erp供应链管理论文供应链管理英文论文
关于供应链管理的英语小作文
关于供应链管理的英语小作文Supply chain management originated in the 1980s. With the acceleration of logistics integration, supply chain management, as an effective management method, is a process of planning, organizing and controlling the information flow, logistics, capital flow, value-added flow and workflow in the supply chain. Logistics management is an indispensable part of the supply chain. From a certain point of view, logistics is the foundation. Without logistics and the management of logistics activities, supply chain enterprises cannot normally carry out procurement and production. Logistics management under the environment of supply chain management is to plan, organize, coordinate and control the logistics activities of enterprises under the guidance of supply chain management.Supply chain is a complex network composed of production enterprises, logistics enterprises, customers and other entities. Logistics, workflow and capital flow information flow on the network, including some management companies, manufacturing enterprises, transit warehouses, suppliers of raw materials and parts, logisticscompanies, distribution centers, retail wholesalers and end customers.With the global development of logistics management, the traditional competitive magic weapon of manufacturing - improving product quality and reducing inventory have gradually withdrawn from the core stage leading the development of enterprises. Many traditional competitive means of enterprises, such as price, market promotion and sales channels, are gradually replaced by the huge profit space brought about by reasonable supply chain management. An excellent enterprise should focus on its key business, give full play to its advantages, and establish a good partnership with appropriate enterprises worldwide, while the logistics of the enterprise can be outsourced to other appropriate enterprises. In order to better implement supply chain management, most of China's manufacturing industry have changed the traditional management means and adopted the information control management system. However, because the information system is not suitable for the business process of enterprises, it has seriously affected the supply chain management of manufacturingindustry. In the 1980s, some parts of the world began to use information technology to operate supply chain management. However, due to technical constraints, it is clear that there are still many manual supply chain management systems in China today. Under the supply chain management environment, enterprise logistics activities are still the main body of social logistics activities, and professional optimization of professional services has begun to take shape. Although the concept of supply chain management has not been introduced into China for a long time, The supply chain has attracted the attention of the theoretical and physical circles with its remarkable achievements, but there is still a big gap between the supply chain and the developed countries in the world in the practical application. This has hindered the rapid development of China's logistics enterprises to a great extent and affected the actual benefits of the supply chain. The management level of the supply chain is also mainly affected by the management performance of talents and enterprises. At present, the organizational structure of most enterprises in China is based on the division of responsibilities. This organizational structure is clear andeasy to manage, but the information in the manufacturing industry is not circulating. Each functional department pays attention to its own interests, which makes the whole enterprise insensitive to the market and difficult to meet the requirements of supply chain management. Most enterprises in China have set up supply chain management departments, but the number of investment is small, In structure, the supply chain is in a relatively inferior position.With the deepening of the research on supply chain management, people gradually realize that supply chain is a problem of cooperation and coordination among enterprises. Supply chain enterprises should realize this and redesign the organizational structure to make it continuously adapt to the operation requirements of supply chain management. However, most enterprises have flat organizational structure and no business processes. They are only implemented within the enterprise and have no suitable partners. Supply chain management is a new type of enterprise management mode. Today, with the rapid development of information, it conforms to the new requirements of the new economic development environment for the supply chain,and shows great vitality in the process of practice. Therefore, supply chain management has great guiding significance and attraction in the process of enterprise management and logistics development. The development of logistics in China has gradually promoted the development of the supply chain, and the two promote each other, Supply chain management includes logistics activities and manufacturing activities, involving the whole value-added process of logistics from raw materials to products to end-users. It is a support and guarantee process involving the value flow process between enterprises.From the traditional point of view, logistics plays a supporting role in the production of manufacturing industry and is regarded as an auxiliary functional department. However, the transformation of production mode of modern enterprises, that is, from mass production to special production and just in time production. In this case, logistics management, including procurement and supply, needs the transformation of operation mode, such as timely and just in time supply and just in time procurement. The instantaneity of customer demand requires enterprises to deliver their products tocustomers at the fastest speed, so as to improve their response ability to adapt to the market. All these require that the logistics system of an enterprise has the collaborative adjustment ability of the manufacturing system, so as to improve the agility and adaptability of the supply chain. Therefore, logistics is no longer a traditional problem to ensure the sustainability of the production process, but should play an important role in the supply chain management.Logistics management plays an important role in supply chain management, which can be examined through the value distribution table. The value distribution of the supply chain varies with different industries and product types. However, we can see that the logistics value accounts for more than half of the value of the whole supply chain in all types of products and industries, and the logistics value accounts for more than 80% in consumables and general industrial products. All these fully illustrate the significance of logistics value. The supply chain is a value-added chain, so the logistics process is good, It plays an important role in improving the value-added level of the supply chain.。
供应链风险管理英语作文
供应链风险管理英语作文Supply Chain Risk Management。
In today's globalized economy, supply chains have become increasingly complex and interconnected. As a result, supply chain risk management has become a critical component of business operations. Supply chain risk management involves identifying potential risks and developing strategies to mitigate or eliminate them. This essay will discuss the importance of supply chain risk management and the strategies that companies can use to manage and mitigate supply chain risks.Supply chain risk management is important because it helps companies to minimize disruptions in their supply chain. Disruptions in the supply chain can lead to delaysin production, increased costs, and lost revenue. These disruptions can be caused by a variety of factors,including natural disasters, political instability, economic downturns, and supplier bankruptcy. By identifyingpotential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of these disruptions on their operations.One strategy that companies can use to manage supply chain risks is to diversify their suppliers. By working with multiple suppliers, companies can reduce their dependence on any one supplier and minimize the impact of supplier bankruptcy or other disruptions. Another strategy is to develop contingency plans for potential disruptions. For example, companies can stockpile inventory or develop alternative supply routes to ensure that they can continue to operate in the event of a disruption.In addition to these strategies, companies can also use technology to manage supply chain risks. For example, companies can use data analytics to identify potentialrisks and develop strategies to mitigate them. They can also use supply chain management software to track inventory levels and monitor supplier performance. By using technology to manage supply chain risks, companies can improve their ability to respond to disruptions andminimize their impact on operations.Overall, supply chain risk management is a critical component of business operations in today's globalized economy. By identifying potential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of disruptions in their supply chain. Strategies such as diversifying suppliers, developing contingency plans, and using technology can all help companies to manage supply chain risks and ensure the smooth operation of their business.。
供应链管理外文文献及翻译
供应链管理外文文献及翻译供应链管理的实践和理论已经在全球范围内得到广泛应用和研究。
本篇文献回顾了最近的文献，旨在提供一个有关供应链管理的广泛和多样化的视角。
本文献主要关注采购、生产和物流等方面。
本文献指出了供应链管理的重要性以及不断变化的环境对供应链管理的挑战。
作者还强调了合作伙伴关系、信息共享、风险管理和绩效评估等方面的关键因素。
总的来说，对于供应链管理的研究，应该包括广泛的实践案例和深入的理论研究。
只有这样，才能理解不断变化的环境对供应链管理的影响，从而制定更好的供应链管理策略。
翻译：Supply Chain Management Foreign Literature and TranslationThe practice and theory of supply chain management have been widely applied and studied worldwide. This literature review aims toprovide a broad and diversified perspective on supply chain management, focusing mainly on procurement, production, and logistics.The literature points out the importance of supply chain management and the challenges that the constantly changing environment poses to it. The authors also emphasize critical factors such as partnership relationships, information sharing, risk management, and performance assessment.In general, research on supply chain management should include diverse practical cases and in-depth theoretical studies. Only in this way can we understand the impact of the constantly changing environmenton supply chain management and formulate better supply chain management strategies.。
有关供应链的英语作文
有关供应链的英语作文The supply chain plays a crucial role in the success of a business, as it involves the entire process of producing, distributing, and delivering goods to the end consumer. 供应链在企业的成功中起着至关重要的作用，因为它涉及到整个生产、分销和向最终消费者交付商品的过程。
From sourcing raw materials to delivering the final product, the supply chain encompasses a wide range of activities and stakeholders, including suppliers, manufacturers, distributors, retailers, and transportation providers. 从原材料采购到交付最终产品，供应链涵盖了一系列的活动和利益相关者，包括供应商、制造商、分销商、零售商和运输提供商。
One of the biggest challenges in the supply chain management is the need to balance efficiency and cost-effectiveness with the ever-changing consumer demands and market trends. 在供应链管理中最大的挑战之一是需要在不断变化的消费者需求和市场趋势中平衡效率和成本效益。
Efficient supply chain management can result in reduced lead times, improved product availability, and better customer satisfaction. 高效的供应链管理可以减少交货时间、改善产品供应能力，并提高客户满意度。
供应链管理英文作文
供应链管理英文作文英文：Supply chain management is a crucial aspect of any business, as it involves the coordination and management of all activities involved in the production and delivery of goods to customers. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.One important component of supply chain management is inventory management. By keeping track of inventory levels and predicting demand, businesses can ensure that they have enough stock on hand to meet customer needs without overstocking and wasting resources. For example, a clothing retailer may use data analysis to predict which items will be popular during a certain season and order the appropriate amount of inventory to meet that demand.Another key aspect of supply chain management islogistics. This involves the transportation and storage of goods from the manufacturer to the end customer. Effective logistics management ensures that products are delivered on time and in good condition. For example, a foodmanufacturer may use temperature-controlled trucks to transport perishable goods to ensure that they arrive atthe grocery store in good condition.In addition to inventory management and logistics, supply chain management also involves supplier management. This includes selecting and managing suppliers to ensurethat they meet quality standards and can deliver goods on time. For example, a car manufacturer may work closely with a specific supplier to ensure that the components they receive meet their quality standards and are delivered on time to avoid production delays.Overall, effective supply chain management is essential for the success of any business. By managing inventory, logistics, and suppliers, businesses can improve efficiency, reduce costs, and provide better service to their customers.中文：供应链管理是任何企业的重要组成部分，它涉及到生产和交付商品给客户的所有活动的协调和管理。
供应链英文论文原文+翻译5000字
中国矿业大学矿业工程学院论文翻译课程名称供给链论文翻译马X 班级工业13-X班学号 01X 日期 2016.5.11 成绩教师李XIntroduction to supply chain conceptsFirms can no longer effectively compete in isolation of their suppliers and other entities in the supply chain. Interest in the concept of supply chain management has steadily increased since the 1980s when companies saw the benefits of collaborative relationships within and beyond their own organization. A number of definitions have been proposed concerning the concept of “the supply chain” and its management. This paper defines the concept of the supply chain and discusses the evolution of supply chain management. The term does not replace supplier partnerships, nor is it a description of the logistics function. Industry groups are now working together to improve the integrative processesof supply chain management and accelerate the benefits available through successful implementation. The competitive importance of linking a fir m’s supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management.Definition of supply chainVarious definitions of a supply chain have been offered in the past several years as the concept has gained popularity. The APICS Dictionary describes the supply chain as:1 .the processes from the initial raw materials to the ultimate consumption of the finished product linking across supplier user companies;2 and the functions within and outside a company that enable the value chain to make products and provide services to the customer (Cox et al., 1995).Another source defines supply chain as, the network of entities through which material flows. Those entities may include suppliers, carriers, manufacturing sites, distribution centers, retailers, and customers (Lummus and Alber, 1997). The Supply Chain Council(1997) uses the definition: “The supply chain –a term increasingly used by logistics professionals – encompasses every effort involved in producing and delivering a final product, from the supplier’s supplier to the customer’s customer. Four basic processes – plan, source, make, deliver – broadly define these efforts, which include managing supply and demand, sourcing raw materials and parts, manufacturing an assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer.” Quinn (1997) defines the supply chain as “all of those activities associated with moving goods from the raw-materials stage through to the end user.This includes sourcing and procurement, production scheduling, order processing, inventory management, transportation, warehousing, and customer service. Importantly, it also embodies the information systems so necessary to monitor all of those activities.”In addition to defining the supply chain, several authors have further defined the concept of supply chain management. As defined by Ellram and Cooper (1993), supply chain management is “an integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer”. Monczka and (1997) state that “integrated supply chain management is about going from the external customer and then managing all the processes that are needed to provide the customer with value in a horizontal way”. They believe that supply chains, not firms, compete and that those who will be the strongest competitors are those that “can provide management and leadership to the fully integrated supply chain including external customer as well as prime suppliers, their suppliers, and their suppliers’ suppliers”.From these definitions, a summary definition of the supply chain can be stated as: all the activities involved in delivering a product from raw material through to the customer including sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, delivery to the customer, and the information systems necessary to monitor all of these activities. Supply chain management coordinates and integrates all of these activities into a seamless process. It links all of the partners in the chain includingdepartments within an organization and the external partners including suppliers, carriers, third-party companies, and information systems providers. Managers in companies across the supply chain take an interest in the success of other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. It encompasses the processes necessary to create, source, make to, and to deliver to demand. They use technology to gather information on market demands and exchange information between organizations. A key point in supply chain management is that the entire process must be viewed as one system. Any inefficiency incurred across the supply chain (suppliers, manufacturing plants, warehouses, customers, etc.) must be assessed to determine the true capabilities of the process. Figure 1 describes the total integration required within the supply chain.Interest in supply chainsWhy has managing the supply chain become an issue for the 1990s? In part, the answer lies in the fact that few companies continue to be vertically integrated. Companies have become more specialized and search for suppliers who can provide low cost, quality materials rather than own their source of supply. It becomes critical for companies to manage the entire network of supply to optimize overall performance. These organizations have realized that whenever a company deals with another company that performs the next phase of the supply chain, both stand to benefit from the other’s success.A second reason partially stems from increased national and international competition. Customers have multiple sources from which to choose to satisfy demand; locating product throughout the distribution channel for maximum customer accessibility at a minimum cost becomes crucial. Previously, companies looked at solving the distribution problem through maintaining inventory at various locations throughout the chain. However, the dynamic nature of the marketplace makes holding inventory a risky and potentially unprofitable business. Customers’ buying habits are constantly changing, and competitors are continually adding and deleting products. Demand changes make it almost a sure bet that the company will have the wrong inventory. The cost of holding any inventory also means most companies cannot provide a low cost product when funds are tied up in inventory.A third reason for the shift in emphasis to the supply chain is due to a realization by most companies that maximizing performance of one department or function may lead to less than optimal performance for the whole company. Purchasing may negotiate a lower the price on a component and receive a favorable purchase price variance, but the cost to produce the finished product may go up due to inefficiencies in the plant. Companies must look across the entire supply chain to gauge the impact of decisions in any one area.Advanced Manufacturing Research, a Boston-based consulting fir m, developed a supply chain model which emphasizes material and information flow between manufacturers and their trading partners (Davis, 1995). They believe the changes required by management are due to the following changes in how manufacturers are doing business:•Greater sharing of information between vendors and customers.•Horizontal business processes replacing vertical departmental functions.•Shift from mass production to customized products.•Increased reliance on purchased materials and outside processing with a simultaneous reduction in the number of suppliers.•Greater emphasis on organizational and process flexibility.•Necessity to coordinate processes across many sites.•Employee empowerment and the need for rules-based real time decision support systems.•Competitive pressure to introduce new products more quickly.Companies are streamlining all operations and minimizing the time-to-customer for their products.For these reasons, expertly managing the supply chain has become critical for most companies. As Ralph Drayer, vice president of product supply/ customer service at Procter and Gamble put it, “Winning in the marketplace of the 1990s is going to require a far different kind of relationship--one that recognizes that the ultimate winners will be those who understand the interdependence of retailer/ manufacturer business systems and who work together to exploit opportunities to deliver superior consumer value” (Drayer , 1994). Managers in companies across the supply chain take an interest in the success of the other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. They use technology to gather information on market demands and exchange information between organizations. Critical to managing the supply chain is managing the link between each node within the chain to synchronize the entire supply chain.History of the supply chain initiativeThe history of the supply chain initiative can be traced to early beginnings in the textile industry with the quick response program and later to efficient consumer response in the grocery industry. More recently a variety of companies across many industries have begun looking at the entire supply chain process. This section will discuss those early beginnings of the supply chain and some more recent success stories.Quick response, for general merchandise retailers and their suppliersOwing to intense competition in the textile and apparel industry world-wide, leaders in the US apparel industry formed the Crafted . With Pride in the USA Council in 1984 (Kurt Salmon Associates, Inc., 1993). In 1985, Kurt Salmon Associates were commissioned to conduct a supply chain analysis. The results of the study showed the delivery time for the apparel supply chain, from raw material to consumer, was 66 weeks long, 40 weeks of which were spent in warehouses or in transit. The long supply chain resulted in major losses to the industry due to financing the inventory and lack of the right product in the right place at the right time.The result of this study was the development of the quick response (QR) strategy. QR is a partnership where retailers and suppliers work together to respond more quickly to consumer needs by sharing information. Significant changes as a result of the study were the industry adoption of the UPC code used by the grocery industry and a set of standards for electronic data interchange (EDI) between companies. Retailers began installing point of sale (POS) scanning systems to transfer sales information rapidly to distributors and manufacturers. “QR maximizes the profitability of inventory by placing the company’s dollars where and when they are needed based on point of sale data plus sales history” (Mullin, 1994). QR incorporates marketing information on promotion, discounts, and forecasts into the manufacturing and distribution plan.Efficient consumer response, the grocery business initiativeIn 1992, a group of grocery industry leaders created a joint industry task force called the efficient consumer response (ECR) working group. The group was charged with examining the grocery supply chain to identify opportunities to make the supply chain more competitive (Kurt Salmon Associates Inc.,1993). Kurt Salmon Associates were engaged by the group to examine the grocerysupplier/distributor/ consumer value-chain and determine what improvements in cost and service could be accomplished through changes in technology and business practices.The results of the study indicated little change in technology was required to improve performance, other than further development of EDI and POS systems. However, the study identified aset of best practices which, if implemented, could substantially improve overall performance of the supply chain. As Kurt Salmon and Associates (1993) found: “By expediting the quick and accurate flow of information up the supply chain, ECR enables distributors and suppliers to anticipate future demand far more accurately than the current system allows”. Through implementation of best practices they projected an overall reduction in supply chain inventory of 37 percent, and overall cost reductions in the industry in the range of $24 to $30 billion.The successful adoption of ECR for a manufacturer depends on their ability to maintain manufacturing flexibility which enables them to match supply with demand. Key to this flexibility is a process that tightly integrates demand management, production scheduling, and inventory deployment to allow the company to better utilize information, production resources, and inventory (Weeks and Crawford, 1994).A further development from ECR was the concept of continuous replenishment (CRP).CRP is a move away from pushing product from inventory holding areas to pulling products onto grocery shelves based on consumer demand (ECR Performance Measures Operating Committee, 1994). Pointof purchase transactions are forwarded by computer to the manufacturer allowing them to keep the retailer replenished and balanced just-in-time.CRP has been introduced by a number of manufacturers (Garry, 1994). Procter & Gamble and Campbell soup are delivering as much as 30 to 40 percent of their volume by CRP. Ralston, General Mills and Pillsbury distribute about 10 percent by CRP. Estimates of improvements in performance with CRP include increasing inventory tur ns from 10 up to 50, reducing days of supply from 30 to 5 and increasing net margin from 5 percent to 7 percent.Other early supply chain initiativesBesides the apparel and grocery industry initiatives, other early manufacturing efforts to improve supply chain performance have been documented. Some of these include: Hewlett-Packard, Whirlpool, Wal-Mart, West Co., Becton Dickinson, Baxter, and Georgia-Pacific Corp. A brief outline of their supply chain initiatives are described as follows.Hewlett-PackardThe computer components manufacturer, systematically linked its distribution activities with its manufacturing activities in the computer terminal business in the early 1990s (Hammell and Kopczak, 1993). The implementation included changes in both the physical distribution of the product, and a new distribution requirements planning (DRP) system. The DRP system nets customer orders with forecasts and serves as the beginning pull in the supply chain.The appliance manufacturer, began its supply chain implementation with a team of executives in 1992 chartering this vision –“Winning companies will be those who come the closest to achieving an inter-enterprise pull system. They will be linked in a short cycle response mode to the customer” (Davis, 1995). Whirlpool has created a new vice-president of logistics position, established cross-functional teams for key product areas, entered into single source agreements with suppliers based on reliability and the ability to assist in product design, and is using EDI to communicate daily with suppliers all as part of its supply chain management program. As a result, product avail ability is up in the 90-95 percent range, inventories have been reduced by 15 to 20 percent and lead times reduced to as low as five days.Wal-MartThe company began its own supply chain initiative by working directly with key manufacturers (Johnson and Davis, 1995).The manufacturers are responsible for managing Wal-Mart’s warehouse inventory of their products, termed vendor managed inventory (VMI). In return, Wal-Mart expects near 100 percent order fulfillment rates on those products. KMart and other large retailers haveimplemented similar VMI programs.West Co., Becton Dickinson, and Baxter，Becton DickinsonWithin the medical products industry, three firms engaged in supply chain relationships in the early 1990s (Battagia, 1994). West supplies rubber stoppers to Becton Dickinson who supplies medical products to Baxter. Becton Dickinson implemented the program by assigning a senior-level executive officer with the responsibility to monitor supply chain execution. Working together at all management levels the three companies have made improvements in quality and service while at the same time reducing cycle times and costs.Georgia-Pacific CorpA leader in the manufacturing and distribution of building products in North America,Georgia-Pacific began implementing supply chain management practices within the decentralized operations of their company (Blackwell, 1994). Previously, traffic managers in each division controlled inbound and outbound shipments for their unit. Shipping priorities were fragmented and internal and external customers were not satisfied. A new centralized Transportation and Logistics Division was created to coordinate and streamline the distribution process. The new division looks at needs and priorities across the business units and has recognized savings to the company in reduced freight costs and other logistics improvements of $20 million per year.Many other examples of companies implementing supply chain management concepts are available (Blaser and Westbrook, 1995; Cook and Rogowski, 1996; Semich, 1994). The vast interest in the topic indicates the concept has become a key issue for a diverse group of companies who are taking steps to improve customer delivery and at the same time reduce overall costs. Better managing the supply chain also involves managing the marketing link to the supply chain and linking supply chain strategies to the overall company strategy.Collaborative supply chain initiativesRecently, several industry collaborative groups have developed to research aspects of supply chain management. The findings of these groups should provide practitioners with guidelines for “best practices” in supply chain design and accelerate the implementations of these practices.In one year, the Supply Chain Council grew from 73 members to more than 300 of some of the world’s largest manufacturers. The Council has incorporated as a non-profit organization to provide services and support for further increasing its membership. The Council was for med to establish a framework to enable manufacturers and their suppliers to build a stronger supply chain and reap the benefits of improved supply chain management. The Council is developing a supply chain operations reference model (SCOR) to assist companies in evaluating their supply chain performance, identifying weak areas, and developing improvement solutions (The Supply Chain Council, 1997).In another collaborative initiative, several leading manufacturers joined with the National Institute of Standards and Technology (NIST) to create a new organization that will improve and standardize communication and business processes throughout manufacturing supply chains and to share the results with other interested firms. This group, the National Initiative for Supply Chain Integration (NISCI) was for med after a NIST study showed that an overwhelming majority of companies compromising manufacturing supply chains are either small- or medium sized businesses that lack the resources of larger firms. With a consortium of businesses, non-profit groups, and academic institutions, the plan is to identify specific supply chain initiatives, then select teams of members to research and implement best practices (Anonymous, 1997).What the supply chain is notThe definitions described and developed earlier and recent industry collaborative activities indicate that supply chain management is not a standalone process. Many supply chain efforts have fallen shortof the potential advantages because the term is often viewed as only relating to the supply side of the business or to the purchasing function. As indicated above, supply chain management is much more than just procurement. Among the misunderstanding evidenced, supply chain management is not:•inventory management;•logistics management;•supplier partnerships;•driven from the supply side;• a shipping strategy;•distribution management;•the logistics pipeline;•procurement management;• a computer system.Despite the acceptance of the concept of managing the supply chain and partly due to the limiting misunderstandings, growth of integrated supply chain management has been slow. Reasons for the slow growth of integrated supply chain management include the following:Lack of guidelines for creating alliances with supply chain partners.•Failure to develop measures for monitoring alliances.•Inability to broaden the supply chain vision beyond procurement or product distribution to encompass larger business processes.•Inability to integrate the company’s internal procedures.•Lack of trust inside and outside a company.•Organizational resistance to the concept.•Lack of buy-in by top managers.•Lack of integrated information systems and electronic commerce linking firms.Linking the supply chain to the business strategyThe supply chain improvements described indicate that supply chain management has the potential to improve a fir m’s competitiveness. Supply chain capability is as important to a company’s overall strategy as overall product strategy. Supply chain management encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. Improvements in performance are driven by externally-based targets rather than by internal department objectives.Managing the supply chain means managing across traditional functional areas in the company and managing interactions external to the company with both suppliers and customers. This cross-boundary nature of management supports incorporating supply chain goals and capabilities in the strategic plan of the company. This focus on integration can then lead to using the supply chain to obtain a sustainable competitive advantage over competitors. The impact of managing overall product demand and the supply of product will impact the profitability of the company. The supply chain strategy can be viewed as the patter n of decisions related to sourcing product, capacity planning, conversion of finished product, deployment of finished product, demand management and communication, and delivery. Linking supply chain strategy to the business strategy involves defining the key business processes involved in producing a company’s productor service.A company must develop objectives for the management of the supply chain based on corporate objectives. From these higher level objectives, a set of detailed objectives can be developed for each process within the supply chain. This cascading method serves to integrate the supply chain processes with the overall enterprise direction and provides measures for monitoring and execution. Supply chain management can be utilized to be a point of differentiation for a company. Excellence on a certain dimension in product position can provide a competitive marketing opportunity, but shortfalls in providing this dimension by the supply chain can eliminate this advantage. For a company to be competitive, it is not enough just to vary marketing programs. They must define a working relationship with customers and put themselves in a position to deliver customer value. All components of the supply chain must have the capability to meet strategic objectives.Companies must evaluate the effectiveness of the supply chain strategy using a new set of measures. Typical rewardsaimed at improving performance of functions or departments must be revised to strive to improve supply chain performance overall. By tying the supply chain strategy to the overall company strategy, the objectives become process objectives rather than functional objectives.For example, traditionally, one of purchasing’s measurements is material cost or material variance. Buying product at a lower cost is one way to improve that measure. Purchasing a carton at a lower cost from a new vendor might lower the cost of the carton. However, the new carton may not run as efficiently through the production process as the one from the original supplier. Purchasing’s measure of material variance is favorable, but the manufacturing facility is recognizing added costs in downtime, maintenance, etc.Measurements must be designed to look across the supply chain and become process objectives. Included in that process is the internal structure of the supply chain which often is causing as much confusion/ cost as external portions of the chain.ConclusionsThis paper defined the concepts of supply chain and supply chain management and discussed why managers are increasingly interested in the concept. The historical evolution of the supply chain movement from its early days of quick response and efficient consumer response was discussed. Several early supply chain initiatives at companies were described which indicate the competitive advantages and importance of linking supply chain to overall business strategy.This discussion provides insight for those companies investigating the concept of supply chain management. Companies who have achieved supply chain integration success report lower investments in inventory, a reduction in the cash flow cycle time, reduced cycle times, lower material acquisition costs, higher employee productivity, increased ability to meet customer requested dates (including short-term increases in demand), and lower logistics costs.To begin managing across the entire supply chain, companies should consider the following guidelines in their plans and implementation:1 .Link supply chain strategy to overall business strategy to align supply chain initiatives to business objectives.2. Identify supply chain goals and develop plans to assure every process is individually capable of meeting supply chain goals.3. Develop systems to listen to signals of market demand and plan accordingly, including changes in ordering patterns and changes in demand due to customer promotions.4 Manage the sources of supply by developing partnerships with suppliers to reduce the costs of materials and receive materials as needed.5 Develop customized logistics networks tailored to each customer segment.6 Develop a supply chain information systems strategy that can support decision making at all levels of the supply chain and offers a clear view of the flow of products.7 Adopt cross-functional and cross-business performance measures that link every aspect of the supply chain and include both service and financial measures.Companies who are successful will be those that are managing across all nodes of the supply chain from their supplier’s supplier to their customer’s customer. A clear understanding of supply chain concepts and a willingness to openly share information between supply chain partners is a necessary first step to making the supply chain a competitive force for a business.供给链概念的简介企业不再有效竞争的供给商和供给链中的其他实体隔离。
供应链的英语作文
供应链的英语作文Title: The Importance of Supply Chain Management。
Supply chain management plays a pivotal role in the success of businesses across various industries. It encompasses the entire process of delivering a product or service, from the raw materials stage to the end consumer. In today's globalized economy, effective supply chain management is more crucial than ever before. This essaywill delve into the significance of supply chain management and its impact on businesses.Firstly, supply chain management ensures the efficient flow of goods and services from suppliers to consumers. By streamlining this process, businesses can minimize costs, reduce lead times, and improve overall customer satisfaction. A well-managed supply chain enables companies to respond quickly to changes in demand and market trends, thus gaining a competitive edge in the industry.Moreover, supply chain management contributes to risk mitigation and resilience. By diversifying suppliers and establishing robust contingency plans, businesses can mitigate disruptions caused by unforeseen events such as natural disasters, political instability, or supply chain bottlenecks. This resilience is crucial for maintaining business continuity and safeguarding against potential losses.Furthermore, supply chain management promotes sustainability and ethical practices. Companies are increasingly under pressure to adopt environmentally friendly and socially responsible supply chain practices. By collaborating with suppliers who adhere to fair labor standards, minimize waste, and reduce carbon emissions, businesses can enhance their reputation, attract environmentally conscious consumers, and contribute to a more sustainable future.Additionally, supply chain management fosters innovation and collaboration. By engaging in strategic partnerships and leveraging technology, businesses canoptimize their supply chain processes and drive continuous improvement. Collaborative efforts between suppliers, manufacturers, and distributors facilitate the exchange of ideas and expertise, leading to the development of innovative solutions and the creation of value for all stakeholders involved.In conclusion, supply chain management is integral to the success and sustainability of businesses in today's dynamic marketplace. By optimizing the flow of goods and services, mitigating risks, promoting sustainability, and fostering innovation, effective supply chain management enables businesses to stay competitive, resilient, and responsive to the ever-changing needs of the market. As businesses continue to navigate the complexities of the global economy, investing in robust supply chain management practices remains paramount.。
供应链知识英语作文
供应链知识英语作文Supply Chain Management。
Supply chain management is a critical aspect of any business that involves the production and distribution of goods or services. It refers to the coordination and management of all activities involved in the procurement, production, and delivery of products to customers. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.The first step in supply chain management is to identify and establish relationships with suppliers. This involves selecting suppliers who can provide high-quality materials or services at a reasonable cost. Once suppliers have been identified, contracts must be negotiated and agreed upon to ensure that both parties understand their roles and responsibilities.The next step is to manage the production process. This involves coordinating the activities of all partiesinvolved in the production process, including suppliers, manufacturers, and distributors. The goal is to ensure that products are produced efficiently and effectively, with minimal waste and delays.Once the products have been produced, they must be transported to the customer. This involves managing the logistics of transportation, including selecting the most efficient mode of transportation and coordinating the delivery of products to customers.Throughout the supply chain management process, it is important to monitor and analyze performance. This involves tracking key performance indicators, such as delivery times, inventory levels, and customer satisfaction, and making adjustments as needed to improve performance.Effective supply chain management requires acombination of technical expertise, strategic planning, and effective communication. It is a complex and dynamicprocess that requires ongoing attention and effort to ensure that products are delivered to customers on time, at the right price, and with the highest level of quality.In conclusion, supply chain management is a critical aspect of any business that involves the production and distribution of goods or services. It involves identifying and establishing relationships with suppliers, managing the production process, coordinating transportation, and monitoring performance. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.。
供应链工作内容英语作文
供应链工作内容英语作文Supply Chain Management: An Intricate Web of Interconnected Processes.Within the realm of business and commerce, the supply chain stands as a vital artery, connecting the raw materials to the final consumer. It encompasses a complex network of interconnected processes, each playing a pivotal role in the efficient delivery of goods and services. Understanding the intricacies of supply chain management is crucial for organizations seeking to optimize their performance and gain a competitive edge.Procurement and Supplier Management.At the heart of supply chain management lies procurement, the process of acquiring goods and services from external suppliers. It involves identifying and selecting reliable vendors, negotiating favorable terms and conditions, and managing supplier relationships. Effectiveprocurement practices ensure that organizations secure the necessary resources at competitive prices and establish long-term partnerships with trusted suppliers.Production and Operations.Once the raw materials are procured, they enter the production and operations stage. This involves transforming these materials into finished products through a series of processes, such as manufacturing, assembly, and quality control. Efficient production and operations management ensure timely and cost-effective production while maintaining high standards of quality.Logistics and Transportation.The movement of goods from one location to another is facilitated by logistics and transportation. This involves selecting the appropriate transportation methods, optimizing routes, and coordinating with carriers.Effective logistics and transportation ensure the timely delivery of products to the right place at the right timewhile minimizing costs and minimizing disruptions.Inventory Management.Managing inventory levels is crucial to optimize supply chain efficiency. Inventory involves maintaining an adequate stock of materials, components, and finished products to meet customer demand without incurring excessive storage costs. Effective inventory management systems ensure that organizations have the right productsin the right quantities at the right time.Customer Service.Ultimately, the supply chain serves the customer. Providing excellent customer service involves fulfilling orders accurately and on time, addressing customerinquiries promptly, and resolving any issues efficiently. Effective customer service not only enhances customer satisfaction but also strengthens brand loyalty and drives repeat business.Information Technology (IT)。
supply chain英语作文
supply chain英语作文英文回答：Supply Chain Management.Definition:Supply chain management (SCM) is the process of planning, implementing, and controlling the flow of goods, services, and information from suppliers to customers. It involves all activities that are necessary to ensure that products reach their intended destination in the most efficient and cost-effective manner.Key Processes:The key processes involved in SCM include:Demand planning: Forecasting the demand for products and services.Procurement: Purchasing raw materials and other inputs.Production: Manufacturing or assembling products.Inventory management: Maintaining optimal levels of inventory.Logistics: Transporting products to customers.Distribution: Distributing products to retail outletsor end users.Benefits of SCM:SCM offers several benefits, including:Improved customer service: By ensuring that products are available when and where customers need them.Reduced costs: Through efficient coordination of activities and reduced waste.Increased flexibility: By enabling businesses to respond quickly to changes in demand or supply.Improved decision-making: By providing bettervisibility and insights into the supply chain.Challenges of SCM:SCM also faces several challenges, such as:Complexity: Involving numerous interconnected processes and stakeholders.Uncertainty: Dealing with unpredictable factors such as weather, geopolitical events, and economic fluctuations.Globalization: Managing supply chains across multiple countries and cultures.Technology: Keeping up with the latest technologies and innovations.Trends in SCM:Recent trends in SCM include:Digitization: Leveraging technology to automate processes and improve visibility.Sustainability: Focusing on environmentally friendly and socially responsible practices.Resilience: Building supply chains that are more resistant to disruptions.Collaboration: Working closely with suppliers, customers, and other stakeholders.Conclusion:Supply chain management is a critical function for businesses of all sizes. By effectively managing their supply chains, organizations can improve their efficiency,reduce costs, and enhance customer satisfaction.中文回答：供应链管理。
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。
供应链管理相关论文
供应链管理相关论文供应链管理是指对供应链各个环节进行有效规划、运营和控制，以达到提高供应链效率、降低成本、提升客户满意度等目标的一种管理方法。
供应链管理的研究内容广泛，相关论文即涉及到供应链策略、供应链协同、供应链信息系统等方面。
以下是一些与供应链管理相关的论文，希望能对您有所帮助。
1. "The Impact of Supply Chain Integration on Firm Performance: A Review and Synthesis"（供应链整合对公司绩效的影响：回顾与综合）该论文综述了供应链整合对企业绩效的影响，通过综合研究结果，提出了促进供应链整合对企业绩效产生积极影响的关键因素。
2. "Supply Chain Risk Management: Review, Classification and Future Research Directions"（供应链风险管理：回顾、分类和未来研究方向）该论文回顾了供应链风险管理的研究进展，对供应链风险进行了分类，并提出了未来研究方向，以帮助企业更好地识别、评估和应对供应链风险。
3. "Supply Chain Sustainability: A Review and Research Agenda"（供应链可持续发展：回顾与研究议程）该论文回顾了供应链可持续发展的研究成果，提出了供应链可持续发展的研究议程，以帮助企业实施可持续发展策略，实现环境、社会和经济效益的平衡。
4. "Supply Chain Collaboration: A Literature Review and Empirical Analysis"（供应链协同：文献综述与实证分析）该论文对供应链协同进行了文献综述和实证分析，探讨了供应链协同对企业绩效的影响，同时提出了促进供应链协同的关键因素。
供应链英文论文原文+翻译5000字
中国矿业大学矿业工程学院论文翻译课程名称供应链论文翻译姓名马X 班级工业13-X班学号 01X 日期 2016.5.11 成绩教师李XIntroduction to supply chain conceptsFirms can no longer effectively compete in isolation of their suppliers and other entities in the supply chain. Interest in the concept of supply chain management has steadily increased since the 1980s when companies saw the benefits of collaborative relationships within and beyond their own organization. A number of definitions have been proposed concerning the concept of “the supply chain” and its management. This paper defines the concept of the supply chain and discusses the evolution of supply chain management. The term does not replace supplier partnerships, nor is it a description of the logistics function. Industry groups are now working together to improve the integrative processesof supply chain management and accelerate the benefits available through successful implementation. The competitive importance of linking a fir m’s supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management.Definition of supply chainVarious definitions of a supply chain have been offered in the past several years as the concept has gained popularity. The APICS Dictionary describes the supply chain as:1 .the processes from the initial raw materials to the ultimate consumption of the finished product linking across supplier user companies;2 and the functions within and outside a company that enable the value chain to make products and provide services to the customer (Cox et al., 1995).Another source defines supply chain as, the network of entities through which material flows. Those entities may include suppliers, carriers, manufacturing sites, distribution centers, retailers, and customers (Lummus and Alber, 1997). The Supply Chain Council(1997) uses the definition: “The supply chain –a term increasingly used by logistics professionals – encompasses every effort involved in producing and delivering a final product, from the supplier’s supplier to the customer’s customer. Four basic processes – plan, source, make, deliver – broadly define these efforts, which include managing supply and demand, sourcing raw materials and parts, manufacturing an assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer.” Quinn (1997) defines the supply chain as “all of those activities associated with moving goods from the raw-materials stage through to the end user.This includes sourcing and procurement, production scheduling, order processing, inventory management, transportation, warehousing, and customer service. Importantly, it also embodies the information systems so necessary to monitor all of those activities.”In addition to defining the supply chain, several authors have further defined the concept of supply chain management. As defined by Ellram and Cooper (1993), supply chain management is “an integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer”. Monczka and (1997) state that “integrated supply chain management is about going from the external customer and then managing all the processes that are needed to provide the customer with value in a horizontal way”. They believe that supply chains, not firms, compete and that those who will be the strongest competitors are those that “can provide management and leadership to the fully integrated supply chain including external customer as well as prime suppliers, their suppliers, and their suppliers’ suppliers”.From these definitions, a summary definition of the supply chain can be stated as: all the activities involved in delivering a product from raw material through to the customer including sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, delivery to the customer, and the information systems necessary to monitor all of these activities. Supply chain management coordinates and integrates all of these activities into a seamless process. It links all of the partners in the chain including departments within an organization and the external partners including suppliers, carriers, third-partycompanies, and information systems providers. Managers in companies across the supply chain take an interest in the success of other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. It encompasses the processes necessary to create, source, make to, and to deliver to demand. They use technology to gather information on market demands and exchange information between organizations. A key point in supply chain management is that the entire process must be viewed as one system. Any inefficiency incurred across the supply chain (suppliers, manufacturing plants, warehouses, customers, etc.) must be assessed to determine the true capabilities of the process. Figure 1 describes the total integration required within the supply chain.Interest in supply chainsWhy has managing the supply chain become an issue for the 1990s? In part, the answer lies in the fact that few companies continue to be vertically integrated. Companies have become more specialized and search for suppliers who can provide low cost, quality materials rather than own their source of supply. It becomes critical for companies to manage the entire network of supply to optimize overall performance. These organizations have realized that whenever a company deals with another company that performs the next phase of the supply chain, both stand to benefit from the other’s success.A second reason partially stems from increased national and international competition. Customers have multiple sources from which to choose to satisfy demand; locating product throughout the distribution channel for maximum customer accessibility at a minimum cost becomes crucial. Previously, companies looked at solving the distribution problem through maintaining inventory at various locations throughout the chain. However, the dynamic nature of the marketplace makes holding inventory a risky and potentially unprofitable business. Customers’ buying habits are constantly changing, and competitors are continually adding and deleting products. Demand changes make it almost a sure bet that the company will have the wrong inventory. The cost of holding any inventory also means most companies cannot provide a low cost product when funds are tied up in inventory.A third reason for the shift in emphasis to the supply chain is due to a realization by most companies that maximizing performance of one department or function may lead to less than optimal performance for the whole company. Purchasing may negotiate a lower the price on a component and receive a favorable purchase price variance, but the cost to produce the finished product may go up due to inefficiencies in the plant. Companies must look across the entire supply chain to gauge the impact of decisions in any one area.Advanced Manufacturing Research, a Boston-based consulting fir m, developed a supply chain model which emphasizes material and information flow between manufacturers and their trading partners (Davis, 1995). They believe the changes required by management are due to the following changes in how manufacturers are doing business:•Greater sharing of information between vendors and customers.•Horizontal business processes replacing vertical departmental functions.•Shift from mass production to customized products.•Increased reliance on purchased materials and outside processing with a simultaneous reduction in the number of suppliers.•Greater emphasis on organizational and process flexibility.•Necessity to coordinate processes across many sites.•Employee empowerment and the need for rules-based real time decision support systems.•Competitive pressure to introduce new products more quickly.Companies are streamlining all operations and minimizing the time-to-customer for their products.For these reasons, expertly managing the supply chain has become critical for most companies. As Ralph Drayer, vice president of product supply/ customer service at Procter and Gamble put it, “Winning in the marketplace of the 1990s is going to require a far different kind of relationship--one that recognizes that the ultimate winners will be those who understand the interdependence of retailer/ manufacturer business systems and who work together to exploit opportunities to deliver superior consumer value” (Drayer , 1994). Managers in companies across the supply chain take an interest in the success of the other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. They use technology to gather information on market demands and exchange information between organizations. Critical to managing the supply chain is managing the link between each node within the chain to synchronize the entire supply chain.History of the supply chain initiativeThe history of the supply chain initiative can be traced to early beginnings in the textile industry with the quick response program and later to efficient consumer response in the grocery industry. More recently a variety of companies across many industries have begun looking at the entire supply chain process. This section will discuss those early beginnings of the supply chain and some more recent success stories.Quick response, for general merchandise retailers and their suppliersOwing to intense competition in the textile and apparel industry world-wide, leaders in the US apparel industry formed the Crafted . With Pride in the USA Council in 1984 (Kurt Salmon Associates, Inc., 1993). In 1985, Kurt Salmon Associates were commissioned to conduct a supply chain analysis. The results of the study showed the delivery time for the apparel supply chain, from raw material to consumer, was 66 weeks long, 40 weeks of which were spent in warehouses or in transit. The long supply chain resulted in major losses to the industry due to financing the inventory and lack of the right product in the right place at the right time.The result of this study was the development of the quick response (QR) strategy. QR is a partnership where retailers and suppliers work together to respond more quickly to consumer needs by sharing information. Significant changes as a result of the study were the industry adoption of the UPC code used by the grocery industry and a set of standards for electronic data interchange (EDI) between companies. Retailers began installing point of sale (POS) scanning systems to transfer sales information rapidly to distributors and manufacturers. “QR maximizes the profitability of inventory by placing the company’s dollars where and when they are needed based on point of sale data plus sales history” (Mullin, 1994). QR incorporates marketing information on promotion, discounts, and forecasts into the manufacturing and distribution plan.Efficient consumer response, the grocery business initiativeIn 1992, a group of grocery industry leaders created a joint industry task force called the efficient consumer response (ECR) working group. The group was charged with examining the grocery supply chain to identify opportunities to make the supply chain more competitive (Kurt Salmon Associates Inc.,1993). Kurt Salmon Associates were engaged by the group to examine the grocerysupplier/distributor/ consumer value-chain and determine what improvements in cost and service could be accomplished through changes in technology and business practices.The results of the study indicated little change in technology was required to improve performance, other than further development of EDI and POS systems. However, the study identified a set of best practices which, if implemented, could substantially improve overall performance of the supply chain. As Kurt Salmon and Associates (1993) found: “By expediting the quick and accurate flow of information up the supply chain, ECR enables distributors and suppliers to anticipate future demandfar more accurately than the current system allows”. Through implementation of best practices they projected an overall reduction in supply chain inventory of 37 percent, and overall cost reductions in the industry in the range of $24 to $30 billion.The successful adoption of ECR for a manufacturer depends on their ability to maintain manufacturing flexibility which enables them to match supply with demand. Key to this flexibility is a process that tightly integrates demand management, production scheduling, and inventory deployment to allow the company to better utilize information, production resources, and inventory (Weeks and Crawford, 1994).A further development from ECR was the concept of continuous replenishment (CRP).CRP is a move away from pushing product from inventory holding areas to pulling products onto grocery shelves based on consumer demand (ECR Performance Measures Operating Committee, 1994). Pointof purchase transactions are forwarded by computer to the manufacturer allowing them to keep the retailer replenished and balanced just-in-time.CRP has been introduced by a number of manufacturers (Garry, 1994). Procter & Gamble and Campbell soup are delivering as much as 30 to 40 percent of their volume by CRP. Ralston, General Mills and Pillsbury distribute about 10 percent by CRP. Estimates of improvements in performance with CRP include increasing inventory tur ns from 10 up to 50, reducing days of supply from 30 to 5 and increasing net margin from 5 percent to 7 percent.Other early supply chain initiativesBesides the apparel and grocery industry initiatives, other early manufacturing efforts to improve supply chain performance have been documented. Some of these include: Hewlett-Packard, Whirlpool, Wal-Mart, West Co., Becton Dickinson, Baxter, and Georgia-Pacific Corp. A brief outline of their supply chain initiatives are described as follows.Hewlett-PackardThe computer components manufacturer, systematically linked its distribution activities with its manufacturing activities in the computer terminal business in the early 1990s (Hammell and Kopczak, 1993). The implementation included changes in both the physical distribution of the product, and a new distribution requirements planning (DRP) system. The DRP system nets customer orders with forecasts and serves as the beginning pull in the supply chain.The appliance manufacturer, began its supply chain implementation with a team of executives in 1992 chartering this vision –“Winning companies will be those who come the closest to achieving an inter-enterprise pull system. They will be linked in a short cycle response mode to the customer” (Davis, 1995). Whirlpool has created a new vice-president of logistics position, established cross-functional teams for key product areas, entered into single source agreements with suppliers based on reliability and the ability to assist in product design, and is using EDI to communicate daily with suppliers all as part of its supply chain management program. As a result, product avail ability is up in the 90-95 percent range, inventories have been reduced by 15 to 20 percent and lead times reduced to as low as five days.Wal-MartThe company began its own supply chain initiative by working directly with key manufacturers (Johnson and Davis, 1995).The manufacturers are responsible for managing Wal-Mart’s warehouse inventory of their products, termed vendor managed inventory (VMI). In return, Wal-Mart expects near 100 percent order fulfillment rates on those products. KMart and other large retailers have implemented similar VMI programs.West Co., Becton Dickinson, and Baxter，Becton DickinsonWithin the medical products industry, three firms engaged in supply chain relationships in the early 1990s (Battagia, 1994). West supplies rubber stoppers to Becton Dickinson who supplies medicalproducts to Baxter. Becton Dickinson implemented the program by assigning a senior-level executive officer with the responsibility to monitor supply chain execution. Working together at all management levels the three companies have made improvements in quality and service while at the same time reducing cycle times and costs.Georgia-Pacific CorpA leader in the manufacturing and distribution of building products in North America,Georgia-Pacific began implementing supply chain management practices within the decentralized operations of their company (Blackwell, 1994). Previously, traffic managers in each division controlled inbound and outbound shipments for their unit. Shipping priorities were fragmented and internal and external customers were not satisfied. A new centralized Transportation and Logistics Division was created to coordinate and streamline the distribution process. The new division looks at needs and priorities across the business units and has recognized savings to the company in reduced freight costs and other logistics improvements of $20 million per year.Many other examples of companies implementing supply chain management concepts are available (Blaser and Westbrook, 1995; Cook and Rogowski, 1996; Semich, 1994). The vast interest in the topic indicates the concept has become a key issue for a diverse group of companies who are taking steps to improve customer delivery and at the same time reduce overall costs. Better managing the supply chain also involves managing the marketing link to the supply chain and linking supply chain strategies to the overall company strategy.Collaborative supply chain initiativesRecently, several industry collaborative groups have developed to research aspects of supply chain management. The findings of these groups should provide practitioners with guidelines for “best practices” in supply chain design and accelerate the implementations of these practices.In one year, the Supply Chain Council grew from 73 members to more than 300 of some of the world’s largest manufacturers. The Council has incorporated as a non-profit organization to provide services and support for further increasing its membership. The Council was for med to establish a framework to enable manufacturers and their suppliers to build a stronger supply chain and reap the benefits of improved supply chain management. The Council is developing a supply chain operations reference model (SCOR) to assist companies in evaluating their supply chain performance, identifying weak areas, and developing improvement solutions (The Supply Chain Council, 1997).In another collaborative initiative, several leading manufacturers joined with the National Institute of Standards and Technology (NIST) to create a new organization that will improve and standardize communication and business processes throughout manufacturing supply chains and to share the results with other interested firms. This group, the National Initiative for Supply Chain Integration (NISCI) was for med after a NIST study showed that an overwhelming majority of companies compromising manufacturing supply chains are either small- or medium sized businesses that lack the resources of larger firms. With a consortium of businesses, non-profit groups, and academic institutions, the plan is to identify specific supply chain initiatives, then select teams of members to research and implement best practices (Anonymous, 1997).What the supply chain is notThe definitions described and developed earlier and recent industry collaborative activities indicate that supply chain management is not a standalone process. Many supply chain efforts have fallen short of the potential advantages because the term is often viewed as only relating to the supply side of the business or to the purchasing function. As indicated above, supply chain management is much more than just procurement. Among the misunderstanding evidenced, supply chain management is not:•inventory management;•logistics management;•supplier partnerships;•driven from the supply side;• a shipping strategy;•distribution management;•the logistics pipeline;•procurement management;• a computer system.Despite the acceptance of the concept of managing the supply chain and partly due to the limiting misunderstandings, growth of integrated supply chain management has been slow. Reasons for the slow growth of integrated supply chain management include the following:Lack of guidelines for creating alliances with supply chain partners.•Failure to develop measures for monitoring alliances.•Inability to broaden the supply chain vision beyond procurement or product distribution to encompass larger business processes.•Inability to integrate the company’s internal procedures.•Lack of trust inside and outside a company.•Organizational resistance to the concept.•Lack of buy-in by top managers.•Lack of integrated information systems and electronic commerce linking firms.Linking the supply chain to the business strategyThe supply chain improvements described indicate that supply chain management has the potential to improve a fir m’s competitiveness. Supply chain capability is as important to a company’s overall strategy as overall product strategy. Supply chain management encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. Improvements in performance are driven by externally-based targets rather than by internal department objectives.Managing the supply chain means managing across traditional functional areas in the company and managing interactions external to the company with both suppliers and customers. This cross-boundary nature of management supports incorporating supply chain goals and capabilities in the strategic plan of the company. This focus on integration can then lead to using the supply chain to obtain a sustainable competitive advantage over competitors. The impact of managing overall product demand and the supply of product will impact the profitability of the company. The supply chain strategy can be viewed as the patter n of decisions related to sourcing product, capacity planning, conversion of finished product, deployment of finished product, demand management and communication, and delivery. Linking supply chain strategy to the business strategy involves defining the key business processes involved in producing a company’s productor service.A company must develop objectives for the management of the supply chain based on corporate objectives. From these higher level objectives, a set of detailed objectives can be developed for each process within the supply chain. This cascading method serves to integrate the supply chain processes with the overall enterprise direction and provides measures for monitoring and execution. Supply chain management can be utilized to be a point of differentiation for a company. Excellence on a certain dimension in product position can provide a competitive marketing opportunity, but shortfalls in providing this dimension by the supply chain can eliminate this advantage. For a company to be competitive, it is not enough just to vary marketing programs. They must define a working relationship with customers and put themselves in a position to deliver customer value. All components of the supply chain must have the capability to meet strategic objectives.Companies must evaluate the effectiveness of the supply chain strategy using a new set of measures. Typical rewards aimed at improving performance of functions or departments must be revised to strive to improve supply chain performance overall. By tying the supply chain strategy to the overall company strategy, the objectives become process objectives rather than functional objectives.For example, traditionally, one of purchasing’s measurements is material cost or material variance. Buying product at a lower cost is one way to improve that measure. Purchasing a carton at a lower cost from a new vendor might lower the cost of the carton. However, the new carton may not run as efficiently through the production process as the one from the original supplier. Purchasing’s measure of material variance is favorable, but the manufacturing facility is recognizing added costs in downtime, maintenance, etc.Measurements must be designed to look across the supply chain and become process objectives. Included in that process is the internal structure of the supply chain which often is causing as much confusion/ cost as external portions of the chain.ConclusionsThis paper defined the concepts of supply chain and supply chain management and discussed why managers are increasingly interested in the concept. The historical evolution of the supply chain movement from its early days of quick response and efficient consumer response was discussed. Several early supply chain initiatives at companies were described which indicate the competitive advantages and importance of linking supply chain to overall business strategy.This discussion provides insight for those companies investigating the concept of supply chain management. Companies who have achieved supply chain integration success report lower investments in inventory, a reduction in the cash flow cycle time, reduced cycle times, lower material acquisition costs, higher employee productivity, increased ability to meet customer requested dates (including short-term increases in demand), and lower logistics costs.To begin managing across the entire supply chain, companies should consider the following guidelines in their plans and implementation:1 .Link supply chain strategy to overall business strategy to align supply chain initiatives to business objectives.2. Identify supply chain goals and develop plans to assure every process is individually capable of meeting supply chain goals.3. Develop systems to listen to signals of market demand and plan accordingly, including changes in ordering patterns and changes in demand due to customer promotions.4 Manage the sources of supply by developing partnerships with suppliers to reduce the costs of materials and receive materials as needed.5 Develop customized logistics networks tailored to each customer segment.6 Develop a supply chain information systems strategy that can support decision making at all levels of the supply chain and offers a clear view of the flow of products.7 Adopt cross-functional and cross-business performance measures that link every aspect of the supply chain and include both service and financial measures.Companies who are successful will be those that are managing across all nodes of the supply chain from their supplier’s supplier to their customer’s customer. A clear understanding of supply chain concepts and a willingness to openly share information between supply chain partners is a necessary first step to making the supply chain a competitive force for a business.供应链概念的简介企业不再有效竞争的供应商和供应链中的其他实体隔离。
有关供应链的英语作文
有关供应链的英语作文English Response:Supply Chain Management: A Crucial Component in Today's Business Environment.Supply chain management (SCM) plays a pivotal role in the success and efficiency of modern businesses. It encompasses the planning, sourcing, manufacturing, and delivery of products or services, ensuring they reach the end consumer in a timely and cost-effective manner. As a professional in this field, I've witnessed firsthand the impact of effective supply chain strategies on company performance.One key aspect of SCM is logistics management, which involves the coordination of transportation, warehousing, and inventory management. For instance, let's consider a global electronics company. Efficient logistics planning ensures that raw materials are sourced from suppliersworldwide, transported to manufacturing facilities, and then distributed to retailers or directly to customers. Any delays or inefficiencies in this process can lead to increased costs and customer dissatisfaction.Another crucial element of SCM is demand forecasting. By analyzing historical data and market trends, companies can anticipate customer demand and adjust their production and inventory levels accordingly. However, inaccurate forecasts can result in either excess inventory, tying up valuable resources, or stockouts, leading to lost sales opportunities. Thus, companies must strike a balance between overstocking and understocking to optimize their supply chains.Furthermore, effective communication and collaboration among supply chain partners are essential for seamless operations. This involves building strong relationships with suppliers, manufacturers, distributors, and retailers to ensure transparency and responsiveness throughout the supply chain. For example, when a supplier encounters production delays due to unforeseen circumstances, opencommunication allows the company to explore alternative solutions or adjust production schedules accordingly.In today's interconnected world, supply chains are becoming increasingly complex and susceptible to disruptions, such as natural disasters, geopolitical events, or even global pandemics. Therefore, risk management is an integral part of SCM, involving the identification, assessment, and mitigation of potential threats. For instance, diversifying suppliers or implementingcontingency plans can help minimize the impact of supply chain disruptions and ensure business continuity.In conclusion, supply chain management is not justabout moving products from point A to point B; it's about optimizing processes, minimizing costs, and deliveringvalue to customers. By embracing innovative technologies, fostering collaboration, and proactively addressing risks, companies can build resilient supply chains that adapt to evolving market dynamics and drive sustainable growth.中文回答：供应链管理，当今商业环境中不可或缺的组成部分。
供应链工作内容英语作文
供应链工作内容英语作文English:In the field of supply chain management, professionals are responsible for overseeing the flow of goods and services from the supplier to the end customer. This involves coordinating a series of processes including sourcing materials, production, transportation, and distribution. Supply chain professionals also work on forecasting demand, managing inventory levels, and ensuring timely delivery to meet customer needs. They collaborate with various stakeholders such as suppliers, manufacturers, distributors, and retailers to optimize efficiency and minimize costs. Additionally, they analyze data and implement strategies to improve the overall supply chain performance, reduce risks, and enhance sustainability. Continuous monitoring and evaluation are key aspects of their work to identify opportunities for improvement and address any potential issues that may arise.Translated content:在供应链管理领域，专业人员负责监督从供应商到最终客户的货物和服务流动。
供应链管理系统外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goods warehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of thesupply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chaindepends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2007, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines in inventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay forit. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supply chain profitability.Supply chain profitability is the total profit to be shared across all supply chain stages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction inoverall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain. Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared to their Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distribute locally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smallerdeliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknesses in their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt itsperformance. Dell Computer is another example of a company that had to revise its supply chain design in response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2010 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
供应链工作商务英语作文
供应链工作商务英语作文English:Supply chain management is a crucial aspect of business that involves the coordination and integration of all activities related to sourcing, procurement, production, and logistics. It is essential for companies to have a well-managed and efficient supply chain in order to meet customer demands, reduce costs, and achieve a competitive advantage in the market. Supply chain professionals are responsible for ensuring the smooth flow of goods and services from the initial stage of sourcing raw materials to the final delivery of the finished products to customers. They need to have strong business acumen, negotiation skills, and the ability to analyze and optimize the entire supply chain process. Effective communication and collaboration with suppliers, manufacturers, distributors, and customers are also crucial in maintaining a successful supply chain operation. In today's globalized and fast-paced business environment, supply chain professionals play a vital role in driving business growth and ensuring overall operational excellence.中文翻译:供应链管理是业务的一个重要方面，涉及到与采购、生产和物流相关的所有活动的协调和整合。
supply chain英语作文
supply chain英语作文英文回答：Supply chain management is a crucial aspect of business operations, as it involves the coordination and integration of various activities and processes to ensure the smooth flow of goods and services from the point of production to the point of consumption. It encompasses everything from sourcing raw materials to delivering the final product to customers.One of the key challenges in supply chain management is ensuring that all parties involved in the process are working together effectively. This includes suppliers, manufacturers, distributors, retailers, and even customers. Communication and collaboration are essential in order to avoid delays, minimize costs, and meet customer demands.For example, I once worked for a company where we experienced a major supply chain disruption due to a strikeat one of our key suppliers. This resulted in delays in production and ultimately affected our ability to fulfill customer orders on time. It was a tough situation, but we were able to overcome it by quickly finding alternative suppliers and adjusting our production schedule.Another important aspect of supply chain management is inventory management. It's crucial to strike the right balance between having enough inventory to meet demand without carrying excess stock that ties up capital and increases storage costs. This requires careful forecasting, monitoring of sales trends, and working closely with suppliers to ensure timely delivery of materials.In conclusion, supply chain management is a complex and dynamic field that requires attention to detail, strong communication skills, and the ability to adapt to unexpected challenges. By staying proactive and fostering strong relationships with all parties involved, businesses can optimize their supply chains and achieve greater efficiency and customer satisfaction.中文回答：供应链管理是企业运营中至关重要的一个方面，它涉及到各种活动和流程的协调与整合，以确保产品和服务从生产点流向消费点的顺畅。
供应链管理英文论文
Strategic Supply Chain Management战略供应链管理The supply chain strategy of Xoceco Electronic厦华电子的供应链战略Module No: 336BSSName: JiZhi LiuStudent No: 3356456ContentsⅠ. Executive Summary --------------------------------------------------------3Ⅱ. Introduction ------------------------------------------------------------------3 Ⅲ. Introduce of Xoceco Company -------------------------------------------3 Ⅳ. Xoceco Electronic Company's sales performance--------------------4 Ⅴ. The difficulties Xoceco Electronic Company faces ------------------4Ⅵ. External Environment Analysis------------------------------------------56.1 Xoceco Electronic Company of the overall resource6.2 The advantages of Xoceco Electronics Company6.3 The disadvantage of Xoceco Electronics6.4 The analysis of the chance Xoceco Electronics faceⅦ. Xoceco Electronic Company's supply chain strategy----------------9 Ⅷ. Conclusion ------------------------------------------------------------------10 Ⅸ. Reference---------------------------------------------------------------------11The supply chain strategy of Xoceco ElectronicⅠ.Executive Summary:Since the beginning of 1990s, rapid development has taken place in color TV manufacturing in China. From then on, the color TV enterprises have been in a more opener and more competitive environment. The management of supply chain is one of the most basic and important elements of color TV industry. It has become increasingly important in a changing industrial environment. The successful management strategy of supply chain has become an important means for color TV industry to acquire and preserve the competitive edge. This thesis, based on Xoceco Electronic, one important color TV manufacturing enterprises, analyzes the circumstances, resources and conditions of the Corp, framed in supply chain management and strategic management theory, and propose the supply chain strategy for Xoceco Corp.Ⅱ.Introduction:Xoceco Electronic Company is a professional enterprise in TV. And with the economic boom of China, Xoceco Electronic has got a huge development in recent years. But it also has a number of problems, such as service issues, the shortage of fund, employee payroll problems and the discrete problem of supply of raw materials. By use quantitative analysis and qualitative analysis, we analyze the data and the problems of Xoceco Electronic and then put forward corresponding measures to solve these problems.Ⅲ.Introduce of Xoceco Company:Xoceco Electronic Company was founded in December 1985.In February 1995, "Xoceco Electronics" appeared on the Shanghai Stock Exchange Market. Xoceco is a professional enterprise in TV, and focus on TV for twenty years. Since 2003, the mainfocus of Xoceco shift to LCD TV, plasma TV and digital high definition television, high-end product innovation, R & D and manufacturing. As a domestic brand Xoceco firstly enters into the field of flat-panel TV business, and in the field of technology research and development, international operations, the brand has accumulated a relatively solid foundation. Xoceco has nearly 10,000 employees worldwide, and the headquarters has a state-level technology center, post-doctoral workstations, and 16 R & D platforms in the world, with production bases at the headquarters of Xiamen and South Africa, Europe, Central Asia.Ⅳ. Xoceco Electronic Company's sales performanceIn 2008 Xoceco had sold various types of color TV in a number of 3.87 million units, compared with growth of 17% over the same period in 2007, the company achieved sales revenue of 8, 425 million, compared with descend of 66% over the same period in the last year and flat-panel TV sales make up roughly 73% of total revenue.In 2009 Xoceco Electronic Company had sold various types of color TV in a number of 3.4 million units, down 12% over 2008. The sales income is 643,213 Yuan, down 23.31% over last year, of which flat-panel TV sales make up roughly 77% of total revenue.Ⅴ.The difficulties Xoceco Electronic Company faces:Except the common difficulties that all the Chinese color TV enterprises faced, Xoceco Electronic Company, have encountered a number of specific problems in the self-development process:1. The company has loss in operation for two consecutive years. The company suffered a shortage of funds, and due to bank loans are too high, the financial cost remains high, the company's operating leverage was negative.2. The competition of color TV market becomes more intensified. Accompany with the export of company now declined and a shrinking share domestically, the company has brought greater difficulties.Ⅵ. Xoceco Electronic Company's External Environment Analysis: Chinese society, rapid economic developmentIn recent years the Chinese economy continues the rapid development of double-digit rates, economic strength has been greatly enhanced, and the living standards of people rapidly rise. The GDP of China has ranked second in the world. There are more than 1.3 billion people in China; the annual TV demand is nearly 40 million units. With a substantial increase in the urban and rural incomes and disposable income, Chinese TV especially Flat-panel TVs usher in a good development opportunities for the rapidly growing of Chinese market (Premkumar 2001).6.1 Xoceco Electronic Company of the overall resource:1. The production base of Xoceco Electronics CompanyXoceco Electronics is headquartered in Xiamen; in Xiamen Island has three production bases. After 2006, Xoceco Electronic Company began investing one hundred million Yuan of annual output build a raw sound base for flat panel in Xiang’an Zone. And it will be completed and commissioned in 2008. Also Overseas, Xoceco Electronic Company has several production bases overseas, such as South Africa, Europe, and Central Asia. Visible, Xoceco Electronics will be increasingly improved its production capacity and will be very strong to lay the foundation for mass production in the future (Premkumar 2001).2. Xoceco Electronic Company Human ResourcesAt present, Xoceco Electronic has nearly 7 thousand employees, headquarter has a state-level technology center and a post-doctoral stations. And there are 16 global R & D platforms. According to a 2006 report, in the end of 2006, the headquarters of Xoceco Electronics corporate has staff of 7,263 working people, including 574, 868 in the field of management and 344 in the field of technical classes and sales class and 5477 people in the other field.3. The asset conditionAfter the huge losses for two consecutive years, by the end of 2007, Xoceco Electronic Company has total assets of 3,161,020,300 Yuan. Since 2005, the company's asset-liability ratio and financial costs have been higher, and the gradual upward trend. In 2005 and 2006, the rate of assets and liabilities were 77.73% and 91.51%, the financial cost is 91.83 million Yuan and 94.38 million Yuan respectively. In the end of 2007, the company's balance has reached 103.18%. The asset of the company has become a negative asset.6.2 The advantages of Xoceco Electronics Company:Xoceco Electronic focuses on LCD TV, plasma TV and digital high definition television, high-end product innovation, R & D and manufacturing for twenty years. Accompany with the accumulation of management experience and technology in China's color TV industry over the years, the Xoceco Electronic still have certain advantages, mainly reflected in:1. The technology advantages of TVXoceco Electronics has the advantage relative to domestic firms in the field of Digital HD, LCD TV, plasma TV above.2. The upstream supply and financial support from the major shareholder of company With the reorganization of Xoceco Electronic by Chunghwa Picture Tubes, it creates a domestic color TV enterprises combination with the upstream supply chain for the first time. So Xoceco Electronics has chance to enhance the competitiveness and continue to become bigger and stronger to lay a solid foundation. Chunghwa Picture Tubes, which is a listed holding company, is currently ranked third in Taiwan and the world's fifth LCD panel plant.3. Xoceco Electronic Company in domestic and international market has established some brand awarenessAfter twenty years of hard work, especially in the digital high-definition TV, flat panel TVs and other fields, Xoceco Electronic Company not only in the country obtains a higher visibility and recognition in the international community but alsoplayed a certain degree of visibility. Xoceco Electronic Company obtained a higher-end brand image in the domestic and international market.4. Excellent business managementXoceco Electronic Company is not large in the industry for many years, but has got a big achievement in the innovation and development in business management. Xoceco Electronic Company is a strong learning organization, and a number of advanced management methods will soon be accepted and implemented (Porter, 1996). So after years of improvements and enhancements, the operation and management of Xoceco Electronic company is in an advanced position.5. The advantages of the Xiamen AirportModern and efficient TV manufacturing industry has a higher demand on logistics, and color TV manufacturers are increasingly demanding the rapid and timely supply of raw materials, and convenience and low cost of large quantities of color TV exports. In the Xiamen, a busy international airport and a excellent deep-water port can provide the conditions above.6.3 The disadvantage of Xoceco Electronics:1. The scale of enterprises is small. Xoceco Electronics is a small-scale enterprise in the domestic color TV industry. And small-scale lead to Xoceco Electronics cannot develop its strong points, avoid its weaknesses, and win a favorable position2. The discrete problem of supply of raw materials. As Xiamen is not in the Yangtze River Delta and Pearl River Delta, which is two of the most economically developed regions, and Fujian's industrial base, especially for the electronics industry base is relatively weaker than coastal areas. These factors make the most of raw materials of Xoceco have to be supplied from the Yangtze River Delta, Pearl River, even Hong Kong, overseas and other places available.3. Undue reliance on dollar area market. Xoceco Electronics has maintained a large proportion of export sales structure for a long time, and the rate between the domestic market and international market had reached 7:3. The most products of Xoceco areexported to the U.S. market. In recent years U.S. economic downturn and the depreciation of the dollar gave Xoceco a very negative impact.4. The problem of domestic sales channels. Due to a large number of domestic appliances chain stores continue to integrate and the chains for manufacturers to choose are fewer and fewer, it leads to the big chain stores of home appliances color TV enterprises have a growing voice to obtain more profits (Stephan 2006).5. Employee payroll problems. The personnel turnover is big, and the problem of brain drain is serious.6. Service issues. Xoceco Electronics has a series of problems in service all the time, which bring a greater impact on terminal sales.7. The shortage of fund. The problem plagues Xoceco for many years, and it always hinder the development and expansion of Xoceco.6.4 The analysis of the chance Xoceco Electronics face:Despite Xoceco Electronics has continuous losses for two years, but from the point of the current global and China's economic environment, Xoceco Electronic still faces many growth opportunities.1. The global flat-panel TV market is still expanding rapidly.Not only the developed markets of Europe and America flat-panel TV are still growing, the majority of developed markets such as Southeast Asia, Latin America, the flat-panel TV demand of the Middle East, Russia, Africa and other regions is growing rapidly, so it provides Xoceco Electronics the opportunity to expand its export sales.2. The Chinese flat panel TV market will grow substantially.With the continued rapid growth of Chinese economy and a substantial increase in people's living standard, purchasing power increased quickly. Especially the rural market is still relatively flat-panel TV market needed to be developed, and the huge market demand will soon be released.3. Science and technology base is still growing. The development of science and technology base can urge TV technology upgrading quickly. The emergence of the new TV products can also provide color TV manufacturers opportunities to continue developing. As long as it can follow the trend of technological development, TV production companies will have the opportunity to stand out from the industry.Ⅶ.Xoceco Electronic Company's supply chain strategy:TV industry has become increasingly dependent on the competition of supply chain strategy. And in the modern full, intense competition, the traditional competitiveness based on the prices and commodity competition become increasingly depend on the supply chain competitiveness (Akintola 2000). Xoceco Electronics as a supply chain core business of that, it must design a strategic supply chain again to ensure its competitiveness, and give services to the overall strategy of Xoceco Electronic CompanyFirst, improve reaction capacity of supply chain for innovative products. Xoceco will build the world's largest flat panel production base in the Xiang'an Industrial Park, and focus on flat-panel TV. Company's products will be shift into high-end, innovative products. The supply chain of rapid response and innovative products must be related to the entire supply chain and all aspects of supply, such as raw materials, R & D, manufacturing and marketing (Anna 2004).Second, cost leadership strategy of mass productionIn the current color TV manufacturing industry, gross profit margin is very low. The gross profit margin of Xoceco Electronic main business is less than 10%. And the proportion of the cost of production materials is in a high percentage. Clearly, large-scale production will lead to cost savings of the material and bring huge benefits (Keah 2001). Xoceco Electronics must take advantage of the massive expansion in the recent years to prepare a strategic plan for supply of raw materials and reduce materialsupply costs. At the same time, large-scale production will reduce the cost of R & D, design, administrative expenses, advertising, sales and other fields, and it will make the scale effect to be particularly evident. Also it will enable enterprises to achieve cost leadership and competitive advantage (Malik 2001).Third, the control of the distribution process must be strengthened (Qin Su 2008). The scale of Xoceco Electronic Company will expanded rapidly, the product will also be transformed into high-end, innovative ones. To serve this kind of overall strategy, the supply chain distribution process of Xoceco Electronic must meet the rapid response strategy; in addition as the core of this enterprise, Xoceco Electronics must integrate not only the supply chain, but also the distribution process into their control gradually (Simon 2000). Also with the expansion of scale, Xoceco Electronic must reduce its reliance on distribution channels.Ⅷ. Conclusion:Improve reaction capacity of supply chain and strength the control of the distribution process are typical effective measures. And the series measures will ensure the company get rid of the present problem and get improvement in the competition with other manufacturers.Ⅸ. Reference:Akintola, A. et al. 2000.A survey of supply chain collaboration and management in the UK construction industry .European Journal of Purchasing & Supply Management, 6(3-4), pp. 159-168Anna, D. et al.,2004, Supply chains and interdependence: a theoretical analysis . Journal of Purchasing and Supply Management, 10(1), pp. 3-9Keah, C.T.2001.A framework of supply chain management literature.European Journal of Purchasing & Supply Management, 7(1), pp. 39-48Malik, M. A. et al. 2001.Readiness Assessment of the construction supply chain for concurrent engineering . European Journal of Purchasing & Supply Management, 7(2), pp. 141-153Porter, M. E., 1996. Journal of What is Strategy?. Harvard Business Review, 33(5), Pages 3-6Premkumar. G. P., 2001. Journal of Interorganization Systems and SCM. 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. 67-83Stephan, M. W. & Christoph, B., 2006. An empirical investigation into supply chain vulnerability . Journal of Purchasing and Supply Management, 12(6), pp. 301-312.。
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erp供应链管理论文供应链管理英文论文
ERP沙盘模拟在“供应链管理”中的运用
摘要：ERP沙盘模拟是新型的体验式教学模式，通过在计算机的ERP 系统中进行实际企业运营的模拟，让学生亲身了解并掌握企业运营管理的知识和技能。
供应链管理是实践很强的课程，但在实际的学科教学中大多存在着忽视实践教学。
本文对供应链管理实践教学和运用ERP沙盘模拟的方式进行了探讨。
关键词：ERP；沙盘模拟：供应链管理；教学方式
供应链管理是一门实践性很强的综合性应用学科。
供应链管理是解决跨企业的物流、信息流和资金流的协同计划、组织、协调和控制问题的学科。
由于该课程理论内容较多且很抽象，知识面广、学科交叉、综合性知识强，长期以来难以调动学生的学习兴趣。
本文通过探讨采用ERP沙盘模拟的教学方式来解决这一问题。
一、供应链管理学科中存在的问题
在我国高等院校的管理类课程教学中，大多以课堂教学为主。
课堂教学通常侧重于理论、知识的学习，忽视了理论在实践中的应用训练，很难满足这一要求。
《供应链管理》课程教学偏重于供应链管理的策略和模型等抽象性理论，学生普遍的感到理论知识多而枯燥，模型复杂且难以理解，再加上管理专业的学生是文科背景较重，对模型、公式有着本能的排斥，缺乏信心，也挫伤了学习的积极性。
现有的教学方法主要采用教师讲授这种单向传播的方式，缺少学生参与和师生互动。
尽管许多老师使用了多媒体教学，但仅仅是原有教案以PPT形式的展示，学生接受的知识仍停留在理论讲解上，没有感性认识。
学生的参与程度、控制权、自主运作的空间和积极性的发挥都相对有限。
供应链管理作为企业运营的组成部分，强调对实际问题的处理和解决，强调团队合作和协同。
单向讲授式的教学方式完全不利于行为性知识的传授，不利于创新能力和团队协作能力的培养。
目前，培养出来的学生大多缺乏对企业运作真实情况的了解和知识的运用。
一些学校尝试组织学生到企业参观实习，然而受学制和时间的限制，这种实习往往时间短，学生也难以了解企业经营的全貌，实际效果也不明显。
一些大学立足于提高学生解决问题能力的培养，将典型案例分析作为重要的教学方式。
案例教学一定程度上调动学生的主观能动性，提高了分析问题、解决问题的能力。
但使用的案例大多为世界500强成功案例。
这些案例与学生所接触到的实际具有较大的差距。
限于学生知识结构，对企业运营的了解，缺乏案例的背景资料的深入理解，往往仅仅是理论空谈，因此不能完全采用案例教学。
二、ERP沙盘模拟
ERP沙盘是企业资源计划沙盘的简称，直观、形象地展示企业内、外部资源。
ERP沙盘模拟是一种体验式的教学方式，是继传统教学及案例教学之后的一种教学模式的创新。
1978年瑞典皇家工学院的Klas Mellan开发了沙盘模拟训练课程之后，该教学模式迅速风靡全
球。
这一模拟教学方法具有以下特点：1)直观：通过一目了然的经营效果，帮助学生理解企业经营的本质。
2)尝试：可以把学生的想法带到沙盘模拟中印证，并且直接看到结果。
3)生动：将枯燥的课程变得生动有趣，通过体验激发学习热情。
通过直观的ERP沙盘来模拟企业的运营，通过使用企业的ERP系统能够使学生在分析市场、制定战略、组织生产、整体营销和财务管理以及供应链管理等一系列活动中体会企业经营和管理的全过程。
在具体的经营过程中，既让学生全面学习管理知识，又充分调动了学生学习的主动性与参与性，并由此全面提升学生的素质，领悟科学的管理规律，提升管理能力。
它突破了传统教学枯燥、抽象、无法深入企业实际的局限，得到迅速推广。
ERP沙盘模拟的体验式教学与传统讲授式教学方法最大的区别在于它强调边做边学，强调学生的集体参与，重视学生在模拟过程中的理解、领悟和认知，促进教师与学生的双向交流，提高学生处理和解决问题的能力，真正有效地将教与学融为一体。
三、ERP沙盘模拟在供应链管理学科中的运用
ERP沙盘模拟作为一种企业供应链管理实战演练模拟的教学方式，应参照企业经营实际情况，为学生设计安排了供应链上的各级供应商、研发部门、生产部门、销售部门、物流部门和市场部门等企业重要角色，通过ERP沙盘模拟了企业供应链管理的全过程。
以体验式的互动学习方式，融角色扮演、案例分析和专家诊断于一体，让学生
在参与中学习，在各种决策的成功与失败中学习。
从而使供应链管理的课程教学实现由课堂讲授为主到实践教学为主的改变，实现由以教师为主到以学生为主的改变，彻底解决理论教学和企业实际经营过程脱节的问题。
首先，通过ERP沙盘模拟和体验式的角色扮演，在计算机上直观地看到企业的运行和管理信息和流程，使学生真切地了解和融入企业，解决学生对企业实际情况不了解的问题，同时也能够让学生在很短的时间内了解供应链中各个作用和相互关系，以及供应链管理中的企业的管理理念和整体经营的要求。
其次，通过实战演练训练摆脱了供应链管理的基本理论难以联系实际和相关概念模型晦涩难懂的局限性。
通过演练使学生在一系列相互关联的管理活动中，寻找和掌握基本的理论和使用相关管理工具的技巧与方法，并从ERP管理软件中体会供应链的相关理论在企业实际中是如何实现和发挥作用的。
最后，通过积极参与和分组竞赛，使学生针对具体的环节自行做出适当的管理决策，从而将枯燥的专业问题通过参与性和趣味性的实践转化为学生的实际管理技能和解决问题的能力。
供应链管理实战演练模拟教学中，主要包括了反映牛鞭效应的啤酒游戏、库存控制问题、风险分担、JIT生产的模拟、供应合同的设计，外包与自制的决策，供应链的设计与运行等实战环节，以及QR、ECR、CPFR等供应链管理模式的实际运用。
通过选择适当类型的企业
和产品服务，针对上述不同的环节，帮助学生了解和掌握企业实际的信息管理系统和具体的决策和运用机制。
实际的企业经营实战演练模拟教学为学生设计供应链中的不同的角色，通过担任各种不同的角色让学生在沙盘模拟中了解供应链管理中的协同管理和全局最优的思想方法，从而通过供应链的信息管理获得企业的竞争优势。
ERP沙盘模拟只是供应链管理课程教学方法中的一种，它不能完全解决供应链管理课程教学中的所有问题，还应结合理论讲授、案例讨论和游戏等方法。
在进行沙盘模拟之前，首先应对学生进行必要的知识准备，否则，沙盘模拟就会变成没有意义的“计算机游戏”，在有限的课时中无法起到应有的作用。
此外，在ERP沙盘模拟的教学过程中容易出现的问题较多，比如学生人数太多、课堂纪律较难控制、软件设置和功能不够清晰明了、教师经验不足等。
教师应在教学设计时事先考虑可能出现的问题，并考虑解决办法，这样就可以尽可能减少出现问题的频率及其不良影响。