物流专业英语CHAPTER II

ChapterIISupplyChainManagementOutline-1PartIConceptofSupplyChainManagement DevelopmentoftheConceptofSCM DefinitionofSCM Strategicimportanceofthesupplychainmanagement Supplychainmanagementishighlycustomer-oriented TypesofsupplychainstrategiesMarketdrivenOperationallyagileFreshnessorientedCustomer-guidedLogisticsoptimizerTradefocusedOutline-2PartIISupplyChainStrategies Fivesupplychainstrategy Manysuppliersstrategy Fewsuppliersstrategy Verticalintegration Keiretsunetworks VirtualcompaniesPartIIISupplementaryReading SupplychainmanagementofVolkswagenPartISupplyChainManagementDevelopmentoftheconceptofsupplychainmanagementSCMistheextensionoflogisticsTheconceptofsupplychainmanagementisrelativelynew.Itisinfactthethirdphaseofanevolutionthatstartedinthe1960swiththedevelopmentofthephysicaldistributionconcept,whichfocusedontheoutboundsideofafirm’slogisticssystem.Logisticsmanagementisbasicallyconcernedwithoptimizingflowswithintheorganization,whilesupplychainmanagementextendssuchinternalintegrationtotheoutsideoftheorganization.Theinitialfocusonphysicaldistributionoroutboundlogisticswaslogicalsincefinishedgoodswereusuallyhigherinvalue,whichmeantthattheirinventory,warehousing,materials-handling,andpackagingcostswererelativelyhigherthantheirrawmaterialsinputs.InU.S.A.,anationalorganization,theNationalCouncilofPhysicalDistributionManagement(NCPDM),wasorganizedtofosterleadership,education,research,andinterestintheareaofphysicaldistributionmanagement.Supplychainmanagementcameintovogueduringthe1990sandcontinuestobeafocalpointformakingorganizationsmorecompetitiveintheglobalmarketplace.Supplychainmanagementcanbeviewedasapipelinefortheefficientandeffectiveflowofproducts/materials,services,information,andfinancialsfromthesupplier’ssuppliersthroughthevariousintermediateorganizations/companiesouttothecustomer’scustomers(seeFig.2.1)orthesystemofconnectednetworksbetweentheoriginalsuppliersandtheultimatefinalconsumer.Fig2.1anIntegratedSupplyChainDefinitionofSupplyChainManagementSupplychainmanagement(SCM)isviewedbysomeindividualstobenarrowlyfocusedand/orfocuseduponsuppliesandmaterials,notdemandforfinishedproducts.Broadlyandcomprehensively,SCMistheartandscienceofintegratingtheflowsofproductsandmaterials,information(asorderandschedules),andfinancials(ascreditandcash)throughtheentiresupplypipelinefromthesupplier’ssuppliertothecustomer’scustomer.Itcouldbearguedthatsupplychain,demandchain,valuenetwork,valuechains,etc.,canbeusedassynonyms.Practically,Supplychainmanagementistheintegrationoftheactivitiesthatprocurematerialsandservices,transformthemintointermediategoodsandfinalproducts,anddeliverthemtocustomers.Theseactivitiesincludepurchasingandoutsourcingactivities,plusmanyotherfunctionsthatareimportanttotherelationshipwithsuppliersanddistributors.StrategicImportanceoftheSupplyChainRoleofSCMTheconceptofsupplychainmanagementprovidesaperspectivetoviewthetotalsystemofinterrelatedcompaniesforincreasedefficiencyandeffectiveness.Thesupplychainarrangementlinksafirmanditsdistributiveandsuppliernetworktoendcustomers.Theintegratedvalue-creationprocessmustbemanagedfrommaterialprocurementtoend-customerproductdelivery.Theintegratedsupplychainmanagementshiftstraditionalchannelarrangementsfromlooselylinkedgroupsofindependentbusinessesthatbuyandsellinventorytoeachothertowardacoordinatedinitiativetoincreasemarketimpact,overallefficiency,continuousimprovement,andcompetitiveness.Nowadays,asupplychainbecomesthebasicunitofcompetition.Theleadingcompanieshaverealizedthattherealcompetitionisnotcompanyagainstcompanybutrathersupplychain.SCMfocusonthechannelrelationshipmanagementThusthefocusofsupplychainmanagementisuponthemanagementofrelationshipsinordertoachieveamoreprofitableoutcomeforallpartiesinthechain.Thisbringswithitsomedifficultiessincetheremaybeoccasionswhenthenarrowself-interestofonepartyhastobeincludedforthebenefitofthechainasawhole.Thecontextofanintegratedsupplychainisthefirms’relationshipmanagementwithinaframeworkascapacitylimitations,information,corecompetencies,capital,andhumanresourceproblems.SCMishighlycustomer-orientedSupplychainmanagementishighlycustomer-oriented.“supplychainintegrationreallybeginswiththegoalofsatisfyingconsumerdemand,”saysLaHowchic,thePresidentandCEOofLimitedLogisticsServicesCo.,“Thisfundamentalbeliefimpactseverythingwedointhesupplychain.Weseektoraisethelevelofqualitythroughoutthechaintomoreeffectivelyrespondtoconsumerdemand.Andtodothis,weneedtooptimizeinformationandproductflowsthroughinterdependentlinkedbusinessprocesses－fromthesourcingofrawmaterialsallthewaytothesaleofthefinishedproducts.”TransportationandinformationplayimportantroleinSCMTechnologyisanessentialtoolofthissupplychainintegrationprocess.LimitedLogisticsServicesCo.hasimplementedatransportationmanagementsystemtohandletheworldwideflowofgoodsandawarehousemanagementsystemforinventorymanagementandreplenishmentoperations.InLaHowchic’sopinion,informationsystemswillplayanevenmoreprominentroleinenablingthefirm’stotalsupplychaincapabilities.Hebelievesthatsupplychainmanagementcanaddvalueinanumberofimportantways.SCMStrategiesSixstrategiesforSCMWiththenumerousadvantageofsupplychainintegration,itsmanagementcanbeacomplexchallenge.Arecentstudyrevealedsixdifferent,butequallysuccessful,supplychainstrategies. MarketDriven:Focusingongeneratinghighprofitmarginsthroughstrongbrandsandubiquitousmarketinganddistribution. OperationallyAgileConfiguringassetsandoperationstoreact nimblytoemergingconsumertrendsalonglinesofproductcategoryorgeographicregion.   FreshnessOrientedConcentratingonearningapremiumbyprovidingtheconsumerwithproductthancompetitiveofferings. Consumer-guidedbuildingandmaintainingcloserelationshipswithendconsumersthroughdirectsales. LogisticsOptimizerEmphasizingabalanceofsupplychainefficiencyandeffectiveness. TradeFocusedPrioritizing“lowprice,bestvalue”fortheconsumer(aswiththelogisticsoptimizerstrategybutfocusinglessonbrandthanondedicatedservicetotradecustomers).NewWordsandPhraseslinkage[5liNkidV]n.fabric[5fAbrik]n.fibre[5faibE]n.channel[5tFAnl]n.arrangement[E5reindVmEnt]n.initiative[i5niFiEtiv]n.framework[5freimwE:k]n.competency[5kRmpIt(E)nsI]n.optimize[5Cptimaiz]vt.orientation[7C(:)rien5teiFEn]n.orientation[7C(:)rien5teiFEn]n.replenishment[ri5pleniF]n.prominent[5prCminEnt]adj.ubiquitous[ju:5bikwitEs]adj.agile[5AdVail]adj.nimble[5nImb(E)l]adj.offering[5CfEriN]n.PartIISupplyChainStragetiesFiveSupplyChainStrategiesForthoseitemstobepurchased,companiesmustdecideuponasupply-chainstrategy.Onesuchstrategyisthetraditionalapproachofnegotiatingwithmanysuppliersandplayingonesupplieragainstanother.Asecondstrategyistodeveloplong-term,“partnering”relationshipswithafewsuppliers.Athirdstrategyisverticalintegration,wherefirmsmaybuythesupplier.Afourthstrategyiskeiretsu,inwhichsuppliersbecomepartofacompanycoalition.Finally,afifthstrategyisvirtualcompanies.Wewilldiscusseachofthesestrategies.ManySuppliersWiththemany-supplierstrategy,thesupplierrespondstothedemandsandspecificationsofa“requestforquotation”,withtheorderusuallygoingtothelowbidder.Thisstrategyplaysonesupplieragainstanotherandplacestheburdenofmeetingthebuyer’sdemandsonthesupplier.Suppliersaggressivelycompetewithoneanother.Althoughmanyapproachestonegotiationscanbeusedwiththisstrategy,long-term“partnering”relationshipsarenotthegoal.Thisapproachholdsthesupplierresponsibleformaintainingthenecessarytechnology,expertise,andforecastingabilities,aswellascost,quality,anddeliverycompetencies.FewSuppliersAstrategyoffewsuppliersimpliesthatratherthanlookingforshort-termattributes,suchaslowcost,abuyerisbetteroffformingalong-termrelationshipwithafewdedicatedsuppliers.Long-termsuppliersaremorelikelytounderstandthebroadobjectivesoftheprocuringfirmandtheendcustomer.Usingfewsupplierscancreatevaluebyallowingsupplierstohaveeconomiesofscalethatyieldsbothlowertransactioncostsandlowerproductioncosts.Advantagesoffew-suppliersstrategyFewsuppliers,eachwithalargecommitmenttothebuyer,mayalsobemorewillingtoparticipateinJITsystems,aswellasprovideinnovationsandtechnologicalexpertise.However,themostimportantfactormaybethetrustthatcomeswithcompatibleorganizationcultures.Achampionwithinoneofthefirmsoftenpromotesapositiverelationshipbetweenpurchaseandsupplierorganizationsbycommittingresourcestowardadvancingtherelationship,furtherstrengthenthepartnership.DaimlerChrysler’sfew-suppliersstrategyManyfirmshavemovedaggressivelytoincorporatesuppliersintotheirsupplysystem.DaimlerChrysler,forone,nowseekstochoosesuppliersevenbeforepartsaredesigned.Motorolaalsoevaluatessuppliersonrigorouscriteria,butinmanyinstanceshaseliminatedtraditionalsupplierbidding,placingaddedemphasisonqualityandreliability.Downsidesoffew-suppliersstrategyLikeallstrategies,adownsideexists.Withfewsuppliers,thecostofchangingpartnersishuge,sobothbuyerandsupplierruntheriskofbecomingcaptivesoftheother.Poorsupplierperformanceisonlyoneriskthepurchaserfaces.Thepurchasermustalsobeconcernedabouttradesecretsandsuppliersthatmakeotheralliancesorventureoutontheirown.VerticalIntegrationPurchasingcantaketheformofverticalintegration.Byverticalintegration,wemeandevelopingtheabilitytoproducegoodsorservicespreviouslypurchasedoractuallybuyingasupplieroradistributor.AsshowninFigure2.2,verticalintegrationcantaketheformofforwardrobackwardintegration.BackwardintegrationBackwardintegrationsuggestsafirmpurchaseitssuppliers,asinthecaseofFordMotorCompanydecidingtomanufactureitsowncarradios.Forwardintegration,ontheotherhand,suggeststhatamanufacturerofcomponentsmakethefinishedproduct.AnexampleisTexasInstruments,amanufacturerofintegratedcircuitsthatalsomakescalculatorsandcomputerscontainingintegratedcircuits.Verticalintegrationcanofferastrategicopportunityfortheoperationsmanager.Forfirmswiththenecessarycapital,managerialtalent,andrequireddemand,verticalintegrationmayprovidesubstantialopportunitiesforcostreduction.Otheradvantagesininventoryreductionandschedulingcanaccruetothecompanythateffectivelymanagesverticalintegrationorclose,mutuallybeneficialrelationshipswithsuppliers.Manyorganizationsfindinterestinverticalintegrationnowadays.Verticalintegrationcanyieldcostreduction,qualityadherence,andtimelydelivery.Verticalintegrationappearstoworkbestwhentheorganizationhaslargemarketshareorthemanagementtalenttooperateanacquiredvendorsuccessfully.However,backwardintegrationmaybeparticularlydangerousforfirmsinindustriesundergoingtechnologicalchangeifmanagementcannotkeepabreastofthosechangesorinvestthefinancialresourcesnecessaryforthenextwaveoftechnology.Fig.2.2VerticalIntegrationCanBeForwardorBackwardKeiretsuNetworksKeiretsuisJapanesetermtodescribesupplierswhobecomepartofacompanycoalition.ManylargeJapanesemanufacturershavefoundamiddlegroundbetweenpurchasingfromfewsuppliersandverticalintegration.Thesemanufacturersareoftenfinancialsupportersofsuppliersthroughownershiporloans.Thesupplierthenbecomespartofacompanycoalitionknownasakeiretsu.Membersofthekeiretsuareassuredlong-termrelationshipsandarethereforeexpectedtofunctionaspartners,providingtechnicalexpertiseandstablequalityproductiontothemanufacturer.Membersofthekeiretsucanalsohavesuppliersfurtherdownthechain,makingsecond-andeventhird-tiersupplierspartofthecoalition.VirtualCompaniesVirtualcompaniesrelyonavarietyofsupplierrelationshipstoprovideservicesondemand.Virtualcompaniesrelyonavarietyofsupplierrelationshipstoprovideservicesondemand.Suppliersmayprovideavarietyofservicesthatincludedoingthepayroll,hiringpersonnel,designingproducts,providingconsultingservices,manufacturingcomponents,conductingtest,ordistributingproducts.Therelationshipsmaybeshort-termorlong-termandmayincludetruepartners,orsimplyablesuppliers.Whatevertheformalrelationship,theresultcanbeexceptionallyleanperformance.Theadvantagesofvirtualcompaniesincludespecializedmanagementexpertise,lowcapitalinvestment,flexibility,andspeed.Theresultisefficiency.Theapparelbusinessprovidesatraditionalexampleofvirtualorganizations.Thedesignersofclothesseldommanufacturetheirdesigns;rather,theylicensethemanufacture.Themanufacturermaythenrentrooms,leasesewingmachines,andcontractforlabor.Theresultisanorganizationremainsflexible,andcanrespondrapidlytothemarket.NewWordsandPhrasesvertical[5vE:tikEl]adj.integration[7inti5^reiFEn]n.backward[5bAkwEd]adj.coalition[7kEuE5liFEn]n.virtual[5vE:tjuEl,-tFuEl]adj.quotation[kwEu5teiFEn]n.bidder[5bidE]n.aggressive[E5^resiv]adj.attribute[E5tribju(:)t]n.economyofscalefoster[5fCstE]v.alignment[E5lainmEnt]n.incorporate[in5kC:pEreit]v.垂直的，纵向的集成，整合后向的，倒向的联盟，联合虚拟的报价，行情投标者激进地特性，属性规模经济培养结盟把……合并rigorous[5ri^ErEs]adj.downside[5daun7said]n.alliance[E5laiEns]n.forward[5fC:wEd]adv.integratedcircuit[5sE:kit]n.substantial[sEb5stAnFEl]adj.undergov.keepabreastof[E5brest]fluid[5flu(:)id]adj.payrolln.leanadj.apparel[E5pArEl]n.严密的,严格的缺陷联盟,同盟向前的，向末端的集成电路大量的，可观的经历,遭受与……并进，跟上，不落后不固定的，易变的工资单精益的，精细的服装PartIIISUPPLEMENTARYREADINGRedesigntheDistributionSupplyChaininVolkswagenofAmericaVoAworkswith750dealersitesacrossUSAVolkswagenofAmerica(VoA),awhollyownedsubsidiaryofVolkswagenAG,imports,marketsanddistributesVolkswagenandAudivehiclesintheUnitedStates.ThevehiclesareassembledinMexicoorGermanyanddistributedtoanetworkofapproximately750dealersitesacrosstheUnitedStates.In1995,VoAmanagementappointedaprojectteamwiththemandatetoreviewvehicledistributionprocessanddevelopnewconceptsorsupplychainmanagement.TheexistingSCMtakesdealerascustomer,nottheenduserTheexistingvehicledistributionprocesshadservedtheorganizationoveranumberofyears.Theexistingsystemhadbeendevelopedaroundtwoimplicitassumptions.Thefirstisthatthedealer(retailoperator)isthe“customer”oftheVoAdistributionprocess,nottheenduser.ThelogicwasthatVolkswagenofAmericadistributestothedealerandthedealerdistributestotheenduser.Thesecondassumptionwasthat,significantvehicleinventory(60-90daysofsales)carriedbythedealeroperatorcreatesanincentive(financingcostavoidance)toincreasetherateofsales.Thusthedistributionsystemoperatedasa“push”system.Efficiencywasthekeyperformancecriteria.Theseassumptions,infact,reflectthedominantlogicofvehicledistributiontheU.S.autoindustry.LimitationofPushSystemThepushsystemdoeshavesignificantlimitations.Oneisthatnotallcustomersareabletopurchasetheirfirstchoiceconfigurationofvehiclecolorandoptionalequipment.Manymanufacturersoffermanymorevehicleconfigurationsthanindividualdealersareabletoinventory(evencarrying60-90daysofsales).Dealers,whoareinterestedincompletingsalestransactionsasquicklyaspossiblegenerallyoffercustomerstheselectionvehiclesfromtheircurrentinventory.Ifthecurrentinventorydoesnotcontainthecustomer’sfirstchoiceconfigurationthedealermayofferapricediscountasincentiveforthecustomertoacceptanonfirstchoicevehicle.Althoughthisprocessoftendoesresultinaconsumerpurchasingavehicle,thetransactionisinefficient.Bothpartieshavecompromisedtoacommondateofaninventoryshortfall.Theenduserhasnotreceivedhischoiceofvehicleandthedealerhasunnecessarilydiscountedtheprice.HigherlogisticcostsAsecondlimitationofthepushsystemisthehighsystem(importer+dealer)costsoftransportation,financingandstorage.Vehiclesareinventoriedatpointofsale,themostexpensivelocationintheentiredistributionchain.Inshort,thepushsystemisonlycoincidentallyresponsivetocustomerchoicesanditmaintainslargeinventoriesatpointofsale.TheprojectteamatVoAwassearchingforameanstodealwiththeselimitations.Asadesignprincipleforthenewdistributionsystem,theprojectteamhadrejectedbothoftheabovementionedassumptions.Thenewsystemhadtoservetheenduser’srequirementsasitskeyperformancemeasure.Thenewsystemwouldhavetobe,firstandforemost,responsivetoenduserchoicesandsimultaneouslymoreefficientthanthecurrentsystem.Fromthesenewprinciplesthefollowingperformancecriteriawereestablishedthatthereengineeredprocesswouldhavetomeet:Newcriteriaforperformancemeasure1．Maximizethepercentageofcustomerswhoreceivedtheirfirstchoiceofvehicles.2．Ifacustomer’sfirstchoicewasnotinadealer’sinventory,afirstchoicevehiclewouldbedeliveredtothedealerfromVoAinventorywithin48hours.3．Significantlyreducethetotalsystem(dealersandVoA)costsassociatedwithtransportation,financingandstorageprimarilythroughinventoryreduction.Theprojectteamdevelopedanumberoflogisticsconceptsthatalternativelymanagedwhereinventorymightbeaggregatedandhowitmightbetransported.However,theydidnothaveaneffectivemeansoftestingtheconcepts.Thecomplexityandscopeofthesystemmadestaticanalysisoflimitedvalue.Simulationwasidentifiedasapotentiallyeffectivemeansoftestingtheconceptandvariousscenariosofimplementation.InnovationofManufacturingSupplyChainManagementInitsnewBrazilianplant100milesnorthwestofRiodeJaneiro,Volkswagenisalteringitssupplychain.Withthisexperimentaltruckfactory,Volkswagenissurethatithasfoundasystemthatwillreducethenumberofdefectiveparts,cutlaborcosts,andimproveefficiency.BecauseVW’spotentialmarketissmall,thisisarelativelysmallplant,withscheduledproductionofonly100trucksperdaywithonly1,000workers.However,only200ofthe1,000workforVolkswagen.TheVWemployeesareresponsibleforoverquality,marketing,research,anddesign.Theother800,whoworkforsupplierssuchasRockwellInternational,CumminsEngines,DelgaAutomotiva,Remon,andVDO,dotheassemblywork.TheobjectiveofthenewsupplychainVolkswagen’sinnovativesupplychainwill,ithopes,improvequalityanddrivedowncosts,aseachsubcontractoracceptsresponsibilityforitsunitsandworkercompensation.Withthisstrategy,Volkswagensubcontractorsacceptmoreofthedirectcostsandrisks.Astheschematicshows,atthefirststopintheassemblyprocess,workersfromLochpe-Maxionmountthegastank,transmissionlines,andsteeringblocks.Asthechassismovesdowntheline,employeesfromRockwellmountaxlesandbrakes.ThenworkersfromRemonputonwheelsandadjusttirepressure.TheMWM/Cumminsteaminstallstheengineandtransmission.Truckcabs,producedbytheBrazilianfirmDlgaAutomotiva,arepaintedbyEisenmannandthenfinishedandupholsteredbyVDO,bothofGermany.Volkswagenemployeesdoanevaluationofthefinaltruck.OutsourcingandsupplychainintegrationBecausetechnologyandeconomicefficiencydemandspecialization,manyfirms,likeVolkswagen,areincreasingtheircommitmenttooutsourcingandsupply-chainintegration.AtthisVolkswagenplant,however,VWisbuyingnotonlythematerialsbutalsolaborandtherelatedservices.SuppliersareintegratedtightlyintoVW’sownnetwork,rightdowntotheassemblyworkintheplant.Becausepurchasecostsintheautoindustryexceed60%ofthesalesdollar,evenmodestreductionsinthesecostscouldmakeVolkswagen’spayoffsubstantial.Theresultsarenotinyet,butVWisalreadytryingasimilarapproachinplantsinBuenosAires,Argentina,andwithSkoda,intheCzechRepublic.Volkswagen’snewlevelofintegrationinsupply-chainmanagementmaybethewaveofthefuture.EmphasisonprocurementandsupplierrelationshipsMostfirms,likeVW,spendmorethan50%oftheirsalesdollarsonpurchases.Becausesuchahighpercentageofanorganization’scostsaredeterminedbypurchasing,relationshipswithsuppliersarebecomingincreasinglyintegratedandlong-term.Jointeffortsthatimproveinnovation,speeddesign,andreducecostsarecommon.Suchefforts,whenpartofanintegratedstrategy,candramaticallyimprovebothpartners’competitiveness.Thischangingfocusplacesaddedemphasisonprocurementandsupplierrelationshipswhichmustbemanaged.Thedisciplinethatmanagestheserelationshipsisknownassupply-chainmanagement.subsidiary[sEb5sidjEri]n.mandate[5mAndeit]n.implicit[im5plisit]adj.criteria[krai5tiEriE](criterion的复数)n.configuration[kEn7fi^ju5reiFEn]n.incentive[in5sentiv]n.shortfall[5FC:tfC:l]n.simultaneously[sImEl5teInIEsli]adv.aggregate[5A^ri^eit]vt.&vi.static[5stAtik]adj.simulation[7simju5leiFEn]n.chassis[5FAsi]n.upholster[Qp5hEulstE]vt.schematic[ski5mAtik]adjNewWordsandExpressions附属事物，子公司授权无疑问的 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 ，准则构造，形状，轮廓激励，刺激，动机不足之量，差额同时地（使）聚集不发展的，静止的模仿，模拟底盘，底架装潢纲要的，概略的