供应链英文论文原文+翻译5000字.docx
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供应链英文论文原文+翻译5000字
中国矿业大学矿业工程学院
论文翻译
课程名称供应链论文翻译
姓名马X班级工业13-X班
学号01X日期2016。
5。
11
成绩教师李X
Introductiontosupplychainconcepts
Firmscannolongereffectivelycompeteinisolationoftheirsuppliersandotherentitiesinthesupplychain.Interestintheconceptofsupplychainmanagementhassteadilyincreasedsincethe1980swhencompaniessawthebenefitsofcollaborativerelationshipswithinandbeyondtheirownorganization。
Anumberofdefinitionshavebeenproposedconcerningtheconceptof“thesupplychain”anditsmanagement.Thispaperdefinestheconceptofthesupplychainanddiscussestheevolutionofsupplychainmanagement。
Thetermdoesnotreplacesupplierpartnerships,norisitadescriptionofthelogisticsfunction.Industrygroupsarenowworkingtogethertoimprovetheintegrativeprocessesofsupplychainmanagementandacceleratethebenefitsavailablethroughsuccessfulimplementation。
Thecompetitiveimportanceoflinkingafirm’ssupplychainstrategytoitsoverallbusinessstrategyandsomepracticalguidelinesareofferedforsuccessfulsupplychainmanagement。
Definitionofsupplychain
Variousdefinitionsofasupplychainhavebeenofferedinthepastseveralyearsastheconcepthasgainedpopularity。
TheAPICSDictionarydescribesthesupplychainas:
1。
theprocessesfromtheinitialrawmaterialstotheultimateconsumptionofthefinishedproductlinkingacrosssupplierusercompanies;
2andthefunctionswithinandoutsideacompanythatenablethevaluechaintomakeproductsandprovideservicestothecustomer(Coxetal。
,1995)。
Anothersourcedefinessupplychainas,thenetworkofentitiesthroughwhichmaterialflows。
Thoseentitiesmayincludesuppliers,carriers,manufacturingsites,distributioncenters,retailers,andcustomers(LummusandAlber,1997).TheSupplyChainCouncil(1997)usesthedefinition:
“Thesupplychain–atermincreasinglyusedbylogisticsprofessionals–encompasseseveryeffortinvolvedinproducinganddeliveringafinalproduct,fromthesupplier'ssuppliertothecustomer’scustomer。
Fourbasicprocesses–plan,source,make,deliver–broadlydefinetheseefforts,whichincludemanagingsupplyanddemand,sourcingrawmaterialsandparts,manufacturinganassembly,warehousingandinventorytracking,orderentryandordermanagement,distributionacrossallchannels,anddeliverytothecustomer。
”Quinn(1997)definesthesupplychainas“allofthoseactivitiesassociatedwithmovinggoodsfromtheraw—materialsstagethroughtotheenduser.
Thisincludessourcingandprocurement,productionscheduling,orderprocessing,inventorymanagement,transportation,warehousing,andcustomerservice.Importantly,italsoembodiestheinformationsystemssonecessarytomonitorallofthoseactivities.”
Inadditiontodefiningthesupplychain,severalauthorshavefurtherdefinedtheconceptofsupplychainmanagement.AsdefinedbyEllramandCooper(1993),supplychainmanagementis“anintegratingphilosophytomanagethetotalflowofadistributionchannelfromsuppliertoultimatecustomer”.Monczkaand(1997)statethat“integratedsupplychainmanagementisaboutgoingfromtheexternalcustomerandthenmanagingalltheprocessesthatareneededtoprovidethecustomerwithvalueinahorizontalway”。
Theybelievethatsupplychains,notfirms,competeandthatthosewhowillbethestrongestcompetitorsarethosethat“canprovidemanagementandleadershiptothefullyintegratedsupplychainincludingexternalcustomeraswellasprimesuppliers,theirsuppliers,andtheirsuppliers’suppliers”。
Fromthesedefinitions,asummarydefinitionofthesupplychaincanbestatedas:
alltheactivitiesinvolvedindeliveringaproductfromrawmaterialthroughtothecustomerincludingsourcingrawmaterialsandparts,manufacturingandassembly,warehousingandinventorytracking,orderentryandordermanagement,distributionacrossallchannels,deliverytothecustomer,andtheinformationsystemsnecessarytomonitoralloftheseactivities。
Supplychainmanagementcoordinatesandintegratesalloftheseactivitiesintoaseamlessprocess。
Itlinksallofthepartnersinthechainincludingdepartmentswithinanorganizationandtheexternalpartnersincludingsuppliers,carriers,third-partycompanies,andinformationsystemsproviders。
Managersincompaniesacrossthesupplychaintakeaninterestinthesuccessofothercompanies.Theyworktogethertomakethewholesupplychaincompetitive。
Theyhavethefactsaboutthemarket,theyknowalotaboutcompetition,andtheycoordinatetheiractivitieswiththoseoftheirtradingpartners.Itencompassestheprocessesnecessarytocreate,source,maketo,andtodelivertodemand.Theyusetechnologytogatherinformationonmarketdemandsandexchangeinformationbetweenorganizations。
Akeypointinsupplychainmanagementisthattheentireprocessmustbeviewedasonesystem。
Anyinefficiencyincurredacrossthesupplychain(suppliers,manufacturingplants,warehouses,customers,etc。
)mustbeassessedtodeterminethetruecapabilitiesoftheprocess.Figure1describesthetotalintegrationrequiredwithinthesupplychain.
Interestinsupplychains
Whyhasmanagingthesupplychainbecomeanissueforthe1990s?
Inpart,theanswerliesinthefactthatfewcompaniescontinuetobeverticallyintegrated。
Companieshavebecomemorespecializedandsearchforsupplierswhocanprovidelowcost,qualitymaterialsratherthanowntheirsourceofsupply.Itbecomescriticalforcompaniestomanagetheentirenetworkofsupplytooptimizeoverallperformance.Theseorganizationshaverealizedthatwheneveracompanydealswithanothercompanythatperformsthenextphaseofthesupplychain,bothstandtobenefitfromtheother'ssuccess.
Asecondreasonpartiallystemsfromincreasednationalandinternationalcompetition。
Customershavemultiplesourcesfromwhichtochoosetosatisfydemand;locatingproductthroughoutthedistributionchannelformaximumcustomeraccessibilityataminimumcostbecomescrucial.Previously,companieslookedatsolvingthedistributionproblemthroughmaintaininginventoryatvariouslocationsthroughoutthechain。
However,thedynamicnatureofthemarketplacemakesholdinginventoryariskyandpotentiallyunprofitablebusiness.Customers’buyinghabitsareconstantlychanging,andcompetitorsarecontinuallyaddinganddeletingproducts。
Demandchangesmakeitalmostasurebetthatthecompanywillhavethewronginventory.Thecostofholdinganyinventoryalsomeansmostcompaniescannotprovidealowcostproductwhenfundsaretiedupininventory。
Athirdreasonfortheshiftinemphasistothesupplychainisduetoarealizationbymostcompaniesthatmaximizingperformanceofonedepartmentorfunctionmayleadtolessthanoptimalperformanceforthewholecompany。
Purchasingmaynegotiatealowerthepriceonacomponentandreceiveafavorablepurchasepricevariance,butthecosttoproducethefinishedproductmaygoupduetoinefficienciesintheplant。
Companiesmustlookacrosstheentiresupplychaintogaugetheimpactofdecisionsinanyonearea。
AdvancedManufacturingResearch,aBoston—basedconsultingfirm,developedasupplychainmodelwhichemphasizesmaterialandinformationflowbetweenmanufacturersandtheirtradingpartners(Davis,1995).Theybelievethechangesrequiredbymanagementareduetothefollowingchangesinhowmanufacturersaredoingbusiness:
•Greatersharingofinformationbetweenvendorsandcustomers。
•Horizontalbusinessprocessesreplacingverticaldepartmentalfunctions。
•Shiftfrommassproductiontocustomizedproducts.
•Increasedrelianceonpurchasedmaterialsandoutsideprocessingwithasimultaneousreductioninthenumberofsuppliers.
•Greateremphasisonorganizationalandprocessflexibility。
•Necessitytocoordinateprocessesacrossmanysites。
•Employeeempowermentandtheneedforrules-basedrealtimedecisionsupportsystems。
•Competitivepressuretointroducenewproductsmorequickly。
Companiesarestreamliningalloperationsandminimizingthetime—to—customerfortheirproducts。
Forthesereasons,expertlymanagingthesupplychainhasbecomecriticalformostcompanies。
AsRalphDrayer,vicepresidentofproductsupply/customerserviceatProcterandGambleputit,“Winninginthemarketplaceofthe1990sisgoingtorequireafardifferentkindofrelationship——onethatrecognizesthattheultimatewinnerswillbethosewhounderstandtheinterdependenceofretailer/manufacturerbusinesssystemsandwhoworktogethertoexploitopportunitiestodeliversuperiorconsumervalue”(Drayer,1994).Managersincompaniesacrossthesupplychaintakeaninterestinthesuccessoftheothercompanies.Theyworktogethertomakethewholesupplychaincompetitive.Theyhavethefactsaboutthemarket,theyknowalotaboutcompetition,andtheycoordinatetheiractivitieswiththoseoftheirtradingpartners。
Theyusetechnologytogatherinformationonmarketdemandsandexchangeinformationbetweenorganizations.Criticaltomanagingthesupplychainismanagingthelinkbetweeneachnodewithinthechaintosynchronizetheentiresupplychain。
Historyofthesupplychaininitiative
Thehistoryofthesupplychaininitiativecanbetracedtoearlybeginningsinthetextileindustrywiththequickresponseprogramandlatertoefficientconsumerresponseinthegroceryindustry。
Morerecentlyavarietyofcompaniesacrossmanyindustrieshavebegunlookingattheentiresupplychainprocess。
Thissectionwilldiscussthoseearlybeginningsofthesupplychainandsomemorerecentsuccessstories.
Quickresponse,forgeneralmerchandiseretailersandtheirsuppliers
Owingtointensecompe
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