供应链简答题翻译更为准确
供应链试题
第一章（一）判断题1.供应链不仅是一条连接供应商到用户的物料链、信息链、资金链，而且还是一条增值链。
（）2.传统管理模式是以规模化需求和区域性的卖方市场为决策背景，通过规模效应降低成本，获得效益。
（）3.供应链管理这一名词最早出现于20世纪80年代，最初是由咨询业提出的。
（）4.让最终顾客更满意是供应链全体成员的共同目标，顾客满意的实质的顾客获得超出他们承担的产品价格以上的那部分“价值”。
（）5.供应链管理是以同步化、集成化生产计划为指导，以各种信息技术为支持，尤其Internet/Intranet为依托。
（）6.供应链管理整体成本最小化意味着每个节点企业的成本都是最小。
（）7.从成本方面看，供应链管理是通过注重产品最终成本来优化供应链的。
（）8.由于供应链节点企业有一个共同目标，所以它们之间不再有竞争性。
（）9.供应链管理中的“零库存”就是指节点企业的库存为零。
（）10.从系统的观点出发，改进服务、缩短时间、提高品质与减少库存、降低成本是可以兼得的。
（）（二）单选题1.供应链是（）结构。
A．直链 B．支链C．网链 D．环状2.供应链节点企业之间是一种（）关系。
A．需求与供应 B．支配C．平等 D．利益3.供应链管理因企业战略和适应市场需求变化的需要，链上节点企业需要动态地更新，这就使得供应链具有明显的（）。
A．复杂性 B．动态性C．交叉性 D．灵活性4.从20世纪80年代初到20世纪90年代初供应链管理处于（）。
A．初级阶段 B．发展阶段C．成熟阶段 D．建设阶段5.按照道格拉斯．兰伯特的思想，企业主动找回有问题的已售商品，属于供应链业务流程的（）程序？A．订单配送 B．反向物流（回流）C．需求管理 D．制造流程管理（三）多选题1.传统“纵向一体化”管理模式存在的弊端有（）。
A．增加了企业的投资负担B．要承担丧失市场实际的风险C．有限的资源消耗在众多的经营领域中，企业难以形成和性竞争能力D．对于复杂多变的市场需求无法做出快捷的响应E．适应品种变化能力差2.供应链追求（）的集成。
供应链简答题翻译更为准确
1、综合计划在哪些行业尤其重要?这些行业有哪些特征？What are some industries in which aggregate planning would be particularly important?综合计划对于一些制造业和服务业来说很有用。
制造业包括家具，所有耐用品，消费电子产品，纺织品，汽车和飞机。
服务行业包括餐馆和类似旅馆、汽车旅馆的酒店行业。
2、运用综合计划的行业有哪些特点?What are the characteristics of these industries that make them good candidates for aggregate planning?综合计划对于那些交付周期相对长和容量数额有限的行业非常有用。
这样的行业提供的终端产品或服务通常是由那些必须要运转一些制造行为的其他企业提供的输入信息组成。
3、综合计划策略之间的主要不同是什么？What are the main differences between the aggregate planning strategies?三个纯粹的总体规划策略是追赶策略，劳动力或产能的时间柔性策略，以及均衡策略。
这三种策略的主要区别是杠杆，即在综合计划期内，该参数被操纵以实现供需平等。
第一追逐赶略以使用机器或人员产能的形式作为杠杆。
在一个周期的基础上库存水平是非常低的，整个供应量的变化和工作压力是在一个恒定的状态，这可以增加管理成本。
第二种是从劳动力或产能的时间柔性，利用率的水平。
这一战略，就像之前的追赶计划，导致整个供应链的库存水平低。
它避免了裁员问题，但仍然需要一个灵活的劳动力，也可能导致机器设备利用率低。
第三个策略是在整个总规划期间保持一个恒定的输出率。
如果需求是高度可变的，这个计划会造成缺货或延期交货和其他时期的库存水平过高。
在这一战略中，并没有真正的同步需求与供应。
4、哪些行业或情况最适合使用追赶策略？哪些最适合使用柔性策略？哪些最适合使用均衡策略？What types of industries or situations are best suited to the chase strategy? The flexibility strategy? The level strategy?追赶策略适用于库存成本较高，而改变设备产能和劳动力数量成本较低的情况。
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。
供应链管理双语英文判断与选择翻译
1) A supply chain includes only the organizations directly involved in 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 英文加翻译
Leading a Supply Chain Turnaround领导供应链周转Five years ago, salespeople at Whirlpool said the company's supply chain staff were "sales disablers." Now, Whirlpool excels at getting the right product to the right place at the right time-while keeping inventory low. What made the difference?五年前，在Whirlpool的销售人员表示，该公司的供应链的工作人员“销售残疾人”。
但是现在，Whirlpool擅长将正确的产品销售在正确的地方在正确的时间，同时保持低库存。
是什么产生了这样的区别？Things would be very different today-for me, my colleagues, and my company- if the votes of Whirlpool's North American leadership team had swung in a different direction on May 3, 2001. It was a move I hadn't expected; Mike Todman, our executive vice president at the time, decided to go around the table and ask each member of his staff for a thumbs-up or thumbs-down on the investment that Paul Dittmann and I had just formally proposed. Did I look worried? I can't imagine I didn't, even though we'd spent hours in individual meetings with each of them, getting their ideas and buy-in. We thought we had everyone's support. But the facts remained: Our proposal had a bigger price tag than any supply chain investment in the company's history. We were asking for tens of millions during a period of general belt-tightening. Some of it was slated for new hires, even as cutbacks were taking place elsewhere in the company. And Paul and I, the people doing the asking, were coming from the supply chain organization.如果惠而浦在北美的领导团队在5月3日，2001年投票朝向不同的方向上，那么今天，对我来说，我的同事，我的公司，事情变得非常不同的。
供应链管理题库
供应链管理题库一、名词解释1．供应链管理战略供应链管理战略是指要从企业发展战略的高度，考虑供应链管理的事关全局的核心问题，从而决定如何构建供应链，为供应链的发展选择方向，为供应链的结构和每一环节必经的流程设计总体方向。
只有制定了供应链管理的战略才能够实施供应链的管理，因此它在企业的运营成败中发挥着极为重要的作用。
2．BPR业务流程重构（business process reengineering，BPR）是指对企业进行根本的再思考和彻底的再设计，以求企业关键的性能指标（如成本、质量、服务和速度等）能够获得巨大的提高。
BPR以其思想的先进性和变革的彻底性吸引了许多企业的注意力，成为欧美乃至世界关注的热点。
3.ECRECR是在食品杂货分销系统中，分销商和供应商为消除系统中不必要的成本和费用，给客户带来更大效益而进行密切合作的一种供应链管理方法。
通过ECR，如计算机辅助订货技术，零售商无须签发订购单，即可实现订货；供应商则可利用ECR的连续补充技术，随时满足客户的补货需求，使零售商的存货保持在最优水平，从而提高客户服务的水平，并进一步加强与客户的关系。
ECR的主要策略有：计算机辅助订货、连续补货程序、交接运输及产品、价格和促销数据库。
4.RFIDRFID 是Radio Frequency Identification 的缩写，即射频识别，是一种非接触式的自动识别技术，它通过射频信号自动识别目标对象，可快速地进行物品追踪和数据交换。
识别工作无须人工干预，可工作于各种恶劣环境。
RFID技术可识别高速运动物体并可同时识别多个标签，操作快捷方便。
RFID 技术诞生于第二次世界大战期间，它是传统条码技术的继承者，又称为“电子标签”。
5.EDI电子数据交换（electronic data interchange，EDI）被确认为公司间计算机与计算机交换商业文件的标准形式。
国际标准化组织（ISO）把EDI定义为“将商业或行政事务处理，按照一个公认的标准。
供应链简答题(英语)
1.1Explain the 3 decision phases (categories) that must be made in a successful supply chain.Answer: The 3 decision phases that occur within a supply chain are supply chain strategy (or design), supply chain planning and supply chain operation. Decisions relate to the flow of information, product and funds. The difference between categories depends upon the frequency of each decision and the time frame over which it has an impact. During the supply chain strategy phase, a company determines what the chain’s configurations will be, how resources will be allocated, and what processes each stage will perform. This will establish the structure of the supply chain for several years. Supply chain planning deals with decisions with a time frame from 3 months up to a year. The planning phase must work within the constraints established in the strategy phase. Planning decisions include which markets to supply from which locations, subcontracting of manufacturing, inventory policies and timing and size of marketing promotions. The supply chain operation phase operates on a weekly or daily time horizon and deals with decisions concerning individual customer orders.Difficulty: Hard1.2.Describe the cycle view of the processes within a supply chain.Answer: The cycle view divides the supply chain into a series of 4 cycles between the 5 different stages of a supply chain. The cycles are the customer order cycle, replenishment cycle, manufacturing cycle and procurement cycle. The customer order cycle occurs at the customer/retailer interface and includes all processes directly involved in receiving and filling the customer. The replenishment cycle occurs at theretailer/distributor interface and includes all processes involved in replenishing retailer inventory. The manufacturing cycle typically occurs at the distributor/manufacturer (or retailer/manufacturer) interface and includes all processes involved in replenishing distributor (or retailer) inventory. The procurement cycle occurs at themanufacturer/supplier interface and includes all processes necessary to ensure that the materials are available for manufacturing according to schedule.Difficulty: Moderate1.3.Explain the push/pull view of the processes within a supply chain.Answer: The push/pull view of the supply chain divides supply chain processes into two categories based on whether they are executed in response to a customer order or in anticipation of customer orders. Pull processes are initiated in response to a customer order. Push processes are initiated and performed in anticipation of customer orders. The push/pull boundary separates push processes from pull processes. This view is very useful when considering strategic decisions relating to supply chain design, because it forces a more global consideration of supply chain processes as they relate to the customer.Difficulty: Moderate1.4.Explain the three macro processes within a supply chain.Answer: All processes within a supply chain can be classified into three macro processes which are Customer Relationship Management (CRM), Internal Supply Chain Management (ISCM), and Supplier Relationship Management (SRM). Customer Relationship Management (CRM) includes all processes that focus on the interface between the firm and its customers such as marketing, sales, call center management and order management. Internal Supply Chain Management (ISCM) includes all processes that are internal to the firm such as preparation of demand and supply plans, preparation of inventory management policies, order fulfillment and planning of capacity. Supplier Relationship Management (SRM) includes all processes that focus on the interface between a firm and its suppliers such as evaluation and selection of suppliers, negotiation of supply terms and communication regarding new products and orders.Difficulty: Moderate1.5.Explain why supply chain flows are important.Answer: Supply chain flows are important, because there is a close connection between the design and management of supply chain flows (product, information, and cash) and the success of a supply chain. The success of many companies can be directly traced to the design and management of an appropriate supply chain. The failure of many businesses can be linked directly to their inability to effectively design and manage supply chain flows.Difficulty: Moderate2.1.Discuss the two keys to the success or failure of a company.Answer: A company’s success or failure is thus closely linked to the following keys:1. The competitive strategy and all functional strategies must fit together to form acoordinated overall strategy. Each functional strategy must support otherfunctional strategies and help a firm reach its competitive strategy goal.2. The different functions in a company must appropriately structure theirprocesses and resources to be able to execute these strategies successfully.Difficulty: Hard2.2.List and explain the three basic steps to achieving strategic fit.Answer: There are three basic steps to achieving strategic fit:1. Understanding the customer and supply chain uncertaint y. First a companymust understand the customer needs for each targeted segment and theuncertainty the supply chain faces in satisfying these needs. These needs helpthe company define the desired cost and service requirements. The supply chain uncertainty helps the company identify the extent of disruption and delay thesupply chain must be prepared for.2. Understanding the supply chain capabilities. There are many types of supplychains, each of which is designed to perform different tasks well. A company must understand what its supply chain is designed to do well.3. Achieving strategic fit. If a mismatch exists between what the supply chain doesparticularly well and the desired customer needs, the company will either need to restructure the supply chain to support the competitive strategy or alter itsstrategy.Difficulty: Moderate2.3.List the attributes along which customer demand from different segments can vary. Answer: In general, customer demand from different segments may vary along several attributes as follows:•The quantity of the product needed in each lot•The response time that customers are willing to tolerate•The variety of products needed•The service level required•The price of the product•The desired rate of innovation in the productDifficulty: Moderate2.4.List the abilities included in supply chain responsiveness.Answer: Supply chain responsiveness includes a supply chain’s ability to do the following:•Respond to wide ranges of quantities demanded•Meet short lead times•Handle a large variety of products•Build highly innovative products•Meet a very high service level•Handle supply uncertaintyDifficulty: Moderate3.1.List and define the four major drivers of supply chain performance.Answer: Facilities are the places in the supply chain network where product is stored, assembled, or fabricated. The two major types of facilities are production sites and storage sites.Inventory is all raw materials, work in process, and finished goods within a supply chain. Inventory is an important supply chain driver because changing inventory policies can dramatically alter the supply chain’s efficiency and responsiveness.Transportation entails moving inventory from point to point in the supply chain. Transportation can take the form of many combinations of modes and routes. Information consists of data and analysis concerning facilities, inventory, transportation, and customers throughout the supply chain. Information is potentially the biggest driver of performance in the supply chain as it directly affects each of the other drivers.Difficulty: Moderate3.2. Explain the basic trade-off between responsiveness and efficiency for each of the major drivers of supply chain performance.Answer: The fundamental trade-off when making facilities decisions is between the cost of the number, location, and type of facilities (efficiency) and the level of responsiveness that these facilities provide the company’s customers.The fundamental trade-off when making inventory decisions is between responsiveness and efficiency. Increasing inventory will generally make the supply chain more responsive to the customer. This choice, however, comes at a cost as the added inventory decreases efficiency. Therefore, a supply chain manager can use inventory as one of the drivers for reaching the level of responsiveness and efficiency the competitive strategy targets.The fundamental trade-off for transportation is between the cost of transporting a given product (efficiency) and the speed with which that product is transported (responsiveness). The transportation choice influences other drivers such as inventory and facilities. When supply chain managers think about making transportation decisions, they frame the decision in terms of this trade-off.Good information systems can help a firm improve both its responsiveness and efficiency. The information driver is used to improve the performance of other drivers and the use of information is based on the strategic position the other drivers support. Accurate information can help a firm improve efficiency by decreasing inventory and transportation costs. Accurate information can improve responsiveness by helping a supply chain better match supply and demand.3.3.Explain the role of each of the major drivers of supply chain performance.Answer: Facilities are the where of the supply chain if we think of inventory as what is being passed along the supply chain and transportation as how it is passed along. They are the locations to or from which the inventory is transported. Within a facility, inventory is either processed or transformed into another state (manufacturing) or it is stored before being shipped to the next stage (warehousing).Inventory exists in the supply chain because of a mismatch between supply and demand. An important role that inventory plays in the supply chain is to increase the amount of demand that can be satisfied by having product ready and available when the customer wants it. Another significant role inventory plays is to reduce cost by exploiting any economies of scale that may exist during both production and distribution. Inventory isspread throughout the supply chain from raw materials to work in process to finished goods that suppliers, manufacturers, distributors, and retailers hold.Inventory is a major source of cost in a supply chain and it has a huge impact on responsiveness. The location and quantity of inventory can move the supply chain from one end of the responsiveness spectrum to the other.Inventory also has a significant impact on the material flow time in a supply chain. Material flow time is the time that elapses between the point at which Another important area where inventory has a significant impact is throughput.Inventory and flow time are synonymous in a supply chain. Managers should use actions that lower the amount of inventory needed without increasing cost or reducing responsiveness, because reduced flow time can be a significant advantage in a supply chain.Transportation moves product between different stages in a supply chain. Like the other supply chain drivers, transportation has a large impact on both responsiveness and efficiency. Faster transportation, whether in the form of different modes of transportation or different amounts being transported, allows a supply chain to be more responsive but reduces its efficiency. The type of transportation a company uses also affects the inventory and facility locations in the supply chain.Information could be overlooked as a major supply chain driver because it does not have a physical presence. Information, however, deeply affects every part of the supply chain. Its impact is easy to underestimate as information affects a supply chain in many different ways. Information serve s as the connection between the supply chain’s various stages, allowing them to coordinate and bring about many of the benefits of maximizing total supply chain profitability. Information is also crucial to the daily operations of each stage in a supply chain. For instance, a production scheduling system uses information on demand to create a schedule that allows a factory to produce the right products in an efficient manner. A warehouse management system uses information to create visibility of the warehou se’s inventory. The company can then use this information to determine whether new orders can be filled.Difficulty: Hard3.4.Explain the role of each of the major drivers of supply chain performance in the competitive strategy.Answer: Facilities and their corresponding capacities to perform their functions are a key driver of supply chain performance in terms of responsiveness and efficiency. For example, companies can gain economies of scale when a product is manufactured or stored in only one location; this centralization increases efficiency. The cost reduction, however, comes at the expense of responsiveness, as many of a company’s customers may be located far from the production facility. The opposite is also true. Locating facilities close to customers increases the number of facilities needed and consequently reduces efficiency. If the customer demands and is willing to pay for the responsiveness that having numerous facilities adds, however, then this facilities decision helps meet the comp any’s competitive strategy goals.Inventory plays a significant role in a supply chain’s ability to support a firm’s competitive strategy. If a firm’s competitive strategy requires a very high level of responsiveness, a company can use inventory to achieve this responsiveness by locating large amounts of inventory close to the customer. Conversely, a company can also use inventory to make itself more efficient by reducing inventory through centralized stocking. The latter strategy would support a competitive strategy of being a low-cost producer. The trade-off implicit in the inventory driver is between the responsiveness that results from more inventory and the efficiency that results from less inventory.The role of transportation in a company’s competiti ve strategy figures prominently when the company is considering the target customer’s needs. If a firm’s competitive strategy targets a customer that demands a very high level of responsiveness, and that customer is willing to pay for this responsiveness, then a firm can use transportation as one driver for making the supply chain more responsive. The opposite is true as well. If a company’s competitive strategy targets customers whose main decision criterion is price, then the company can use transportation to lower the cost of the product at the expense of responsiveness. As a company may use both inventory and transportation to increase responsiveness or efficiency, the optimal decision for the company often means finding the right balance between the two.Information is a driver whose importance has grown as companies have used it to become both more efficient and more responsive. The tremendous growth of the importance of information technology is a testimony to the impact information can have on improving a company. Like all the other drivers, however, even with information, companies reach a point when they must make the trade-off between efficiency and responsiveness.Difficulty: Hard4.1.Explain the measures of customer service that are influenced by the structure of the distribution network.Answer: Response time is the time between when a customer places an order and receives delivery.Product variety is the number of different products/configurations that a customer desires from the distribution network.Availability is the probability of having a product in stock when a customer order arrives. Customer experience includes the ease with which the customer can place and receive their order. It also includes purely experiential aspects, such as the possibility of getting a cup of coffee and the value that the sales staff provides.Order visibility is the ability of the customer to track their order from placement to delivery.Returnability is the ease with which a customer can return unsatisfactory merchandise and the ability of the network to handle such returns.Difficulty: Moderate响应时间是从客户下订单到接收交付之间的时间。
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution 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 rofessional 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.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，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。
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1、综合计划在哪些行业尤其重要?这些行业有哪些特征？What are some industries in which aggregate planning would be particularly important?综合计划对于一些制造业和服务业来说很有用。
制造业包括家具，所有耐用品，消费电子产品，纺织品，汽车和飞机。
服务行业包括餐馆和类似旅馆、汽车旅馆的酒店行业。
2、运用综合计划的行业有哪些特点?What are the characteristics of these industries that make them good candidates for aggregate planning?综合计划对于那些交付周期相对长和容量数额有限的行业非常有用。
这样的行业提供的终端产品或服务通常是由那些必须要运转一些制造行为的其他企业提供的输入信息组成。
3、综合计划策略之间的主要不同是什么？What are the main differences between the aggregate planning strategies?三个纯粹的总体规划策略是追赶策略，劳动力或产能的时间柔性策略，以及均衡策略。
这三种策略的主要区别是杠杆，即在综合计划期内，该参数被操纵以实现供需平等。
第一追逐赶略以使用机器或人员产能的形式作为杠杆。
在一个周期的基础上库存水平是非常低的，整个供应量的变化和工作压力是在一个恒定的状态，这可以增加管理成本。
第二种是从劳动力或产能的时间柔性，利用率的水平。
这一战略，就像之前的追赶计划，导致整个供应链的库存水平低。
它避免了裁员问题，但仍然需要一个灵活的劳动力，也可能导致机器设备利用率低。
第三个策略是在整个总规划期间保持一个恒定的输出率。
如果需求是高度可变的，这个计划会造成缺货或延期交货和其他时期的库存水平过高。
在这一战略中，并没有真正的同步需求与供应。
4、哪些行业或情况最适合使用追赶策略？哪些最适合使用柔性策略？哪些最适合使用均衡策略？What types of industries or situations are best suited to the chase strategy? The flexibility strategy? The level strategy?追赶策略适用于库存成本较高，而改变设备产能和劳动力数量成本较低的情况。
这类的行业包括飞机和其他的易腐烂的贵重产品。
柔性策略适用于库存成本相对较高，而设备产能成本相对比较低，劳动力数量临时不会调整的情况。
这种策略适用在汽车行业、耐用性产品和消费电子产品。
均衡策略适用于库存和延期交货成本相对较低的情况。
消费品行业有一个成本构成，使它倾向于均衡策略。
5、综合计划需要输入哪些类型的成本？What are the major cost categories needed as inputs for aggregate planning?正常人工成本和加班人工成本；转包成产成本；产能变更成本（包括招聘或解聘工人的成本和增加或减少机器产能的成本）；库存持有成本；缺货或延期交货的成本;原材料的成本6、转包的可获得性将如何影响综合计划？How does the availability of subcontracting affect the aggregate planning problem? 转包给综合计划者提供了另一个选择去使生产和需求一致。
一个幸运的计划者可以从产品细分的宏观角度，选择追赶策略来计划生产。
而内部操作的运行则是与次承包商使用均衡策略，来应对需求的可变性。
7、如果公司目前使用追赶策略并且培训成本大幅增加，这将会如何影响公司的综合计划？If a company currently employs the chase strategy and the cost of training increases dramatically, how might this change the company’s aggregate planning strategy?随着培训成本的增加，提高劳动力水平的成本变高，使用追赶策略的成本也会增加。
如果追赶策略取消了，综合计划者就需要考虑均衡策略、时间柔性策略或者将两者综合起来了。
8、在选择综合产品单位时，需要考虑的一些关键因素有哪些？What are some key issues to consider when picking an aggregate unit of analysis? 生产实施中的瓶颈环节；预计生产时间；生产准备活动和生产维护活动；没个产品系列占销售量的百分比；产能、成本、收益的计算；设备调整时间；9、综合计划如何在需求不确定性很大的环境中使用？How can aggregate planning be used in an environment of high demand uncertainty?思考的范围从单个企业拓展到整个供应链使计划具有柔性，因为预测总是不精确的当新数据出现时，重新制定综合计划当产能利用率提高时，使用综合计划在需求不确定性很大的环境里，计划者必须定期更新计划，更加经常地与供应商和其他的向计划提供输入信息的人交流，当新数据出现时，重新制定计划。
10、使用柔性劳动力的优势是什么？障碍是什么？What are some obstacles to creating a flexible workforce? What are the benefits? 柔性劳动力具有这样的能力：在不明显破坏生产的前提下学习新任务或者转换任务，通过超出或者空闲的时间来扩大或缩小生产力，雇佣和解雇季节性工人，或转包，并且适应不同的计划表。
许多因素都会影响生产者实现柔性劳动力的能力：限制性的劳动协议和工作规则、供不应求的市场、教育水平、文化、柔性劳动力的组织文化、任务的复杂性、生产过程的所有权属性以及供应链的其他成员强加的限制。
当尝试着将供应和需求相匹配的时候，柔性劳动力使供应链开放到更广泛的选择中。
如果转包或者临时工可以部署，那么公司可以在一个稳定的基准利率中发挥作用，并且使用替代品来缓冲这段时期的高需求。
11、讨论为什么转包商通常能够以低于企业自制的成本为企业提供产品和服务？Discuss why subcontractors can often offer products and services to a company more cheaply than if the company produced them themselves?转包商有大量的理由来提供更为低价的服务。
在很多情况下,转包商是这个领域的专家，更为灵活，因此更便宜。
如果转包商在大量的客户中执行相似的工作，他们可以利用商业竞争中的零和性质。
通过聚集大量客户的订单，转包商可以满足一些客户的高需求，因为其他一些客户将会经历需求低谷。
如果因为一个公司满功率生产而发生转包，转包商（没有产能过剩）可以更低价地处理生产，这是因为产能过剩的时候操作系统是非常昂贵的。
12、双重成产设施（一些设施专门生产某种类型的产品，另一些设施可以生产多种类型的产品）在哪些行业最常见？在哪些行业应用较少？为什么？In what industries would you tend to see dual facility types (some facilities focusing on only one type of product and others able to produce a wide variety)? In what industries would this be relatively rare? Why?任何行业,生产利润丰厚的产品都需要独特的劳动技能和生产设施，这是双重设施操作的主要候选因素。
医疗行业是一个双重功能类型一个例子,许多大型连锁医院集中于创伤,心脏,妇产科和其他特殊设备的操作。
其他具有双重生产设施的行业包括法律职业,酒店,建筑,和许多其他种类。
双重生产设施应用较少的行业包括烟草制品、酒精饮料、锯木厂和化学物质。
这些行业之间的分割点是非双重生产商的连续流动性。
如果工艺要求规定产品流必须在相同的序列中访问一个过程相同的步骤，那么高容量和低流程灵活性的结合会导致专用生产设备无法拥有广泛的产品范围。
专用设施可以保持相对稳定的生产率，双重设施可以应付需求波动。
13、讨论如何为供应链中的企业建立协作机制。
Discuss how you would set up a collaboration mechanism for the enterprises in a supply chain.供应链的协作机制应该从供应链建立之时就开始最初的合作过程。
供应链中的各方必须结盟并致力于整个链的成功。
信任和开放的沟通是非常重要的，应该有大量的正式和非正式的沟通渠道促使各方开放。
如果目标的持久性还在讨论中，每个公司在面对公平的“连锁激励”下有利于整个供应链的行为时，可能会贡献出自己的一些资源，而这种行为时有组织和有奖励的。
激励、沟通和信任应该建立在每个供应链成员的所有层次上。
在他们的水平和供应链的跨业务团队中，公司领导人应该为这些行为提供高度可见的证据。
14、哪些产品线通常使用通用零部件？这样做的好处是什么？What are some product lines that use common parts across many products? What are the advantages of doing this?有很多生产者，在制造和服务中，在许多产品上使用通用零部件。
其中一些产品线包括食品工业、建筑、家具、肥皂、塑料、香水、计算机和办公设备、汽车、摩托车、自行车、机身以及大多数在后台运作的服务行业。
使用通用零部件可以降低成本，使生产商能够满足需求的变化性。
自从需求总量固有地更少发生变化，部分商品不时地吸收了分散需求的变化性。
通用零部件可能会以一个更为频繁的速率生产或者获得，储存以更低的库存水平同时保持更高的客户服务水平。
15、讨论企业如何能让生产部门和营销部门具有协调供给与需求的共同目标。
并且相互合作以实现利润最大化？Discuss how a company can get marketing and operations to work together with the common goal of coordinating supply and demand to maximize profitability.营销通常有基于收入的激励机制，而操作的激励机制则基于成本。