工業(yè)工程之供應(yīng)鏈(中英文對照版)

1、所謂供應(yīng)鏈,其實就是由供應(yīng)商、制造商、倉庫、配送中心和渠道商等構(gòu)成的物流網(wǎng)絡(luò)。同一企業(yè)可能構(gòu)成這個網(wǎng)絡(luò)的不同組成節(jié)點,但更多的情況下是由不同的企業(yè)構(gòu)成這個網(wǎng)絡(luò)中的不同節(jié)點。比如,在某個供應(yīng)鏈中,同一企業(yè)可能既在制造商、倉庫節(jié)點,又在配送中心節(jié)點等占有位置。在分工愈細(xì),專業(yè)要求愈高的供應(yīng)鏈中,不同節(jié)點基本上由不同的企業(yè)組成。在供應(yīng)鏈各成員單位間流動的原材料、在制品庫存和產(chǎn)成品等就構(gòu)成了供應(yīng)鏈上的貨物流。所謂供應(yīng)鏈管理,就是指在滿足一定的客戶服務(wù)水平的條件下,為了使整個供應(yīng)鏈系統(tǒng)成本達(dá)到最小而把供應(yīng)商、制造商、倉庫、配送中心和渠道商等有效地組織在一起來進(jìn)行的產(chǎn)品制造、轉(zhuǎn)運、分銷及銷售的管理方法。從

2、上述定義中,我們能夠解讀出供應(yīng)鏈管理包含的豐富內(nèi)涵。首先,供應(yīng)鏈管理把產(chǎn)品在滿足客戶需求的過程中對成本有影響的各個成員單位都考慮在內(nèi)了,包括從原材料供應(yīng)商、制造商到倉庫再經(jīng)過配送中心到渠道商。不過,實際上在供應(yīng)鏈分析中,有必要考慮供應(yīng)商的供應(yīng)商以及顧客的顧客,因為它們對供應(yīng)鏈的業(yè)績也是有影響的。其次,供應(yīng)鏈管理的目的在于追求整個供應(yīng)鏈的整體效率和整個系統(tǒng)費用的有效性,總是力圖使系統(tǒng)總成本降至最低。因此,供應(yīng)鏈管理的重點不在于簡單地使某個供應(yīng)鏈成員的運輸成本達(dá)到最小或減少庫存,而在于通過采用系統(tǒng)方法來協(xié)調(diào)供應(yīng)鏈成員以使整個供應(yīng)鏈總成本最低,使整個供應(yīng)鏈系統(tǒng)處于最流暢的運作中。第三,供應(yīng)鏈管理是圍

3、繞把供應(yīng)商、制造商、倉庫、配送中心和渠道商有機(jī)結(jié)合成一體這個問題來展開的,因此它包括企業(yè)許多層次上的活動,包括戰(zhàn)略層次、戰(zhàn)術(shù)層次和作業(yè)層次等。盡管在實際的物流管理中,只有通過供應(yīng)鏈的有機(jī)整合,企業(yè)才能顯著地降低成本和提高服務(wù)水平,但是在實踐中供應(yīng)鏈的整合是非常困難的,這是因為:首先,供應(yīng)鏈中的不同成員存在著不同的、相互沖突的目標(biāo)。比如,供應(yīng)商一般希望制造商進(jìn)行穩(wěn)定數(shù)量的大量采購,而交貨期可以靈活變動;與供應(yīng)商愿望相反,盡管大多數(shù)制造商愿意實施長期生產(chǎn)運轉(zhuǎn),但它們必須顧及顧客的需求及其變化并作出積極響應(yīng),這就要求制造商靈活地選擇采購策略。因此,供應(yīng)商的目標(biāo)與制造商追求靈活性的目標(biāo)之間就不可避免地

4、存在矛盾。其次,供應(yīng)鏈?zhǔn)且粋€動態(tài)的系統(tǒng),隨時間而不斷地變化。事實上,不僅顧客需求和供應(yīng)商能力隨時間而變化,而且供應(yīng)鏈成員之間的關(guān)系也會隨時間而變化。比如,隨著顧客購買力的提高,供應(yīng)商和制造商均面臨著更大的壓力來生產(chǎn)更多品種更具個性化的高質(zhì)量產(chǎn)品,進(jìn)而最終生產(chǎn)定制化的產(chǎn)品。研究表明,有效的供應(yīng)鏈管理總是能夠使供應(yīng)鏈上的企業(yè)獲得并保持穩(wěn)定持久的競爭優(yōu)勢,進(jìn)而提高供應(yīng)鏈的整體競爭力。統(tǒng)計數(shù)據(jù)顯示,供應(yīng)鏈管理的有效實施可以使企業(yè)總成本下降20%左右,供應(yīng)鏈上的節(jié)點企業(yè)按時交貨率提高15%以上,訂貨到生產(chǎn)的周期時間縮短20%30%,供應(yīng)鏈上的節(jié)點企業(yè)生產(chǎn)率增值提高15%以上。越來越多的企業(yè)已經(jīng)認(rèn)識到實施

5、供應(yīng)鏈管理所帶來的巨大好處,比如HP、IBM、DELL等在供應(yīng)鏈管理實踐中取得的顯著成績就是明證。供應(yīng)鏈管理:它從戰(zhàn)略層次和整體的角度把握最終用戶的需求,通過企業(yè)之間有效的合作,獲得從成本、時間、效率、柔性等最佳效果。包括從原材料到最終用戶的所有活動,是對整個鏈的過程管理。SCM(供應(yīng)鏈管理是使企業(yè)更好地采購制造產(chǎn)品和提供服務(wù)所需原材料、生產(chǎn)產(chǎn)品和服務(wù)并將其遞送給客戶的藝術(shù)和科學(xué)的結(jié)合。供應(yīng)鏈管理包括五大基本內(nèi)容。計劃:這是SCM的策略性部分。你需要有一個策略來管理所有的資源,以滿足客戶對你的產(chǎn)品的需求。好的計劃是建立一系列的方法監(jiān)控供應(yīng)鏈,使它能夠有效、低成本地為顧客遞送高質(zhì)量和高價值的產(chǎn)品

6、或服務(wù)。采購:選擇能為你的產(chǎn)品和服務(wù)提供貨品和服務(wù)的供應(yīng)商,和供應(yīng)商建立一套定價、配送和付款流程并創(chuàng)造方法監(jiān)控和改善管理,并把對供應(yīng)商提供的貨品和服務(wù)的管理流程結(jié)合起來,包括提貨、核實貨單、轉(zhuǎn)送貨物到你的制造部門并批準(zhǔn)對供應(yīng)商的付款等。制造:安排生產(chǎn)、測試、打包和準(zhǔn)備送貨所需的活動,是供應(yīng)鏈中測量內(nèi)容最多的部分,包括質(zhì)量水平、產(chǎn)品產(chǎn)量和工人的生產(chǎn)效率等的測量。配送:很多圈內(nèi)人稱之為物流,是調(diào)整用戶的定單收據(jù)、建立倉庫網(wǎng)絡(luò)、派遞送人員提貨并送貨到顧客手中、建立貨品計價系統(tǒng)、接收付款。退貨:這是供應(yīng)鏈中的問題處理部分。建立網(wǎng)絡(luò)接收客戶退回的次品和多余產(chǎn)品,并在客戶應(yīng)用產(chǎn)品出問題時提供支持。定義供應(yīng)

7、鏈管理(Supply chain management,SCM是一種集成的管理思想和方法,它執(zhí)行供應(yīng)鏈中從供應(yīng)商到最終用戶的物流的計劃和控制等職能。從單一的企業(yè)角度來看,是指企業(yè)通過改善上、下游供應(yīng)鏈關(guān)系,整合和優(yōu)化供應(yīng)鏈中的信息流、物流、資金流,以獲得企業(yè)的競爭優(yōu)勢。供應(yīng)鏈管理是企業(yè)的有效性管理,表現(xiàn)了企業(yè)在戰(zhàn)略和戰(zhàn)術(shù)上對企業(yè)整個作業(yè)流程的優(yōu)化。整合并優(yōu)化了供應(yīng)商、制造商、零售商的業(yè)務(wù)效率,使商品以正確的數(shù)量、正確的品質(zhì)、在正確的地點、以正確的時間、最佳的成本進(jìn)行生產(chǎn)和銷售。來源20世紀(jì)70年代晚期,Keith Oliver通過和Skf、Heineken、Hoechst、Cadbury-Sc

8、hweppes、Philips等客戶接觸的過程中逐漸形成了自己的觀點。并在1982年金融時代雜志的一篇文章里闡述了供應(yīng)鏈管理(SCM的意義,Keith Oliver曾經(jīng)認(rèn)為這個詞會很快消失,但“SCM”不僅沒有消失,還很快地進(jìn)入了公眾領(lǐng)域,這個概念對管理者的采購、物流、操作、銷售和市場活動意義匪淺。演變供應(yīng)鏈至今尚無一個公認(rèn)的定義,在供應(yīng)鏈管理的發(fā)展過程中,許多專家和學(xué)者提出大量的定義,反映了不同的時代背景,是在不同發(fā)展階段上的產(chǎn)物,可以把這些定義大致劃分為三個階段:1、早期的觀點認(rèn)為供應(yīng)鏈?zhǔn)侵圃炱髽I(yè)中的一個內(nèi)部過程2、后來供應(yīng)鏈的概念注意了與其他企業(yè)的聯(lián)系3、最近供應(yīng)鏈的概念更加注重圍繞核心

9、企業(yè)的網(wǎng)鏈關(guān)系,如核心企業(yè)與供應(yīng)商、供應(yīng)商的供應(yīng)商乃至與一切前向的關(guān)系,與用戶、用戶的用戶及一切后向的關(guān)系。應(yīng)用供應(yīng)鏈管理主要涉及到四個領(lǐng)域:供應(yīng)、生產(chǎn)計劃、物流、需求。職能領(lǐng)域主要包括產(chǎn)品工程、產(chǎn)品技術(shù)保證、采購、生產(chǎn)控制、庫存控制、倉儲管理、分銷管理。輔助領(lǐng)域主要包括客戶服務(wù)、制造、設(shè)計工程、會計核算、人力資源、市場營銷。供應(yīng)鏈管理的實施步驟:1、分析市場競爭環(huán)境,識別市場機(jī)會,2、分析顧客價值,3、確定競爭戰(zhàn)略,4、分析本企業(yè)的核心競爭力,5、評估、選擇合作伙伴對于供應(yīng)鏈中合作伙伴的選擇,可以遵循以下原則:1、合作伙伴必須擁有各自的可資利用的核心競爭力。2、擁有相同的企業(yè)價值觀及戰(zhàn)略思想

10、3、合作伙伴必須少而精。案例作為中國最大的IT分銷商,神州數(shù)碼在中國的供應(yīng)鏈管理領(lǐng)域處于第一的地位。在IT分銷模式普遍被質(zhì)疑的環(huán)境下,依然保持了良好的發(fā)展勢頭,與CISCO、SUN、AMD、NEC、IBM等國際知名品牌保持著良好的合作關(guān)系。e-Bridge交易系統(tǒng)2000年9月開通,截至2003年3月底,實現(xiàn)64億元的交易額。這其實就是神州數(shù)碼從傳統(tǒng)分銷向供應(yīng)鏈服務(wù)轉(zhuǎn)變的最好體現(xiàn)。本著“分銷是一種服務(wù)”的理念,神州數(shù)碼通過實施渠道變革、產(chǎn)品擴(kuò)張、服務(wù)運作,不斷增加自身在供應(yīng)鏈中的價值,實現(xiàn)規(guī)?；?、專業(yè)化經(jīng)營,在滿足上下游客戶需求的過程中,使供應(yīng)鏈系統(tǒng)能提供更多的增值服務(wù),具備越來越多的“IT服

11、務(wù)”色彩。Supply Chain ManagementOpen Category: intelligent transportation, supply chain managementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different com

12、ponents of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, andin distribution centers, such as possession node location. In the more detailed division of la

13、bor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.The

14、so-called supply chain management, that is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out

15、Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain management of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of

16、 the unit are taken into account, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the suppliers suppliers and customers of the customers, because their supply

17、chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chains overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is no

18、t simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in th

19、e operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level L

20、evel, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There a

21、re different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing to implement long-term produ

22、ction operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility inprocurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitabl

23、y exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased pu

24、rchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chai

25、n of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the suppl

26、y chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized tha

27、t the implementation of supply chain management of the great benefits, such as HP, IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, thro

28、ugh effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management is to enable enterprises to better procurement of manufac

29、tured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resource

30、s to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and s

31、ervices providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of

32、goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivit

33、y of workers, such as the measurement. Delivery: a lot of insider as logistics, is to adjust the users orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving paymen

34、ts. Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem. Definition Supply Chain Management (Supply chain management, SCM is an integrated management id

35、eas and methods, the implementation of the supply chain from suppliers to end-users of logistics planning and control functions. The enterprise from a single point of view, is an enterprise through improved on the lower reaches of the supply chain, supply chain integration and optimization of inform

36、ation flow, logistics, capital flow, to get their competitive edge. Supply chain management is the effectiveness of enterprise management, enterprise performance at the strategic and tactical operations of enterprises throughout the process of optimization. Integration and optimization of the suppli

37、ers, manufacturers, retailers, business efficiency, so that the number of goods to the right, the right quality, in the right place, right time, the best production and marketing costs. Source 70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips,

38、and other contact with customers in the process of gradually formed its own point of view. And in 1982, Financial Times magazine in an article on the supply chain management (SCM of the significance, Keith Oliver was that the word will soon disappear, but SCM not only not disappeared, and quickly en

39、tered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal. Evolution Supply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have

40、put forth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages: 1, the early view was that supply chain is manufacturing enterprises in an internal process 2, but the supply chain

41、concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the use

42、rs and to the relationship. Apply Supply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing. Supply Chain Management implementation steps: 1, analysis of market competition environment,