SCM供应链管理与响应能力(中英文版)
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
某公司SCM供应链管理(英文版)
Software Configuration Management(SCM)Document Number: [nn]Date: Day, Month Day, Year[Project Name][Author 1][Author 2 - if none, leave blank line][Author 3 - if none, leave blank line][Author 4 - if none, leave blank line]Professor [Name]Software Engineering DepartmentMonmouth UniversityWest Long Branch, NJ 07764-1898Table of Contents1. SCOPE 41.1.I DENTIFICATION 4 1.2.S YSTEM O VERVIEW 4 1.3.D OCUMENT O VERVIEW 42. REFERENCED DOCUMENTS 53. REQUIREMENTS SUMMARY 53.1.B ACKGROUND,O BJECTIVES, AND S COPE 5 3.2.O PERATIONAL P OLICIES AND C ONSTRAINTS 6 3.3.D ESCRIPTION OF C URRENT S YSTEM OR S ITUATION 6 3.4.U SERS OR I NVOLVED P ERSONNEL7 3.4.1C ONFIGURATION R EQUIREMENTS8 3.5.S OFTWARE C ONFIGURATION M ANAGEMENT C RITERIA94. JUSTIFICATION 124.1A SSUMPTIONS AND C ONSTRAINTS12 4.2A DDITIONAL I TEMS FOR CONSIDERATION: 125. NOTES 131 Scope[This section shall be divided into the following paragraphs.]1.1 Identification[This paragraph shall contain a full identification of the system and the software to which this document applies, including, as applicable, identification number(s), title(s), abbreviation(s), version number(s), and release number(s).]1.2 System Overview[This paragraph shall briefly state the purpose of the system and the software to which this document applies. It shall describe the general nature of the system and software; summarize the history of system development, operation, and maintenance; identify the project sponsor, acquirer, user, developer, and support agencies; identify current and planned operating sites; and list other relevant documents.]1.3 Document Overview[This paragraph shall summarize the purpose and contents of this document and shall describe any security or privacy considerations associated with its use.]2 Referenced Documents[This section shall list the number, title, revision, and date of all documents referenced in this specification. This section shall also identify the source for all documents.]3 Requirements Summary[This section shall be divided into the following paragraphs to describe the risk management requirements as it currently exists.]3.1 Background, Objectives, and Scope[This paragraph shall describe the background, mission or objectives, and scope of the product or situation.][Example: Requirements regarding software configuration management (SCM) cover a broad arena. SCM is considered one of the integral processes that support the other activities in the standard. The developer's approach, described in the project's SDP, is to address all applicable contract clauses for SCM including:Configuration identificationConfiguration controlConfiguration status accountingConfiguration auditsPackaging, storage, handling, and delivery3.2 Operational Policies and Constraints[This paragraph shall describe any operational policies and constraints that apply to the current system or situation.][Example: SCM activities apply to all software products prepared, modified, and/or used to develop software products as well as to the products under development, modification, reengineering, or reuse. If a system/subsystem or SWI is developed in multiple builds, SCM in each build is to be understood to take place in the context of the software products and controls in place at the start of the build.]3.3 Description of Current System or Situation[This paragraph shall provide a description of the current system or situation, identifying differences associated with different states or modes of operation (for example, regular, maintenance, training, degraded, emergency, alternative-site, wartime, peacetime). The distinction between states and modes is arbitrary. A system may be described in terms of states only, modes only, states within modes, modes within states, or any other scheme that is useful. If the system operates without states or modes, this paragraph shall so state, without the need to create artificial distinctions. ]3.4 Users or Involved Personnel[This paragraph shall describe the types of users of the system, or personnel involved in the current situation, including, as applicable, organizational structures, training/skills, responsibilities, activities, and interactions with one another.][Example: Developer's key activities related to Software configuration management:Describe the approach to be followed for software configuration management, identifying risks/uncertainties and plans for dealing with them. Cover all contractual clauses pertaining to software configuration management.Participate in selecting CSCIs during system (architectural) design. Identify entities to be placed under configuration control. Assign a project-unique identifier to each SWI and each additional entity to be placed under configuration control, including software products to be developed or used and the elements of the software development environment. Use an identification scheme that identifies entities at the level of control and include version/revision/release status.Establish and implement procedures designating levels of control each identified entity must pass through, the persons or groups with authority to authorize changes and to make changes at each level, and the steps tobe followed to request authorization for changes, process change requests, track changes, distribute changes, and maintain past versions. Propose to the acquirer, in accordance with contractually established forms and procedures, changes that affect an entity already under acquirer control. Prepare and maintain records of configuration status of all entities that have been placed under project-level or higher configuration control. Maintain configuration status records for the life of the contract. Include, as applicable, version/revision/release, changes since being placed under project-level or higher configuration control, and status of associated problem/change reports.Support acquirer-conducted configuration audits as specified in the contract.Establish and implement procedures for packaging, storage, handling, and delivery of deliverable software products. Maintain master copies of delivered software products for the duration of the contract.Prepare a version description for the system.Meet general requirements and perform integral processes of the standard.]3.4.1 Configuration Requirements[This paragraph describes the configuration management requirements for the project.][Example: SCM requirements task the developer to "keep track of" everything during the course of the development. SCM is an activity, not an organization. SCM may be performed by members of the development team, individuals within a project tasked with that responsibility, a separate organization, or other arrangement suitable for the project.]3.5 Software Configuration Management Criteria[This paragraph describes the software configuration management criteria to be followed during the project.[Example: The standard requires the developer to establish levels of control for all work products. Some examples of possible levels of control and of things the developer might identify and control are:Author control:Engineering data -- notes, records, work-in-progress (i.e., dataspecified in documents associated with particular developmentactivities)Software development filesProject control:Source code files, data files, installation softwareInformation in documents agreed upon by the project to becorrectReuse librariesEvaluation recordsOrganizational control:General purpose software -- operating systems, databasemanagement systems, e-mail, word processors, spreadsheetsEngineering and development tools -- CASE tools, editors,compilers, debuggers, SCM tools, test softwareComputer system administrative tools and products -- diagnosticsoftware, network managers, archives, backupsEvaluation recordsAcquirer control:SpecificationsSome key goals of SCM requirements are to ensure that the developer: keeps track of all software and software product descriptions associatedwith the project; implements only authorized changes to requirements; and knows what software and associated products match a specific set of requirements or changes to those requirements.To implement changes to requirements, the acquirer and developer must agree upon what those changes are. When requirements have been defined and recorded as specifications and those specifications have been placed on contract, changes are implemented through contract modifications. When specifications have not been made a part of the contract, the acquirer and developer will need to provide a means for controlling and making changes to requirements. These means can be as informal as a phone call or hand-shake, or as formal as documents signed by authorized acquirer and developer representatives. The standard does not provide contractual forms or notices concerning changes in requirements, such as Engineering Change Proposals (ECPs), Engineering Change Notices (ECNs), or notification to users of changes in a particular version of the software. Although the standard does provide a reminder in the form of two "shell" requirements to support acquirer configuration management activities for (1) proposing changes to acquirer controlled entities, and (2) supporting configuration audits, these activities may not apply to all projects.All work products (including computerized files, the software products that constitute the development environment, and hardware), not just deliverables, are to be identified and controlled during the developmentand under developer software configuration management activity. The physically controlled items can include: computer files, magnetic media (tapes, diskettes, video cassettes), paper documents, books, manuals, and drawings.The standard leaves it up to the developer to describe what software configuration management records will be produced, when they will be produced, the level of detail of information that will be contained in each record and who is responsible for performing these activities.4 Justification[This section shall be divided into the following paragraphs.]4.1 Assumptions and Constraints[This paragraph shall identify any assumptions and constraints applicable to the changes identified in this section.]4.2 Additional Items for consideration:[This paragraph shall identify additional items that should be taken into consideration.][Example: Additional items that should be taken into consideration are: Describe the approach to be followed for software product evaluation, identifying risks/uncertainties and plans for dealingwith them. Cover all contractual clauses pertaining to softwareproduct evaluation.•Perform in-process evaluations of the software products generated. Perform a final evaluation of each deliverablesoftware product before its delivery.•Prepare and maintain records of each software product evaluation. Maintain these records for the life of the contract.Handle problems in software products under project-level orhigher configuration control in accordance with paragraph 5.17of the standard.•Maintain independence in software product evaluation. The persons responsible for evaluating a software product are not tobe the same persons who developed the product.•Meet general requirements and perform integral processes of the standard.5 Notes[This section shall contain any general information that aids in understanding this document (e.g., background information, glossary, rationale). This section shall include an alphabetical listing of all acronyms, abbreviations, and their meanings as used in this document and a list of terms and definitions needed to understand this document.]。
scm供应链管理-SCM;haulee英文版 精品
Example Research: Channel Policies
Varying channel policies (returns, price protection, consignment, etc.) in different industries … why? Design of channel policy to achieve channel coordination in markets with unpredictable demands and declining product prices (PC). Linking channel policy with product and market characteristics.
Contract: buying capacity options from foundries to be exercised in future.
Value of information linkage to value of options.
Design of incentive-compatible contracts for winwin and first-best outcomes.
Capacity Reservation
Information Collection
Options Exercised
Demand Realized
Varying Return Policies with Channel
Returns
Intermediate
Allowed
Publishing(books, Auto
Information distortion
Mismatch of supply and demand
供应链管理系统双语英文翻译
供应链管理系统双语英文翻译1) A supply chain includes only the organizations directly involvedin supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。
Answer: FALSE2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. Answer: TRUE 供应链由所有各方，直接或间接参与，满足客户要求。
3) A supply chain could be more accurately described as a supply network or supply web.Answer: TRUE供应链可以更准确地描述为供应网络。
4) The objective of every supply chain is to maximize the overall value generated. TRUE每一个供应链的目的是生成的整体价值最大化。
5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain. Answer: FALSE每一个供应链的目标是最大化为供应链的制造组件生成价值。
6) Every supply chain must include all 5 stages. Answer: FALSE每个供应链必须包括所有 5 个阶段。
7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. Answer: TRUE 供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。
供应链管理专业英语
供应链管理专业英语Title: Navigating the Intricacies of Supply Chain ManagementIntroductionIn today's global business landscape, supply chain management (SCM) plays a crucial role in ensuring that organizations can efficiently deliver products and services to their customers. SCM encompasses the planning, implementation, and control of the flow and storage of goods, services, and information from the point of origin to the point of consumption. The complexities involved in managing a supply chain are multifaceted and require a deep understanding of logistics, inventory, transportation, and inter-organizational relationships.Understanding the Supply Chain StructureAt its core, a supply chain consists of various entities including suppliers, manufacturers, distributors, retailers, and customers. Each entity plays a critical role in ensuring the smooth operation of the chain. For instance, suppliers provide raw materials or components, manufacturers transform these inputs into finished products, distributors manage the movement of goods, and retailers facilitate the sale to end consumers.Strategic Planning in Supply Chain ManagementStrategic planning is a foundational element in SCM as it allows organizations to anticipate future demand and make informed decisions about resource allocation. This process involves market research, demand forecasting, and the development of a long-term plan to guide the entire supply chain. Strategies may include diversifying supply sources, implementing just-in-time (JIT) manufacturing, or investing in technology to enhance efficiency.Operational Efficiency through Process OptimizationEfficient processes are essential for reducing waste, minimizing costs, and improving customer satisfaction. Techniques such as lean management and six sigma can be applied to identify and eliminate inefficiencies within the supply chain. By streamlining operations, companies can achieve faster throughput times, lower inventory levels, and higher quality outputs.Inventory Management and ControlInventory management is a critical aspect of SCM as it directly affects cash flow and customer service levels. Effective inventory control requires accurate forecasting, monitoring stock levels, and implementing appropriate inventory policies such as economic order quantity (EOQ) or critical ratio analysis. By maintaining optimal inventory levels, organizations can avoid stockouts and overstocking, which can lead to lost sales and increased carrying costs.Transportation and Logistics CoordinationThe transportation of goods is a significant component of SCM, involving decisions on mode of transport, route selection, and carrier management. Efficient logistics coordination ensures timely delivery of products while controlling transportation costs. Advancements in technology, such as vehicle tracking systems and real-time data analytics, have transformed the way logistics are managed, allowing for greater visibility and responsiveness in transportation networks.Technology Integration for Enhanced VisibilityThe integration of technology has become indispensable in modern supply chains. Enterprise Resource Planning (ERP) systems, RFID tags, and other digital tools provide real-time data on inventory levels, supplier performance, andproduction schedules. This enhanced visibility enablescompanies to respond quickly to changes in demand or supply chain disruptions, thus maintaining operational agility.Risk Management and Contingency PlanningSupply chains are vulnerable to risks such as natural disasters, political instability, or economic fluctuations. Risk management involves identifying potential threats, assessing their impact, and developing contingency plans to mitigate these risks. Diversifying suppliers, building safety stock, and establishing alternative sourcing strategies are common approaches to safeguard against unforeseen events.Sustainability in Supply Chain ManagementSustainability has emerged as a key consideration in SCM. Organizations are increasingly held accountable for their environmental impact and social responsibilities. Sustainable practices include reducing carbon footprint through efficient transportation methods, minimizing waste through recyclinginitiatives, and ensuring ethical sourcing by monitoring labor conditions at supplier facilities.ConclusionSupply chain management is an ever-evolving field that demands continuous improvement and adaptation to remain competitive. By embracing strategic planning, process optimization, inventory control, logistics coordination, technology integration, risk management, and sustainability practices, organizations can navigate the complexities of their supply chains and achieve operational excellence. As global markets continue to expand and consumer demands shift, those who master the art of supply chain management will undoubtedly secure a competitive edge in their respective industries.。
供应链中英对译
供应链supply chain供应链管理supply chain management纵向一体化vertical integration横向一体化horizontal integration供应链管理战略supply chain management strategy供应链协调与写作supply chain coordination and cooperation供应链风险管理supply chain risk management效率型供应链efficient supply chain响应型供应链responsive supply chain敏捷供应链agile supply chain扩展企业extended corporation集成化供应链管理integrated supply chain management业务外包outsourcing推动式push牵引式pull供应链管理战略supply chain management strategy供应链构建supply chain configuration供应链构建的设计原则the principles of supply chain configuration核心企业core company非核心企业non-core company基于产品的供应链设计策略product-based supply chain design为供应链管理设计产品design for supply chain management供应链重构supply chain reengineering供应链合作关系supply chain partnership战略联盟strategic alliance供应商选择supplier selection客户关系管理customer relationship management供应商关系管理supplier relationship management采购管理purchasing management传统采购模式traditional purchasing mode 基于供应链的采购管理模式purchasing mode under the supply chain management mode准时化采购JIT purchasing全球采购global purchase同步化synchronization能力平衡capacity balancing库存控制inventory control协调coordination生产计划与控制production planning and control订单刘order flow合作计划、预测与补货collaborative planning ，forecasting and replenishment准时生产制just in time零库存zero inventories快速响应quick response产品到达市场的时间time-to-market基于时间的竞争time based competition同步性synchronization民机供应链agile supply chain物流logistics物流管理logistics management物流网络logistics network第三方物流third party logistics一体化物流integrated logistics全球物流global logistics流入物流inbound logistics流出物流outbound logistics逆向物流reverse logistics外包outsourcing库存inventory补给策略replenishment policy周期性检查模型periodic review model连续性检查模型continuous review model供应商管理库存vender managed inventory 联合管理库存joint managed inventory多级库存友华multi-stage inventory optimization连续补给continuous replenishment。
SCM供应链管理与响应能力(中英文版)
The “Beer Game” example
CONSUMERS
供应链的响应能力
“皮鞭” 效应
沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势
“啤酒游戏” 示例
客户
SC Responsiveness
Coordinate the supply chain 1. Share More Information
10% 至 40%
被迫终止季节性降价平均占 全价百分比 按单产品所需的前导时间
0% 6 个月至 1 年
10% 至 25% 1 日至 2 周
*边际收益等于价格减去各项成本，再除以价格，用百分率表示。
SC Responsiveness
Primary purpose
Manufacturing focus Inventory strategy
供应链的响应能力
协调供应链
2. 改变渠道控制 卖方管理的存货 代销存货 “零售量”
供应商 供应商 供应商
Intra-Operation Initiative
3. Create More Operational Flexibility
•Invest in postponement •Increase modularity •Share platforms / Common components •Reduce changeover costs (and batch sizes) •Reduce weight of capacity utilization as KPI
Consumers
供应链的响应能力
运营内部举措
客户
3. 创造更多的运营灵活性
• 延期方面的投资 • 增加模化程度 • 共享平台/共用元件 • 减少转换成本（和批量大小） • 降低作为关键绩效指标（KPI）设备利用 率 的重要性
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理外文翻译
供应链管理外文翻译Supply Chn ManagementIntroduction Supply chn management (SCM) is the strategic and operational management of the series of processes involved in moving a product or service from concept to final consumption. It includes the coordination and integration of supply, demand, raw materials, production, distribution, and最终 consumption. The goal of SCM is to create a seamless flow of information, materials, and finances from suppliers to customers, increasing efficiency, reducing costs, and improving service. Key Concepts1、Supply Chain: The series of businesses and organizations that are involved in the production and delivery of a product or service, including suppliers, manufacturers, warehouses, transportation companies, and retailers.2、Demand Management: The process of forecasting and managing customer demand to ensure that supply meets demand. This involves analyzing sales data, market research, and communication with customers to understand their needs.3、Logistics Management: The coordination and management of the transportation, storage, and inventory of goods from suppliers to customers. Logistics management aims to optimize transportation costs, reduce inventory, and ensure on-time delivery.4、Procurement Management: The process of purchasing the raw materials, components, and services required for production. It involves developing relationships with suppliers, negotiating prices, and ensuring quality and delivery.5、Information Management: The process of collecting, sharing, and using information throughout the supply chain. This includes the flow of orders, shipments, payments, and product information between businesses.6、Collaboration: The cooperation and communication between supply chain partners to achieve shared goals. This requires open communication, trust, and the sharing of data and resources.7、Continuous Improvement: The practice of constantly seeking to improve processes, reduce waste, and increase efficiency. It requires regular analysis of supply chain performance dataand the implementation of effective changes based on identified opportunities for improvement.Benefits SCM can provide significant benefits to businesses and their customers:1、Improved Efficiency: By optimizing supply chain processes and removing bottlenecks, SCM can increase operational efficiency and reduce costs.2、Enhanced Customer Satisfaction: SCM ensures that products are delivered promptly, accurately, and to the desired quality standards, resulting in satisfied customers.3、Increased Flexibility: SCM allows businesses to quickly adapt to changes in market conditions, customer demand, and supply.4、Reduced Risk: SCM improves the visibility and manageability of supply chain operations, which helps businesses identify and address potential risks before they become problems.5、Enhanced Competitiveness: Effective SCM can help businesses reduce costs, improve delivery times, and provide better quality products, which can provide a competitive advantage inthe market.Conclusion Supply chn management is critical for businesses today as it involves the entire process of moving products or services from concept to final consumption. By optimizing supply chn processes, improving collaboration, and continuously seeking improvement, businesses can achieve increased efficiency, customer satisfaction, flexibility, reduced risk, and enhanced competitiveness. Therefore, effective SCM is essential for businesses to remn competitive in today's rapidly changing global marketplace.。
supply-Chain-management(中文)
供应链管理供应链管理(Supply Chain Management ,简称SCM)目录[隐藏]∙ 1 供应链管理的定义与内容∙ 2 供应链管理方法∙ 3 为什么要实施供应链管理∙ 4 供应链管理与优化的方法∙ 5 供应链管理提出的时代背景[1]∙ 6 供应链管理中的关键问题∙7 供应链管理的发展趋势∙8 供应链管理理论的演进[2]∙9 供应链管理的载体[7]∙10 供应链管理的基本要求[7]∙11 供应链管理的方法∙12 供应链管理的步骤∙13 供应链管理面临的挑战∙14 供应链管理的四大支点o14.1 1、以顾客为中心o14.2 2、强调企业的核心竟争力o14.3 3、相互协作的双赢理念o14.4 4、优化信息流程∙15 供应链管理思想∙16 供应链管理的八大管理原理∙17 供应链管理的战略意义[7]∙18 实施供应链管理的对策[7]∙19 SCM在制造业的实施[1]∙20 供应链管理案例分析o20.1 案例一：中国石油电子商务[8]o20.2 案例二：丰田汽车精细流程[8]o20.3 案例三：戴尔公司[9]o20.4 案例四：德州仪器的供应链管理[10]∙21 相关链接∙22 参考文献[编辑]供应链管理的定义与内容供应链管理(Supply Chain Management ,简称SCM)：就是指在满足一定的客户服务水平的条件下，为了使整个供应链系统成本达到最小而把供应商、制造商、仓库、配送中心和渠道商等有效地组织在一起来进行的产品制造、转运、分销及销售的管理方法。
供应链管理包括计划、采购、制造、配送、退货五大基本内容。
计划：这是SCM的策略性部分。
你需要有一个策略来管理所有的资源，以满足客户对你的产品的需求。
好的计划是建立一系列的方法监控供应链，使它能够有效、低成本地为顾客递送高质量和高价值的产品或服务。
采购：选择能为你的产品和服务提供货品和服务的供应商，和供应商建立一套定价、配送和付款流程并创造方法监控和改善管理，并把对供应商提供的货品和服务的管理流程结合起来，包括提货、核实货单、转送货物到你的制造部门并批准对供应商的付款等。
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► Supply Chain Mgmt1
GOM7
供应链管理 1
A Can of Coke
Smelting
Rolling
Can Making
Label
Filling
Distribution
There are more opportunities in better management of global supply chains than you think
Every step (plants, transports, warehouses, sales….) Is maximizing its own operational efficiency
Is this too much local optimization and not enough global optimization?
Respond quickly to unpredictable demand in order to minimize stockouts, forced markdowns, and obsolete inventory
Maintain high average utilization rate
Deploy excess buffer capacity
Generate high turns and minimize inventory throughout the chain
deploy significant buffer stocks of parts or finished goods
The “Beer Game” example
CONSUMERS
供应链的响应能力
“皮鞭” 效应
沿类似于皮鞭的供应链上移时，定单的可变性呈上升趋势
“啤酒游戏” 示例
客户
SC Responsiveness
Coordinate the supply chain 1. Share More Information
功能产品
创新产品
物理效率高的 供应链
市场响应型的 供应链
匹配 不匹配
不匹配 匹配
SC Responsiveness
Aspects of Demand
Functional (Predictable Demand)
Innovative (Unpredictable Demand)
Product life cycle
Consumers
Manage the Demand
Avoid the “Bullwhip” Effect
供应链的响应能力
怎么办？
客户
协调供应链
重新设计供应链
需求管理
避免 “皮鞭” 效应
SC Responsiveness
The “Bull whip” Effect
Order variability tends to increase as we move up the supply chain like the “bull whip”
10% to 25%
Lead time required for made-to- 6 months to 1 year order products
1 day to 2 weeks
*The contribution margin equals price minus variable cost divided by price and is expressed as a percentage
Low (10 to 20 variants per category) 10%
1% to 2%
High (often millions of variants per category) 40% to 100%
10% to 40%
Average forced end of season 0% markdown as percentage of full price
SC Responsiveness
Coordinate the supply chain
2. Change Controls in the Channel
Vendor Managed Inventory Consignment Stocks “Sell-through”
Supplier Supplier Supplier
More than 2 years
3 months to 1 year
Contribution margin*
5% to 20%
20% to 60%
Product variety
Average margin of error in the forecast at the time production is committed Average stockout rate
Supply Chain
Market Responsive Mismatch
Supply Chain
Mismatch Match
供应链的响应能力
“功能” 产品对 “创新” 产品的 不同 “时钟速率”
“功能” 产品
“创新” 产品
汽油 铅笔 谷物
打印机 数码照相机 时装服饰
使供应链与产品的 “时钟速率”相适应
10% 至 40%
被迫终止季节性降价平均占 全价百分比 按单产品所需的前导时间
0% 6 个月至 1 年
10% 至 25% 1 日至 2 周
*边际收益等于价格减去各项成本，再除以价格，用百分率表示。
SC Responsiveness
Primary purpose
Manufacturing focus Inventory strategy
Consumers
Is not easy •Multiple parties •Lagged & distorted information flows •Variability and unpredictability •Imbalance Specially for supply chains across national boundaries
供应链的反应能力
各需求方面
功能型 (可预测需求)
创新型 (需求不可预测)
产品寿命周期
2年以上
3 个月到1年
边际收益*
5% 至 20%
20% 至 60%
产品多样性
低 (每一类别10 至 20种)
高 (往往每一类别数百万种)
委托产品时预报误差平均幅度 10%
40% 至 100%
平均脱销率
1% 至 2%
Retailing
一罐可乐
澳大利亚矾土矿
冶炼
辊压
制罐
贴标签
填装
改进全球供应链管理的机会之多超乎想象
分销 零售
一个英国家庭的冰箱
A Can of Coke
Smelting
Rolling
Can Making
Label
Filling
Time in the Pipeline
Distribution Retailing
Printers Digital cameras Fashion apparel
Fit the Supply Chain to Product’s “Clockspeed”
Functional Products Innovative Products
Physically Efficient Match
A British Household Refrigerator
一罐可乐
澳大利亚矾土矿 冶炼
流程时间
辊压
制罐 贴标签 填装 分销 零售
一个英国家庭的冰箱
A Can of Coke
Why 319 days to do 3 hours of work?
•Production is batched at every stage •Transport is batched at every stage •Product goes through an average of 14 storage lots and warehouses
Consumers
Manage the Demand
供应链的响应能力
怎么办？
客户
协调供应链
减少供应链
需求管理
使供应链与产品的 “时钟速率”相适应
SC Responsiveness
The root cause of the problems plaguing many supply chains is a mismatch between the type of product and the type of supply chain
供应链的响应能力
协调供应链
2. 改变渠道控制 卖方管理的存货 代销存货 “零售量”
供应商 供应商 供应商
Intra-Operation Initiative
3. Create More Operational Flexibility
•Invest in postponement •Increase modularity •Share platforms / Common components •Reduce changeover costs (and batch sizes) •Reduce weight of capacity utilization as KPI
Lead time focus Approach to choosing suppliers Product-design strategy
Physically Efficient Process