供应链管理双语英文判断与选择翻译
供应链管理英语
供应链管理英语Supply Chain Management is an integral part of modern business practices, ensuring efficiency and successful handling of goods and services from suppliers to customers. To communicate effectively in the industry, it is necessary to have a solid understanding of the language used in supply chain management. This article aims to provide a step-by-step guide on the importance of Supply Chain Management English, essential terminologies, and examples of its usage.Step 1: Importance of Supply Chain Management English The supply chain involves various parties, including manufacturers, suppliers, retailers, and customers. Effective communication amongst these parties is critical to ensurethat the flow of goods and services is smooth and efficient. English is the standard language used in international trade, making it necessary for individuals involved in the supply chain to have a good command of the language. The use of supply chain management English ensures clear and effective communication, avoiding misunderstandings and errors that could hinder the smooth flow of goods and services.Step 2: Essential TerminologiesTo communicate effectively in Supply Chain Management, it is necessary to understand essential terminologies such as:1) Procurement - the process of purchasing goods and services required by a business.2) Inventory Management - the process of ensuring that the right amount of goods is available in stock to meet customer demand.3) Logistics - the management of the flow of goods and services from the supplier to the customer.4) Warehousing - the process of storing goods beforethey are distributed to customers.5) Distribution - the process of delivering goods to customers.6) Freight - the payment for the transportation of goods.Step 3: Examples of UsageTo further understand the use of Supply Chain Management English, here are some examples of how it is used:1) “We need to optimize our supply chain to reduce lead time and increase efficiency.”2) “Our inventory management sys tem helps us keep track of stock levels to ensure that we never run out of supplies.”3) “Logistics is critical for our business as we needto ensure that our products are delivered to customers promptly.”4) “We have a well-organized warehousing system that ensures that our products are stored safely before distribution.”5) “Our freight rates have increased, and we need tofind ways to reduce costs without compromising quality.”ConclusionEffective supply chain management is essential for thesuccess of modern businesses. Being proficient in SupplyChain Management English ensures clear communication amongst parties, reducing mistakes and optimizing efficiency. Understanding essential terminologies and examples of its usage is critical for mastering Supply Chain Management English.。
供应链缩写
Ven dor Man aged Inven tory
供应商管理库存
ETO
Engin eeri ng to Order
面向定单设计
APS
Adva need pla nning system
先进计划系统
AVV*
第二早
CAO
Computer aided order
计算机辅助订货
HSE
Hockey-stick effect
第二方物流
BLM
Bus in ess logistics man ageme nt
企业物流管理
第九章
LSP
Logistics service provider
物流服务提供商
IMS
Inven tory man ageme nt strategies
库存管理策略
CIM
Coord in ated inven tory man ageme nt
协同库存管理
第十章
OEM
Origi nal equipme nt manu facturer
原始设备制造商
FMS
Flexible Manu facture System
柔性制造系统
CIM
ComputerIn tegrated
Manu facturi ng
计算机集成制造
CSI
Customer service in dex
ABC成本法
ANN
Artificial n eural n etwork
人工精神网络
QFD
Quality function developme nt
质量功能开发
SRM
Supplier relati on ship man ageme nt
供应链英语翻译(译文和原文)
Perspectives in supply chain risk managementChristopher S. TangUCLA Anderson School, 110 Westwood Plaza, UCLA, Los Angeles, CA 90095,USAReceived 3 November 2005; accepted 16 December 2005Available online 2 March 2006AbstractTo gain cost advantage and market share, many firms implemented various initiatives such as outsourced manufacturing and product variety. These initiatives are effective in a stable environment, but they could make a supply chain more vulnerable to various types of disruptions caused by uncertain economic cycles, consumer demands, and natural and manmade disasters. In this paper, we review various quantitative models for managing supply chain risks. We also relate various supply chain risk management (SCRM) strategies examined in the research literature with actual practices. The intent of this paper is three-fold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.Keywords:Supply chain risk management; Quantitative models; Review1. IntroductionOver the last 10 years, earthquakes, economic crises,SARS, strikes, terrorist attacks have disrupted supply chain operations repeatedly. Supply chain disruptions can have significant impact on a firm’s short-term performance. For example, Ericsson lost 400 million Euros after their supplier’s semiconductor plant caught on fire in 2000, andApple lost many customer orders during a supply shortage of DRAM chips after an earthquake hit Taiwan in 1999. Supply chain disruptions can have long-term negative effects on a firm’s financial performance as well. For instance, Hendricks and Singhal (2005) report that companies suffering from supply chain disruptions experienced 33–40% lower stock returns relative to their industry benchmarks.To mitigate supply chain disruptions associated with various types of risks (uncertain economic cycles,uncertain consumer demands, and unpredictable natural andman-made disasters), many researchers have developed different strategies/models for managing supply chain risks. In this paper, we review primarily quantitative models that deal with supply chain risks. Also, we relate various supply chain risk management (SCRM) strategies examined in the literature with actual practices. The intent of this paper is threefold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.2. Supply managementTo gain cost advantage, many firms outsourced certain non-core functions so as to maintain a focus on their core competence (cf., Porter (1985)). Since the 1980s, we witnessed a sea change in which firms outsourced their supply chain operations including design, production, logistics, information services, etc. Essentially, supply management deal with five inter-related issues:1. supply network design,2. supplier relationship,3. supplier selection process (criteria and supplierselection),4. supplier order allocation,5. supply contract.3.Demand managementIn Section 2, we describe how manufacturers can use different supply management strategies to mitigate various supply chain operational risks However, these supply management strategies are ineffective when the underlying supply mechanism is inflexible. For instance, in the service industry or in the fashion goods manufacturing industry, the supply mechanism is inflexible because the capacity is usually fixed. When the supply capacity is fixed, many firms have attempted to use different demand management strategies so that they can manipulate uncertain demands dynamically so that the modified demand is better matched with the fixed supply.Due to space limitation, we are unable to review the dynamic pricing or clearance pricing literature. The reader is referred to Elmaghraby and Keskinocak (2003) for an extensive review of dynamic pricing models and clearance pricing models for selling a fixed number of units over a finite horizon. Also, we do not plan to review literature that deal with coordination of pricing and ordering decisions. The reader is referred to Yano and Gilbert (2004),Petruzzi and Dada (1999), Eliashberg and Steinberg (1993) for three comprehensive reviews in this area. Instead, we shall focus on articles that emphasize on the use of demand management strategies to‘‘shape’’ uncertain demand so that a firm can use an inflexible supply to meet the modified demand.4. Product managementTo compete for market share, many manufacturers expand their product lines. As reported in Quelch and Kenny (1984), the number of stock keeping units (SKUs) in consumer packaged goods has been increasing at a rate of 16% every year between 1985 and 1992. Marketing research shows that product variety is an effective strategy to increase increasing market share because it enables a firm to serve heterogeneous market segments and to satisfy consumer’s variety seeking behavior. However, while product variety may help a firm to increase market share and revenue, product variety can increase manufacturing cost due to an increasein manufacturing complexity. Moreover, product variety can increase inventory cost due to an increase in demand uncertainty. These twoconcerns have been illustrated in an empirical study conducted by MacDuffie et al. (1996). They show that the production and inventory costs tend to increase as product variety increases. Therefore, it is critical for a firm to determine an optimal product portfolio that maximizes the firm’s profit. The reader is referred to Ramdas (2003) for a comprehensive review of literature in the area of product variety.5. Information managementAs explained in Fisher (1997), most consumer products can be classified as fashion products or functional products. Basically, fashion products usually have shorter life cycles and higher levels of demand uncertainties than the functional products. Therefore, different information management strategies would be needed to manage for different typesof products especially in the presence of supply chain risks. For this reason, we shall classify the work in this section according to the product types: fashion products and functional products.6.Robust strategies for mitigating operational and disruption risksUpon examining the underlying assumptions of the models reviewed so far, it appears most of the quantitative models are designed for managing operational risks. Even though these quantitative models often provide cost effective solutions for managing operational risks, there do not address the issue of disruption risks in an explicit manner. Before we present some potential research ideas for managing supply chain disruption risk in the next section, we shall examine how disruptions risks are managed in practice and relate these practices to the models reviewed earlier. After reviewing some qualitative analyses presented in various risk management and SCRM articles, we can summarize the key findings as follows:1.Managers’attitude towards risks：Sharpira (1986) and March and Sharpira (1987) study managers’ attitude towards risks and they conclude that:(1)Managers are quite insensitive to estimates of the probabilities of possible outcomes.(2) Managers tend to focus on critical performance targets, which affect the way they manage risk.(3) Managers make a sharp distinction between taking risks and gambling.2.Managers’ attitude towards initiatives for managing supply chaindisruption risks.7. ConclusionsIn this paper, we have reviewed various quantitative models for managing supply chain risks. We found that these quantitative models are designed for managing operational risks primarily, not disruption risks. However, we argue that some of these strategies have been adopted by practitioners because these strategies can make a supply chain become more efficient in terms of handling operational risks and more resilient in terms of managing disruption risks. Since there are few supply chain management models for managing disruption risks, we would like to present six potential ideas for future research.1.Demand and supply process：Virtually, all models reviewed in this paper are based on the assumption that the demand or the supply process is stationary. To model various types of disruptions mathematically, one may need to extend the analysis to deal with non-stationary demand or supply process. For instance, one may consider modeling the demand or the supply process as a ‘‘jump’’ process to capture the characteristics of major disruptions.2.Objective function：The performance measures of the models reviewed in this paper are primarily based on the expected cost or profit. The expected cost or profit is an appropriate measure for evaluating different strategies for managing operational risks. When dealing with disruption risks that rarely happen, one may need to consider alternative objectives besides the expected cost/profit.3.Supply management strategies：When developing supply management strategies for managing disruption risks, both academics and practitioners suggest the idea of ‘‘back-up’’ suppliers.4.Demand management strategies: Among the demand management strategies presented in Section 3, it appears that dynamic pricing/ revenue management has great potential for managing disruption risks because a firm can deploy this strategy quickly after a disruption occurs. In addition, revenue management looks promising especially after successful implementations of different revenue management systems in the airline industry for managing operational risks.5. Product management strategies: When selling products on line, e-tailers can change their product assortments dynamically according to the supply and demand of different products. This idea can be extended to brick and mortar retailers for managing disruption risks.rmation management strategies: Among the information management strategies described in Section 6, we think the CPFR strategy is promising because it fosters a tighter coordination and stronger collaboration among supply chain partners.站在供应链风险管理的角度作者：Christopher S. Tang摘要：为了获得成本优势和抢占市场份额，很多企业采取了各种措施，比如外包生产制造和产品多样化生产。
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。
供应链单词
计算所需物料数量和时间的方法
16
Enterprise Resource Planning (ERP)
企业资源规划
集成管理企业资源的信息系统
17
Just-in-Time (JIT)
准时制生产
在需要的时候提供所需的产品或部件
18
Supply Chain Visibility
供应链可见性
对供应链中货物、信息和资金流动的实时了解
26
Supply Chain Performance Measurement
供应链绩效评估
衡量供应链运作效果的指标和方法
27
Supply Chain Strategy
供应链战略
确定供应链的长期目标和方向
28
Value Stream Analysis
价值流分析
识别和优化供应链中的价值创造过程
29
Supplier Early Involvement
供应商早期参与
在产品开发早期让供应商参与
30
Supply Chain Optimization
供应链优化
改进供应链流程以提高效率和效益
仓储
存储货物的场所和相关操作
9
Order Fulfillment
订单履行
按照订单要求交付产品或服务
10
Production Planning
生产计划
确定生产的数量、时间和资源安排
11
Supply Chain Risk Management
供应链风险管理
识别、评估和应对供应链中的风险
12
Lean Supply Chain
供应链单词
序号
英文名称
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。
供应链简明相关专业英语词汇
供应链相关专业英语词汇1. 缩写词汇缩写全拼翻译3PL/TPL Third party logistics 第三方物流ABC Activity based costing approach ABC 成本法AFR Aggregate Forecasting and Replenishment 合作预测于补给ANN Artificial neural network 人工精神网络APS Advanced planning system 先进计划系统BLM Business logistics management 企业物流管理BPR Business Process Reengineering 业务流程重组CAD Computer Aided Design 计算机辅助设计CAO Computer aided order 计算机辅助订货CCM Coordination control mechanism 协调控制机制CCM Coordination control mode 协调控制模式CEO Chief Executive Officer 企业主管CIM Coordinated inventory management 协同库存管理CIM Computer Integrated Manufacturing 计算机集成制造CIO Chief information officer 信息主管CKO Chief knowledge officer 知识主管CLM Council of logistics management 美国物流管理协会CPFRCollaborative planning, forecasting andreplenishment合作计划、预测和补货CSI Customer service index 客户服务指标CRP Capacity requirement planning 产量需求规划CSL Customer service Level 客户服务水平DME Double marginal effect 双重边际效应DRP Distribution requirement planning 配送需求计划ECR Efficiency consumer response 有效用户响应EDI Electronic Data Interchange 电子数据交换EFT Electronic Funds Transfer 电子资金转账ERP Enterprise Resource Planning 企业资源计划ESC Efficient supply chain 效率性供应链ETO Engineering to Order 面向定单设计FMS Flexible Manufacture System 柔性制造系统FMS Flexible Manufacture System 柔性制造系统HSE Hockey-stick effect 曲棍球帮现象IMS Inventory management strategies 库存管理策略ITM Information tracking mechanism 信息跟踪机制JIT Just in time 准时制生产JMI Jointly managed inventory 共同管理库存LRP Logistics resource planning 物流资源计划LSP Logistics service provider 物流服务提供商MIS Measuring index system 评价指标体系MPS master production scheduling 主生产排程MRP Material Requirement Planning 物料需求计划MRP ⅡManufacturing Resource Planning 制造资源计划MTO Make to order 按订单生产MTS Make to stock 备货生产NSM Negotiation selection method 协商选择法OEM Original equipment manufacturer 原始设备制造商POS Point of sale 销售终端QFD Quality function development 质量功能开发RSC Responsive supply chain 响应性供应链RSC Revenue sharing contracts 收益共享契约RCCP rough-cut capacity planning 粗能力计划SCC Supply chain coordination 供应链协调SCD Supply chain design 供应链设计SCM Supply chain management 供应链管理SCN Supply chain network 供应链网络SCP Supply chain planning 供应链计划SCP Supply chain partnership 供应链合作关系SFA Sales Forecast Accuracy 预测准确率SKU Stock Keeping Unit 库存进出计量的单位SI Sell in 销售进入渠道SO Sell out 销售给消费者SRM Supplier relationship management 供应商关系管理S&OP Sales and operation planning 销售运营计划TOC Theory of constraint 约束理论TPM Traditional purchase mode 传统采购模式TMS Transportation management system 运输管理系统VMI Vendor Managed Inventory 供应商管理库存WMAPE Weighted Mean Percentage Error 加权平均绝对百分比误差WMS Warehouse management system 仓储管理系统2. 非缩写核心词汇ABC classification ABC 分类Accessory 附件Action Report 行动报告Aggregate Planning ．总体规划Agile Manufacturing 灵活制造Allocated Inventory 保留量Alternate BOM 替代物料表Anticipation Inventory 预期库存Assemble to Order 定单组装Automation 自动化Available Inventory 可用库存Available to Promise 可答应量Backlog 待交货Back Order 逾期订单Bill of Labor 人力表BOM Bill of Material 材料表bill of resources 资源表BOM Code 材料表码Bom Explosion 材料表展开Bom Implosion 材料表逆展Bom Structure 材科表结构Built-on-the-Iine parts 线上生产零件Bulk lssue 大批发料Bullwhip Effect 长鞭效应Business Plan 事业计划Capacity 产量Capacity Control 产量控制Capacity requirement planning 产量需求规划Check-in 结入Check-Out 结出Common part Bom 共享件材料表constraint management 限制因素管理continuous production 连续式生产critical capacity 关键产量critical part 关键零件customer order 客户定单customization 客制化customer service level 顾客服务水准cycle count interval 周期盘点区间cycle counting 周期盘点cycle time 周期时间Demand Management 需求管理demonstrated capacity 验证产量iscret manufacturing 装配式生产distribution center 配销中心distribution requirement planning 分销资源计划economic order quantity 经济订购量economic part period 经济量期emergency kanban 紧急看板finished goods 完成品firm planned order 固定计划定单first in first out 先进先出forecast 预测forecast horizon 预测期间fundamental data 基本资料gross requirement 总需求inbound queue control 输入端队列控制independent demand 独立需求input/output control 输入／输出控制intermittent production 问歇式生产inventory management 库存管理inventory status 库存状态inventory type 库存形态job 工件，工作job shop 工件生产工厂just in time 及时供补kanban 看板kanban ceiling 看板界限lead time 前置时间lead time offset 前置时问冲销least total cost 最低总成本批量法least unit cost 最低单位成本批量法level scheduling 平准化排程level production(linearity) 平准化生产linearity 定率生产load 负荷look ahead/look back 瞻前顾后法lot for lot 逐批批量法lot number 批号lot size 批量lot size inventory 批量库存lot sizing rule 批量法则maintenance, repair and operational supplies 间接物料make to order 定单生产make to stock 计划生产manufacturing bom 制造单元manufacturing cell 指令单manufacturing order 制造规划与控制manufacturing planning and control 制造资源规划master production scheduling 主生产排程material requirement planning 材料需求规划（计划）modular bom 模块材料表modular production 模块化生产mps item MPS 项目net requirement 净需求offset time 冲销时问on-hand inventory 在库量on-order inventory 在途量operations planning and control 作业规划与管制operations process chart 作业程序图order interval 订购区间order point 订购点parent/component 父件／子件pan number 件号past due 逾期量peg file 溯源文件pegging 溯源periodic order quantity 定期批量法periodic review system 定期评估法picking order 领料单plan-do-check-action cycle 计划一执行-检查-行动循环planned order receipts 计划定单收料planned order releases 计划定单发出planning bom 计划材料表planning horizon 计划期间planning time fence 计划时栅priority control 优先次序控制prioriry planning 优先次序规划preventive maintenance 预防性维护process manufacturing 流程式生产product family 产品族product line 产品线product structure 产品结构表product sub-line 产品副线production activity control 生产活动管制production rate 生产速率production plan 生产计划production planning 生产规划production run 生产连project-based production 项目式生产projected available balance 预计可用量pull system 拉式系统purchase order 订购单purchase reuisition 请购单quantity-per 单位用量quick response 快速反应rated capacity 评估产量raw material 原材料reasonableness test 合理测试receiving order 收料单refill kanban 补充看板re-order point 再订购点法repetitive manufacturing 重复性生产replacement part 替代件replenishment plan 补充计划replenishment time 补充时间resource requirement planning 资源需求规划rework kanban 重加工看板rolling kanban 滚动看板rolling schedule 滚动式排程rough-cut capacity planning 粗略产量规划safety stock 安全存量safety time 安全时间sales order 销售定单．scheduled receipts 在途量（已订未交货）scarp rate 报废率secondary stockroom 次级仓semi-finished goods 半成品serial number 序号shop calendar 厂历shop floor 制造现场shop floor control 制造现场控制stock keeping unit 材料库存单位subsontract order 外包单supply chain management 供应链管理synchronized control 同步控制synchronized production 同步生产theoretical capacity 理论产量Lime bucket 时段time phased order point 分期间订购点法transferring order 调拨单transportation inventory 运输库存total employee involvement 全员参与total preventive maintenance 全面预防型维护total productive maintenance 全面生产性维护total quality management 全面质量管理unit of measure 单位visual review system 目视评估法where-used report 用途表WIP inventory 在制品库存WIP tracking 在制品追踪work flow control system 工作流程控制系统work-in-process 在制品yield 良品率。
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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。
8) The cycle view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders. Answer: FALSE供应链周期观点认为，在供应链过程可以分为 2 个类别，具体取决于他们是否发起回应或预期客户订单。
9) The push/pull view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders. Answer: TRUE供应链推/拉认为，在供应链过程可以分为 2 个类别，具体取决于他们是否发起回应或预期客户订单。
10) The push/pull 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. FALSE供应链推/拉认为在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。
11) The objective of the customer arrival process is to maximize the conversion of customer arrivals to customer orders. Answer: TRUE客户到达过程的目标是最大化客户来港定居人士对客户订单的转换。
12) The objective of the customer arrival process is to ensure that orders are quickly and accurately entered and communicated to other affected supply chain processes. FALSE客户到达过程的目标是确保订单是快速、准确地输入，并传达给其他受影响的供应链流程。
13) The objective of customer order entry is to ensure that orders are quickly and accurately entered and communicated to other affected supply chain processes. Answer: TRUE客户订单输入的目标是确保订单是快速、准确地输入，并传达给其他受影响的供应链流程。
14) The objective of customer order entry is to maintain a record of product receipt and complete payment. Answer: FALSE客户订单输入的目标是保持产品收据和完成付款的记录。
15) The replenishment cycle occurs at the retailer/distributor interface. Answer: TRUE补货周期发生在零售商/分销商接口。
16) The replenishment cycle occurs at the distributor/manufacturer interface. FALSE补货周期发生在分销商/制造商接口。
17) The replenishment cycle is initiated when a supermarket runs out of stock of a particular item. Answer: TRUE补货周期始于一家超市运行脱销，某一项目。
18) The replenishment cycle is initiated when customers load items intended for purchase into their carts. Answer: FALSE补货周期始于客户加载项用于购买到他们的手推车。
19) The manufacturing cycle occurs at the distributor/manufacturer interface. TRUE在分销商/制造商界面发生的制造周期。
20) The manufacturing cycle occurs at the manufacturer/supplier interface. Answer: FALSE 制造周期发生在制造商/供应商接口。
21) The production scheduling process in the manufacturing cycle is similar to the order entry process in the replenishment cycle. Answer: TRUE生产调度过程的制造周期类似于订单输入过程中的补货周期。
22) The production scheduling process in the manufacturing cycle is similar to the order fulfillment process in the replenishment cycle. Answer: FALSE生产调度过程的制造周期类似于订单执行过程中的补货周期。
23) The procurement cycle occurs at the manufacturer/supplier interface. Answer: TRUE 采购周期发生在制造商/供应商接口。
24) The cycle view of the supply chain is useful when considering operational decisions, because it specifies the roles and responsibilities of each member of the supply chain. TRUE供应链周期视图非常有用当考虑业务的决定时，因为它指定了供应链的每个成员的职责与角色。
25) The cycle view of the supply chain is useful when considering operational decisions, because it categorizes processes based on whether they are initiated in response to or in anticipation of customer orders. Answer: FALSE供应链周期视图非常有用当考虑业务的决定时，因为它的分类过程基于是否启动响应或预期的客户订单。
26) The push/pull view of the supply chain is useful when considering strategic decisions relating to supply chain design, because it specifies the roles and responsibilities of each member of the supply chain. Answer: FALSE供应链推/拉视图非常有用在考虑有关供应链设计时，因为它指定了供应链的每个成员的职责与角色的战略决策。
27) Pull processes may also be referred to as speculative processes. Answer: FALSE拉过程也可以被称为投机过程。