企業(yè)管理外文翻譯文獻

中英文對照外文翻譯文獻(文檔含英文原文和中文翻譯)

On

Certain

EnterpriseLow-Value

Consumption

Management

MethodLow-value

consumption

goods

management

is

the

process

of

efficiently

overseeing

the

constant

flow

of

units

into

and

out

of

an

existing

Low-value

consumption

goods.

This

process

usually

involves

controlling

the

transfer

in

of

units

in

order

to

prevent

the

Low-value

consumption

goods

from

becoming

too

high,

or

dwindling

to

levels

that

could

put

the

operation

of

the

company

into

jeopardy.

Competent

Low-value

consumption

goods

management

also

seeks

to

control

the

costs

associated

with

the

Low-value

consumption

goods,

both

from

the

perspective

of

the

total

value

of

the

goods

included

and

the

tax

burden

generated

by

the

cumulative

value

of

the

Low-value

consumption

goods.

Balancing

the

various

tasks

of

Low-value

consumption

goods

management

means

paying

attention

to

three

key

aspects

of

any

Low-value

consumption

goods.

The

first

aspect

has

to

do

with

time.

In

terms

of

materials

acquired

for

inclusion

in

the

total

Low-value

consumption

goods,

this

means

understanding

how

long

it

takes

for

a

supplier

to

process

an

order

and

execute

a

delivery.

Low-value

consumption

goods

management

also

demands

that

a

solid

understanding

of

how

long

it

will

take

for

those

materials

to

transfer

out

of

the

Low-value

consumption

goods

be

established.

Knowing

these

two

important

lead

times

makes

it

possible

to

know

when

to

place

an

order

and

how

many

units

must

be

ordered

to

keep

production

running

smoothly.

Calculating

what

is

known

as

buffer

stock

is

also

key

to

effective

Low-value

consumption

goods

management.

Essentially,

buffer

stock

is

additional

units

above

and

beyond

the

minimum

number

required

to

maintain

production

levels.

For

example,

the

manager

may

determine

that

it

would

be

a

good

idea

to

keep

one

or

two

extra

units

of

a

given

machine

part

on

hand,

just

in

case

an

emergency

situation

arises

or

one

of

the

units

proves

to

be

defective

once

installed.

Creating

this

cushion

or

buffer

helps

to

minimize

the

chance

for

production

to

be

interrupted

due

to

a

lack

of

essential

parts

in

the

operation

supply

Low-value

consumption

goods.

Low-value

consumption

goods

management

is

not

limited

to

documenting

the

delivery

of

raw

materials

and

the

movement

of

those

materials

into

operational

process.

The

movement

of

those

materials

as

they

go

through

the

various

stages

of

the

operation

is

also

important.

Typically

known

as

a

goods

or

work

in

progress

Low-value

consumption

goods,

tracking

materials

as

they

are

used

to

create

finished

goods

also

helps

to

identify

the

need

to

adjust

ordering

amounts

before

the

raw

materials

Low-value

consumption

goods

gets

dangerously

low

or

is

inflated

to

an

unfavorable

level.。

Finally,

Low-value

consumption

goods

management

has

to

do

with

keeping

accurate

records

of

finished

goods

that

are

ready

for

shipment.

This

often

means

posting

the

production

of

newly

completed

goods

to

the

Low-value

consumption

goods

totals

as

well

as

subtracting

the

most

recent

shipments

of

finished

goods

to

buyers.

When

the

company

has

a

return

policy

in

place,

there

is

usually

a

sub-category

contained

in

the

finished

goods

Low-value

consumption

goods

to

account

for

any

returned

goods

that

are

reclassified

as

refurbished

or

second

grade

quality.

Accurately

maintaining

figures

on

the

finished

goods

Low-value

consumption

goods

makes

it

possible

to

quickly

convey

information

to

sales

personnel

as

to

what

is

available

and

ready

for

shipment

at

any

given

time.

In

addition

to

maintaining

control

of

the

volume

and

movement

of

various

Low-value

consumption

goods,

Low-value

consumption

goods

management

also

makes

it

possible

to

prepare

accurate

records

that

are

used

for

accessing

any

taxes

due

on

each

Low-value

consumption

goods

type.

Without

precise

data

regarding

unit

volumes

within

each

phase

of

the

overall

operation,

the

company

cannot

accurately

calculate

the

tax

amounts.

This

could

lead

to

underpaying

the

taxes

due

and

possibly

incurring

stiff

penalties

in

the

event

of

an

independent

audit

Historically,

the

echelons

of

the

supply

chain,

warehouse,

distributors,

retailers,etc.,

have

been

managed

independently,

buffered

by

large

Low-value

consumption

goods.

Increasing

competitive

pressures

and

market

globalization

are

forcing

firms

to

develop

supply

chains

that

can

quickly

respond

to

customer

needs.

To

remain

competitive

and

decrease

Low-value

consumption

goods,

these

firms

must

use

multi-echelon

Low-value

consumption

goods

management

interactively,

while

reducing

operating

costs

and

improving

customer

service.

Low-value

consumption

goods

exist

throughout

the

SC

in

various

forms

for

various

reasons.

The

lack

of

a

coordinated

Low-value

consumption

goods

management

throughout

the

SC

often

causes

the

bullwhip

effect,

namely

an

amplification

of

demand

variability

moving

towards

the

upstream

stages.

This

causes

excessive

Low-value

consumption

goods

investments,

lost

revenues,

misguided

capacity

plans,

ineffective

transportation,

missed

production

schedules,

and

poor

customer

service.

Many

scholars

have

studied

these

problems,

as

well

as

emphasized

the

need

of

integration

among

SC

stages,

to

make

the

chain

effectively

and

efficiently

satisfy

customer

requests

(e.g.

reference).

Beside

the

integration

issue,

uncertainty

has

to

be

dealt

with

in

order

to

define

an

effective

SC

Low-value

consumption

goods

policy.

In

addition

to

the

uncertainty

on

supply

(e.g.

lead

times)

and

demand,

information

delays

associated

with

the

manufacturing

and

distribution

processes

characterize

SCs.

Low-value

consumption

goods

management

in

multi-echelon

SCs

is

an

important

issue,

because

there

are

many

elements

that

have

to

coordinate

with

each

other.

They

must

also

arrange

their

Low-value

consumption

goods

to

coordinate.

There

are

many

factors

that

complicate

successful

Low-value

consumption

goods

management,

e.g.

uncertain

demands,

lead

times,

production

times,

product

prices,

costs,

etc.,

especially

the

uncertainty

in

demand

and

lead

times

where

the

Low-value

consumption

goods

cannot

be

managed

between

echelons

optimally.

Most

manufacturing

enterprises

are

organized

into

networks

of

manufacturing

and

distribution

sites

that

procure

raw

material,

process

them

into

finished

goods,

and

distribute

the

finish

goods

to

customers.

The

terms

‘multi-echelon’

or

‘multilevel‘production/distribution

networks

are

also

synonymous

with

such

networks

(or

SC),

when

an

item

moves

through

more

than

one

step

before

reaching

the

final

customer.

Low-value

consumption

goods

exist

throughout

the

SC

in

various

forms

for

various

reasons.

At

any

manufacturing

point,

they

may

exist

as

raw

materials,

work

in

progress,

or

finished

goods.

They

exist

at

the

distribution

warehouses,

and

they

exist

in-transit,

or

‘in

the

pipeline’,

on

each

path

linking

these

facilities.

Manufacturers

procure

raw

material

from

suppliers

and

process

them

into

finished

goods,

sell

the

finished

goods

to

distributors,

and

then

to

retail

and/or

customers.

When

an

item

moves

through

more

than

one

stage

before

reaching

the

final

customer,

it

forms

a

‘multi-echelon’

Low-value

consumption

goods

system.

The

echelon

stock

of

a

stock

point

equals

all

stock

at

this

stock

point,

plus

in-transit

to

or

on-hand

at

any

of

its

downstream

stock

points,

minus

the

backorders

at

its

downstream

stock

points.

So

far

literature

has

devoted

major

attention

to

the

forecasting

of

lumpy

demand,

and

to

the

development

of

stock

policies

for

multi-echelon

SCs

Low-value

consumption

goods

control

policy

for

multi-echelon

system

with

stochastic

demand

has

been

a

widely

researched

area.

More

recent

papers

have

been

covered

by

Silver

and

Pyke.

The

advantage

of

centralized

planning,

available

in

periodic

review

policies,

can

be

obtained

in

continuous

review

policies,

by

defining

the

reorder

levels

of

different

stages,

in

terms

of

echelon

stock

rather

than

installation

stock.

To

sum

up,

these

papers

consider

two-

or

N-echelon

Low-value

consumption

goods

systems,

with

generally

stochastic

demand,

except

for

one

study

that

considers

Markov-modulated

demand.

They

generally

assume

constant

lead

time,

but

two

of

them

accept

it

to

be

stochastic.

They

gain

exact

or

approximate

solutions.

In

multi-echelon

Low-value

consumption

goods

management

there

are

some

other

research

techniques

used

in

literature,

such

as

heuristics,

vary-METRIC

method,

fuzzy

sets,

model

predictive

control,

scenario

analysis,

statistical

analysis,

and

GAs.

These

methods

are

used

rarely

and

only

by

a

few

authors.

.

談企業(yè)低值易耗品的管理方法低值易耗品管理是有效監(jiān)督不斷流動的單位傳入和傳出現(xiàn)有低值易耗品的過程。此過程通常涉及控制調入單位為了防止低值易耗品變得過高，或者減少到可以把危險的公司運作的水平。主管低值易耗品管理亦旨在控制低值易耗品、相關費用都從生成的清單的累積價值的稅務負擔及所包括的貨物總價值的角度。

平衡低值易耗品管理的各項任務，就是要注意三個關鍵環(huán)節(jié)，任何低值易耗品。第一個方面，隨著時間的推移。在總低值易耗品中獲得的材料，這意味著供應商需要多長時間，處理訂單并執(zhí)行交付的理解。低值易耗品管理還要求建立一個堅實的理解，將這些材料的低值易耗品轉移多久。了解這兩個重要的帶頭作用時間，使我們能夠知道什么時候下訂單，并必須訂購多少個單位，以保持生產(chǎn)順利進行。

計算所謂的緩沖低值易耗品也是有效的低值易耗品管理的關鍵。實質上，緩沖低值易耗品是額外單位超出維護生產(chǎn)水平所需的最小數(shù)目。例如，經(jīng)理可能確定它會保持一個或兩個額外單位的給定的計算機部件在手上，萬一出現(xiàn)緊急情況或單位之一證明是有缺陷的一旦安裝了一個好主意。創(chuàng)建此墊或緩沖區(qū)有助于生產(chǎn)中斷的操作供應低值易耗品中的基本部分缺乏機會減至最低。

低值易耗品管理，并不限于記錄提供原材料和運動到業(yè)務流程中的這些材料。這些物料的運動，他們經(jīng)過各階段的操作也很重要。通常稱為貨物或正在進行的工作清單，跟蹤材料以及用于創(chuàng)建成品還有助于確定是否需要調整原材料低值易耗品獲取危險低或不利的水平充氣之前訂購量

最后，低值易耗品管理有準確記錄的成品都準備運做。這通常意味著過帳到低值易耗品總計新建商品的生產(chǎn)，以及減去最新的買家成品運輸。當該公司在地方退貨策略時，通常有任何退貨，被列為翻新或第二個等級質量考慮到成品低值易耗品中所載的子類別。準確地保持成品低值易耗品數(shù)字，使能夠迅速傳達怎樣為可用，并準備在任何給定時間運到銷售人員信息。

除了維持量控制與運動的各種低值易耗品，低值易耗品管理還使它可能準備用于訪問任何稅項的準確記錄由于每種低值易耗品類型。沒有有關單位卷內的每個階段的整體運作的精確數(shù)據(jù)，該公司不能準確地計算稅款數(shù)額。這可能會導致短付工資的稅款，并可能產(chǎn)生獨立審計事件中的嚴厲處罰。

從歷史上看，多級供應鏈、倉庫、分銷商、零售商等，已經(jīng)通過大量的低值易耗品緩沖被獨立管理。競爭壓力的增加和市場的全球化迫使企業(yè)發(fā)展能夠快速滿足客戶需要的供應鏈。為了保持競爭力，降低低值易耗品，這些企業(yè)必須交互使用多級低值易耗品管理，同時降低運營成本，改善客戶服務。因各種不同的原因，低值易耗品以不同形式存在在供應鏈中。在整個供應鏈中，低值易耗品管理失衡，經(jīng)常會引起“牛鞭效應”，即需求逆流而上，逐級變異放大的一個階段。這種效應引起企業(yè)過多的低值易耗品積壓，使收入減少，運輸效率降低，擾亂了低值易耗品計劃和產(chǎn)品生產(chǎn)計劃，同時降低了企業(yè)的服務水平。

許多學者已經(jīng)對這些問題進行了研究，并且強調了對有效地滿足客戶需求的供應鏈各階段之間進行整合的必要性。除了整合問題，為了確定一個有效地供應鏈低值易耗品政策，還必須處理不確定性問題。除了對供應和需求的不確定性，與生產(chǎn)和銷售過程相關的信息延遲也是供應鏈的一個特點。

多級供應鏈中的低值易耗品管理是一項重要的內容，因為有許多方面兩者都必須相互配合，協(xié)調合作。它們還必須對它們的低值易耗品進行協(xié)調安排。有許多因素使成功的低值易耗品管理變得復雜，例如。需求的不確定、交貨時間、投產(chǎn)日期、產(chǎn)品價格、成本等，尤其是在不確定性的需求和交貨時間下，管理者不能夠將多級供應鏈中的低值易耗品管理得最優(yōu)。

大多數(shù)制造企業(yè)被組織起來形成了一個制造和分銷為一體的網(wǎng)絡，這個網(wǎng)絡包括了原材料的采購、加工和產(chǎn)品的銷售。當一個產(chǎn)品經(jīng)過多個階段才到達最終用戶時，多級或者多層次生產(chǎn)/分銷網(wǎng)絡這些代名詞也和前面所述的這樣的網(wǎng)絡意思相同。因各種不用的原因，低值易耗品以不用的形式存在在整個供應鏈中。在任何一個制造過程中，它們可能作為原材料、在制品或者產(chǎn)成品存在。它們存在于配送倉庫，存在于運輸途中，或者存在于管道里，它們存在于這些設備的每個鏈接處。

制造商從供應商處采購原材料，將它們加工成產(chǎn)品并銷售給分銷商，然后由分銷商銷售給零售商或者用戶。當一個產(chǎn)品經(jīng)過多個階段才到達最終用戶，它就形成了一個多級低值易耗品系統(tǒng)。某一低值易耗品節(jié)點的級低值易耗品等于這個低值易耗品節(jié)點上的所有低值易耗品加上轉移或者正在轉移的任何一個后續(xù)節(jié)點的低值易耗品，減去后續(xù)節(jié)點的缺貨。

在商界有關多級低值易耗品系統(tǒng)的分析已經(jīng)有著悠久的歷史。在許多領域，多級低值易耗品管理系統(tǒng)被廣泛運用于向客戶分銷產(chǎn)品。鑒于這些系統(tǒng)的重要性，許多研究人員通過各種各樣的條件和假設開始研究他們的運行特點。自從哈里斯提出經(jīng)濟訂貨批量模型以來，研究人員和實際工作者更加積極地關注在不同操作參數(shù)和模型假設條件下系統(tǒng)的分析和模型設計。在過去的十年里，對于多級低值易耗品管理模型的研究已經(jīng)獲得了重要成就，主要是因為通過利用現(xiàn)代信息技術，使各個過程和分銷階段的供應鏈的整體控制逐漸變成可能。

到目前為止，相關的一些文獻主要關注于對需求的預測，以及對多階段供應鏈低值易耗品政策的發(fā)展。需求隨機的多階段系統(tǒng)的低值易耗品控制政策已經(jīng)具有了一個廣泛的研究領域。近年來有許多論文都包含了斯爾福和派克的觀