畢業(yè)設(shè)計(jì)（論文）外文資料翻譯---供應(yīng)鏈管理abc

1、<p>　　畢業(yè)設(shè)計(jì)(論文)外文資料翻譯</p><p>　　外文出處： The ABCs of Supply Chain Management </p><p>　　附 件： 1.外文資料翻

2、譯譯文；2.外文原文。 </p><p>　　附件1：外文資料翻譯譯文</p><p><b>　　供應(yīng)鏈管理ABC</b></p><p>　　1．什么是供應(yīng)鏈管理</p><p>　　供應(yīng)鏈?zhǔn)且环N關(guān)于整合的科學(xué)和藝術(shù)，它主要探究提高企業(yè)采購生產(chǎn)商品所需的原材料、生產(chǎn)商品，并把它供應(yīng)給最終顧客的效率的途徑。以下是供應(yīng)鏈

3、管理的五個(gè)基本組成模塊：</p><p>　　計(jì)劃--它是供應(yīng)鏈的戰(zhàn)略層面。企業(yè)需要有一個(gè)控制所有資源的戰(zhàn)略以滿足客戶對(duì)產(chǎn)品或服務(wù)的需求。計(jì)劃的核心是建立一套機(jī)制去監(jiān)控整條供應(yīng)鏈以便使它能有效運(yùn)作：低成本、高品質(zhì)配送和增值客戶服務(wù)。該模塊連結(jié)著供應(yīng)鏈的作業(yè)與營運(yùn)目標(biāo)，主要包括需求/供給規(guī)劃（Demand/Supply Planning）與規(guī)劃基礎(chǔ)建設(shè)（infrastructure）兩項(xiàng)活動(dòng)，對(duì)所有采購運(yùn)籌流程、制

4、造運(yùn)籌流程與配送運(yùn)籌流程進(jìn)行規(guī)劃與控制。需求/供給規(guī)劃活動(dòng)包含了評(píng)估企業(yè)整體產(chǎn)能與資源、總體需求規(guī)劃以及針對(duì)產(chǎn)品與配銷管道，進(jìn)行存貨規(guī)劃、配送規(guī)劃、制造規(guī)劃、物料及產(chǎn)能的規(guī)劃。規(guī)劃基礎(chǔ)建設(shè)管理包含了自制或外包決策的制定、供應(yīng)鏈的架構(gòu)設(shè)計(jì)、長期產(chǎn)能與資源規(guī)劃、企業(yè)規(guī)劃、產(chǎn)品生命周期的決定、新舊產(chǎn)品線規(guī)劃與產(chǎn)品線的管理等。</p><p>　　采購—選擇供給你提供用來生產(chǎn)產(chǎn)品或服務(wù)的原材料或服務(wù)的供應(yīng)商。和供應(yīng)商建立

5、一套價(jià)格、供應(yīng)、支付過程的體系，創(chuàng)造一種機(jī)制以監(jiān)控此過程、改善供應(yīng)商關(guān)系。理順此過程以管理供應(yīng)商交付的原材料庫存或服務(wù)，其中包括收貨、出貨、檢驗(yàn)、中轉(zhuǎn)和批準(zhǔn)支付。此模塊有采購作業(yè)與采購基礎(chǔ)建設(shè)兩項(xiàng)管理活動(dòng)，其目的是描述一般的采購作業(yè)與采購管理流程。采購作業(yè)包含了尋找供貨商、收料、進(jìn)料品檢、拒收與發(fā)料作業(yè)。采購基礎(chǔ)建設(shè)的管理包含了供貨商評(píng)估、采購、運(yùn)輸管理、采購品質(zhì)管理、采購合約管理、付款條件管理、采購零組件的規(guī)格制定。</p>

6、;<p>　　制造—這是制造步驟。計(jì)劃這些必需的活動(dòng)：生產(chǎn)、測試、包裝、預(yù)出貨。作為供應(yīng)鏈的核心機(jī)制，它意味著質(zhì)量水平、產(chǎn)品輸出和工廠產(chǎn)能的有效控制。此模塊具有制造執(zhí)行作業(yè)與制造基礎(chǔ)建設(shè)兩項(xiàng)管理活動(dòng)，其目的是描述制造生產(chǎn)作業(yè)與生產(chǎn)的管理流程。制造執(zhí)行作業(yè)包含了領(lǐng)料、產(chǎn)品制造、產(chǎn)品測試與包裝出貨等。制造基礎(chǔ)建設(shè)的管理包含了工程變更、生產(chǎn)狀況掌握、生產(chǎn)品質(zhì)管理、現(xiàn)場排程制定、短期產(chǎn)能規(guī)劃與現(xiàn)場設(shè)備管理等。</p>

7、<p>　　配送—許多權(quán)威人士都把它歸咎為物流的一部分。它包括客戶下達(dá)的訂單，建立倉庫網(wǎng)絡(luò)，選擇承運(yùn)商，分發(fā)貨物給客戶，建立收款制度等。本模塊包含訂單管理、倉儲(chǔ)管理、運(yùn)輸管理與配送基礎(chǔ)建設(shè)等四項(xiàng)管理活動(dòng)，其目的是描述銷售（sales）與配送（distribution）的一般作業(yè)與管理流程。訂單管理作業(yè)包含了接單、報(bào)價(jià)、顧客資料維護(hù)、訂單分配、產(chǎn)品價(jià)格資料維護(hù)、應(yīng)收賬款維護(hù)、授信與開立發(fā)票等流程。倉儲(chǔ)管理作業(yè)包含了揀料、按包裝

8、明細(xì)將產(chǎn)品包裝入柜、確認(rèn)交貨地點(diǎn)與運(yùn)送貨物等流程。運(yùn)輸管理作業(yè)包含產(chǎn)品運(yùn)輸方式安排、進(jìn)出口管理、貨品安裝適宜規(guī)劃、進(jìn)行安裝與產(chǎn)品試行（例如，銷售大型機(jī)器給顧客，須先幫忙安裝完畢，然后進(jìn)行試車）。配送基礎(chǔ)建設(shè)的管理包括配送管道的決策制定、配送存 貨管理、配送品質(zhì)的掌握與銷售管理法的制定。</p><p>　　回收—供應(yīng)鏈的難題之一。這需要?jiǎng)?chuàng)建一個(gè)網(wǎng)絡(luò)以接收那些客戶返回的缺陷產(chǎn)品或過剩產(chǎn)品，支持對(duì)接收到的貨物產(chǎn)生質(zhì)疑

9、的客戶。以退回的貨物的屬性分，包括：不良品、間接物料(MRO)、過剩成品。以退貨作業(yè)的對(duì)象分，包括：顧客對(duì)供貨商、供貨商對(duì)顧客。以對(duì)于退貨響應(yīng)方式包括：核準(zhǔn)作業(yè)、退貨排程、退換作業(yè)、銷毀作業(yè)。</p><p>　　2．供應(yīng)鏈管理軟件功能</p><p>　　供應(yīng)鏈管理軟件可能是這個(gè)星球上最分散的應(yīng)用軟件。以前五個(gè)主要的供應(yīng)鏈模塊中的每一個(gè)都是涵蓋了至少一打不同的作業(yè)，這些作業(yè)又都有他們各自

10、獨(dú)特的軟件來支持。因此有一些大的軟件供應(yīng)商嘗試將這些不同的軟件模塊整合在一個(gè)平臺(tái)之上，但是由于種種因素沒有一家供應(yīng)商能有一個(gè)完整的軟件包，整合這些不同的軟件模塊已成為他們的噩夢(mèng)?；蛟S建置供應(yīng)鏈軟件最好的途徑是把他們拆分開：幫助企業(yè)計(jì)劃供應(yīng)鏈的軟件和幫助企業(yè)執(zhí)行供應(yīng)鏈的軟件。</p><p>　　供應(yīng)鏈計(jì)劃（SCP）軟件使用獨(dú)特的數(shù)學(xué)算法來幫助企業(yè)減少存貨，提高供應(yīng)鏈運(yùn)作效率。供應(yīng)鏈計(jì)劃軟件完全依靠精確的數(shù)據(jù)來運(yùn)行

11、。例如，一個(gè)制造廠商，如果不能提供最新的客戶訂單信息、分銷商的庫存信息、工廠制造能力信息、配送能力給供應(yīng)鏈計(jì)劃軟件，就不要期望供應(yīng)鏈計(jì)劃軟件能跑出精確的你所期望的結(jié)果。供應(yīng)鏈計(jì)劃軟件適用于先前提到的供應(yīng)鏈的五個(gè)主要模塊，他的核心在于需求計(jì)劃--企業(yè)能生產(chǎn)多少產(chǎn)品來滿足不同的客戶需求。</p><p>　　供應(yīng)鏈執(zhí)行（SCE）軟件的功能是使供應(yīng)鏈的不同步驟自動(dòng)化。它通過信息排程的方式將訂單從生產(chǎn)工廠傳遞給原材料供應(yīng)

12、商。</p><p>　　3．在安裝供應(yīng)鏈管理軟件之前是否需要有企業(yè)資源計(jì)劃軟件</p><p>　　這是一個(gè)非常有爭議的問題。一般的，如果企業(yè)計(jì)劃安裝供應(yīng)鏈計(jì)劃軟件，那么企業(yè)可能首先要有企業(yè)資源計(jì)劃軟件，因?yàn)楣?yīng)鏈計(jì)劃軟件依賴各種信息才能良好的運(yùn)轉(zhuǎn)，而這些信息大部分在企業(yè)資源計(jì)劃軟件中都已經(jīng)存在。理論上你可以從企業(yè)歷史遺留下來的系統(tǒng)（對(duì)于大多數(shù)企業(yè)來說，EXCEL表在各種不同的地方都有使

13、用）中收集供應(yīng)鏈計(jì)劃軟件所需的各種數(shù)據(jù)，但是要快速、可靠的從企業(yè)的各個(gè)部門搜集其所有所需的信息簡直就是一場惡夢(mèng)。然而企業(yè)資源計(jì)劃軟件就是一個(gè)整合所有信息的有效工具。如果企業(yè)已經(jīng)建置了企業(yè)資源計(jì)劃軟件，供應(yīng)鏈計(jì)劃軟件就有了一個(gè)單一穩(wěn)定的數(shù)據(jù)源。許多準(zhǔn)備安裝供應(yīng)鏈計(jì)劃軟件的CIO聲稱他們會(huì)首 先安裝企業(yè)資源計(jì)劃軟件，他們稱企業(yè)資源計(jì)劃項(xiàng)目為“建立舒適的信息儲(chǔ)藏室”。當(dāng)然，建立企業(yè)資源計(jì)劃系統(tǒng)花費(fèi)昂貴并且非常困難，因此如果沒有首先安裝企業(yè)資源

14、計(jì)劃軟件那就需要一條為供應(yīng)鏈計(jì)劃軟件提供所需數(shù)據(jù)的方法。</p><p>　　供應(yīng)鏈執(zhí)行軟件較少的依靠來自企業(yè)的各種集成信息，因此受企業(yè)資源計(jì)劃軟 件的約束較少。但是在另一方面，供應(yīng)鏈執(zhí)行軟件必須能通過不同的方式與企業(yè)資源計(jì)劃軟件進(jìn)行數(shù)據(jù)交換?，F(xiàn)在供應(yīng)鏈執(zhí)行軟件與互聯(lián)網(wǎng)、企業(yè)資源計(jì)劃軟件、供 應(yīng)鏈計(jì)劃軟件的數(shù)據(jù)交互能力顯得尤為重要。舉個(gè)例子，企業(yè)想建立一個(gè)聯(lián)接客戶和供應(yīng)商的WEB站點(diǎn)，就必須從SCE,SCP和ER

15、P中提取最新的有關(guān)訂單、結(jié)算、制造狀況、配送等數(shù)據(jù)。</p><p>　　4．安裝供應(yīng)鏈管理軟件的目標(biāo)</p><p>　　在互聯(lián)網(wǎng)時(shí)代到來之前，人們對(duì)供應(yīng)鏈軟件的期望被局限在提高企業(yè)預(yù)測客戶需求的能力和保證供應(yīng)鏈更平穩(wěn)的運(yùn)行上。但是隨著互聯(lián)網(wǎng)的普及，它事實(shí)上已成為公認(rèn)的網(wǎng)際時(shí)代數(shù)據(jù)交換的標(biāo)準(zhǔn)方式?，F(xiàn)在，理論上企業(yè)可以將自己的供應(yīng)鏈與客戶和供應(yīng)商的供應(yīng)鏈連結(jié)在一起，形成一個(gè)單一的、巨大的供

16、應(yīng)網(wǎng)絡(luò)，進(jìn)而優(yōu)化成本、發(fā)現(xiàn)機(jī)會(huì)：這在以前對(duì)每個(gè)企業(yè)來說都是非常棘手的。這也是B2B興起的重要原因：每一個(gè)與你發(fā)生商業(yè)行為的團(tuán)體都能被連結(jié)在一起，形成一個(gè)合作互贏的大團(tuán)體。</p><p>　　當(dāng)然，這些技術(shù)能夠帶來效益還需要一段時(shí)間。但是鑒于B2B只是經(jīng)過了短短幾年，在一些行業(yè)的應(yīng)用已經(jīng)取得了顯著的進(jìn)步，像快速消費(fèi)品行業(yè)、高科技制造業(yè)、汽車制造業(yè)。當(dāng)你問及那些行業(yè)的領(lǐng)先者，他們期望在未來從供應(yīng)鏈中得到什么，他們所

17、有的回答只有一個(gè)詞：可見性。多數(shù)行業(yè)的供應(yīng)鏈就像一場大的撲克牌游戲：玩家不會(huì)展示他的牌因?yàn)樗幌嘈牌渌娜魏斡螒騾⑴c者，盡管如果他展示他手中的牌他肯定會(huì)受益。所以供應(yīng)商得去猜測有多少原材料會(huì)被訂購。制造商得去從供應(yīng)商那里訂購超過需求的原材料以確保如果有不確定的客戶需求的到來。零售商幾乎沒有缺貨,如果他肯讓制造商分享相關(guān)產(chǎn)品的銷售信息?；ヂ?lián)網(wǎng)使企業(yè)展示手中的信息給其他企業(yè)成為可能，但是千百年來的不信任和缺乏平等機(jī)制使他變得非常困難。<

18、;/p><p>　　5．什么是供應(yīng)鏈協(xié)同</p><p>　　讓我們看一個(gè)快速消費(fèi)品行業(yè)的協(xié)同案例：沃爾馬（Wal-Mart）和寶潔（Procter & Gamble）的供應(yīng)鏈協(xié)同。在上世紀(jì)八十年代兩家公司開始建立供應(yīng)鏈協(xié)同機(jī)制之前，零售商很少與制造商分享信息。但是兩個(gè)巨人開發(fā)了一套軟件系統(tǒng)用以聯(lián)接寶潔和沃爾馬的配送中心，當(dāng)在沃爾馬配送中心的寶潔產(chǎn)品庫存下降到一定水平時(shí)，這個(gè)系統(tǒng)會(huì)發(fā)出

19、一個(gè)自動(dòng)的警報(bào)給寶潔，從而執(zhí)行一個(gè)補(bǔ)貨的動(dòng)作。這個(gè)信息系統(tǒng)至始至終聯(lián)接著沃爾馬的所有商店，它讓寶潔可以監(jiān)控沃爾馬貨架上寶潔產(chǎn)品存量的變化。當(dāng)寶潔的某個(gè)品項(xiàng)存貨發(fā)生突然下降時(shí)，可以通過實(shí)時(shí)的衛(wèi)星鏈路將信息發(fā)送回工廠。</p><p>　　依靠這些實(shí)時(shí)的信息，寶潔知道應(yīng)該什么時(shí)候生產(chǎn)、出貨，在沃爾馬的商店里陳列多少產(chǎn)品，不需要位置堆積如山的庫存來保證對(duì)沃爾馬的供貨，并且結(jié)算和發(fā)票處理業(yè)實(shí)現(xiàn)了自動(dòng)化。這個(gè)系統(tǒng)幫助寶潔實(shí)

20、現(xiàn)了時(shí)間的節(jié)約、庫存的降低和低的訂單處理成本，從而也實(shí)現(xiàn)了沃爾馬“天天低價(jià)”的目標(biāo)。</p><p>　　思科系統(tǒng)(Cisco Systems),一家互聯(lián)網(wǎng)設(shè)備供應(yīng)商，也因?yàn)樗墓?yīng)鏈協(xié)同而出名。思科通過連接供應(yīng)商、集成商、契約制造商的增值網(wǎng)構(gòu)筑了一個(gè)虛擬的 JIT(just-in-time)供應(yīng)鏈。當(dāng)一個(gè)客戶訂購了思科的產(chǎn)品時(shí)，比如說客戶直接通過思科的WEB站點(diǎn)訂購了一臺(tái)路由器，這個(gè)訂單將會(huì)觸發(fā)一大堆信息給集成

21、電路板的契約制造商。同時(shí)，集成商也得到路由器的加工信息：比如說為路由器安裝一個(gè)供電電源。思科的契約制造商有一些是從事路由器基座之類的零部件生產(chǎn)，還有一些是組裝成品，他們已經(jīng)知道都應(yīng)該為這臺(tái)路由器安裝哪些零件，安裝工序是什么，因?yàn)樗麄円呀?jīng)通過思科的增值網(wǎng)連接著思科的制造執(zhí)行系統(tǒng)。</p><p>　　契約制造商進(jìn)入思科的增值網(wǎng)后，增值網(wǎng)會(huì)開始檢查契約制造商的生產(chǎn)線，確認(rèn)哪條是合適于生產(chǎn)路由器的。生產(chǎn)廠會(huì)粘貼一個(gè)條碼

22、給路由器，插進(jìn)電線以模擬檢測它對(duì)各種不同網(wǎng)絡(luò)化境的適應(yīng)。完成之后對(duì)比它是否與客戶訂單符合。如果這些都檢查沒有問題，然后就要寫入思科的軟件系統(tǒng)，最后就可以出 貨給客戶。</p><p>　　思科依靠這個(gè)強(qiáng)大的軟件程序來無論何時(shí)何地都可以監(jiān)控整個(gè)供應(yīng)鏈，并且不再有倉庫、存貨、紙質(zhì)發(fā)票。供應(yīng)鏈可以自動(dòng)運(yùn)行，如果有問題出現(xiàn)，軟件會(huì)發(fā)出警報(bào)給管理人員來解決問題，修補(bǔ)錯(cuò)誤。供應(yīng)鏈軟件管理員稱之為“例外管理”，如果沒有錯(cuò)誤發(fā)生

23、就不需要做什么事情。</p><p>　　如果說這個(gè)供應(yīng)鏈協(xié)同軟件有什么弱點(diǎn)，就是說他們沒有得到充分的檢驗(yàn),特別是在現(xiàn)在。思科的網(wǎng)絡(luò)被設(shè)計(jì)成用來支持企業(yè)的快速增長。分布式的制造決策是非常好用的，如果決策能處理制造和銷售過程中的大部分事情。但是思科的網(wǎng)絡(luò)對(duì)于近來的經(jīng)濟(jì)波動(dòng)幾乎完全沒有辦法適應(yīng)。當(dāng)客戶對(duì)思科產(chǎn)品的需求飛速下降時(shí)，它要花費(fèi)大量的時(shí)間來調(diào)整所有的流程以適應(yīng)復(fù)雜的供應(yīng)鏈，思科和它的供應(yīng)鏈伙伴也會(huì)受到大量過程

24、庫存的欺騙，這也是大型高科技制造企業(yè)的通病。思科被迫更加關(guān)注它的供應(yīng)鏈計(jì)劃能力。</p><p>　　6．安裝供應(yīng)鏈軟件的障礙</p><p>　　得到你的供應(yīng)商和合作伙伴的信任。自動(dòng)化供應(yīng)鏈之所以難以實(shí)現(xiàn)是因?yàn)樗膹?fù)雜性已經(jīng)超出了單個(gè)企業(yè)所能控制的范圍。企業(yè)員工需要改變工作方式，并且也需要把供應(yīng)商的員工納入自己的網(wǎng)絡(luò)。只有最大、最強(qiáng)有力的生產(chǎn)廠商才能使供應(yīng)商做出如此劇烈的轉(zhuǎn)變。許多企業(yè)將

25、系統(tǒng)外包，而且安裝供應(yīng)鏈軟件的目標(biāo)對(duì)供應(yīng)商也是一種威脅。例如，沃爾馬和寶潔的供應(yīng)鏈協(xié)同意味著寶潔對(duì)庫存管理要付出更多的責(zé)任，一些零售商傳統(tǒng)上自己管理庫存。沃爾馬有權(quán)利從寶潔得到自己需求的數(shù)量，寶結(jié)也從沃爾馬那里得到了有關(guān)沃爾馬產(chǎn)品需求的反饋信息，這幫助寶潔更有效率的生產(chǎn)產(chǎn)品。為了讓你的合作伙伴答應(yīng)和你協(xié)同，企業(yè)家不得不自愿妥協(xié)并幫助供應(yīng)商實(shí)現(xiàn)他們的目標(biāo)。</p><p>　　內(nèi)部反抗變革的阻力。既然在外部推行供應(yīng)

26、鏈系統(tǒng)都比較困難，它在企業(yè)內(nèi)部的推行也好不到哪兒去。操作人員習(xí)慣于靠電話、傳真、紙質(zhì)單據(jù)來傳遞信息，并且期望能保留這種做法。除非你能使他們確信使用供應(yīng)鏈軟件之后能節(jié)約他們的時(shí)間減輕他們的工作負(fù)擔(dān)。而不是僅僅拆除電話和傳真機(jī)用供應(yīng)鏈取代它們。</p><p>　　許多問題在起初供應(yīng)鏈軟件安裝時(shí)就會(huì)發(fā)生，對(duì)于讓員工接受供應(yīng)鏈軟件來說會(huì)有一連串麻煩的問題。新的供應(yīng)鏈軟件按照自身的邏輯來來處理數(shù)據(jù)，但是軟件在起初剛開始安

27、置時(shí)不能完全適應(yīng)企業(yè)的流程。計(jì)劃員它們應(yīng)該懂得如何從系統(tǒng)中挖掘有用信息，否則它們就會(huì)認(rèn)為供應(yīng)鏈系統(tǒng)是無用的。舉個(gè)例子，一個(gè)汽車工業(yè)供應(yīng)商剛剛安裝了供應(yīng)鏈計(jì)劃軟件來預(yù)測產(chǎn)品的需求之后，一個(gè)汽車制造商下達(dá)了一張罕有巨大數(shù)量的訂單，由于沒有歷史數(shù)據(jù)，這個(gè)系統(tǒng)就會(huì)基于這張訂單預(yù)測市場對(duì)這種產(chǎn)品有巨大的需求。盲目的根據(jù)不確切的原材料訂單將會(huì)導(dǎo)致供應(yīng)商失去對(duì)供應(yīng)鏈的控制。企業(yè)發(fā)現(xiàn)了這個(gè)問題，但是只能等到需求計(jì)劃員熟練的掌握系統(tǒng)之后。</p&g

28、t;<p>　　其它可能產(chǎn)生的問題包括：需求計(jì)劃員產(chǎn)生對(duì)系統(tǒng)的不信任轉(zhuǎn)而依靠自己的經(jīng)驗(yàn)預(yù)測。供應(yīng)商不得不自己對(duì)系統(tǒng)進(jìn)行調(diào)整并為重新建立員工的信息而付出努力。一旦員工懂得需要用他們的經(jīng)驗(yàn)和系統(tǒng)結(jié)合起來才能提高預(yù)測的精確度，他們就會(huì)樂意接受新技術(shù)。</p><p>　　7．許多B2B交易軟件聲稱他們能提供供應(yīng)鏈軟件。</p><p>　　我使用他們的還是安裝自己的公眾的B2B交易

29、和不公開的B2B交易都起源于線上拍賣這一形式，但是只有很少數(shù)人對(duì)此感興趣。其后，其中的部分WEB站點(diǎn)變種為供應(yīng)鏈軟件的在線中心。對(duì)于不能購買供應(yīng)鏈軟件的小公司來說，公眾的B2B交易軟件或許能提供它們所需要的資源。但是現(xiàn)在他們中的大多數(shù)都還不成熟，用處不大。那些有實(shí)力建設(shè)私有 B2B交易軟件與他們的貿(mào)易伙伴聯(lián)接的供應(yīng)還是希望自己建設(shè)而不是采用公眾B2B交易。但是最終這些公司最終還是會(huì)采用公眾的B2B交易，顯然自己建設(shè)和 維護(hù)B2B交易軟件

30、不是一個(gè)好辦法，因?yàn)橐坏┏隽耸裁磫栴}企業(yè)就需要自行處理。</p><p>　　野心勃勃的公眾B2B交易依靠它們的獨(dú)立和中立，希望能夠聚集更多的買家和供應(yīng)商在自己的平臺(tái)上。但是一個(gè)公眾的B2B交易供應(yīng)鏈軟件在細(xì)節(jié)上從來也沒有達(dá)到企業(yè)建立的和少數(shù)供應(yīng)鏈聯(lián)接的私有B2B交易軟件的水平。因此，許多制造廠商說在日常的供應(yīng)鏈聯(lián)接種它們會(huì)使用公眾的B2B交易，但是在戰(zhàn)略層面還是會(huì)建立私有的供應(yīng)鏈交換平臺(tái)。</p>

31、<p><b>　　附件2：外文原文</b></p><p>　　The ABCs of Supply Chain Management</p><p>　　1.What is supply chain management?</p><p>　　Supply chain management is the combination

32、of art and science that goes into improving the way your company finds the raw components it needs to make a product or service, manufactures that product or service and delivers it to customers. The following are five b

33、asic components for supply chain management. </p><p>　　Plan-This is the strategic portion of supply chain management. You need a strategy for managing all the resources that go toward meeting customer demand

34、 for your product or service. A big piece of planning is developing a set of metrics to monitor the supply chain so that it is efficient, costs less and delivers high quality and value to customers.</p><p>　

35、　Source-Choose the suppliers that will deliver the goods and services you need to create your product or service. Develop a set of pricing, delivery and payment processes with suppliers and create metrics for monitoring

36、and improving the relationships. And put together processes for managing the inventory of goods and services you receive from suppliers, including receiving shipments, verifying them, transferring them to your manufactur

37、ing facilities and authorizing supplier payments.</p><p>　　Make-This is the manufacturing step. Schedule the activities necessary for production, testing, packaging and preparation for delivery. As the most

38、metric-intensive portion of the supply chain, measure quality levels, production output and worker productivity.</p><p>　　Deliver-This is the part that many insiders refer to as "logistics." Coordi

39、nate the receipt of orders from customers, develop a network of warehouses, pick carriers to get products to customers and set up an invoicing system to receive payments.</p><p>　　Return-The problem part of

40、the supply chain. Create a network for receiving defective and excess products back from customers and supporting customers who have problems with delivered products.</p><p>　　For a more detailed outline of

41、these steps, check out the nonprofit Supply- Chain Council's website at. </p><p>　　2.What does supply chain management software do?</p><p>　　Supply chain management software is possibly the

42、most fractured group of software applications on the planet. Each of the five major supply chain steps previously outlined composes dozens of specific tasks, many of which have their own specific software. There are some

43、 large vendors that have attempted to assemble many of these different chunks of software together under a single roof, but no one has a complete package. Integrating the different software pieces together can be a night

44、mare. Perha</p><p>　　Supply chain planning (SCP) software uses fancy math algorithms to help you improve the flow and efficiency of the supply chain and reduce inventory. SCP is entirely dependent upon infor

45、mation for its accuracy. If you're a manufacturer of consumer packaged goods for example, don't expect your planning applications to be very accurate if you can't feed them accurate, up-to-date information ab

46、out customer orders from your retail customers, sales data from your retailer customers' stores, manufactu</p><p>　　Supply chain execution (SCE) software is intended to automate the different steps of th

47、e supply chain. This could be as simple as electronically routing orders from your manufacturing plants to your suppliers for the stuff you need to make your products. For an expanded overview of this topic, read th

48、e Supply Chain Executive Summary. </p><p>　　3.Do I need to have ERP software before I install supply chain software?</p><p>　　This is a very controver

49、sial subject. You may need ERP if you plan to install SCP applications because they are reliant upon the kind of information that is stored in the most quantity inside ERP software. Theoretically you could assemble the i

50、nformation you need to feed the SCP applications from legacy systems (for most companies this means Excel spreadsheets spread out all over the place), but it can be nightmarish to try to get that information flowing on a

51、 fast, reliable basis from all the a</p><p>　　SCE applications are less dependent upon gathering information from around the company, so they tend to be independent of the ERP decision. But chances are, you&

52、#39;ll need to have the SCE applications communicate with ERP in some fashion. It's important to pay attention to SCE software's ability to integrate with the Internet and with ERP or SCP applications because the

53、 Internet will drive demand for integrated information. For example, if you want to build a private website for communicating with </p><p>　　4.What is the goal of installing supply chain management software?

54、</p><p>　　Before the Internet came along, the aspirations of supply chain software devotees were limited to improving their ability to predict demand from customers and make their own supply chains run more

55、smoothly. But the cheap, ubiquitous nature of the Internet, along with its simple, universally accepted communication standards have thrown things wide open. Now, theoretically anyway, you can connect your supply chain w

56、ith the supply chains of your suppliers and customers together in a single vast net</p><p>　　Of course, the reality behind this vision is that it will take years to come to fruition. But considering that B2B

57、 has only been around for a few years, some industries have already made great progress, most notably consumer-packaged goods (the companies that make products that go to supermarkets and drug stores), high technology an

58、d autos.</p><p>　　When you ask the people on the front lines in these industries what they hope to gain from their supply chain efforts in the near term, they will all respond with a single word: visibility.

59、 The supply chain in most industries is like a big card game. The players don't want to show their cards because they don't trust anyone else with the information. But if they showed their hands they could all be

60、nefit. Suppliers wouldn't have to guess how much raw materials to order, and manufacturers wouldn't</p><p>　　5.What is supply chain collaboration?</p><p>　　Let's look at consumer pac

61、kaged goods as an example of collaboration. If there are two companies that have made supply chain a household word, they are Wal-Mart and Procter & Gamble. Before these two companies started collaborating back in th

62、e '80s, retailers shared very little information with manufacturers. But then the two giants built a software system that hooked P&G up to Wal-Mart's distribution centers. When P&G's products run low

63、at the distribution centers, the system sends an automatic</p><p>　　With this kind of minute-to-minute information, P&G knows when to make, ship and display more products at the Wal-Mart stores. No need

64、to keep products piled up in warehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too. The system saves P&G so much in time, reduced inventory and lower order-processing costs that it

65、can afford to give Wal-Mart "low, everyday prices" without putting itself out of business.</p><p>　　Cisco Systems, which makes equipment to hook up to the Internet, is also famous for its supply ch

66、ain collaboration. Cisco has a network of component suppliers, distributors and contract manufacturers that are linked through Cisco's extranet to form a virtual, just-in-time supply chain. When a customer orders a t

67、ypical Cisco product-for example, a router that directs Internet traffic over a company network-through Cisco's website, the order triggers a flurry of messages to contract manufacturers </p><p>　　Soon a

68、fter the contract manufacturers reach into Cisco's extranet, the extranet starts poking around the contractor's assembly line to make sure everything is kosher. Factory assemblers slap a bar code on the router, s

69、can it and plug in cables that simulate those of a typical corporate network. One of those cables is a fire hose for Cisco's automated testing software. It looks up the bar code, matches it to a customer's order

70、and then probes the nascent router to see if it has all the ports and </p><p>　　And there you have it. No warehouses, no inventory, no paper invoices, just a very nosy software program that monitors Cisco

71、9;s supply chain automatically, in real-time, everywhere, simultaneously. The chain runs itself until there's a problem, in which case the system alerts some poor human to get off his duff and fix something. Supply c

72、hain software junkies call this "management by exception." You don't need to do anything unless there is something wrong..</p><p>　　If there's a weakness to these collaborative systems, it&

73、#39;s that they haven't been tested in tough times-until recently. Cisco's network was designed to handle the company's huge growth. Distributed decision making is great if the decisions have mostly to do wit

74、h making and selling more things. But Cisco and its network were caught completely off guard by the recent tumble in the economy. It took awhile to turn all the spigots off in its complex network when demand for its prod

75、ucts plummeted and </p><p>　　6.What are the roadblocks to installing supply chain software?</p><p>　　Gaining trust from your suppliers and partners. Supply chain automation is uniquely difficult

76、 because its complexity extends beyond your company's walls. Your people will need to change the way they work and so will the people from each supplier that you add to your network. Only the largest and most powerfu

77、l manufacturers can force such radical changes down suppliers' throats. Most companies have to sell outsiders on the system. Moreover, your goals in installing the system may be threatening t</p><p>　　In

78、ternal resistance to change. If selling supply chain systems is difficult on the outside, it isn't much easier inside. Operations people are accustomed to dealing with phone calls, faxes and hunches scrawled on paper

79、, and will most likely want to keep it that way. If you can't convince people that using the software will be worth their time, they will easily find ways to work around it. You cannot disconnect the telephones and f

80、ax machines just because you have supply chain software in place.</p><p>　　Many mistakes at first. There is a diabolical twist to the quest for supply chain software acceptance among your employees. New supp

81、ly chain systems process data as they are programmed to do, but the technology cannot absorb a company's history and processes in the first few months after an implementation. Forecasters and planners need to underst

82、and that the first bits of information they get from a system might need some tweaking. If they are not warned about the system's initial naiveté, they </p><p>　　That created another problem: Foreca

83、sters stopped trusting the system and worked strictly with their own data. The supplier had to fine-tune the system itself, then work on reestablishing employees' confidence. Once employees understood that they would

84、 be merging their expertise with the system's increasing accuracy, they began to accept and use the new technology. </p><p>　　7.Many B2B exchanges say they offer supply chain software. Should I use their

85、 software or install my own?</p><p>　　Public (many-to-many) B2B exchanges and private (you to everyone else in your supply chain) exchanges began with grand promises of auctions and procurement savings for m

86、embers, but few suppliers were tempted. Since then, most of these websites have morphed into becoming online hosts for supply chain software. For small companies that can't afford to buy the software on their own, th

87、e public exchanges will probably be their source. But for now many of the offerings are immature and aren't getting</p><p>　　The ambitious public exchanges, with their independence and neutrality, hold o

88、ut the hope of attracting more buyers and suppliers together in one place, but the level of specificity of a public exchange's supply chain software will probably never reach the depth that a company could build with