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

1、設(shè)計(jì)供應(yīng)鏈以用來合理區(qū)分原始設(shè)備制造商的特點(diǎn)外文翻譯標(biāo)題:making supply chain design the rational differentiating characteristic of the oems原文：the ownership of the parts mantifacturers was consequently fused togethcr into new global companies with significant technological and innovation capabilities. at the same time, the oems

2、 divested their components and sub-systems divisions in an effort to tap into the non0em automotive markets. these developments intensified the oems' move to out source the bulk of the manufacturing emd design of the subsystems and components to their suppliers and, in effect, lost most of their

3、 manufacturing strength and bargaining power to them; the suppliers currcntly account for 28% of the total automotivc industry profits as opposed to only 24% for the oems. the outsourcing trend has thus resulted in oems relinquishing their historical strategic role and to position themselves more li

4、ke original brand manufacturers obms.these trends have contributed to an accelerated increase of the supply unccrtainty in addition to the already recognized demanduncertainty. various supply uncertainty reduction strategies have been designed in order to stabilizc the planning process among which t

5、he most significant is the design collaboration which includes the sharing of npi plans and even a joint npi plans design.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 evolve

6、d 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 amenities has been reduced significantlythe oems, in many ways, have historically been treat

7、ing sc design as a " tactical" ' issue separate from concurrently designing the product and manufacturing process: after the concept design phase, the purchasing department would start continuous quest for the 1owest cost components by establishing an optimum between the capacity and p

8、roduction costs, location of the supplier，s facility, and ransportation and logistics costs finemcial times 2005- chain performance would thus be measured in oversimplified and sometimes counterproductive cost reduction-based termshowever, the performance measures that emphasize mainly costs distort

9、 the way in which the chain members reach key decisions concerning which customers are the most important and therefore the most profitable to serve. the fundamcntal problem of cost-ccntric measures is its focus on individual costs minimization rather than on the imization of value to end customers

10、see c.g. simaputang and sridharan 2002 for details on the advantages of collaboration and cooperation in scm.while the cost-centrie 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 app

11、ropriate for those with high clock speedthe lessons learned from fast moving industries such as dell, nike and li & fung teach us that the companies that have successfully outsourced their mantifacturing in order to lower their costs and increase their flexibility concomitantly created extrcmcly

12、 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 from their competitors and has allowed them to maintain a sustainable competitive advantage. not fo11owing the strategy of implementing sc contr

13、ols, on the other hand, has severely limited the ability of the oems to make the fundamental sc design and synchronization decision and has ultimatcly caused them to lose their role as integrators within the value chain to maintain their role as value chain integrators, the oems should put more emph

14、asis on the restructuring of their 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 operationeil factors but also by stratcgic factors such as flexibility,

15、 the capacity to innovate, and the supplier" s business-technology alignmcntwhcn the dcvclopmcnt of the sc becomes integral to the npi process, then the suppliers' responsibilities at different stages of product and process designs could be clearly acknowledged depending on the strategic im

16、portance and the clock speed of different components and sub-systemsln 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 agility, innovation, quality and r

17、eliability. styling, an distribution channel design and management the post-oem assembly operationsare the emotional differentiating characteristics from a brand perspective.classifying components based on their clock speed the barriers to clock speed, the dampeners, are the complexi ty of the produ

18、ct archi tecture and the organizational inertia of the oems. the up-stream rates of technological innovation, which are dietated by the customer demands and the industry compctitivcncss, arc accclcrating as they cascade clown the supply chain. in order to capitalize on this down-stream acceleration,

19、 the oems have to modularize their productsarchitectureas mentioned, there are different clock speeds for different auto sub-systems and components. to illustrate, we can consider 10 of a vehicle' s most representativc componcnts. the shect mcteil and the hardware screws, bolts， nuts, rivets, et

20、c. have the lowest clock speed because these components' rate of change and innovation is relatively low. sheet metal and automotive hardware is produced in large-scale manufacturing facilities with very little flexibility. the engineering efforts are focused on efficiency and optimization of pr

21、ocesses and not on new product design. at the concept design stage all the product and process characteristics are well known and can be easily planned for. to a lesser extent，the seime is valid for glass and other automotive construction materials such as steel, alum inium, rubber and plastic the n

22、on-functional structural components like the frames, sub-frames, 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 eire focused both on improving efficiency as well as product innovatio

23、n and quality.some product attributes need to be designed and developed after the concept design phasebut in general the approach is conservative and incremental to current designs and processesextcrior and interior ornamcntation components and colors are closely related to the latest design trends

24、and, as a result, they are associated with a higher clockspeed than the other components- during the concept phase the design fashion trends are still evolving but the core product at trib utes plastic moulds, pigments, etc. are known, as arc the basic manufacturing processes. the batches are smalle

25、r than the ones used for the previous components in order to ensure flexibility the electronic components and software have the highest clockspeed among the automotive sub-systems. during the concept design phase only the performanee specifiedtions can be determined. even these specifiedtions are su

26、bject to changepending technological advancement during the design phase as well as the social preferences of the customersln the automotive industry the highest financial burden is created by the huge time gap between the capital investme nt and the mome nt of the first sale. th is creates an acute

27、 need for accuratc 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 content vehicles which bring in the most profits. in general, the higher the clockspeed the 1 ess

28、 predictable the demand becomes. the clockspeed of the components and their associated clock speed scores are instrumental in prioritizing the product design, process capacity planning and sc coordination activities during the npi concept dcsign phase.classifying components based on their strategic

29、importancefrom 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， ， decisions as well as thedesign of the sc during the concept phas

30、e of the npi also require a greater understanding of the components' strategic importance.how could we organize 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 pu

31、blic, as long as the performance specifications of a product are met then the manufacturing process could be spread outside the boundaries of one corpora tion. one of the great advantages of an open arch it ecture is that anyone can design add-on products for it. by making architecture public, howev

32、er, a manufacturer allows others to duplicate its product. bicycles and pcs are excellent examples of modular products with open architectures. putting together standardized parts will result in the final product.naturally, the extreme complexi ty of a vehicle 4,000?5, 000 main components and up to

33、20,000 parts and the inherited integral character of the system make it difficult to develop robust interfaces and performancc specifications to serve as a dcvclopment base for the individual sub-systems and components functional specifications. however, the appl icabi 1 ity of the open archi tectur

34、e concept to auto manufacturing is a growing phenomenon. today, the " "open source" ， design and manufacturing of an entire vehicle may be a concept of the future, but in the realm of low strategic importancc components it is very much a current event see blankmanet al. 2002 for detai

35、lsln north america, although the oems arc gradually opening up the architectural dimensions of their products to their suppliers, it is safe to argue that today the auto indus try is more of a hybrid between ope n and closed architecturesponents with relatively low strategic importance that do not c

36、ontribute to the differentiation of the products e. g. sheet metal, hardware and glass are excellent candidates for open-source car designed manufacturingoconcluding remarks historical 1y, the automotive manufacturers， quest for lower cost causes an intricatc network of temporary alliances and ephem

37、eral relations and leads to a lack of common product, manufacturing and sc design strategy between the suppliers and the oems which dilutes the oems technological competitive advantages and erodes t hei r product developme nt tac it knowledge- the npt 3d-ce model al lows the oems to prioritize the a

38、llocation of resources for concept development not only at the final product stage but also at the sub-system or component level emd creatc a portfolio of " 'order winner， ' 3d?ce dcsigns, developed and owned jointly by the oems in conjunction with their suppliersafter the outsourcing o

39、f significant portions of the manufacturing and product design activities, sc design has become the most important differentiating factor intoday" s compctitivc climatc. to reinforce their role as the value-chain integrator and to maintain a controlling position in its design and synchronizatio

40、n, the oems have to perm it the npi process to become three-dimensional thus including sc design in addition to product and process design.based on our investigation, we believe that our proposed framework will allow the oems to gain flexibility in the planning of their capital investments and to at

41、tain imum effectiveness and efficiency. by leveraging a more efficient and effective npi, it is possible to maintain a posi live cash f 1 ow during the low economic growth periods and imize their profitability in peak economic pcriodsaithough our research is based on observations form the north amer

42、ican auto industry, we believe our findings n evertheless, generalize to all the automeikers as they experience similar challenges and issues. furthermore, in our opinion, the proposed framework can be applied outside of the automotive industry to any ot her complex, mass-produced products such as a

43、ppliances, mil it ary products and industrial equipment as well as to telecommunications and consumer goods. since the framework was developed based on the components' characteristics, different quadrants or a reduced format of the framework could apply to different products that match its crite

44、riafinally, the research reported in this paper will lend itself to generating hypotheses on the linkage between breakthrough product development and supply chain structure. furthcnnorc， it will serve as a basis of further research on analyzing 2782 h. noori and d. georgescu the quantitative aspect

45、of the integration of learning-based new product development and supply chain management the constructive suggestions made by the anonymous reviewers are greatly appreciated. this research was partially supported by the laurier chair in enterprise integration and technology management.出處：noori, ii.

46、1 hnooriwlu. cageorgescu, d llnternational journal ofproduction research; j may200& vol. 46 issue 10, p2765-2783, 19p標(biāo)題:設(shè)計(jì)供應(yīng)鏈以用來合理區(qū)分原始設(shè)備制造商的特點(diǎn)譯文：零部件公司的所有權(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(shí)原始設(shè)備制造商為了進(jìn)軍非原始設(shè)備制造商的汽車市場(chǎng)，加強(qiáng)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(gè)乂很 大程度上導(dǎo)致了他們逐漸的失去了生產(chǎn)力和討價(jià)還價(jià)能力。供應(yīng)商所賺利潤占整 個(gè)汽車市場(chǎng)總利潤的28%

47、,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。這些趨勢(shì)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(jì)，并用保持供應(yīng)的穩(wěn)定性,其中最重要的是協(xié)同計(jì)劃它主要包 括新產(chǎn)品計(jì)劃甚至是一起來進(jìn)行新產(chǎn)品的設(shè)計(jì)。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(jìn)技術(shù)和資金,這使得整個(gè)產(chǎn)業(yè)鏈變得錯(cuò)綜復(fù)雜。所有供應(yīng)商往 往有多個(gè)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、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(shí)代。原始設(shè)備制造商歷來把

48、價(jià)值鏈的設(shè)計(jì)當(dāng)作一個(gè)至關(guān)重要的部分，因?yàn)樗?可以讓產(chǎn)品設(shè)計(jì)和具體的制造工藝分開來。產(chǎn)品概念設(shè)計(jì)出來之后，采購部門將 會(huì)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(yùn)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(shí) 會(huì)導(dǎo)致出現(xiàn)相反的結(jié)果。價(jià)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(gè)人成本的最小化，而不是追求終端顧客的價(jià)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。快速發(fā)展的疔業(yè)（比如戴爾，耐克鞋等）訃我們來了解到公司實(shí)行外包是 為

49、了降低的成本，增加他們的靈活性與此同時(shí)創(chuàng)造更大的價(jià)值。很好的控制供應(yīng) 鏈，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(jìn)一步 和他們的競(jìng)爭(zhēng)對(duì)手區(qū)分開來。讓他們保持可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)。不遵守上述策略來 實(shí)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(jià)值鏈屮作為控制者的角色。為了保持他們?cè)趦r(jià)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(jià)值鏈結(jié)構(gòu)的調(diào)整，集中注意力于供應(yīng)鏈的設(shè)計(jì)和規(guī)劃領(lǐng)域。這意味著 應(yīng)該他們?cè)谶x擇供應(yīng)商時(shí)，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

50、產(chǎn)品和生 產(chǎn)設(shè)計(jì)的不同階段供應(yīng)商的責(zé)任會(huì)依據(jù)戰(zhàn)略的重要性和不同組件和子系統(tǒng)的計(jì) 時(shí)速度被清楚的告知。事實(shí)上，在我們看來，設(shè)計(jì)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(yùn)作的觀點(diǎn)來說的話（敏捷、創(chuàng)新、品質(zhì)和可靠 性）的樣式化，一個(gè)分銷渠道設(shè)計(jì)及管理，是從一個(gè)全新的情感角度來區(qū)分特點(diǎn) 的?；谒麄兊姆诸惤M成和時(shí)鐘速度記時(shí)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(jí)的供應(yīng)鏈時(shí)技術(shù)創(chuàng)新的上游利率止在加速增長，這是由客戶需求 和行業(yè)競(jìng)爭(zhēng)力決定的。為了利用這-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)。如前所述，不同的汽車子系統(tǒng)和組件的是有不同的時(shí)鐘速度的。為了說明 這一點(diǎn)，我們可以考慮選擇車輛的10個(gè)最有代表性的組成部分來說明。板材和硬 件（螺絲，螺栓，螺母，釧釘?shù)龋┚哂凶畹偷臅r(shí)鐘速度，因?yàn)檫@些組件的變革和創(chuàng)新 的速度是比較慢的。板材及汽車硬件的人型生產(chǎn)設(shè)備具有很少的靈活性。該工程 工作的重點(diǎn)是效率和流程優(yōu)化而不是新產(chǎn)品的設(shè)計(jì)。在概念設(shè)計(jì)階段，所有的產(chǎn) 品和工藝特點(diǎn)都是被大家所了解的，而且是可以很容易地