基于閉合供應鏈下戴爾公司的計算機裝配廠【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　Dell, Inc.’s closed loop supply chain for computer assembly plants</p><p>　　Material Source: Information K

2、nowledge Systems Management 6 Author: Sameer Kumar and Sarah Craig</p><p>　　Abstract: Many authors and researchers cite Dell’s supply chain as a model of excellence, yet few look at the entire closed-l

3、oop supply chain and the prevalent inventory and logistics techniques that enable this complex process to work. The techniques reviewed include – postponement, modularity, vendor managed inventory, supply chain partnersh

4、ips, and demand management.</p><p>　　The analysis involves examining how Dell’s use of an assortment of techniques that support build to order operation affect each other and how these approaches play a role

5、 in enabling the Dell Supply Chain as an industry hallmark of excellence. The forward and reverse supply chains are mapped out as a series of process maps and explained within the framework of Dell’s world-wide operation

6、s. Dell’s supply chain excellence suggests the need to focus on supply chain efficiencies as a means of buildi</p><p>　　Some of the missing elements in Dell’s reverse supply chain present some limitation to

7、the study. As a result, what is proposed is a close to definitive model based on available data on Dell’s closed-loop supply chain. Dell’s future threats and opportunities are identified particularly in relation to growi

8、ng competition and expansion of services. These have implications for managers of other supply chains as it is clear from Dell’s success that supply chain excellence does correlate to financial</p><p>　　The

9、study provides an in depth analysis of a proven closed-loop supply chain that is replicable and taken two decades to get where it is for the Dell Corporation. The analysis makes the drivers behind Dell’s operational and

10、market success explicit and shows that adopting a combination of prevalent inventory and logistics approaches for breakthrough improvements in the supply chain requires sustained efforts and careful planning.</p>

11、<p>　　Keywords: Dell, Inc. closed-loop supply chains, postponement, modularity, vendor managed inventory, demand management, forward supply chains, reverse supply chains</p><p>　　5.2. Reverse supply cha

12、in</p><p>　　Dell’s reverse supply chain has very little research concerning it, but with the new regulations in the European Union regarding recycling and increased awareness around the globe regarding some

13、of the hazardous materials within computers, Dell plans to rapidly expand the program. It has a goal of tripling its product recovery volume by 2009 [34]. Authors hypothesized the form of the reverse supply chain from in

14、formation regarding reverse supply chains in general from the academic literature and</p><p>　　Computers are returned to Dell via a third party logistics provider. The most often used is UPS. If the computer

15、 is a regular return, it needs to be shipped back to Dell within 21 days. These computers are reentered into inventory, listed at the Dell Outlet off of the Dell website, and shipped to a logistics hub. Once a customer o

16、rders one of these computers, the logistics provider ships it within the standard number of days.</p><p>　　There are two other paths that a computer can be returned to Dell. One is through the Dell Asset Rec

17、overy Program, which works with large corporate, institutional, and governmental clients and has been in existence since 1994 [2]. The Asset Recovery Services team comes to the work site of the client and hauls away the

18、computers as part of the contract that Dell has with that client. Dell also overwrites the hard drives to ensure confidentiality of its client’s information [32]. The other is thro</p><p>　　S. Kumar and S. C

19、raig / Dell, Inc.’s closed loop supply chain for computer assembly plants</p><p>　　Fig. 6. This shows the hypothesized form of Dellfls reverse supply chain. This is based off information from Dell, Inc.fls w

20、ebsite pages Dell Online Policies, Dell Outlet FAQs, Dell Recycling, and Value Recovery Service. The company’s Form 10-K was also used. Other sources of information were research articles by Fleishmann, van Nunen, and Gr

21、ave; Guide, Jayaraman, and Linton; Savashan, Bhattacharya, and Van Wassenhove; and Spenger, and Schroter [13,14,29,31].</p><p>　　Dell charges customers a fee for the service that is based upon the weight of

22、the computer being recycled. Dell does run promotions where the shipping of the old computer is free with the purchase of a new Dell computer. There are also community recycling events sponsored by Dell and its recycling

23、 partners to build awareness of the program [28]. Despite the potential barriers to this program, 20,000 tons of product was returned to Dell for reuse or recycling during fiscal year 2006 [34].</p><p>　　Fro

24、m this point, a computer can have four possible destinations. It can be donated to the National Cristina Foundation, which provides used computers and other technology to economically disadvantaged people. This donation

25、program was launched in 2001 after Dell discovered that people were searching for donation options for their used computers [34]. Another option is the resale of the computer, which is usually the path that computers thr

26、ough the Asset Recovery Service take. It could be deemed </p><p>　　If the returned computers do not go to either of the above destinations, it is examined for useable components. These components are strippe

27、d off the computer and entered into spare parts inventory. From there, they are used to fulfill warranty service needs or replace parts in computers to be sold on the Dell Outlet. Any components that Dell cannot use are

28、sent to the company’s recycling partners for proper disposal according to environmental standards or further breakdown into basic materials.</p><p>　　6. Research implications/limitations</p><p>

29、　　This research has several limitations that can serve as points for future research. The first limitation is the lack of published, first-hand information concerning the form of Dell’s reverse supply chain. Although the

30、 hypothesized design is likely close to the real one given the information from Dell’s website and theoretical models of reverse supply chains, the lack of information concerning this particular company’s reverse supply

31、chain does not make such a form definite. This form can only s</p><p>　　Finally, the information that was gathered concerning Dell’s closed-loop supply chain was not extensive enough to create a working mode

32、l of the chain. The techniques mentioned could have been used to develop a view of a theoretical company utilizing Dell’s techniques using a model of before the techniques and after the techniques, but the model would no

33、t have been able to capture a view of Dell, making it outside of the realm of this research. It would be useful information for managers to see h</p><p><b>　　譯文</b></p><p>　　基于閉合供應鏈下

34、戴爾公司的計算機裝配廠</p><p>　　資料來源: 管理信息知識系統(tǒng)6 作者：薩米爾?卡瑪、薩拉克?雷格</p><p>　　摘要：許多作者和研究人員把戴爾的供應鏈作為一種追求卓越的模型舉例，但很少有人看看整個閉環(huán)供應鏈和流行的庫存和物流技術，這一復雜進程工作的技術檢查包括 — — 推遲、模塊化設計、供應商管理庫存、供應鏈的伙伴關系和需求管理。</p>&l

35、t;p>　　分析涉及研究怎樣利用了戴爾公司的技術支持建立以相互影響和如何操作中起重要作用的這些方法使戴爾供應鏈作為行業(yè)優(yōu)秀的標志。戴爾的世界范圍的操作是以其正向和反向的供應鏈是作為一系列過程圖映射從而進行解釋的。戴爾卓越的供應鏈建議需要集中供應鏈效率作為一種手段從而建立客戶價值。一家公司執(zhí)行任何組特定的庫存和物流方法之前，需要明智地審查其情況和能力，這也反應了戴爾的供應鏈運作。</p><p>　　由于戴爾

36、的逆向供應鏈中缺少的一些因素使目前研究的受到一些限制，所以建議基于戴爾的閉環(huán)供應鏈上的可用數(shù)據(jù)接近的通用模型。對戴爾公司未來的威脅和機會的辨認特別是和日益激烈競爭和擴展的服務密切相關。這些有影響其他供應鏈的管理人員，因為很明顯從供應鏈的卓越的戴爾公司的成功與這行業(yè)的金融成功相聯(lián)系。</p><p>　　提供了深入的研究的是可復制和采取二十年經驗驗證的閉合供應鏈所在的戴爾公司。分析明確驅動戴爾的業(yè)務和市場的成功的背

37、后顯示了采用流行的庫存和物流的組合方法突破改善和對供應鏈需要持續(xù)的努力和認真規(guī)劃。</p><p>　　關鍵詞：戴爾，閉合供應鏈，延期，模塊化，賣方存貨清單管理，需求管理，正向供應鏈，逆向供應鏈</p><p><b>　　5、2逆向供應鏈</b></p><p>　　有關于戴爾公司的逆向供應鏈管理的研究較少，但是隨著歐盟關于可循環(huán)新的規(guī)定和全

38、球人們對電腦里含有危險物質意識的增強，戴爾決定急速的擴大關于逆向物流的方案。他們的目標是要比2009年產品的回收容量多兩倍。作者關于逆向物流的表格的假設是從一些學者關于逆向物流研究的文獻信息和從戴爾的官網www.dell.com了解逆向物流的關于產品的回收利用的返回的方案和方針政策。這些供應鏈信息從圖6中可以表現(xiàn)出來。</p><p>　　電腦返回戴爾公司是通過第三方物流實現(xiàn)的。經常是通過UPS物流公司返回的。如

39、果這些電腦是通過定期返回的，那么這些產品會在21天內被送回戴爾公司。這些電腦將被重新輸入到存貨清單列出來公布在戴爾的網站上，然后被運送到物流公司。物流公司會在指定的期限內運輸貨物，使每個顧客都會得到他們自己的電腦。</p><p>　　電腦返回到戴爾公司還有其他兩條路徑。一種途徑是通過戴爾公司的資源回收方案，這種途徑一般都是從1994年開始在大的公司、公共機構、政府委托方內實行的。資源回收服務系統(tǒng)是通過設置顧客和

40、運輸電腦作為系統(tǒng)的一部分從而服務于這批顧客。戴爾公司同時也通過硬盤驅動器來保存機密的客戶信息。另外一種途徑是戴爾公司在2003年通過利用回收利用方案從而發(fā)展到每一個顧客。根據(jù)在戴爾回收系統(tǒng)的網站上獲取信息，這些顧客負責退回或者捐贈他們的老的戴爾電腦。戴爾公司發(fā)給顧客們一個箱子用來打包回收戴爾公司的舊電腦，顧客負責數(shù)據(jù)的刪除。</p><p>　　S. Kumar和S. Craig關于戴爾公司電腦裝配的閉合逆向供應

41、鏈</p><p>　　圖6表明反應了戴爾公司虛擬的逆向物流，這些信息是根據(jù)戴爾公司的網頁在線策略、戴爾出口常見問題、戴爾公司回收情況及價值恢復服務取得的。戴爾公司的10-K表也被拿來利用了。其他信息的來源是根據(jù)Fleishmann、van Nunen、Grave Guide、Jayaraman、Linton Savashan、Bhattacharya、Van Wassenhove、Spenger和Schrote

42、r的文獻來收集的。</p><p>　　戴爾客戶的收費是根據(jù)計算機的被回收的重量為基礎的服務費。戴爾以免費運送舊電腦換置新戴爾電腦的方式進行促銷。有也社區(qū)就回收事件得到了戴爾的贊助，這是戴爾建立回收伙伴的一個方案。根據(jù)2006年的政府財政顯示，盡管這個方案存在著一些潛在的障礙，但是戴爾已經回收了20000噸產品用以重新使用或者再循環(huán)利用。</p><p>　　從這點來說，一臺計算機可以有四

43、種可能的目的地。它可以捐贈給克里斯提那慈善機構，慈善機構可以給經濟落后地區(qū)的人們提供用過的電腦和其他的科技技術。這一捐贈計劃是于2001年推出后，戴爾公司發(fā)現(xiàn)了人們可以尋找他們捐贈電腦的選擇。另一種選擇是計算機的轉售的途徑,它通常的途徑是通過電腦的回收資源途徑進行的。轉售或者更換電腦的部件可以被看成是恰當?shù)男袨?。這些電腦將會進入到物流公司的庫存中，然后被運往戴爾的銷售點進行出售。假使再次發(fā)生銷售是在一個月之內，那么如果這是為公司一個客戶

44、所作，戴爾會把銷售流程反饋于客戶。在這個過程中，戴爾會收取少量的勞務費用。在Sternstein的文獻中，她提到政府會為每個CPU付出25美元的恢復加工。</p><p>　　如果返回的計算機沒有去上述目的地之一， 這是檢查其便于使用組件。這些組件被從電腦里分離出來，然后進入到備用庫里面從那里，他們被用來滿足需要保修服務或者替換成銷售店里計算機內被銷售出去的部分。戴爾不能使用的任何組件被發(fā)送到該公司的回收合作伙伴

45、為基本材料的環(huán)境標準或進一步細分依法妥善處理。</p><p><b>　　研究意義/限制</b></p><p>　　這項研究具有一定的局限性，可以作為未來研究的重點。第一個限制是缺少關于戴爾公司逆向供應鏈的第一手資料，這些缺少的信息是關于公司特定的逆向供應鏈信息，這些信息的形式不是很明確的。雖然這個虛擬的設計很可能接近戴爾網站上和理論模擬中的逆向供應鏈信息。但是這

46、個模型只能作為一個相接近的最終模型。對比戴爾與計算機里的組件和電子設備有可能 能幫助尋找戴爾建立它自己供應鏈的好處，但是這種對比超出了本文所研究的范圍。</p><p>　　最后，收集關于戴爾的閉合供應鏈的信息是不足夠廣泛的，所以難以用來創(chuàng)建其工作模型。提到的技術可以被用來發(fā)展一個虛擬的公司，利用戴爾公司的技術來測試模式使用之前和使用之后，但是這個模型不能完全形容戴爾公司，使這個模型在研究領域之外。這個將是一項有