【正文】 反應快，對于一般商品零售商及其供應商由于世界范圍內紡織和服裝業(yè)的激烈競爭，美國服裝業(yè)的領導者構造了這個。最近各種許多行業(yè)的企業(yè)已經開始放眼整個供應鏈流程。關鍵管理供應鏈的關鍵是管理鏈內的每個節(jié)點之間的鏈路以使整個供應鏈同步。他們了解市場，他們知道了很多關于競爭的事，他們協(xié)調與交易伙伴的活動。在整個供應鏈上的企業(yè)經理人對其他公司的成功產生了興趣。由于這些原因，熟練管理供應鏈已成為大多數公司的關鍵。?有競爭壓力來更迅速地推出新產品。?有必要跨越多個站點協(xié)調過程。?提高所購材料的依賴和外部處理與供應商的數量同時減少。?水平業(yè)務流程取代垂直部門職能。先進制造研究，總部位于波士頓的咨詢公司，開發(fā)強調制造商及其貿易伙伴之間的材料和信息流供應鏈模式（戴維斯，1995年）。采購可以協(xié)商降低零件上的價格和獲得有利的采購價格差異，但由于在工廠的低效率生產出的成品的成本可能上升。持有任何庫存的成本也意味著當資金被庫存束縛時大多數公司無法提供低成本的產品?？蛻舻馁徺I習慣是不斷變化的，和競爭對手不斷地添加和刪除產品。此前，公司重在通過整個鏈條的各個位置保持庫存解決分配問題?？蛻粲卸喾N來源可選擇以滿足多種需求的來源。這些組織已經意識到，每當公司執(zhí)行供應鏈下一階段的另一家公司的交易，雙方都能從對方的成功中獲益。公司已經變得更加專業(yè)化，尋找提供低成本供應商，高質量的材料，而不是擁有自己的供應來源。圖1描述了供應鏈中所需的全部的整合。在供應鏈管理的一個關鍵點是，整個過程必須作為一個系統(tǒng)進行查看。它包含這些必要過程創(chuàng)建，來源，制造，并交付給需求。他們共同努力，使整個供應鏈有競爭力。它連接這條鏈所有的部分包括組織內部的部門和外部合作伙伴包括供應商，運營商，第三方公司和信息系統(tǒng)供應商的合作伙伴。從這些定義，在供應鏈的摘要定義可以表述為：所有涉及提供用原料制作的產品給客戶的活動，包括采購原材料和零部件，制造和裝配，倉儲和庫存跟蹤，訂單輸入和活動訂單管理，跨所有渠道分布，交付給客戶和有必須監(jiān)控所有這些活動的信息系統(tǒng)。 Monczka和Morgan（1997）指出，“整合供應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值的所有進程。“除了定義供應鏈，一些作者進一步明確了供應鏈管理的概念。這包括采購和購置，生產調度，訂單處理，庫存管理，運輸，倉儲和客戶服務。四個基本過程 計劃，采購，生產，交付 廣泛定義這些工作，其中包括管理供應與需求，采購原材料和零部件，制造所有渠道的裝配，倉儲和庫存跟蹤，訂單輸入和訂單管理，配送，并交付給客戶。這些實體可能包括供應商，運營商，制造工廠，配送中心，零售商和客戶（魯瑪斯和艾伯，1997）。2. 價值鏈內和公司外的功能能確保價值鏈制造產品和給客戶提供服務。供應鏈的定義供應鏈的各種定義在過去數年被提供作為概念已得到了普及。產業(yè)群現在一起工作，以提高供應鏈管理一體化進程，加快可通過成功實施的好處。本文定義了供應鏈的概念，并探討了供應鏈管理的發(fā)展。在供應鏈管理概念的興趣，因為當企業(yè)看到了內部和外部自己的組織協(xié)作關系的好處上世紀80年代穩(wěn)步上升。? procurement management。? distribution management。? driven from the supply side。? logistics management。 Cook and Rogowski, 1996。 locating product throughout the distribution channel for maximum customer accessibility at a minimum cost bees crucial. Previously, panies looked at solving the distribution problem through maintaining inventory at various locations throughout the chain. However, the dynamic nature of the marketplace makes holding inventory a risky and potentially unprofitable business. Customers’ buying habits are constantly changing, and petitors are continually adding and deleting products. Demand changes make it almost a sure bet that the pany will have the wrong inventory. The cost of holding any inventory also means most panies cannot provide a low cost product when funds are tied up in inventory.A third reason for the shift in emphasis to the supply chain is due to a realization by most panies that maximizing performance of one department or function may lead to less than optimal performance for the whole pany. Purchasing may negotiate a lower the price on a ponent and receive a favorable purchase price variance, but the cost to produce the finished product may go up due to inefficiencies in the plant. Companies must look across the entire supply chain to gauge the impact of decisions in any one area.Advanced Manufacturing Research, a Bostonbased consulting fir m, developed a supply chain model which emphasizes material and information flow between manufacturers and their trading partners (Davis, 1995). They believe the changes required by management are due to the following changes in how manufacturers are doing business:? Greater sharing of information between vendors and customers.? Horizontal business processes replacing vertical departmental functions.? Shift from mass production to customized products.? Increased reliance on purchased materials and outside processing with a simultaneous reduction in the number of suppliers.? Greater emphasis on organizational and process flexibility.? Necessity to coordinate processes across many sites.? Employee empowerment and the need for rulesbased real time decision support systems.? Competitive pressure to introduce new products more quickly.Companies are streamlining all operations and minimizing the timetocustomer for their products. For these reasons, expertly managing the supply chain has bee critical for most panies. As Ralph Drayer, vice president of product supply/ customer service at Procter and Gamble put it, “Winning in the marketplace of the 1990s is going to require a far different kind of relationshipone that recognizes that the ultimate winners will be those who understand the interdependence of retailer/ manufacturer business systems and who work together to exploit opportunities to deliver superior consumer value” (Drayer , 1994). Managers in panies across the supply chain take an interest in the success of the other panies. They work together to make the whole supply chain petitive. They have the facts about the market, they know a lot about petition, and they coordinate their activities with those of their trading partners. They use technology to gather information on market demands and exchange information between organizations. Critical to managing the supply chain is managing the link between each node within the chain to synchronize the entire supply chain.History of the supply chain initiativeThe history of the supply chain initiative can be traced to early beginnings in the textile industry with the quick response program and later to efficient consumer response in the grocery industry. More recently a variety of panies across many industries have begun looking at the entire supply chain process. This section will discuss those early beginnings of the supply chain and some more recent success stories.Quick response, for general merchandise retailers and their suppliersOwing to intense petition in the textile and apparel industry worldwide, leaders in the US apparel industry formed the Crafted . With Pride in the USA Council in 1984 (Kurt Salmon Associates, Inc., 1993). In 1985, Kurt Salmon Associates were missioned to conduct a supply chain analysis. The results of the study showed the delivery time for the apparel supply chain, from raw material to consumer, was 66 weeks long, 40 weeks of which were spent in warehouses or in transit. The long supply chain resulted in major losses to the industry due to financing the inventory and lack of the right product in the right place at the right time.The result of this study was the development of the quick response