2793.廣州市產(chǎn)權(quán)式酒店的發(fā)展及對策外文參考文獻(xiàn)譯文及原文

1、本科畢業(yè)設(shè)計（論文） 外文參考文獻(xiàn)譯文及原文學(xué) 院 經(jīng)濟管理學(xué)院 專 業(yè) 工商管理 年級班別 學(xué) 號 學(xué)生姓名 指導(dǎo)教師 2007 年 6 月 15 日目 錄1 翻 譯12 外文參考文獻(xiàn)7翻 譯20世紀(jì)90年代以來，我國零售業(yè)的迅速發(fā)展令人矚目，然而與發(fā)達(dá)國家相比，我國零售業(yè)仍然存在著巨大差距。中國加入wto之后，國外零售業(yè)巨頭紛紛進(jìn)入中國市場，中國零售業(yè)要直接面對國際市場的激烈競爭。而在經(jīng)濟全球化的市場條件下，企業(yè)與企業(yè)之間的競爭已經(jīng)演變?yōu)楣?yīng)鏈與供應(yīng)鏈之間的競爭，沃爾瑪、麥德龍、7-11等著名跨國零售企業(yè)在供應(yīng)鏈管理的實踐中取得了巨大成效，中國零售業(yè)只有盡快實施先進(jìn)的供應(yīng)鏈管理模式，才能在

2、日益激烈的市場競爭中獲得生存和發(fā)展。作為一種集成化的管理思想和方法，供應(yīng)鏈管理是圍繞核心企業(yè)，通過物流、資金流、信息流等，將由供應(yīng)商、制造商、分銷商、零售商直到最終的顧客所組成的供應(yīng)鏈連成一個整體的管理模式。目前，我國的眾多零售企業(yè)對供應(yīng)鏈管理的認(rèn)識還僅僅停留在運作層面上，沒有將其看成是企業(yè)戰(zhàn)略實施的重要組成部分，因此只有通過對供應(yīng)鏈管理進(jìn)行戰(zhàn)略性思考，結(jié)合商品類型來構(gòu)建供應(yīng)鏈以獲取戰(zhàn)略匹配，才能使我國零售企業(yè)的供應(yīng)鏈管理實施產(chǎn)生質(zhì)的飛躍。 一、效率型供應(yīng)鏈和反應(yīng)型供應(yīng)鏈 供應(yīng)鏈主要有兩類功能：物流功能和商流功能。供應(yīng)鏈的物流功能是指以最低的成本將原材料加工成零部件、半成品、產(chǎn)品并將它們從供應(yīng)

3、鏈的一個節(jié)點運送到另一個節(jié)點；供應(yīng)鏈的商流功能是指對市場需求做出迅速反應(yīng)，確保以合適的產(chǎn)品在合適的地點和時間來滿足顧客的需求。物流功能和商流功能都需要一定成本，兩者構(gòu)成供應(yīng)鏈的總成本，其中物流成本主要包括運輸、儲存、包裝、裝卸、流通加工、配送等費用，商流成本則包括供過于求時的商品降價損失、供不應(yīng)求時的缺貨損失，以及由此而喪失的潛在顧客收入。一般意義上的供應(yīng)鏈?zhǔn)窃谖锪骱蜕塘鬟@兩個功能間的權(quán)衡，即反應(yīng)能力與效率、成本水平之間進(jìn)行權(quán)衡。 供應(yīng)鏈管理是一種集成的管理思想和方法，在市場競爭日趨激烈、信息技術(shù)迅速發(fā)展的今天，供應(yīng)鏈趨向于盡量縮短響應(yīng)時間以滿足不斷變化的用戶需求。在這種基于時間的競爭中，要求

4、供應(yīng)鏈運作模式與市場需求同步，不僅響應(yīng)速度要快，而且要反應(yīng)得柔性靈巧。供應(yīng)鏈反應(yīng)能力可用供應(yīng)鏈完成以下任務(wù)的能力來度量：即是否能對需求的大幅度變動作出反應(yīng);是否能滿足客戶較短供貨期的要求;是否能向客戶提供較多品種的產(chǎn)品;是否能提供創(chuàng)新的產(chǎn)品;是否能為客戶提供高水平的服務(wù)。供應(yīng)鏈擁有的上述能力越多，供應(yīng)鏈的反應(yīng)能力就越強。然而反應(yīng)能力的提高也必須付出成本增加的代價。例如，要滿足需求量的大幅變動，就需要較高的庫存水平，從而導(dǎo)致效率水平的下降。因此，每一種提高反應(yīng)能力的戰(zhàn)略都會付出額外的成本，從而降低效率水平，反之亦然。 效率型供應(yīng)鏈?zhǔn)且詫崿F(xiàn)供應(yīng)鏈的物流功能為主要目標(biāo)，即以最低的成本將原材料轉(zhuǎn)化成零

5、部件、在制品和成品，并最終送至消費者手中。效率型供應(yīng)鏈面對的市場需求、產(chǎn)品特性和相關(guān)技術(shù)具有相對穩(wěn)定性，因而供應(yīng)鏈上的各節(jié)點企業(yè)可以關(guān)注于獲取規(guī)模經(jīng)濟效益、提高設(shè)備利用率、降低生產(chǎn)、運輸、庫存等方面的相關(guān)費用，從而最大限度地降低產(chǎn)品成本。反應(yīng)型供應(yīng)鏈則以實現(xiàn)供應(yīng)鏈的商流功能為主要目標(biāo)，即對市場需求變化做出迅速的反應(yīng)，這類供應(yīng)鏈所提供的產(chǎn)品，其市場需求有很大的不確定性，或者產(chǎn)品生命周期較短，或者產(chǎn)品本身技術(shù)發(fā)展很快，或者產(chǎn)品需求的季節(jié)性波動很強。反應(yīng)型供應(yīng)鏈需要保持較高的市場應(yīng)變能力，實現(xiàn)柔性生產(chǎn)，從而減少產(chǎn)品過時和失效的風(fēng)險。供應(yīng)鏈戰(zhàn)略便是在供應(yīng)鏈的反應(yīng)能力和效率水平之間的平衡，零售企業(yè)一旦確

6、定供應(yīng)鏈戰(zhàn)略之后，強調(diào)反應(yīng)能力的供應(yīng)鏈必須將其所有的職能戰(zhàn)略設(shè)計用來提高其反應(yīng)能力，而強調(diào)效率水平的供應(yīng)鏈，則必須讓所有的職能戰(zhàn)略都用來為提高效率做貢獻(xiàn)。 二、零售企業(yè)商品類型與供應(yīng)鏈戰(zhàn)略的匹配 零售企業(yè)的商品類型可以根據(jù)市場需求的特性劃分為功能性商品和創(chuàng)新性商品。功能性商品是指那些用以滿足基本需求、生命周期長、需求穩(wěn)定且邊際收益較低的商品，例如超市銷售的各種日用百貨、冷凍冷藏食品、常溫加工食品等。功能性商品的生命周期長、需求穩(wěn)定并可準(zhǔn)確預(yù)測，從而使供求可以達(dá)到近乎完美的平衡，這使市場調(diào)節(jié)變得容易，其商流成本可以忽略不計，零售企業(yè)可以集中幾乎全部精力來降低物流成本，通過與上游供應(yīng)商的密切合作，

7、加速庫存周轉(zhuǎn)，及時補充存貨，采取高效率低成本的采購，對供應(yīng)商的選擇側(cè)重成本和質(zhì)量，根據(jù)市場預(yù)測保證均衡有效地滿足顧客的需求，實現(xiàn)整條供應(yīng)鏈的庫存最小化和效率最大化。顯然，功能性商品要求效率過程，經(jīng)營此類商品的零售企業(yè)應(yīng)當(dāng)采用效率型供應(yīng)鏈。 創(chuàng)新性商品是指在設(shè)計或者服務(wù)等方面創(chuàng)新的商品，例如時裝、高檔電器、時尚用品和奢侈品等。這些商品能夠帶來較高利潤，但是由于其生命周期短暫和商品的多樣化，需求卻很難準(zhǔn)確預(yù)測，并且大量仿制品的出現(xiàn)會削弱創(chuàng)新商品的競爭優(yōu)勢，企業(yè)不得不進(jìn)行一系列的更加新穎的創(chuàng)新，從而使需求更加具有不可預(yù)見性。創(chuàng)新性商品具有的高度市場不確定性，增加了供求不平衡的風(fēng)險，因此其主要成本是商

8、流成本而非物流成本，需要零售企業(yè)根據(jù)市場的變化快速靈活地響應(yīng)顧客需求。選擇供應(yīng)商要考慮的不是低成本，而是獲得速度和柔性；庫存和生產(chǎn)能力的關(guān)鍵決策不是使成本最小化，而是響應(yīng)速度和靈活性，以最大限度地減少市場需求的不確定性給企業(yè)造成的損失。顯然，創(chuàng)新性商品要求靈敏反應(yīng)的過程，經(jīng)營此類商品的零售企業(yè)應(yīng)當(dāng)采用反應(yīng)型供應(yīng)鏈。如果零售企業(yè)經(jīng)營的商品是功能性商品卻采用反應(yīng)型供應(yīng)鏈，或者經(jīng)營的是創(chuàng)新性商品卻采用效率型供應(yīng)鏈時，其供應(yīng)鏈戰(zhàn)略就發(fā)生了根本性的錯誤，這時就需要重新設(shè)計供應(yīng)鏈。三、零售企業(yè)供應(yīng)鏈管理戰(zhàn)略的實施 1.識別零售企業(yè)的商品需求特性 我們可以從商品的生產(chǎn)周期、需求可預(yù)測性、商品多樣性以及市場導(dǎo)

9、入期與服務(wù)的標(biāo)準(zhǔn)等方面來識別商品的需求特性。一般來說，功能性商品的生命周期較長（兩年以上），創(chuàng)新性商品的生命周期較短（3個月1年）；功能性商品的品種較少（1020種變形），創(chuàng)新性商品的品種較多（通常有上千萬種變形）；功能性商品的需求預(yù)測偏差較?。?0 %左右），創(chuàng)新性商品的預(yù)測偏差較大（40100%）；功能性商品的平均存貨率較低（12%），創(chuàng)新性商品的平均存貨率較大 （1040%）；功能性商品的市場導(dǎo)入期較長（6個月1年），創(chuàng)新性商品的市場導(dǎo)入期較短（1天2周）；功能性商品的利潤貢獻(xiàn)率較低（520%），創(chuàng)新性商品的利潤貢獻(xiàn)率較高（2060%）。利用這些判別標(biāo)準(zhǔn)可以有效地識別商品的需求特性。 2

10、.實施零售商品類別管理 零售商品類別管理是指零售商以某一商品類別作為戰(zhàn)略經(jīng)營單位進(jìn)行管理，集中精力傳遞和實現(xiàn)消費者的價值，以取得更好的經(jīng)營績效。具體來說，零售企業(yè)對經(jīng)營的所有商品按類別進(jìn)行分類，確定和衡量每一類別商品的功能、收益性、成長性等指標(biāo)，并將商品類型區(qū)分為功能性商品和創(chuàng)新型商品。在此基礎(chǔ)上，結(jié)合考慮各類商品的庫存水平和貨架展示等因素，制定商品品種計劃，對整個商品類別進(jìn)行管理，提高顧客的服務(wù)水平，實現(xiàn)整個商品類別的整體收益最大化。 3.按照商品類型分別采用相應(yīng)的供應(yīng)鏈戰(zhàn)略 對于功能型商品應(yīng)當(dāng)側(cè)重于降低物流成本，采用效率型供應(yīng)鏈，實施有效客戶反應(yīng)（ecr）系統(tǒng)。從提高商品供應(yīng)的效率入手，與

11、上游供應(yīng)商和制造商之間利用現(xiàn)代信息技術(shù)建立相互協(xié)調(diào)的供應(yīng)模式，零售商總部利用pos系統(tǒng)提供的商品銷售信息，以及對銷售量的預(yù)測，利用電腦輔助訂貨系統(tǒng)向供應(yīng)商訂貨，由供應(yīng)商或區(qū)域配送中心向各零售商店提供即時補貨，拉動制造商進(jìn)行產(chǎn)品生產(chǎn)，形成銷售和配送的同步運轉(zhuǎn)，共享物流設(shè)施和倉庫資源，降低配送成本,最大限度地減少生產(chǎn)流通環(huán)節(jié)可能產(chǎn)生的各種浪費。對于創(chuàng)新型商品應(yīng)當(dāng)側(cè)重于降低商流成本，采用反應(yīng)型供應(yīng)鏈，實施快速反應(yīng)（qr）系統(tǒng)。從提高顧客響應(yīng)的速度出發(fā)，與供應(yīng)鏈各方建立戰(zhàn)略伙伴關(guān)系和合作機制，采用edi電子數(shù)據(jù)交換技術(shù)實現(xiàn)供應(yīng)鏈各節(jié)點企業(yè)的分工協(xié)作和信息共享，縮短商品的設(shè)計和生產(chǎn)周期，實施jit 生產(chǎn)

12、方式，進(jìn)行多品種中小批量生產(chǎn)和高頻度小批量配送，降低供應(yīng)鏈的庫存水平，迅速地滿足顧客的個性化和定制化需求，提高整個供應(yīng)鏈的反應(yīng)能力。步入微利時代的零售業(yè)，要想提高相對利潤，降低成本，向供應(yīng)鏈要利潤已經(jīng)成為業(yè)內(nèi)共識，因而受到廣泛重視。統(tǒng)計數(shù)據(jù)顯示，供應(yīng)鏈管理的有效實施可以使企業(yè)總成本下降20%左右，供應(yīng)鏈上的節(jié)點企業(yè)按時交貨率提高15%以上，訂貨到生產(chǎn)的周期時間縮短20%-30%，供應(yīng)鏈上的節(jié)點企業(yè)生產(chǎn)率增值提高15%以上。對成本遠(yuǎn)遠(yuǎn)高于國際平均水平的國內(nèi)零售業(yè)來說，提高供應(yīng)鏈管理不啻為一個保持競爭力的最有效的選擇。 國內(nèi)的零售業(yè)一直把沃爾瑪奉為學(xué)習(xí)的楷模，人人都說，沃爾瑪?shù)某晒κ枪?yīng)鏈的成功，

13、沃爾瑪高效的供應(yīng)鏈體系也一直被國內(nèi)企業(yè)追捧。但國內(nèi)的零售業(yè)似乎很難效顰，從表象上看，擁有自己的衛(wèi)星和遍布全球的大型服務(wù)器，每一臺貨物運輸車輛上都擁有衛(wèi)星移動計算機系統(tǒng)這一點，我國企業(yè)就難以效仿。同樣，維持這一龐大網(wǎng)絡(luò)的it投入和升級管理費用也并不是多數(shù)企業(yè)可以承擔(dān)和愿意冒險嘗試的。但是通過表象，我們可以看到，沃爾瑪供應(yīng)鏈管理的很多思路并不復(fù)雜，其中有許多都是我們可以借鑒的，同時也要結(jié)合我們自身的特點，選擇適合自己的方式。 與供應(yīng)商合作 去年炒得沸沸揚揚的國美“封殺”格力事件，再次驗證了“渠道為王”的正確性，也反映了國內(nèi)零售巨頭與強勢品牌供應(yīng)商之間的緊張關(guān)系。零供雙方的爭斗無疑是利益的博弈，只有

14、雙方都有利潤可賺，這種合作才能繼續(xù)下去。就是沃爾瑪也同樣曾經(jīng)因為低價遭到中小供應(yīng)商的抵制，曾出現(xiàn)過沃爾瑪一提出價格，對方馬上拍屁股走人的事。但后來出現(xiàn)的新技術(shù)降低了成本，沃爾瑪也采取了諸多措施，譬如把it模板提供給供應(yīng)商，以此提高效率使供應(yīng)商有利潤可賺，雙方的矛盾才得以緩和。所以說是高效的物流系統(tǒng)保證了沃爾瑪?shù)摹疤焯斓蛢r”。 所以，作為零售終端，僅僅提高內(nèi)部的供應(yīng)鏈管理是遠(yuǎn)遠(yuǎn)不夠的?，F(xiàn)階段企業(yè)的競爭已經(jīng)不是單個企業(yè)間的競爭，而是與自己有協(xié)作關(guān)系的上下游企業(yè)共同組成的快速響應(yīng)市場需求的供應(yīng)鏈之間的競爭，任何一個節(jié)點出問題，供應(yīng)鏈就不暢通，再高效的物流體系也會“掉鏈”。只有把這些企業(yè)都整合在一起，

15、優(yōu)化配置人、財、物等諸多因素，使生產(chǎn)資料以最快的速度，通過生產(chǎn)、分銷環(huán)節(jié)變成增值的產(chǎn)品，送到消費者手中，才能發(fā)揮出供應(yīng)鏈的強大競爭力。對零售商來說，還要參與到供應(yīng)商的生產(chǎn)計劃和控制中去，搞好自己與供應(yīng)商的信息共享交流，讓供應(yīng)商了解到自己的庫存，幫助供應(yīng)商降低物流成本。 這一點，美國沃爾瑪做的非常好。沃爾瑪要求所有的供應(yīng)商都能通過網(wǎng)絡(luò)實時了解自己產(chǎn)品的銷售情況，以便及時地按排生產(chǎn)計劃，幫助供應(yīng)商大大降低了庫存水平。沃爾瑪還通過各種方式向供應(yīng)商傳遞自己的需求信息。同時，讓供應(yīng)商通過網(wǎng)絡(luò)實時地了解沃爾瑪銷售產(chǎn)品的成本構(gòu)成，從而探求如何在生產(chǎn)中間降低成本。寶潔公司是最早加入這種合作關(guān)系的公司，所以，一

16、般也把這種合作模式稱為“寶潔沃爾瑪模式”。沃爾瑪讓寶潔自己來實現(xiàn)貨價、庫存管理，現(xiàn)在，寶潔公司能夠通過網(wǎng)絡(luò)系統(tǒng)及時地了解到自己產(chǎn)品的銷售情況，甚至還成立了一個專門的部門負(fù)責(zé)和沃爾瑪聯(lián)系。同時，有寶潔營銷人員常駐在沃爾瑪?shù)目偛?，?fù)責(zé)隨時處理訂貨需求。在雙方結(jié)算中實現(xiàn)了etf轉(zhuǎn)賬結(jié)算，避免了支票的時滯和錯誤。通過這種產(chǎn)銷聯(lián)盟的建立，實現(xiàn)了產(chǎn)銷雙方的雙贏。通過這種合作關(guān)系，沃爾瑪如今已經(jīng)成為了寶潔最大的經(jīng)銷商，并且有效控制了庫存和缺貨，節(jié)省了大量費用，同時寶潔也優(yōu)化了自己的管理。 同樣是沃爾瑪，由于國內(nèi)多數(shù)供應(yīng)商的信息系統(tǒng)遠(yuǎn)遠(yuǎn)比不上沃爾瑪?shù)母咝?、先進(jìn)，很難與沃爾瑪模式相適應(yīng)，沃爾瑪?shù)母咝У奈锪飨到y(tǒng)的

17、建立也需要一個過程，致使雙方溝通不暢，國內(nèi)沃爾瑪時常出現(xiàn)缺貨現(xiàn)象就不足為奇了。 了解你的供應(yīng)鏈 在零售企業(yè)的供應(yīng)鏈管理環(huán)節(jié)上，零售商、供應(yīng)商和制造商，都是這一系列鏈條上的節(jié)點。零售商要想做好供應(yīng)鏈，就要了解和管理供應(yīng)鏈上每一環(huán)節(jié)的情況，通過專業(yè)的管理軟件來完成對供應(yīng)鏈信息的搜集和管理。 供應(yīng)鏈管理軟件是將零售企業(yè)內(nèi)部的一些信息，例如訂貨業(yè)務(wù)，退貨業(yè)務(wù)，網(wǎng)上對賬對單業(yè)務(wù)以及其他的與供應(yīng)商，制造商等企業(yè)的交流信息，通過一個專業(yè)的網(wǎng)絡(luò)平臺工具來進(jìn)行交互和管理，從而解決零售企業(yè)在信息交互單據(jù)傳輸方面的難點問題。 有些公司非常清楚自己的供應(yīng)鏈存在問題以及問題出在哪里，它們知道需要實現(xiàn)怎樣的目標(biāo)，便擁有穩(wěn)

18、健的計劃，購買合適的產(chǎn)品，所以很快就能獲得回報。但是大多數(shù)公司對自己的供應(yīng)鏈并不了解，認(rèn)為找一個靈驗的解決方案，上馬一個信息系統(tǒng)就可以解決所有的問題。沒有找出問題的癥結(jié)所在或者自以為找到問題的癥結(jié)所在，實際效果自然是沒什么改進(jìn)。事實上沒有哪個方案可以解決供應(yīng)鏈的全部問題。 所以物流it系統(tǒng)的建立要從投資回報最有潛力的環(huán)節(jié)切入，要對企業(yè)本身現(xiàn)有的問題和缺陷做精心的分析，找出最需要改進(jìn)的地方，而不是盲目地全面開花，倉促完成。沒有戰(zhàn)略和重點的全面it系統(tǒng)化并不能帶來全面的服務(wù)水平和服務(wù)利潤的提高，還可能在投資和實施方面產(chǎn)生負(fù)面影響。物流it系統(tǒng)的投資屬于企業(yè)的長期戰(zhàn)略投資，所以在設(shè)計和導(dǎo)入物流管理信

19、息系統(tǒng)之前，企業(yè)必須制訂相應(yīng)的發(fā)展戰(zhàn)略規(guī)劃和合理的經(jīng)營策略，比如明確的市場定位、（行業(yè)定位、產(chǎn)品定位或客戶定位）服務(wù)定位（倉儲服務(wù)、貨運服務(wù)、貨代服務(wù)、供應(yīng)服務(wù)、分銷服務(wù)或供應(yīng)鏈整合）等，然后才能根據(jù)發(fā)展規(guī)劃選擇合適的系統(tǒng)。另外，很多國內(nèi)企業(yè)在構(gòu)建全國范圍內(nèi)的供應(yīng)鏈管理系統(tǒng)時，可能會遇到經(jīng)驗、人員、資金上的困難，更多的情況是面臨著國內(nèi)企業(yè)整體信息化程度不高的問題。一些企業(yè)在最初組建自己的供應(yīng)鏈管理系統(tǒng)時，就面臨著供應(yīng)商信息化程度參差不齊、難以納入統(tǒng)一的管理體系的困惑。一個比較理想的解決辦法是：采用外包的供應(yīng)鏈管理“平臺”服務(wù)，將自己不擅長的it專業(yè)技術(shù)、管理軟件、維護(hù)升級等工作交給專業(yè)化的“平

20、臺”服務(wù)供應(yīng)商去做。這樣，零售企業(yè)和它們的所有供應(yīng)商都能夠更好地使用到同樣的公共平臺服務(wù)。對供應(yīng)商的培訓(xùn)和技術(shù)支持等專業(yè)服務(wù)也可以完全交由專業(yè)化的“第三方”去做，這樣可以為企業(yè)節(jié)省大量的人力和物力，使企業(yè)從繁瑣的技術(shù)中解脫出來，專注于自身的業(yè)務(wù)發(fā)展。外文參考文獻(xiàn)20 since the 1990s, chinas rapid development of the retail impressive, but compared with developed countries, chinas retail business is still an enormous gap exists. chi

21、nas accession to the wto, foreign retail giants have entered the chinese market, chinas retail industry to directly face the international market amid fierce competition. and the globalization of the economy, market conditions, business and competition among enterprises has evolved into the supply c

22、hain and the supply chain, the competition among wal-mart, metro, 7-11, and other well-known transnational retail enterprises in the supply chain management practice achieved tremendous results, chinas retail industry only to the early implementation of advanced supply chain management. order in the

23、 increasingly fierce market competition, existence and development. as an integrated management ideas and methods, supply chain management around the core business, through the flow of materials, funds, information flow, will be suppliers, manufacturers, distributors, retail customers until the fina

24、l composition of the supply chain together into an overall management model. at present, chinas large retail enterprises in the supply chain management awareness has remained only at the operational level, not to treat it as a corporate strategy to implement an important component of the it is only

25、through the supply chain management of strategic thinking, with the types of goods used to build the supply chain to acquire strategic match, can we make our retail enterprise supply chain management to implement a qualitative leap. 1.an efficient supply-chain and supply-chain reaction supply chain

26、there are two main functions : to the logistics function and flow function. supply chain logistics functions refer to the minimum cost of the raw materials processed into components, semi-finished products, products and their supply chain from a node to another node; supply chain to flow function re

27、fers to the market demand to make rapid response, to ensure an appropriate product in the appropriate place and time to meet the needs of customers. logistics functions to flow and function needs some costs, which together constitute the total supply chain costs, with the main logistics costs includ

28、ing transport, storage, packaging, handling, distribution processing, distribution costs, flow to the cost of including an oversupply of commodities price losses, and supply of stock losses and the resulting loss of potential income customers. the general sense is the supply chain and logistics busi

29、ness flow between these two functions of the balance, responsiveness and efficiency cost trade-off between the level. supply chain management is an integrated management ideas and methods, in the increasingly fierce market competition, the rapid development of information technology today, the suppl

30、y chain tends to shorten the response time to meet the evolving needs of users. in this time based on the competition, supply chain operations with the needs of the market simultaneously, not only faster response speed, and a flexible response to the magic. supply chain reaction capacity available s

31、upply chain following tasks ability to measure : is able to demand significant changes to respond; whether it can satisfy customers in a shorter period of availability; whether it will provide customers with more varieties of products; the possibility of providing innovative products; ability to pro

32、vide a high level of customer service. supply chain has more of the above capacity, the supply chain reaction capability will be. however reaction of the increase must also pay the cost of the price increase. for example, to meet the demand for the drastic change in, it needs higher inventory levels

33、, leading to a declining level of efficiency. therefore, each raising a strategic response capability will have to pay additional costs, thereby reducing efficiency levels, and vice versa.supply chain efficiency is to achieve a supply chain logistics functions as a major objective, that is, at a min

34、imum cost of raw materials into parts, and finished products, and eventually sent to the hands of consumers. efficient supply-chain needs of the market, the characteristics of the product and related technologies are relatively stable, thus the supply chain nodes of the enterprise can focus on acces

35、s to the benefits of economies of scale, improve equipment utilization, lower production, transportation, warehousing and other aspects of the associated costs, so as to minimize product costs. supply chain reaction was achieved in the supply chain to flow function as a major objective, that the rig

36、ht to make changes in market demand, rapid response, such as supply chain for products, the market demand is very great uncertainty, or a shorter product life cycle, product or technology developed rapidly, products or seasonal fluctuations in demand strong. supply chain reaction need to maintain a

37、higher adaptability to the market and achieve flexible production, thereby reducing product obsolescence and the risks of failure. supply chain strategy is in the supply chain-reaction capability and efficiency levels between the balance once the retail enterprise supply chain strategy, stress react

38、ion of the supply chain must be all the functions strategy designed to enhance its response capabilities, emphasizing efficiency and the level of the supply chain, it must allow all the functions of the strategies used to improve efficiency and make contribution. 2. retail enterprise commodity types

39、 and supply chain strategy match retail business in the type accordance with market demand into the characteristics of functional goods and innovative products. functional those commodities are used to meet basic needs, long life-cycles, demand stability and lower the marginal income products, for e

40、xample, supermarket sales of household items, refrigerated food, food processing temperature. functional value of the life cycle length, needs stability can accurately forecast, so that supply and demand can achieve almost perfect balance, this makes it easy to adjust the market, the business flow c

41、osts can be omitted. retail enterprises can concentrate almost all his energy to reduce logistics costs, with the upstream suppliers, in close cooperation accelerate inventory turnover, timely inventory and to adopt high-efficiency low-cost procurement and the right to choose suppliers on cost and q

42、uality, according to market forecasts to ensure balanced effectively meet the needs of its customers bring the whole of the supply chain to minimize inventory and maximize efficiency. clearly, the functional efficiency of the process of commodity requirements, operators such goods retail enterprises

43、 should adopt efficient supply chain.innovative products refers to the design or services, and so on innovative products, such as fashion, high-end appliances fashion and luxury goods such. these commodities can bring higher profits, but because of its short life cycle and commodity diversification,

44、 demand is difficult to predict accurately, a large number of fake products and the emergence of innovative products will weaken the competitive edge, enterprises had to undergo a series of more new innovations, so that the demand for more unpredictability. innovative products with a high degree of

45、market uncertainty, increased the risk of an imbalance in supply and demand, therefore the main cost is not the cost of business flow logistics costs, retail enterprises need to market changes fast and flexible response to customer demand. choice of suppliers to not consider the low-cost, but access

46、 speed and flexibility; inventory and production capacity in key decision-making is not to minimize the cost, but the speed and flexibility of response. to minimize the market demand for the uncertainty caused by the loss. clearly, innovative products to respond quickly to the request process, the o

47、peration of such goods retail enterprises should adopt reactive supply chain. if the retail business is a function of the value of goods they used reactive supply chain, or maybe the operators are innovative products that have adopted efficient supply chain, supply chain strategy will be a fundament

48、al error, it is necessary to redesign the supply chain.3. retail enterprise supply chain management strategy implementation 1. recognition of the value of retail enterprises demand characteristics, we can commodity production cycle, demand predictability, and the market value of diversity into view

49、with the standard of service and so on to identify the characteristics of the demand for commodities. in general, the functional value of the longer life cycle (more than two years), innovative products and the life cycle is short (3 months to 1 year); functional value less variety (10-20 kinds of d

50、eformation), innovative products more varieties (usually up to 10 million species of deformation); functional commodity demand forecast error is less (10%), innovative products forecast larger deviations (40%100%); functional value of the average stock lower rate (1% 2%), innovative commodity stock

51、average rate higher (10 to 40%); functional commodity market into a longer term (6 months to 1 year), innovative products into the market for a shorter period (1 day to 2 weeks); functional commodities lower profit contribution rate (is 5% -20%), innovative products higher profit contribution rate (

52、20% 60%). criterion use these can be effective in identifying characteristics of the demand for commodities. 2. implementation of retail merchandise categories manage retail commodity categories management refers to a retail commodity groups as a strategic business unit management, to concentrate on

53、 transmission and consumers realize the value, in order to obtain better operating performance. specifically, the retail enterprises operating on all goods by category classification, identification and measurement of each functional category of commodities, income, growth and other indicators, and

54、the types of goods divided into functional goods and innovative products. on this basis, consider combining various types of commodity inventory levels and display shelves, and other factors, the development of commodity varieties, the entire merchandise category management, enhance customer service

55、 levels and achieve overall commodity categories of overall revenue maximization. 3. according to the types of goods respectively corresponding supply chain strategy for functional products should focus on lowering the cost of logistics. using efficient supply chain, the implementation of effective

56、customer response (ecr) system. from the enhancement of the efficiency of the supply of goods start. and upstream suppliers and manufacturers between the use of modern information technology to establish mutual coordination modes of supply, retailers use pos systems headquarters of merchandise sales

57、 information, and the sales forecast computer-assisted ordering system orders to vendors, by suppliers or regional distribution centers to retail stores provide immediate replenishment and spur manufacturers to produce products, the sales and distribution of synchronous operation and sharing of logi

58、stics facilities and storage resources, lower distribution costs, minimizing production and distribution processes may produce the waste. for innovative products should focus on lowering costs to flow, using reactive supply chain, the implementation of rapid response (qr) system. raising the speed of response to customers, and supply chain parties to establish strategic partnership and cooperation mechanism edi use of edi technology nodes of the supply chain division of the enterprise collaboration and information sharing, reduce the volume of the design an