供应链英文论文原文+翻译5000字Word下载.docx

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课程名称供应链论文翻译

马X班级工业13-X班

学号01X日期2016.5.11

成绩教师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

Owingtointensecompeti