工業(yè)工程畢業(yè)設(shè)計(jì)英文翻譯-供應(yīng)鏈管理

1、<p><b>　　畢業(yè)論文外文翻譯</b></p><p>　　年 月 日 </p><p>　題 目Supply Chain Management </p><p>　專 業(yè)</p><p>　班 級(jí)</p&

2、gt;<p>　姓 名</p><p>　學(xué) 號(hào)</p><p>　指導(dǎo)老師 </p><p>　　Supply Chain Management</p><p>　　The so-called supply chain, in fact, from suppliers, manufacturers, warehouse

3、s, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in dif

4、ferent nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division</p><p

5、>　　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,

6、and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management. </p><p>　　From the above definition, we can be interpreted to include supply chain anag

7、ement of rich content. </p><p>　　First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken into account, includin

8、g 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 supplier's suppliers and custom

9、ers of the customers, because their supply chain performance is also influential. </p><p>　　Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost

10、 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 not simply a supply chain so that members of the transportation costs

11、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</p><p>　　Third, supply chain manageme

12、nt 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

13、 level, tactical and operational level Level, and so on. </p><p>　　Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and

14、improve service levels, but in practice the supply chain integration is very difficult, it is because: </p><p>　　First of all, in the supply chain There are different members of different and conflicting obj

15、ectives. 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 t

16、o implement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and fle</p><p>　　Secondly, t

17、he 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 t

18、ime. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the produ

19、ction of customized products. </p><p>　　Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive adva

20、ntage, 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 supply

21、chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production</p><p>　　Supply chain management: it from a strategic level and grasp the overall perspective

22、 of the end-user demand, through 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

23、 of process management. </p><p>　　SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and servic

24、es and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements. </p><p>　　Plan: This is a strategic part of SCM. You need a strategy to manag

25、e all the resources 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

26、 products or services. </p><p>　　Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create

27、 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 goods to your appr

28、oval of the manufacturing sector and payments to suppliers and so on. </p><p>　　Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the large

29、st part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement. </p><p>　　Delivery: a lot of "insider" as "logistics", is to a

30、djust the user's 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 payments

31、. </p><p>　　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 pro

32、blem. </p><p><b>　　Source </b></p><p>　　70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in

33、 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 d

34、isappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operati</p><p>　　Evolution </p><p>　　Supply

35、 chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have put forth a lot of definition, reflecting the different historical backgrounds,

36、in different stages of development of the product can be broadly defined by these For the three stages: </p><p>　　1, the early view was that supply chain is manufacturing enterprises in an internal process &

37、lt;/p><p>　　2, but the supply chain concept of the attention of the links with other firms </p><p>　　3, the last of the supply chain concept of pay more attention around the core of the network lin

38、ks between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship. </p><p><b>　　Apply </

39、b></p><p>　　Supply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production con

40、trol, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing. </p><p>　　Supply

41、 Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competi

42、tiveness of enterprises, 5, assessment, selection of partners </p><p>　　For the supply chain partners of choice, can follow the following principles: </p><p>　　1, partners must have available th

43、e core of their competitiveness. </p><p>　　2, enterprises have the same values and strategic thinking </p><p>　　3, partners must Fewer but Better. </p><p><b>　　Case </b>

44、</p><p>　　As China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still mai

45、ntained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of

46、March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China </p><p><b>　　供應(yīng)鏈管理</b></p><p>　　所謂供應(yīng)鏈，其實(shí)就是由供應(yīng)商、制造商、倉(cāng)庫(kù)、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(gè)網(wǎng)絡(luò)的不同組成節(jié)點(diǎn)，

47、但更多的情況下是由不同的企業(yè)構(gòu)成這個(gè)網(wǎng)絡(luò)中的不同節(jié)點(diǎn)。比如，在某個(gè)供應(yīng)鏈中，同一企業(yè)可能既在制造商、倉(cāng)庫(kù)節(jié)點(diǎn)，又在配送中心節(jié)點(diǎn)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(diǎn)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(dòng)的原材料、在制品庫(kù)存和產(chǎn)成品等就構(gòu)成了供應(yīng)鏈上的貨物流。 </p><p>　　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(gè)供應(yīng)鏈系統(tǒng)成本達(dá)到最小而把供應(yīng)商、制造商、倉(cāng)

48、庫(kù)、配送中心和渠道商等有效地組織在一起來(lái)進(jìn)行的產(chǎn)品制造、轉(zhuǎn)運(yùn)、分銷及銷售的管理方法。 </p><p>　　從上述定義中，我們能夠解讀出供應(yīng)鏈管理包含的豐富內(nèi)涵。 </p><p>　　首先，供應(yīng)鏈管理把產(chǎn)品在滿足客戶需求的過(guò)程中對(duì)成本有影響的各個(gè)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(cāng)庫(kù)再經(jīng)過(guò)配送中心到渠道商。不過(guò)，實(shí)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

49、，因?yàn)樗鼈儗?duì)供應(yīng)鏈的業(yè)績(jī)也是有影響的。 </p><p>　　其次，供應(yīng)鏈管理的目的在于追求整個(gè)供應(yīng)鏈的整體效率和整個(gè)系統(tǒng)費(fèi)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(diǎn)不在于簡(jiǎn)單地使某個(gè)供應(yīng)鏈成員的運(yùn)輸成本達(dá)到最小或減少庫(kù)存，而在于通過(guò)采用系統(tǒng)方法來(lái)協(xié)調(diào)供應(yīng)鏈成員以使整個(gè)供應(yīng)鏈總成本最低，使整個(gè)供應(yīng)鏈系統(tǒng)處于最流暢的運(yùn)作中。 </p><p>　　第三，供應(yīng)鏈管理是圍繞

50、把供應(yīng)商、制造商、倉(cāng)庫(kù)、配送中心和渠道商有機(jī)結(jié)合成一體這個(gè)問(wèn)題來(lái)展開(kāi)的，因此它包括企業(yè)許多層次上的活動(dòng)，包括戰(zhàn)略層次、戰(zhàn)術(shù)層次和作業(yè)層次等。 </p><p>　　盡管在實(shí)際的物流管理中，只有通過(guò)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(shí)踐中供應(yīng)鏈的整合是非常困難的，這是因?yàn)椋?lt;/p><p>　　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

51、希望制造商進(jìn)行穩(wěn)定數(shù)量的大量采購(gòu)，而交貨期可以靈活變動(dòng)；與供應(yīng)商愿望相反，盡管大多數(shù)制造商愿意實(shí)施長(zhǎng)期生產(chǎn)運(yùn)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(gòu)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)之間就不可避免地存在矛盾。 </p><p>　　其次，供應(yīng)鏈?zhǔn)且粋€(gè)動(dòng)態(tài)的系統(tǒng)，隨時(shí)間而不斷地變化。事實(shí)上，不僅顧客需求和供應(yīng)商能力隨時(shí)間而變化，而且供應(yīng)鏈成員之間的關(guān)系也會(huì)隨時(shí)間

52、而變化。比如，隨著顧客購(gòu)買力的提高，供應(yīng)商和制造商均面臨著更大的壓力來(lái)生產(chǎn)更多品種更具個(gè)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。 </p><p>　　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(jìng)爭(zhēng)優(yōu)勢(shì)，進(jìn)而提高供應(yīng)鏈的整體競(jìng)爭(zhēng)力。統(tǒng)計(jì)數(shù)據(jù)顯示，供應(yīng)鏈管理的有效實(shí)施可以使企業(yè)總成本下降20%左右，供應(yīng)鏈上的節(jié)點(diǎn)企業(yè)按時(shí)交貨率提高15%以上，訂貨到生產(chǎn)的周期時(shí)間縮短20%~30%，供

53、應(yīng)鏈上的節(jié)點(diǎn)企業(yè)生產(chǎn)率增值提高15%以上。越來(lái)越多的企業(yè)已經(jīng)認(rèn)識(shí)到實(shí)施供應(yīng)鏈管理所帶來(lái)的巨大好處，比如HP、IBM、DELL等在供應(yīng)鏈管理實(shí)踐中取得的顯著成績(jī)就是明證。</p><p>　　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(guò)企業(yè)之間有效的合作，獲得從成本、時(shí)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(dòng)，是對(duì)整個(gè)鏈的過(guò)程管理。</p><p>　　SC

54、M（供應(yīng)鏈管理）是使企業(yè)更好地采購(gòu)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。</p><p>　　計(jì)劃：這是SCM的策略性部分。你需要有一個(gè)策略來(lái)管理所有的資源，以滿足客戶對(duì)你的產(chǎn)品的需求。好的計(jì)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(jià)值的產(chǎn)品或服務(wù)。</p><p>　　采購(gòu)：選擇能為你

55、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(jià)、配送和付款流程并創(chuàng)造方法監(jiān)控和改善管理，并把對(duì)供應(yīng)商提供的貨品和服務(wù)的管理流程結(jié)合起來(lái)，包括提貨、核實(shí)貨單、轉(zhuǎn)送貨物到你的制造部門并批準(zhǔn)對(duì)供應(yīng)商的付款等。</p><p>　　制造：安排生產(chǎn)、測(cè)試、打包和準(zhǔn)備送貨所需的活動(dòng)，是供應(yīng)鏈中測(cè)量?jī)?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(cè)量。</p><p>　　配送：很多

56、"圈內(nèi)人"稱之為"物流"，是調(diào)整用戶的定單收據(jù)、建立倉(cāng)庫(kù)網(wǎng)絡(luò)、派遞送人員提貨并送貨到顧客手中、建立貨品計(jì)價(jià)系統(tǒng)、接收付款。</p><p>　　退貨：這是供應(yīng)鏈中的問(wèn)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(wèn)題時(shí)提供支持。</p><p><b>　　來(lái)源</b></p><p&g

57、t;　　20世紀(jì)70年代晚期，Keith Oliver通過(guò)和Skf、Heineken、Hoechst、Cadbury-Schweppes、Philips等客戶接觸的過(guò)程中逐漸形成了自己的觀點(diǎn)。并在1982年《金融時(shí)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(gè)詞會(huì)很快消失，但“SCM”不僅沒(méi)有消失，還很快地進(jìn)入了公眾領(lǐng)域，這個(gè)概念對(duì)管理者的采購(gòu)、物流、操作、銷售和市場(chǎng)活動(dòng)意義匪淺。</p

58、><p><b>　　演變</b></p><p>　　供應(yīng)鏈至今尚無(wú)一個(gè)公認(rèn)的定義，在供應(yīng)鏈管理的發(fā)展過(guò)程中，許多專家和學(xué)者提出大量的定義，反映了不同的時(shí)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(gè)階段：</p><p>　　1、早期的觀點(diǎn)認(rèn)為供應(yīng)鏈?zhǔn)侵圃炱髽I(yè)中的一個(gè)內(nèi)部過(guò)程</p><p>　　2、后來(lái)

59、供應(yīng)鏈的概念注意了與其他企業(yè)的聯(lián)系</p><p>　　3、最近供應(yīng)鏈的概念更加注重圍繞核心企業(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。 </p><p><b>　　應(yīng)用</b></p><p>　　供應(yīng)鏈管理主要涉及到四個(gè)領(lǐng)域：供應(yīng)、生產(chǎn)計(jì)劃、物流、需求。職能領(lǐng)域主要包括產(chǎn)品工

60、程、產(chǎn)品技術(shù)保證、采購(gòu)、生產(chǎn)控制、庫(kù)存控制、倉(cāng)儲(chǔ)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(jì)工程、會(huì)計(jì)核算、人力資源、市場(chǎng)營(yíng)銷。</p><p>　　供應(yīng)鏈管理的實(shí)施步驟：1、分析市場(chǎng)競(jìng)爭(zhēng)環(huán)境，識(shí)別市場(chǎng)機(jī)會(huì)，2、分析顧客價(jià)值，3、確定競(jìng)爭(zhēng)戰(zhàn)略，4、分析本企業(yè)的核心競(jìng)爭(zhēng)力，5、評(píng)估、選擇合作伙伴</p><p>　　對(duì)于供應(yīng)鏈中合作伙伴的選擇，可以遵循以下原則：</p>

61、<p>　　1、合作伙伴必須擁有各自的可資利用的核心競(jìng)爭(zhēng)力。</p><p>　　2、擁有相同的企業(yè)價(jià)值觀及戰(zhàn)略思想</p><p>　　3、合作伙伴必須少而精。</p><p><b>　　案例</b></p><p>　　作為中國(guó)最大的IT分銷商，神州數(shù)碼在中國(guó)的供應(yīng)鏈管理領(lǐng)域處于第一的地位。在IT分銷模

62、式普遍被質(zhì)疑的環(huán)境下，依然保持了良好的發(fā)展勢(shì)頭，與CISCO、SUN、AMD、NEC、IBM等國(guó)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(kāi)通，截至2003年3月底，實(shí)現(xiàn)64億元的交易額。這其實(shí)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(guò)實(shí)施渠道變革、產(chǎn)品擴(kuò)張、服務(wù)運(yùn)作，不斷增加自身在供應(yīng)鏈中的價(jià)值，實(shí)現(xiàn)規(guī)?；?、專業(yè)化經(jīng)營(yíng)，在滿足上下游客戶需求的過(guò)程中，使供應(yīng)鏈