產(chǎn)業(yè)鏈的整合外文翻譯

1、產(chǎn)業(yè)鏈的整合外文翻譯 本科畢業(yè)論文設(shè)計外文翻譯外文題目: integrating the supply chain出 處: international journal of physical distribution and material management 1989 作 者: graham c. stevens the scope of the supply chain the role of manufacturing industry is to create wealth by adding value and selling products. common to all ma

2、nufacturing companies is the need to control the flow of material from suppliers, through the value adding processes and distribution channels, to customers. the supply chain, as shown in figure 1, is the connected series of activities which is concerned with planning, co-ordinating and controlling

3、material, parts and finished goods from suppliers to the customer. it is concerned with two distinct flows through the organisation: material and information. the scope of the supply chain begins with the source of supply and ends at the point of consumption. it extends much further than simply a co

4、ncern with the physical movement of material and is just as much concerned with supplier management, purchasing, materials management, manufacturing management, facilities planning, customer service and information flow as with transport and physical distribution. the objective of managing the suppl

5、y chain is to synchronise the requirements of the customer with the flow of material from suppliers in order to effect a balance between what are often seen as the conflicting goals of high customer service, low inventory investment and low unit cost. the design and operation of an effective supply

6、chain is of fundamental importance to every company. it is important to understand that customer service encompasses all the points of contact between the customer and the supplier in terms of fulfilment of orders, and includes delivery service, pre-and post-sales services, technical support, financ

7、ial packages and so forth. customer service is the output from the supply system and it results from the combined effect of all functions along the supply chain. the activities carried out by all functions are important in establishing a desired level of customer service performance. they are also i

8、nterdependent; if one activity fails, the chain is disrupted, creating poor performance and destablising the workload in other areas, thereby jeopardising the effectiveness of the supply chain. to provide higher service level will, without incurring an undue burden of cost, require that all the acti

9、vities along the supply chain are in balance. to achieve the necessary balance between cost and service involves trade-offs through the chain see figure 2. for the benefit of such trade-offs to be fully achieved it is necessary to think in terms of a single integrated chain rather than narrow functi

10、onal areas. unfortunately, the functional attitudes and goals in most companies are in conflict and hinder integration along the supply chain. the traditional approach to managing these conflicts has been to concentrate at the operational and planning levels and compensate for the imbalance with exc

11、ess inventory and capacity. the results of this approach have for some companies, at best, been frustrating and expensive, at worst, disastrous. to resolve these conflicts effectively and turn the supply chain into a weapon for gaining competitive advantage requires the development of an integrated

12、supply chain driven by the needs of the business.the development of an integrated supply chain the development of an integrated supply chain requires the management of material flow to be viewed from three perspectives; strategic, tactical and operational. at each level the use of facilities, people

13、, finance and systems must be co-ordinated and harmonised as a whole see figure 3.the focus at the strategic level should be to develop: objectives and policies for the supply chain. these should be expressed in terms of what the supply chain has to do well be responsive to change, operate at lowest

14、 cost, ensure a high level of product availability etc to support the needs of the business; the shape of the supply chain in terms of key facilities and their locations; the company's competitive package, planned by product and market segment, detailing the balance between product availability,

15、 service level, lead time, technical support and after sales support; an outline organisation structure able to bridge functional barriers and operate an integrated supply chain effectively.tactical perspective the tactical perspective should focus on the means by which the strategic objectives can

16、be realised. it involves translating the strategic objectives and policies into complementary goals and objectives for each function to provide balance to the supply chain. the functional goals provide the drivers for achieving the balance and inventory, capacity and service are the levers by which

17、balance is achieved. additionally, the tactical dimension involves determining the tools, approaches and resources necessary to deliver the "do wells", in particular the most appropriate mix of systems mrpii, drp, jit etc. necessary to manage the supply chain and provide the information in

18、frastructure.operational perspective the operational perspective should be concerned with the efficient operation of the supply chain. it focuses on the detailed systems and procedures and ensures that appropriate controls and performance measures are in place. typically, a company should measure th

19、e performance of the supply chain in terms of inventory investment, service level, throughput efficiency, supplier performance and cost. this vertical dimension linking the strategic, tactical and operational perspectives is key to effective organisation development because it provides a framework w

20、hich precludes the need to consider centralised or decentralised supply chain control as exclusive structures. it provides the flexibility to centralise the strategic, decentralise the operational where practical, and tune the tactical decision making according to the organisational requirements of

21、the particular company.systematic approach for the development of an integrated supply chain strategyin the context of the supply chain, companies are having to face up and respond to a number of issues, including: the high cost of supply chain activities estimated to be between five and 20 per cent

22、 of net sales value; the level of inventory typically, stock levels are between three and five months' usage; poor customer service in terms of lead time, availability, reliability, documentation and responsiveness; inter-departmental conflicts; goal restructuring. if a company is to respond to

23、these issues and develop an integrated supply chain strategy, it must be done by close interaction of all business areas and not on an ad hoc basis.to ensure success a structured approach is required.developing an integrated supply chain strategy can be considered as a three phase process see figure

24、 4phase i: competitive environment evaluation the first step is to look outward. the objective is to develop and document the characteristics of the marketplace. the reason for this evaluation is to focus and direct the total strategy development effort to where it can be applied to best effect. too

25、 often when companies want to evaluate the supply chain it is done either at the whim of the individual involved or it just focuses on areas where the company has had success in the past. this narrow approach is invariably ineffective. the way to evaluate operations and to develop a supply chain str

26、ategy is to determine those areas where the marketplace demands that a company must be competitive. therefore, it is necessary to evaluate the market. by doing this it also provides a framework for the evaluation of alternative solutions which can be developed later. the process used to evaluate mar

27、ket characteristics involves looking at and surveying vendors, customers and competitors in order to determine the needs of the customer and the pressures which the vendors, customers and competitors can apply in a particular situation. in effect, what is being identified is, "what do the custo

28、mers want?", and "how much weight do they have in the market to get what they desire?". the output from this work is a list for each product of the market characteristics which can then be weighted in order of importance. the purpose of the second step is to review and summarise conci

29、sely the company's existing strategies. the reason for this is not to evaluate the sophistication or the appropriateness of particular strategies but to focus and direct the supply chain development effort. the purpose is simply to identify the internal constraints which may impact on the develo

30、pment o f a supply chain strategy. the third step is to determine the order winning criteria, the object being to define, prioritise and eventually weight the customers' critical purchasing factors. to do this, it is necessary to combine the internal and external factors which have been identifi

31、ed and develop a single, prioritised list for each product market segment, such that effort can be concentrated on areas of importance. this approach also provides a clear framework which can be used to determine which techniques and strategic elements are most important to the company.phase ii: sup

32、ply chain diagnostic review once the order-winning criteria have been defined, the next step is to review the supply chain operations and to identify those areas which offer potential for improvement. the first step is usually to develop a cost model. this is necessary because in many companies the

33、traditional cost accounting and measurement systems do not effectively distribute the costs of the activities in the organisations to individual products or market segments. in fact, they are invariably not even presented in a way which enables the costs of particular activities to be clearly define

34、d. the objective of this step, therefore, is to develop a realistic method of allocating overhead costs to products, markets and activities. at the same time as developing the cost model, effort should be directed towards identifying those activities in the company which mostly affect and impact on

35、the ability to meet customers' needs. that is, identify what the company has to "do well". the objective is to identify those activities in the company operations which can significantly impact on the company's ability to satisfy customer needs. again, allow effort to be focused on

36、ly on those activities which have an impact and provide improvement opportunities. the last step in phase ii is to develop a list of potential improvement techniques for each of the opportunities which have been identified. this list is not intended to be a strategy or even a recommendation of impro

37、vement techniques, but the first step towards identifying techniques for consideration in developing a supply chain strategy and a final implementation plan.phase : supply chain development the final phase is the development of a supply chain strategy and tactical plan for implementing that strategy

38、. the objective here is to develop a strategy for the company, based on the work done in the first two phases which is consistent with customer desires, management focus, market characteristics and the realities of the organisation. this strategy should utilise fully the company operations and compe

39、titive tools, and allow an approach to supply chain improvements which is integrated with the rest of the business. the final task is to reduce the supply chain strategy to actionable implementation plans by developing specific, time-phased, tactical plans for implementing the strategy. this involve

40、s organising and prioritising the list of potential improvements, developed in an earlier task, to reflect the strategic plans which have now been developed. the result of this task is a set of time-phased action plans for implementing the supply chain strategy.summary common to all manufacturing co

41、mpanies, regardless of size, type of product or manufacturing process is the need to control the flow of material from suppliers, through manufacturing and distribution to the customer. traditionally, the flow of material has been considered only at an operational level, at best driven by efficiency

42、 improvement and cost reduction, at worst abandoned to be battered by the demands of a rapidly changing competitive environment for many companies the need to react to market changes is paramount; the role of the supply chain is crucial. no longer can the potential of integrating the supply chain be

43、 ignored. this potential will, however, only be realised by recognising the connections and inter-relationships between component parts of the supply chain and ensuring a good fit between its design and operation and the company's competitive strategy. those companies that consider the supply ch

44、ain during the strategic debate, manage it as a single entity and ensure the appropriate use of tools and techniques in order to meet the needs of the market, will obtain real benefits resulting from the double-edged impact of increased market share on a lower asset base. those that do not wil l get

45、 left behind in the fight for survival.further reading1. christopher, m., the strategy of distribution2. stern, l.w. and sturdivant, f., "customer driven distribution systems", harvard business review,july/august 1987.譯文:產(chǎn)業(yè)鏈的整合 一、產(chǎn)業(yè)鏈的范圍 制造業(yè)是通過銷售產(chǎn)品、將產(chǎn)品增值從而來創(chuàng)造財富的。大多數(shù)的制造公司都需要控制供應(yīng)商提供的材料流量,通過過程

46、中的產(chǎn)品的增值和分銷代理,為廣大客戶提供服務(wù)。如圖1所說,產(chǎn)業(yè)鏈所連接的是一系列有關(guān)規(guī)劃的活動,如協(xié)調(diào)和控制原料、零部件,將貨物從供應(yīng)商銷售給客戶,這都和產(chǎn)業(yè)鏈中兩種截然不同的的流量有關(guān):材料和信息。產(chǎn)業(yè)鏈的整個過程是從資源供應(yīng)的開始到消費(fèi)的結(jié)束。它所關(guān)注的不僅僅是一個簡單的材料物理運(yùn)動,而是從供應(yīng)商管理、采購,物料管理、生產(chǎn)管理、設(shè)施規(guī)劃、客戶服務(wù)、信息流動、運(yùn)輸?shù)轿锪鞯恼麄€過程。 管理產(chǎn)業(yè)鏈的目標(biāo)是將客戶的要求和供貨商物資的流轉(zhuǎn)同步,然而高標(biāo)準(zhǔn)的顧客服務(wù)、低庫存投資和低單位成本之間常常打不到有效的平衡。設(shè)計、經(jīng)營于一體的有效產(chǎn)業(yè)鏈對每個公司都起著重要的作用。 在客戶和供應(yīng)商在完成訂單中的所

47、有接觸點(diǎn)上理解客戶是最重要的,包括送貨服務(wù)、售前和售后服務(wù)、技術(shù)支持和經(jīng)濟(jì)因素等等,它是結(jié)合產(chǎn)業(yè)鏈綜合效應(yīng)的結(jié)果。產(chǎn)業(yè)鏈中最重要的作用是建立一個理想的客戶服務(wù)水平,當(dāng)然,他們之間也相互依存的,如果一個環(huán)節(jié)沒處理好,那么鏈條就會被破壞,變得缺乏創(chuàng)造性,造成其他方面工作量的下降,最終危及產(chǎn)業(yè)鏈有效性的。 要達(dá)到低成本高標(biāo)準(zhǔn)的服務(wù)水平,就必須要求產(chǎn)業(yè)鏈中的所有環(huán)節(jié)都能保持相互平衡。要達(dá)到成本和服務(wù)之間必要的平衡,就需要經(jīng)過產(chǎn)業(yè)鏈的權(quán)衡(見圖2)。為了讓這種權(quán)衡利益得到充分實(shí)現(xiàn),有必要從形成一個單一的完整的鏈條的角度去考慮,而不是僅僅縮小功能區(qū)。但不幸的是,如果這么做,那么在產(chǎn)業(yè)鏈的整合方面和大多數(shù)公

48、司的目標(biāo)是在沖突和阻礙的。用傳統(tǒng)的方法來解決集中在可操作性、規(guī)劃水平和賠償問題與產(chǎn)能過剩不平衡的沖突上,對公司而言是不可行的,不僅價格昂貴,而且在最壞的情況,會導(dǎo)致災(zāi)害。為了有效地解決這些矛盾,使之成為為取得競爭優(yōu)勢的武器,需要一個由商業(yè)需求推動的集成化產(chǎn)業(yè)鏈的發(fā)展來帶動。 二、集成式產(chǎn)業(yè)鏈的發(fā)展 一個集成化產(chǎn)業(yè)鏈的發(fā)展需要物流管理從戰(zhàn)略、戰(zhàn)術(shù)和運(yùn)作這三個角度來把握。要將每個層次人員、資金的運(yùn)作和系統(tǒng)的使用作為一個協(xié)調(diào)統(tǒng)一的整體看待(見圖3)。 戰(zhàn)略視角 企業(yè)往往花費(fèi)大量的時間思考在制造、金融和營銷領(lǐng)域的戰(zhàn)略問題,對供應(yīng)的重點(diǎn)卻很少的思考到,但它恰恰是運(yùn)作中的主要部分。如果供給的問題被忽略,那

49、么產(chǎn)業(yè)鏈也將被排除在戰(zhàn)略問題的辯論中,在這樣的情況下,就會錯過一些機(jī)會,那么企業(yè)有利的競爭地位就會被威脅。戰(zhàn)略策略中最重要的是發(fā)展:產(chǎn)業(yè)鏈的目標(biāo)和策略。這些應(yīng)是產(chǎn)業(yè)鏈中保持高標(biāo)準(zhǔn)水平的方面(適應(yīng)變化,以最低的成本運(yùn)作,確保產(chǎn)品的高水平可用性等),來支持業(yè)務(wù)的需求。產(chǎn)業(yè)鏈的形成在于主要的設(shè)備和他們的市場定位。 根據(jù)產(chǎn)品和市場定位包括產(chǎn)品的可用性、服務(wù)水平、交貨時間、技術(shù)支持和售后服務(wù)支持,來預(yù)計該公司競爭力的情況。這樣的組織結(jié)構(gòu)能夠消除功能性的障礙,并且能將產(chǎn)業(yè)鏈有效的運(yùn)作。 戰(zhàn)術(shù)視角 從戰(zhàn)術(shù)的角度來看,應(yīng)側(cè)重于以何種戰(zhàn)略將目標(biāo)實(shí)現(xiàn)。它涉及到每個功能轉(zhuǎn)換的戰(zhàn)略目標(biāo)和政策,使產(chǎn)業(yè)鏈達(dá)到平衡互補(bǔ)的目

50、的和目標(biāo)。這些目標(biāo)可以讓存貨、生產(chǎn)力和服務(wù)之間的達(dá)到平衡。此外,在戰(zhàn)術(shù)層面,特別是涉及到確定的工具、方法和必要的資源,就要求要“做得好”,特別是適合混合系統(tǒng)的(mrpii, drp, jit etc.),就需要有效的管理產(chǎn)業(yè)鏈和提供信息基礎(chǔ)設(shè)施。 操作角度 操作角度應(yīng)該是對相關(guān)的產(chǎn)業(yè)鏈進(jìn)行有效地管理。它側(cè)重于詳細(xì)的制度和程序,以保證對某些方面恰當(dāng)?shù)目刂坪蜆I(yè)績考核。例如,一個公司應(yīng)該通常從產(chǎn)業(yè)鏈的庫存投資、服務(wù)水平、供應(yīng)商績效和成本方面的業(yè)績來衡量。 用這種垂直的連接戰(zhàn)略來促進(jìn)產(chǎn)業(yè)鏈的發(fā)展,關(guān)鍵在于戰(zhàn)術(shù)和運(yùn)作的角度,因?yàn)樗峁┝艘粋€不需要考慮集中或分散的一個獨(dú)立的產(chǎn)業(yè)鏈的控制結(jié)構(gòu)。它可以根據(jù)公司的特定組織的要求來調(diào)整戰(zhàn)術(shù),從而靈活得實(shí)施集中和分散戰(zhàn)略。 三、一個完整的產(chǎn)