外文翻譯----設(shè)計供應(yīng)鏈以用來合理區(qū)分原始設(shè)備制造商的特點

1、<p><b>　　中文3070字</b></p><p>　　標(biāo)題：Making supply chain design the rational differentiating characteristic of the OEMs</p><p><b>　　原文： </b></p><p>　　The ow

2、nership of the parts manufacturers was consequently fused together into new global companies with significant technological and innovation capabilities. At the same time, the OEMs divested their components and sub-system

3、s divisions in an effort to tap into the non-OEM automotive markets. These developments intensified the OEMs’ move to outsource the bulk of the manufacturing and design of the subsystems and components to their suppliers

4、 and, in effect, lost most of their manufacturing stre</p><p>　　These trends have contributed to an accelerated increase of the supply uncertainty in addition to the already recognized demand uncertainty. Va

5、rious supply uncertainty reduction strategies have been designed in order to stabilize the planning process among which the most significant is the design collaboration which includes the sharing of NPI plans and even a

6、joint NPI plans design.</p><p>　　As the components and sub-systems are being outsourced, and the suppliers are leveraging the innovation and technological costs across OEMs, industry SC structure has also ev

7、olved into an extremely complex and intricate network in which all suppliers tend to have short-term relations with multiple OEMs. The result: any difference in quality, performance, safety, fuel efficiency, and amenitie

8、s has been reduced significantly.</p><p>　　The OEMs, in many ways, have historically been treating SC design as a‘‘tactical’’ issue separate from concurrently designing the product and manufacturing process:

9、 after the concept design phase, the Purchasing Department would start continuous quest for the lowest cost components by establishing an optimum between the capacity and production costs, location of the supplier’s fac

10、ility, and ransportation and logistics costs (Financial Times 2005). Chain performance would thus be measured in ove</p><p>　　However, the performance measures that emphasize mainly costs distort the way in

11、which the chain members reach key decisions concerning which customers are the most important and therefore the most profitable to serve. The fundamental problem of cost-centric measures is its focus on individual costs

12、minimization rather than on the maximization of value to end customers (see e.g. Simaputang and Sridharan (2002) for details on the advantages of collaboration and cooperation in SCM).</p><p>　　While the cos

13、t-centric measures might still be acceptable for components with low strategic importance, low customer visibility and low clock speed (e.g. nuts and bolts), they are far less appropriate for those with high clock speed.

14、</p><p>　　The lessons learned from fast moving industries (such as Dell, Nike and Li & Fung) teach us that the companies that have successfully outsourced their manufacturing in order to lower their cost

15、s and increase their flexibility concomitantly created extremely valuable SC controls that led them to remain the dominant player of the SC. This in turn has permitted these companies to further differentiate themselves

16、from their competitors and has allowed them to maintain a sustainable competitive advan</p><p>　　To maintain their role as value chain integrators, the OEMs should put more emphasis on the restructuring of t

17、heir existing SC; the industry has to shift its differentiation focus into the realm of SC design and synchronization. This implies that the supplier selection decisions should be guided not only by operational factors b

18、ut also by strategic factors such as flexibility, the capacity to innovate, and the supplier’s business-technology alignment.</p><p>　　When the development of the SC becomes integral to the NPI process, then

19、 the suppliers’ responsibilities at different stages of product and process designs could be clearly acknowledged depending on the strategic importance and the clock speed of different components and sub-systems.</p&g

20、t;<p>　　In fact, in our opinion, the design of the SC links that precede the final assembly should be considered as the rational differentiating characteristic of the OEMs from an operational point of view (agilit

21、y, innovation, quality and reliability). Styling, an distribution channel design and management (the post-OEM assembly operations)are the emotional differentiating characteristics from a brand perspective.</p><

22、;p>　　Classifying components based on their clock speed The barriers to clock speed, the dampeners, are the complexity of the product architecture and the organizational inertia of the OEMs. The up-stream rates of tech

23、nological innovation, which are dictated by the customer demands and the industry competitiveness, are accelerating as they cascade down the supply chain. In order to capitalize on this down-stream acceleration, the OEMs

24、 have to modularize their products’ architecture.</p><p>　　As mentioned, there are different clock speeds for different auto sub-systems and components. To illustrate, we can consider 10 of a vehicle’s most

25、representative components. The sheet metal and the hardware (screws, bolts, nuts, rivets, etc.) have the lowest clock speed because these components’ rate of change and innovation is relatively low. Sheet metal and autom

26、otive hardware is produced in large-scale manufacturing facilities with very little flexibility. The engineering efforts are focused</p><p>　　The non-functional structural components like the frames, sub-fra

27、mes, rear axels, suspension components and the seats are located in the middle of the scale. These components are fabricated in large batches and the engineering efforts are focused both on improving efficiency as well a

28、s product innovation and quality. Some product attributes need to be designed and developed after the concept design phase</p><p>　　but in general the approach is conservative and incremental to current desi

29、gns and processes.</p><p>　　Exterior and interior ornamentation components and colors are closely related to the latest design trends and, as a result, they are associated with a higher clockspeed than the o

30、ther components. During the concept phase the design fashion trends are still evolving but the core product attributes (plastic moulds, pigments, etc.) are known, as are the basic manufacturing processes. The batches are

31、 smaller than the ones used for the previous components in order to ensure flexibility.</p><p>　　The electronic components and software have the highest clockspeed among the automotive sub-systems. During th

32、e concept design phase only the performance specifications can be determined. Even these specifications are subject to change</p><p>　　pending technological advancement during the design phase as well as the

33、 social preferences of the customers.</p><p>　　In the automotive industry the highest financial burden is created by the huge time gap between the capital investment and the moment of the first sale. This cr

34、eates an acute need for accurate sales volumes predictions and, even more importantly ,sales option mix. The base models volumes (with lower sticker prices and profitability) are easier to predict than the high option co

35、ntent vehicles which bring in the most profits. In general, the higher the clockspeed the less predictable the demand be</p><p>　　Classifying components based on their strategic importance</p><p&g

36、t;　　From the government requirements and customer preferences point of view, the components and sub-systems could also have different strategic importance to the OEMs. In fact, as we will show later, the ‘‘make or buy’’

37、decisions as well as the</p><p>　　design of the SC during the concept phase of the NPI also require a greater understanding of the components’ strategic importance.</p><p>　　How could we organiz

38、e these strategic differences? Generally, the architecture of a product is considered a constraint for the sourcing decisions. In the openarchitecture (the one whose specifications are public), as long as the performance

39、 specifications of a product are met then the manufacturing process could be spread outside the boundaries of one corporation. One of the great advantages of an open architecture is that anyone can design add-on products

40、 for it. By making architecture public, </p><p>　　Naturally, the extreme complexity of a vehicle (4,000–5,000 main components and up to 20,000 parts) and the inherited integral character of the system make i

41、t difficult to develop robust interfaces and performance specifications to serve as a development base for the individual sub-systems and components functional specifications. However, the applicability of the open archi

42、tecture concept to auto manufacturing is a growing phenomenon. Today, the ‘‘Open Source’’ design and manufacturing of an en</p><p>　　In North America, although the OEMs are gradually opening up the architect

43、ural dimensions of their products to their suppliers, it is safe to argue that today the auto industry is more of a hybrid between open and closed architectures.Components with relatively low strategic importance that do

44、 not contribute to the differentiation of the products (e.g. sheet metal, hardware and glass) are excellent candidates for open-source car designed manufacturing。</p><p>　　Concluding remarks</p><p

45、>　　Historically, the automotive manufacturers’ quest for lower cost causes an intricate network of temporary alliances and ephemeral relations and leads to a lack of common product, manufacturing and SC design strateg

46、y between the suppliers and the OEMs which dilutes the OEMs technological competitive advantages and erodes their product development tacit knowledge. The NPI 3D-CE model allows the OEMs to prioritize the allocation of r

47、esources for concept development not only at the final product sta</p><p>　　After the outsourcing of significant portions of the manufacturing and product design activities, SC design has become the most imp

48、ortant differentiating factor in</p><p>　　today’s competitive climate. To reinforce their role as the value-chain integrator and to maintain a controlling position in its design and synchronization, the OEMs

49、 have to permit the NPI process to become three-dimensional thus including SC design in addition to product and process design.</p><p>　　Based on our investigation, we believe that our proposed framework wil

50、l allow the OEMs to gain flexibility in the planning of their capital investments and to attain maximum effectiveness and efficiency. By leveraging a more efficient and effective NPI, it is possible to maintain a positiv

51、e cash flow during the low economic growth periods and maximize their profitability in peak economic periods.</p><p>　　Although our research is based on observations form the North American auto industry, we

52、 believe our findings nevertheless, generalize to all the automakers as they experience similar challenges and issues. Furthermore, in our opinion, the proposed framework can be applied outside of the automotive industry

53、 to any other complex, mass-produced products such as appliances, military products and industrial equipment as well as to telecommunications and consumer goods. Since the framework was develo</p><p>　　Final

54、ly, the research reported in this paper will lend itself to generating hypotheses on the linkage between breakthrough product development and supply chain structure. Furthermore, it will serve as a basis of further resea

55、rch on analyzing 2782 H. Noori and D. Georgescu the quantitative aspect of the integration of learning-based new product development and supply chain management. </p><p>　　The constructive suggestions made b

56、y the anonymous reviewers are greatly appreciated. This research was partially supported by the Laurier Chair in Enterprise Integration and Technology Management.</p><p>　　出處：Noori, H.1 hnoori@wlu.caGeorgesc

57、u, D.1International Journal of Production Research; [J] May2008, Vol. 46 Issue 10, p2765-2783, 19p</p><p>　　標(biāo)題：設(shè)計供應(yīng)鏈以用來合理區(qū)分原始設(shè)備制造商的特點</p><p><b>　　譯文： </b></p><p>　　零部件公司

58、的所有權(quán)最終歸具有創(chuàng)新能力和顯著技術(shù)的跨國公司所有。與此同時原始設(shè)備制造商為了進軍非原始設(shè)備制造商的汽車市場，加強投資，讓別人幫忙生產(chǎn)制造。這些發(fā)展加劇了原始設(shè)備制造商外包的數(shù)量。但是這個又很大程度上導(dǎo)致了他們逐漸的失去了生產(chǎn)力和討價還價能力。供應(yīng)商所賺利潤占整個汽車市場總利潤的28%，而相反的是原始設(shè)備供應(yīng)商卻只占總利潤25%。外包潮流的不斷發(fā)展，讓原始設(shè)備制造商放棄原來的角色，把自己定位為擁有自己品牌的供應(yīng)商。</p>

59、<p>　　這些趨勢導(dǎo)致了供應(yīng)的不確定性的增加。各種用來減少供應(yīng)的不確定性的戰(zhàn)略已經(jīng)被設(shè)計，并用保持供應(yīng)的穩(wěn)定性，其中最重要的是協(xié)同計劃它主要包括新產(chǎn)品計劃甚至是一起來進行新產(chǎn)品的設(shè)計。</p><p>　　由于組件和子系統(tǒng)都外包給了供應(yīng)商，所以供應(yīng)商可以任意地利用原始設(shè)備制造商的先進技術(shù)和資金，這使得整個產(chǎn)業(yè)鏈變得錯綜復(fù)雜。所有供應(yīng)商往往有多個短期的關(guān)系原始設(shè)備制造商。這導(dǎo)致的結(jié)果是汽車在質(zhì)量、性能

60、、安全、燃料的使用效率之間的差異越來越小，越來越走向同質(zhì)化時代。</p><p>　　原始設(shè)備制造商歷來把價值鏈的設(shè)計當(dāng)作一個至關(guān)重要的部分，因為他可以讓產(chǎn)品設(shè)計和具體的制造工藝分開來。產(chǎn)品概念設(shè)計出來之后，采購部門將會努力的去尋找最低的成本組合，通過考慮能力和生產(chǎn)成本等因素，選擇合適的供應(yīng)商，選擇合適的運輸和方式。但是供應(yīng)鏈的功能被這樣過于簡單的應(yīng)用，有時會導(dǎo)致出現(xiàn)相反的結(jié)果。</p><p

61、>　　價值鏈成員得到他們認(rèn)為最關(guān)鍵的信息，他們認(rèn)為顧客是最重要的，因此最賺錢方式便是服務(wù)顧客。而關(guān)于中心成本的衡量的遇到的基本問題是，產(chǎn)業(yè)鏈成員過分追求個人成本的最小化，而不是追求終端顧客的價值的最大化。它是關(guān)于充分利用協(xié)作和合作在供應(yīng)鏈中的情況。</p><p>　　快速發(fā)展的行業(yè)（比如戴爾,耐克(鞋)等）讓我們來了解到公司實行外包是為了降低的成本，增加他們的靈活性與此同時創(chuàng)造更大的價值。很好的控制供應(yīng)鏈

62、，使他們成了供應(yīng)鏈中具有支配地位的一員。這些反過來又可以讓他們進一步和他們的競爭對手區(qū)分開來。讓他們保持可持續(xù)的競爭優(yōu)勢。不遵守上述策略來實施供應(yīng)鏈控制，嚴(yán)重地限制了原始設(shè)備制造商的關(guān)于供應(yīng)鏈的決策能力，這將最終導(dǎo)致他們失去價值鏈中作為控制者的角色。</p><p>　　為了保持他們在價值鏈中作控制者的角色，原始設(shè)備制造商應(yīng)該著重于注重現(xiàn)有價值鏈結(jié)構(gòu)的調(diào)整，集中注意力于供應(yīng)鏈的設(shè)計和規(guī)劃領(lǐng)域。這意味著應(yīng)該他們在選

63、擇供應(yīng)商時，要考慮更多的因素，比如供應(yīng)商的靈活性，創(chuàng)新能力，業(yè)務(wù)和技術(shù)等相應(yīng)能力。當(dāng)供應(yīng)鏈的發(fā)展變成新產(chǎn)品導(dǎo)入的一部分，在產(chǎn)品和生產(chǎn)設(shè)計的不同階段供應(yīng)商的責(zé)任會依據(jù)戰(zhàn)略的重要性和不同組件和子系統(tǒng)的計時速度被清楚的告知。</p><p>　　事實上，在我們看來，設(shè)計供應(yīng)鏈的鏈接，它領(lǐng)先于組裝，應(yīng)該被視為原始設(shè)備制造商特征的合理的鑒別，從運作的觀點來說的話（敏捷、創(chuàng)新、品質(zhì)和可靠性）的樣式化，一個分銷渠道設(shè)計及管理,

64、是從一個全新的情感角度來區(qū)分特點的。</p><p>　　基于他們的分類組成和時鐘速度</p><p>　　記時速度的障礙，是原始設(shè)備制造商的產(chǎn)品結(jié)構(gòu)和組織慣性的復(fù)雜性。當(dāng)他們傾瀉向下級的供應(yīng)鏈時技術(shù)創(chuàng)新的上游利率正在加速增長，這是由客戶需求和行業(yè)競爭力決定的。為了利用這一下游的加速，原始設(shè)備制造商需要模塊化他們產(chǎn)品的架構(gòu)。</p><p>　　如前所述，不同的汽車

65、子系統(tǒng)和組件的是有不同的時鐘速度的。為了說明這一點，我們可以考慮選擇車輛的10個最有代表性的組成部分來說明。板材和硬件（螺絲，螺栓，螺母，鉚釘?shù)龋┚哂凶畹偷臅r鐘速度，因為這些組件的變革和創(chuàng)新的速度是比較慢的。板材及汽車硬件的大型生產(chǎn)設(shè)備具有很少的靈活性。該工程工作的重點是效率和流程優(yōu)化而不是新產(chǎn)品的設(shè)計。在概念設(shè)計階段，所有的產(chǎn)品和工藝特點都是被大家所了解的，而且是可以很容易地去計劃的。這些同樣適用于玻璃及其他汽車制造材料，如鋼鐵，鋁，

66、橡膠和塑料汽車建筑材料。</p><p>　　像框架，副架、懸掛部件和座位等都是不是主要功能的組件。這些組件被大批量的制造，我們工作的重點是提高效率以及加速產(chǎn)品創(chuàng)新和提高產(chǎn)品的質(zhì)量。在概念設(shè)計階段后，有些產(chǎn)品的屬性設(shè)計需要提高。但是一般的做法是保守的增加一些新的內(nèi)容到當(dāng)前的設(shè)計和加工中去。外部和內(nèi)部的裝飾部件以及顏色都和最新的設(shè)計趨勢密切相關(guān)。 因此，他們都有一個高于其他組件時鐘速度。概念階段流行趨勢的設(shè)計仍在發(fā)

67、展，但核心產(chǎn)品的屬性（塑料模具，顏料等）改變是很小的，因為是這是最基本的生產(chǎn)工藝。批次比上一部分小，目的是為了確保它的靈活性。</p><p>　　電子元器件和軟件有最高時鐘速度在整個汽車系統(tǒng)中。在概念設(shè)計階段只有性能規(guī)格是可以確定的。在設(shè)計階段以及顧客的社會偏好，這些變動將推動技術(shù)進步。在汽車行業(yè)的最高財政負(fù)擔(dān)，是資本投資和第一次銷售之間大的時間差距創(chuàng)造的。這創(chuàng)建了一個精確的預(yù)測銷售量，更重要的是，創(chuàng)造了銷售方

68、案組合?；灸Ｐ腿萘浚ㄝ^低的貼紙價格和盈利能力）比預(yù)測更容易選擇帶來最高利潤含量的車輛。一般而言，計時速度的越快需求變得越難以預(yù)測。該組件及其相關(guān)的計時速度和他們相聯(lián)系的計時得分對優(yōu)先處理產(chǎn)品設(shè)計起作用，工藝容量規(guī)劃和在非營利機構(gòu)在優(yōu)先概念設(shè)計階段的供應(yīng)鏈協(xié)調(diào)活動的工具。 </p><p>　　基于戰(zhàn)略重要性進行分類的組件</p><p>　　從政府的要求和客戶的喜好來看，組件和子系統(tǒng)也可

69、以有不同的對于原始設(shè)備制造商的戰(zhàn)略重要性。事實上，正如我們后面將要展示的，“制造或購買”的決定和在非營利機構(gòu)的概念階段的設(shè)計一樣總是需要一個對于組件戰(zhàn)略重要性很深刻的理解。</p><p>　　我們怎樣才能組織這些戰(zhàn)略分歧？一般來說，一個產(chǎn)品架構(gòu)被認(rèn)為是對采購決定的限制。在開放式架構(gòu)（那些有著公開規(guī)格的架構(gòu)），只要一個產(chǎn)品的性能規(guī)格滿足，制造過程就可以蔓延到一個公司的邊界以外。一個開放式結(jié)構(gòu)的一大優(yōu)點就是任何人都

70、能夠為它設(shè)計附加的產(chǎn)品。然而，為了使結(jié)構(gòu)公開化，一個制造商允許他人復(fù)制其產(chǎn)品。自行車和電腦都是用開放式架構(gòu)模塊化產(chǎn)品的很好例子。將標(biāo)準(zhǔn)部件放在一起然后生產(chǎn)出最終產(chǎn)品。 </p><p>　　當(dāng)然汽車的構(gòu)造是及其復(fù)雜的（4000—5000個主要零件，和高達20000個的零部件）。開放式結(jié)構(gòu)的概念可以得到普遍適用。如今設(shè)計和整車制造者作為一個開放資源，在某些領(lǐng)域是非常具有指導(dǎo)意義的。</p><p

71、>　　在北美，原始設(shè)備制造商正在逐步開放其產(chǎn)品的制造給他們的供應(yīng)商，但是這又涉及到一個安全問題。這樣不利于產(chǎn)品的差異化，可能導(dǎo)致同質(zhì)化產(chǎn)品越來越多。</p><p>　　從歷史上看，汽車制造商為降低成本導(dǎo)致了產(chǎn)品的同質(zhì)化，這減弱了原始設(shè)備廠商的技術(shù)競爭優(yōu)勢，削弱了他們的產(chǎn)品開發(fā)隱性知識能力。新產(chǎn)品導(dǎo)入階段需要原始設(shè)備制造商優(yōu)先發(fā)展資源分配的概念，這不僅是在產(chǎn)品的最終階段，而且在產(chǎn)品的各個階段。 </p

72、><p>　　在今天的競爭環(huán)境中價值鏈的設(shè)計已成為區(qū)分原始設(shè)備制造商的最重要的因素了。為了加強其作為價值鏈主導(dǎo)的作用，并保持在其設(shè)計和控制地位，原始設(shè)備制造商必須運用這個流程，從多面來對產(chǎn)品進行工藝設(shè)計。</p><p>　　在我們調(diào)查的基礎(chǔ)上，我們相信我們所提出的框架可以增加原始設(shè)備制造商資本投資的靈活性，并實現(xiàn)最大的效益和效率。通過采用更有效率和更有效的新產(chǎn)品導(dǎo)入計劃，它有可能在較低的經(jīng)濟

73、增長期，保持較大的現(xiàn)金流動，最大限度地提高盈利能力。</p><p>　　雖然我們的研究點是基于北美汽車業(yè)的形式觀察，但相信我們的研究結(jié)果，可以推廣到所有的汽車制造商行業(yè)，因為他們很有可能會遇到類似的挑戰(zhàn)和問題。此外，我們認(rèn)為，我們提議的方案可以被應(yīng)用到汽車行業(yè)以外的任何行業(yè)，如家用電器，軍工產(chǎn)品和工業(yè)設(shè)備以及消費品等。由于框架是基于組件的特點發(fā)展起來的，不同的現(xiàn)象或框架格式，可以適用于不同標(biāo)準(zhǔn)的產(chǎn)品。窗體頂請鍵