SupplyChain
供应链从业人员必须理解的专业术语
供应链从业人员必须理解的专业术语“供应链管理云平台”可以订阅哦！Customer/客户在供应链的交易中，购买产品或服务的个人或机构。
这个术语在商业文献中的使用是不一致的，这导致毫无意义的关于谁是“真正的”的客户的争论。
我们把这一术语定义为交易中的一个角色，它适应于供应链上的任何一方。
由此可见，最终的客户是供应链终端的消费者。
customer schedule/客户进度表一种特殊的格式适用于当一张订单跨越多批货物，而每一批货物包含多个产品种类时，按照货物的交货日期进行归类的客户服务进度表。
customer service level (CSL)/客户服务水平为一个特定区域和产品定下的供货能力的目标水平。
服务水平可以用很多种方式来衡量，包括供货天数、订单完成比例等等。
cycle stock/周转库存支持工厂运作所必需的库存总量，不包括任何用以填补意外发生的储备。
cycle time/周转时间这个术语涵义既用来表示（a）完成一个不停的循环流程中的一个过程的时间间隔，就象一条装配线上的循环时间，亦表示(b)一个业务运作过程的持续时间。
days on hand/库存持有天数库存水平的度量标准，等于现有库存数量除以平均每日库存消耗量。
delayed differentiation/差异（化）延迟方法一种供应链管理方法，即尽可能的保留和共享产品的普通特征，在产品的需求确定后才进行对他们的不同的加工、组装和包装等差异化程序。
demand amplification/需求放大当供应链向上推动时，需求的波动随着增加的趋势。
通常称作牛鞭效应。
dependent demand/依赖需求指需求的客户不是产品的最终消费者。
这样命名是因为这种需求最终取决于最终消费者的需求。
design for supply/供应设计在设计（策划）一种产品时，采用能够使产品更加符合供应需要的产品制作技术和工艺。
direct shipment/直接发运一种配送方法，运用这种方法，货物通常从供应商的仓库或者配送中心直接地运送到客户节点。
供应链专业术语全攻略
供应链专业术语全攻略【供应链专业术语全攻略】随着全球化的发展和经济的不断融合，供应链管理在各个行业中扮演了重要的角色。
然而，对于供应链的了解却往往局限在表面，很少有人对其背后的专业术语有深入的了解。
本文将为大家揭开供应链管理中常见的专业术语，希望能让读者对供应链的运作有更全面的认识。
1. 供应链管理（Supply Chain Management，SCM）供应链管理是指通过整合与协调所有的生产、采购、运输、仓储和销售环节，使企业的供应链能够高效地运作，以实现最优化的成本与服务水平。
它不仅仅局限在公司内部的运营管理，还包括与供应商、零售商以及其他相关企业的合作与沟通。
供应链管理的目标是提高企业的运转效率和客户满意度，同时降低成本。
2. 供应链网络（Supply Chain Network）供应链网络是指由供应商、制造商、分销商和零售商等组成的一系列相互关联的组织和活动。
这些组织通过物流和信息流的传递，协同合作以满足客户需求。
供应链网络可以是线性的、层级的，也可以是分散的或全球的。
构建一个高效的供应链网络需要合理规划、灵活调整和良好的沟通协作。
3. 采购管理（Procurement Management）采购管理是指企业按照既定的目标和策略，通过市场竞争和供应商选择，购买符合质量和成本要求的产品和服务。
采购管理的关键是建立供应商关系、进行谈判和合同管理，以最大限度地降低成本同时保证供应质量和稳定性。
4. 仓储与物流管理（Warehousing and Logistics Management）仓储与物流管理是指对产品和物资进行合理的存储、处理和分发的过程。
它涉及到仓库设计、设备运用、库存管理以及物流流程的优化。
通过仓储与物流管理，企业能够提高物流的效率，降低运输成本，同时确保产品能够按时准确地送达目的地。
5. 库存管理（Inventory Management）库存管理是指对企业的存货进行有效管理的过程。
供应链的结构Supply-Chain Configurations
供应链的结构Supply-Chain Configurations供应链是指产品生产和流通过程中所涉及的原材料供应商、生产商、分销商、零售商以及最终消费者等成员通过与上游、下游成员的连接linkage 组成的网络结构。
基本要素一般来说，构成供应链的基本要素包括：1.供应商供应商指给生产厂家提供原材料或零、部件的企业。
2.生产商生产商即产品制造商。
产品生产的最重要环节，负责产品生产、开发和售后服务等。
3.分销商分销商为实现将产品送到经营地理范围每一角落而设的产品流通代理企业。
4.零售商零售商将产品销售给消费者的企业。
5.物流商物流商即上述企业之外专门提供物流服务的企业。
其中批发、零售、物流业也可以统称为流通业。
基本配置There are many Different Supply-Chain Configurations as below:直接供应链Direct supply chain延伸式供应链Extended supply chain最终供应链Ultimate supply chain典型制造商的供应链如下：典型的服务组织的供应链A supply chain 供应链 encompasses all activities 所有活动 associated withthe flow and transformation 流动和转换原料阶段(extraction) through to the end user最终使用者, as well as the associated information flows信息流动【】Please be note that there are 3 determinations(1)The flow of materials物料流动determines inventory levels库存水平.(2)The performance of the numerous [ ⏹◆❍☜❒☜♦]众多的suppliersdetermines the inward flow of materials物料的内向流动.(3)The performance of the firm’s marketing, production, and distributionprocesses determines the outward flow of products产品的外向流动.The supply chain for a firm can be very complicated [ ❍☐●♓♏♓♦♓♎]复杂的, as below figure shown.Suppliers are often identified by their position in the supply chain. Here,tier1 suppliers 第一层的供应商provide materials or services that are used directly by the firm, tier 2 suppliers supply tier 1 suppliers, and so on.The value of supply-chain management becomes apparent [☜☐✌❒☜⏹♦]明显的, 表面上的when the complexity[ ☜❍☐●♏♦♓♦♓]复杂(性) of the supply-chain is recognized.。
supply chain英语作文
supply chain英语作文Supply chain management (SCM) is a critical aspect of modern business operations. In today’s interconnected world, where companies operate in a global marketplace, the efficiency and effectiveness of the supply chain can determine the success or failure of a business. This essay explores the importance of supply chain management, its key components, and the benefits it brings to businesses.Supply chain management involves the coordination and management of all activities involved in sourcing, procurement, conversion, and logistics. It encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. Inessence, SCM integrates supply and demand management within and across companies.1. Sourcing and ProcurementSourcing and procurement involve selecting suppliers that provide goods and services needed for production. Effective procurement strategies ensure that the materials are of high quality and cost-effective. Building strong relationships with suppliers is crucial to secure reliable and timely supplies, which can significantly impact production schedules and overall business efficiency.2. Manufacturing and ProductionThis component covers the transformation of raw materials into finished products. Efficient manufacturing processes are essential to maintain high productivity levels, reduce waste, and ensure the quality of the final product. Thisrequires meticulous planning and control, from scheduling production runs to maintaining machinery and equipment.3. Logistics and DistributionLogistics involves the transportation and storage of goods. It ensures that products are delivered to customers on time and in the right condition. Efficient logistics require a well-organized transportation network and effective inventory management to balance supply and demand. Warehousing also plays a critical role in logistics, providing storage solutions that help manage inventory levels and meet customer needs promptly.4. Demand Planning and ForecastingAccurate demand planning and forecasting are vital to avoid overproduction or underproduction. By predicting customer demand, businesses can better manage their inventory levels, reduce holding costs, and ensure that they meet customer needs without delay. Advanced analytical toolsand data management systems are often used to improve the accuracy of demand forecasts.5. Returns ManagementReturns management, or reverse logistics, deals with handling returned products. This includes processes for returning goods, restocking, refurbishing, and recycling. Efficient returns management can enhance customer satisfaction and recovery of value from returned products, thus contributing to overall supply chain efficiency.1. Cost ReductionOne of the primary benefits of effective supply chain management is cost reduction. By optimizing procurement, production, and logistics processes, businesses can reduce costs related to raw materials, production delays, transportation, and warehousing. Efficient supply chains also minimize the need forexcess inventory, which reduces holding costs and capital expenditure.2. Improved EfficiencyEffective SCM enhances the efficiency of business operations. Streamlined processes, improved coordination, and real-time data sharing among supply chain partners enable businesses to respond quickly to changes in demand and supply conditions. This agility leads to improved production schedules, faster delivery times, and better customer service.3. Enhanced Customer SatisfactionA well-managed supply chain ensures that products are available to customers when they need them. Timely delivery and high-quality products improve customer satisfaction and loyalty. Additionally, effective returns management processes ensure that any issues are resolved swiftly, further enhancing the customer experience.4. Risk MitigationEffective supply chain management helps businesses identify potential risks and develop strategies to mitigate them. By diversifying suppliers, maintaining safety stock, and developing contingency plans, companies can reduce the impact of disruptions such as natural disasters, supplier failures, or geopolitical issues. This resilience ensures business continuity and protects the company’s reputation.5. Competitive AdvantageIn today’s competitive business environment, a well-managed supply chain can provide a significant competitive advantage. Companies that can deliver products faster, more reliably, and at lower costs than their competitors are more likely to succeed. Efficient SCM allows businesses to respond swiftly to market changes, capitalize on new opportunities, and maintain a strong market position.In conclusion, supply chain management is a vital component of modern business operations. It encompasses a range of activities, from sourcing and procurement to logistics and distribution, all aimed at delivering products to customers efficiently and effectively. The benefits of effective SCM, including cost reduction, improved efficiency, enhanced customer satisfaction, risk mitigation, and competitive advantage, highlight its importance in achieving business success. As global markets continue to evolve, the role of supply chain management will only become more critical, making it essential for businesses to invest in optimizing their supply chain processes.。
Supply chain management, strategy planning and operation
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How Is Strategic Fit Achieved?
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的能力： 对大幅变动的需求量的响应。
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5,PROCESS VIEWS OF A SUPPLY CHAIN
Cycle View
循环观点（cycle view）：供应链运作 的流程可以分为一系 列循环，每一个循环 在供应链两个相邻的 环节进行。
Push/Pull View
推/拉观点（push/pull view）：根据是响应顾 客订货还是预计顾客订 货，供应链的流程分成 两种类型。拉动流程是 由顾客订单驱动的；而 推动流程是由预计的顾 客订单驱动的。
s1理解顾客和供应链不确定性s2理解供应链潜力s3赢得战略匹配不同顾每次购买需要的数量顾客可忍受的响应时需要的产品品所需服务水平产品价产品预期创新速度隐含需求不确定性仅是供应链计划满足那部分需求以及客户期望的那部分特性所产生的不确定性
Supply Chain Management
Strategy, Planning and Operation
Explain why achieving strategic fit is critical to a company’s overall success.
供应链管理五个基本流程
供应链管理五个基本流程Supply chain management consists of five basic processes: planning, sourcing, making, delivering, and returning. These processes are essential for companies to effectively manage their supply chains and ensure that products are delivered to customers in a timely and efficient manner. Planning involves forecasting demand, setting production schedules, and managing inventory levels. This step is crucial for companies to meet customer demand and avoid stockouts or overstock situations.供应链管理包括计划、采购、生产、交付和退货等五个基本流程。
这些流程对于公司有效管理供应链、确保产品及时高效地送达客户非常关键。
计划涉及需求预测、制定生产时间表和管理库存水平。
这一步对于公司满足客户需求、避免缺货或库存过剩的情况至关重要。
Sourcing is the process of identifying and selecting suppliers to provide the necessary materials or components for production. This step involves negotiating contracts, managing relationships with suppliers, and ensuring that quality standards are met. By selectingthe right suppliers, companies can reduce costs, improve product quality, and enhance their overall competitiveness in the market.采购是识别和选择供应商提供生产所需材料或零部件的过程。
supply chain
AbstractThe concepts of supply-chain design and management have come to the fore, owing to the ever-increasing complexity of the systems driving buyer-supplier relations in both industrial and consumer-based markets. The unprecedented levels of supply-chain management complexity are partly attributed to the Internet, through its more recent business acceptance and commercial use. Deals with new competitive challenges being realised from the unprecedented speed of growth of the Internet and building commercially-viable supply chains to meet the challenges faced by emerging virtual organisations.In industries where new business models rapidly supplant old ones, innovation must encompass more than incremental product line extensions and efficiency gains. The current international business environments require innovation across the entire business processes. Supply chains are a key factor in many business processes. They are typically modelled at three levels:1. (1) strategic;2. (2) tactical; and3. (3) operational (Thomas and Griffin,1996).Industrial practice suggests that very few raw materials remain in the constant ownership of one “player” from their source, to the time they are sold to the end customer. Almost invariably, materials flow through a series of “players” whose role may be to transform (manufacturing plants), store (warehouses) or move (distributors) material (Berry and Towill, 1992). This refocusing of company roles in terms of end customer satisfaction is in line with a systems thinking approach to management (Parnaby, 1988). Recently the concepts ofsupply-chain design and management have come to the fore, due to theever-increasing complexity of the systems driving buyer supplier relations. The Internet increases the richness of communications through greater interactivity between the firm and the customer (Watson et al., 1998). This article is about new competitive challenges being realised from the unprecedented speed of growth of the Internet and the need to build commercially viable supply chains in order to meet the challenges faced by the emerging virtual enterprises.Developing supply-chain management on the WebGood supply-chain management is essential for a successful company. Supply-chain management can reach beyond the boundaries of a single company to share that information between suppliers, manufacturers, distributors, and retailers. This is where the Internet plays a central role. The ability to focus on one layer of the supply chain has enabled organisations, such as AOL and to be far more innovative. Shifts towards thedevelopment of a virtual supply-chain architecture focuses much more emphasis on the importance of knowledge and intellect in creating value. An adoption of an integrated approach throughout the supply chain requires a trade-off between autonomy and control to which the balance is unique, between each supply partner relationship.Armstrong and Hagel (1996) maintain there is beginning to be an evolution in supply chain towards online business communities. General Electric (GE) in the USA is a pioneering company which is starting to realise benefits, by shifting from the physical to an electronic business community model. GE’s trading process network (TPN) is an online business community that allows the company to transact about $1 billion worth of business with more than 1,400 suppliers scattered around the globe. TPN simplifies the previoustime-consuming labour intensive contract bidding and award processes, which have previously characterised GE’s relati onship with its suppliers. The eventual goal is to push the service out to other firms and have GE’s suppliers transacting similar business with their suppliers. There is emerging amulti-tiered business community with different vertical and horizontal interactions.Electronic business communities can target new markets, by offering low entry costs, relatively minimal complexity with more flexibility and a convenient way in transacting business. The trend to outsourcing and strategic alliances in most industries provides an added impetus to support the sharing of supplier, customer, and corporate information, that was once proprietary with competitors and other cross-industry players. Businesses today are finding themselves in an environment in which unprecedented information sharing among all participants is driving fundamental changes in the interactions, business practices, and operations of everyone involved. One need only consider the recent collaboration between the “big three” auto makers in the USA, in launching the automotive network exchange (ANX) to further understand the impending effects of electronic business communities.ANX will establish a standard method for parts suppliers to communicate with and obtain order information from the auto manufacturers. The potential result will be a lower cost structure for the entire auto industry in which all participants will benefit. At the same time, such benefits will greatly modify the competitive strategies and interactions among all participants.Web-based relationships in the supply chainThe growth of Web-based electronic commerce has created a number of approaches to creating a model of how it impacts on business. Figure 1 illustrates the array of potential relationships in the supply chain.Multiple interactions can be seen from three company perspectives:1. (1) business-to-business (b2b);2. (2) business-to-consumer (b2c); and3. (3) marketspace (M).Business partners and customers connect together through the Internet to participate in commercial trading and participate in communications and interaction. Each of these areas has a set of strategic activities and issues. Opportunities for creating value occur at each of the boundaries. Some are better defined and more porous than others. “Business-to-consumer” encompasses all interactions between the customer and firm:∙product ordering;∙sharing product information;∙creating display space;∙defining customer information;∙co-developing products; and∙providing customer service.Federal Express () and UPS () offer product tracking information to customers.The “business-to-business” space includes the myriad upstream and downstream transactions that can enhance channel co-ordination and customer relationships. JC Penny () shares packing, shipping, inventory and product movement with suppliers. Philips Petroleum () shares product movement trends and forecasts with pipeline partners. In this case, the “marketspace” involves the company, its partners, and its customers and provides the opportunities for developing communication interactions, including customer surveys and information exchange on such things as product warranty and service capabilities.The Web enables all suppliers in a supply chain to identify and co-ordinate data transfers with each other. Research laboratories, pharmaceutical distributors and end-users, for example, can all swap information on new product developments, specific diseases, and treatments within these settings. It is proposed that, with marketspace reconfiguring the traditional value proposition, supply-chain management needs to manage the organisational complexity of adopting a dynamic mix and emphasis between content, context and infrastructure. This ability to focus at one layer of value creation (Rayport and Sviokla, 1994) has enabled organisations, such as AOL and , to be far more innovative. Shifts towards virtual organisational architecture focuses on the importance of knowledge and intellect in creatingvalue. Venkatraman and Henderson (1998) identified three interdependent vectors – virtual encounter, virtual sourcing, and virtual expertise – as integral to realising the virtual organisational structure. By the creation of organisational integration mechanisms on the Internet such as discussion groups, Web forums and video conferencing, virtual multi-functional teams become enablers of the three independent vectors. The process of innovation, with the adoption of an integrated approach throughout the supply chain, requires a trade-off between autonomy and control, of which the balance decided upon is unique to partner relationships. The organisational challenge of reaching an acceptable balance between autonomy and control is probably best achieved by the idea of subtle control (Shrivastava and Souder, 1987).The “players” must have access to a wide range of external technological services, such as the Internet and other complementary online networks, in order to operate effectively. They must have access to electronic capabilities using fibre optics, high-speed digital switches, satellite downlinks and compatible EDI ensuring reliable, efficient information flows among suppliers, manufacturers, and distributors while protecting proprietary data. Shared resources, such as harmonised electronic transfer across transportation modes and onsite education and training facilities, will also help companies improve their supply-chain management in the emerging marketspace. Even small and medium-sized enterprises increasingly now rely on international networks of suppliers, distributors, and customers, frequently via the Internet, to improve their global competitiveness through reducing fixed and operating costs and overall competitive position.Individualisation of both product and process driven innovation requires high levels of organisational integration in being able to respond to market demands. Integration along the supply chain in the virtual market can be viewed as being a mix of both formal and loose integration mechanisms, similar to the Internet infrastructure. A common theme, which is identified as important to organisations in the development of creativity and innovation, is the relevance of both technological and organisational integration. The “virtual organising grid” (see Figure 2) encompasses organisational integration in a broad sense, that covers a wide range of issues in enabling organisations to be both responsive and adaptable through improved communications.The dynamics of individualisation of product and service offering in relation to both technological and organisational integration is clearly reaching new levels of complexity on the information superhighway. Hence we have focused our attention on ascertaining the implications of adopting an integrated approach to e-business, in the context of individualisation of products and services (Figure 2). E-business is defined to include organisations operating solely in marketspace and also those with a mix between the traditional marketplace and marketspace. Each of the four quadrants in the virtual organising grid(Figure 2) provides a useful framework for identifying business activities and avenues for future development.The “portal/utility” quadrant represents what are becoming essential gateways and fundamental utilities for the wider world of cyberspace. Portals such as Netcentre, Lastminute, Yahoo and AOL all provide essential routes to the Internet for what are viewed as growing communities (Platt, 1998). The portals attempt to demystify and smooth the communications channels through the Internet by providing guides and essential sites of importance and relevance. As portals develop, their success will clearly be reliant on being able to provide a customised service to end-users. They are developing what may be termed virtual communities or specialist information sources. We believe portals currently provide relatively low individualisation of output and buyer-supplier integration. Portals are highly successful through the ability to offer fast, customised, up to date information across the Internet to the consumer. Future developments on the Internet will require in particular higher level of creativity for the consumer with flexible but loose integration. Customers of DHL can now access the DHL global Web page () and locate their freight, book a package to be picked up, calculate freight costs, and check delivery times, just to name a few. The global Web site allows customers to open an account, track international and domestic shipments, calculate freight costs, the projected time of delivery and print out forms such as customs declarations. International customers have hotlinks to the DHL Web site so that they can track their purchases. The Web has been fundamental to DHL for developing new supply chain forms through far faster communication on the Internet.The “support” quadrant represents specialist support centres that o ffer value added information to the consumer but with relatively limited buyer supplier integration that is reflected in a lack of customisation of the service or product offering. Specialist support centres include technical support information from organisations, such as IBM in the computer industry, on products and services. Many consultancy services and academic institutions also tend to fall into the “support” quadrant, offering highly creative and leading edge knowledge but generally limited focus on the end customer resulting in limited buyer-supplier organisational integration. Specialist support services are typical ofInternet-based information sources which are characterised as being dynamic in nature, but often of limited commercial concern, and as a consequence are a fluid and evolving communications channel. Physicians provide the emergence of specialist support services with the more recent establishment of a Web presence. In a survey, which included 86 members of a north-east chapter of the American Medical Association, roughly 35 per cent of the respondents either have a Web site already or were planning to establish one within the next 12 months. The sites established by the physicians were all corporation information sites and were mainly used as a competitive tool. Eder and Darter (1998) asserted that it is interesting to note that intangible servicessuch as doctor’s appointments, which may not be the most appropriate service to be transferred to an electronic channel, nevertheless are increasing on the Internet. Moreover, physicians are mainly micro businesses.The “network” quadrant identifies limited innovation but highly integrated organisations through the supply chain. Organisations in the “network” quadrant include many manufacturing businesses adopting the Internet as an essential communications channel – supporting supply-chain management activities – including the control of the flow of goods. Volkswagen, in particular, with the launch of the “revamped” Beetle is viewed as an exempl ar of the Network quadrant, utilising the Internet as an integral tool in developing superior buyer-supplier relations. Through providing an interactive and dynamic environment for existing and potential customers, many organisations and individuals regularly express their views and provide feedback on product innovation initiatives. Network organisations appreciate the flexibility andcost-effectiveness of the Internet as a fundamental communications channel. An examination of Virgin Records’ Web site (htt p://) illustrates the use of a network that is using information to create value. The traditional product of a major record label such as Virgin is a package of pre-recorded music captured on a compact disc or audiocassette. The product is the end point of a set of value-adding processes that occur in the physical world. These processes include discovering new musicians, screening them for potential marketability, recording their work in the studio, editing and selecting their music, creating master tapes, producing CDs or cassettes, and finally packaging, promoting and distributing the products. The company has a site on the World Wide Web devoted to the label’s bands and uses it to distribute digital audio and video samples and to provide informa tion about the bands’ tours. The Web page has become Virgin’s showroom in marketspace and a potential new retail channel. In addition to using its own Web page, Virgin could search for new talent at ’s Web site rather than audition bands in a studio, or edit and modify music on a computer. Each activity is a stage in a virtual value network that occurs through and with information and mirrors a stage in the physical world.The emergence of virtual business organisations is for many being driven, by the speed of Internet developments, in terms of bandwidth and commercial acceptance (Venkatraman and Henderson, 1998). The “virtual” quadrant represents many leading organisations that have clearly grasped the Internet as being central to commercial activities. For organisations to operate in what we have termed the “virtual” quadrant, high levels of creativity and individualisation of output are required along with an integrated perspective. Increased flexibility is being offered in the financial services sector (the Royal Bank of Scotland (RBS)). RBS offers an Internet-based banking service that clearly increases both the levels of flexibility and also integration with its consumers. Highly innovative organisations integrated through the supplychain in marketspace offer the potential for far greater levels of responsiveness than are traditionally accepted in marketspace (Rayport and Sviokla, 1994). The Web’s primary importance, from a manufacturing point of view, is that it provides a common visual interface for connecting to a computer network. A growing number of companies are embracing these standard browsers and protocols to be the way for sites in different organisations to communicate. This broad acceptance makes it an immensely powerful tool for inter-company transactions. Advanced customer service transactions on the Internet already can help buyers of electronic components find what they are looking for on the Web (see ) or match buyers and sellers from more than 26,000 companies in the textile industry().Integrated approach to the physical and virtual supply chainIn the development of a sustainable Internet presence, through commercial trade, the adoption of non-linear innovation across the whole of an organisation’s business processes is seen to be a fundamental criterion. Marketspace transactions along the supply chain require a thorough understanding of virtual markets in terms of customer interaction, organisational integration across the supply chain, and leveraging diverse sources of expertise (Venkatraman and Henderson, 1998).Integration is the essence of the deployment of a flexible and concurrent approach towards innovation (Zhang and Zhang, 1995). Lawrence and Lorsch (1967) defined integrat ion in terms of achieving “unity of effort” in various organisational subsystems. Excellence of teams, as a valued integration mechanism, is viewed as being developed through empowerment, staffing, leadership, organisation, measurement, self-management, motivation, and leveraging success (Zhang and Zhang, 1995). Integration therefore refers to the strategic and operational linking of business processes across functionally specialised groups while preserving their individual orientations. Through the continued development of the Internet this process is continually becoming more fluid and responsive through changes in the traditional marketplace and unprecedented growth of marketspace. The Internet, through the continual development of open system standards, has provided a flexible approach to technological development and as a consequence created a shift towards more dynamic communication and improved integration.A key integration mechanism is via dynamic information. Information flows affect a firm’s abilit y to integrate value-adding operations and improve innovativeness. Indeed exchange of information frequently precedes physical movement of materials and products, thus enabling firms to reduce inventories and utilise resources most effectively. Weiber and Kollman (1998) consider the new emerging virtual value chain and the changing role of information (seeFigure 3). The digital age has seen information functioning as a unique source of competitive advantage. Now virtual supply-chain activities in marketspace can operate completely independent of the physical value chain. The model in Figure 3 illustrates the blurring of boundaries between virtual and physical markets.Through the unprecedented speed of growth of the Internet a common value matrix is now emerging representing the interrelations between physical (marketplace) and virtual (marketspace). The common value matrix (see Figure 3) indicates the changing nature of product and service offerings that represent a significant shift in value creation throughout the supply chain with an emphasis on information as the primary resource. The virtual value chain identifies the changing nature of value creation, but just as importantly indicates how new products and services are emerging through the information driven economy.The emerging value matrix through virtual markets places Internet technology as a driver of sustaining commercial success. A responsive integrated organisation is essential in enabling effective Internet technology implementation. The commercial acceptance of the Internet is clearly based on internationally recognised networking standards, but just as importantly we need to evaluate the role of emerging cyberspace business communities. Clearly, the more subtle integration mechanisms (organisational structure, task orientation and organisational culture) are fundamental drivers in the pursuit of non-linear forms of both product and process innovation on the Internet.ConclusionThe Internet, as a means of virtual organising, has become a central part of a commercial drive towards systemic innovation and the re-evaluation by many of value creation. A major shift in the communications between business organisations is taking place, which is actually redefining organisations and commercial transactions. The Internet has become a key element in moulding and propelling business into new directions in the traditional marketplace and emerging marketspace. Successful organisations in particular on the Internet are showing unprecedented levels of integration across the supply chain in the pursuit of both process and product innovation.business-to-business; b2c, business-to-consumer; M, marketspace)Figure 2.The virtual organising gridFigure 3.The road through the physical to the virtual supply chain。
供应链中英对译
供应链supply chain供应链管理supply chain management纵向一体化vertical integration横向一体化horizontal integration供应链管理战略supply chain management strategy供应链协调与写作supply chain coordination and cooperation供应链风险管理supply chain risk management效率型供应链efficient supply chain响应型供应链responsive supply chain敏捷供应链agile supply chain扩展企业extended corporation集成化供应链管理integrated supply chain management业务外包outsourcing推动式push牵引式pull供应链管理战略supply chain management strategy供应链构建supply chain configuration供应链构建的设计原则the principles of supply chain configuration核心企业core company非核心企业non-core company基于产品的供应链设计策略product-based supply chain design为供应链管理设计产品design for supply chain management供应链重构supply chain reengineering供应链合作关系supply chain partnership战略联盟strategic alliance供应商选择supplier selection客户关系管理customer relationship management供应商关系管理supplier relationship management采购管理purchasing management传统采购模式traditional purchasing mode 基于供应链的采购管理模式purchasing mode under the supply chain management mode准时化采购JIT purchasing全球采购global purchase同步化synchronization能力平衡capacity balancing库存控制inventory control协调coordination生产计划与控制production planning and control订单刘order flow合作计划、预测与补货collaborative planning ，forecasting and replenishment准时生产制just in time零库存zero inventories快速响应quick response产品到达市场的时间time-to-market基于时间的竞争time based competition同步性synchronization民机供应链agile supply chain物流logistics物流管理logistics management物流网络logistics network第三方物流third party logistics一体化物流integrated logistics全球物流global logistics流入物流inbound logistics流出物流outbound logistics逆向物流reverse logistics外包outsourcing库存inventory补给策略replenishment policy周期性检查模型periodic review model连续性检查模型continuous review model供应商管理库存vender managed inventory 联合管理库存joint managed inventory多级库存友华multi-stage inventory optimization连续补给continuous replenishment。
Supply Chain
“Value Chain”
4 weeks SUPPLIER 4 weeks SUPPLIER’S SUPPLIER
MANUFACTURER
3 weeks 2 weeks CUSTOMER
Now
CUSTOMER’S CUSTOMER
“Value Chain”
SUPPLIER
The sequence • Identify and eliminate all NVA wastes
• Simplify process flows
of
implementation
• Achieve and sustain cooperation across all organizational is critical boundaries • Deploy eLean™ commerce as a competitive advantage for system-wide accelerated time and cost reduction
• MRP II & Kanban • Summary
Course Objectives
• Become familiar with a lean supply chain model • Gain knowledge of lean supply chain improvement methodologies
- Parts shortages
- Excess capacity • Reducing “internal” Cycle Times is the key
Reducing “Internal” Cycle Time A Review
SUPPLY_CHAIN
Supply Chain and e-Supply Chain:Structures, Strategies and Drivers1. SUPPLY CHAIN DESCRIPTIONSupply Chain: Activities involved in fulfilling a customer request Actors: Suppliers, Sub-Contractors, Manufacturers, Transporters,Warehouses, Retailers, CustomersFunctions: Product, Development, Marketing, Procurement, Manufac-turing, Operations, Distribution, Finance, Customer Service Objective: Maximize value generated through customer satisfactionDecision Phases1.Strategy (Design)Locations, Capacity channel design, Warehouses, Manufacturing, Out-sourcing2.PlanningSupply scheme, Inventory policy, Subcontracting3.OperationsAllocation of individual orders to inventory or production, allocation totransportation routes, etc.Process view of the Supply Chain Cycle view1.Customer Order CycleCustomer arrivalCustomer order entryCustomer order fulfilmentCustomer order receiving2.Replenishment CycleRetail order triggerRetail order entryRetail order fulfilmentRetail order receiving3.Manufacturing CycleOrder arrivalProduction schedulingManufacturing and ShippingReceiving4.Procurement CycleSupplier / Manufacturer interfacePullPushCustomer arrivalCustomer order entryCustomer order fulfilment Customer order receivingRetail order trigger Retail order entryRetail order fulfilment Retail order receivingOrder arrival from distributors Production schedulingManufacturing and ShippingReceiving (distributors, retailers, customersCyclesPush-Pull view of S.C.Pull Process: Execution is initiated in response to a customerorder (increased responsiveness)Push Process: Execution is initiated in anticipation to a customerorder (increased efficiency)Push-Pull Boundary: Which processes are of each typePush Systems MRP supportedPull Systems Require fast information transmission and sharing2. STRATEGIC FITMatching of the company’s competitive strategy to supply chain strategy Competitive Strategy: Define ways to satisfy customer require-ments through products and services⏹Product Development Strategy⏹Marketing and Sales StrategySupply Chain Strategy: Design strategy to achieve the right mix ofefficiency and responsivenessProducts with high demand uncertainty (and usually high profit margins) require responsive supply chains. This usually occurs early in the life cycle of the prod-uct.Products with low demand uncertainty (and usually low profit margins) require effective supply chains. This usually occurs late in the life cycle of a product. Supply chains serving multiple products and multiple customer segments require the right balance between effectiveness and responsiveness.Achieving strategic fit:Matching S.C. to customer segment require-mentsUnderstanding the cus-tomer: Volumes, variety, response time, service level, price innovation ratesUnderstanding the supply chain: Responsiveness⏹Response to wide range of quantities(excess capacity)⏹Meet short lead time⏹Handle a large variety of products ⏹Meet a high level service Efficiency⏹Economies of scale⏹Low capacity (excess costs)⏹Low cost transportSupply chain CharacteristicsEfficient ResponsivePrimary goal Lowest cost Quick response to demand Product design Max per. at min cost Modularity for postpone-ment of product differen-tiationPricing Lower margins priceprime customer driveHigh marginsManufacturing strategy Lower costs through highutilizationCapacity availability tomeet unexpected demandInventory strat-egy Minimize inventory tolower costMaintain buffer inventoryto meet unexpected de-mandLead time Reduce but not at expenseof cost Reduce aggressively even if costs are significantSupplier strat-egy Select based on cost andqualitySelect based on speed,flexibility and quantityTransportation Low cost models Responsive modelsIntercompany view of the Supply ChainIntercompany alliances:1.Maximize supply’s surplus, and not maximize the profit of each segmentbecause this is an internal account (Distribution of profits2.Increases speed: Successful interface between stages requires closecooperation, alliances, common investments, etc.3. SUPPLY CHAIN DRIVERS AND OBSTACLESEfficiency ResponsivenessSupply chain DriversInventoryBenefits Smoothing Supply-Demand uncertaintiesEconomies of scale(Start up costs, Transport fixed costs)Costs Capital costRiskOperational costsInventory typesBy uncertainty type 1. Cycle Inventory: designed to meet economies of scale (EOS)2. Safety Inventory: designed to meet uncertainties(marginal analysis)By supply chain stage Raw materialsProcess inventoryReady product inventorycost increase Inventory cost = Inventory volume TimeSubstitute inventory for information: More accurate and timely in-formation reduces inventoryrequirementsSubstitute inventory for capacity:Capacity increases flexibilityand reduces inventory re-quirementsSubstitute inventory for speed:Speed reduces lead times andresult in more accurate fore-castingInventory increases responsiveness at a costTransportationTransportation Modes (air, truck, sea, rail)In House or OutsourceTransportation speed makes a positive contribution toresponsiveness and can be increased at a costFacilities - CapacityLocation of factories, warehouses, retail outletsFocuses factories vs factories near distribution centresIncreased capacity adds to flexibility and responsive-ness at a costInformation⏹Accurate forecasting⏹Coordination between stages of S.C.⏹Fast cycles⏹Inventory reduction⏹Lost sales reduction⏹Markdowns reductionEnabling Technologies⏹EDI⏹Internet⏹ERP⏹SCM softwareSupply chain Obstacles⏹Increasing variety of products⏹Decreasing product life cycles⏹Increasingly demanding customers⏹Fragmentation of supply chain ownership⏹Globalization⏹Difficulty in executing new strategies4. FACILITIES NETWORKWarehousesRelationship between service/cost performance and number of warehouse locations⏹Increasing the number of warehousing facilities in a logistics network generally improves customer service, because additional stocking loca-tions reduce average delivery times to customers. However, more ware-houses increase warehousing and inventory costs. Warehousing costs in-crease because there are more overhead and fixed costs to absorb. In-ventory costs increase because a greater number of warehouses means more safety stock inventory must held system-wide to provide a speci-fied level of customer service.⏹In contrast, transportation costs decrease as the number of facilities is increased over some range. Rather than shipping smaller quantities direct from points of supply (eg. Plants) to customers, warehouses serve asproduct mixing centers that allow larger, consolidated shipments between supply points and warehouses. This transportation cost advantage be-comes diminished, however, if too many warehouses are present because the shipment sizes between supply points and warehouses decrease to the point that there is little shipment consolidation advantage over di-rect shipments to customers.C u s t o m e r S e r v i c e P e r f o r m a n c e a n d L o g i s t i c s C o s t sNumber of WarehousesWarehousing, Inventory Costs Customer Service Transportation CostsFactoriesFigure below outlines some of the trade-offs network modeling can address when integrating manufacturing and distribution within a comprehensive network design. Manufacturing costs frequently decrease as manufacturing is concen-trated in fewer facilities – a result of economies of scale and more revenue gen-erated per dollar spent on manufacturing infrastructure and overhead. However, more modern, flexible-manufacturing technology may diminish or even eliminate the benefits of this traditional axiom in certain industries.Relationship between cost performance, factory focus and number of plant locations5. ALLIANCESAlliances are important in effective supply chain management. The main issues concerning alliances are the following:⏹ Extendedness⏹ Operational Information Exchange ⏹ Operating Controls⏹ Sharing of Benefits and Burdens ⏹ Planning⏹Compatible Corporate Cultures (Trust)ManufacturingCostsMore Focused FactoriesLess Focused FactoriesGreater Number of PlantsFewer Number of Plants Transportation and Inventory CostsExtendednessThe investment necessary in time, personnel, equipmentto establish an interface among channel members cannotbe returned over a short period in most cases.Thus, members usually enter into contracts or have anunderstanding of a long-term relationship if they are in-volved in a partnership relationship.Operational Information ExchangeInformation systems must be connected, which meanshaving compatible equipment and software. Operating ControlsChannel members want to monito r other members’ info r-mation systems to be aware of product flows and any po-tential supply problems.Sharing of Benefits and BurdensThere is an expectation that channel members will shareboth benefits and burdens. If only the channel captain,or the strongest one in the channel, reaps the rewards,the other members will be constantly looking for alter-native relationships. Certainly, the relationships shouldbe reviewed periodically against other alternatives, butwithout sharing of benefits and burdens, the ties will beparticularly tenuous and uncomfortable.PlanningConsiderable planning is needed to integrate the mem-bers of the supply chain, or two partners. Compatible Corporate Cultures (Trust)Finally, there is chemistry between partners and/oramong supply chain members. Corporate cultures shouldbe compatible among the parties involved for the part-nership to work.6. SUPPLY CHAIN COORDINATIONThe bullwhip effectFluctuations in orders increase as we move up the supply chainfrom retailers to manufacturers. This increases costs and re-duces profitability.Obstacles to coordinationIncentive obstaclesInformation processing obstaclesOperational obstaclesPricing obstaclesBehavioural obstaclesActions to improve coordinationAligning goals and incentivesImproving information accuracyImproving operational performanceDesigning pricing strategies to stabilize ordersBuilding partnerships and trust7. SUPPLY CHAIN PERFORMANCEPerformance improvement stages1st stage Improve in-house performance2n d stage Consider relationships with supply chain partners3r d stage Optimize the operations of the extended enterprise(optimal facilities setting, optimal stock levels, delayed differen-tiation, mass customization, accurate response)Cost reduction is not always appropriate if it hurts responsive-ness.Performance measures and variablesMeasures and variables used depend on the desirable characteristics of the supply chain (mix between effectiveness and responsiveness).Traditional measuresInventory measures Inventory turns, inventory costs, inventory levels Time Product development time, time to market, time tobreak even, lead timesQuality Partners’ contribution to continuous improvement,percentage of defectsTraditional measures focus mainly on cost con-siderationsLess traditional measuresCustomer focusCustomer satisfactionInformation practicesInformation about workflow practices and inte-grated production planningPartner selection criteria (non-cost)Performance measuresDepending on the type of the supply chain (effectiveness vs. responsiveness) Traditional measures Lead times, inventory levels, service levelsfocus: cost reductionModern measures The extent of supplier or customer involvement inproduct designThe importance of non-price factors in partner se-lectionThe establishment of long term partnerships withsuppliers and customersA firm’s ability to capture and use information8. e-BUSINESS AND e-MARKETSOpen e-markets Reduce prices and increase product varietyTransaction cost of order placement and fulfilmentis reducedUsed to make occasional transactions when short-ages occur in the supply chain or in capacity: quickinformation regarding availability and spot prices.An auction facilitates a one time transactionTight links (through networks and alliances) Tight-links result in greater speed and certainty and they are used for regular and steady transac-tions through long-term relationships9. e-BUSINESS AND SUPPLY CHAINRevenue Impact of e-Business⏹Offering direct sales to customers⏹Provide 24-hour service from any location⏹Aggregate information from various sources⏹Provide personalization and customization of information⏹Speed up time to market⏹Implement flexible pricing⏹Allow price and service discrimination⏹Facilitate efficient funds transferCost Impact of e-Business⏹Reducing product handling with a shorter supply chain⏹Postponing product differentiation until after an order isplaced⏹Decreasing delivery cost and time with downloadable products⏹Reducing facility and processing cost⏹Decreasing inventory costs through centralization⏹Improving supply chain coordination through informationsharingPotential Cost Disadvantage⏹Increased transportation cost through aggregation⏹Increased handling cost if customer participation is reduced⏹Large initial investment in information infrastructure10. e-SUPPLY CHAIN AND DISTRIBUTION1.Proper mix with “bricks”: Physical network necessary 2.Suitable pricing to reflect costs 3.Optimize distribution sy stems to handle “parcels” not “pallets” 4. Efficient handling of return: increased returns in e-ordering11. e-SUPPLY CHAIN CASES1. Dell Supply ChainDell has fewer stages in the S.C. Greater part of the S.C. operates in “pull mode”. Comments on the characteristics follow:Type of productsMore Product introductionFaster Response timeLonger (products not immediately available) Stages Fewer: increased profit margin through cost reduc-tionPull PullDell S.C. Traditional PC S.C.Payments e-funds transfer: faster pay-inslower pay-outnegative workingcapital(matter of negotiation with partners) Inventory Lower: Through aggregation and delayed dif-ferentiationFacilities costs Lower: Fewer facilities (mainly retail outlets) Transport costs Increased: Distribution on a personal basis (whosecost is it?)However Transport cost small fraction of priceand cost24-hour service More customers, revenue enhancementPrice More flexible: Price revisions depending on stocks 2. Amazon Supply ChainProduct range GreaterFacilities cost Lower (no retail infrastructure)Transport and Dis-tribution cost Higher distribution cost Significant part of the total price/cost24-hour service PullPullDelivery LongerProcessing cost HigherAmazon does not charge for certain services that are significant part of total cost. Low prices result in high revenues but fail to recover costs.。
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Initial one year benefits for manufactures
“hype cycle”
• Describes how technologies are introduced and then mature through a boom, burst, and stabilization period
Features
• Production Tracking
– The Auto-ID Center study found manufacturers can reduce their working capital needs between 2% and 8% by taking advantage of RFID to provide greater visibility into work-in-process tracking and materials inventory. – By applying RFID tags to subassemblies in the production process, rather than to finished goods, manufacturers can gain accurate, real-time visibility into work-in-process in environments where bar codes are unusable. – Industrial control and material handling systems can integrate with RFID readers to identify materials moving down a production line and automatically route the items to the appropriate assembly.
EPC
• EPC (electronic product code) is an emerging RFID standard developed by the AutoID center. It is the RFID version of the UPC barcode standard. • EPC goes beyond UPC. It not only identifies the product as an SKU, but also provides access to additional data (via the EPC Network) about the origin and history of the specific units. – The EPC tag itself identifies the manufacturer, product, version, and serial number. – The serial number provides the key to data related to specific lots/batches/units. – It allows you to track the specific unit's history as it moves through the supply chain. Unit-level data is stored elsewhere but a standardized architecture allows you to access the data much like a web page. – This architecture is known as the EPC Network. • EPC has become important. It is the standard being utilized by Wal-Mart and the Department of Defense in theiID
• RFID/EPC will effect business process for manufactures and retailers in 4 main areas:
– – – – Reduce store level out-of-stock Reduce claims Reduce unsaleables Reduce diversion
EPC Infrastructure
PML is designed to store any relevant information about a product Location information Physical properties Composition information Manufacturing and expiry dates Etc.
EPC Infrastructure
ONS (Object Naming Service ) A querying mechanism similar to the DNS (Domain Naming system) Matches the EPC code The ONS server provides the IP address of a PML Server that stores information relevant to the EPC .
hype curve
stability
trough of disillusionment
Features
• Asset management
– RFID tags can be automatically read at the dock door as they leave with an outgoing shipment. By matching the reading with specific shipment information in a database, manufacturers could automatically build a record of what specific shipping containers were sent to each customer. This information could be used to document cycle times, improve returns and recoveries and aid in disputes with customers about lost or damaged assets.
(8 bits)
(28 bits)
(24 bits)
(36 bits)
EPC Infrastructure
Middleware allows companies to process relatively unstructured tag data taken from many RFID readers Direct it to the appropriate information systems. It is able to perform many different operations Monitor the RFID reader devices Manage false reads Cache data Filter Data Query an Object Naming Service (ONS).
Supply Chain
• Supply Chain refers to the distribution channel of a product, from its sourcing, to its delivery to the end consumer (also known as the value chain). The supply chain is typically comprised of multiple companies who coordinate activities.
Features
• Inventory Control
– Readers covering warehouse racks, shelves and other storage locations could automatically record the removal of items and update inventory records. – If an item was misplaced or needed urgently to complete an order, fixed-position readers or a worker with a mobile computer and RFID reader could automatically search for the item by reading for its specific ID number. – To secure inventory from theft and diversion, readers could be set to sound alarms or send notification if items are placed in unauthorized areas of the facility or removed from storage without prior approval. – Direct store delivery (DSD) and other remote sales and service personnel could take advantage of RFID readers integrated with mobile computers to quickly and accurately count inventory held in stores or in the vehicle.