供应链管理体系下的物流管理的外文翻译
《物流与供应链管理》读书笔记英文版
《物流与供应链管理》(LOGISTICS AND SUPPLY CHAIN MANAGEMENT)Capsule summary of the book：The world changes unpredictably, which is dependent on the quick transformation of supply chain to adapt to the variational circumstances. This book focuses tightly on those variations mentioned above, emphasizing the problems that appear whenenterprises attach importance to complicated management, as well as whenforecast-driven business modeltransforms into demand-driven business model. Also, this book elaborates how to gives enterprises dominating and competitivesuperiority with effectivelogistics and supply chain management.Chapter1 Logistics, the supply chainand competitive strategy1.1Supply chain management is a wider concept than logisticsOne goal of supply chain managementmight be to reduce or eliminate the buffers of inventory that existbetween organizations in a chain through the sharing of information ondemand and current stock levels. This is the concept of ‘Co-ManagedInventory’ (CMI).The focus of supply chain management is upon the managementof relationships in order toachieve a more profitable outcome for allparties in the chain. This brings with it some significantchallengessince there may be occasions when the narrow self-interest of one partyhas to be subsumed for the benefit of the chain as a whole.1.2Competitive advantageAt itsmost elemental, commercial success derives from either a cost advantageor a value advantage or, ideally, both. It is as simple as that – themost profitable competitor in any industry sector tends to be the lowestcost producer or the supplier providing a product with the greatestperceiveddifferentiated values.A useful way of examining the available options is topresent them as a simple matrix.Value advantageCost advantageTo summarize, those organizations that will be the leaders in the marketsof the future will be those that have sought and achieved the twinpeaks of excellence: they have gained both cost leadership and serviceleadership.1.3 The supply chain becomes the value chainOrganizations shouldlook at each activity in their value chain and assess whether they have a real competitive advantage in the activity. If they do not, the argumentgoes, then perhapstheyshould consider outsourcing that activity to apartner who can provide that cost or value advantage.1.4The mission of logistics managementThe scope oflogistics spans the organization, fromthe management of raw materials through to the delivery of the finalproduct.The last decade has seen the rapid introduction of flexiblemanufacturing systems (FMS), of new approaches to inventory based onmaterials requirements planning (MRP) and just-in-time (JIT) methodsand, perhaps most important of all, a sustained emphasis on total qualitymanagement (TQM).1.5 The changing competitive environment●The new rules of competition●Globalization of industry●Downward pressure on price●Customers taking controlSummary:This chapter familiarizes the reader with the tenets of competitive strategyand within them the vectors of strategic direction: cost and valueadvantage.Vertically integrated businesses continue to be dismembered, refocusedand transformed into virtual ones held together not by ownership but by closely integrated core business processes and financial engineering.Instead of rivalry and mistrust within the supply chain, newcompetitive pressures are demanding speed and flexibility, which themselvesrequire greater openness and trust. In fact the ability to manageprocess innovation and integration are becoming as important capabilitiesas product innovation.Chapter2T Logistics and customervalue2.1 Delivering customer valueQuality × ServiceCustomer value = ––––––––––––––––Cost × TimeQuality: The functionality, performance and technical specificationof the offer.Service: The availability, support and commitment provided to thecustomer.Cost: The customer’s transaction costs including price and lifecycle costs.Time: The time taken to respond to customer requirements, e.g.delivery lead times.2.2 What is customer service?Customer service could be examinedunder three headings:1. Pre-transaction elementsWritten statements of service policy, Accessibility, Organization structure, System flexibility.2. Transaction elementsOrder cycle time, Inventory availability, Order fill rate, Order status information.3. Post-transaction elementsAvailability of spares, Call-out time, Product tracing/warranty, Customer complaints, claims, etc.2.3 The impact of out-of-stockIn the circumstance of out-of-stock, generally,31%Substitute same brand15%Delay purchase19%Substitute different brand26%Buy item at another store9%Do not purchase itemThe impact of logistics and customer service on marketingConsumerfranchise * Customerfranchise * Supply chainefficiency = Marketingeffectiveness•Brand values•Corporate image•Availability•Customer service•Partnership•Quick response•Flexibility•Reduced asset base•Low–cost supplier•Market share•Customer retention•Superior ROI2.4 Customer service and customer retentionThe importance of customer retention is underlined by the conceptof the ‘lifetime value’ of acustomer. The lifetime value of a customer iscalculated as follows:Lifetime value = Average transaction value× Yearly frequencyof purchase× Customer ‘lifeexpectancy’A prime objective of any customer service strategy should be to enhancecustomer retention.2.5Market-driven supply chainsNow, instead ofdesigning supply chains from the ‘factory outwards’ the challenge is todesign them from the ‘customer backwards’his new perspective sees the consumer not at the end of the supplychain but at its start. In effect this is the philosophical differencebetween supply chain management and what more properly might becalled ‘demand chain management’.1.IdentifyvaluesegmentsWhat do our customers value?2.Define thevaluepropositionHow do we translate theserequirements into an offer?3.Identifythe marketwinnersWhat does it take to succeedin this market?4.Develop thesupply chainstrategyHow do we deliver againstthis proposition?2.6Defining customer service objectivesThe whole purpose of supply chain management and logistics is to provide customers with the level and quality of service that they requireand to do so at less cost to the total supply chain. The perfect order is achievedwhen the customer’s service requirements are met in full.To calculate the actual service level usingthe perfect order concept requires performance on each element to bemonitored and then the percentage achievement on each element to bemultipliedtogether.2.7Setting customer service prioritiesQuadrant 1: Seek cost reductions2: Provide high availability3: Review4: Centralized inventory2.8Setting service standardssome of the key areaswhere standards are essential:Order cycle time Stock availability Order-size constraints Ordering convenience Frequency of delivery Delivery reliability Documentation quality Claims procedure Order completeness Technical support Order status informationthe following measures provide valuable indicators of performance：Pre-transactionStock availabilityTarget delivery dates Response times to queriesTransactionOrder fill rateOn-time deliverBack orders by ageShipment delaysProduct substitutionsPost-transactionFirst call fix rateCustomer complaintsReturns/claimsInvoice errorsService parts availabilitySummary:Ultimately all businesses compete through seeking to deliver superiorcustomer value and logistics processes provide the means by which customerservice is delivered.Logistics management can play a key role in enhancing customerlifetime value through increasing customer satisfaction and enhancedcustomer retention. To achieve this will require the development of amarket-driven logistics strategy and the redefinition of service objectivesbased upon customers’ specific requirements. ‘Perfect order’achievement should form the basis for the measurement of service performanceand the creation of service standard.Chapter3 Measuring logistics costs and performance3.1Logistics and the bottom lineProfitProfitSalesROI = ––––––––––––––––This ratio can be further expanded:ROI = –––––– × –––––––––––CapitalemployedSales Capital employedIt will be seen that ROI is the product of two ratios: the first,profit/sales, being commonly referred to as the margin and the second,sales/capital employed, termed capital turnover or asset turn. Thus togain improvement on ROI one or other, or both, of these ratios mustincrease. Typically many companies will focus their main attention onthe margin in their attempt to driveup ROI, yet it can often be moreeffective to use the leverage of improved capital turnover to boost ROI.3.2 Customer profitability analysisBuildDanger zoneCost engineerProtectChapter4 Creating the responsive supply chain4.1Product ‘push’ versus demand ‘pull’whilst independent demand may be forecast using traditional methods,dependent demand must be calculated, based upon the demand at thenext level in the logistics chain.4.2 The foundations of agilityBusiness process re-engineering (BPR) is the term frequently appliedto the activity of simplifying and reshaping the organizational processeswith the goal of achieving the desired outcomes in shorter time-framesat less cost. Many processes in the supply chain are lengthy because theconstituent activities are performed in ‘series’, i.e. in a linear, ‘one afterthe other’ way. It is often possible to re-engineer t he process so thatthose same activities can be performed ‘in parallel’, i.e. simultaneously.Postponement refers to the process by which the commitment of a productto its final form or location is delayed for as long as possible. Whendecisions on the final configuration or pack have to be made ahead ofdemand there is the inevitable risk that the products that are availableare not the ones the customer wants.The philosophy of postponement ideally would begin on the drawingboard so that products are designe d with late configuration inmind. The longer that products can remain as generic ‘work in progress’ then the more flexibility there will be to ensure the ‘rightproduct in the right place at the right time’.Chapter5 Strategic lead-time management5.1 The concept of lead timeFrom the customer’s viewpoint there is only one lead time: the elapsedtime from order to delivery. Clearly this is a crucial competitive variableas more and more markets become increasingly time competitive.Nevertheless it represents only a partial view of lead time. Just as important, from the supplier’s perspective, is the time it takes to convertan order into cash and, indeed, the total time that working capitalis committed from when materials are first procured through to whenth e customer’s payment is received.5.2 Logistics pipeline managementThe goals of logistics pipeline management are:●Lower costs●Higher quality●More flexibility●Faster response timesAn indicator of the efficiency of a supply chain is given by itsthroughput efficiency, which can be measured as:Value-addedtime*100End-to-end pipeline timeThroughput efficiency can be as low as 10 per cent, meaning that mosttime spent in a supply chain is non-value-adding time.5.3 The lead-time gapReducing logistics lead timeBottleneck managementImproving visibility of demandSummary:Time compression in the pipeline has the potential both to speed upresponse times and to reduce supply chain cost. The key to achievingthese dual goals is through focusing on the reduction of non-value-addingtime –and particularly time spent as inventory. Whereas in the past logisticssystems were very dependent upon a forecast, with all the problemsthat entailed, now the focal point has become lead-time reduction.Chapter6 The synchronous supply chain6.1 The role of information in the virtual supply chainFunctions of a logistics information system:Planning functionCo-ordination functionDatabaseCustomer servicecommunication functionControl function6.2 Implications for logisticsThe basic principle of synchronization is to ensure that all elements ofthe chain act as one and hence there must be early identification ofshipping and replenishment requirements and, most importantly of all,there must be the highest level of planning discipline.In a synchronous supply chain the management of in-bound materialsflow becomes a crucial issue.The idea of ‘stockless distribution centres’ or ‘cross-docking’enables a more frequent and efficient replenishment of product frommanufacture to individual stores.6.3 ‘Quick response’ logisticsWhat has made QR possible is thedevelopment of information technologyand in particular the rise ofInternet-enabled data exchange, bar coding, the use of electronic pointof sale (EPOS) systems with laser scanners and so on.Quick responseLess inventoryrequiredReducedlead timesLesspipelineinventoryLesssafety stockReducedforecastingerrorSummary:The key to supply chain responsiveness is synchronization.Synchronization implies that each entity in the network is closely connectedto the others and that they share the same information. In thepast there was often limited visibility, either upstream or downstream,meaning that organizations were forced to act independently, makingtheir own forecasts, and, as a result, i nevitably relying upon a ‘push’rather than a ‘pull’ philosophy.Chapter7 Managing the global pipeline7.1 The trend towards globalization in the supply chainFocused factoriesCentralization of inventoriesPostponement and localization7.2 Gaining visibility in the global pipelineSupply chain event management (SCEM) is the term given to theprocess of monitoring the planned sequence of activities along a supplychain and the subsequent reporting of any divergence from that plan.Ideally SCEM will also enable a proactive, even automatic, response to deviations from the plan.Chapter8 Managing risk in thesupply chain8.1 Why are supply chains more vulnerable?A focus on efficiency rather than effectivenessThe globalization of supply chainsFocused factories and centralized distributionThe trend to outsourcingReduction of the supplier base8.2 Understanding the supply chain risk profileSupply chain risk = Probability of disruption × ImpactThis audit shouldexamine potential risk to business disruptions arising from five sources: Supply riskDemand riskProcess riskControl riskEnvironmental risk8.3 Managing supply chain risk1.Understand the supply chain2.Improve the supply chain3.Identify the critical paths (nodes and links)4.Manage the critical paths5.Improve network visibility6.Establish a supply chain continuity team7.Work with suppliers and customers to improvesupply chain risk management proceduresSummary:All the evidence indicates that as markets become more volatile and thebusiness environment more turbulent, so supply chains become more vulnerableto disruption. Not all of the risk to supply chain continuity isexternal. Significant risk can be created as a result of management decisionsthat are taken on supply chain design and strategy.Chapter9 Overcoming the barriers tosupply chain integration9.1 Creating the logistics visionIdeally the logistics vision should be built around the simple issue of‘How do we intend to use logistics and supply chain management tocreate value for our customers?’The four elements of logistics-derived customer value highlightedpreviously are ‘Better, Faster, Cheaper, Closer’ and the criterion for agood logistics vision s tatement is that it should provide the roadmapfor how these four goals are to be achieved.9.2 Developing the logistics organizationThe horizontal organization has a number of distinguishing characteristics.It is:Organized around processesFlat and de-layeredBuilt upon multi-functional teamsGuided by performance metrics that are market-based9.3 BenchmarkingCompetitive benchmarking might simply be defined as the continuousmeasurement of the company’s products, services, processes andpractices against the standards of best competitors and other companieswho are recognized as leaders. The measures that are chosen forthe comparison must directly or indirectly impact upon customers’evaluation of the company’s performance.Identifying logistics performance indicatorsThe idea behind the balanced scorecard is thatthere are a number of key performance indicators –most of them probablynon-financial measures –that will provide management with abetter means of meeting strategic goals than the more traditional financiallyoriented measures.Step 1: Articulate logistics and supply chain strategy2: What are the measurable outcomes of success?3: What are the processes that impact these outcomes?4: What are the drivers of performance within these processes?In this framework the four key outcomes of success are suggested to be:Better, Faster, Cheaper, CloserSummary:internally integrated across functions and they are externally integratedwith upstream suppliers and downstream customers. Many companiesare impeded in their attempts to become more agile and responsivebecause of an entrenched functional structure. They manage functionsrather than processes and hence have a fragmented approach to themarketplace. It is also difficult for such firms to contemplate externalintegration when they lack internal integration.Chapter10Entering the era ofnetwork competition10.1 Seven major business transformationsFrom supplier-centric to customer-centricFrom push to pullFrom inventory to informationFrom transactions to relationshipsFrom ‘trucks and sheds’ to ‘end-to-end’ pipeline managementFrom functions to processesFrom stand-alone competition to network rivalry10.2 From 3PL to 4PL™Third-party logistics service providers are companies who provide arange of logistics activities for their clients. They might operate distributioncentres, manage the delivery of the product through theirtransport fleets or undertake value-adding services such as re-packing.The fourth-party logistics service provider was that because modern supply networksare increasingly global and certainly more complex, the capabilities tomanage the network probably do not exist in any one organization. Insuch situations, there is a need for an organization who can use itsknowledge of supply chains and specialist third-party service providersto manage and integrate the complete end-to-end supply chain.The 4PL™ would assemble a coalition of the ‘best of breed’ serviceproviders and – using its own information systems capability – ensure acost-effective and sustainable supply chain solution.Whether the 4PL™ be a joint venture or some other model there arefour key components that must be in place. These are:1. Systems architecture and integration skills2. A supply chain ‘control room’3. Ability to capture and utilize information and knowledge across the network4. Access to ‘best of breed’asset providers。
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理外文翻译——Supplychain
1 供应链管理理论、实践及未来的挑战供应链相关理论很明显大部分大部头文章的注意力日益增多的集中在供应策略、业务策略和供应链管理含义的确定上即通常集中在断言他们是什么这样的问题上。
当前所描绘的SCM规范是三个要素的结合体现象、惯例和未来的发展趋势。
现象争议来源于研究范围和侧重点的不同。
一些学者公开宣布他们使用的是供应链管理和采购术语的“同义词”Stuart1997其务实的态度可能会受到很大的赞扬但是与一个作用和一个过程的证明类似似乎某些时候会错过许多供应链或网络管理思路。
另一些人显然有更宽泛的理解举例来说精益供应的做法侧重于“汽车装配的采购活动及组成部分和组件系统制造商的供应活动”Lamming1996年183页。
因此莱明倾向于更广泛的“供应管理”概念。
一些采购供应链管理专家将SCM看作是与供应商的一种发展关系GiuniperoBrand1996年另一人则认为良好的供应管理还不够还要有一个额外的、更广泛、更综合、涵盖一切的系统这个系统包括采购、运输以及销售的最终用户Davis1993年。
在关于定义和描述的争论中我们最终还是返回重新定位专业和职能例如运行管理和物流学。
我们认同采用建构主义的价值探讨行动者本身如何从事有意义的决策而不是试着重新构建。
通过后面这种方法我们便有机会探讨理想的实践主义者和推动者之间的界限以及他们如何有关方面在诠释他们的首要目标、活动范围和职责分配。
这种做法的价值在于并不否认理论和模型在常规供应管理中的贡献。
惯例当从理论向解决办法转化时问题就出现了有利的属性经常归因于某些特点。
例如一个定义表明如果通过电子手段或网络连接的所有供应链能够促进物流和信息流有效和高效的流动那么都可以被认为是真正的时尚ChandrashekarSchary1999年27页 2 有些惯例特别是源于实践的方法具有优越性。
源于丰田公司及其供应商的IMVP引领的精益的生产方式可以说就是这种类型。
另一个例子也许是许多定制和敏捷性的例子Pine 1993年Goldman等1995年 Meier和Humphreys 1998。
物流与供应链管理【英文】
Judith Molka-Danielsen j.molka-danielsen@himolde.no http://home.himolde.no/~molka
Overview
Global value model for B2B systems (all) Logistics management/supply chain (ch10) Human Resource/support services (+ch10) Customer Relations Management (ch11) Manufacturing and process management (ch12) Financial management/EDI (+ch12)
LM-SCM Distribution Management
The distribution or demand chain is concerned with: – Speeding data acquisition – Controlling inventory, warehousing and shipping – Reducing paperwork It also includes invoice auditing and order tracking
B2B Inputs
Logistics Management
Manufacturing Process Management
Support Services Financiaer Management
Logistics Management Supply Chain Management
供应链管理ABC【外文翻译】
外文翻译The ABCs of Supply Chain Management Material Source：ABC The ABCs of Supply Chain Management 2010 Author：By Christopher Koch1.What is supply chain management?Supply chain management is the combination of art and science that goes into improving the way your company finds the raw components it needs to make a product or service, manufactures that product or service and delivers it to customers. The following are five basic components for supply chain management.Plan-This is the strategic portion of supply chain management. You need a strategy for managing all the resources that go toward meeting customer demand for your product or service. A big piece of planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers.Source-Choose the suppliers that will deliver the goods and services you need to create your product or service. Develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships. And put together processes for managing the inventory of goods and services you receive from suppliers, including receiving shipments, verifying them, transferring them to your manufacturing facilities and authorizing supplier payments.Make-This is the manufacturing step. Schedule the activities necessary for production, testing, packaging and preparation for delivery. As the most metric-intensive portion of the supply chain, measure quality levels, production output and worker productivity.Deliver-This is the part that many insiders refer to as "logistics." Coordinate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.Return-The problem part of the supply chain. Create a network for receiving defective and excess products back from customers and supporting customers who have problems with delivered products.For a more detailed outline of these steps, check out the nonprofit Supply-Chain Council's website at.2.What does supply chain management software do?Supply chain management software is possibly the most fractured group of software applications on the planet. Each of the five major supply chain steps previously outlined composes dozens of specific tasks, many of which have their own specific software. There are some large vendors that have attempted to assemble many of these different chunks of software together under a single roof, but no one has a complete package. Integrating the different software pieces together can be a nightmare. Perhaps the best way to think about supply chain software is to separate it into software that helps you plan the supply chain and software that helps you execute the supply chain steps themselves.Supply chain planning (SCP) software uses fancy math algorithms to help you improve the flow and efficiency of the supply chain and reduce inventory. SCP is entirely dependent upon information for its accuracy. If you're a manufacturer of consumer packaged goods for example, don't expect your planning applications to be very accurate if you can't feed them accurate, up-to-date information about customer orders from your retail customers, sales data from your retailer customers' stores, manufacturing capacity and delivery capability. There are planning applications available for all five of the major supply chain steps previously listed. Arguably the most valuable (and complex and prone to error) is demand planning, which determines how much product you will make to satisfy your different customers' demands.Supply chain execution (SCE) software is intended to automate the different steps of the supply chain. This could be as simple as electronically routing orders from your manufacturing plants to your suppliers for the stuff you need to make your products.For an expanded overview of this topic, read the Supply Chain Executive Summary.3.Do I need to have ERP software before I install supply chain software?This is a very controversial subject. You may need ERP if you plan to install SCP applications because they are reliant upon the kind of information that is stored in the most quantity inside ERP software. Theoretically you could assemble the information you need to feed the SCP applications from legacy systems (for most companies this means Excel spreadsheets spread out all over the place), but it can be nightmarish to try to get that information flowing on a fast, reliable basis from allthe areas of the company. ERP is the battering ram that integrates all that information together in a single application, and SCP applications benefit from having a single major source to go to for up-to-date information. Most CIOs who have tried to install SCP applications say they are glad they did ERP first. They call the ERP projects "putting your information house in order." Of course, ERP is expensive and difficult, so you may want to explore ways to feed your SCP applications the information they need without doing ERP first.SCE applications are less dependent upon gathering information from around the company, so they tend to be independent of the ERP decision. But chances are, you'll need to have the SCE applications communicate with ERP in some fashion. It's important to pay attention to SCE software's ability to integrate with the Internet and with ERP or SCP applications because the Internet will drive demand for integrated information. For example, if you want to build a private website for communicating with your customers and suppliers, you will want to pull information from SCE, SCP and ERP applications together to present updated information about orders, payments, manufacturing status and delivery.4.What is the goal of installing supply chain management software?Before the Internet came along, the aspirations of supply chain software devotees were limited to improving their ability to predict demand from customers and make their own supply chains run more smoothly. But the cheap, ubiquitous nature of the Internet, along with its simple, universally accepted communication standards have thrown things wide open. Now, theoretically anyway, you can connect your supply chain with the supply chains of your suppliers and customers together in a single vast network that optimizes costs and opportunities for everyone involved. This was the reason for the B2B explosion; the idea that everyone you do business with could be connected together into one big happy, cooperative family.Of course, the reality behind this vision is that it will take years to come to fruition. But considering that B2B has only been around for a few years, some industries have already made great progress, most notably consumer-packaged goods (the companies that make products that go to supermarkets and drug stores), high technology and autos.When you ask the people on the front lines in these industries what they hope to gain from their supply chain efforts in the near term, they will all respond with a single word: visibility. The supply chain in most industries is like a big card game. The players don't want to show their cards because they don't trust anyone else withthe information. But if they showed their hands they could all benefit. Suppliers wouldn't have to guess how much raw materials to order, and manufacturers wouldn't have to order more than they need from suppliers to make sure they have enough on hand if demand for their products unexpectedly goes up. And retailers would have fewer empty shelves if they shared the information they had about sales of a manufacturer's product in all their stores with the manufacturer. The Internet makes showing your hand to others possible, but centuries of distrust and lack of coordination within industries make it difficult.译文供应链管理ABC资料来源：供应链管理的基本状况，2010 作者：葛德华克里斯1．什么是供应链管理供应链是一种关于整合的科学和艺术，它主要探究提高企业采购生产商品所需的原材料、生产商品，并把它供应给最终顾客的效率的途径。
物流英语 unit 2 Supply Chain Management
• Some experts distinguish SCM from logistics, while others consider the terms to be interchangeable.
It is only few years that the firms have started to focus on logistics and SCM as a source of competitive advantage. There is a realization that no company can do better than its logistics system, which becomes even more important given that product life cycles are shrinking and competition is intense. Logistics and SCM today represents great challenge as well as tremendous opportunity for most firms.
• The definition one American professional association put forward is that SCM encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management activities.
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Economy globalization and electronic commerce have heightened the strategic importance of SCM and created new opportunities for using supply chain strategy and planning as a competitive tool.
供应链下的多级存货管理外文文献
供应链下的多级存货管理外文文献1、IntroductionIn today's globalized and interconnected business environment, supply chain management has become an essential component of enterprise success. One of the key elements of supply chain management is inventory management, which involves the effective management of inventory levels across multiple tiers of the supply chain. This article examines the concept of multi-level inventory management within the context of supply chain management and explores relevant literature from foreign sources.2、Supply Chain Management and Inventory ManagementSupply chain management involves the integration and coordination of various activities across all levels of a supply chain, from suppliers to manufacturers, distributors, and consumers. Inventory management, specifically, refers to the effective management of inventory levels in order to meet demand while minimizing costs and risks. It involves theidentification of demand patterns, the determination of appropriate inventory levels, and the implementation of policies and procedures to ensure that inventory is rotated and utilized effectively.3、Multi-Level Inventory Management in the Supply ChainMulti-level inventory management refers to the management of inventory across multiple tiers or levels within a supply chain. It involves the coordination and synchronization of inventory levels across different stages of the supply chain to ensure efficient flow of goods and materials. By managing inventory at multiple levels simultaneously, enterprises can optimize overall inventory levels while ensuring that each tier of the supply chain is able to meet demand.4、Foreign Literature Review on Multi-Level Inventory ManagementA review of foreign literature on multi-level inventory management reveals a growing body of research on this topic. Studies have focused on various aspects of multi-levelinventory management, including demand forecasting, inventory policies, and supply chain coordination. Notably, research has shown that multi-level inventory management can significantly improve overall supply chain performance by reducing costs and increasing efficiency.5、ConclusionThe concept of multi-level inventory management within the context of supply chain management has gained significant attention in recent years. A review of foreign literature suggests that effective multi-level inventory management can lead to significant improvements in overall supply chain performance by optimizing inventory levels across different stages of the supply chain. Enterprises that adopt multi-level inventory management strategies can expect to achieve cost savings, increased efficiency, and a more robust supply chain overall.6、Recommendations for Future ResearchDespite the growing body of research on multi-level inventorymanagement, there are still several areas that require further exploration. Future research could focus on developing more advanced demand forecasting techniques to improve accuracy and reduce demand uncertnty. Additionally, studies could investigate novel inventory policies and strategies that can further optimize inventory levels across different tiers of the supply chn. Finally, research could also examine the role of technology in supporting multi-level inventory management, including the use of artificial intelligence, big data analytics, and other emerging technologies.供应链管理外文翻译供应链管理是一种全面的管理方法，旨在优化供应链的运作，提高效率和竞争力。
(完整word版)供应链管理外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goodswarehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of the supply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chain depends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2007, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines in inventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay for it. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supply chain profitability.Supply chain profitability is the total profit to be shared across all supply chainstages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction in overall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain. Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared totheir Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distribute locally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smaller deliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknessesin their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt its performance. Dell Computer is another example of a company that had to revise its supply chain design in response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2010 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理外文翻译
供应链管理外文翻译Supply Chn ManagementIntroduction Supply chn management (SCM) is the strategic and operational management of the series of processes involved in moving a product or service from concept to final consumption. It includes the coordination and integration of supply, demand, raw materials, production, distribution, and最终 consumption. The goal of SCM is to create a seamless flow of information, materials, and finances from suppliers to customers, increasing efficiency, reducing costs, and improving service. Key Concepts1、Supply Chain: The series of businesses and organizations that are involved in the production and delivery of a product or service, including suppliers, manufacturers, warehouses, transportation companies, and retailers.2、Demand Management: The process of forecasting and managing customer demand to ensure that supply meets demand. This involves analyzing sales data, market research, and communication with customers to understand their needs.3、Logistics Management: The coordination and management of the transportation, storage, and inventory of goods from suppliers to customers. Logistics management aims to optimize transportation costs, reduce inventory, and ensure on-time delivery.4、Procurement Management: The process of purchasing the raw materials, components, and services required for production. It involves developing relationships with suppliers, negotiating prices, and ensuring quality and delivery.5、Information Management: The process of collecting, sharing, and using information throughout the supply chain. This includes the flow of orders, shipments, payments, and product information between businesses.6、Collaboration: The cooperation and communication between supply chain partners to achieve shared goals. This requires open communication, trust, and the sharing of data and resources.7、Continuous Improvement: The practice of constantly seeking to improve processes, reduce waste, and increase efficiency. It requires regular analysis of supply chain performance dataand the implementation of effective changes based on identified opportunities for improvement.Benefits SCM can provide significant benefits to businesses and their customers:1、Improved Efficiency: By optimizing supply chain processes and removing bottlenecks, SCM can increase operational efficiency and reduce costs.2、Enhanced Customer Satisfaction: SCM ensures that products are delivered promptly, accurately, and to the desired quality standards, resulting in satisfied customers.3、Increased Flexibility: SCM allows businesses to quickly adapt to changes in market conditions, customer demand, and supply.4、Reduced Risk: SCM improves the visibility and manageability of supply chain operations, which helps businesses identify and address potential risks before they become problems.5、Enhanced Competitiveness: Effective SCM can help businesses reduce costs, improve delivery times, and provide better quality products, which can provide a competitive advantage inthe market.Conclusion Supply chn management is critical for businesses today as it involves the entire process of moving products or services from concept to final consumption. By optimizing supply chn processes, improving collaboration, and continuously seeking improvement, businesses can achieve increased efficiency, customer satisfaction, flexibility, reduced risk, and enhanced competitiveness. Therefore, effective SCM is essential for businesses to remn competitive in today's rapidly changing global marketplace.。
供应链管理外文文献著作
供应链管理外文文献著作以下是几本关于供应链管理的外文文献著作：1. "Supply Chain Management: Strategy, Planning, and Operation"，作者：Sunil Chopra和Peter Meindl这本书是供应链管理领域的经典教材，涵盖了供应链战略、规划和运营等方面的内容，适合供应链管理专业人士和学生阅读。
2. "Designing and Managing the Supply Chain: Concepts, Strategies, and Cases"，作者：David Simchi-Levi、Philip Kaminsky和Edith Simchi-Levi这本书介绍了供应链设计和管理的概念、策略和案例，重点在于如何优化供应链的结构和运作，实现高效的供应链管理。
3. "Supply Chain Management: A Logistics Perspective"，作者：John J. Coyle、C. John Langley Jr.、Brian Gibson和Robert A. Novack这本教材强调供应链管理的物流视角，讨论了物流和运输、库存管理、采购、供应链信息系统等方面的内容，适合对物流及其在供应链中的角色感兴趣的读者。
4. "Supply Chain Management: Strategy, Planning, and Operations"，作者：A. A. G. Gunasekaran这本书通过案例研究等方式详细介绍了供应链管理的策略、规划和运营等方面，强调了新技术和全球化对供应链管理的影响。
5. "Supply Chain Management: Concepts, Techniques and Practices: Enhancing the Value Through Collaboration"，作者：M. Raisinghani这本书探讨了供应链管理的概念、技术和实践，着重介绍了供应链合作对增加价值的作用，适合对供应链合作和价值创造感兴趣的读者。
scm供应链管理-MIT的物流与供应链管理英文79页 精品
Source: Forrester
Traditional Adaptive
Source: Forrester
What to do ?
• Understand customer need • Monitor supply availability • Manage supply chain partner performance • Decentralize problem solving • Monitor corrective actions and feedback • Include macro-economic indicators
BODY SCANNER BY TC2
Invasion of the Body Scanners
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PERSONAL DIGITAL PROFILE
Retailer: What should we order for Fall ? Customer: How will I look in this dress? Manufacturer: What’s the next demand?
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外文文献及翻译-供应链管理系统(SCMS)
外文文献及翻译-供应链管理系统(SCMS)摘要本文介绍了供应链管理系统（SCMS）的概念、功能和优势。
供应链管理系统是一种集成的信息技术解决方案，旨在优化供应链的运作和管理。
通过实时跟踪和监控，SCMS可以实现供应链的可见性、协调和效率。
引言随着全球贸易的发展，供应链的复杂性和竞争性也在不断增加。
供应链管理系统的出现为企业提供了一种解决方案，可以有效地管理供应链中的各个环节，并提高整体效率和竞争力。
SCMS的概念和功能供应链管理系统（SCMS）是一种综合性的信息技术解决方案，用于管理和优化供应链的运作和管理。
其主要功能包括：1. 订单管理：SCMS可以帮助企业实现订单的自动化处理和跟踪。
从订单的生成到交付的整个过程可以通过SCMS进行监控和管理。
2. 库存管理：SCMS可以提供准确的库存信息，并帮助企业优化库存的管理和控制。
通过实时的库存监控和预测功能，企业可以避免库存过剩或缺货的问题。
3. 运输管理：SCMS可以协调和优化供应链中的运输活动。
通过实时的运输跟踪和路线规划，SCMS可以减少运输成本、提高运输效率，并及时解决运输中的问题。
4. 供应商管理：SCMS可以帮助企业管理供应商的信息和合作关系。
通过供应商评估和选择功能，企业可以选择最适合自身需求的供应商，并建立长期的合作关系。
SCMS的优势使用供应链管理系统（SCMS）可以带来以下几个优势：1. 提高运作效率：SCMS可以实现供应链的可见性，帮助企业实时了解各个环节的情况，并及时作出调整。
这样可以减少不必要的等待和浪费，提高整体运作效率。
2. 降低成本：通过优化库存管理和运输规划，SCMS可以帮助企业减少库存成本和运输成本。
此外，SCMS还可以提高供应链中各个环节的协同效率，进一步降低企业的成本。
3. 提升客户满意度：SCMS可以提供准确的订单跟踪和交付信息，帮助企业提高客户满意度。
客户可以实时了解订单的状态和预计到达时间，减少不确定性和等待时间。
第五章供应链管理下的物流管理
Logistics Management under the Supply Chain Management
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物流在中国
2007年上半年，全国社会物流总额33.8万亿元， 同比增长25.5%，增速比一季度提高1.7个百分 点。2007年上半年，物流业增加值完成7503亿 元，同比增长17.2%，增速比一季度提高0.5个 百分点，占服务业全部增加值的17.9%，同比 提高0.1个百分点。2007年上半年，中国社会物 流总费用为19541亿元，同比增长16.2%，增幅 比一季度提高0.9个百分点，比2006年同期提高 1.3个百分点。未来物流需求尤其是第三方物流 需求规模将越来越大，预测到2010年中国物流 行业的产值将达到12000亿元。（2007中国 GDP为246619亿）
二、物流管理涉及的主要内容
配送网络的设臵（Distribution Network Configuration） 生产计划(Production Planning) 库存控制(Inventory Control) 交叉转运(Cross Docking) 库存与运输整合(Integration of Inventory and Transportation) 车队管理(Vehicle Fleet Management) 运送路线(Truck Routing) 包装问题(Packing Problems) 限时发送(Delivery Time-windows) 上门收货与递送(Pickup and Delivery Systems)
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2.物流、商流、资金流、信息流的关系
商品流通的一般过程：商流
物流
资金流
英文版物流与供应链管理
Year 1999 Transportation
1980 GDP $2.88 trillion Logistics Cost $451 billion
15.7% of GDP Trans. Cost $214 billion
2007 GDP $13.84 trillion Logistics Cost $1398billion
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Market Distribution Operating Concerns
Market Distribution:
Activities related to providing customer service. Requires performing order receipt and processing, deploying inventories, storage and handling, and outbound transportation within a supply chain. Includes the responsibility to coordinate with marketing planning in such areas as pricing, promotional support, customer service levels, delivery standards, handling return merchandise, and life-cycle support. The primary market distribution objective is to assist in revenue generation by providing strategically desired customer service levels at the lowest total cost.
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。
供应链管理体系下的物流管理的外文翻译
毕业论文外文翻译题目On The Supply-Chain Management System of Logistics Management学生姓名学号所在学院管理学院专业班级工业工程指导教师2013 年 6 月 4 日供应链管理体系下的物流管理[摘要]供应链管理是一种有效的管理方法，而物流管理是供应链管理的重要组成部分。
物流是为实现商品价值，使物质实体从生产者到达消费者之间的物理性活动。
供应链管理体系下的物流管理是一种统一规划下的物流系统，它具有供应链的管理特征，表现出集成化优势，进一步带来了物流系统的敏捷性，更加有效地提高了企业的运作效率，使企业创造更大收益成为可能。
本文首先阐述了供应链管理和物流管理的基本概念，分析了供应链管理体系下的物流管理，并对应注意的问题进行了说明。
20世纪80年代，随着物流一体化由企业内部物流活动的整合转向跨越企业边界的不同企业间协作，供应链管理（Supply Chain Management，简称SCM）的概念应运而生。
能够真正认识并率先提出供应链管理概念的也是一些具有丰富物流管理经验和先进物流管理水平的世界级顶尖企业。
这些企业在研究企业发展战略的过程中发现，面临日益激烈的市场竞争，仅靠一个企业和一种产品的力量已不足以占据优势，企业必须与原料供应商、产品分销商和第三方物流服务者等结成持久、紧密的联盟，共同建设高效率、低成本的供应链，才可以从容面对市场竞争并取得最终胜利。
1供应链管理和物流管理的概念1、物流管理的概念物流管理有狭义和广义之分。
狭义的物流管理是指物资的采购、运输、仓储和配送等活动，是企业之间的一种物资流通活动。
广义的物流管理包括了生产过程中的物料转化过程，基于这种广义的物流管理，供应链管理也常常被人们认为即是物流管理。
物流管理与供应链管理具有相似性，但在管理范围、管理角度、组织内部关系等方面又有明显的区别。
由此可以看出，供应链管理源于物流管理，物流管理是供应链管理的重要内容，供应链管理的实效很大程度上取决于采购、运输、仓储和配送等物流作业环节的管理和运作状况。
物流管理英文版LogisticsManagement
style/colors in total
What needs to be done in order to make a sale?
• The branch of military science having to do with procuring, maintaining, and transporting material, personnel, and facilities - Dictionary
Logistics – different perspective
• Boeing only produced less then 10% part in this project. And he will assemble the parts in his own manufactory.
Example: Boeing 787
Rudder China
Wing Japan
• What is the basic support to this performance? • One answer is logistics • But, why?
The Immediate Supply Chain for an Individual Firm
Transportation
General Colin Powell Former Chairman, Joint Chiefs of Staff
“An army marches on its stomach!”
“Dr. Amy , the medical director of American Red Cross (ARC)’s regional blood center for the northern Ohio region located in Cleveland, was in low spirits. Following March, in which severe outdating of blood products had taken place, she was facing an extreme shortage of blood in April. The substantial outdating of blood products in March and their severe shortage in April had proved very costly. She reflected upon the ARC’s stated mission “of providing the highest quality blood components at the lowest possible cost.” She wondered if some changes in its blood
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毕业论文外文翻译题目 On The Supply-Chain Management System of Logistics Management学生姓名肖哲学号 0920054012所在学院管理学院专业班级工业工程091班指导教师张党利2013 年 6 月 4 日供应链管理体系下的物流管理[摘要]供应链管理是一种有效的管理方法，而物流管理是供应链管理的重要组成部分。
物流是为实现商品价值，使物质实体从生产者到达消费者之间的物理性活动。
供应链管理体系下的物流管理是一种统一规划下的物流系统，它具有供应链的管理特征，表现出集成化优势，进一步带来了物流系统的敏捷性，更加有效地提高了企业的运作效率，使企业创造更大收益成为可能。
本文首先阐述了供应链管理和物流管理的基本概念，分析了供应链管理体系下的物流管理，并对应注意的问题进行了说明。
20世纪80年代，随着物流一体化由企业内部物流活动的整合转向跨越企业边界的不同企业间协作，供应链管理（Supply Chain Management，简称SCM）的概念应运而生。
能够真正认识并率先提出供应链管理概念的也是一些具有丰富物流管理经验和先进物流管理水平的世界级顶尖企业。
这些企业在研究企业发展战略的过程中发现，面临日益激烈的市场竞争，仅靠一个企业和一种产品的力量已不足以占据优势，企业必须与原料供应商、产品分销商和第三方物流服务者等结成持久、紧密的联盟，共同建设高效率、低成本的供应链，才可以从容面对市场竞争并取得最终胜利。
1供应链管理和物流管理的概念1、物流管理的概念物流管理有狭义和广义之分。
狭义的物流管理是指物资的采购、运输、仓储和配送等活动，是企业之间的一种物资流通活动。
广义的物流管理包括了生产过程中的物料转化过程，基于这种广义的物流管理，供应链管理也常常被人们认为即是物流管理。
物流管理与供应链管理具有相似性，但在管理范围、管理角度、组织内部关系等方面又有明显的区别。
由此可以看出，供应链管理源于物流管理，物流管理是供应链管理的重要内容，供应链管理的实效很大程度上取决于采购、运输、仓储和配送等物流作业环节的管理和运作状况。
因此，物流管理是供应链管理发挥整体效益的前提和基础。
2、供应链和供应链管理的概念供应链是围绕核心企业，通过对信息流、物流、资金流的控制，从采购原材料、制成中间产品以及最终产品，由销售网络把产品送到消费者手中的将供应商、制造商、分销商和零售商直到最终用户连成一个整体的功能网链结构模式。
供应链管理是指人们在认识和掌握供应链各环节内在规律和相互联系的基础上，利用管理的计划、组织、指挥、协调、控制和激励职能，对产品生产和流通过程中各个环节所涉及的物流、信息流、资金流、价值流以及业务流进行的合理调控，以期达到最佳组合，发挥最大效率，以最小成本为客户提供最大价值的过程。
供应链管理是在满足服务水平需要的同时，为了使系统成本最小而采用的把供应商、制造商、仓库和商店有效结合成一体，并把正确数量的商品在正确时间配送到正确地点的一套方法。
供应链管理把对成本有影响和在满足顾客需求过程中起作用的每一方都考虑在内，从供应商、制造商、仓库、配送中心到零售商，甚至是供应商的供应商及客户的客户，其目的在于提高效率、降低成本。
供应链管理把企业管理的范畴从单个企业扩大到整个供应链并对之进行有效管理，通过信息共享将错失销售机会的可能性降到最低，减少整个供应链上的库存，降低操作成本，缩短交货时间，改善现金流量，将市场需求变化的风险降到最低。
2 供应链管理下物流管理的应用1、供应链管理在物流中应用的必然性物流系统是一个社会化系统，制约其发展的因素很多：不同消费区域的客户情况和环境条件，配送环节，物流成本，库存控制等等。
供应链管理应用于物流是一种统一规划下的物流系统，具有供应链的管理特征和集成化优势。
供应链管理中“业务流程重组”的思想使得作业流程快速重组能力极大提高，促进了物流系统的敏捷性，通过消除不增加价值的部分为供应链物流系统进一步降低成本和精细化运作提供了基本保障。
供应链是一个整体，合作性与协调性是供应链管理的重要特点。
在这一环境中的物流系统也需要无缝连接，它的整体协调性应得到强化，例如运输的货物要准时到达，顾客的需要才能及时得到满足。
采购的物资不能在途中受阻才会增强供应链的合作性，因此供应链物流系统获得高度的协调化是保证供应链获得成功的前提条件。
物流管理主要关注企业内部的功能整合，而供应链管理则是把供应链中的所有节点企业看作一个整体，强调企业之间的一体化，关注企业之间的相互关联。
物流管理是计划机制，而供应链管理是协商机制，是一个开放的系统，通过协调分享“需求与存货”的信息以减少或消除供应链成员之间的缓冲库存。
供应链管理的概念不仅仅是物流的简单延伸。
物流管理主要关注于组织内部对“流”的优化，而对供应链管理仅仅认识到进行内部整合的重要性是不够的。
所以，供应链应用于物流不但优化了传统的物流系统，更使物流系统向更高一级发展，使物流的支链变大变广，使供应链管理发挥最佳效果。
2、供应链管理体系下物流管理的特点物流管理是供应链管理的一个重要组成部分，其显著特点就是整体性。
供应链管理过程中的信息传递很重要，其信息传递是在企业间逐级进行的，信息偏差也会沿着传递方向逐级变大，难免会出现信息失真，信息的利用率随之降低。
另外，一般环境下的物流管理缺乏整体规划的观念，链上的每个组织只关心自己的资源（如库存），相互之间很少有沟通和合作。
这经常导致一方面库存不断增加，另一方面当市场需求出现时又无法满足，因而企业库存成本很高，企业间因为物流系统不善而错失市场机遇。
在供应链管理体系下，各环节之间是战略合作关系，具有利益一致性，各方的信息交流不受时间和空间的限制，信息的流量增加，信息的传递方式实现网络化，进而各方提高了在信息共享的程度，避免了信息的失真现象。
除此以外，供应链管理体系下的物流管理还有以下特点。
（1）提高了物流系统的快速反应能力。
供应链管理以Internet作为技术支撑，其成员企业能及时获得并处理信息，通过消除不增加价值的程序和时间进一步降低供应链的物流系统的成本，为实现其敏捷性、精细性运作提供基础性保障（2）增进了物流系统的无缝连接。
无缝连接是使供应链获得协调运作的前提条件，没有物流系统的无缝连接，顾客需求得不到及时的满足、物资采购中途受阻等等而造成的有形成本和无形成本的增加会使供应链的价值大打折扣。
（3）提高了顾客的满意度。
在供应链管理体系下，企业能够迅速把握顾客的现有和潜在（一般和特殊）需求，使企业的供应活动能够根据市场需求而变化。
这样企业能比竞争对手更快、更经济地将商品或服务供应给顾客，极大地提高了服务质量和顾客满意度。
（4）物流服务方式的多样化。
随着现代信息技术和物流技术的不断发展，物流服务方式日益表现出灵活多样的特点。
为了适应国际化经营的要求，出现了发生在不同国家间的国际物流、专门从事物流服务的第三方物流企业及进行联合库存管理的分销中心等等。
3、供应链管理体系下物流管理的功能（1）库存管理。
通过库存管理缩短订货—运输—支付的周期，加速库存周转，减少及消除缺货事件的发生，有利于整个供应链的协调和运转。
（2）订购管理。
订购是给供应商发出订单的过程，主要包括供应商管理、订购合同管理及订购单管理。
通过供应链管理，企业可利用配销单据等对整个补充网络制定计划，并向供应链自动发出订货单，通过合同管理在供需双方建立长期关系，通过检查订购数量将订购单送达供应商并对已接收货物进行支付。
（3）配销管理。
对进入分销中心的物资，其管理过程主要有以下几个方面：配销需求管理、实物库存管理、运输车队管理、劳动管理等。
（4）仓库管理。
仓库管理除了入库货物的接运、验收、编码、保管及出库货物的分拣、发货、配送等一般业务外，还包括代办购销、委托运输、流通加工、库存控制等业务。
4、如何协调供应链管理和物流的关系物流是供应链的重要组成部分，并贯穿于整个供应链，连接供应链中的各个环节，成为企业合作的纽带。
在制定供应链物流战略的过程中，一般需要注意以下问题：要对客户进行细分，对不同类型的客户确定相应的客户服务水平，如订货周期、运输方式库存水平等；要根据销售情况对产品进行分组，针对每一类别的产品可以采取不同的策略。
定单录入、定单执行及交货作业处理占物流活动很大比例，因而需要通过技术和管理使整个供应链的物流流程更有效率，特别是对于成员企业间的接口部位，通过集成能剔除多余工作流，提高物流效益。
各个成员企业应通过改善合作关系、使用现代管理手段和技术来实现准确预测、信息共享，从而减少不确定性因素带来的负面影响。
供应链与物流有着密切联系，在现阶段如何协调物流与供应链的相互关系，已经成为管理方向的一个重要研究课题。
只有协调好物流和供应链的相互关系，才能使企业更有条理、更有针对性地进行配置、调控，应用更加适应企业发展的管理模式，使企业获得更大的效益。
3 总结供应链管理在物流中的应用已经得到了广泛认同，如沃尔玛公司的销售配送系统计划、台湾雀巢与家乐福的VMI计划等，这些供应链管理环境下的物流更加具有实效性和成效性。
企业通过供应链管理环境下的物流来建立新的企业管理模式，克服了传统物流的缺陷，更适应企业发展，更能为企业降低成本、创造利润。
On The Supply-Chain Management System ofLogistics ManagementAbstract supply chain management is an effective management methods, and logistics management supply chain management is an important component of the. Logistics is to achieve the commercial value, so that material entities to reach consumers from the producers of physical activities. Supply chain management system of logistics management is a uniform planning, logistics system, it has the characteristics of supply chain management, to demonstrate the advantages of integrated and further brought agility logistics system more effectively to improve the operation of the enterprise efficiency, enabling enterprises to create more revenue possible. In this paper, on supply chain management and logistics management of the basic concepts, analysis of supply chain management system, logistics management, and the corresponding attention to the issues described.20th century 80's, with the integration of logistics activities by the internal integration of logistics enterprises across the border towards the different business-to-business collaboration, supply chain management (Supply Chain Management, referred to as SCM) concept came into being. Can truly understand and first proposed the concept of supply chain management are also a number of rich experience and advanced logistics management logistics management level of the top world-class enterprise. These enterprises in the process of enterprise development strategies found that facing the increasingly fierce competition in the market, relying on an enterprise and the strength of a product no longer sufficient to take advantage, enterprises must be consistent with raw material suppliers, product distributors and third-party logistics services, such as to form a lasting and close alliance to build an efficient, low-cost supply chain, we can easily face the competition in the market and achieve final victory.1 supply chain management and logistics managementthe concept of logistics managementLogistics management of the narrow and broad points. The narrow sense refers to material logistics management of the procurement, transportation, warehousing and distribution activities, is a material flow between activities. A broad sense including the logistics management of production materials in the process of transformation process, sucha broad-based logistics management, supply chain management are often considered of logistics management. Logistics management and supply chain management has a similar, but in the management of the scope of management, organization of internal relations and a clear distinction. From here we can see, supply chain management from logistics management, logistics, supply chain management is an important aspect of management, supply chain management depends largely on the effectiveness of procurement, transportation, warehousing and distribution operations and other aspects of logistics management and operation of situation. Therefore, the logistics management of supply chain management is to play the overall effectiveness of the prerequisite and foundation.supply chain and supply chain management conceptSupply chain is organized around the core businesses, through the flow of information, logistics, capital flow controls, from procurement of raw materials, intermediate products into final products, as well as from sales of network products to consumers will be suppliers, manufacturers, sub - and retailers sell until the end-users even as a function of the overall network chain structure.Supply chain management refers to people in understanding and mastering the supply chain and inter-linkages inherent laws, based on the use of the management of the planning, organization, command, coordination, control and incentive function, production and circulation of products in all aspects of the process involved in logistics, information flow, capital flow, the value of stream flow, as well as a reasonable business regulation to achieve the best combination for maximum efficiency and minimum cost to provide customers with maximum value of the process.Supply chain management is the need to meet the level of service at the same time, in order to minimize system cost while the use of suppliers, manufacturers, warehouses and shops effectively combine into one, and the number of the correct time in the right distribution of goods to the correct location of a sets of methods. Supply chain management and the impact on the cost to meet customer needs in the course of the role of each party are taken into account, from suppliers, manufacturers, warehouses, distribution centers to retailers, suppliers and even suppliers and customers customers, the aim is to improve efficiency and reduce costs. Supply chain management to business management from a single business area expanded to the entire supply chain for effective management and, through information-sharing will be the possibility of missed sales opportunities to a minimum, the entire supply chain to reduce inventory, lower operating costs, shorten delivery times, improve cash flow, changes in market demand to minimize the risk.2 under the management of supply chain logistics management applicationSupply chain management applications in the logistics of the inevitability ofLogistics system is a socialized system, constraining the development of a number of factors: different consumer customers and the regional environmental conditions, distribution links, logistics costs, inventory control and so on. Applies to the logistics supply chain management is a kind of uniform planning, logistics systems, supply chain management with the features and advantages of integration. Supply Chain Management "Business Process Re-engineering" the idea of making rapid restructuring processes have greatly improved the ability to promote the logistics system agility, not to increase the value by removing part of the supply chain logistics system to furtherreduce operation cost and provides a fine basic security.Supply chain as a whole, cooperation and coordination of supply chain management is an important feature. In this environment a seamless logistics system also needs to connect, and its overall coordination should be strengthened, such as transportation of goods to arrive on time, customer needs can be met in time. Procurement of goods will not be hindered in the way of cooperation to strengthen supply chain, therefore, supply chain logistics system is a high degree of coordination of the supply chain to ensure that the prerequisite for success.Major concerns of logistics management functions of the enterprise integration, and supply chain management is the supply chain enterprises in all nodes as a whole, emphasizing the integration between enterprises, concern about the linkages between enterprises. Logistics management is the planning mechanisms, and supply chain management is a consultative mechanism, is an open system, by coordinating the sharing of "demand and inventory" of information in order to reduce or eliminate the supply chain between the members of the buffer stock. The concept of supply chain management is not just a simple extension of the logistics. Major concerns of logistics management in the organization of "flow" of the optimization of supply chain management is only recognized the importance of internal integration is not enough. Therefore, supply chain logistics not only applies to the traditional logistics optimization systems, logistics systems more so to a higher level, so the logistics of the branched-chain variable change widely, so that supply chain management to play the best results.supply chain management system, the characteristics of logistics managementLogistics management of supply chain management is an importantpart of a distinctive feature is its holistic. Supply chain managementin the process of information transmission is very important, the information transmission is carried out by inter-enterprise level, information transmission along the direction of deviation will become larger level, information will inevitably lead to some distortion, decreased utilization of information. In addition, the general environment of the logistics management concept of the lack of overall planning, each chain is concerned only about their own organizational resources (such as inventory), there is little communication between each other and co-operation. Stock on the one hand, this often resultedin increased demand on the other hand, when the market can not meet Again, and the high costs of inventory, business-to-business logistics system because of poor market opportunities missed. In supply chain management system, the link between the strategic and cooperative relations with the interests of consistency, the parties to the exchange of information from the constraints of time and space, increase the flow of information, means of information transmission network, which the parties increased the degree of information sharing, to avoid distortion of information. In addition, supply chain management system, logistics management have the following characteristics.(1) To improve the logistics system's rapid response capability. Supply chain management to Internet as a technical support, its members and businesses can receive timely processing of information, by eliminating non-value added procedures and time to further reduce supply chain costs of the logistics system, in order to achieve its agility, precision and provide a basis for the operation of protection.(2) To promote the seamless logistics system. Is to enable seamless supply chain was a prerequisite for co-operation, there is no seamless logistics system, customer demand can not be timely met, the procurement of goods and so on caused by the middle of blocked tangible costs and intangible costs will increase in the supply of greatly reduced the value chain.(3)Improved customer satisfaction. In supply chain management system, enterprises can quickly grasp the current and potential customers (the general and special) needs of the supply business activities change according to market demand. Such enterprises to more quickly than competitors, more economical to supply goods or services to customers, which greatly improved the quality of service and customer satisfaction.(4) The diversification of logistics services. With modern information technology and the continuous development of logistics technology, logistics services is increasingly being demonstrated by the characteristics of flexible and diverse. In order to adapt to the requirements of international operations, there has been occurred in the different countries, international logistics, logistics services, specializing in third-party logistics companies and a joint inventory management and so the distribution center.●supply chain management system, the functions of logistics management(1) inventory management. Order to shorten the adoption of inventory management - Transport - to pay cycle, accelerate inventory turnover, reduce and eliminate out-of-stock events, the whole supply chain coordination and operation.(2) order management. Order is issued orders to the supplier's process, including supplier management, order management and order management contract. Through the supply chain management, businesses can use documents such as distribution networks throughout the plan to add to the supply chain orders automatically, through contract management in both long-term relationship of supply and demand, order by checking the number of purchase orders and service providers have to pay to receive the goods.(3) Distribution Management. Access to the material distribution center, the management process in the following areas: demand management and distribution, physical inventory management, transportation fleet management, labor management.(4) warehouse management. Warehouse management in addition to storage of transported goods, inspection, coding, storage and sorting out the library of goods, shipping, distribution and other general business, also includes the purchase and sale agency, commissioned by the transport, distribution processing, inventory control services.●how to coordinate supply chain management and logistics of the relationship betweenSupply chain logistics is an important component of, and throughout the supply chain, supply chain to connect all aspects ofenterprise cooperation. In the development of the logistics supply chain strategy, the general need to pay attention to the following issues: broken down to the customers of different types of customers to determine the appropriate level of customer service, such as the order cycle, mode of transport, such as inventory levels; to be on the basis of sales products division, for each category of products can take a different strategy. Order entry, order execution and delivery logistics operations accounting for a large proportion of activities, thus the need for technology and management through the entire logistics supply chain process more efficient, especially for members of the interface between business areas, by integrating the work to remove redundant flow, improve the logistics efficiency. All member enterprises should improve cooperation, the use of modern management tools and technology to achieve accurate prediction, information sharing, thus reducing the uncertainties brought about negative effects.Supply chain and logistics are closely linked, at this stage, how to coordinate logistics and supply chain relationship between the management direction has become an important research topic. Only to coordinate logistics and supply chain relationship between the companies to make more structured and more targeted to configure, control, application of more suitable management model for enterprise development to enable greater business efficiency.3 sum upIn the logistics supply chain management application has been widely recognized, such as Wal-Mart's sales distribution system, Nestle and Carrefour Taiwan's VMI program, the supply chain management logistics environment more effective and the effectiveness of sex. Through supply chain management logistics environment to create a new business management model, to overcome the traditional shortcomings of the logistics, but also to adapt to enterprise development, but also reduce costs for enterprises to create profits.欢迎您的下载，资料仅供参考！。