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1、设计供应链以用来合理区分原始设备制造商的特点外文翻译标题:Making supply chain design the rational differentiating characteristic of the OEMs原文: The ownership of the parts manufacturers was consequently fused together 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 non-OEM automotive markets. These developments intensified the OEMs move to outsource the bulk of the manufacturing and design of the subsystems and components to their suppliers and, in effect, lost most of their manu
3、facturing strength and bargaining power to them; the suppliers currently account for 28% of the total automotive 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 like or
4、iginal brand manufacturers OBMs.These trends have contributed to an accelerated increase of the supply uncertainty in addition to the already recognized demand uncertainty. Various supply uncertainty reduction strategies have been designed in order to stabilize the planning process among which the m
5、ost 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 evolved in
6、to 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 treating
7、SC design as atactical issue separate from concurrently designing the product and manufacturing process: after the concept design phase, the Purchasing Department would start continuous quest for the lowest cost components by establishing an optimum between the capacity and production costs, locatio
8、n of the suppliers facility, and ransportation and logistics costs Financial 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 the way in which the cha
9、in members reach key decisions concerning which customers are the most important and therefore the most profitable to serve. The fundamental problem of cost-centric measures is its focus on individual costs minimization rather than on the imization of value to end customers see e.g. Simaputang and S
10、ridharan 2002 for details on the advantages of collaboration and cooperation in SCM.While the cost-centric 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 appropriate for those with hi
11、gh 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 manufacturing in order to lower their costs and increase their flexibility concomitantly created extremely valuable SC controls that led
12、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 following the strategy of implementing SC controls, on the other hand, has sev
13、erely limited the ability of the OEMs to make the fundamental SC design and synchronization decision and has ultimately 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 emphasis on the restructuring of th
14、eir 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 operational factors but also by strategic factors such as flexibility, the capacity to innovate, and t
15、he suppliers business-technology alignmentWhen the development 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 importance and the clock speed of different co
16、mponents and sub-systemsIn 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 reliability. 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 s
