供应链下的采购外文翻译Word文档格式.docx

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原文

IntroductiontoSupplyChainManagement

MaterialSource:

Purchasingandsupplychainmanagement,South-westenCollegePublishing,2001

Author:

MonczkaR.Trent.RandHandfidld

TheEmergenceofSupplyChain

Managersinthelasttwodecadeshavewitnessedaperiodofchangeunparalleledinthehistoryoftheworld,intermsofadvancesintechnology,globalizationofmarkets,andstabilizationofpoliticaleconomies.Withtheincreasingnumberof"

world-class"

competitorsbothdomesticallyandabroad,organizationshavehadtoimprovetheirinternalprocessesrapidlyinordertoslaycompetitive.Inthe1960s-1970s,companiesbegantodevelopdetailedmarketstrategies,whichfocusedoncreatingandcapturingcustomerloyalty.Organizationsalsorealizedthatstrongengineering,design,andmanufacturingfunctionswerenecessaryinordertosupportthesemarketrequirements.Designengineershadtobeabletotranslatecustomerneedsintoproductandservicespecifications,whichthenhadtobeproducedatahighlevelofqualityandatareasonablecost.Asthedemandfornewproductsescalatedinthe1980s,manufacturingorganizationswererequiredtobecomeincreasinglyflexibleandresponsivetomodifyexistingproductsandprocessesortodevelopnewonesinordertomeetever-changingcustomerneeds.Asmanufacturingcapabilitiesimprovedinthe1990s,managersrealizedthatmaterialandserviceinputsfromsuppliershadamajorimpactontheirorganizations'

abilitytomeetcustomerneeds.Thisledtoanincreasedfocusonthesupplybaseandtheorganization’ssourcingstrategy.Manageralsorealizedthatproducingaqualityproductwasnotenough.Gettingtheproductstocustomerswhen,where,how,andinthequantitythattheywant,inacost-effectivemanner,constitutedanentirelynewtypeofchallenge.Morerecently,theeraofthe"

LogisticsRenaissance"

wasalsoborn,spawningawholesetoftime-reducinginformationtechnologiesandlogisticsnetworksaimedatmeetingthesechallenges.

Asaresultofthesechanges,organizationsnowfindthatitisnolongerenoughtomanagetheirorganizations.Theymustalsobeinvolvedinthemanagementofthenetworkofallupstreamfirmsthatprovideinputs（directlyorindirectly）,aswellasthenetworkofdownstreamfirmsresponsiblefordeliveryandafter-marketserviceoftheproducttotheendcustomer.Fromthisrealizationemergedtheconceptofthe"

supplychain"

.

TheDefinitionofSupplyChainManagement

Thesupplychainactivitiesencompassallassociatedwiththeflowandtransformationofgoods,theflowofinformationfromtherawmaterialssuppliertotheenduser,aswellasthereverseflowofmaterialsandinformationinthesupplychain.

Supplychainmanagementistheintegrationoftheseactivitiesthroughimprovedsupplychainrelationships,toachieveasustainablecompetitiveadvantage.

Inthisdefinition,thesupplychainincludesthemanagementofinformationsystems,sourcingandprocurement,productionscheduling,orderprocessing,inventorymanagement,warehousing,customerservice,andafter-marketdispositionofpackagingandmaterials.Thesuppliernetworkconsistsofallorganizationsthatprovideinputs,eitherdirectlyorindirectly,tothefocalfirm.Forexample,anautomotivecompany*ssuppliernetworkincludesthethousandsoffirmsthatprovideitemsrangingfromrawmaterialssuchassteelandplastics,tocomplexassembliesandsubassemblies.Agivenmaterialmaypassthroughmultipleprocesseswithinmultiplesuppliersanddivisionsbeforebeingassembledintoavehicle.Asupplierforthiscompanyhasitsownsetofsuppliersthatprovideinputs（calledsecond-tiersuppliers）thatarealsopartofthissupplychain.Thebeginningofasupplychaininevitablycanbe（racedbackto"

Motherearth"

;

thatis,theultimateoriginalsourceofallmaterialsthatflowthroughthechain（e.g.,ironore,coal,petroleum,wood,etc.）.Supplychainsareessentiallyaseriesoflinkedsuppliersandcustomers;

everycustomerisinturnasuppliertothenextdownstreamorganizationuntilafinishedproductreachestheultimateenduser.

TheComponentsofSupplyChainfromtheFocalFirm’sPerspective

Itisimportanttonotethatfromthefocalfirm’sperspective,thesupplychainincludesinternalfunctions,upstreamsuppliers,anddownstreamcustomers.Afirm'

sinternalfunctionsincludethedifferentprocessesusedintransformingtheinputsprovidedbythesuppliernetwork.Inthecaseofanautomotivecompany,thisincludesallofitspartsmanufacturing（e.g.,stamping,powertrain,andcomponents）,whichareeventuallybroughttogetherintheirfinalassemblyoperationsintoactualautomobiles.Thiscoordinationandschedulingoftheseinternalflowsisverychallenging,particularlyinalargeorganizationsuchasanautomotivecompany-Forexample,orderprocessingmanagersarere