外文翻譯---供應(yīng)鏈合作伙伴關(guān)系運(yùn)籌學(xué)的機(jī)遇(英文)

1、~.'~..~ EUROPEAN OF OPERATIONAL RESEARCH ELSEVIER European Journal of Operational Research 101 (1997)419-429 Invited Review Supply::chain partnerships: Opportunities for operations research Michael J. Maloni, W.C.

2、 Benton * Department of Management Sciences, Max 31. Fisher College of Business, The Ohio State Ut,it'ersity, 302 Hagerty ttall, 1775 College Road, Columbus, 0tt 43210, USA Received 1 August 1996; revised l February

3、 1997 Abstract A maturing stream of recent conceptual literature has focused upon supply chain partnerships. Theoretically within a supply chain partnership, traditional competitive barriers between supply chain members

4、are mitigated to create mutually beneficial relationships, thus leading to increased information flows, reduced uncertainty, and a more profitable supply chain. Despite extensive conceptual based supply chain literatur

5、e, very few researchers have attempted a more rigorous analytical approach to supply chain issues. This paper seeks to provide a review of supply chain research from both the qualitative conceptual and analytical opera

6、tions research perspectives. The expanding importance of supply chain integration presents a challenge to operations researchers to focus more attention on supply chain modeling, and there are numerous opportunities fo

7、r operations researchers to provide support for the current conceptual based supply chain research. ?9 1997 Elsevier Science B.V. Ke)~rords: Purchasing; Supply chain management; Partnerships; Logistics systems; Logisti

8、cs modeling; Environmental issues; Operations research 1. Introduction Over the past 20 years, American and European manufacturing firms have faced intensified global competition driven by a sophisticated and more de- ma

9、nding consumer. Once internationally, unparal- leled in manufacturing capability, American and Eu- ropean firms have succumbed to lower cost, higher quality competition primarily from the Pacific Rim firms that have intr

10、oduced new modem production philosophies to achieve a tighter control and smoother flow of manufacturing. Behind their paradigm-like ~ Fax: + 1-614-292-1272; e-mail: benton.l@osu.edu. changes, the Pacific Rim firms have

11、 been able to improve product quality and production efficiency while cutting lead times and costs (Ansari, 1986), forcing their American and European counterparts to rethink and redesign their production processes. Re-

12、cent studies have shown that American and Euro- pean firms will be challenged ever more intensely in the next 20 years to come, and subsequently, a great deal of literature has attempted to apply Pacific Rim developed ma

13、nufacturing concepts to American and European processes. Modem manufacturing philosophies have forced an evolution of the relationships between buyers and suppliers. Once traditionally driven by pure competi- tion, the s

14、upply chain for many successful Asian firms has matured from an adversarial relationship to 0377-2217/97/S17.00 ?9 1997 Elsevier Science B.V. All rights reserved. PII S0377-2217(97)00118-5 MJ. Maloni, W.C. Benton~Europ

15、ean Jot~rnal of Operational Research 101 (1997)419-429 421 Functional Independence B a a a a B r ?9 s ?9 ?9 ?9 s Functional Integration 8 a a e r t r [ ~ “ I e r ?9 .s ?9 = Internal Integratio

16、n 13 B r Materials f i ?9 = External Integration Supply Ch=;n Pa~nershlps Fig. l. Stages in intra and inter firm integration. Source: Stevens (1989). Inman (1993) found that the two primary factors in emulation of

17、 Asian production techniques are re- duced vendor lot sizes and single sourcing. Other researchers proclaim that single sourcing is not as widespread in Japan as believed and that many Pa- cific Rim manufacturers actu

18、ally exercise a single/dual hybrid approach (Hines, 1995). Like- wise, Newman (1989) also promotes dual over single sourcing to reduce the potential for power influence. The major issue remains that a closer relationsh

19、ip with suppliers sanctions a reduced number of suppli- ers (Graham et al., 1994). Emshwiller (1991) found an increased tendency toward a smaller supplier base in the United States, and as an example of such, Chrysler de

20、veloped their LH line with approximately 200 suppliers versus the typical 600 to 700 (Raia, 1993). The objective of a drastically reduced supplier base precludes supplier alliances as a firm must accept dependence upon f

21、ewer suppliers before they can internalize legitimate supplier partnerships. 3. Supplier partnerships cept of reducing the supplier base which leads to an abatement of adversarial attitudes, lower switching costs, and de

22、creased shipping errors. The association with a reduced supplier base can also lead to quan- tity and relationship based discounts as well as a decreased cost of quality. (Treleven, 1987; Bartholomew, 1984) Some res

23、earchers argue that implementation of many new manufacturing techniques necessitates a reduction in the number of suppliers. Brown and By reducing their supplier bases, manufacturers will be able to take advantage of par

24、tnerships with their suppliers. A Harvard Business School study concluded that a key driver in the decline of U.S. competitiveness in the international marketplace has originated from investing less in intangible benefit

25、s such as supplier relations (MacBeth and Ferguson, 1994). Traditionally, U.S. firms have based their drive for success on autonomy and have viewed competition as a Darwinistic keeper of American and Table 1 Discrete ve

26、rsus relational business strategies Contractural Discrete orientation ~ Relational orientation Duration One time Communication Very little, just enough for the transaction Transferability (switch parties Completel

27、y transferable Management Support Low Attitude Soley profit-focus Visibility Low Planning and Goals Individual, short-term Benefits and Risks Individual Problem Solving Power driven Long-term Complex, two-way s