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1、产业链的整合外文翻译 本科毕业论文设计外文翻译外文题目: Integrating the Supply Chain出 处: International Journal of Physical Distribution and Material Management 1989 作 者: Graham C. Stevens The Scope of the Supply Chain The role of manufacturing industry is to create wealth by adding value and selling products. Common to all ma
2、nufacturing companies is the need to control the flow of material from suppliers, through the value adding processes and distribution channels, to customers. The supply chain, as shown in Figure 1, is the connected series of activities which is concerned with planning, co-ordinating and controlling
3、material, parts and finished goods from suppliers to the customer. It is concerned with two distinct flows through the organisation: material and information. The scope of the supply chain begins with the source of supply and ends at the point of consumption. It extends much further than simply a co
4、ncern with the physical movement of material and is just as much concerned with supplier management, purchasing, materials management, manufacturing management, facilities planning, customer service and information flow as with transport and physical distribution. The objective of managing the suppl
5、y chain is to synchronise the requirements of the customer with the flow of material from suppliers in order to effect a balance between what are often seen as the conflicting goals of high customer service, low inventory investment and low unit cost. The design and operation of an effective supply
6、chain is of fundamental importance to every company. It is important to understand that customer service encompasses all the points of contact between the customer and the supplier in terms of fulfilment of orders, and includes delivery service, pre-and post-sales services, technical support, financ
7、ial packages and so forth. Customer service is the output from the supply system and it results from the combined effect of all functions along the supply chain. The activities carried out by all functions are important in establishing a desired level of customer service performance. They are also i
8、nterdependent; if one activity fails, the chain is disrupted, creating poor performance and destablising the workload in other areas, thereby jeopardising the effectiveness of the supply chain. To provide higher service level will, without incurring an undue burden of cost, require that all the acti
9、vities along the supply chain are in balance. To achieve the necessary balance between cost and service involves trade-offs through the chain see Figure 2. For the benefit of such trade-offs to be fully achieved it is necessary to think in terms of a single integrated chain rather than narrow functi
10、onal areas. Unfortunately, the functional attitudes and goals in most companies are in conflict and hinder integration along the supply chain. The traditional approach to managing these conflicts has been to concentrate at the operational and planning levels and compensate for the imbalance with exc
11、ess inventory and capacity. The results of this approach have for some companies, at best, been frustrating and expensive, at worst, disastrous. To resolve these conflicts effectively and turn the supply chain into a weapon for gaining competitive advantage requires the development of an integrated
12、supply chain driven by the needs of the business.The Development of an Integrated Supply Chain The development of an integrated supply chain requires the management of material flow to be viewed from three perspectives; strategic, tactical and operational. At each level the use of facilities, people
13、, finance and systems must be co-ordinated and harmonised as a whole see Figure 3.The focus at the strategic level should be to develop: objectives and policies for the supply chain. These should be expressed in terms of what the supply chain has to do well be responsive to change, operate at lowest
14、 cost, ensure a high level of product availability etc to support the needs of the business; the shape of the supply chain in terms of key facilities and their locations; the companys competitive package, planned by product and market segment, detailing the balance between product availability, serv
15、ice level, lead time, technical support and after sales support; an outline organisation structure able to bridge functional barriers and operate an integrated supply chain effectively.Tactical Perspective The tactical perspective should focus on the means by which the strategic objectives can be re
16、alised. It involves translating the strategic objectives and policies into complementary goals and objectives for each function to provide balance to the supply chain. The functional goals provide the drivers for achieving the balance and inventory, capacity and service are the levers by which balance is achieved. Additionally, the tactical dimension involves determining the tools, approaches and resources necessary t
