【正文】 生了興趣。?提高所購(gòu)材料的依賴和外部處理與供應(yīng)商的數(shù)量同時(shí)減少。持有任何庫(kù)存的成本也意味著當(dāng)資金被庫(kù)存束縛時(shí)大多數(shù)公司無(wú)法提供低成本的產(chǎn)品。這些組織已經(jīng)意識(shí)到，每當(dāng)公司執(zhí)行供應(yīng)鏈下一階段的另一家公司的交易，雙方都能從對(duì)方的成功中獲益。它包含這些必要過(guò)程創(chuàng)建，來(lái)源，制造，并交付給需求。 Monczka和Morgan（1997）指出，“整合供應(yīng)鏈管理是從外部客戶出發(fā)，然后管理在水平方向需要向客戶提供價(jià)值的所有進(jìn)程。這些實(shí)體可能包括供應(yīng)商，運(yùn)營(yíng)商，制造工廠，配送中心，零售商和客戶（魯瑪斯和艾伯，1997）。本文定義了供應(yīng)鏈的概念，并探討了供應(yīng)鏈管理的發(fā)展。? driven from the supply side。 中國(guó)礦業(yè)大學(xué)礦業(yè)工程學(xué)院 論文翻譯課程名稱 供應(yīng)鏈論文翻譯姓名 馬X 班級(jí) 工業(yè)13X班學(xué)號(hào) 01X 日期 成績(jī) 教師 李XIntroduction to supply chain conceptsFirms can no longer effectively pete in isolation of their suppliers and other entities in the supply chain. Interest in the concept of supply chain management has steadily increased since the 1980s when panies saw the benefits of collaborative relationships within and beyond their own organization. A number of definitions have been proposed concerning the concept of “the supply chain” and its management. This paper defines the concept of the supply chain and discusses the evolution of supply chain management. The term does not replace supplier partnerships, nor is it a description of the logistics function. Industry groups are now working together to improve the integrative processes of supply chain management and accelerate the benefits available through successful implementation. The petitive importance of linking a fir m’s supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management.Definition of supply chainVarious definitions of a supply chain have been offered in the past several years as the concept has gained popularity. The APICS Dictionary describes the supply chain as: 1 .the processes from the initial raw materials to the ultimate consumption of the finished product linking across supplier user panies。? supplier partnerships。已經(jīng)提出了關(guān)于“供應(yīng)鏈”，其管理的概念有許多定義。另有消息通過(guò)物質(zhì)流定義供應(yīng)鏈這樣的實(shí)體網(wǎng)絡(luò)。正如Ellram和Cooper（1993）的定義，供應(yīng)鏈管理是“一個(gè)積分的理念，從供應(yīng)商管理分銷渠道的總流量為最終客戶”。他們了解市場(chǎng)的事實(shí)，他們很了解競(jìng)爭(zhēng)者，他們協(xié)調(diào)與交易伙伴的活動(dòng)。它對(duì)于企業(yè)管理供應(yīng)的整個(gè)網(wǎng)絡(luò)，優(yōu)化整體性能變得至關(guān)重要。需求的變化使它幾乎肯定的賭注——該公司將有錯(cuò)誤的庫(kù)存。?從大規(guī)模生產(chǎn)向定制產(chǎn)品轉(zhuǎn)移。正如Ralph Drayer，在寶潔的產(chǎn)品供應(yīng)/客戶服務(wù)副總裁所說(shuō)的那樣，“在20世紀(jì)90年代的市場(chǎng)制勝將需要一個(gè)完全不同的一種關(guān)系 一個(gè)認(rèn)識(shí)，最終的贏家將是那些誰(shuí)了解零售商/制造商的業(yè)務(wù)系統(tǒng)和那些一起工作以利用各種機(jī)會(huì)提供卓越的客戶價(jià)值“（Drayer，1994年）。本節(jié)將討論供應(yīng)鏈的那些早期開(kāi)始和最近的一些成功案例。他們利用技術(shù)來(lái)收集市場(chǎng)需求和交換組織之間信息。?員工授權(quán)和需要以規(guī)則為基礎(chǔ)的實(shí)時(shí)決策支持系統(tǒng)。公司必須看整個(gè)供應(yīng)鏈來(lái)衡量決定在任何一個(gè)領(lǐng)域的影響。以在分銷渠道中找出可最小成本最大化顧客可達(dá)性的產(chǎn)品變得至關(guān)重要。在整個(gè)供應(yīng)鏈（供應(yīng)商，制造工廠，倉(cāng)庫(kù)，客戶等）所發(fā)生的任何效率低下必須進(jìn)行評(píng)估，以確定過(guò)程的真正能力。供應(yīng)鏈管理協(xié)調(diào)和整合所有這些活動(dòng)變成一個(gè)無(wú)縫的過(guò)程。”Quinn（1997）限定了供應(yīng)鏈“包括所有從原材料階段到移運(yùn)貨物再到最終用戶的那些活動(dòng)。杉木M的供應(yīng)鏈戰(zhàn)略鏈接到其整體業(yè)務(wù)戰(zhàn)略和一些實(shí)用的指導(dǎo)方針的重要競(jìng)爭(zhēng)力提供了成功的供應(yīng)鏈管理。? the logistics pipeline。 Gamble and Campbell soup are delivering as much as 30 to 40 percent of their volume by CRP. Ralston, General Mills and Pillsbury distribute about 10 percent by CRP. Estimates of improvements in performance with CRP include increasing inventory tur ns from 10 up to 50, reducing days of supply from 30 to 5 and increasing net margin from 5 percent to 7 percent.Other early supply chain initiatives Besides the apparel and grocery industry initiatives, other early manufacturing efforts to improve supply chain performance have been documented. Some of these include: HewlettPackard, Whirlpool, WalMart, West Co., Becton Dickinson, Baxter, and GeorgiaPacific Corp. A brief outline of their supply chain initiatives are described as follows.HewlettPackardThe puter ponents manufacturer, systematically linked its distribution activities with its manufacturing activities in the puter terminal business in the early 1990s (Hammell and Kopczak, 1993). The implementation included changes in both the physical distribution of the product, and a new distribution requirements planning (DRP) system. The DRP system nets customer orders with forecasts and serves as the beginning pull in the supply chain.The appliance manufacturer, began its supply chain implementation with a team of executives in 1992 chartering this vision –“Winning panies will be those who e the closest to achieving an interenterprise pull system. They will be linked in a short cycle response mode to the customer” (Davis, 1995). Whirlpool has created a new vicepresident of logistics position, established crossfunctional teams for key product areas, entered into single source agreements with suppliers based on reliability and the ability to assist in product design, and is using EDI to municate daily with suppliers all as part of its supply chain management program. As a result, product avail ability is up in the 9095 percent range, inventories have been reduced by 15 to 20 percent and lead times reduced to as low as five days.WalMart The pany began its own supply chain initiative by working directly with key manufacturers (Johnson and Davis, 1995).The manufacturers are responsible for managing WalMart’s warehouse inventory of their products, termed vendor managed inventory (VMI). In return, WalMart expects near 100 percent order fulfillment rates on those products. KMart and other large retailers have implemented similar VMI programs.West Co., Becton Dickinson, and Baxter，Becton Dickinson Within the medical products industry, three firms engaged in supply chain relationships in the early 1990s (Battagia, 1994). West supplies rubber stoppers to Becton Dickinson who supplies medical products to Baxter. Becton Dickinson implemented the program by assigning a seniorlevel executive officer with the responsibility to monitor supply chain execution. Working together at all management levels the three panies have made improvements in quality and service while at the same time reducing cycle times and costs.GeorgiaPacific Corp A leader in the manufacturing and distribution of building products in North America, GeorgiaPacific began implementing supply chain management practices within the decentralized operations of their pany (Blackwell, 1994). Previously, traffic managers in each division controlled inbound and outbound shipments for their unit. Shipping priorities were fragmented and internal and external