供應(yīng)鏈管理畢業(yè)論文文獻(xiàn)翻譯中英文對照

1、附件1:外文資料翻譯譯文供應(yīng)鏈管理ABC1.什么是供應(yīng)鏈管理供應(yīng)鏈?zhǔn)且环N關(guān)于整合的科學(xué)和藝術(shù)，它主要探究提高企業(yè)釆購生產(chǎn)商品所需的原材料、生產(chǎn)商品，并把它供應(yīng)給最終顧客的效率的途徑。以下是供應(yīng)鏈管理的五個(gè)基本組成模塊：計(jì)劃一它是供應(yīng)鏈的戰(zhàn)略層面。企業(yè)需要有一個(gè)控制所有資源的戰(zhàn)略以滿足客戶對產(chǎn)品或服務(wù)的需求。計(jì)劃的核心是建立一袞機(jī)制去監(jiān)控整條供應(yīng)鏈以便使它能有效運(yùn)作：低成木、高品質(zhì)配送和增值客戶服務(wù)。該模塊連結(jié)著供應(yīng)鏈的作業(yè)與營運(yùn)n標(biāo)，主要包括需求/供給規(guī)劃（Demand/Supply Planning)與規(guī)劃基礎(chǔ)建設(shè)（infrastructure)兩項(xiàng)活動(dòng)，對所有采購運(yùn)籌流程、制造運(yùn)籌流程與配

2、送運(yùn)籌流程進(jìn)行規(guī)劃與控制。需求/供給規(guī)劃活動(dòng)包含了評(píng)估企業(yè)整體產(chǎn)能與資源、總體需求規(guī)劃以及針對產(chǎn)品與配銷管道，進(jìn)行存貨規(guī)劃、配送規(guī)劃、制造規(guī)劃、物料及產(chǎn)能的規(guī)劃。規(guī)劃基礎(chǔ)建設(shè)管理包含了自制或外包決策的制定、供應(yīng)鏈的架構(gòu)設(shè)計(jì)、長期產(chǎn)能與資源規(guī)劃、企業(yè)規(guī)劃、產(chǎn)品生命周期的決定、新舊產(chǎn)品線規(guī)劃與產(chǎn)品線的管理等。采購一選擇供給你提供用來生產(chǎn)產(chǎn)品或服務(wù)的原材料或服務(wù)的供應(yīng)商。和供應(yīng)商建立一袞價(jià)格、供應(yīng)、支付過程的體系，創(chuàng)造一種機(jī)制以監(jiān)控此過程、改善供應(yīng)商關(guān)系。理順此過程以管理供應(yīng)商交付的原材料庫存或服務(wù)，其屮包括收貨、出貨、檢驗(yàn)、屮轉(zhuǎn)和批準(zhǔn)支付。此模塊有釆購作業(yè)與釆購基礎(chǔ)建設(shè)w項(xiàng)管理活動(dòng)，其n的是描述一

3、般的采購作業(yè)與采購管理流程。采購作業(yè)包含了尋找供貨商、收料、進(jìn)料品檢、拒收與發(fā)料作業(yè)。采購基礎(chǔ)建設(shè)的管理包含了供貨商評(píng)估、采購、運(yùn)輸管理、采購品質(zhì)管理、采購合約管理、付款條件管理、采購零組件的規(guī)格制定。制造一這是制造步驟。計(jì)劃這些必需的活動(dòng)：生產(chǎn)、測試、包裝、預(yù)出貨。作為供應(yīng)鏈的核心機(jī)制，它意味著質(zhì)量水平、產(chǎn)品輸山和工廠產(chǎn)能的有效控制。此模塊具有制造執(zhí)行作業(yè)與制造基礎(chǔ)建設(shè)兩項(xiàng)管理活動(dòng)，其H的是描述制造生產(chǎn)作業(yè)與生產(chǎn)的管理流程。制造執(zhí)行作業(yè)包含了領(lǐng)料、產(chǎn)品制造、產(chǎn)品測試與包裝出貨等。制造基礎(chǔ)建設(shè)的管理包含了工程變更、生產(chǎn)狀況掌握、生產(chǎn)品質(zhì)管理、現(xiàn)場排程制定、短期產(chǎn)能規(guī)劃與現(xiàn)場設(shè)備管理等。配送一許

4、多權(quán)威人士都把它歸咎為物流的一部分。它包括客戶下達(dá)的訂單，建立倉庫網(wǎng)絡(luò)，選擇承運(yùn)商，分發(fā)貨物給客戶，建立收款制度等。本模塊包含訂單管理、倉儲(chǔ)管理、運(yùn)輸管理與配送基礎(chǔ)建設(shè)等四項(xiàng)管理活動(dòng)，其FI的是描述銷售（sales)與配送(distribution)的一般作業(yè)與管理流程。訂單管理作業(yè)包含了接單、報(bào)價(jià)、顧客資料維護(hù)、汀單分配、產(chǎn)品價(jià)格資料維護(hù)、應(yīng)收賬款維護(hù)、授信與開立發(fā)票等流程。倉儲(chǔ)管理作業(yè)包含了揀料、按包裝明細(xì)將產(chǎn)品包裝入柜、確認(rèn)交貨地點(diǎn)與運(yùn)送貨物等流程。運(yùn)輸管理作業(yè)包含產(chǎn)品運(yùn)輸方式安排、進(jìn)出口管理、貨品安裝適宜規(guī)劃、進(jìn)行安裝與產(chǎn)品試行（例如，銷售大型機(jī)器給顧客，須先幫忙安裝完畢，然后進(jìn)行試車

5、）。配送基礎(chǔ)建設(shè)的管理包括配送管道的決策制定、配送存貨管理、配送品質(zhì)的掌握與銷售管理法的制定?；厥找还?yīng)鏈的難題之一。這需要?jiǎng)?chuàng)建一個(gè)網(wǎng)絡(luò)以接收那些客戶返回的缺陷產(chǎn)品或過剩產(chǎn)品，支持對接收到的貨物產(chǎn)生質(zhì)疑的客戶。以退回的貨物的屬性分，包括：不品、間接物料(MR0)、過剩成品。以退貨作業(yè).的對象分，包括：顧客對供貨商、供貨商對顧客。以對于退貨響應(yīng)方式包括：核準(zhǔn)作業(yè)、退貨排程、退換作業(yè)、銷毀作業(yè)。2.供應(yīng)鏈管理軟件功能供應(yīng)鏈管理軟件可能是這個(gè)星球上最分散的應(yīng)用軟件。以前五個(gè)主要的供應(yīng)鏈模塊屮的每一個(gè)都是涵蓋了至少一打不同的作業(yè)，這些作業(yè)又都有他們各自獨(dú)特的軟件來支持。因此有一些大的軟件供應(yīng)商嘗試將這

6、些不同的軟件模塊整合在一個(gè)平臺(tái)之上，但是由于種種岡素沒有一家供應(yīng)商能有一個(gè)完整的軟件包，整合這些+同的軟件模塊已成為他們的噩夢?；蛟S建置供應(yīng)鏈軟件最好的途徑是把他們拆分開：幫助企業(yè)計(jì)劃供應(yīng)鏈的軟件和幫助企業(yè)執(zhí)行供應(yīng)鏈的軟件。供應(yīng)鏈計(jì)劃（SCP)軟件使用獨(dú)特的數(shù)學(xué)算法來幫助企業(yè)減少存貨，提高供應(yīng)鏈運(yùn)作效率。供應(yīng)鏈計(jì)劃軟件完全依靠精確的數(shù)據(jù)來運(yùn)行。例如，一個(gè)制造廠商，如果不能提供最新的客戶訂單信總、分銷商的庫存信總、工廠制造能力信息、配送能力給供應(yīng)鏈計(jì)劃軟件，就不要期望供應(yīng)鏈計(jì)劃軟件能跑出精確的你所期望的結(jié)果。供應(yīng)鏈計(jì)劃軟件適用于先前提到的供應(yīng)鏈的五個(gè)主要模塊，他的核心在于需求計(jì)劃一企業(yè)能生產(chǎn)多少

7、產(chǎn)品來滿足不M的客戶需求。供應(yīng)鏈執(zhí)行（SCFJ軟件的功能是使供應(yīng)鏈的不同步驟自動(dòng)化。它通過信息排程的方式將汀單從生產(chǎn)工廠傳遞給原材料供應(yīng)商。3.在安裝供應(yīng)鏈管理軟件之前是否需要有企業(yè)資源計(jì)劃軟件這是一個(gè)非常有爭議的問題。一般的，如果企業(yè)計(jì)劃安裝供應(yīng)鏈計(jì)劃軟件，那么企業(yè)可能酋先要有企業(yè)資源計(jì)劃軟件，岡為供應(yīng)鏈計(jì)劃軟件依賴各種信總才能良好的運(yùn)轉(zhuǎn)，而這些信總大部分在企業(yè)資源計(jì)劃軟件小都己經(jīng)存在。理論上你可以從企業(yè)歷史遺留下來的系統(tǒng)（對于大多數(shù)企業(yè)來說，EXCEL表在各種不同的地方都有使用）屮收集供應(yīng)鏈計(jì)劃軟件所需的各利1數(shù)據(jù)，但是要快速、可靠的從企、丨k的務(wù)個(gè)部門搜集其所有所需的信息簡直就是一場惡夢

8、。然而企業(yè)資源計(jì)劃軟件就是一個(gè)整合所有信息的有效工具。如果企業(yè)已經(jīng)建置了企業(yè)資源計(jì)劃軟件，供應(yīng)鏈計(jì)劃軟件就有了一個(gè)單一穩(wěn)定的數(shù)據(jù)源。許多準(zhǔn)備安裝供應(yīng)鏈計(jì)劃軟件的CIO聲稱他們會(huì)首先安裝企業(yè)資源計(jì)劃軟件，他們稱企業(yè)資源計(jì)劃項(xiàng)FI為“建立舒適的信息儲(chǔ)藏室”。尚然，建立企業(yè)資源計(jì)劃系統(tǒng)花費(fèi)昂貴并n非常凼難，W此如果沒有首先安裝企業(yè)資源計(jì)劃軟件那就需要一條為供應(yīng)鏈計(jì)劃軟件提供所需數(shù)據(jù)的方法。供應(yīng)鏈執(zhí)行軟件較少的依靠來自企業(yè)的各種集成信總，岡此受企業(yè)資源計(jì)劃軟件的約束較少。但是在另一方面，供應(yīng)鏈執(zhí)行軟件必須能通過不同的方式與企業(yè)資源計(jì)劃軟件進(jìn)行數(shù)據(jù)交換。現(xiàn)在供應(yīng)鏈執(zhí)行軟件與互聯(lián)網(wǎng)、企業(yè)資源計(jì)劃軟件、供應(yīng)

9、鏈計(jì)劃軟件的數(shù)據(jù)交互能力顯得尤為重要。舉個(gè)例子，企業(yè)想建立一個(gè)聯(lián)接客戶和供應(yīng)商的WRB站點(diǎn)，就必須從SCE，SCP和ERP中提取最新的有關(guān)訂單、結(jié)算、制造狀況、配送等數(shù)據(jù)。4.安裝供應(yīng)鏈管理軟件的目標(biāo)在互聯(lián)網(wǎng)時(shí)代到來之前，人們對供應(yīng)鏈軟件的期望被局限在提高企業(yè)預(yù)測客戶需求的能力和保證供應(yīng)鏈更平穩(wěn)的運(yùn)行上。但是隨著互聯(lián)網(wǎng)的普及，它事實(shí)上己成為公認(rèn)的網(wǎng)際時(shí)代數(shù)據(jù)交換的標(biāo)準(zhǔn)方式。現(xiàn)在，理論上企.業(yè)可以將自己的供應(yīng)鏈與客戶和供應(yīng)商的供應(yīng)鏈連結(jié)在一起，形成一個(gè)單一的、巨大的供應(yīng)網(wǎng)絡(luò)，進(jìn)而優(yōu)化成本、發(fā)現(xiàn)機(jī)會(huì)：這在以前對每個(gè)企業(yè)來說都是非常棘手的。這也是B2B興起的重要原岡：每一個(gè)與你發(fā)生商業(yè)行為的團(tuán)體都能

10、被連結(jié)在一起，形成一個(gè)合作互贏的大團(tuán)體。3然，這些技術(shù)能夠帶來效益還需要一段吋M。但鑒于B2B只是經(jīng)過了短短幾年，在一些行業(yè)的應(yīng)用已經(jīng)取得了顯著的進(jìn)步，像快速消費(fèi)品行業(yè)、高科技制造業(yè)、汽車制造業(yè)。S你|V彳及那些行、Ik的領(lǐng)先者，他們期望在米來從供應(yīng)鏈屮得到什么，他們所有的2回答只有一個(gè)詞：可見性。多數(shù)行業(yè)的供應(yīng)鏈就像一場大的撲克牌游戲：玩家不會(huì)展示他的牌W為他不相信其他的任何游戲參與者，盡管如果他展示他手屮的牌他肯定會(huì)受益。所以供應(yīng)商得去猜測有多少原材料會(huì)被訂購。制造商得去從供應(yīng)商那里訂購超過需求的原材料以確保如果有不確定的客戶需求的到來。零售商幾乎沒有缺貨，如果他肯讓制造商分亨和關(guān)產(chǎn)品的銷

11、售信a?；ヂ?lián)網(wǎng)使企業(yè)展示手屮的信a給其他企業(yè)成為可能，但是千百年來的不信任和缺乏平等機(jī)制使他變得非常困難。5.什么是供應(yīng)鏈協(xié)同讓我們看一個(gè)快速消費(fèi)品行業(yè)的協(xié)同案例：沃爾馬（Wal-Mart)和寶潔（Procter &Gamble)的供應(yīng)鏈協(xié)同。在上世紀(jì)八十年代兩家公司開始建立供應(yīng)鏈協(xié)同機(jī)制之前，零售商很少與制造商分亨信總。但是兩個(gè)巨人幵發(fā)了一套軟件系統(tǒng)爪以聯(lián)接寶潔和沃爾馬的配送小心，浩在沃爾馬配送屮心的寶潔產(chǎn)品庫存下降到一 定水平吋，這個(gè)系統(tǒng)會(huì)發(fā)出一個(gè)自動(dòng)的警報(bào)給寶潔，從而執(zhí)行一個(gè)補(bǔ)貨的動(dòng)作。這個(gè)信息系統(tǒng)至始至終聯(lián)接著沃爾馬的所有商店，它讓寶潔可以監(jiān)控沃爾馬貨架上寶潔產(chǎn)品存量的變化。當(dāng)寶潔的某

12、個(gè)品項(xiàng)存貨發(fā)生突然下降時(shí)，可以通過實(shí)時(shí)的衛(wèi)星鏈路將信怠發(fā)送回工廠。依靠這些實(shí)時(shí)的信總，寶潔知道應(yīng)該什么時(shí)候生產(chǎn)、出貨，在沃爾馬的商店里陳列多少產(chǎn)品，不需要位置堆積如111的庫存來保證對沃爾馬的供貨，并且結(jié)算和發(fā)票處理業(yè)實(shí)現(xiàn)了自動(dòng)化。這個(gè)系統(tǒng)幫助寶潔實(shí)現(xiàn)了吋間的節(jié)約、庫存的降低和低的訂單處理成本，從而也實(shí)現(xiàn)了沃爾馬“天天低價(jià)”的n標(biāo)。思科系統(tǒng)(Cisco Systems),家互聯(lián)M設(shè)備供應(yīng)商，也岡為它的供應(yīng)鏈協(xié)同而出名。思科通過連接供應(yīng)商、集成商、契約制造商的增值網(wǎng)構(gòu)筑了一個(gè)虛擬的JIT(jUSt-iii-time)供應(yīng)鏈。當(dāng)一個(gè)客戶訂購了思科的產(chǎn)品吋，比如說客戶直接通過思科的WRB站點(diǎn)訂購了一

13、臺(tái)路由器，這個(gè)訂單將會(huì)觸發(fā)一大堆信息給集成電路板的契約制造商。M時(shí)，集成商也得到路由器的加工信息：比如說為路由器安裝一個(gè)供電電源。思科的契約制造商有一些是從事路由器基座之類的零部件生產(chǎn)，還有一些是組裝成品，他們己經(jīng)知道都應(yīng)該為這臺(tái)路由器安裝哪些零件，安裝工序是什么，因?yàn)樗麄円呀?jīng)通過思科的增值網(wǎng)連接著思科的制造執(zhí)行系統(tǒng)。契約制造商進(jìn)入思科的堉值網(wǎng)后，增值網(wǎng)會(huì)開始檢查契約制造商的生產(chǎn)線，確認(rèn)哪條是合適于生產(chǎn)路由器的。生產(chǎn)廠會(huì)粘貼一個(gè)條碼給路由器，插進(jìn)電線以模擬檢測它對3各種不同網(wǎng)絡(luò)化境的適應(yīng)。完成之后對比它是否與客戶訂單符合。如果這些都檢查沒有問題，然后就要寫入思科的軟件系統(tǒng)，最后就可以出貨給客戶

14、。思科依靠這個(gè)強(qiáng)大的軟件程序來無論何時(shí)何地都可以監(jiān)控整個(gè)供應(yīng)鏈，并且不再有倉庫、存貨、紙質(zhì)發(fā)票。供應(yīng)鏈可以自動(dòng)運(yùn)行，如果有問題出現(xiàn)，軟件會(huì)發(fā)出替報(bào)給管理人員來解決問題，修補(bǔ)錯(cuò)誤。供應(yīng)鏈軟件管理員稱之為“例外管理”，如果沒有錯(cuò)誤發(fā)生就不需要做什么事情。如果說這個(gè)供應(yīng)鏈協(xié)M軟件有什么弱點(diǎn)，就是說他們沒有得到充分的檢驗(yàn)，特別是在現(xiàn)在。思科的網(wǎng)絡(luò)被設(shè)計(jì)成用來支持企、丨k的快速增長。分布式的制造決策是非常好用的，如果決策能處理制造和銷售過程屮的大部分事情。但是思科的網(wǎng)絡(luò)對于近來的經(jīng)濟(jì)波動(dòng)兒乎完全沒有辦法適應(yīng)。當(dāng)客戶對思科產(chǎn)品的需求飛速下降時(shí)，它要花費(fèi)大量的時(shí)間來調(diào)整所有的流程以適應(yīng)復(fù)雜的供應(yīng)鏈，思科和它

15、的供應(yīng)鏈伙伴也會(huì)受到大量過程庫存的欺騙，這也是大型高科技制造企、丨k的通病。思科被迫更加關(guān)注它的供應(yīng)鏈計(jì)劃能力。6.安裝供應(yīng)鏈軟件的障礙得到你的供應(yīng)商和合作伙伴的信任。自動(dòng)化供應(yīng)鏈之所以難以實(shí)現(xiàn)是岡為它的復(fù)雜性己經(jīng)超出了年個(gè)企業(yè)所能控制的范_丨。企業(yè)員工需要改變工作方式，并且也需要把供應(yīng)商的員工納入自己的網(wǎng)絡(luò)。只有最大、最強(qiáng)有力的生產(chǎn)廠商才能使供應(yīng)商做出如此劇烈的轉(zhuǎn)變。許多企業(yè)將系統(tǒng)外包，而且安裝供應(yīng)鏈軟件的n標(biāo)對供應(yīng)商也是一種威脅。例如，沃爾馬和寶潔的供應(yīng)鏈協(xié)n意味著寶潔對庫存管理要付出更多的責(zé)任，一些零售商傳統(tǒng)上自己管理庫存。沃爾馬有權(quán)利從寶潔得到自己需求的數(shù)量，寶結(jié)也從沃爾馬那里得到了有

16、關(guān)沃爾馬產(chǎn)品需求的反饋信總，這幫助寶潔更有效率的生產(chǎn)產(chǎn)品。為了讓你的合作伙伴答應(yīng)和你協(xié)同，企業(yè)家不得不自愿妥協(xié)并幫助供應(yīng)商實(shí)現(xiàn)他們的FI標(biāo)。內(nèi)部反抗變革的阻力。既然在外部推行供應(yīng)鏈系統(tǒng)都比較凼難，它在企、Ik內(nèi)部的推行也好不到哪兒去。操作人員慣于靠電話、傳真、紙質(zhì)單據(jù)來傳遞信息，并且期望能保留這種做法。除非你能使他們確信使用供應(yīng)鏈軟件之后能節(jié)約他們的時(shí)間減輕他們的工作負(fù)擔(dān)。而不是僅僅拆除電話和傳真機(jī)用供應(yīng)鏈取代它們。許多問題在起初供應(yīng)鏈軟件安裝吋就會(huì)發(fā)生，對于讓員工接受供應(yīng)鏈軟件來說會(huì)有一連中麻煩的IV彳題。新的供應(yīng)鏈軟件按照自身的邏輯來來處理數(shù)據(jù)，但是軟件在起初剛開始安置時(shí)不能完全適應(yīng)企、丨

17、卩.的流程。計(jì)劃員它們應(yīng)該懂得如何從系統(tǒng)屮挖掘有用信4a,否則它們就會(huì)認(rèn)為供應(yīng)鏈系統(tǒng)是無ra的。舉個(gè)例子，一個(gè)汽車工業(yè)供應(yīng)商剛剛安裝了供應(yīng)鏈計(jì)劃軟件來預(yù)測產(chǎn)品的需求之后，一個(gè)汽車制造商下達(dá)了一張罕有巨大數(shù)量的訂單，由于沒有歷史數(shù)據(jù)，這個(gè)系統(tǒng)就會(huì)基于這張訂.中預(yù)測市場對這種產(chǎn)品有巨大的需求。盲n的根據(jù)不確切的原材料訂申將會(huì)導(dǎo)致供應(yīng)商失去對供應(yīng)鏈的控制。企業(yè)發(fā)現(xiàn)了這個(gè)問題，但是只能等到需求計(jì)劃員熟練的掌握系統(tǒng)之后。其它可能產(chǎn)生的問題包括：需求計(jì)劃員產(chǎn)生對系統(tǒng)的不信任轉(zhuǎn)而依靠s己的經(jīng)驗(yàn)預(yù)測。供應(yīng)商不得不自己對系統(tǒng)進(jìn)行調(diào)整并為重新建立員工的信息而付出努力。一旦員工懂得需要用他們的經(jīng)驗(yàn)和系統(tǒng)結(jié)合起來才能

18、提高預(yù)測的精確度，他們就會(huì)樂意接受新技術(shù)。7.許多B2B交易軟件聲稱他們能提供供應(yīng)鏈軟件。我使用他們的還是安裝S己的公眾的B2B交易和不公開的B2B交易都起源于線上拍賣這一形式，但是只有很少數(shù)人對此感興趣。其后，其屮的部分WRB站點(diǎn)變種為供應(yīng)鏈軟件的在線屮心。對于不能購買供應(yīng)鏈軟件的小公司來說，公眾的B2B交易軟件或許能提供它們所需要的資源。但是現(xiàn)在他們屮的大多數(shù)都還不成熟，用處不大。那些有實(shí)力建設(shè)私有B2B交易軟件與他們的貿(mào)易伙伴聯(lián)接的供應(yīng)還是希望自己建設(shè)而不是采用公眾B2B交易。但是最終這些公司最終還是會(huì)采用公眾的B2B交易，顯然_己建設(shè)和維護(hù)B2B交易軟件不是一個(gè)好辦法，因?yàn)橐坏┏隽耸裁?/p>

19、問題企業(yè)就需要自行處理。野心勃勃的公眾B2B交易依靠它們的獨(dú)立和屮立，希望能夠聚集更多的買家和供應(yīng)商在自己的平臺(tái)上。但是一個(gè)公眾的B2B交易供應(yīng)鏈軟件在細(xì)節(jié)上從來也沒有達(dá)到企業(yè)建立的和少數(shù)供應(yīng)鏈聯(lián)接的私有B2B交易軟件的水平。因此，許多制造廠商說在日常的供應(yīng)鏈聯(lián)接種它們會(huì)使用公眾的B2B交易，但是在戰(zhàn)略層而還是會(huì)建立私有的供應(yīng)鏈交換平臺(tái)。附件2:外文原文The ABCs of Supply Chain Managementl.What is supply chain management?Supply chain management is the combination of art and

20、 science that goes into improvingthe way your company finds the raw components it needs to make a product or service,manufactures that product or service and delivers it to customers. The following are five basiccomponents for supply chain management.Plan-This is the strategic portion of supply chai

21、n management. You need a strategy formanaging all the resources that go toward meeting customer demand for your product orservice. A big piece of planning is developing a set of metrics to monitor the supply chain sothat it is efficient, costs less and delivers high quality and value to customers.So

22、urce-Choose the suppliers that will deliver the goods and services you need to createyour product or service. Develop a set of pricing, delivery and payment processes withwSuppliers and create metrics for monitoring and improving the relationships. And put togetherprocesses for managing the inventor

23、y of goods and services you receive from suppliers,including receiving shipments, verifying them, transferring them to your manufacturingfacilities and authorizing supplier payments.Make-This is the manufacturing step. Schedule the activities necessary for production,testing, packaging and preparati

24、on for delivery. As the most metric-intensive portion of thesupply chain, measure quality levels, production output and worker productivity.Deliver-This is the part that many insiders refer to as fflogistics.,f Coordinate the receiptof orders from customers, develop a network of warehouses，pick carr

25、iers to get products tocustomers and wSet up an invoicing system to receive payments.Return-The problem part of the supply chain. Create a network for receiving defectiveand excess products back from customers and supporting customers who have problems withdelivered products.For a more detailed outl

26、ine of these steps, check out the nonprofit Supply- ChainCouncils website at.62.What does supply chain management software do?Supply chain management software is possibly the most fractured group of softwareapplications on the planet. Each of the five major supply chain steps previously outlinedcomp

27、oses dozens of specific tasks, many of which have their own specific software. There aresome large vendors that have attempted to assemble many of these different chunks ofsoftware together under a single roof, but no one has a complete package. Integrating thedifferent software pieces together can

28、be a nightmare. Perhaps the best way to think aboutsupply chain software is to separate it into software that helps you plan the supply chain andsoftware that helps you execute the supply chain steps themselves.Supply chain planning (SCP) software uses fancy math algorithms to help you improvethe fl

29、ow and efficiency of the supply chain and reduce inventory. SCP is entirely dependentupon information for its accuracy. If youre a manufacturer of consumer packaged goods forexample, dont expect your planning applications to be very accurate if you cant feed themaccurate, up-to-date information abou

30、t customer orders from your retail customers, sales datafrom your retailer customers stores, manufacturing capacity and delivery capability. Thereare planning applications available for all five of the major supply chain steps previouslylisted. Arguably the most valuable (and complex and prone to er

31、ror) is demand planning,which determines how much product you will make to satisfy your different customersdemands.Supply chain execution (SCE) software is intended to automate the different steps of thesupply chain. This could be as simple as electronically routing orders from yourmanufacturing pla

32、nts to your suppliers for the stuff you need to make your products.For an expanded overview of this topic, read the Supply Chain Executive Summary.3.Do I need to have ERP software before I install supply chain software?This is a very controversial subject. You may need ERP if you plan to install SCP

33、applications because they are reliant upon the kind of information that is stored in the mostquantity inside ERP software. Theoretically you could assemble the information you need tofeed the SCP applications from legacy systems (for most companies this means Excel7spreadsheets spread out all over t

34、he place), but it can be nightmarish to try to get thatinformation flowing on a fast, reliable basis from all the areas of the company. ERP is thebattering ram that integrates all that information together in a single application, and SCPapplications benefit from having a single major source to go t

35、o for up-to-date information.Most CIOs who have tried to install SCP applications wSay they are glad they did ERP first.They call the ERP projects putting your information house in order.11 Of course, ERP isexpensive and difficult, so you may want to explore ways to feed your SCP applications theinf

36、ormation they need without doing ERP first.SCE applications are less dependent upon gathering information from around thecompany，so they tend to be independent of the ERP decision. But chances are，youll need tohave the SCE applications communicate with ERP in some fashion. Itfs important to payatten

37、tion to SCE softwares ability to integrate with the Internet and with ERP or SCPapplications because the Internet will drive demand for integrated information. For example,if you want to build a private website for communicating with your customers and suppliers,you will want to pull information fro

38、m SCE, SCP and ERP applications together to presentupdated information about orders, payments, manufacturing status and delivery.4.What is the goal of installing supply chain management software?Before the Internet came along, the aspirations of supply chain software devotees werelimited to improvin

39、g their ability to predict demand from customers and make their ownsupply chains run more smoothly. But the cheap, ubiquitous nature of the Internet, along withits simple, universally accepted communication standards have thrown things wide open.Now, theoretically anyway, you can connect your supply

40、 chain with the supply chains of yoursuppliers and customers together in a single vast network that optimizes costs andopportunities for everyone involved. This was the reason for the B2B explosion; the idea thateveryone you do business with could be connected together into one big happy, cooperativ

41、efamily.Of course, the reality behind this vision is that it will take years to come to fruition. Butconsidering that B2B has only been around for a few years, some industries have already8made great progress, most notably consumer-packaged goods (the companies that makeproducts that go to supermark

42、ets and drug stores), high technology and autos.When you ask the people on the front lines in these industries what they hope to gainfrom their supply chain efforts in the near term, they will all respond with a single word:visibility. The supply chain in most industries is like a big card game. The

43、 players dont wantto show their cards because they donft trust anyone else with the information. But if theyshowed their hands they could all benefit. Suppliers wouldnt have to guess how much rawmaterials to order, and manufacturers wouldnt have to order more than they need fromsuppliers to make sur

44、e they have enough on hand if demand for their products unexpectedlygoes up. And retailers would have fewer empty shelves if they wShared the information theyhad about sales of a manufacturers product in all their stores with the manufacturer. TheInternet makes showing your hand to others possible,

45、but centuries of distrust and lack ofcoordination within industries make it difficult.S.What is supply chain collaboration?Lets look at consumer packaged goods as an example of collaboration. If there are twocompanies that have made supply chain a household word, they are Wal-Mart and Procter &Gambl

46、e. Before these two companies started collaborating back in the f80s, retailers sharedvery little information with manufacturers. But then the two giants built a software systemthat hooked P&G up to Wal-Martfs distribution centers. When P&Gfs products run low at thedistribution centers, the system s

47、ends an automatic alert to P&G to ship more products. Insome cases, the system goes all the way to the individual Wal-Mart store. It lets P&G monitorthe shelves through real-time satellite link-ups that send messages to the factory whenever aP&G item swoops past a scanner at the register.With this k

48、ind of minute-to-minute information, P&G knows when to make, ship anddisplay more products at the Wal-Mart stores. No need to keep products piled up inwarehouses awaiting Wal-Mart?s call. Invoicing and payments happen automatically too. Thesystem saves P&G so much in time, reduced inventory and lowe

49、r order-processing costs thatit can afford to give Wal-Mart Mlow, everyday prices1 without putting itself out of business.9Cisco Systems, which makes equipment to hook up to the Internet, is also famous for itssupply chain collaboration. Cisco has a network of component suppliers, distributors andco

50、ntract manufacturers that are linked through Ciscos extranet to form a virtual, just-in-timesupply chain. When a customer orders a typical Cisco product-for example, a router thatdirects Internet traffic over a company network-through Ciscos website, the order triggers aflurry of messages to contrac

51、t manufacturers of printed circuit board assemblies. Distributors,meanwhile, are alerted to supply the generic components of the router, such as a power supply.Ciscos contract manufacturers, some of whom make subassemblies like the router chassis andothers who assemble the finished product, already

52、know whats coming down the order pipebecause theyve logged on to Ciscos extranet and linked in to Ciscos own manufacturingexecution systems.Soon after the contract manufacturers reach into Ciscos extranet, the extranet startspoking around the contractors assembly line to make sure everything is kosh

53、er. Factoryassemblers slap a bar code on the router, scan it and plug in cables that simulate those of atypical corporate network. One of those cables is a fire hose for Ciscos automated testingsoftware. It looks up the bar code, matches it to a customers order and then probes thenascent router to s

54、ee if it has all the ports and memory that the customer wanted. If everythingchecks out-and only then-Ciscos software releases the customer name and shippinginformation so that the subcontractor can get it off the shop floor.And there you have it. No warehouses, no inventory, no paper invoices, just

55、 a very nosysoftware program that monitors Ciscos supply chain automatically, in real-time, everywhere,simultaneously. The chain runs itself until theres a problem, in which case the system alertssome poor human to get off his duff and fix something. Supply chain software junkies callthis management

56、 by exception.” You dorTt need to do anything unless there is somethingwrong.If theres a weakness to these collaborative systems，itfs that they havent been tested intough times-until recently. Ciscos network was designed to handle the companys hugegrowth. Distributed decision making is great if the

57、decisions have mostly to do with making10and selling more things. But Cisco and its network were caught completely off guard by therecent tumble in the economy. It took awhile to turn all the spigots off in its complex networkwhen demand for its products plummeted and Cisco and its supply chain part

58、ners got stuckwith a lot of excess inventory-as did most other big manufacturers in high technology. Ciscowas forced to take a hard look at its supply chain planning capability. SCP software is muchbetter at managing growth than it is at monitoring a decline and correcting it.6.What are the roadbloc

59、ks to installing supply chain software?Gaining trust from your suppliers and partners. Supply chain automation is uniquelydifficult because its complexity extends beyond your companys walls. Your people will needto change the way they work and wS will the people from each supplier that you add to yo

60、urnetwork. Only the largest and most powerful manufacturers can force such radical changesdown suppliers1 throats. Most companies have to sell outsiders on the system. Moreover, yourgoals in installing the system may be threatening to those suppliers, to say the least. Forexample, Wal_Marts collabor