe hexagon model was developed due to the need to structure day-to-day work, reduce headcount and other inventory costs and improve customer satisfaction.In the first phase, operation strategies were established in alignment with inte-rnal customers. Later, continuous improvement plans and business continuity pl-ans were added. Thefive strategies used were: forecasting future consumption,setting financial targets to minimize inventory costs, preparing daily reports to monitor inventory operational performance,studying critical success indicators to track the accomplishments, to form inventory strategic objectives and inventor-y health and operating strategies. The hexagon model is a combination of two triangular structures (Figure 1).The upper triangle focuses on the soft management of human resources, customer orientation and supplier relations; the lower focuses on the execution of inventory plans with their success criteria, continuous improvement methodology and business continuity plans.The inventory indicators are: total inventory value, availability of spares, days of inventory, cost of inventory, cost saving and cash saving output expen-diture and quality improvement. The hexagon model combines the elements of the people involved in managing inventory with operational excellence (Figur2).Managing inventory with operational excellence was achieved by reducing the number of employees in the material department, changing the mix of peo-ple skills such as introducing engineering into the department structure and reducing the cost of ownership of the material department to the operation that it supports.Normally, this is implemented with reduction in headcount of material department, having less people with engineering skills in the department. Operation results include, improvement in raw material supply line quality indicators, competitive days of inventory and improved and stabilized spares availability. And the financial results include, increase in cost savings and reduced cost of inventory. It can be established by outsourcing some of the inventory functions as required. The level of efficiency of the inventory managed can be measured to a specific risk level, changing requirements or changes in the environment.Just-In-Time (JIT)Just-in-time (JIT) inventory system is a concept developed by the Japanese, wherein, the suppliers deliver the materials to the factory JIT for their processing, eliminating the need for storage and retrieval. The rate of output and the rate of supply of inputs are synchronized, to manage a zero inventory.The main benefits of JIT are: set up times are significantly reduced in the factory,the flow of goods from warehouse to shelves improves, employees who possess multiple skills are utilized more efficiently, better consistency of scheduling and consistency of employee work hours, increased emphasis on supplier relationships and continuous round the clock supplies keeping workers productive and businesses focused on turnover.And though a JIT system might even be a necessity, given the inventory demands of certain business types, its many advantages are realized only when some significant risks like delays in movement of goods over long distances are mitigated.Vendor-Managed Inventory (VMI)Vendor-Managed Inventory (VMI) is a planning and management system in which the vendor is responsible for maintaining the customer’s inventory levels. VMI is defined as a process or mechanism where the supplier creates the purchase orders based on the demand information. VMI is a combination of e-commerce, software and people. It has resulted in the dramatic reduction of inventory across the supply chain. VMI is categorized in the real world as collaboration, automation and cost transference.The main objectives of VMI are better, cheaper and faster transactions. In order to establish the VMI process, management commitment, data synchronization, setting up agreements, data exchange, ordering, invoice matching and measurement have to be undertaken. The benefits of VMI to an organization are reduction in inventory besides reduction of stock-outs and increase in customer satisfaction. Accurate information which is required for optimizing the supply chain is facilitated by efficient transfer of information. The concept of VMI would be successful only when there is trust between the organization and its suppliers as all the demand information is available to the suppliers which can be revealed to the competitors. VMI optimizes inventory in supply chain and reduces stock-outs by proper planning and centralized forecasting.Consignment ModelConsignment inventory model is an extension of VMI where the vendor places inventory at the customer’s location while retaining ownership of the inventory. The consignment inventory model works best in the case of new and unproven products where there is a high degree of demand uncertainty, highly expensive products andservice parts for critical equipment. The types of consignment inventory ownership transfer models are: pay as sold during a pre-defined period, ownership changes after a pre-defined period, and order to order consignment.The issues that the VMI and consignment inventory model encounter are cost of developing VMI system, invoicing problems, cash flow problems, Electronic Data Interchange (EDI) problems and obsolete stock.Enabling PracticesThe decision makers have to make prudent decisions on future course of action of a project relating to the following variables: Forecasting and Inventory Management, Inventory Management practices, Inventory Planning, Optimal purchase, Multichannel Inventory, Moving towards zero inventory.To improve inventory management for better forecasting, the 14 best practices that will most likely benefit business the most are:•Synchronize promotions;•Revamp the organizational structure;•Take a longer view of item planning;•Enforce vendor compliance;•Track key inventory metrics;•Select the right systems;•Master the art of master scheduling;•Adhere to exception reporting;•Identify lost demands;•Plan by assortment;•Track inbound receipts;•Create coverage reports;•Balance under stock/overstock; and•Optimize SKUs.This will leverage the retailer’s ability to buy larger quantities across all channels while buying only what is required for a specified period in order to manage risk in a better way. In most multichannel companies, inventory is the largest asset on the balance sheet, which means that their profitability will be determined to a large degreeby the way they plan, forecast, and manage inventory (Curt Barry, 2007). They can follow some steps like creating a strategy, integrating planning and forecasting, equipping with the best-laid plans and building strong vendor relationships and effective liquidation.Moving Towards Zero InventoryAt the fore is the development and widespread adoption of nimble, sophisticated software systems such as Manufacturing Resource Planning (MRP II), Enterprise Resource Planning (ERP), and Advanced Planning and Scheduling (APS) systems, as well as dedicated supply chain management software systems. These systems offer manufacturers greater functionality. To implement ‘Zero Stock’ system, companies need to have a good information system to handle customer orders, sub-contractor orders, product inventory and all issues related to production. If the company has no IT infrastructure, it will need to build it from the scratch.A good information system can help managers to get accurate data and make strategic decisions. IT infrastructure is not a cost, but an investment. A company can use RFID method, network inventory and other software tools for inventory optimization.Radio Frequency Identification (RFID)RFID is an automatic identification method, which relies on storing and remotely retrieving data using devices called RFID tags or transponders.RFID use in enterprise supply chain management increases the efficiency of inventory tracking and management. RFID application develops asset utilization by tracking reusable assets and provides visibility, improves quality control by tagging raw material, work-in-progress, and finished goods inventory, improves production execution and supply chain performance by providing accurate, timely and detailed information to enterprise resource planning and manufacturing execution system.The status of inventory can be obtained automatically by using RFID. There are many benefits of using RFID such as reduced inventory, reduced time, reduced errors, accessibility increase, high security, etc.Network InventoryA Network Inventory Management System (NIMS) tracks movement of itemsacross the system and thus can locate malfunctioning equipment/process and provide information required to diagnose and correct problem areas. It also determines where capacity is to be added, calculates impact of market conditions, assesses impact of new products and the impact of a new customer. NIMS is very important when the complexity of a supply chain is high. It determines the manufacturing and distribution strategies for the future. It should take into consideration production, location, inventory and transportation.The NIMS software, including asset configuration information and change management, is an essential component of robust network management architecture. NIMS provide information that administrators can use to improve network management performance and help develop effective network asset control processes.A network inventory solution manages network resource information for multiple network technologies as well as multiple vendors in one common accurate database. It is an extremely useful tool for improving several operation processes, such as resource trouble management, service assurance, network planning and provisioning, field maintenance and spare parts management.The NIMS software, including asset configuration information and change management, is an essential component of strong network management architecture. In addition, software tools that provide planning, design and life cycle management for network assets should prominently appear on enterprise radar screens.Inventory Optimization Softwarei2 Inventory Optimizationi2 solutions enable customers to realize top and bottom-line benefits through the use of superior inventory management practices. i2 Inventory Optimization can help companies monitor, manage, and optimize strategies to decide—what to make, what to buy and from whom, what inventories to carry, where, in what form and how much—across the supply chain. It enables customers to learn and continuously improve inventory management policies and processes, strategic analysis and optimization.Product-oriented industry can install i2 Inventory Optimization and developsupply chain. Through this, the company can reduce inventory levels and overall logistics costs. It can also get higher service level performance, greater customer satisfaction, improved asset utilization, accelerated inventory turns, better product availability, reduced risk, and more precise and comprehensive supply chain visibility.Oracle Inventory OptimizationOracle Inventory Optimization considers the demand, supply, constraints and variability in extended supply chain to optimize strategic inventory investment decisions. It allows retailers to provide higher service levels to customers at a lower total cost. Oracle Inventory Optimization is part of the Oracle e-Business Suite, an integrated set of applications that are engineered to work together.Oracle Inventory Optimization provides solutions when demand and supply are in ambiguity. It provides graphic representation of the plan. It calculates cost and risk.MRO SoftwareMRO Software (now a part of IBM's Tivoli software business) announced a marketing alliance with inventory optimization specialists Xtivity to enhance the service offering of inventory management solutions for MRO Software customers. MRO offers Xtivity's Inventory Optimizer (xIO) service as an extension of its asset and service management solutions.Structured Query Language (SQL)Successful implementation of an inventory optimization solution requires significant effort and can pose certain risks to companies implementing such solutions. Structured Query Language (SQL) can be used on a common ERP platform. An optimal inventory policy can be determined by using it. Along with it, other metrics such as projected inventory levels, projected backlogs and their confidence bands can also be calculated. The only drawback of this method is that it may not be possible to obtain quick real-time results because of architectural and algorithmic complexity. However, potential scenarios can be analyzed in anticipation of results stored prior to user requests.Some ExamplesToyota’s Practice in IndiaToyota, a quality conscious company working towards zero inventory has selected Mitsui and Transport Corporation of India Ltd. (TCI) for their entire logistic solutions encompassing planning, transportation, warehousing, distribution and MIS and related documentation. Infrastructure is a bottleneck that continues to dog economic growth in India. Transystem renders services like procurement, consolidation and transportation of original equipment manufacturer's parts, through milk run operations from various suppliers all over India on a JIT basis, transportation of Complete Built-up Units (CBU) from plant to all dealers in the country and operation of CBU yards, coordination and transportation of Knock Down (KD) parts from port of entry to manufacturing plant, transportation of aftermarket parts to dealers by road and air to Toyota Kirloskar Motors Pvt. Ltd.Wal-MartWal-Mart is the largest retailer in the United States, with an estimated 20% of the retail grocery and consumables business, as well as the largest toy seller in the US, with an estimated 22% share of the toy market. Wal-Mart also operates in Argentina, Brazil, Canada, Japan, Mexico, Puerto Rico and UK.Wal-Mart keeps close track of the inventories by extensively adopting vendor-managed inventory to streamline the flow of goods from manufacturer to the store shelf. This results in more turns and therefore fewer inventories.Wal-Mart is an early adopter of RFID to monitor the movement of stocks in different stages of supply chain. The company keeps tabs on all of its merchandize by outfitting its products with RFID.Wal-Mart has indicated recently that it is moving towards the aggressive theoretical zero inventory model.Chordus Inc.Chordus Inc. has the largest division of office furniture in USA. It has advanced logistics and a model of zero inventory. It has Internet-based system for distribution network with real-time updates and low costs. Chordus determined that only SAP R/3 could accommodate this cutting-edge operational model for its network of 150 dealer-owned franchises in 44 states supported by five nationwide Distribution Centers (DCs) and a fleet of 65 delivery trucks.Small Scale Cycle Industry Around LudhianaIn and around Ludhiana, there are many small bicycle units, which are not organized. They have a sharp focus on financial and raw material management enjoying a low employee turnover. They have been practicing zero inventory models which became popular in Japan only much later. Raw material is brought into the unit in the morning, processed during the day and by evening the finished product is passed on to the next unit. Thus, the chain continues till the ultimate finished product is manufactured. In this way, the bicycles used to be produced in Ludhiana at half the production cost of TI Cycles. Even the large manufacturers of cycles, like Hero cycles, Atlas cycles and Avon cycles are reported to maintain only one week's inventory.ConclusionInventory managers are faced with high service-level requirements and many SKUs appreciate the complexity of inventory optimization, as well as the explicit control that is needed over total investment in warehousing, moving and logistics. Inventory optimization can provide both an enormous performance improvement for the supply chain and ongoing continuous improvements over competitors. The company achieves the stability needed to have enough stock to meet unpredictable demands without wasteful allocation of capital. Having the right amount of stock in the right place at the right time improves customer satisfaction, market share and bottom line. Certainly, the organizations that are able to take inventory optimization to the enterprise level will reap greater benefits. Zero inventory may be wishful thinking, but embracing new technologies and processes to manage one's inventory more efficiently could move one much closer to that ideal.供应链库存优化：零库存方法对于一个企业来说，在供应链中优化库存管理是至关重要的。
供应链管理英文作文
供应链管理英文作文英文：Supply chain management is a crucial aspect of any business, as it involves the coordination and management of all activities involved in the production and delivery of goods to customers. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.One important component of supply chain management is inventory management. By keeping track of inventory levels and predicting demand, businesses can ensure that they have enough stock on hand to meet customer needs without overstocking and wasting resources. For example, a clothing retailer may use data analysis to predict which items will be popular during a certain season and order the appropriate amount of inventory to meet that demand.Another key aspect of supply chain management islogistics. This involves the transportation and storage of goods from the manufacturer to the end customer. Effective logistics management ensures that products are delivered on time and in good condition. For example, a foodmanufacturer may use temperature-controlled trucks to transport perishable goods to ensure that they arrive atthe grocery store in good condition.In addition to inventory management and logistics, supply chain management also involves supplier management. This includes selecting and managing suppliers to ensurethat they meet quality standards and can deliver goods on time. For example, a car manufacturer may work closely with a specific supplier to ensure that the components they receive meet their quality standards and are delivered on time to avoid production delays.Overall, effective supply chain management is essential for the success of any business. By managing inventory, logistics, and suppliers, businesses can improve efficiency, reduce costs, and provide better service to their customers.中文：供应链管理是任何企业的重要组成部分，它涉及到生产和交付商品给客户的所有活动的协调和管理。
供应链下的多级存货管理外文文献
供应链下的多级存货管理外文文献1、IntroductionIn today's globalized and interconnected business environment, supply chain management has become an essential component of enterprise success. One of the key elements of supply chain management is inventory management, which involves the effective management of inventory levels across multiple tiers of the supply chain. This article examines the concept of multi-level inventory management within the context of supply chain management and explores relevant literature from foreign sources.2、Supply Chain Management and Inventory ManagementSupply chain management involves the integration and coordination of various activities across all levels of a supply chain, from suppliers to manufacturers, distributors, and consumers. Inventory management, specifically, refers to the effective management of inventory levels in order to meet demand while minimizing costs and risks. It involves theidentification of demand patterns, the determination of appropriate inventory levels, and the implementation of policies and procedures to ensure that inventory is rotated and utilized effectively.3、Multi-Level Inventory Management in the Supply ChainMulti-level inventory management refers to the management of inventory across multiple tiers or levels within a supply chain. It involves the coordination and synchronization of inventory levels across different stages of the supply chain to ensure efficient flow of goods and materials. By managing inventory at multiple levels simultaneously, enterprises can optimize overall inventory levels while ensuring that each tier of the supply chain is able to meet demand.4、Foreign Literature Review on Multi-Level Inventory ManagementA review of foreign literature on multi-level inventory management reveals a growing body of research on this topic. Studies have focused on various aspects of multi-levelinventory management, including demand forecasting, inventory policies, and supply chain coordination. Notably, research has shown that multi-level inventory management can significantly improve overall supply chain performance by reducing costs and increasing efficiency.5、ConclusionThe concept of multi-level inventory management within the context of supply chain management has gained significant attention in recent years. A review of foreign literature suggests that effective multi-level inventory management can lead to significant improvements in overall supply chain performance by optimizing inventory levels across different stages of the supply chain. Enterprises that adopt multi-level inventory management strategies can expect to achieve cost savings, increased efficiency, and a more robust supply chain overall.6、Recommendations for Future ResearchDespite the growing body of research on multi-level inventorymanagement, there are still several areas that require further exploration. Future research could focus on developing more advanced demand forecasting techniques to improve accuracy and reduce demand uncertnty. Additionally, studies could investigate novel inventory policies and strategies that can further optimize inventory levels across different tiers of the supply chn. Finally, research could also examine the role of technology in supporting multi-level inventory management, including the use of artificial intelligence, big data analytics, and other emerging technologies.供应链管理外文翻译供应链管理是一种全面的管理方法，旨在优化供应链的运作，提高效率和竞争力。
(完整word版)供应链管理外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goodswarehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of the supply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chain depends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2007, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines in inventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay for it. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supply chain profitability.Supply chain profitability is the total profit to be shared across all supply chainstages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction in overall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain. Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared totheir Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distribute locally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smaller deliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknessesin their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt its performance. Dell Computer is another example of a company that had to revise its supply chain design in response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2010 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理外文文献著作
供应链管理外文文献著作以下是几本关于供应链管理的外文文献著作：1. "Supply Chain Management: Strategy, Planning, and Operation"，作者：Sunil Chopra和Peter Meindl这本书是供应链管理领域的经典教材，涵盖了供应链战略、规划和运营等方面的内容，适合供应链管理专业人士和学生阅读。
2. "Designing and Managing the Supply Chain: Concepts, Strategies, and Cases"，作者：David Simchi-Levi、Philip Kaminsky和Edith Simchi-Levi这本书介绍了供应链设计和管理的概念、策略和案例，重点在于如何优化供应链的结构和运作，实现高效的供应链管理。
3. "Supply Chain Management: A Logistics Perspective"，作者：John J. Coyle、C. John Langley Jr.、Brian Gibson和Robert A. Novack这本教材强调供应链管理的物流视角，讨论了物流和运输、库存管理、采购、供应链信息系统等方面的内容，适合对物流及其在供应链中的角色感兴趣的读者。
4. "Supply Chain Management: Strategy, Planning, and Operations"，作者：A. A. G. Gunasekaran这本书通过案例研究等方式详细介绍了供应链管理的策略、规划和运营等方面，强调了新技术和全球化对供应链管理的影响。
5. "Supply Chain Management: Concepts, Techniques and Practices: Enhancing the Value Through Collaboration"，作者：M. Raisinghani这本书探讨了供应链管理的概念、技术和实践，着重介绍了供应链合作对增加价值的作用，适合对供应链合作和价值创造感兴趣的读者。
供应链管理英文论文
Strategic Supply Chain ManagementThe supply chain strate；r of Xoceco ElectronicModule No: 336BSSName: JiZhi LiuStudent No: 3356456ContentsI . Executive Summary --------------------------------------------------------- 3II. Introduction ------------------------------------------------------------------ 3 III. Introduce of Xoceco Company ------------------------------------------- 3 IV. Xoceco Electronic Company's sales performance ------------------- 4 V. The difficulties Xoceco Electronic Company faces ------------------ 4VI. External Environment Analysis ----------------------------------------- 56.1Xoceco Electronic Company of the overall resource6.2The advantages of Xoceco Electronics Company6.3The disadvantage of Xoceco Electronics6.4The analysis of the chance Xoceco Electronics faceVII. ---------------------------------------------------------------------------------------- Xoceco Electronic Company's supply chain strategy ------------------- 9 VIII. --------------------------------------------------------------------------------------- Conclusion ----------------------------------------------------------------------- 10IX. ----------------------------------------------------------------------------------------- Reference ------------------------------------------------------------------------- 11The supply chain strategy of Xoceco ElectronicI . Executive Summary:Since the beginning of 1990s, rapid development has taken place in color TV manufacturing in China. From then on, the color TV enterprises have been in a more opener and more competitive environment. The management of supply chain is one of the most basic and important elements of color TV industry. It has become increasingly important in a changing industrial environment. The successful management strategy of supply chain has become an important means for color TV industry to acquire and preserve the competitive edge. This thesis, based on Xoceco Electronic, one important color TV manufacturing enterprises, analyzes the circumstances, resources and conditions of the Corp, framed in supply chain management and strategic management theory, and propose the supply chain strategy for Xoceco Corp.II .Introduction:Xoceco Electronic Company is a professional enterprise in TV. And with the economic boom of China, Xoceco Electronic has got a huge development in recent years. But it also has a number of problems, such as service issues, the shortage of fund, employee payroll problems and the discrete problem of supply of raw materials. By use quantitative analysis and qualitative analysis, we analyze the data and the problems of Xoceco Electronic and then put forward corresponding measures to solve these problems.III .Introduce of Xoceco Company:Xoceco Electronic Company was founded in December 1985.In February 1995, "Xoceco Electronics" appeared on the Shanghai Stock Exchange Market. Xoceco is a professional enterprise in TV, and focus on TV for twenty years. Since 2003, the main focus of Xoceco shift to LCD TV, plasma TV and digital high definition television,high-end product innovation, R & D and manufacturing. As a domestic brand Xoceco firstly enters into the field of flat-panel TV business, and in the field of technology research and development, international operations, the brand has accumulated a relatively solid foundation. Xoceco has nearly 10,000 employees worldwide, and the headquarters has a state-level technology center, post-doctoral workstations, and 16 R & D platforms in the world, with production bases at the headquarters of Xiamen and South Africa, Europe, Central Asia.IV. Xoceco Electronic Company's sales performanceIn 2008 Xoceco had sold various types of color TV in a number of 3.87 million units, compared with growth of 17% over the same period in 2007, the company achieved sales revenue of 8, 425 million, compared with descend of 66% over the same period in the last year and flat-panel TV sales make up roughly 73% of total revenue.In 2009 Xoceco Electronic Company had sold various types of color TV in a number of 3.4 million units, down 12% over 2008. The sales income is 643,213 Yuan, down 23.31% over last year, of which flat-panel TV sales make up roughly 77% of total revenue.V .The difficulties Xoceco Electronic Company faces:Except the common difficulties that all the Chinese color TV enterprises faced, Xoceco Electronic Company, have encountered a number of specific problems in the self-development process:1.The company has loss in operation for two consecutive years. The company suffered a shortage of funds, and due to bank loans are too high, the financial cost remains high, the company's operating leverage was negative.2.The competition of color TV market becomes more intensified. Accompany with the export of company now declined and a shrinking share domestically, the company has brought greater difficulties.皿Xoceco Electronic Company's External Environment Analysis: Chinese society, rapid economic developmentIn recent years the Chinese economy continues the rapid development of double-digit rates, economic strength has been greatly enhanced, and the living standards of people rapidly rise. The GDP of China has ranked second in the world. There are more than 1.3 billion people in China; the annual TV demand is nearly 40 million units. With a substantial increase in the urban and rural incomes and disposable income, Chinese TV especially Flat-panel TVs usher in a good development opportunities for the rapidly growing of Chinese market (Premkumar 2001).6.1 Xoceco Electronic Company of the overall resource:1.The production base of Xoceco Electronics CompanyXoceco Electronics is headquartered in Xiamen; in Xiamen Island has three production bases. After 2006, Xoceco Electronic Company began investing one hundred million Yuan of annual output build a raw sound base for flat panel in Xiang’an Zone. And it will be completed and commissioned in 2008. Also Overseas, Xoceco Electronic Company has several production bases overseas, such as South Africa, Europe, and Central Asia. Visible, Xoceco Electronics will be increasingly improved its production capacity and will be very strong to lay the foundation for mass production in the future (Premkumar 2001).2.Xoceco Electronic Company Human ResourcesAt present, Xoceco Electronic has nearly 7 thousand employees, headquarter has a state-level technology center and a post-doctoral stations. And there are 16 global R & D platforms. According to a 2006 report, in the end of 2006, the headquarters of Xoceco Electronics corporate has staff of 7,263 working people, including 574, 868 in the field of management and 344 in the field of technical classes and sales class and 5477 people in the other field.3.The asset conditionAfter the huge losses for two consecutive years, by the end of 2007, Xoceco Electronic Company has total assets of 3,161,020,300 Yuan. Since 2005, the company's asset-liability ratio and financial costs have been higher, and the gradual upward trend. In 2005 and 2006, the rate of assets and liabilities were 77.73% and 91.51%, the financial cost is 91.83 million Yuan and 94.38 million Yuan respectively. In the end of 2007, the company's balance has reached 103.18%. The asset of the company has become a negative asset.6.2 The advantages of Xoceco Electronics Company:Xoceco Electronic focuses on LCD TV, plasma TV and digital high definition television, high-end product innovation, R & D and manufacturing for twenty years. Accompany with the accumulation of management experience and technology in China's color TV industry over the years, the Xoceco Electronic still have certain advantages, mainly reflected in:1.The technology advantages of TVXoceco Electronics has the advantage relative to domestic firms in the field of Digital HD, LCD TV, plasma TV above.2.The upstream supply and financial support from the major shareholder of company With the reorganization of Xoceco Electronic by Chunghwa Picture Tubes, it creates a domestic color TV enterprises combination with the upstream supply chain for the first time. So Xoceco Electronics has chance to enhance the competitiveness and continue to become bigger and stronger to lay a solid foundation. Chunghwa Picture Tubes, which is a listed holding company, is currently ranked third in Taiwan and the world's fifth LCD panel plant.3.Xoceco Electronic Company in domestic and international market has established some brand awarenessAfter twenty years of hard work, especially in the digital high-definition TV, flat panel TVs and other fields, Xoceco Electronic Company not only in the country obtains a higher visibility and recognition in the international community but also played a certain degree of visibility. Xoceco Electronic Company obtained a higher-end brandimage in the domestic and international market.4.Excellent business managementXoceco Electronic Company is not large in the industry for many years, but has got a big achievement in the innovation and development in business management. Xoceco Electronic Company is a strong learning organization, and a number of advanced management methods will soon be accepted and implemented (Porter, 1996). So after years of improvements and enhancements, the operation and management of Xoceco Electronic company is in an advanced position.5.The advantages of the Xiamen AirportModern and efficient TV manufacturing industry has a higher demand on logistics, and color TV manufacturers are increasingly demanding the rapid and timely supply of raw materials, and convenience and low cost of large quantities of color TV exports. In the Xiamen, a busy international airport and a excellent deep-water port can provide the conditions above.6.3 The disadvantage of Xoceco Electronics:1.The scale of enterprises is small. Xoceco Electronics is a small-scale enterprise in the domestic color TV industry. And small-scale lead to Xoceco Electronics cannot develop its strong points, avoid its weaknesses, and win a favorable position2.The discrete problem of supply of raw materials. As Xiamen is not in the Yangtze River Delta and Pearl River Delta, which is two of the most economically developed regions, and Fujian's industrial base, especially for the electronics industry base is relatively weaker than coastal areas. These factors make the most of raw materials of Xoceco have to be supplied from the Yangtze River Delta, Pearl River, even Hong Kong, overseas and other places available.3.Undue reliance on dollar area market. Xoceco Electronics has maintained a large proportion of export sales structure for a long time, and the rate between the domestic market and international market had reached 7:3. The most products of Xoceco are exported to the U.S. market. In recent years U.S. economic downturn and the depreciation of the dollar gave Xoceco a very negative impact.4.The problem of domestic sales channels. Due to a large number of domestic appliances chain stores continue to integrate and the chains for manufacturers to choose are fewer and fewer, it leads to the big chain stores of home appliances color TV enterprises have a growing voice to obtain more profits (Stephan 2006).5.Employee payroll problems. The personnel turnover is big, and the problem of brain drain is serious.6.Service issues. Xoceco Electronics has a series of problems in service all the time, which bring a greater impact on terminal sales.7.The shortage of fund. The problem plagues Xoceco for many years, and it always hinder the development and expansion of Xoceco.6.4 The analysis of the chance Xoceco Electronics face:Despite Xoceco Electronics has continuous losses for two years, but from the point of the current global and China's economic environment, Xoceco Electronic still faces many growth opportunities.1.The global flat-panel TV market is still expanding rapidly.Not only the developed markets of Europe and America flat-panel TV are still growing, the majority of developed markets such as Southeast Asia, Latin America, the flat-panel TV demand of the Middle East, Russia, Africa and other regions is growing rapidly, so it provides Xoceco Electronics the opportunity to expand its export sales.2.The Chinese flat panel TV market will grow substantially.With the continued rapid growth of Chinese economy and a substantial increase in people's living standard, purchasing power increased quickly. Especially the rural market is still relatively flat-panel TV market needed to be developed, and the huge market demand will soon be released.3.Science and technology base is still growing. The development of science and technology base can urge TV technology upgrading quickly. The emergence of the new TV products can also provide color TV manufacturers opportunities to continuedeveloping. As long as it can follow the trend of technological development, TV production companies will have the opportunity to stand out from the industry.VD. Xoceco Electronic Company's supply chain strategy:TV industry has become increasingly dependent on the competition of supply chain strategy. And in the modern full, intense competition, the traditional competitiveness based on the prices and commodity competition become increasingly depend on the supply chain competitiveness (Akintola 2000). Xoceco Electronics as a supply chain core business of that, it must design a strategic supply chain again to ensure its competitiveness, and give services to the overall strategy of Xoceco Electronic CompanyFirst, improve reaction capacity of supply chain for innovative products. Xoceco will build the world's largest flat panel production base in the Xiang'an Industrial Park, and focus on flat-panel TV. Company's products will be shift into high-end, innovative products. The supply chain of rapid response and innovative products must be related to the entire supply chain and all aspects of supply, such as raw materials, R & D, manufacturing and marketing (Anna 2004).Second, cost leadership strategy of mass productionIn the current color TV manufacturing industry, gross profit margin is very low. The gross profit margin of Xoceco Electronic main business is less than 10%. And the proportion of the cost of production materials is in a high percentage. Clearly, large-scale production will lead to cost savings of the material and bring huge benefits (Keah 2001). Xoceco Electronics must take advantage of the massive expansion in the recent years to prepare a strategic plan for supply of raw materials and reduce material supply costs. At the same time, large-scale production will reduce the cost of R & D, design, administrative expenses, advertising, sales and other fields, and it will make the scale effect to be particularly evident. Also it will enable enterprises to achieve cost leadership and competitive advantage (Malik 2001).Third, the control of the distribution process must be strengthened (Qin Su 2008). The scale of Xoceco Electronic Company will expanded rapidly, the product will also be transformed into high-end, innovative ones. To serve this kind of overall strategy, the supply chain distribution process of Xoceco Electronic must meet the rapid response strategy; in addition as the core of this enterprise, Xoceco Electronics must integrate not only the supply chain, but also the distribution process into their control gradually (Simon 2000). Also with the expansion of scale, Xoceco Electronic must reduce its reliance on distribution channels.皿Conclusion:Improve reaction capacity of supply chain and strength the control of the distribution process are typical effective measures. And the series measures will ensure the company get rid of the present problem and get improvement in the competition with other manufacturers.IX. Reference:Akintola, A. et al. 2000 .A survey of supply chain collaboration and management in the UK construction industry . European Journal of Purchasing & Supply Management, 6(3-4), pp. 159-168Anna, D. et al., 2004, Supply chains and interdependence: a theoretical analysis . Journal of Purchasing and Supply Management, 10(1), pp. 3-9Keah, C.T2001.A framework of supply chain management literature. European Journal of Purchasing & Supply Management, 7(1), pp. 39-48Malik, M. A. et al. 2001 .Readiness Assessment of the construction supply chain for concurrent engineering . European Journal of Purchasing & Supply Management,7(2), pp. 141-153Porter, M. E., 1996. Journal of What is Strategy?. Harvard Business Review, 33(5), Pages 3-6Premkumar. G. P., 2001. Journal of Interorganization Systems and SCM. Information System Management, 42(6), pp. 5-7.Qin Su . et al. 2008 . The impact of supply chain relationship quality on cooperative strategy. Journal of Purchasing and Supply Management, 14(4), pp. 263-272Simon, C. et al., 2000.Supply chain management: an analytical framework for critical literature review . European Journal of Purchasing & Supply Management, 6(1), pp. 67-83 Stephan, M. W. & Christoph, B., 2006. An empirical investigation into supplychain vulnerability . Journal of Purchasing and Supply Management, 12(6), pp. 301-312.。
外文文献及翻译-供应链管理系统(SCMS)
外文文献及翻译-供应链管理系统(SCMS)摘要本文介绍了供应链管理系统（SCMS）的概念、功能和优势。
供应链管理系统是一种集成的信息技术解决方案，旨在优化供应链的运作和管理。
通过实时跟踪和监控，SCMS可以实现供应链的可见性、协调和效率。
引言随着全球贸易的发展，供应链的复杂性和竞争性也在不断增加。
供应链管理系统的出现为企业提供了一种解决方案，可以有效地管理供应链中的各个环节，并提高整体效率和竞争力。
SCMS的概念和功能供应链管理系统（SCMS）是一种综合性的信息技术解决方案，用于管理和优化供应链的运作和管理。
其主要功能包括：1. 订单管理：SCMS可以帮助企业实现订单的自动化处理和跟踪。
从订单的生成到交付的整个过程可以通过SCMS进行监控和管理。
2. 库存管理：SCMS可以提供准确的库存信息，并帮助企业优化库存的管理和控制。
通过实时的库存监控和预测功能，企业可以避免库存过剩或缺货的问题。
3. 运输管理：SCMS可以协调和优化供应链中的运输活动。
通过实时的运输跟踪和路线规划，SCMS可以减少运输成本、提高运输效率，并及时解决运输中的问题。
4. 供应商管理：SCMS可以帮助企业管理供应商的信息和合作关系。
通过供应商评估和选择功能，企业可以选择最适合自身需求的供应商，并建立长期的合作关系。
SCMS的优势使用供应链管理系统（SCMS）可以带来以下几个优势：1. 提高运作效率：SCMS可以实现供应链的可见性，帮助企业实时了解各个环节的情况，并及时作出调整。
这样可以减少不必要的等待和浪费，提高整体运作效率。
2. 降低成本：通过优化库存管理和运输规划，SCMS可以帮助企业减少库存成本和运输成本。
此外，SCMS还可以提高供应链中各个环节的协同效率，进一步降低企业的成本。
3. 提升客户满意度：SCMS可以提供准确的订单跟踪和交付信息，帮助企业提高客户满意度。
客户可以实时了解订单的状态和预计到达时间，减少不确定性和等待时间。
供应链管理ABC_外文原文
The ABCs of Supply Chain Management1.What is supply chain management?Supply chain management is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service, manufactures that product or service and delivers it to customers. The following are five basic components for supply chain management.Plan-This is the strategic portion of supply chain management. You need a strategy for managing all the resources that go toward meeting customer demand for your product or service. A big piece of planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers.Source-Choose the suppliers that will deliver the goods and services you need to create your product or service. Develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships. And put together processes for managing the inventory of goods and services you receive from suppliers, including receiving shipments, verifying them, transferring them to your manufacturing facilities and authorizing supplier payments.Make-This is the manufacturing step. Schedule the activities necessary for production, testing, packaging and preparation for delivery. As the most metric-intensive portion of the supply chain, measure quality levels, production output and worker productivity.Deliver-This is the part that many insiders refer to as "logistics." Coordinate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.Return-The problem part of the supply chain. Create a network for receiving defective and excess products back from customers and supporting customers who have problems with delivered products.For a more detailed outline of these steps, check out the nonprofit Supply- ChainCouncil's website at.2.What does supply chain management software do?Supply chain management software is possibly the most fractured group of software applications on the planet. Each of the five major supply chain steps previously outlined composes dozens of specific tasks, many of which have their own specific software. There are some large vendors that have attempted to assemble many of these different chunks of software together under a single roof, but no one has a complete package. Integrating the different software pieces together can be a nightmare. Perhaps the best way to think about supply chain software is to separate it into software that helps you plan the supply chain and software that helps you execute the supply chain steps themselves.Supply chain planning (SCP) software uses fancy math algorithms to help you improve the flow and efficiency of the supply chain and reduce inventory. SCP is entirely dependent upon information for its accuracy. If you're a manufacturer of consumer packaged goods for example, don't expect your planning applications to be very accurate if you can't feed them accurate, up-to-date information about customer orders from your retail customers, sales data from your retailer customers' stores, manufacturing capacity and delivery capability. There are planning applications available for all five of the major supply chain steps previously listed. Arguably the most valuable (and complex and prone to error) is demand planning, which determines how much product you will make to satisfy your different customers' demands.Supply chain execution (SCE) software is intended to automate the different steps of the supply chain. This could be as simple as electronically routing orders from your manufacturing plants to your suppliers for the stuff you need to make your products.For an expanded overview of this topic, read the Supply Chain Executive Summary.3.Do I need to have ERP software before I install supply chain software?This is a very controversial subject. You may need ERP if you plan to install SCP applications because they are reliant upon the kind of information that is stored in themost quantity inside ERP software. Theoretically you could assemble the information you need to feed the SCP applications from legacy systems (for most companies this means Excel spreadsheets spread out all over the place), but it can be nightmarish to try to get that information flowing on a fast, reliable basis from all the areas of the company. ERP is the battering ram that integrates all that information together in a single application, and SCP applications benefit from having a single major source to go to for up-to-date information. Most CIOs who have tried to install SCP applications say they are glad they did ERP first. They call the ERP projects "putting your information house in order." Of course, ERP is expensive and difficult, so you may want to explore ways to feed your SCP applications the information they need without doing ERP first.SCE applications are less dependent upon gathering information from around the company, so they tend to be independent of the ERP decision. But chances are, you'll need to have the SCE applications communicate with ERP in some fashion. It's important to pay attention to SCE software's ability to integrate with the Internet and with ERP or SCP applications because the Internet will drive demand for integrated information. For example, if you want to build a private website for communicating with your customers and suppliers, you will want to pull information from SCE, SCP and ERP applications together to present updated information about orders, payments, manufacturing status and delivery.4.What is the goal of installing supply chain management software?Before the Internet came along, the aspirations of supply chain software devotees were limited to improving their ability to predict demand from customers and make their own supply chains run more smoothly. But the cheap, ubiquitous nature of the Internet, along with its simple, universally accepted communication standards have thrown things wide open. Now, theoretically anyway, you can connect your supply chain with the supply chains of your suppliers and customers together in a single vast network that optimizes costs and opportunities for everyone involved. This was the reason for the B2B explosion; the idea that everyone you do business with could be connected together into one big happy, cooperative family.Of course, the reality behind this vision is that it will take years to come to fruition. But considering that B2B has only been around for a few years, some industries have already made great progress, most notably consumer-packaged goods (the companies that make products that go to supermarkets and drug stores), high technology and autos.When you ask the people on the front lines in these industries what they hope to gain from their supply chain efforts in the near term, they will all respond with a single word: visibility. The supply chain in most industries is like a big card game. The players don't want to show their cards because they don't trust anyone else with the information. But if they showed their hands they could all benefit. Suppliers wouldn't have to guess how much raw materials to order, and manufacturers wouldn't have to order more than they need from suppliers to make sure they have enough on hand if demand for their products unexpectedly goes up. And retailers would have fewer empty shelves if they shared the information they had about sales of a manufacturer's product in all their stores with the manufacturer. The Internet makes showing your hand to others possible, but centuries of distrust and lack of coordination within industries make it difficult.5.What is supply chain collaboration?Let's look at consumer packaged goods as an example of collaboration. If there are two companies that have made supply chain a household word, they are Wal-Mart and Procter & Gamble. Before these two companies started collaborating back in the '80s, retailers shared very little information with manufacturers. But then the two giants built a software system that hooked P&G up to Wal-Mart's distribution centers. When P&G's products run low at the distribution centers, the system sends an automatic alert to P&G to ship more products. In some cases, the system goes all the way to the individual Wal-Mart store. It lets P&G monitor the shelves through real-time satellite link-ups that send messages to the factory whenever a P&G item swoops past a scanner at the register.With this kind of minute-to-minute information, P&G knows when to make, ship and display more products at the Wal-Mart stores. No need to keep products piled up inwarehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too. The system saves P&G so much in time, reduced inventory and lower order-processing costs that it can afford to give Wal-Mart "low, everyday prices" without putting itself out of business.Cisco Systems, which makes equipment to hook up to the Internet, is also famous for its supply chain collaboration. Cisco has a network of component suppliers, distributors and contract manufacturers that are linked through Cisco's extranet to form a virtual, just-in-time supply chain. When a customer orders a typical Cisco product-for example, a router that directs Internet traffic over a company network-through Cisco's website, the order triggers a flurry of messages to contract manufacturers of printed circuit board assemblies. Distributors, meanwhile, are alerted to supply the generic components of the router, such as a power supply. Cisco's contract manufacturers, some of whom make subassemblies like the router chassis and others who assemble the finished product, already know what's coming down the order pipe because they've logged on to Cisco's extranet and linked in to Cisco's own manufacturing execution systems.Soon after the contract manufacturers reach into Cisco's extranet, the extranet starts poking around the contractor's assembly line to make sure everything is kosher. Factory assemblers slap a bar code on the router, scan it and plug in cables that simulate those of a typical corporate network. One of those cables is a fire hose for Cisco's automated testing software. It looks up the bar code, matches it to a customer's order and then probes the nascent router to see if it has all the ports and memory that the customer wanted. If everything checks out-and only then-Cisco's software releases the customer name and shipping information so that the subcontractor can get it off the shop floor.And there you have it. No warehouses, no inventory, no paper invoices, just a very nosy software program that monitors Cisco's supply chain automatically, in real-time, everywhere, simultaneously. The chain runs itself until there's a problem, in which case the system alerts some poor human to get off his duff and fix something. Supply chain software junkies call this "management by exception." You don't need to do anythingunless there is something wrong..If there's a weakness to these collaborative systems, it's that they haven't been tested in tough times-until recently. Cisco's network was designed to handle the company's huge growth. Distributed decision making is great if the decisions have mostly to do with making and selling more things. But Cisco and its network were caught completely off guard by the recent tumble in the economy. It took awhile to turn all the spigots off in its complex network when demand for its products plummeted and Cisco and its supply chain partners got stuck with a lot of excess inventory-as did most other big manufacturers in high technology. Cisco was forced to take a hard look at its supply chain planning capability. SCP software is much better at managing growth than it is at monitoring a decline and correcting it.6.What are the roadblocks to installing supply chain software?Gaining trust from your suppliers and partners. Supply chain automation is uniquely difficult because its complexity extends beyond your company's walls. Your people will need to change the way they work and so will the people from each supplier that you add to your network. Only the largest and most powerful manufacturers can force such radical changes down suppliers' throats. Most companies have to sell outsiders on the system. Moreover, your goals in installing the system may be threatening to those suppliers, to say the least. For example, Wal-Mart's collaboration with P&G meant that P&G would assume more responsibility for inventory management, something retailers have traditionally done on their own. Wal-Mart had the clout to demand this from P&G, but it also gave P&G something in return-better information about Wal-Mart's product demand, which helped P&G manufacture its products more efficiently. To get your supply chain partners to agree to collaborate with you, you have to be willing to compromise and help them achieve their own goals.Internal resistance to change. If selling supply chain systems is difficult on the outside, it isn't much easier inside. Operations people are accustomed to dealing with phone calls, faxes and hunches scrawled on paper, and will most likely want to keep it that way. If you can't convince people that using the software will be worth their time, they will easily find ways to work around it. You cannot disconnect the telephones andfax machines just because you have supply chain software in place.Many mistakes at first. There is a diabolical twist to the quest for supply chain software acceptance among your employees. New supply chain systems process data as they are programmed to do, but the technology cannot absorb a company's history and processes in the first few months after an implementation. Forecasters and planners need to understand that the first bits of information they get from a system might need some twea king. If they are not warned about the system's initial naiveté, they will think it is useless. In one case, just before a large automotive industry supplier installed a new supply chain forecasting application to predict demand for a product, an automaker put in an order for an unusually large number of units. The system responded by predicting huge demand for the product based largely on one unusual order. Blindly following the system's numbers could have led to inaccurate orders for materials being sent to suppliers within the chain. The company caught the problem but only after a demand forecaster threw out the system's numbers and used his own.That created another problem: Forecasters stopped trusting the system and worked strictly with their own data. The supplier had to fine-tune the system itself, then work on reestablishing employees' confidence. Once employees understood that they would be merging their expertise with the system's increasing accuracy, they began to accept and use the new technology.7.Many B2B exchanges say they offer supply chain software. Should I use their software or install my own?Public (many-to-many) B2B exchanges and private (you to everyone else in your supply chain) exchanges began with grand promises of auctions and procurement savings for members, but few suppliers were tempted. Since then, most of these websites have morphed into becoming online hosts for supply chain software. For small companies that can't afford to buy the software on their own, the public exchanges will probably be their source. But for now many of the offerings are immature and aren't getting much use. Companies that can afford to are building their own private connections with their trading partners online rather than going through public exchanges. But even these companies will eventually use the public exchanges whenthey can. Building and maintaining software just isn't a great deal if there's someone out there willing to do it for you.The ambitious public exchanges, with their independence and neutrality, hold out the hope of attracting more buyers and suppliers together in one place, but the level of specificity of a public exchange's supply chain software will probably never reach the depth that a company could build with a select few suppliers in a private exchange. So most decision makers are saying they will use public exchanges for the generic supply chain connections they make, and build their own for the really strategic deep, supply chain relationships they have.。
供应链管理外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goodswarehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides theproduct, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of the supply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is alsoimportant to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chain depends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2023, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines ininventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay for it. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supplychain profitability.Supply chain profitability is the total profit to be shared across all supply chain stages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction in overall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain.Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared to their Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distributelocally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smaller deliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknesses in their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt its performance. Dell Computer is another example of a company that had to revise its supply chain designin response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2023 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
供应链管理国外文献综述literature review--SCM
Literature review on Supply chain managementPrepared by Li LianfaDate: April 27, 2016According to Bowersox, Cooper & Closs, 2012) logistics management is the performance of moving & positioning inventory throughout a supply chain, which also creates value for business. Supply chain management ,short for SCM, ,refer to the integrated managing and control of materials flow, information flow, cash flow and services flow from the suppliers, through to the factories warehouses or retailer and finally, to the end customers.Basically, SCM not only internally manages business relationship and activities within an company, but also external manages business relationship and activities within the entire supply chain , including immediate suppliers, first and second-tier suppliers and customers (Tan, 2001). Obviously, the internal supply chain is a part of the external supply chain, as shown in the following figure 1.Figure 1 : internal supply chain and external supply chainSource: Diana (2011)SCM can result in lower inventory costs, higher quality and higher customer-service levels in the whole suppliers chain (Waters, 2009). SCM) evolved from a traditional logistics since the mid-1960s, as shown in the following figure1.more and more companies consider SCM as a source of competitive advantage, rather than a single source for cost reduction , which has the potential to drive corporate operation performance, and lead to improved customer service, increased profit, and reduced cost and so on.Effective SCM has become a potentially valuable way to strengthen competitive advantage and improve corporate performance as competition is no more between organizations, but among supply chains. Suhong et al (2006) developed five dimensions of SCM practice, namely strategic supplier partnership, customer relationship, quality of information sharing, level of information sharing, and postponement. And Suhong et al (2006) also researched the relationships between SCM practices and competitive advantage, as well as corporate performance by sampling 196 companies, and testing with structural equation modeling. It is found that SCM practice is helpful to enhance competitive advantage and improve corporate performance.In the twenty-first century SCM has been thought as the most popular operations strategy to improve corporate competitiveness. Since the mid-1990s, SCM began to attract the interest of both researchers and practitioners. With the help of informationtechnologies and systems, SCM focuses on the integration of suppliers and customers so as to achieve an integrated value chain. Therefore SCM is important for companies to improve their performance (Angappa, 2008).Ajay V. (2015) attached importance to supply chain. Ajay V. (2015) also explored various determinants of supply chain competitiveness: mass customization; information and communication; process capabilities; operational effectiveness; coordination, cooperation and collaboration; and flexibility.Diana (2011) and Tan (2002) considers SCM practices are related to supply and materials management issues, supply chain operations, information technology and sharing, and customer service, etc. SCM practice also relies on business strategy and collaboration, plan and execution, logistic performance in the organization. In general, SCM practices include: Just-in-time, inventory management, partnership, strategic supplier, customer relationship, quality of information sharing and level of information sharing. Diana (2011) also develops a framework describing relationship between SCM practices and competitive advantage, which is observed from five dimension, namely price, quality, innovation, delivery dependability, and time to market.Total JIT refers to an integrated supply chain strategy , comprising of JIT-purchasing, JIT-production, JIT-selling, and JIT-information. Kenneth (2014) examines the T-JIT strategy’s influence on the performance of company , even the whole supply chain by using a structural equation modeling methodology. AndKenneth (2014) finds that there are significant and positive relationships between SCM strategy and T-JIT, T-JIT and company performance.According to Masoumik (2014), researchers and practitioners has more and more interested in the relationship between competitive advantages and green supply chain practices and business managers have realized the importance of effectively implementing green supply chain practices which can be a critical factor that drive the business to be more competitive and win its international market share.Figure 2 : logistic evolution to SCMSource: Alan (2016)ReferenceAjay V. (2015), An Overview of Supply Chain Competitiveness in Manufacturing Industries: Strategies and Framework, International Journal of Innovative Research in Science, Engineering and Technology, V olume 4, Special Issue 2, February 2015Alan W (2016), ITLS5000 Foundations of Supply Chain Management, THE UNIVERSITY OF SYDNEY BUSINESS SCHOOLAngappa G (2008), Kee-hung L, and T.C. Edwin C,Responsive supply chain:A competitive strategy in a networked economy, the International Journal of Management Science , Omega 36 (2008), pp 549 – 564Bowersox D., Closs D., Cooper M.B., Supply Chain Logistics Management, McGrawHill/Irwin, 2012.Diana B.(2011) , Achieving a Competitive Advantage by SCM, IBIMA Business Review V ol. 2011 , /journals/IBIMABR/ibimabr.htmlKenneth W. G. J. (2014), Total JIT (T-JIT) and its impact on supply chain competency and organizational performance, International Joural Production Economics 147 (2014) , pp125 – 135Masoumik S. M.(2014) ,Gaining Competitive Advantage through Strategic Green Supply Chain Management: From a Literature Review towards a Conceptual Model , International. Journal Suppply Chain Management , V ol. 3, No. 3, September 2014, pp49-58Suhong L. et al (2006), The impact of supplychain management practices on competitive advantage and organizational performance , the international journal of management science,omega 34, pp 107-124Tan, K. C. (2002a). “Supply Chain Management: Practices, Concerns and Performance Issues,”Journal of Supply Chain Management, 38(1). 42 – 53.。
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理英文原书第6版Chapter 4 - Blue Nile case study answe
CASE STUDY—Blue Nile and Diamond RetailingTeaching ObjectivesThe learning objectives of the case are to (1) understand the link between supply chain structure and financial performance, (2) identify key drivers of supply chain performance and how they affect a firm's ability to respond during periods of strong or weak demand, and (3) develop the alignment between supply chain structure and strategic position for a firm.To this end, the case highlights the supply chain structures and performances of three firms in the diamond retailing industry: Blue Nile, Zales, and Tiffany. Blue Nile’s supply chain structure is geared toward a pure centralized e-business; Zales sells merchandise primarily through stores but recently added an online channel; and Tiffany also uses an online channel but most of its diamond and other high-end products are sold through stores. The case is designed to foster discussion of the three supply chain str uctures and encourage students to evaluate the firms’ performance in terms of components of customer service such as response time, product variety, product availability, customer experience, order visibility, and returnability, coupled with cost factors that includeinventory, transportation, information, and facilities.Study Questions1. What are some key success factors in diamond retailing? How do Blue Nile, Zales, and Tiffany compare on those dimensions?As with most retailing, the key success factors in diamond retailing can be measured by customer service factors and cost factors. Given the varied supply chain components and supply chain costs, Blue Nile has a distinct advantage in product variety and product availability since customers can “build their own ring” by choosing from an inventory of about 75,000 stones. Customers purchasing at Tiffany and, until recently, at Zales have been limited to the inventory available at the store. Customers who are comfortable making large purchases online will find the low-pressure purchasing experience at Blue Nile, supported by the educational Web site, salaried sales support, and thirty-day return guarantee, appealing. Given that the jewelry is made to order, clients at Blue Nile must be willing to wait to receive their orders, unlike at Tiffany or Zales.The Tiffany brand is very strong and well established. It is associated with glamour, trust, and customer service. These associations allow the company to sell at higher margins than its competitors. Diamond and other high-end jewelry purchases are expensive, and many customers will trade off other factors for the Tiffany customer experience when making such purchases. Moreover, when spending thousands of dollars for a single item, customers often want to see and feel what they are buying.Zales does not have the product variety and availability that Blue Nile provides, nor does it have the brand name advantage that Tiffany enjoys. The weaker brand is reflected in the firm’s margins, which are lower th an those of Tiffany. Blue Nile’s focus on low prices is reflected in the lower margins it has relative to both Zales and Tiffany. Blue Nile operates out of onewarehouse, with its entire inventory at this facility. The inventories at both Tiffany and Zales are disaggregated through their stores. High-end jewelry items are high-priced, have relatively low demand, and have high demand variability. Such items realize the most savings in inventory holding cost through lower safety stock inventory when the inventory is aggregated. Further, since items sold through the Blue Nile Web site are customized, the inherent postponement allows the company to keep inventory aggregated longer, thus reducing safety inventory even more. While Blue Nile’s inventory-to-sales ratio is around 6 percent, the ratios for both Tiffany and Zales are about 40 percent. Blue Nile’s supply chain structure also gives it a major advantage in facility costs.Blue Nile operates primarily from one warehouse in the United States. Both Zales and Tiffany operate many stores, often in high-priced locations. In addition to stores all over the world, Tiffany has manufacturing facilities, a retail service center that supplies stores, and diamond processing centers in seven countries. While Tiffany has advantages from being vertically integrated, Blue Nile operates on a very low fixed-cost structure. Blue Nile’s property and equipment to net sales ratio was 2.37 percent in 2007, while Tiffany’s was more than 25 percent, down from 35 percent in 2006, and Zales’ was close to 14 percent. Blue Nile also has an advantage in facility operatingcosts. Because customers design, select, and order jewelry on the Web site, the company does not incur the level of human resources costs in the form of sales staff that Tiffany and Zales do. Transportation costs, as with most e-retailers, are higher at Blue Nile than at Tiffany or Zales. The outbound transportation distance and hence costs and time tend to be much higher when inventories are aggregated, as is the case at Blue Nile. In the case of Tiffany and Zales, some economies of scale can still be realized on inbound transportation at all downstream stages of the supply chain until the merchandise hits retail stores, and the customer takes care of the last mile of outbound transportation costs.The companies do not seem to differentiate themselves from each other on any other customer service components, such as time to market, order visibility and returnability, or cost of information.2. What do you think of the fact that Blue Nile carries about 30,000 stones priced at $2,500 or higher whereas almost 60 percent of the products sold from the Tiffany website are priced around $200? Which of the two product categories is better suited to the online channel? There are different reasons why these two firms carry very different types of items on their Web sites. In the case of Blue Nile, the primary reasons could be the savings in inventory holding cost due to lower safety stocks and the broad product variety and product availability that the firm can offer customers. Stones priced at $2,500 or higher are unique, high-value items with relatively low demand and high demand variability. The high demand variability necessitates carrying larger safety stock in order to meet required customer service levels. Given the high price of the stones, the cost of holding them in inventory is proportionally higher. Aggregating inventory reduces the amount of safety stock required since the demand variability is less than in a disaggregated scenario. By aggregating the inventory in the online channel, Blue Nile alsobroadens the product availability and variety available to customers. It is a smart move for Blue Nile to aggregate and carry its high-priced products with low demand and high demand variability on an online channel.The Tiffany brand is built on the glamour, luxury, and quality that customers perceive when visiting a Tiffany store. This perception is a result of both the products and the service. The company’s invento ry includes a wide variety of items ranging from very high-end diamond jewelry to basic but elegant tableware. Tiffany has stores as small as 1,300 square feet, and in 2008 the firm began opening stores of about 2,000 square feet selling high-margin products in affluent U.S. areas. Given the strategic importance of the brand image, the breadth of inventory, and the push toward smaller facilities and lower cost, it makes sense for Tiffany to position the high-end luxury products at the store and move the D items to the online channel. This allows it to utilize the limited facility space to highlight the high-end items and customer service and offer the lower-end items online, where product substitution can be used as means of aggregating inventory and lowering safety stocks for the D items. This structure, however, puts Tiffany at a cost disadvantage relative to Blue Nile because Tiffany decentralizes its high-value items with low demand and high variety while centralizing its lower-value items. Such a cost disadvantage can be justified as long as Tiffany can maintain its strong brand and associate it with the store experience.3. What do you think of Tiffany’s decision to not sell diamonds online? What do you think of Blue Nile’s growth into the non-engagement category?Given that Tiffany’s key strength is its brand (reflected in the high gross margin it obtains through high prices), it seems appropriate that Tiffany does not sell diamonds online. While this approach does increase inventory costs at Tiffany (because the stones have to be held at decentralized stores), it keeps up the impression that somehow a Tiffany diamond is unique and worth paying extra for. Once Tiffany starts selling its diamonds online, it will have to explain the diamonds in terms of the 4 Cs, making a price comparison with Blue Nile more obvious. Selling diamonds online is likely to increase downward price pressure on Tiffany.Blue Nile’s growth into the non-engagement category, especially in the form of lower cost goods such as silver cuff-links, could present some challenges. It makes sense if the person buying an expensive engagement ring also decides to buy the other items that are less expensive. If however, people st art buying only the less expensive items, Blue Nile’s promise of free shipping is likely to cause profit problems for the company. Free shipping on a diamond worth $6,000 is one thing but free shipping on silver cuff links worth less than $100 will hurt profits.4. Given that Tiffany stores have thrived with their focus on selling high-end jewelry, what do you think caused the failure of Zales upscale strategy in 2006? What products should Zales focus on?Zales’ upscale strategy was in response to fierce competition it was facing from mass merchant department stores such as Walmart, national chain department stores such as JCPenney, and home shopping networks. Middle America had been Zales’ target market since its founding in 1924. A large portion of the company’s revenue came from value-oriented customers whofrequented malls. The success of the Zales brand was built on the perception of the good value one got for the money, but with that came the perception of being inexpensive. While one can see why the company decided on the competitive repositioning, one must question the implementation. It takes much time and effort to educate new customers and transform a brand. Zales tried to make too many radical changes in too little time. The firm drastically changed its portfolio of products, 15 percent of the suppliers in the supply chain network were new and included new overseas vendors, and holiday promotions and monthly payment plans were eliminated, to name a few c hanges. All this resulted in the firm’s losing not only its core customer base but also sales due to delays in bringing merchandise in on time and not making inroads into new target markets.The basic premise of its strategy to move into selling high-end jewelry through its stores is also questionable. Given that it has a much weaker brand than Tiffany; Zales’ strategy of bringing high-end jewelry to its stores raised its inventory costs without raising its margins enough to offset this increase. Zales’ inventories in FY 2006, when it tried the high-end strategy, rose to 47 percent of sales, even higher than Tiffany’s; its margins, however, remained lower than Tiffany’s. Poor execution hurt it further, but given that its brand is weaker than Tiffany’s, one can question whether such a strategy would have had any chance of success even in the long term.Zales is better off focusing on products that are lower end and somewhat more standardized. It will continue to be challenging for Zales to compete with the likes of Walmart and Costco in this space.5. Which of the three companies do you think was best structured to deal with weak economic times?A lean and nimble structure is an advantage in weak economic times. Blue Nile has a distinct advantage in this regard with its very low fixed-cost structure compared to Tiffany and Zales. Property and equipment to net sales ratios are 2.38, 13.93, and 25.46 percent for Blue Nile, Zales, and Tiffany, respectively. Both Zales and Tiffany are contractually tied up in many medium- to long-term leases for their facilities. The selling, general, and administrative expenses at Tiffany and Zales are about four times those incurred at Blue Nile. Much of this discrepancy can be attributed to the costs of operating stores. Blue Nile also has a very low investment in inventory compared to the other two companies. The cost of sales at Blue Nile is higher, but this can attributed to the lower margins and the higher cost of outbound distribution. The low cost structure at Blue Nile is well suited for times when demand shrinks in the industry. Blue Nile should take advantage of its low cost structure and lower prices to get more market share.Zales is perhaps in the weakest position to handle weak economic times, given the inventory write-off it had to take when its high-end strategy failed. With tightened credit, Zales may find it difficult to survive. Tiffany certainly has the strength to survive but is hurt significantly by dropping sales, given its relatively high fixed costs.6. What advice would you give to each of the three companies regarding their strategy and structure?Blue Nile has a strategy that focuses on lower prices on a large variety of high-end stones that aligns very well with its centralized structure. Its marketing focus on convincing customers that the four Cs and third-party validation are the key ingredients when valuing a diamond is also well aligned with its structure, which does not allow customers to touch and see the stone before buying. Given its s ignificant cost advantages and customers’ tendency to try to save money during difficult times, Blue Nile has a significant opportunity in this downturn. Blue Nile can take an aggressive position, emphasizing its lower prices with similar quality to very high-end diamond retailers. Although this is a difficult message to sell in general, it may be easier in the difficult economic environment of 2009.For Zales, positive recommendations are more difficult to make. From a financial perspective, Zales needs to get control of its inventories. One way to do this is to centralize more of its expensive diamond inventory, making it available to stores as needed. Lower-value diamonds could be stocked and sold from retail stores. For higher-end diamonds, rings with imitation stones could be used to help customers select a style, followed by having the real diamond installed later at a central location and shipped to the store for customer pick-up. Zales’ ideal situation seems to be one in which it stocks and sells lower-cost products from decentralized locations with higher-value stones centralized and provided on demand.Tiffany finds itself in a bit of a bind. It cannot centralize its high-end stones because that would conflict with its brand image. Pricing pressure at retail is likely to continue with the growth of Blue Nile at the high end and retailers such as Walmart and Costco at the lower end. As a result, Tiffany has to continue working hard to maintain its brand image. Its move into the wholesale part of the diamond business has potential pluses—it gives the company the wholesale margin and could give it some form of exclusivity on its stones. For now, its sources of stones are very similar to those of its competitors.。
中小企业供应链管理外文文献翻译
中小企业供应链管理外文文献翻译
摘要
本文翻译了《中小企业供应链管理》一篇外文文献。
该文献介绍了中小企业供应链管理的重要性和挑战，以及如何通过简单的策略解决这些问题。
引言
中小企业作为经济发展的重要组成部分，在供应链管理方面面临着许多挑战。
本文将介绍供应链管理的定义、中小企业供应链管理的特点以及简单策略的重要性。
供应链管理的定义
供应链管理是指协调和整合供应链各个环节的活动，以实现高效的物流和流程。
它涉及到供应商、制造商、分销商和客户之间的协同合作。
中小企业供应链管理的挑战
中小企业在供应链管理中面临许多挑战，包括资源有限、信息不对称、协调困难等。
这些挑战使得中小企业难以实现高效和灵活的供应链管理。
简单策略的重要性
鉴于中小企业的特点和挑战，采取简单的策略是解决供应链管理问题的有效途径。
这些简单策略包括加强供应商关系、优化库存管理、提高运输效率等。
结论
中小企业供应链管理是一个关键领域，需要注意挑战和采取简单策略来提升效率。
本文介绍了供应链管理的定义、中小企业供应链管理的特点和挑战，以及采取简单策略的重要性。
希望本文可以为中小企业供应链管理提供一些启示和参考。
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供应链管理外文文献A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goodswarehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have beensupplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchaseonline from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of the supply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows alongboth directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chain depends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.。