供应链英文论文原文翻译5000字

《供应链英文论文原文翻译5000字》由会员分享，可在线阅读，更多相关《供应链英文论文原文翻译5000字（12页珍藏版）》请在装配图网上搜索。

1、- 中国矿业大学矿业工程学院 论文翻译 课程名称供给链论文翻译 马* 班级工业13-*班 ** 01* 日期 成绩教师李* Introduction to supply chain concepts Firms can no longer effectively pete in isolation of their suppliers and other entities in the supply chain. Interest in the concept of supply chain management has steadily

2、increased since the 1980s when panies saw the benefits of collaborative relationships within and beyond their own organization. A number of definitions have been proposed concerning the concept of “the supply chain〞 and its management. This paper defines the concept of the supply chain and discusses

3、 the evolution of supply chain management. The term does not replace supplier partnerships, nor is it a description of the logistics function. Industry groups are now working together to improve the integrative processes of supply chain management and accelerate the benefits available through succes

4、sful implementation. The petitive importance of linking a fir m’s supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supplychain management. Definition of supply chain Various definitions of a supply chain have been offered in the past s

5、everal years as the concept has gained popularity. The APICS Dictionary describes the supply chain as: 1 .the processes from the initial raw materials to the ultimate consumption of the finished product linking across supplier user panies; 2 and the functions within and outside a pany that enabl

6、e the value chain to make products and provide services to the customer (Co* et al., 1995). Another source defines supply chain as, the network of entities through which material flows. Those entities may include suppliers, carriers, manufacturing sites, distribution centers, retailers, and custome

7、rs (Lummus and Alber, 1997). The Supply Chain Council(1997) uses the definition: “The supply chain –a term increasingly used by logistics professionals – enpasses every effort involved in producing and delivering a final product, from the supplier’s supplier to the customer’s customer. Four basic pr

8、ocesses – plan, source, make, deliver – broadly define these efforts, which include managing supply and demand, sourcing raw materials and parts, manufacturing an assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the cus

9、tomer.〞 Quinn (1997) defines the supply chain as “all of those activities associated with moving goods from the raw-materials stage through to the end user. This includes sourcing and procurement, production scheduling, order processing, inventory management, transportation, warehousing, and custom

10、er service. Importantly, it also embodies the information systems so necessary to monitor all of those activities.〞 In addition to defining the supply chain, several authors have further defined the concept of supply chain management. As defined by Ellram and Cooper (1993), supply chain management

11、is “an integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer〞. Monczka and (1997) state that “integrated supply chain management is about going from the e*ternal customer and then managing all the processes that are needed to provide the custome

12、r with value in a horizontal way〞. They believe that supply chains, not firms, pete and that those who will be the strongest petitors are those that “can provide management and leadership to the fully integrated supply chain including e*ternal customer as well as prime suppliers, their suppliers, an

13、d their suppliers’ suppliers〞. From these definitions, a summary definition of the supply chain can be stated as: all the activities involved in delivering a product from raw material through to the customer including sourcing raw materials and parts, manufacturing and assembly, warehousing and in

14、ventory tracking, order entry and order management, distribution across all channels, delivery to the customer, and the information systems necessary to monitor all of these activities. Supply chain management coordinates and integrates all of these activities into a seamless process. It links all o

15、f the partners in the chain including departments within an organization and the e*ternal partners including suppliers, carriers, third-party panies, and information systems providers. Managers in panies across the supply chain take an interest in the success of other panies. They work together to m

16、ake the whole supply chain petitive. They have the facts about the market, they know a lot about petition, and they coordinate their activities with those of their trading partners. It enpasses the processes necessary to create, source, make to, and to deliver to demand. They use technology to gathe

17、r information on market demands and e*change information between organizations. A key point in supply chain management is that the entire process must be viewed as one system. Any inefficiency incurred across the supply chain (suppliers, manufacturing plants, warehouses, customers, etc.) must be as

18、sessed to determine the true capabilities of the process. Figure 1 describes the total integration required within the supply chain. Interest in supply chains Why has managing the supply chain bee an issue for the 1990s" In part, the answer lies in the fact that few panies continue to be vertical

19、ly integrated. panies have bee more specialized and search for suppliers who can provide low cost, quality materials rather than own their source of supply. It bees critical for panies to manage the entire network of supply to optimize overall performance. These organizations have realized that when

20、ever a pany deals with another pany that performs the ne*t phase of the supply chain, both stand to benefit from the other’s success. A second reason partially stems from increased national and international petition. Customers have multiple sources from which to choose to satisfy demand; locating

21、product throughout the distribution channel for ma*imum customer accessibility at a minimum cost bees crucial. Previously, panies looked at solving the distribution problem through maintaining inventory at various locations throughout the chain. However, the dynamic nature of the marketplace makes h

22、olding inventory a risky and potentially unprofitable business. Customers’ buying habits are constantly changing, and petitors are continually adding and deleting products. Demand changes make it almost a sure bet that the pany will have the wrong inventory. The cost of holding any inventory also me

23、ans most panies cannot provide a low cost product when funds are tied up in inventory. A third reason for the shift in emphasis to the supply chain is due to a realization by most panies that ma*imizing performance of one department or function may lead to less than optimal performance for the whol

24、e pany. Purchasing may negotiate a lower the price on a ponent and receive a favorable purchase price variance, but the cost to produce the finished product may go up due to inefficiencies in the plant. panies must look across the entire supply chain to gauge the impact of decisions in any one area.

25、 Advanced Manufacturing Research, a Boston-based consulting fir m, developed a supply chain model which emphasizes material and information flow between manufacturers and their trading partners (Davis, 1995). They believe the changes required by management are due to the following changes in how ma

26、nufacturers are doing business: • Greater sharing of information between vendors and customers. • Horizontal business processes replacing vertical departmental functions. • Shift from mass production to customized products. • Increased reliance on purchased materials and outside processing with

27、a simultaneous reduction in the number of suppliers. • Greater emphasis on organizational and process fle*ibility. • Necessity to coordinate processes across many sites. • Employee empowerment and the need for rules-based real time decision support systems. • petitive pressure to introduce new p

28、roducts more quickly. panies are streamlining all operations and minimizing the time-to-customer for their products. For these reasons, e*pertly managing the supply chain has bee critical for most panies. As Ralph Drayer, vice president of product supply/ customer service at Procter and Gamble put

29、 it, “Winning in the marketplace of the 1990s is going to require a far different kind of relationship--one that recognizes that the ultimate winners will be those who understand the interdependence of retailer/ manufacturer business systems and who work together to e*ploit opportunities to deliver

30、superior consumer value〞 (Drayer , 1994). Managers in panies across the supply chain take an interest in the success of the other panies. They work together to make the whole supply chain petitive. They have the facts about the market, they know a lot about petition, and they coordinate their activi

31、ties with those of their trading partners. They use technology to gather information on market demands and e*change information between organizations. Critical to managing the supply chain is managing the link between each node within the chain to synchronize the entire supply chain. History of the

32、 supply chain initiative The history of the supply chain initiative can be traced to early beginnings in the te*tile industry with the quick response program and later to efficient consumer response in the grocery industry. More recently a variety of panies across many industries have begun looking

33、 at the entire supply chain process. This section will discuss those early beginnings of the supply chain and some more recent success stories. Quick response, for general merchandise retailers and their suppliers Owing to intense petition in the te*tile and apparel industry world-wide, leaders in

34、 the US apparel industry formed the Crafted . With Pride in the USA Council in 1984 (Kurt Salmon Associates, Inc., 1993). In 1985, Kurt Salmon Associates were missioned to conduct a supply chain analysis. The results of the study showed the delivery time for the apparel supply chain, from raw mater

35、ial to consumer, was 66 weeks long, 40 weeks of which were spent in warehouses or in transit. The long supply chain resulted in major losses to the industry due to financing the inventory and lack of the right product in the right place at the right time. The result of this study was the developmen

36、t of the quick response (QR) strategy. QR is a partnership where retailers and suppliers work together to respond more quickly to consumer needs by sharing information. Significant changes as a result of the study were the industry adoption of the UPC code used by the grocery industry and a set of s

37、tandards for electronic data interchange (EDI) between panies. Retailers began installing point of sale (POS) scanning systems to transfer sales information rapidly to distributors and manufacturers. “QR ma*imizes the profitability of inventory by placing the pany’s dollars where and when they are n

38、eeded based on point of sale data plus sales history〞 (Mullin, 1994). QR incorporates marketing information on promotion, discounts, and forecasts into the manufacturing and distribution plan. Efficient consumer response, the grocery business initiative In 1992, a group of grocery industry leaders

39、 created a joint industry task force called the efficient consumer response (ECR) working group. The group was charged with e*amining the grocery supply chain to identify opportunities to make the supply chain more petitive (Kurt Salmon Associates Inc.,1993). Kurt Salmon Associates were engaged by t

40、he group to e*amine the grocery supplier/distributor/ consumer value-chain and determine what improvements in cost and service could be acplished through changes in technology and business practices. The results of the study indicated little change in technology was required to improve performance,

41、 other than further development of EDI and POS systems. However, the study identified a set of best practices which, if implemented, could substantially improve overall performance of the supply chain. As Kurt Salmon and Associates (1993) found: “By e*pediting the quick and accurate flow of informat

42、ion up the supply chain, ECR enables distributors and suppliers to anticipate future demand far more accurately than the current system allows〞. Through implementation of best practices they projected an overall reduction in supply chain inventory of 37 percent, and overall cost reductions in the in

43、dustry in the range of $24 to $30 billion. The successful adoption of ECR for a manufacturer depends on their ability to maintain manufacturing fle*ibility which enables them to match supply with demand. Key to this fle*ibility is a process that tightly integrates demand management, production sche

44、duling, and inventory deployment to allow the pany to better utilize information, production resources, and inventory (Weeks and Crawford, 1994). A further development from ECR was the concept of continuous replenishment (CRP).CRP is a move away from pushing product from inventory holding areas to

45、pulling products onto grocery shelves based on consumer demand (ECR Performance Measures Operating mittee, 1994). Point of purchase transactions are forwarded by puter to the manufacturer allowing them to keep the retailer replenished and balanced just-in-time. CRP has been introduced by a number o

46、f manufacturers (Garry, 1994). Procter & Gamble and Campbell soup are delivering as much as 30 to 40 percent of their volume by CRP. Ralston, General Mills and Pillsbury distribute about 10 percent by CRP. Estimates of improvements in performance with CRP include increasing inventory tur ns from 10

47、up to 50, reducing days of supply from 30 to 5 and increasing net margin from 5 percent to 7 percent. Other early supply chain initiatives Besides the apparel and grocery industry initiatives, other early manufacturing efforts to improve supply chain performance have been documented. Some of thes

48、e include: Hewlett-Packard, Whirlpool, Wal-Mart, West Co., Becton Dickinson, Ba*ter, and Georgia-Pacific Corp. A brief outline of their supply chain initiatives are described as follows. Hewlett-Packard The puter ponents manufacturer, systematically linked its distribution activities with its manu

49、facturing activities in the puter terminal business in the early 1990s (Hammell and Kopczak, 1993). The implementation included changes in both the physical distribution of the product, and a new distribution requirements planning (DRP) system. The DRP system nets customer orders with forecasts and

50、serves as the beginning pull in the supply chain. The appliance manufacturer, began its supply chain implementation with a team of e*ecutives in 1992 chartering this vision –“Winning panies will be those who e the closest to achieving an inter-enterprise pull system. They will be linked in a short

51、cycle response mode to the customer〞 (Davis, 1995). Whirlpool has created a new vice-president of logistics position, established cross-functional teams for key product areas, entered into single source agreements with suppliers based on reliability and the ability to assist in product design, and i

52、s using EDI to municate daily with suppliers all as part of its supply chain management program. As a result, product avail ability is up in the 90-95 percent range, inventories have been reduced by 15 to 20 percent and lead times reduced to as low as five days. Wal-Mart The pany began its own su

53、pply chain initiative by working directly with key manufacturers (Johnson and Davis, 1995).The manufacturers are responsible for managing Wal-Mart’s warehouse inventory of their products, termed vendor managed inventory (VMI). In return, Wal-Mart e*pects near 100 percent order fulfillment rates on t

54、hose products. KMart and other large retailers have implemented similar VMI programs. West Co., Becton Dickinson, and Ba*ter，Becton Dickinson Within the medical products industry, three firms engaged in supply chain relationships in the early 1990s (Battagia, 1994). West supplies rubber stoppers

55、to Becton Dickinson who supplies medical products to Ba*ter. Becton Dickinson implemented the program by assigning a senior-level e*ecutive officer with the responsibility to monitor supply chain e*ecution. Working together at all management levels the three panies have made improvements in quality

56、and service while at the same time reducing cycle times and costs. Georgia-Pacific Corp A leader in the manufacturing and distribution of building products in North America, Georgia-Pacific began implementing supply chain management practices within the decentralized operations of their pany (Bla

57、ckwell, 1994). Previously, traffic managers in each division controlled inbound and outbound shipments for their unit. Shipping priorities were fragmented and internal and e*ternal customers were not satisfied. A new centralized Transportation and Logistics Division was created to coordinate and str

58、eamline the distribution process. The new division looks at needs and priorities across the business units and has recognized savings to the pany in reduced freight costs and other logistics improvements of $20 million per year. Many other e*amples of panies implementing supply chain management con

59、cepts are available (Blaser and Westbrook, 1995; Cook and Rogowski, 1996; Semich, 1994). The vast interest in the topic indicates the concept has bee a key issue for a diverse group of panies who are taking steps to improve customer delivery and at the same time reduce overall costs. Better managing

60、 the supply chain also involves managing the marketing link to the supply chain and linking supply chain strategies to the overall pany strategy. Collaborative supply chain initiatives Recently, several industry collaborative groups have developed to research aspects of supply chain management. T

61、he findings of these groups should provide practitioners with guidelines for “best practices〞 in supply chain design and accelerate the implementations of these practices. In one year, the Supply Chain Council grew from 73 members to more than 300 of some of the world’s largest manufacturers. The C

62、ouncil has incorporated as a non-profit organization to provide services and support for further increasing its membership. The Council was for med to establish a framework to enable manufacturers and their suppliers to build a stronger supply chain and reap the benefits of improved supply chain man

63、agement. The Council is developing a supply chain operations reference model (SCOR) to assist panies in evaluating their supply chain performance, identifying weak areas, and developing improvement solutions (The Supply Chain Council, 1997). In another collaborative initiative, several leading manu

64、facturers joined with the National Institute of Standards and Technology (NIST) to create a new organization that will improve and standardize munication and business processes throughout manufacturing supply chains and to share the results with other interested firms. This group, the National Initi

65、ative for Supply Chain Integration (NISCI) was for med after a NIST study showed that an overwhelming majority of panies promising manufacturing supply chains are either small- or medium sized businesses that lack the resources of larger firms. With a consortium of businesses, non-profit groups, and

66、 academic institutions, the plan is to identify specific supply chain initiatives, then select teams of members to research and implement best practices (Anonymous, 1997). What the supply chain is not The definitions described and developed earlier and recent industry collaborative activities indicate that supply chain management is not a standalone process. Many supply chain efforts have fallen short of the potential advantages because the term is often viewed as only relating to the supply