基于閉合供應(yīng)鏈下戴爾公司的計(jì)算機(jī)裝配廠【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　Dell, Inc.’s closed loop supply chain for computer assembly plants</p><p>　　Material Source: Information K

2、nowledge Systems Management 6 Author: Sameer Kumar and Sarah Craig</p><p>　　Abstract: Many authors and researchers cite Dell’s supply chain as a model of excellence, yet few look at the entire closed-l

3、oop supply chain and the prevalent inventory and logistics techniques that enable this complex process to work. The techniques reviewed include – postponement, modularity, vendor managed inventory, supply chain partnersh

4、ips, and demand management.</p><p>　　The analysis involves examining how Dell’s use of an assortment of techniques that support build to order operation affect each other and how these approaches play a role

5、 in enabling the Dell Supply Chain as an industry hallmark of excellence. The forward and reverse supply chains are mapped out as a series of process maps and explained within the framework of Dell’s world-wide operation

6、s. Dell’s supply chain excellence suggests the need to focus on supply chain efficiencies as a means of buildi</p><p>　　Some of the missing elements in Dell’s reverse supply chain present some limitation to

7、the study. As a result, what is proposed is a close to definitive model based on available data on Dell’s closed-loop supply chain. Dell’s future threats and opportunities are identified particularly in relation to growi

8、ng competition and expansion of services. These have implications for managers of other supply chains as it is clear from Dell’s success that supply chain excellence does correlate to financial</p><p>　　The

9、study provides an in depth analysis of a proven closed-loop supply chain that is replicable and taken two decades to get where it is for the Dell Corporation. The analysis makes the drivers behind Dell’s operational and

10、market success explicit and shows that adopting a combination of prevalent inventory and logistics approaches for breakthrough improvements in the supply chain requires sustained efforts and careful planning.</p>

11、<p>　　Keywords: Dell, Inc. closed-loop supply chains, postponement, modularity, vendor managed inventory, demand management, forward supply chains, reverse supply chains</p><p>　　5.2. Reverse supply cha

12、in</p><p>　　Dell’s reverse supply chain has very little research concerning it, but with the new regulations in the European Union regarding recycling and increased awareness around the globe regarding some

13、of the hazardous materials within computers, Dell plans to rapidly expand the program. It has a goal of tripling its product recovery volume by 2009 [34]. Authors hypothesized the form of the reverse supply chain from in

14、formation regarding reverse supply chains in general from the academic literature and</p><p>　　Computers are returned to Dell via a third party logistics provider. The most often used is UPS. If the computer

15、 is a regular return, it needs to be shipped back to Dell within 21 days. These computers are reentered into inventory, listed at the Dell Outlet off of the Dell website, and shipped to a logistics hub. Once a customer o

16、rders one of these computers, the logistics provider ships it within the standard number of days.</p><p>　　There are two other paths that a computer can be returned to Dell. One is through the Dell Asset Rec

17、overy Program, which works with large corporate, institutional, and governmental clients and has been in existence since 1994 [2]. The Asset Recovery Services team comes to the work site of the client and hauls away the

18、computers as part of the contract that Dell has with that client. Dell also overwrites the hard drives to ensure confidentiality of its client’s information [32]. The other is thro</p><p>　　S. Kumar and S. C

19、raig / Dell, Inc.’s closed loop supply chain for computer assembly plants</p><p>　　Fig. 6. This shows the hypothesized form of Dellfls reverse supply chain. This is based off information from Dell, Inc.fls w

20、ebsite pages Dell Online Policies, Dell Outlet FAQs, Dell Recycling, and Value Recovery Service. The company’s Form 10-K was also used. Other sources of information were research articles by Fleishmann, van Nunen, and Gr

21、ave; Guide, Jayaraman, and Linton; Savashan, Bhattacharya, and Van Wassenhove; and Spenger, and Schroter [13,14,29,31].</p><p>　　Dell charges customers a fee for the service that is based upon the weight of

22、the computer being recycled. Dell does run promotions where the shipping of the old computer is free with the purchase of a new Dell computer. There are also community recycling events sponsored by Dell and its recycling

23、 partners to build awareness of the program [28]. Despite the potential barriers to this program, 20,000 tons of product was returned to Dell for reuse or recycling during fiscal year 2006 [34].</p><p>　　Fro

24、m this point, a computer can have four possible destinations. It can be donated to the National Cristina Foundation, which provides used computers and other technology to economically disadvantaged people. This donation

25、program was launched in 2001 after Dell discovered that people were searching for donation options for their used computers [34]. Another option is the resale of the computer, which is usually the path that computers thr

26、ough the Asset Recovery Service take. It could be deemed </p><p>　　If the returned computers do not go to either of the above destinations, it is examined for useable components. These components are strippe

27、d off the computer and entered into spare parts inventory. From there, they are used to fulfill warranty service needs or replace parts in computers to be sold on the Dell Outlet. Any components that Dell cannot use are

28、sent to the company’s recycling partners for proper disposal according to environmental standards or further breakdown into basic materials.</p><p>　　6. Research implications/limitations</p><p>

29、　　This research has several limitations that can serve as points for future research. The first limitation is the lack of published, first-hand information concerning the form of Dell’s reverse supply chain. Although the

30、 hypothesized design is likely close to the real one given the information from Dell’s website and theoretical models of reverse supply chains, the lack of information concerning this particular company’s reverse supply

31、chain does not make such a form definite. This form can only s</p><p>　　Finally, the information that was gathered concerning Dell’s closed-loop supply chain was not extensive enough to create a working mode

32、l of the chain. The techniques mentioned could have been used to develop a view of a theoretical company utilizing Dell’s techniques using a model of before the techniques and after the techniques, but the model would no

33、t have been able to capture a view of Dell, making it outside of the realm of this research. It would be useful information for managers to see h</p><p><b>　　譯文</b></p><p>　　基于閉合供應(yīng)鏈下

34、戴爾公司的計(jì)算機(jī)裝配廠</p><p>　　資料來(lái)源: 管理信息知識(shí)系統(tǒng)6 作者：薩米爾?卡瑪、薩拉克?雷格</p><p>　　摘要：許多作者和研究人員把戴爾的供應(yīng)鏈作為一種追求卓越的模型舉例，但很少有人看看整個(gè)閉環(huán)供應(yīng)鏈和流行的庫(kù)存和物流技術(shù)，這一復(fù)雜進(jìn)程工作的技術(shù)檢查包括 — — 推遲、模塊化設(shè)計(jì)、供應(yīng)商管理庫(kù)存、供應(yīng)鏈的伙伴關(guān)系和需求管理。</p>&l

35、t;p>　　分析涉及研究怎樣利用了戴爾公司的技術(shù)支持建立以相互影響和如何操作中起重要作用的這些方法使戴爾供應(yīng)鏈作為行業(yè)優(yōu)秀的標(biāo)志。戴爾的世界范圍的操作是以其正向和反向的供應(yīng)鏈?zhǔn)亲鳛橐幌盗羞^程圖映射從而進(jìn)行解釋的。戴爾卓越的供應(yīng)鏈建議需要集中供應(yīng)鏈效率作為一種手段從而建立客戶價(jià)值。一家公司執(zhí)行任何組特定的庫(kù)存和物流方法之前，需要明智地審查其情況和能力，這也反應(yīng)了戴爾的供應(yīng)鏈運(yùn)作。</p><p>　　由于戴爾

36、的逆向供應(yīng)鏈中缺少的一些因素使目前研究的受到一些限制，所以建議基于戴爾的閉環(huán)供應(yīng)鏈上的可用數(shù)據(jù)接近的通用模型。對(duì)戴爾公司未來(lái)的威脅和機(jī)會(huì)的辨認(rèn)特別是和日益激烈競(jìng)爭(zhēng)和擴(kuò)展的服務(wù)密切相關(guān)。這些有影響其他供應(yīng)鏈的管理人員，因?yàn)楹苊黠@從供應(yīng)鏈的卓越的戴爾公司的成功與這行業(yè)的金融成功相聯(lián)系。</p><p>　　提供了深入的研究的是可復(fù)制和采取二十年經(jīng)驗(yàn)驗(yàn)證的閉合供應(yīng)鏈所在的戴爾公司。分析明確驅(qū)動(dòng)戴爾的業(yè)務(wù)和市場(chǎng)的成功的背

37、后顯示了采用流行的庫(kù)存和物流的組合方法突破改善和對(duì)供應(yīng)鏈需要持續(xù)的努力和認(rèn)真規(guī)劃。</p><p>　　關(guān)鍵詞：戴爾，閉合供應(yīng)鏈，延期，模塊化，賣方存貨清單管理，需求管理，正向供應(yīng)鏈，逆向供應(yīng)鏈</p><p><b>　　5、2逆向供應(yīng)鏈</b></p><p>　　有關(guān)于戴爾公司的逆向供應(yīng)鏈管理的研究較少，但是隨著歐盟關(guān)于可循環(huán)新的規(guī)定和全

38、球人們對(duì)電腦里含有危險(xiǎn)物質(zhì)意識(shí)的增強(qiáng)，戴爾決定急速的擴(kuò)大關(guān)于逆向物流的方案。他們的目標(biāo)是要比2009年產(chǎn)品的回收容量多兩倍。作者關(guān)于逆向物流的表格的假設(shè)是從一些學(xué)者關(guān)于逆向物流研究的文獻(xiàn)信息和從戴爾的官網(wǎng)www.dell.com了解逆向物流的關(guān)于產(chǎn)品的回收利用的返回的方案和方針政策。這些供應(yīng)鏈信息從圖6中可以表現(xiàn)出來(lái)。</p><p>　　電腦返回戴爾公司是通過第三方物流實(shí)現(xiàn)的。經(jīng)常是通過UPS物流公司返回的。如

39、果這些電腦是通過定期返回的，那么這些產(chǎn)品會(huì)在21天內(nèi)被送回戴爾公司。這些電腦將被重新輸入到存貨清單列出來(lái)公布在戴爾的網(wǎng)站上，然后被運(yùn)送到物流公司。物流公司會(huì)在指定的期限內(nèi)運(yùn)輸貨物，使每個(gè)顧客都會(huì)得到他們自己的電腦。</p><p>　　電腦返回到戴爾公司還有其他兩條路徑。一種途徑是通過戴爾公司的資源回收方案，這種途徑一般都是從1994年開始在大的公司、公共機(jī)構(gòu)、政府委托方內(nèi)實(shí)行的。資源回收服務(wù)系統(tǒng)是通過設(shè)置顧客和

40、運(yùn)輸電腦作為系統(tǒng)的一部分從而服務(wù)于這批顧客。戴爾公司同時(shí)也通過硬盤驅(qū)動(dòng)器來(lái)保存機(jī)密的客戶信息。另外一種途徑是戴爾公司在2003年通過利用回收利用方案從而發(fā)展到每一個(gè)顧客。根據(jù)在戴爾回收系統(tǒng)的網(wǎng)站上獲取信息，這些顧客負(fù)責(zé)退回或者捐贈(zèng)他們的老的戴爾電腦。戴爾公司發(fā)給顧客們一個(gè)箱子用來(lái)打包回收戴爾公司的舊電腦，顧客負(fù)責(zé)數(shù)據(jù)的刪除。</p><p>　　S. Kumar和S. Craig關(guān)于戴爾公司電腦裝配的閉合逆向供應(yīng)

41、鏈</p><p>　　圖6表明反應(yīng)了戴爾公司虛擬的逆向物流，這些信息是根據(jù)戴爾公司的網(wǎng)頁(yè)在線策略、戴爾出口常見問題、戴爾公司回收情況及價(jià)值恢復(fù)服務(wù)取得的。戴爾公司的10-K表也被拿來(lái)利用了。其他信息的來(lái)源是根據(jù)Fleishmann、van Nunen、Grave Guide、Jayaraman、Linton Savashan、Bhattacharya、Van Wassenhove、Spenger和Schrote

42、r的文獻(xiàn)來(lái)收集的。</p><p>　　戴爾客戶的收費(fèi)是根據(jù)計(jì)算機(jī)的被回收的重量為基礎(chǔ)的服務(wù)費(fèi)。戴爾以免費(fèi)運(yùn)送舊電腦換置新戴爾電腦的方式進(jìn)行促銷。有也社區(qū)就回收事件得到了戴爾的贊助，這是戴爾建立回收伙伴的一個(gè)方案。根據(jù)2006年的政府財(cái)政顯示，盡管這個(gè)方案存在著一些潛在的障礙，但是戴爾已經(jīng)回收了20000噸產(chǎn)品用以重新使用或者再循環(huán)利用。</p><p>　　從這點(diǎn)來(lái)說(shuō)，一臺(tái)計(jì)算機(jī)可以有四

43、種可能的目的地。它可以捐贈(zèng)給克里斯提那慈善機(jī)構(gòu)，慈善機(jī)構(gòu)可以給經(jīng)濟(jì)落后地區(qū)的人們提供用過的電腦和其他的科技技術(shù)。這一捐贈(zèng)計(jì)劃是于2001年推出后，戴爾公司發(fā)現(xiàn)了人們可以尋找他們捐贈(zèng)電腦的選擇。另一種選擇是計(jì)算機(jī)的轉(zhuǎn)售的途徑,它通常的途徑是通過電腦的回收資源途徑進(jìn)行的。轉(zhuǎn)售或者更換電腦的部件可以被看成是恰當(dāng)?shù)男袨?。這些電腦將會(huì)進(jìn)入到物流公司的庫(kù)存中，然后被運(yùn)往戴爾的銷售點(diǎn)進(jìn)行出售。假使再次發(fā)生銷售是在一個(gè)月之內(nèi)，那么如果這是為公司一個(gè)客戶

44、所作，戴爾會(huì)把銷售流程反饋于客戶。在這個(gè)過程中，戴爾會(huì)收取少量的勞務(wù)費(fèi)用。在Sternstein的文獻(xiàn)中，她提到政府會(huì)為每個(gè)CPU付出25美元的恢復(fù)加工。</p><p>　　如果返回的計(jì)算機(jī)沒有去上述目的地之一， 這是檢查其便于使用組件。這些組件被從電腦里分離出來(lái)，然后進(jìn)入到備用庫(kù)里面從那里，他們被用來(lái)滿足需要保修服務(wù)或者替換成銷售店里計(jì)算機(jī)內(nèi)被銷售出去的部分。戴爾不能使用的任何組件被發(fā)送到該公司的回收合作伙伴

45、為基本材料的環(huán)境標(biāo)準(zhǔn)或進(jìn)一步細(xì)分依法妥善處理。</p><p><b>　　研究意義/限制</b></p><p>　　這項(xiàng)研究具有一定的局限性，可以作為未來(lái)研究的重點(diǎn)。第一個(gè)限制是缺少關(guān)于戴爾公司逆向供應(yīng)鏈的第一手資料，這些缺少的信息是關(guān)于公司特定的逆向供應(yīng)鏈信息，這些信息的形式不是很明確的。雖然這個(gè)虛擬的設(shè)計(jì)很可能接近戴爾網(wǎng)站上和理論模擬中的逆向供應(yīng)鏈信息。但是這

46、個(gè)模型只能作為一個(gè)相接近的最終模型。對(duì)比戴爾與計(jì)算機(jī)里的組件和電子設(shè)備有可能 能幫助尋找戴爾建立它自己供應(yīng)鏈的好處，但是這種對(duì)比超出了本文所研究的范圍。</p><p>　　最后，收集關(guān)于戴爾的閉合供應(yīng)鏈的信息是不足夠廣泛的，所以難以用來(lái)創(chuàng)建其工作模型。提到的技術(shù)可以被用來(lái)發(fā)展一個(gè)虛擬的公司，利用戴爾公司的技術(shù)來(lái)測(cè)試模式使用之前和使用之后，但是這個(gè)模型不能完全形容戴爾公司，使這個(gè)模型在研究領(lǐng)域之外。這個(gè)將是一項(xiàng)有