當(dāng)代物流學(xué)第九版第二單元教學(xué)

CHAPTER2TheSupplyChainManagementConcept供應(yīng)鏈管理概念第二章供應(yīng)鏈管理概念CONTENTSOFCHAPTER2Section0ConceptofSCandSCMSection1KeyAttributesofSupplyChainManagementSection2BarrierstoSupplyChainManagementSection3SupplyChainManagementandIntegrationSummaryKeyTermsQuestionsforDiscussionandReview第二章目錄第二章供應(yīng)鏈與供應(yīng)鏈管理的概念第一節(jié)供應(yīng)鏈管理的重要特征第二節(jié)供應(yīng)鏈管理的障礙第三節(jié)供應(yīng)鏈管理和整合本章小結(jié)重要術(shù)語、討論和復(fù)習(xí)題LearningObjectives1.Tolearnaboutsupplychainsandtheirmanagement2.Tounderstanddifferencesbetweentransactionalandrelationalexchanges3.Torealizetheimportanceofleveragingtechnology4.Toappreciatebarrierstosupplychainmanagement本章學(xué)習(xí)目標(biāo)第二章學(xué)習(xí)目標(biāo)1.了解供應(yīng)鏈及其管理2.理解交易型交換和關(guān)系型交換的區(qū)別3.認(rèn)識(shí)杠桿技術(shù)的重要性4.重視供應(yīng)鏈管理的障礙Section0ConceptofSCandSCM1.ConceptofSupplyChain2.ConceptofSupplyChainManagement供應(yīng)鏈和供應(yīng)鏈管理的概念1ConceptofSupplyChainAsupplychain

“encompassesallactivitiesassociatedwiththeflowandtransformationofgoodsfromtherawmaterialstage(extraction),throughtotheenduser,aswellastheassociatedinformationflows.”供應(yīng)鏈包括與產(chǎn)品從原材料階段（提煉）到最終用戶之間的流動(dòng)和轉(zhuǎn)化相關(guān)的所有活動(dòng)以及相關(guān)的信息流動(dòng)。供應(yīng)鏈和供應(yīng)鏈管理的概念2ConceptofSupplyChainManagementSupplyChainManagementencompassestheplanningandmanagementofallactivitiesinvolvedinsourcingandprocurement,conversion,andalllogisticsmanagementactivities.Importantly,italsoincludescoordinationandcollaborationwithchannelpartners,whichcanbesuppliers,intermediaries,third-partyserviceproviders,andcustomers.Inessence,SCMintegratessupplyanddemandmanagementwithinandacrosscompanies.供應(yīng)鏈管理包括涉及供應(yīng)和采購、轉(zhuǎn)化活動(dòng)和所有物流管理活動(dòng)的計(jì)劃和管理。重要的是，它還包括供應(yīng)商、中介、第三方服務(wù)提供商和顧客等渠道伙伴的協(xié)調(diào)和合作。本質(zhì)上，供應(yīng)鏈管理整合了公司內(nèi)和公司間的供需管理。供應(yīng)鏈和供應(yīng)鏈管理的概念Section1KeyAttributesofSupplyChainManagement供應(yīng)鏈管理的重要特征第一節(jié)供應(yīng)鏈管理的重要特征Section1KeyAttributesofSupplyChainManagementWhatattributesdoesSupplyChainManagementhave?

第一節(jié)供應(yīng)鏈管理的重要特征Section1KeyAttributesofSupplyChainManagement第一節(jié)供應(yīng)鏈管理的重要特征KeyAttributesofSCM1.Customerpower2.Long-termorientation3.Leveragingtechnology4.Enhancedcommunicationacrossorganizations5.Ierorganizationalcoordination供應(yīng)鏈管理的重要特征：1.顧客權(quán)力2.長期定位3.杠桿技術(shù)4.跨組織溝通的增強(qiáng)5.庫存控制6.組織間協(xié)作1CustomerpowerInrecentyears,thecustomerhasgainedtremendouspoweroverbuyingdecisions,inlargepartbecauseofgreateraccesstoinformation.第一節(jié)供應(yīng)鏈管理的重要特征顧客獲得了極大的購買決策權(quán)力，大部分原因是有更好的獲取信息的機(jī)會(huì)1CustomerpowercustomersInternetTVRadioproductsorganizationsInformationFastandagilesupplychainPowerbuyingdecisions第一一節(jié)節(jié)供供應(yīng)應(yīng)鏈鏈管管理理的的重重要要特特征征1CustomerpowerIncreasedpowerofcustomershasimportantimplicationsfor:Thedesignandmanagementofsupplychain.Customer-centric,pull-orientedsupplychainsshouldreplacefactory-driven,pushones.第一節(jié)供供應(yīng)鏈鏈管理的的重要特特征不斷增加加的顧客客權(quán)力對(duì)對(duì)供應(yīng)鏈鏈的設(shè)計(jì)計(jì)和管理理有重要要的影響響，還促促使以顧顧客為中中心的拉拉動(dòng)式供供應(yīng)鏈取取代傳統(tǒng)統(tǒng)工廠驅(qū)驅(qū)動(dòng)的推推動(dòng)式供供應(yīng)鏈。。1CustomerpowerIncreasedpowerofcustomersthedesignandmanagementofsupplychainCustomer-centric,pull-orientedsupplychainsFastsupplychainPerfectordersAgilesupplychain第一節(jié)供供應(yīng)鏈鏈管理的的重要特特征2Long-termorientation第一節(jié)供供應(yīng)鏈鏈管理的的重要特特征Whycompaniestendtoemphasisonlong-termperformance?2Long-termorientation第一節(jié)供供應(yīng)鏈鏈管理的的重要特特征Short-termorientationTransactionalexchangesLong-termorientationRelationalexchangesFocusonFocuson長期定位關(guān)注注關(guān)系型交換換，需要參與與成員之間信信息共享，短短期定位關(guān)注注交易型交換換，獲取短期期收益。Short-termbargainsInformationsharingtakeneedRelationalexchanges,transactionalexchangesDifferencesbetweenrelationalexchangesandtransactionalexchanges:DifferencestrustcommitmentdependenceinvestmentSharedbenefits第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征不同之處：信信任、承諾、、依賴、投資資和利益共享享2Long-termorientationPartnerships:long-termrelationshipsbetweensupplychainparticipants.第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征PartnershipcharacteristicsHighInter-dependenceSharedinformationCompatiblegoalsMutualtrustSharedbenefitsBuyingdecisionsbasedonvalue高度依賴共享信息一致的目標(biāo)共同信任共享利益基于價(jià)值的購購買決策3LeveragingtechnologyTechnologyhasbeenatthecenterofchangestakingplacethateffectthesupplychain.Twokeyfactorsofthischange:(1)Computingpower(2)Theinternet第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征技術(shù)是對(duì)供應(yīng)應(yīng)鏈產(chǎn)生影響響的變化的中中心，這其中中兩個(gè)最關(guān)鍵鍵的因素是計(jì)計(jì)算能力和互互聯(lián)網(wǎng)。第一一節(jié)節(jié)供供應(yīng)應(yīng)鏈鏈管管理理的的重重要要特特征征3LeveragingtechnologyTheinternethasimportantimplicationsforbothbusiness-to-consumerlinksandbusiness-to-businesslinkswithinsupplychains,suchasinstantaneousvisibilitymakessupplychainbecomemoreproactiveandlessreactive,lowerinventoriesandimprovedprofitability.(2)Theinternet:Theintroductionandcontinueddevelopmentofthecomputerchipnowallowsforfast,low-costmathematicalsolutionstocomplexsupplychainissues.(1)Computingpower:instantaneousvisibility即即時(shí)時(shí)可見見性proactive事事前控控制profitability盈盈利利能力力Now,canyouunderstandthesesentences?4EnhancedcommunicationacrossorganizationsItisessentialthathugequantitiesofreal-timeinformationcanbeseamlesslytransmittedacrosssupplychainpartners.Forexample:(1)retailpoint-of-saleinformation(2)real-timeinventoryinformation第一節(jié)節(jié)供供應(yīng)鏈鏈管理理的重重要特特征巨量的的實(shí)時(shí)時(shí)數(shù)據(jù)據(jù)能在在供應(yīng)應(yīng)鏈成成員之之間無無縫傳傳遞是是至關(guān)關(guān)重要要的，，例如如銷售售時(shí)點(diǎn)點(diǎn)數(shù)據(jù)據(jù)、實(shí)實(shí)時(shí)庫庫存信信息5InventorycontrolAspectsofinventorycontrolinSCM:(1)istomovefromapatternofstopsandstartstoacontinuousflow(2)involvesareductionintheamountofinventoryinthesupplychain第一節(jié)節(jié)供供應(yīng)鏈鏈管理理的重重要特特征JAZ(justaboutzero)approachReducingthebullwhipeffect供應(yīng)鏈管理理中的庫存存控制一方方面是從間間斷模式轉(zhuǎn)轉(zhuǎn)變成連續(xù)續(xù)流，減少少牛鞭效應(yīng)應(yīng)；另一方方面是供應(yīng)應(yīng)鏈中庫存存數(shù)量的減減少，即零零庫存方法法。bullwhipeffectJAZ(justaboutzero)approachbullwhipeffect牛牛鞭效應(yīng)characterizedbyvariabilityindemandordersamongsupplychainparticipant––theendresultofwhichisinventorylumps.JAZ(justaboutzero)approach零零庫存方方法Inventorycanbereducedinanumberofways,suchassmaller,morefrequentorders;theuseofpremiumtransportation;demand-pull;andtheeliminationorconsolidationofslower-movingproduct.第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征6interorganizationalcoordinationBecauseaprimaryobjectiveofSCMistooptimizetheperformanceofthesupplychainasawhole,collaborationamongsupplychainparticipantsisessential.TherearemyriaddefinitionsofSupplychaincollaboration.第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征OnedefinitionofSupplychaincollaborationCooperative,supplychainrelationships––formalorinformal––betweenmanufacturingcompaniesandtheirsuppliers,businesspartnersorcustomers,developedtoenhancetheoverallbusinessperformanceofbothsides.第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征供應(yīng)鏈協(xié)作是是制造公司和和它的供應(yīng)商商、商業(yè)伙伴伴或顧客之間間建立的正式式或非正式合合作的供應(yīng)鏈鏈關(guān)系以提高高雙方的整體體商業(yè)績效。。Figure:LevelsofSupplychaincollaborationRelationshipTypeDefinitionExamplesofDataExchangedTransactionalIntegrateandautomatetheflowofinformationtoalignwithproductflowpurchaseorders;invoicesTacticalinformationsharingShareinformationbeforeorafterapurchaseismadeorderstatus;productpricesStrategicJointbuyer/sellerprocesses,decision-makingandmeasurementforecasts;fulfillmentprocesses第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征供應(yīng)鏈協(xié)作關(guān)關(guān)系類型可以以是交易的、、戰(zhàn)術(shù)信息共共享的或戰(zhàn)略略的。SummaryofSection1Now,haveyouunderstandthekeyattributesofSupplyChainManagement?Discussyouropinionswithyourclassmates.第一節(jié)供應(yīng)應(yīng)鏈管理的重重要特征Section2BarrierstoSupplyChainManagement供應(yīng)鏈管理的的障礙第二節(jié)供應(yīng)應(yīng)鏈管理的障障礙Section2BarrierstoSupplyChainManagementBarrierstoSCM1Regulatoryandpoliticalconsiderations2Lackoftopmanagementcommitment3Reluctancetoshare,oruse,relevantdata4Incompatibleinformationsystems5Incompatiblecorporatecultures6Globalization第二節(jié)供應(yīng)應(yīng)鏈管理的障障礙供應(yīng)鏈管理的的障礙：1.管制和政政治因素2.缺乏管理理高層的承諾諾3.不愿分享享或使用相關(guān)關(guān)信息4.不兼容的的信息系統(tǒng)5.不相容的的公司文化6.全球化1Regulatoryandpoliticalconsiderations(1)supplychainarrangements,manyoftheminusetodaywouldhavebeenconsideredillegalseveraldecadesago.(2)Politicalconsiderations,suchaswarandgovernmentalstability.第二節(jié)供應(yīng)應(yīng)鏈管理的障障礙管制和政治因因素障礙：（1）供應(yīng)鏈約定。。比如今天應(yīng)應(yīng)用的許多供供應(yīng)鏈約定在在幾十年前的的某些管制中中是違法的。。（2）政治治考慮。戰(zhàn)爭爭和政府穩(wěn)定定性等也是供供應(yīng)鏈管理的的障礙。2LackoftopmanagementcommitmentTopmanagementcommitmentisabsolutelyessentialifsupplychaineffortsaretohaveanychanceofsuccess.第二節(jié)供應(yīng)應(yīng)鏈管理的障障礙Doyouagreewiththisperspective?Why?Orwhynot?供應(yīng)鏈活動(dòng)想想要成功，高層管理的承承諾是絕對(duì)必必要的。2LackoftopmanagementcommitmentSeniormanagementcommitmenttoSCMoccursinonlyoneofeverythreeorganizations.第二二節(jié)節(jié)供供應(yīng)應(yīng)鏈鏈管管理理的的障障礙礙Doyouknowthereasons?實(shí)際上只只有1/3企業(yè)業(yè)的管理理高層會(huì)會(huì)對(duì)SCM作出出承諾。3Reluctancetoshare,oruse,relevantdataSomeorganizationsarereluctanttoshareinformation,particularlyinformationthatmightbeconsideredproprietaryinnature.Thisreluctantcancontributetosupplychainproblems,likebullwhipeffect.Advancesincomputernowpermitcopiousamountsofinformationtobeprocessedandanalyzedrelativelyquickly,likedataminingtechnology.第二節(jié)供供應(yīng)鏈管理理的障礙dataminingtechnology.Atechniquethatlooksforpatternsandrelationshipsinrelevantdata,allowscompaniestolendorderandmeaningtotheirdata.數(shù)據(jù)挖掘技技術(shù)是一種種在相關(guān)數(shù)數(shù)據(jù)中尋找找模式和關(guān)關(guān)系的技術(shù)術(shù)，它使公公司可以從從相關(guān)數(shù)據(jù)據(jù)中發(fā)現(xiàn)訂訂單信息及及隱含的信信息。第二節(jié)供供應(yīng)鏈管理理的障礙4IncompatibleinformationsystemsToday,amajorbarriertointerorganizationalcollaborationisincompatiblecomputersoftware.Akeyquestionisto:chooseasingleintegratorapproachorchooseabest-of-breedapproach第二節(jié)供供應(yīng)鏈管理理的障礙當(dāng)前跨組織織協(xié)作的主主要障礙時(shí)時(shí)不兼容的的計(jì)算機(jī)軟軟件。一個(gè)個(gè)主要的問問題是選擇擇單一集成者者方法還是單項(xiàng)優(yōu)勢方方法。4IncompatibleinformationsystemsInasingleintegratorapproach,allrelevantsoftwareapplicationsareprovidedbyasinglevendor.Inabest-of-breedapproach,organizationchoosethebestapplicationforaparticularfunction.在單一集集成者者方法法中，所所有相相關(guān)軟軟件應(yīng)應(yīng)用由由單一一供應(yīng)應(yīng)商提提供。。而在在單項(xiàng)優(yōu)優(yōu)勢方方法中，組組織選選擇某某一個(gè)個(gè)功能能的最最佳軟軟件應(yīng)應(yīng)用第二節(jié)節(jié)供供應(yīng)鏈鏈管理理的障障礙5IncompatiblecorporateculturesBecauseoflong-termorientationandpartnerships,itisimportantthatthesupplychainparticipantsbecomfortablewiththecompaniestheywillbeworkingwith.第二節(jié)節(jié)供供應(yīng)鏈鏈管理理的障障礙Doyouknowwhatiscorporateculture?WhataboutthecorporatecultureofHaier?5Incompatiblecorporateculturescorporateculture:refersto““howwedothingsaroundhere”,andreflectsanorganization’’svision,values,andstrategicplans.Potentialdifferencesofcorporateculturemaynegativelyaffectsupplychaineffectivenessandefficiency.第二節(jié)節(jié)供供應(yīng)鏈鏈管理理的障障礙企業(yè)文文化指“我我們?cè)谠谶@里里如何何做事事，反反映了了一個(gè)個(gè)組織織的愿愿景、、價(jià)值值和戰(zhàn)戰(zhàn)略規(guī)規(guī)劃。。企業(yè)文文化的的潛在在差異異可能能會(huì)負(fù)負(fù)面影影響供供應(yīng)鏈鏈效率率和有有效性性。5IncompatiblecorporateculturesForexample:participativemanagementstylemightnotmeshverywellwithautocraticmanagementstyle.第二節(jié)節(jié)供供應(yīng)鏈鏈管理理的障障礙participativemanagementstyle參參與式式管理理風(fēng)格格autocraticmanagementstyle獨(dú)獨(dú)裁裁式管管理風(fēng)風(fēng)格6Globalization(1)Challengesareevengreateringlobalsupplychainsduetocultural,economic,technological,political,spatialandlogisticaldifferences.第二節(jié)節(jié)供供應(yīng)鏈鏈管理理的障障礙由于文文化、、經(jīng)濟(jì)濟(jì)、技技術(shù)、、政治治、地地理和和物流流差異異，全全球供供應(yīng)鏈鏈的挑挑戰(zhàn)性性更大大。6Globalization(2)Longerandmoreunpredictableleadtimesincreasethechancethatcustomerdemandmightnotbefulfilled.(3)globalsupplychainglitchesdriveupsupplychaincostsandpotentiallyjeopardizecustomersatisfaction.第二節(jié)節(jié)供供應(yīng)鏈鏈管理理的障障礙更長的的和更更不可可預(yù)計(jì)計(jì)的交交貨提提前期期增加加了顧顧客需需求不不能滿滿足的的幾率率。全球供供應(yīng)鏈鏈的失失誤增增加了了供應(yīng)應(yīng)鏈的的成本本并有有可能能損害害顧客客滿意意度。。SummaryofSection2Now,canyoutellmethebarrierstoSupplyChainManagement?Writedownyouranswerandexplain.第二節(jié)節(jié)供供應(yīng)鏈鏈管理理的障障礙Section3SupplyChainManagementandIntegration供應(yīng)鏈鏈管理理與整整合第三節(jié)節(jié)供供應(yīng)鏈鏈管理理與整整合Section3SupplyChainManagementandIntegrationSupplychainsareintegratedbyhavingvariouspartiesenterintoandcarryoutlong-termmutuallybeneficialagreements.第三節(jié)節(jié)供供應(yīng)鏈鏈管理理與整整合Section3SupplyChainManagementandIntegration第三節(jié)節(jié)供供應(yīng)鏈鏈管理理與整整合Long-termmutuallybeneficialagreementspartnershipsStrategicalliancesThird-partyarrangementsContractlogistics長期互互惠協(xié)協(xié)議包包括：：伙伴關(guān)關(guān)系戰(zhàn)略聯(lián)聯(lián)盟第三方方協(xié)定定合同物物流Section3SupplyChainManagementandIntegrationOrganizationscanpursuethreeprimarymethodswhenattemptingtointegratetheirsupplychains.(1)verticalintegration(2)formalcontracts(3)informalagreements第三三節(jié)節(jié)供供應(yīng)應(yīng)鏈鏈管管理理與與整整合合組織織企企圖圖整整合合它它們們的的供供應(yīng)應(yīng)鏈鏈時(shí)時(shí)，，可可以以使使用用三三種種主主要要方方法法：：（1））垂垂直直整整合合（2））正正式式合合同同（3））非非正正式式合合同同Section3SupplyChainManagementandIntegration(1)verticalintegrationOneorganizationownsmultipleparticipantsinthesupplychain.Forexample:somelinesofpaintandautomotivetires.第三節(jié)供應(yīng)應(yīng)鏈管理與整整合供應(yīng)鏈整合的的第一種方法法是垂直整合合，是一個(gè)組組織擁有供應(yīng)應(yīng)鏈中的多個(gè)個(gè)參與者。最最常見的例子子是一些油漆漆和汽車輪胎胎業(yè)，Section3SupplyChainManagementandIntegration(2)formalcontractsUseformalcontractsamongvariousparticipants.Oneofthemorepopularusesofcontractsisfranchising第三節(jié)供應(yīng)應(yīng)鏈管理與整整合供應(yīng)鏈整合的的第二種方法法是在不同參參加者之間使使用正式合同同。較流行的的合同之一是是特許經(jīng)營。。Section3SupplyChainManagementandIntegration(3)informalagreementsinformalagreementsamongthevariousorganizationstopursuecommongoalsandobjectives,withcontrolbeingexertedbythelargestorganizationinthesupplychain.第三節(jié)供應(yīng)應(yīng)鏈管理與整整合供應(yīng)鏈整合的的第三種方法法是在不同組組織間建立非非正式合同以以追求共同的的目的和目標(biāo)標(biāo)，其控制由由供應(yīng)鏈中最最大的組織來來執(zhí)行。SummaryofSection3Reviewwhatwelearnedinthissectionanddiscuss.第三節(jié)供應(yīng)應(yīng)鏈管理與整整合Summaryofchapter21.ConceptofsupplychainandSCM2.KeyattributesofSCM,suchascustomerpower,along-termorientation,andleveragingtechnology3.VariousbarrierstoSCM,suchaslackoftopmanagementcommitment.4.IntegrationinSCM本章小結(jié)KeyTermsAgilesupplychain敏捷捷供應(yīng)鏈Bullwhipeffect牛牛鞭效應(yīng)Carrierselectionpolicy承承運(yùn)運(yùn)人選選擇策策略Channelpartners渠渠道道伙伴伴Contractlogistics合合同同物流流Customerrelationshipmanagement顧顧客客關(guān)系系管理理Customerservicemanagement顧顧客服服務(wù)管管理重要術(shù)術(shù)語KeyTermsDemandmanagement需需求管管理Datamining數(shù)數(shù)據(jù)挖挖掘Fastsupplychain快快速速供應(yīng)應(yīng)鏈Fourth-partylogistics(leadlogisticsprovider)第第四四方物物流（（領(lǐng)先先物流流提供供商））GSCF全全球供供應(yīng)鏈鏈論壇壇Informationflow信信息息流Manufacturingflowmanagement制制造流流程管管理重要術(shù)術(shù)語KeyTermsMarketshare市市場場份額額,市市場場占有有率Multinationalcompany跨跨國公公司Orderfulfillment訂訂單履履行Partnerships合合作作伙伴伴Perfectorder完完美訂訂單Productdevelopmentandcommercialization產(chǎn)產(chǎn)品開開發(fā)和和商品品化Rawmaterialstage原原材材料料階階段段Returnsmanagement退退貨貨管管理理重要要術(shù)術(shù)語語KeyTermsSCOR供供應(yīng)應(yīng)鏈鏈運(yùn)運(yùn)作作參參考考Slowmovingitems滯滯銷銷品品Supplierrelationshipmanagement供供應(yīng)應(yīng)商商關(guān)關(guān)系系管管理理Supplychain供供應(yīng)應(yīng)鏈Supplychaincollaboration供供應(yīng)鏈鏈協(xié)作作Supplychainmanagement(SCM)供供應(yīng)鏈鏈管理理Supplychainperformance供供應(yīng)應(yīng)鏈績績效重要術(shù)術(shù)語KeyTermsThird-partylogistics第第三方方物流流Thirdpartyserviceprovider第第三三方服服務(wù)提提供商商Transportationroutingdecision運(yùn)運(yùn)輸路路線決決策Value-added增增值重要術(shù)語語QuestionsforDiscussionandReview1.Whatarefourkeyattributesofsupplychainmanagement?2.Whydocontemporarysupplychainsneedtobefastandagile?3.Whatisthedifferencebetweenrelationalandtransactionalexchanges?Whichismorerelevantforsupplychainmanagement?Why?4.Thischaptersuggeststhattechnologyhasbeenatthecenterofchangestakingplacethataffectthesupplychain.Doyouagreeordisagree?Why?5.DiscusstheimpactoftheInternetonsupplychainmanagement.第二章討討論和和復(fù)習(xí)題題QuestionsforDiscussionandReview6.Howmightregulatoryandpoliticalconditionsactasbarrierstosupplychainmanagement?7.Whyistopmanagementcommitmentnecessaryforsuccessfulsupplychainmanagement?8.Discussthebestofbreedandsingleintegratorapproaches.9.Doyouthinkcorporateculturesarerelevantforsupplychainmanagement?Whyorwhynot?10.Discussthethreeprimarymethodsthatorganizationscanusetointegratetheirsupplychains.第二章討討論和和復(fù)習(xí)題題THEENDOFCHAPTER2ThanksforYourCooperation9、靜夜四無鄰鄰，荒居舊業(yè)業(yè)貧。。12月-2212月-22Thursday,December8,202210、雨中黃葉樹樹，燈下白頭頭人。。15:10:5915:10:5915:1012/8/20223:10:59PM11、以我獨(dú)沈沈久，愧君君相見頻。。。12月-2215:11:0015:11Dec-2208-Dec-2212、故人江海海別，幾度度隔山川。。。15:11:0015:11:0015:11Thursday,December8,202213、乍見翻疑夢夢，相悲各問問年。。12月-2212月-2215:11:0015:11:00December8,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國見青青山。。08十二月月20223:11:00下午15:11:0012月-2215、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。。十二二月月223:11下下午午12月月-2215:11December8,202216、行行動(dòng)動(dòng)出出成成果果，，工工作作出出財(cái)財(cái)富富。。。。2022/12/815:11:0015:11:0