erp供应链管理论文供应链管理英文论文
关于供应链管理的英语小作文
关于供应链管理的英语小作文Supply chain management originated in the 1980s. With the acceleration of logistics integration, supply chain management, as an effective management method, is a process of planning, organizing and controlling the information flow, logistics, capital flow, value-added flow and workflow in the supply chain. Logistics management is an indispensable part of the supply chain. From a certain point of view, logistics is the foundation. Without logistics and the management of logistics activities, supply chain enterprises cannot normally carry out procurement and production. Logistics management under the environment of supply chain management is to plan, organize, coordinate and control the logistics activities of enterprises under the guidance of supply chain management.Supply chain is a complex network composed of production enterprises, logistics enterprises, customers and other entities. Logistics, workflow and capital flow information flow on the network, including some management companies, manufacturing enterprises, transit warehouses, suppliers of raw materials and parts, logisticscompanies, distribution centers, retail wholesalers and end customers.With the global development of logistics management, the traditional competitive magic weapon of manufacturing - improving product quality and reducing inventory have gradually withdrawn from the core stage leading the development of enterprises. Many traditional competitive means of enterprises, such as price, market promotion and sales channels, are gradually replaced by the huge profit space brought about by reasonable supply chain management. An excellent enterprise should focus on its key business, give full play to its advantages, and establish a good partnership with appropriate enterprises worldwide, while the logistics of the enterprise can be outsourced to other appropriate enterprises. In order to better implement supply chain management, most of China's manufacturing industry have changed the traditional management means and adopted the information control management system. However, because the information system is not suitable for the business process of enterprises, it has seriously affected the supply chain management of manufacturingindustry. In the 1980s, some parts of the world began to use information technology to operate supply chain management. However, due to technical constraints, it is clear that there are still many manual supply chain management systems in China today. Under the supply chain management environment, enterprise logistics activities are still the main body of social logistics activities, and professional optimization of professional services has begun to take shape. Although the concept of supply chain management has not been introduced into China for a long time, The supply chain has attracted the attention of the theoretical and physical circles with its remarkable achievements, but there is still a big gap between the supply chain and the developed countries in the world in the practical application. This has hindered the rapid development of China's logistics enterprises to a great extent and affected the actual benefits of the supply chain. The management level of the supply chain is also mainly affected by the management performance of talents and enterprises. At present, the organizational structure of most enterprises in China is based on the division of responsibilities. This organizational structure is clear andeasy to manage, but the information in the manufacturing industry is not circulating. Each functional department pays attention to its own interests, which makes the whole enterprise insensitive to the market and difficult to meet the requirements of supply chain management. Most enterprises in China have set up supply chain management departments, but the number of investment is small, In structure, the supply chain is in a relatively inferior position.With the deepening of the research on supply chain management, people gradually realize that supply chain is a problem of cooperation and coordination among enterprises. Supply chain enterprises should realize this and redesign the organizational structure to make it continuously adapt to the operation requirements of supply chain management. However, most enterprises have flat organizational structure and no business processes. They are only implemented within the enterprise and have no suitable partners. Supply chain management is a new type of enterprise management mode. Today, with the rapid development of information, it conforms to the new requirements of the new economic development environment for the supply chain,and shows great vitality in the process of practice. Therefore, supply chain management has great guiding significance and attraction in the process of enterprise management and logistics development. The development of logistics in China has gradually promoted the development of the supply chain, and the two promote each other, Supply chain management includes logistics activities and manufacturing activities, involving the whole value-added process of logistics from raw materials to products to end-users. It is a support and guarantee process involving the value flow process between enterprises.From the traditional point of view, logistics plays a supporting role in the production of manufacturing industry and is regarded as an auxiliary functional department. However, the transformation of production mode of modern enterprises, that is, from mass production to special production and just in time production. In this case, logistics management, including procurement and supply, needs the transformation of operation mode, such as timely and just in time supply and just in time procurement. The instantaneity of customer demand requires enterprises to deliver their products tocustomers at the fastest speed, so as to improve their response ability to adapt to the market. All these require that the logistics system of an enterprise has the collaborative adjustment ability of the manufacturing system, so as to improve the agility and adaptability of the supply chain. Therefore, logistics is no longer a traditional problem to ensure the sustainability of the production process, but should play an important role in the supply chain management.Logistics management plays an important role in supply chain management, which can be examined through the value distribution table. The value distribution of the supply chain varies with different industries and product types. However, we can see that the logistics value accounts for more than half of the value of the whole supply chain in all types of products and industries, and the logistics value accounts for more than 80% in consumables and general industrial products. All these fully illustrate the significance of logistics value. The supply chain is a value-added chain, so the logistics process is good, It plays an important role in improving the value-added level of the supply chain.。
供应链风险管理英语作文
供应链风险管理英语作文Supply Chain Risk Management。
In today's globalized economy, supply chains have become increasingly complex and interconnected. As a result, supply chain risk management has become a critical component of business operations. Supply chain risk management involves identifying potential risks and developing strategies to mitigate or eliminate them. This essay will discuss the importance of supply chain risk management and the strategies that companies can use to manage and mitigate supply chain risks.Supply chain risk management is important because it helps companies to minimize disruptions in their supply chain. Disruptions in the supply chain can lead to delaysin production, increased costs, and lost revenue. These disruptions can be caused by a variety of factors,including natural disasters, political instability, economic downturns, and supplier bankruptcy. By identifyingpotential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of these disruptions on their operations.One strategy that companies can use to manage supply chain risks is to diversify their suppliers. By working with multiple suppliers, companies can reduce their dependence on any one supplier and minimize the impact of supplier bankruptcy or other disruptions. Another strategy is to develop contingency plans for potential disruptions. For example, companies can stockpile inventory or develop alternative supply routes to ensure that they can continue to operate in the event of a disruption.In addition to these strategies, companies can also use technology to manage supply chain risks. For example, companies can use data analytics to identify potentialrisks and develop strategies to mitigate them. They can also use supply chain management software to track inventory levels and monitor supplier performance. By using technology to manage supply chain risks, companies can improve their ability to respond to disruptions andminimize their impact on operations.Overall, supply chain risk management is a critical component of business operations in today's globalized economy. By identifying potential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of disruptions in their supply chain. Strategies such as diversifying suppliers, developing contingency plans, and using technology can all help companies to manage supply chain risks and ensure the smooth operation of their business.。
供应链管理外文文献及翻译
供应链管理外文文献及翻译供应链管理的实践和理论已经在全球范围内得到广泛应用和研究。
本篇文献回顾了最近的文献，旨在提供一个有关供应链管理的广泛和多样化的视角。
本文献主要关注采购、生产和物流等方面。
本文献指出了供应链管理的重要性以及不断变化的环境对供应链管理的挑战。
作者还强调了合作伙伴关系、信息共享、风险管理和绩效评估等方面的关键因素。
总的来说，对于供应链管理的研究，应该包括广泛的实践案例和深入的理论研究。
只有这样，才能理解不断变化的环境对供应链管理的影响，从而制定更好的供应链管理策略。
翻译：Supply Chain Management Foreign Literature and TranslationThe practice and theory of supply chain management have been widely applied and studied worldwide. This literature review aims toprovide a broad and diversified perspective on supply chain management, focusing mainly on procurement, production, and logistics.The literature points out the importance of supply chain management and the challenges that the constantly changing environment poses to it. The authors also emphasize critical factors such as partnership relationships, information sharing, risk management, and performance assessment.In general, research on supply chain management should include diverse practical cases and in-depth theoretical studies. Only in this way can we understand the impact of the constantly changing environmenton supply chain management and formulate better supply chain management strategies.。
有关供应链的英语作文
有关供应链的英语作文The supply chain plays a crucial role in the success of a business, as it involves the entire process of producing, distributing, and delivering goods to the end consumer. 供应链在企业的成功中起着至关重要的作用，因为它涉及到整个生产、分销和向最终消费者交付商品的过程。
From sourcing raw materials to delivering the final product, the supply chain encompasses a wide range of activities and stakeholders, including suppliers, manufacturers, distributors, retailers, and transportation providers. 从原材料采购到交付最终产品，供应链涵盖了一系列的活动和利益相关者，包括供应商、制造商、分销商、零售商和运输提供商。
One of the biggest challenges in the supply chain management is the need to balance efficiency and cost-effectiveness with the ever-changing consumer demands and market trends. 在供应链管理中最大的挑战之一是需要在不断变化的消费者需求和市场趋势中平衡效率和成本效益。
Efficient supply chain management can result in reduced lead times, improved product availability, and better customer satisfaction. 高效的供应链管理可以减少交货时间、改善产品供应能力，并提高客户满意度。
供应链管理英文作文
供应链管理英文作文英文：Supply chain management is a crucial aspect of any business, as it involves the coordination and management of all activities involved in the production and delivery of goods to customers. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.One important component of supply chain management is inventory management. By keeping track of inventory levels and predicting demand, businesses can ensure that they have enough stock on hand to meet customer needs without overstocking and wasting resources. For example, a clothing retailer may use data analysis to predict which items will be popular during a certain season and order the appropriate amount of inventory to meet that demand.Another key aspect of supply chain management islogistics. This involves the transportation and storage of goods from the manufacturer to the end customer. Effective logistics management ensures that products are delivered on time and in good condition. For example, a foodmanufacturer may use temperature-controlled trucks to transport perishable goods to ensure that they arrive atthe grocery store in good condition.In addition to inventory management and logistics, supply chain management also involves supplier management. This includes selecting and managing suppliers to ensurethat they meet quality standards and can deliver goods on time. For example, a car manufacturer may work closely with a specific supplier to ensure that the components they receive meet their quality standards and are delivered on time to avoid production delays.Overall, effective supply chain management is essential for the success of any business. By managing inventory, logistics, and suppliers, businesses can improve efficiency, reduce costs, and provide better service to their customers.中文：供应链管理是任何企业的重要组成部分，它涉及到生产和交付商品给客户的所有活动的协调和管理。
供应链英文论文原文+翻译5000字
中国矿业大学矿业工程学院论文翻译课程名称供给链论文翻译马X 班级工业13-X班学号 01X 日期 2016.5.11 成绩教师李XIntroduction to supply chain conceptsFirms can no longer effectively compete in isolation of their suppliers and other entities in the supply chain. Interest in the concept of supply chain management has steadily increased since the 1980s when companies saw the benefits of collaborative relationships within and beyond their own organization. A number of definitions have been proposed concerning the concept of “the supply chain” and its management. This paper defines the concept of the supply chain and discusses the evolution of supply chain management. The term does not replace supplier partnerships, nor is it a description of the logistics function. Industry groups are now working together to improve the integrative processesof supply chain management and accelerate the benefits available through successful implementation. The competitive importance of linking a fir m’s supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management.Definition of supply chainVarious definitions of a supply chain have been offered in the past several years as the concept has gained popularity. The APICS Dictionary describes the supply chain as:1 .the processes from the initial raw materials to the ultimate consumption of the finished product linking across supplier user companies;2 and the functions within and outside a company that enable the value chain to make products and provide services to the customer (Cox et al., 1995).Another source defines supply chain as, the network of entities through which material flows. Those entities may include suppliers, carriers, manufacturing sites, distribution centers, retailers, and customers (Lummus and Alber, 1997). The Supply Chain Council(1997) uses the definition: “The supply chain –a term increasingly used by logistics professionals – encompasses every effort involved in producing and delivering a final product, from the supplier’s supplier to the customer’s customer. Four basic processes – plan, source, make, deliver – broadly define these efforts, which include managing supply and demand, sourcing raw materials and parts, manufacturing an assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer.” Quinn (1997) defines the supply chain as “all of those activities associated with moving goods from the raw-materials stage through to the end user.This includes sourcing and procurement, production scheduling, order processing, inventory management, transportation, warehousing, and customer service. Importantly, it also embodies the information systems so necessary to monitor all of those activities.”In addition to defining the supply chain, several authors have further defined the concept of supply chain management. As defined by Ellram and Cooper (1993), supply chain management is “an integrating philosophy to manage the total flow of a distribution channel from supplier to ultimate customer”. Monczka and (1997) state that “integrated supply chain management is about going from the external customer and then managing all the processes that are needed to provide the customer with value in a horizontal way”. They believe that supply chains, not firms, compete and that those who will be the strongest competitors are those that “can provide management and leadership to the fully integrated supply chain including external customer as well as prime suppliers, their suppliers, and their suppliers’ suppliers”.From these definitions, a summary definition of the supply chain can be stated as: all the activities involved in delivering a product from raw material through to the customer including sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, delivery to the customer, and the information systems necessary to monitor all of these activities. Supply chain management coordinates and integrates all of these activities into a seamless process. It links all of the partners in the chain includingdepartments within an organization and the external partners including suppliers, carriers, third-party companies, and information systems providers. Managers in companies across the supply chain take an interest in the success of other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. It encompasses the processes necessary to create, source, make to, and to deliver to demand. They use technology to gather information on market demands and exchange information between organizations. A key point in supply chain management is that the entire process must be viewed as one system. Any inefficiency incurred across the supply chain (suppliers, manufacturing plants, warehouses, customers, etc.) must be assessed to determine the true capabilities of the process. Figure 1 describes the total integration required within the supply chain.Interest in supply chainsWhy has managing the supply chain become an issue for the 1990s? In part, the answer lies in the fact that few companies continue to be vertically integrated. Companies have become more specialized and search for suppliers who can provide low cost, quality materials rather than own their source of supply. It becomes critical for companies to manage the entire network of supply to optimize overall performance. These organizations have realized that whenever a company deals with another company that performs the next phase of the supply chain, both stand to benefit from the other’s success.A second reason partially stems from increased national and international competition. Customers have multiple sources from which to choose to satisfy demand; locating product throughout the distribution channel for maximum customer accessibility at a minimum cost becomes crucial. Previously, companies looked at solving the distribution problem through maintaining inventory at various locations throughout the chain. However, the dynamic nature of the marketplace makes holding inventory a risky and potentially unprofitable business. Customers’ buying habits are constantly changing, and competitors are continually adding and deleting products. Demand changes make it almost a sure bet that the company will have the wrong inventory. The cost of holding any inventory also means most companies cannot provide a low cost product when funds are tied up in inventory.A third reason for the shift in emphasis to the supply chain is due to a realization by most companies that maximizing performance of one department or function may lead to less than optimal performance for the whole company. Purchasing may negotiate a lower the price on a component and receive a favorable purchase price variance, but the cost to produce the finished product may go up due to inefficiencies in the plant. Companies must look across the entire supply chain to gauge the impact of decisions in any one area.Advanced Manufacturing Research, a Boston-based consulting fir m, developed a supply chain model which emphasizes material and information flow between manufacturers and their trading partners (Davis, 1995). They believe the changes required by management are due to the following changes in how manufacturers are doing business:•Greater sharing of information between vendors and customers.•Horizontal business processes replacing vertical departmental functions.•Shift from mass production to customized products.•Increased reliance on purchased materials and outside processing with a simultaneous reduction in the number of suppliers.•Greater emphasis on organizational and process flexibility.•Necessity to coordinate processes across many sites.•Employee empowerment and the need for rules-based real time decision support systems.•Competitive pressure to introduce new products more quickly.Companies are streamlining all operations and minimizing the time-to-customer for their products.For these reasons, expertly managing the supply chain has become critical for most companies. As Ralph Drayer, vice president of product supply/ customer service at Procter and Gamble put it, “Winning in the marketplace of the 1990s is going to require a far different kind of relationship--one that recognizes that the ultimate winners will be those who understand the interdependence of retailer/ manufacturer business systems and who work together to exploit opportunities to deliver superior consumer value” (Drayer , 1994). Managers in companies across the supply chain take an interest in the success of the other companies. They work together to make the whole supply chain competitive. They have the facts about the market, they know a lot about competition, and they coordinate their activities with those of their trading partners. They use technology to gather information on market demands and exchange information between organizations. Critical to managing the supply chain is managing the link between each node within the chain to synchronize the entire supply chain.History of the supply chain initiativeThe history of the supply chain initiative can be traced to early beginnings in the textile industry with the quick response program and later to efficient consumer response in the grocery industry. More recently a variety of companies across many industries have begun looking at the entire supply chain process. This section will discuss those early beginnings of the supply chain and some more recent success stories.Quick response, for general merchandise retailers and their suppliersOwing to intense competition in the textile and apparel industry world-wide, leaders in the US apparel industry formed the Crafted . With Pride in the USA Council in 1984 (Kurt Salmon Associates, Inc., 1993). In 1985, Kurt Salmon Associates were commissioned to conduct a supply chain analysis. The results of the study showed the delivery time for the apparel supply chain, from raw material to consumer, was 66 weeks long, 40 weeks of which were spent in warehouses or in transit. The long supply chain resulted in major losses to the industry due to financing the inventory and lack of the right product in the right place at the right time.The result of this study was the development of the quick response (QR) strategy. QR is a partnership where retailers and suppliers work together to respond more quickly to consumer needs by sharing information. Significant changes as a result of the study were the industry adoption of the UPC code used by the grocery industry and a set of standards for electronic data interchange (EDI) between companies. Retailers began installing point of sale (POS) scanning systems to transfer sales information rapidly to distributors and manufacturers. “QR maximizes the profitability of inventory by placing the company’s dollars where and when they are needed based on point of sale data plus sales history” (Mullin, 1994). QR incorporates marketing information on promotion, discounts, and forecasts into the manufacturing and distribution plan.Efficient consumer response, the grocery business initiativeIn 1992, a group of grocery industry leaders created a joint industry task force called the efficient consumer response (ECR) working group. The group was charged with examining the grocery supply chain to identify opportunities to make the supply chain more competitive (Kurt Salmon Associates Inc.,1993). Kurt Salmon Associates were engaged by the group to examine the grocerysupplier/distributor/ consumer value-chain and determine what improvements in cost and service could be accomplished through changes in technology and business practices.The results of the study indicated little change in technology was required to improve performance, other than further development of EDI and POS systems. However, the study identified aset of best practices which, if implemented, could substantially improve overall performance of the supply chain. As Kurt Salmon and Associates (1993) found: “By expediting the quick and accurate flow of information up the supply chain, ECR enables distributors and suppliers to anticipate future demand far more accurately than the current system allows”. Through implementation of best practices they projected an overall reduction in supply chain inventory of 37 percent, and overall cost reductions in the industry in the range of $24 to $30 billion.The successful adoption of ECR for a manufacturer depends on their ability to maintain manufacturing flexibility which enables them to match supply with demand. Key to this flexibility is a process that tightly integrates demand management, production scheduling, and inventory deployment to allow the company to better utilize information, production resources, and inventory (Weeks and Crawford, 1994).A further development from ECR was the concept of continuous replenishment (CRP).CRP is a move away from pushing product from inventory holding areas to pulling products onto grocery shelves based on consumer demand (ECR Performance Measures Operating Committee, 1994). Pointof purchase transactions are forwarded by computer to the manufacturer allowing them to keep the retailer replenished and balanced just-in-time.CRP has been introduced by a number of manufacturers (Garry, 1994). Procter & Gamble and Campbell soup are delivering as much as 30 to 40 percent of their volume by CRP. Ralston, General Mills and Pillsbury distribute about 10 percent by CRP. Estimates of improvements in performance with CRP include increasing inventory tur ns from 10 up to 50, reducing days of supply from 30 to 5 and increasing net margin from 5 percent to 7 percent.Other early supply chain initiativesBesides the apparel and grocery industry initiatives, other early manufacturing efforts to improve supply chain performance have been documented. Some of these include: Hewlett-Packard, Whirlpool, Wal-Mart, West Co., Becton Dickinson, Baxter, and Georgia-Pacific Corp. A brief outline of their supply chain initiatives are described as follows.Hewlett-PackardThe computer components manufacturer, systematically linked its distribution activities with its manufacturing activities in the computer terminal business in the early 1990s (Hammell and Kopczak, 1993). The implementation included changes in both the physical distribution of the product, and a new distribution requirements planning (DRP) system. The DRP system nets customer orders with forecasts and serves as the beginning pull in the supply chain.The appliance manufacturer, began its supply chain implementation with a team of executives in 1992 chartering this vision –“Winning companies will be those who come the closest to achieving an inter-enterprise pull system. They will be linked in a short cycle response mode to the customer” (Davis, 1995). Whirlpool has created a new vice-president of logistics position, established cross-functional teams for key product areas, entered into single source agreements with suppliers based on reliability and the ability to assist in product design, and is using EDI to communicate daily with suppliers all as part of its supply chain management program. As a result, product avail ability is up in the 90-95 percent range, inventories have been reduced by 15 to 20 percent and lead times reduced to as low as five days.Wal-MartThe company began its own supply chain initiative by working directly with key manufacturers (Johnson and Davis, 1995).The manufacturers are responsible for managing Wal-Mart’s warehouse inventory of their products, termed vendor managed inventory (VMI). In return, Wal-Mart expects near 100 percent order fulfillment rates on those products. KMart and other large retailers haveimplemented similar VMI programs.West Co., Becton Dickinson, and Baxter，Becton DickinsonWithin the medical products industry, three firms engaged in supply chain relationships in the early 1990s (Battagia, 1994). West supplies rubber stoppers to Becton Dickinson who supplies medical products to Baxter. Becton Dickinson implemented the program by assigning a senior-level executive officer with the responsibility to monitor supply chain execution. Working together at all management levels the three companies have made improvements in quality and service while at the same time reducing cycle times and costs.Georgia-Pacific CorpA leader in the manufacturing and distribution of building products in North America,Georgia-Pacific began implementing supply chain management practices within the decentralized operations of their company (Blackwell, 1994). Previously, traffic managers in each division controlled inbound and outbound shipments for their unit. Shipping priorities were fragmented and internal and external customers were not satisfied. A new centralized Transportation and Logistics Division was created to coordinate and streamline the distribution process. The new division looks at needs and priorities across the business units and has recognized savings to the company in reduced freight costs and other logistics improvements of $20 million per year.Many other examples of companies implementing supply chain management concepts are available (Blaser and Westbrook, 1995; Cook and Rogowski, 1996; Semich, 1994). The vast interest in the topic indicates the concept has become a key issue for a diverse group of companies who are taking steps to improve customer delivery and at the same time reduce overall costs. Better managing the supply chain also involves managing the marketing link to the supply chain and linking supply chain strategies to the overall company strategy.Collaborative supply chain initiativesRecently, several industry collaborative groups have developed to research aspects of supply chain management. The findings of these groups should provide practitioners with guidelines for “best practices” in supply chain design and accelerate the implementations of these practices.In one year, the Supply Chain Council grew from 73 members to more than 300 of some of the world’s largest manufacturers. The Council has incorporated as a non-profit organization to provide services and support for further increasing its membership. The Council was for med to establish a framework to enable manufacturers and their suppliers to build a stronger supply chain and reap the benefits of improved supply chain management. The Council is developing a supply chain operations reference model (SCOR) to assist companies in evaluating their supply chain performance, identifying weak areas, and developing improvement solutions (The Supply Chain Council, 1997).In another collaborative initiative, several leading manufacturers joined with the National Institute of Standards and Technology (NIST) to create a new organization that will improve and standardize communication and business processes throughout manufacturing supply chains and to share the results with other interested firms. This group, the National Initiative for Supply Chain Integration (NISCI) was for med after a NIST study showed that an overwhelming majority of companies compromising manufacturing supply chains are either small- or medium sized businesses that lack the resources of larger firms. With a consortium of businesses, non-profit groups, and academic institutions, the plan is to identify specific supply chain initiatives, then select teams of members to research and implement best practices (Anonymous, 1997).What the supply chain is notThe definitions described and developed earlier and recent industry collaborative activities indicate that supply chain management is not a standalone process. Many supply chain efforts have fallen shortof the potential advantages because the term is often viewed as only relating to the supply side of the business or to the purchasing function. As indicated above, supply chain management is much more than just procurement. Among the misunderstanding evidenced, supply chain management is not:•inventory management;•logistics management;•supplier partnerships;•driven from the supply side;• a shipping strategy;•distribution management;•the logistics pipeline;•procurement management;• a computer system.Despite the acceptance of the concept of managing the supply chain and partly due to the limiting misunderstandings, growth of integrated supply chain management has been slow. Reasons for the slow growth of integrated supply chain management include the following:Lack of guidelines for creating alliances with supply chain partners.•Failure to develop measures for monitoring alliances.•Inability to broaden the supply chain vision beyond procurement or product distribution to encompass larger business processes.•Inability to integrate the company’s internal procedures.•Lack of trust inside and outside a company.•Organizational resistance to the concept.•Lack of buy-in by top managers.•Lack of integrated information systems and electronic commerce linking firms.Linking the supply chain to the business strategyThe supply chain improvements described indicate that supply chain management has the potential to improve a fir m’s competitiveness. Supply chain capability is as important to a company’s overall strategy as overall product strategy. Supply chain management encourages management of processes across departments. By linking supply chain objectives to company strategy, decisions can be made between competing demands on the supply chain. Improvements in performance are driven by externally-based targets rather than by internal department objectives.Managing the supply chain means managing across traditional functional areas in the company and managing interactions external to the company with both suppliers and customers. This cross-boundary nature of management supports incorporating supply chain goals and capabilities in the strategic plan of the company. This focus on integration can then lead to using the supply chain to obtain a sustainable competitive advantage over competitors. The impact of managing overall product demand and the supply of product will impact the profitability of the company. The supply chain strategy can be viewed as the patter n of decisions related to sourcing product, capacity planning, conversion of finished product, deployment of finished product, demand management and communication, and delivery. Linking supply chain strategy to the business strategy involves defining the key business processes involved in producing a company’s productor service.A company must develop objectives for the management of the supply chain based on corporate objectives. From these higher level objectives, a set of detailed objectives can be developed for each process within the supply chain. This cascading method serves to integrate the supply chain processes with the overall enterprise direction and provides measures for monitoring and execution. Supply chain management can be utilized to be a point of differentiation for a company. Excellence on a certain dimension in product position can provide a competitive marketing opportunity, but shortfalls in providing this dimension by the supply chain can eliminate this advantage. For a company to be competitive, it is not enough just to vary marketing programs. They must define a working relationship with customers and put themselves in a position to deliver customer value. All components of the supply chain must have the capability to meet strategic objectives.Companies must evaluate the effectiveness of the supply chain strategy using a new set of measures. Typical rewardsaimed at improving performance of functions or departments must be revised to strive to improve supply chain performance overall. By tying the supply chain strategy to the overall company strategy, the objectives become process objectives rather than functional objectives.For example, traditionally, one of purchasing’s measurements is material cost or material variance. Buying product at a lower cost is one way to improve that measure. Purchasing a carton at a lower cost from a new vendor might lower the cost of the carton. However, the new carton may not run as efficiently through the production process as the one from the original supplier. Purchasing’s measure of material variance is favorable, but the manufacturing facility is recognizing added costs in downtime, maintenance, etc.Measurements must be designed to look across the supply chain and become process objectives. Included in that process is the internal structure of the supply chain which often is causing as much confusion/ cost as external portions of the chain.ConclusionsThis paper defined the concepts of supply chain and supply chain management and discussed why managers are increasingly interested in the concept. The historical evolution of the supply chain movement from its early days of quick response and efficient consumer response was discussed. Several early supply chain initiatives at companies were described which indicate the competitive advantages and importance of linking supply chain to overall business strategy.This discussion provides insight for those companies investigating the concept of supply chain management. Companies who have achieved supply chain integration success report lower investments in inventory, a reduction in the cash flow cycle time, reduced cycle times, lower material acquisition costs, higher employee productivity, increased ability to meet customer requested dates (including short-term increases in demand), and lower logistics costs.To begin managing across the entire supply chain, companies should consider the following guidelines in their plans and implementation:1 .Link supply chain strategy to overall business strategy to align supply chain initiatives to business objectives.2. Identify supply chain goals and develop plans to assure every process is individually capable of meeting supply chain goals.3. Develop systems to listen to signals of market demand and plan accordingly, including changes in ordering patterns and changes in demand due to customer promotions.4 Manage the sources of supply by developing partnerships with suppliers to reduce the costs of materials and receive materials as needed.5 Develop customized logistics networks tailored to each customer segment.6 Develop a supply chain information systems strategy that can support decision making at all levels of the supply chain and offers a clear view of the flow of products.7 Adopt cross-functional and cross-business performance measures that link every aspect of the supply chain and include both service and financial measures.Companies who are successful will be those that are managing across all nodes of the supply chain from their supplier’s supplier to their customer’s customer. A clear understanding of supply chain concepts and a willingness to openly share information between supply chain partners is a necessary first step to making the supply chain a competitive force for a business.供给链概念的简介企业不再有效竞争的供给商和供给链中的其他实体隔离。
供应链的英语作文
供应链的英语作文Title: The Importance of Supply Chain Management。
Supply chain management plays a pivotal role in the success of businesses across various industries. It encompasses the entire process of delivering a product or service, from the raw materials stage to the end consumer. In today's globalized economy, effective supply chain management is more crucial than ever before. This essaywill delve into the significance of supply chain management and its impact on businesses.Firstly, supply chain management ensures the efficient flow of goods and services from suppliers to consumers. By streamlining this process, businesses can minimize costs, reduce lead times, and improve overall customer satisfaction. A well-managed supply chain enables companies to respond quickly to changes in demand and market trends, thus gaining a competitive edge in the industry.Moreover, supply chain management contributes to risk mitigation and resilience. By diversifying suppliers and establishing robust contingency plans, businesses can mitigate disruptions caused by unforeseen events such as natural disasters, political instability, or supply chain bottlenecks. This resilience is crucial for maintaining business continuity and safeguarding against potential losses.Furthermore, supply chain management promotes sustainability and ethical practices. Companies are increasingly under pressure to adopt environmentally friendly and socially responsible supply chain practices. By collaborating with suppliers who adhere to fair labor standards, minimize waste, and reduce carbon emissions, businesses can enhance their reputation, attract environmentally conscious consumers, and contribute to a more sustainable future.Additionally, supply chain management fosters innovation and collaboration. By engaging in strategic partnerships and leveraging technology, businesses canoptimize their supply chain processes and drive continuous improvement. Collaborative efforts between suppliers, manufacturers, and distributors facilitate the exchange of ideas and expertise, leading to the development of innovative solutions and the creation of value for all stakeholders involved.In conclusion, supply chain management is integral to the success and sustainability of businesses in today's dynamic marketplace. By optimizing the flow of goods and services, mitigating risks, promoting sustainability, and fostering innovation, effective supply chain management enables businesses to stay competitive, resilient, and responsive to the ever-changing needs of the market. As businesses continue to navigate the complexities of the global economy, investing in robust supply chain management practices remains paramount.。
供应链知识英语作文
供应链知识英语作文Supply Chain Management。
Supply chain management is a critical aspect of any business that involves the production and distribution of goods or services. It refers to the coordination and management of all activities involved in the procurement, production, and delivery of products to customers. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.The first step in supply chain management is to identify and establish relationships with suppliers. This involves selecting suppliers who can provide high-quality materials or services at a reasonable cost. Once suppliers have been identified, contracts must be negotiated and agreed upon to ensure that both parties understand their roles and responsibilities.The next step is to manage the production process. This involves coordinating the activities of all partiesinvolved in the production process, including suppliers, manufacturers, and distributors. The goal is to ensure that products are produced efficiently and effectively, with minimal waste and delays.Once the products have been produced, they must be transported to the customer. This involves managing the logistics of transportation, including selecting the most efficient mode of transportation and coordinating the delivery of products to customers.Throughout the supply chain management process, it is important to monitor and analyze performance. This involves tracking key performance indicators, such as delivery times, inventory levels, and customer satisfaction, and making adjustments as needed to improve performance.Effective supply chain management requires acombination of technical expertise, strategic planning, and effective communication. It is a complex and dynamicprocess that requires ongoing attention and effort to ensure that products are delivered to customers on time, at the right price, and with the highest level of quality.In conclusion, supply chain management is a critical aspect of any business that involves the production and distribution of goods or services. It involves identifying and establishing relationships with suppliers, managing the production process, coordinating transportation, and monitoring performance. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.。
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erp供应链管理论文供应链管理英文论文
ERP沙盘模拟在“供应链管理”中的运用
摘要：ERP沙盘模拟是新型的体验式教学模式，通过在计算机的ERP 系统中进行实际企业运营的模拟，让学生亲身了解并掌握企业运营管理的知识和技能。
供应链管理是实践很强的课程，但在实际的学科教学中大多存在着忽视实践教学。
本文对供应链管理实践教学和运用ERP沙盘模拟的方式进行了探讨。
关键词：ERP；沙盘模拟：供应链管理；教学方式
供应链管理是一门实践性很强的综合性应用学科。
供应链管理是解决跨企业的物流、信息流和资金流的协同计划、组织、协调和控制问题的学科。
由于该课程理论内容较多且很抽象，知识面广、学科交叉、综合性知识强，长期以来难以调动学生的学习兴趣。
本文通过探讨采用ERP沙盘模拟的教学方式来解决这一问题。
一、供应链管理学科中存在的问题
在我国高等院校的管理类课程教学中，大多以课堂教学为主。
课堂教学通常侧重于理论、知识的学习，忽视了理论在实践中的应用训练，很难满足这一要求。
《供应链管理》课程教学偏重于供应链管理的策略和模型等抽象性理论，学生普遍的感到理论知识多而枯燥，模型复杂且难以理解，再加上管理专业的学生是文科背景较重，对模型、公式有着本能的排斥，缺乏信心，也挫伤了学习的积极性。
现有的教学方法主要采用教师讲授这种单向传播的方式，缺少学生参与和师生互动。
尽管许多老师使用了多媒体教学，但仅仅是原有教案以PPT形式的展示，学生接受的知识仍停留在理论讲解上，没有感性认识。
学生的参与程度、控制权、自主运作的空间和积极性的发挥都相对有限。
供应链管理作为企业运营的组成部分，强调对实际问题的处理和解决，强调团队合作和协同。
单向讲授式的教学方式完全不利于行为性知识的传授，不利于创新能力和团队协作能力的培养。
目前，培养出来的学生大多缺乏对企业运作真实情况的了解和知识的运用。
一些学校尝试组织学生到企业参观实习，然而受学制和时间的限制，这种实习往往时间短，学生也难以了解企业经营的全貌，实际效果也不明显。
一些大学立足于提高学生解决问题能力的培养，将典型案例分析作为重要的教学方式。
案例教学一定程度上调动学生的主观能动性，提高了分析问题、解决问题的能力。
但使用的案例大多为世界500强成功案例。
这些案例与学生所接触到的实际具有较大的差距。
限于学生知识结构，对企业运营的了解，缺乏案例的背景资料的深入理解，往往仅仅是理论空谈，因此不能完全采用案例教学。
二、ERP沙盘模拟
ERP沙盘是企业资源计划沙盘的简称，直观、形象地展示企业内、外部资源。
ERP沙盘模拟是一种体验式的教学方式，是继传统教学及案例教学之后的一种教学模式的创新。
1978年瑞典皇家工学院的Klas Mellan开发了沙盘模拟训练课程之后，该教学模式迅速风靡全
球。
这一模拟教学方法具有以下特点：1)直观：通过一目了然的经营效果，帮助学生理解企业经营的本质。
2)尝试：可以把学生的想法带到沙盘模拟中印证，并且直接看到结果。
3)生动：将枯燥的课程变得生动有趣，通过体验激发学习热情。
通过直观的ERP沙盘来模拟企业的运营，通过使用企业的ERP系统能够使学生在分析市场、制定战略、组织生产、整体营销和财务管理以及供应链管理等一系列活动中体会企业经营和管理的全过程。
在具体的经营过程中，既让学生全面学习管理知识，又充分调动了学生学习的主动性与参与性，并由此全面提升学生的素质，领悟科学的管理规律，提升管理能力。
它突破了传统教学枯燥、抽象、无法深入企业实际的局限，得到迅速推广。
ERP沙盘模拟的体验式教学与传统讲授式教学方法最大的区别在于它强调边做边学，强调学生的集体参与，重视学生在模拟过程中的理解、领悟和认知，促进教师与学生的双向交流，提高学生处理和解决问题的能力，真正有效地将教与学融为一体。
三、ERP沙盘模拟在供应链管理学科中的运用
ERP沙盘模拟作为一种企业供应链管理实战演练模拟的教学方式，应参照企业经营实际情况，为学生设计安排了供应链上的各级供应商、研发部门、生产部门、销售部门、物流部门和市场部门等企业重要角色，通过ERP沙盘模拟了企业供应链管理的全过程。
以体验式的互动学习方式，融角色扮演、案例分析和专家诊断于一体，让学生
在参与中学习，在各种决策的成功与失败中学习。
从而使供应链管理的课程教学实现由课堂讲授为主到实践教学为主的改变，实现由以教师为主到以学生为主的改变，彻底解决理论教学和企业实际经营过程脱节的问题。
首先，通过ERP沙盘模拟和体验式的角色扮演，在计算机上直观地看到企业的运行和管理信息和流程，使学生真切地了解和融入企业，解决学生对企业实际情况不了解的问题，同时也能够让学生在很短的时间内了解供应链中各个作用和相互关系，以及供应链管理中的企业的管理理念和整体经营的要求。
其次，通过实战演练训练摆脱了供应链管理的基本理论难以联系实际和相关概念模型晦涩难懂的局限性。
通过演练使学生在一系列相互关联的管理活动中，寻找和掌握基本的理论和使用相关管理工具的技巧与方法，并从ERP管理软件中体会供应链的相关理论在企业实际中是如何实现和发挥作用的。
最后，通过积极参与和分组竞赛，使学生针对具体的环节自行做出适当的管理决策，从而将枯燥的专业问题通过参与性和趣味性的实践转化为学生的实际管理技能和解决问题的能力。
供应链管理实战演练模拟教学中，主要包括了反映牛鞭效应的啤酒游戏、库存控制问题、风险分担、JIT生产的模拟、供应合同的设计，外包与自制的决策，供应链的设计与运行等实战环节，以及QR、ECR、CPFR等供应链管理模式的实际运用。
通过选择适当类型的企业
和产品服务，针对上述不同的环节，帮助学生了解和掌握企业实际的信息管理系统和具体的决策和运用机制。
实际的企业经营实战演练模拟教学为学生设计供应链中的不同的角色，通过担任各种不同的角色让学生在沙盘模拟中了解供应链管理中的协同管理和全局最优的思想方法，从而通过供应链的信息管理获得企业的竞争优势。
ERP沙盘模拟只是供应链管理课程教学方法中的一种，它不能完全解决供应链管理课程教学中的所有问题，还应结合理论讲授、案例讨论和游戏等方法。
在进行沙盘模拟之前，首先应对学生进行必要的知识准备，否则，沙盘模拟就会变成没有意义的“计算机游戏”，在有限的课时中无法起到应有的作用。
此外，在ERP沙盘模拟的教学过程中容易出现的问题较多，比如学生人数太多、课堂纪律较难控制、软件设置和功能不够清晰明了、教师经验不足等。
教师应在教学设计时事先考虑可能出现的问题，并考虑解决办法，这样就可以尽可能减少出现问题的频率及其不良影响。