供应链管理系统双语英文翻译
物流专用术语中英文翻译
物流专用术语物流基本概念术语1．物品article2．物流logistics3．物流活动logistics activity4．物流作业logistics operation5．物流模数logistics modulus6．物流技术logistics technology7．物流成本logistics cost8．物流管理logistics management9．物流中心logistics center10．物流网络logistics network11．物流信息logistics information12．物流企业logistics enterprise13．物流单证logistics documents14．物流联盟logistics alliance15．供应物流supply logistics16．生产物流production logistics17．销售物流distribution logistics18．回收物流returned logistics19．废弃物物流waste material logistics20．绿色物流environmental logistics21．企业物流internal logistics22．社会物流external logistics23．军事物流military logistics24．国际物流international logistics25．第三方物流third-part logistics （TPL）26．定制物流customized logistics27．虚拟物流virtual logistics28．增值物流服务value-added logistics service 29．供应链supply chain30．条码bar code31．电子数据交换electronic data interchange （EDI）32．有形消耗tangible loss33．无形消耗intangible loss物流作业术语1．运输transportation2．联合运输combined transport3．直达运输through transport4．中转运输transfer transport5．甩挂运输drop and pull transport 6．集装运输containerized transport 7．集装箱运输container transport8．门到门door—to-door9．整箱货full container load (FCL）10．拼箱货less than container load （LCL 11．储存storing12．保管storage13．物品储存article reserves14．库存inventory15．经常库存cycle stock16．安全库存safety stick17．库存周期inventory cycle time 18．前置期(或提前期）lead time 19．订货处理周期order cycle time 20．货垛goods stack21．堆码stacking22．搬运handing/carrying23．装卸loading and unloading24．单元装卸unit loading and unloading 25．包装package/packaging26．销售包装sales package27．定牌包装packing of nominated brand 28．中性包装neutral packing29．运输包装transport package30．托盘包装palletizing31．集装化containerization32．散装化containerization33．直接换装cross docking34．配送distribution35．共同配送joint distribution36．配送中心distribution center37．分拣sorting38．拣选order picking39．集货goods collection40．组配assembly41．流通加工distribution processing 42．冷链cold chain43．检验inspection物流技术装备及设施术语1．仓库warehouse2．库房storehouse3．自动化仓库automatic warehouse 4．4．立体仓库stereoscopic warehouse5．虚拟仓库virtual warehouse6．保税仓库boned warehouse7．出口监管仓库export supervised warehouse8．海关监管货物cargo under customer’s supervision9．冷藏区chill space10．冷冻区freeze space11．控湿储存区humidity controlled space12．温度可控区temperature controlled space13．收货区receiving space14．发货区shipping space15．料棚goods shed16．货场goods yard17．货架goods shelf18．托盘pallet19．叉车fork lift truck20．输送机conveyor21．自动导引车automatic guided vehicle (AGV）22．箱式车box car23．集装箱container24．换算箱twenty-feet equivalent unit （TEU)25．特种货物集装箱specific cargo container26．全集装箱船full container ship27．铁路集装箱场railway container yard28．公路集装箱中转站inland container depot29．集装箱货运站container freight station (CFS）30．集装箱码头container terminal31．国际铁路联运international through railway transport32．国际多式联运international multimodal transport33．大陆桥运输land bridge transport34．班轮运输liner transport35．租船运输shipping by chartering36．船务代理shipping agency37．国际货运代理international freight forwarding agent38．理货tally39．国际货物运输保险international transportation cargo insurance 40．报关customs declaration41．报关行customs broker42．进出口商品检验commodity inspection 奖罚物流管理术语1．物流战略logistics strategy2．物流战略管理logistics strategy management3．仓库管理warehouse management4．仓库布局warehouse layout5．库存控制inventory control6．经济订货批量economic order quantity (EOQ)7．定量订货方式fixed-quantity system (FQS）8．定期订货方式fixed—quantity system （FIS）9．ABC分类管理ABC classification10．电子订货系统Electronic order system （EOS)11．准时制just in time （JIT)12．准时制物流just—in-time logistics13．零库存技术zero-inventory logistics14．物流成本管理logistics cost control15．物料需要计划material requirements planning （MRP) 16．制造资源计划manufacturing resource planning （MRP II）17．配送需要计划distribution requirements planning (DRP）18．配送资源计划distribution resource planning （DRP II）19．物流资源计划logistics resource planning （LRP)20．企业资源计划enterprise resource planning (ERP)21．供应链管理supply chain management （SCM）22．快速反映Quick response （QR)23．有效客户反映efficient customer response(ECR)24．连续库存补充计划continuous replenishment program (CRP）25．计算机付诸订货系统computer assisted ordering (CAO）26．供应商管理库存vendor managed inventory （VMI)27．业务外包outsourcing度量单位汇总克 Gram g.公斤 Kilogram Kg.公担 Quintal q。
供应链 英文加翻译
Leading a Supply Chain Turnaround领导供应链周转Five years ago, salespeople at Whirlpool said the company's supply chain staff were "sales disablers." Now, Whirlpool excels at getting the right product to the right place at the right time-while keeping inventory low. What made the difference?五年前，在Whirlpool的销售人员表示，该公司的供应链的工作人员“销售残疾人”。
但是现在，Whirlpool擅长将正确的产品销售在正确的地方在正确的时间，同时保持低库存。
是什么产生了这样的区别？Things would be very different today-for me, my colleagues, and my company- if the votes of Whirlpool's North American leadership team had swung in a different direction on May 3, 2001. It was a move I hadn't expected; Mike Todman, our executive vice president at the time, decided to go around the table and ask each member of his staff for a thumbs-up or thumbs-down on the investment that Paul Dittmann and I had just formally proposed. Did I look worried? I can't imagine I didn't, even though we'd spent hours in individual meetings with each of them, getting their ideas and buy-in. We thought we had everyone's support. But the facts remained: Our proposal had a bigger price tag than any supply chain investment in the company's history. We were asking for tens of millions during a period of general belt-tightening. Some of it was slated for new hires, even as cutbacks were taking place elsewhere in the company. And Paul and I, the people doing the asking, were coming from the supply chain organization.如果惠而浦在北美的领导团队在5月3日，2001年投票朝向不同的方向上，那么今天，对我来说，我的同事，我的公司，事情变得非常不同的。
供应链专业术语缩写及含义
供应链专业术语缩写及含义供应链管理是一个复杂的系统，涉及到众多专业术语和缩写。
在供应链管理领域，了解这些缩写及其含义对于理解供应链管理的原理和流程至关重要。
下面将介绍一些常见的供应链专业术语缩写及其含义。
1. SCM -供应链管理(Supply Chain Management)供应链管理是一种综合性的管理方法，旨在通过有效地管理物流、采购、生产和销售等环节，最大限度地提高供应链的效率和效益。
2. ERP -企业资源计划(Enterprise Resource Planning)企业资源计划是一种集成管理软件系统，可帮助企业更好地规划资源、管理订单和库存，以及优化供应链运作。
3. WMS -仓储管理系统(Warehouse Management System)仓储管理系统是一种用于管理仓库库存和运作流程的软件系统，可帮助企业实现仓库资源的最大化利用。
4. TMS -运输管理系统(Transportation Management System)运输管理系统是一种用于管理物流运输和配送活动的软件系统，可帮助企业优化运输路线、降低运输成本。
5. MRP -材料需求计划(Material Requirements Planning)材料需求计划是一种通过计算物料需求量，并安排适当的采购和生产计划，以满足产品生产的管理方法。
6. VMI -供应商管理库存(Vendor Managed Inventory)供应商管理库存是一种由供应商管理客户的库存水平，以确保客户能够及时获得所需商品的库存管理方法。
7. SCOR -供应链运作引擎(Supply Chain Operations Reference)供应链运作引擎是一种用于评估和优化供应链绩效的模型，以确保各个环节都能够协同合作，达到最佳运作效果。
8. KPI -关键绩效指标(Key Performance Indicator)关键绩效指标是一种用于衡量企业绩效和效率的重要指标，可帮助企业评估供应链运作的健康程度。
供应链专业英语
供应链专业英语1. Supply Chain Management (SCM): The management of the flow of goods and services, from the procurement of raw materials to the delivery of finished products to customers.2. Logistics: The process of planning, implementing, and controlling the efficient and effective flow and storage of goods, services, and related information from the point of origin to the point of consumption.3. Inventory management: The practice of ordering, storing, and maintaining the appropriate quantity of goods to meet customer demand while minimizing costs associated with inventory holding.4. Procurement: The process of acquiring goods and services from external suppliers to meet the organization's needs.5. Demand forecasting: The process of estimating future demand for a product or service in order to optimize planning and production processes.6. Warehousing: The physical storage of goods in a warehouse or distribution center, including activities such as receiving, storing, and picking.7. Transportation management: The coordination and optimization of transportation activities, including mode selection, carrier selection, routing, and scheduling, to ensure timely delivery and minimize costs.8. Reverse logistics: The management of the flow of goods from the point of consumption back to the point of origin, including activities such as returns, repairs, and recycling.9. Supply chain risk management: The identification, assessment, and mitigation of risks that could disrupt the smooth flow of goods and services within the supply chain.10. Lean manufacturing: An approach to production that aims to minimize waste and maximize efficiency by eliminating non-value-added activities and continuously improving processes.11. Just-in-time (JIT) inventory management: A strategy that aims to minimize inventory holding costs by ordering and receiving materials just in time for production or customer delivery.12. Total Quality Management (TQM): A management approach that focuses on continuous improvement of processes and products to meet or exceed customer expectations.13. Supply chain collaboration: The practice of sharing information, resources, and expertise among supply chain partners to optimize overall performance and achieve mutual benefits. 14. Vendor managed inventory (VMI): An agreement between a supplier and a customer in which the supplier is responsible for managing and replenishing the customer's inventory.15. Electronic Data Interchange (EDI): The electronic exchange of business documents, such as purchase orders and invoices,between trading partners to improve the efficiency and accuracy of communications.。
SAP供应链术语表
PP
Production Planning
生产计划管理
FI/CO
Financial Accounting/Controlling 财务会计/管理会计
HR
Homan Resource
人力资源
MDG
MasterData Goverence
主数据管理
SD
Sales & Distribution
销售管理
T-code
物料清单 采购申请 采购订单
发货 收货 MRP控制者 MRP类型 采购订单 品质管理 工作中心 成本中心 利润中心
备注
Transaction code
事务代码
MRP
Material Requirement Planing
物料需求计划
KPI
Key Performance Indicator
关键绩效指标
BP Purchasing organization Purchasing Group
Blueprint Purchasing organization
Bill of Material Purchase Requisition
Purchase Order Good Issue
Good Receipt MRP controller
MRP type Purchase order Quality Management
Work Center Cost Center Profit Center
英文单词（缩略语）
英文全称
中文
SAP
SAP
公司名；ERP产品名
SAP GUI
SAP GUI
SAP 软件登录客户端
ERP
供应链常用英文术语
以下是供应链管理中常用的英文术语：Supply Chain（供应链）：一系列与产品或服务的生产、流动和交付相关的活动。
Logistics（物流）：管理物质、信息和资源流动的过程，涉及库存管理、运输、仓储和配送等方面。
Inventory（库存）：储存在供应链中的物料、零部件或成品的数量。
Warehouse（仓库）：用于储存和管理物品的场所。
Distribution（分销）：将产品从生产者运送到最终用户的过程。
Procurement（采购）：购买和获取所需的物料和资源。
Supplier（供应商）：向组织提供物料或服务的外部实体。
Demand（需求）：对产品或服务的市场需求量。
Forecasting（预测）：通过分析历史数据和市场趋势来预测未来需求。
Lead Time（交货周期）：从订单发出到交货完成所需的时间。
Just-in-Time (JIT)（准时生产）：通过在需要时提供所需的物料，以减少库存和提高效率。
Kanban（看板）：一种用于控制生产和库存的系统，基于信号卡来触发物料供应。
Cycle Time（循环时间）：完成一个过程或任务所需的时间。
Reverse Logistics（逆向物流）：管理和处理退货、售后服务和回收等逆向流动的过程。
Key Performance Indicators (KPIs)（关键绩效指标）：用于衡量和评估供应链绩效的指标，如库存周转率、交货准时率等。
Continuous Improvement（持续改进）：通过不断优化和改进供应链流程，以提高效率和质量。
Service Level（服务水平）：衡量供应链能够按时满足客户需求的程度。
Cost-to-Serve（服务成本）：为满足客户需求所需的成本，包括运输、库存和其他服务成本。
以上是供应链管理中常用的英文术语，可以帮助您更好地理解和沟通供应链相关的概念和流程。
信息管理系统英文缩写
信息管理系统英文缩写
ERP Enterprise Resource Planning
企业资源规划的英文缩写。
MES Manufacturing Execution System
生产执行系统的英文缩写。
PCS Process Control System
过程控制系统的英文缩写。
DCS Distributed Control System
集散控制系统的英文缩写。
LIMS Laboratory Information Management System 实验室信息管理系统的英文缩写。
SCM Supply Chain Management
供应链管理的英文缩写。
CRM Customer Relationship Management
客户关系管理的英文缩写。
OA Office Automation
办公自动化的英文缩写。
EIP Enterprise Information Portal
企业信息门户的英文缩写。
BPR Business Process Reengineering
业务流程重组的英文缩写。
IS Infrastructure System
基础设施系统的英文缩写。
本规定中称基础设施。
SCADA Supervisory Control And Data Acquisition
数据采集与监控系统的英文缩写。
对广域生产过程进行数据采集、监视和控制的系统。
WBS Work Breakdown Structure
工作分解结构的英文缩写。
供应链英语翻译（译文和原文）
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.T o 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 ofpricing 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 alternativeobjectives 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./doc/a12863039.html,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。
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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。
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 ina 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 ina 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。