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
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