物流论文翻译.docx

1、物流论文翻译第四小组物流作业成员：王红霞 段梦媛 王玉红 王佳丽 于捷 钟兴雄 高尚 吕瀚洋供应链管理ABSTRACT(钟兴雄1）This paper presents, from the practitioners perspective, a definitive set of supply chain management principles and definitions. The familiar concepts of material and capacityplanning and control optimized locally inside the four unfam

2、iliar concepts of resource planning and control optimized globally from end-to-end across the enterprise. The business paradigm has changed from competition among vertically integrated firms to competition among multi-firm supply chains. The human side of supply chain relationships, the role of info

3、rmation technology as an enabler, and the organizational alignment maintained by proper performance measurement are also necessary to successfully integrate the multi-firm supply chain.摘要：这篇论文从实践的角度明确阐述了一系列供应链管理原则和定义。工厂中的常见概念：物料和能力计划，本地最优化控制均被扩展为较为陌生的概念-资源计划，公司间端到端的的全球化最佳控制。商业模式从纵向合并公司的竞争转为多公司供应链的竞争

4、。人在供应链中的角色，作为助推器的信息技术以及通过自身性能检测来维持的组织标准，所有这些对于多公司供应链的成功一体化都是必不可少的。INTRODUCTION.A COMPANY TALE（段梦媛）Business organizations, like people, go through life cycles. These organizations must learn how to perpetuate profit and growth, or else they will eventually die. In times of inflation profit without gr

5、owth will not allow for the natural expansion of the cost of goods sold, as labor demands higher wages and raw material providers command higher prices. Likewise, growth without profit cannot be sustained indefinitely. The lack of profit implies that new investment has stopped. Without new investmen

6、t productivity can not be improved; plant and equipment will ultimately wear out and become useless. The successful business organization figures out how to have both profit and growth.Consider one business organization, call it the firm, that has an historical track record of profit and growth. Thi

7、s firm has prospered for many years as a vertically integrated operation of low level fabrication, middle level subassembly, and high level final assembly and test. The firms supplier base is all located in the United States, and the firm is proud of its supplier management program which trimmed the

8、 number of active suppliers from more than 2000 to just under 1200. The firm ships its product directly to each of its loyal 330 domestic customers, and even uses its wholly owned fleet of trucks to service customers in a local twelve state area. The secret to the firms profit and growth has been it

9、s new product introduction program. This year fully half of the firms revenue comes from products that were introduced just three years ago. A number of great new products are on the drawing board for introduction later next year. The firm is starting to grapple with some disturbing trends. While pr

10、ofit is holding up, growth has become stagnate. A number of competitor companies with foreign sounding names are offering significantly lower prices on higher performance, higher quality products to the firms customers. The firm still has over 300 customer accounts, but the difference is that 85% of

11、 these customer accounts have turned over in the past twelvemonths to be replaced by new customers. These new customers are not as loyal to thefirm. More disturbing is the fact that just ten customers now account for about 80% of the firms total revenue. This is hardly a normal pareto distribution o

12、f customer accounts!Management at the firm has decided that the best way to regain growth is to expand into certain European markets. They reason that selling into Europe should not be as risky as selling into Asia or Latin America. The core competencies and cultural understanding needed to successf

13、ully market, sell, and distribute the firms product lines across Europe are beyond the firms current capabilities. They recognize that they will need to partner with some other organization in order to gain access into these new markets. This strategic decision will add a trading partner downstream

14、toward the end customer, and will extend the enterprise from being just the firm to being the firm plus a distribution channel. The rub comes when management at the firm learns that the distribution trading partner expects a 35% discount off list price, before it will accept their business.The firm

15、can not absorb a 35% discount off its revenue base and still expect to make any profit. Something has to be done. Management at the firm makes a second strategicdecision, and decides to adjust its cost structure by outsourcing the lower level assembly for its product line. Management reasons that it

16、 can move the labor intensive portion of its production to a country where labor rates are currently 1/20th of domestic labor rates and where material costs are only 80% of domestic material costs. Again, they recognize thatthey will need to partner with some other organization in order to gain acce

17、ss to these world rates. This strategic decision will add a trading partner upstream toward the raw material supplier, and will extend the enterprise from being just the firm to being the firm plus a distribution partner plus a contract manufacturer partner. Through their own actions to optimize gro

18、wth with profit, management at the firm now finds itself in the precarious position of being the middle trading partner in a complex supply chain.引入一个公司的故事商业组织,就像人一样,经历生命周期。这些组织必须学习如何使利润和增长延续,否则他们会最终消亡。在通货膨胀没有利润增长的时代，将不允许自然扩大商品的成本出售,因为劳动力要求更高的工资并且原材料供应商要求更高的价格。同样,没有利润的增长,不能无限期地维持下去。利润的缺乏意味着新投资已经停止。没

19、有新的投资，产能不能改善;厂房和设备最终会磨损,变得毫无用处。成功的商业组织清楚知道怎样使利润和增长。关注一个被称为公司的商业组织利润和增长的历史记录。该公司作为一个垂直整合低层次制造、中间层组件,以及高层次的总装和测试的技术操作已经繁荣很多年了。公司的供应商基地都位于美国,并且该公司为其削减超过2000家的正在运作的供应商的到仅仅1200家的供应商管理计划而感到骄傲。公司直接把它的产品交付给330个忠诚的国内客户,甚至利用其全资拥有的卡车对来为当地的十二个州地区的客户服务。公司的利润和增长的秘诀是其新产品引进项目。今年公司整整一半的收入来自三年前推出的产品。大部分的新产品明年晚些时候将引入版

20、图。该公司也开始应对一些令人烦恼的趋势。虽然利润是保持,经济增长已经停滞不前。许多以国外的夸张的名称命名的竞争对手公司提供更高的性能，更低价格,更高质量的产品给该公司的客户。该公司仍有超过300个客户账户,但是不同的是,85%的客户账户已经在过去十二个月被新客户所取代。这些新客户并不忠于公司。更令人不安的是,仅仅十家客户占大约80%的公司的总收入。这不是一个正常的帕累托分布的客户账户!公司管理层已决定,恢复增长的最好办法是扩大到某些欧洲市场。他们的理由是,销售到欧洲的风险应该不像销售到亚洲或拉丁美洲。核心竞争力和文化理解需要成功的推广,销售,分布公司横跨欧洲的产品线超出了公司目前的能力。他们认

21、识到,他们为了获得这些新市场需要与其他一些组织成为合作伙伴。这战略决策将添加一个面向终端客户的下游贸易伙伴,并将扩展企业，不再仅仅是公司之间，还加上一个分销渠道。当摩擦产生时公司管理层认为,分销贸易伙伴预计标价的35%的折扣之前才会接受他们的业务。公司不能吸收35%的折扣在收入基础外,仍然希望制造一些利润。公司必须做些什么。公司管理层制定第二个战略决策,并决定通过外包的较低级别的装配调整其产品线的成本结构。从管理方面来看,它可以将劳动密集型的一部分生产转移到一个目前劳动力价格只有国内劳动力价格的二十分之一并且原材料的成本只有国内材料成本80%的国家去。同样,他们认识到，他们需要与其他合作组织成

22、为合作伙伴以获得这些世界利率。战略决策将添加一个上游原料材料供应商的贸易伙伴,将扩展企业不仅是从企业公司之间还加上分销合作伙伴及合同制造商的合作伙伴。通过自己的操作优化利润的增长,公司管理层现在发现自己在复杂的供应链中间贸易伙伴的地位岌岌可危。DEFINITIONS（高尚）Lets call a self contained company, the firm and its line of business, the enterprise.A trading partner is any organization external to the firm that plays an inte

23、gral role within the supply chain community, and whose business fortune depends on the success of the supply chain community.1 The enterprise might represent as much as 50% of the tradingpartners total revenue. Specialty retail outlets, distributor warehouses, contract manufacturers, sole source tec

24、hnology suppliers, and logistics service providers are typical examples of trading partners. A nominal trading partner is any organization external to the firm that provides an essential material or service, but whose financial success is largely independent of the financial success of the supply ch

25、ain community.The enterprise might represent as little as 1% of the nominal trading partners total revenue. Suppliers, parts distributors, wholesalers, retailers, carriers, freight forwarders, customs brokerage services, international procurement organizations, and value-addednetworkservice provider

26、s are common examples of nominal trading partners. A supply chain is the global network used to deliver products and services from raw materials to end customers through an engineered flow of information, physical distribution, and cash.2Supply chain management is the application of the following se

27、t of principles across the enterprise:3 Build a competitive infrastructure Leverage world-wide logistics Synchronize supply with demand Measure performance globallyThe proper application of these principles is a prerequisite for the successfulimplementation of an Enterprise Resource Planning (ERP) s

28、ystem. Companies today are investing huge sums of money into ERP systems before they understand the foundation work that must be done to prepare their organizations for the transition to supply chain.management. Just as MRP II is conceptually a single database of cross-functional information used to

29、 facilitate production and inventory management within the firm, ERP is conceptually a single information platform that connects the supply chain community. It is used to facilitate resource management across the trading partners of the enterprise.Some would argue that the term “value chain” has rep

30、laced the term “supply chain.”Value chain and value proposition are powerful marketing driven concepts that put value to the customer and the ability to satisfy customer needs at the head of the list.Unfortunately, such terms tend to obscure the fact that information flow, material flow, and cash fl

31、ow are equally important to the successful operation of a supply chain.定义我们把自治公司，厂商以及它的贸易链条称之为企业。所谓的贸易伙伴可以是公司外部任何组织机构，贸易伙伴在供应链中起协调统一作用，它的商业利润取决于供应链的顺畅。企业在贸易合伙人的总收入中占到了百分之五十的份额。专业零售出口，分销商仓储，合同生产商，基础技术来源供应者，后勤服务提供人员，这些都是典型的贸易合作伙伴。一个名义上的合伙人是厂商外部任何可以提供必要物资或服务的组织机构。但是它的金融效益很大程度上与供应链的收益无关。这时在名义上的贸易伙伴总税收中企

32、业只占了半分之一。供应商，零件配销商，批发商，零售商，装货员运送者，惯例回扣服务提供商，国际采购组织，增值网络服务提供者，这些都是名义贸易伙伴。供应链就是一项全球网络活动，它通过信息流，物流以及资金流使得原物料变为成品和服务最后传给最终消费者。供应链管理遵循以下原则：-建造有竞争力的基础设施-利用全球物流-供给与需求同步-全局性能检验这些原则的恰当运用是ERP（企业资源规划）系统成功运行的先决条件。如今，公司都倾向于向ERP系统投入大量资金而忽略了一个必做的基础工作那就是为供应链管理转型做的准备工作。就像MRP是一个概念上的交叉功能性的信息数据库，它的作用是便利公司内部的生产和存货管理。ERP是一个概念上的关乎供应链共同体的信息平台。它是通过企业合作伙伴来便利资源管理的。有些观点可能认为说“价值链条”已经取代了“供应链条”。价值链和价值建议是有力的市场驱动，它把价值放在顾客上，并且拥有了满足客户第一需求的重要能力。然而这种概念忽略了一个事实，那就是信息流，物流以及资金的流动对于一条供应链的成功操作来说也是同等重要的。THE PRINCIPLES（钟兴雄2）The principles of supply chain management are the result of practitioners learnin