物流专业英语.ppt

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1、物流专业英语重庆大学出版社Unit Three Supply Chain Management3.1The Study of Supply Chain ManagementVarious researchers discover that many of the exiting empirical studies focus on individual aspects of the SCM only rather than provide a total framework for SCM strategy crafting.In a case study of a supply chain

2、for TOKAI-RIK,A company which is a foreign company,this dissertation aims at shifting the study of SCM strategy beyond its individual-aspect-focus towards a total-picture framework.The study examines all the important determinant elements on a SCM strategy.These elements involve competitive environm

3、ent,the business process,the culture ability,leadership style and the technology infrastructure.To create and implement a SCM strategy successfully,there should be a strategic alignment among all the above elements.The conclusions on the current diagnosis can be drawn as the follows.(1)The supply ch

4、ain design should be in aligned with the buying behaviors and needs of the customer.The company needs to both guarantee the elaborateness and agility in its supply chain,as well as strengthen the collaboration with its supply chain partners.(2)The diagnosis on the current status indicates that there

5、 is a strong misalignment in the culture ability,leadership style,business process and the technology infrastructure in comparison to the selected supply chain,which results in poor effectiveness(low customer satisfaction and slow marker response).The efficiency of the supply chain is affected inher

6、ently.Based on the diagnosis,the following recommendations are made:(1)Define a supply chain vision based on good awareness of competitive situation and core competence of the company;(2)Optimize business process to increase the agility of the supply chain;(3)Reshape the culture from“hierarchical”to

7、“group”and change the leadership style from“traditionalist”to“coach”.(4)Strengthen IOR management and build supply chain partnerships(5)Enable the technology infrastructure by introducing appropriated plug-in sets to the exiting ERP systems and EDI through Internet.(6)Continuously review and improve

8、 the SCM strategy and its implementation.Notes:Various researchers discover that many of the exiting empirical studies focus on individual aspects of the SCM only rather than provide a total framework for SCM strategy crafting.本句中empirical studies的意思是理论研究，focus on关注，individual aspects单个，个别方面，rather

9、than而不是，total framework整体框架，strategy crafting战略架构。This dissertation aims at shifting the study of SCM strategy beyond its individual-aspect-focus towards a total-picture framework.这篇论文的目标是将从供应链管理的本质特征转聚于整体的框架研究。These elements involve competitive environment,the business process,the culture ability,l

10、eadership style and the technology infrastructure.这些因素包括竞争性环境、业务流程、企业文化、领导风格和技术系统。The supply chain design should be in aligned with the buying behaviors and needs of the customer.供应链的设计应该是以顾客的需求和购买行为为起点The diagnosis on the current status indicates that there is a strong misalignment in the culture a

11、bility,leadership style,business process and the technology infrastructure in comparison to the selected supply chain目前状况的调查分析表明在选择的供应链运营中企业文化、领导风格、业务流程、技术系统之间有许多相互阻碍3.2The Case Study of Supply Chain-Cash Is King(1)There are all kinds of ways to measure the performance of a supply chain,but only one

12、 really gets to the heart of the matter.And thats cash.Lexmark International,Inc.has embraced that philosophy in a big way.The$5bn maker of laser and inkjet printers chose cash-to-cash cycle time as one of its primary metrics,when it launched a sweeping program to boost customer service,reduce inven

13、tories and drive supply-chain efficiency.To calculate the actual amount,add inventory days of supply and days sales outstanding,and then subtract days payable outstanding.By reducing cycle time,a company firms up its balance sheet,improves cash flow and cuts working capital requirements.It went publ

14、ic in 1995 and has since carved out a substantial market share in printers both for business and retail consumers.Supply chain analytics have a way of turning into abstruse mathematical formulas and numbing statistics.But nothing is simpler than the cash-to-cash measurement.Together,the three compon

15、ents that make up the cash cycleinventory,receivables and payablescan present an accurate picture of supply chain performance.In 2001,around the time of its 10th birthday as a stand-alone company,Lexmark set out to correct some of these flaws.Its strategy would focus on three key elements:customers,

16、cash and total supply chain costs.In the“deep-dive”phase of its initial assessment,Lexmarks purchasing organization scrutinized payables,finance looked at receivables,and existing information about inventories was added to the mix.The benchmarking effort was undertaken with the help of Miami,Fla.-ba

17、sed Adjoined Consulting Inc.,a specialist in inventory management.The effort was collaborative from the start.All Lexmark divisions and locations around the world were included.Getting everyone on board was a time-consuming process,Covington acknowledges,“but you save time in the execution portion.”

18、Lexmarks suppliers,including contract manufacturers and logistics service providers,were also brought into the program at an early stage.Under the direction of Covington,who has responsibility for all supply chain operations,Lexmark moved ahead on multiple fronts.New-product introduction was a prior

19、ity.Lexmark was determined to ease the transition of data between phases of new-product development.In companies with strict corporate“silos,”that can be tough to achieve.Regular“milestone”meetings,held before the ordering of components with long lead times,helped to synchronize the transition from

20、outgoing to incoming products.Under Covingtons direction,supply chain management became intimately involved in new-product introduction.Again,corporate silos can frustrate such efforts.So the supply chain,engineering,quality assurance and manufacturing departments of Lexmark came up with a common Pr

21、oduct Quality Process(PQP).Further collaboration takes place at the stage just prior to sale.All parts of the supply chain are involved in the design of product that can be customized to meet the needs of individual regions or customers.For example,Lexmark came up with a packaging design that allows

22、 the distribution center to reprogram a printers memory without removing the machine from its box.The company also cut down on the size and number of unique parts required for each configuration.Customization is great for the end user,but it creates numerous headaches throughout the supply chain.Fac

23、tories can only turn out so much product of a given configuration,making for short product lifecycles that are difficult to manage.Producers face the dual risk of investing in too much capacity or suffering lost sales due to inadequate supply.One solution is to make a machine that isnt as unique as

24、it appears.Lexmark is able to offer multiple models with a common printer engine.A handful of additional components can turn a regular printer into a premium model with a host of features,including LCD screen and network portal.By altering the way in which product moves to market,Lexmark realized fu

25、rther efficiencies in the cash-to-cash cycle.The idea was to minimize physical“touch points”in the supply chain,while reducing the amount of inventory in storage.Direct shipment,an idea that has been growing in popularity among many manufacturers,was one answer.Product postponement and direct shipme

26、nt can be viewed as contradictory strategies.Where,after all,will a printer be configured for customers if it doesnt stop at a Lexmark facility?But Covington says the dual approach presents no conflict.Direct shipment is used for basic printers with relatively low price points and destined for retai

27、l shelves.There,she says,keeping down costs is paramount.And demand for retail models is fairly predictable.Notes:The$5bn maker of laser and inkjet printers chose cash-to-cash cycle time as one of its primary metrics,when it launched a sweeping program to boost customer service,reduce inventories an

28、d drive supply-chain efficiency.当这个拥有50亿美元资产的激光和喷墨打印机制造商启动一项全面的计划来改善顾客服务、降低库存和提升供应链效率时，它就把现金周期模型作为其最主要的业绩衡量方式之一。这里when引导状语从句，英语中状语要放在句子的后面，翻译成汉语时，要根据汉语的习惯将状语先翻译在句子的前面。动词不定时引导三个动宾短语作宾语program的补语。2.To calculate the actual amount,add inventory days of supply and days sales outstanding,and then subtract

29、 days payable outstanding.要计算实际的数量，就可以把存货供应天数和应收账款天数相加，再减去应付帐款天数。该句中To calculate the actual amount是状语，add inventory days of supply and days sales outstanding和subtract days payable outstanding是并列关系，是句子的主干，都省略了主语。3.3The Case Study of Supply Chain-Cash Is King(2)1.Two supply chains High-end printers,lo

30、aded with extra features,are better candidates for postponement.In such cases,“you want to be able to customize at the last minute with applications for specific industries,”Covington says.In fact,Lexmark supports two distinct supply chains,one a “no-touch”operation for ink jet printers sold in reta

31、il stores,the other a conduit for laser and multi-function machines that can cost up to$5,000 a piece,and are purchased by resellers or distributors.The streamlining of Lexmarks supply chain has also led to channel consolidation.Every business that doesnt demand cash up front struggles with slow-pay

32、ing customers.So a look at Lexmarks accounts receivable was inevitable.Again,centralization of processes was the result.Lexmark embraced a single worldwide credit policy.It covers which customers will be extended credit,how much credit will be permitted without executive review,and the criteria for

33、credit suspension.On paper,Lexmark has long followed the practice of prompt invoicing.The team even visited customers who had reported high levels of inaccurate invoices.In response,Lexmark stepped up the number of quality audits for outbound shipments.In the end,Lexmark revamped and shortened its e

34、ntire internal claims process.At the same time,the company shifted the focus of receivables management from past due to pre-collection,to ensure that customers were adhering to their contracted payment terms.“What Lexmark owes is just as important as what others owe it.Here,the company took an oppos

35、ite approach.The payment-term extension wasnt simply dictated to suppliers,”says Covington.“For one thing,it was more easily implemented with new suppliers,who didnt have a history with the company.”Lexmark was successful in implementing the new policy with suppliers new and old.The program has led

36、to a 51 percent improvement in average payment terms,it says.The company also made greater use of supplier-managed inventory(SMI).Also known as vendor-managed inventory,SMI puts more responsibility on the shoulders of the supplier,who holds title to product or parts until the last possible moment.2.

37、The inventory trend Like consumer goods producers,Lexmark would like to see inventories go in just one direction:down.Since 2001,it has reduced inventory levels by 32 percent.To make that happen,the company launched several initiatives.They included a better planning process,greater visibility of in

38、ventory throughout the supply chain,SMI programs and direct shipment to customers.On the planning side,the company shifted from a monthly to weekly process.The move has allowed it to react more quickly to changing consumer demand.“Were looking at our touch points,the number of distribution centers,o

39、ur infrastructure and how we can simplify and reduce cycle time,”Adjoined Consulting helped Lexmark to devise a strategy for better inventory management.The method of determining precise inventory levels is far from perfect.Lexmark looks at the history of all product segments in order to predict sal

40、es for new and existing items.One of Lexmarks major customers is Clearwater,Fla.-based Tech Data Corp.,a large distributor to retailers and online consumers.“Tech Data participated in Lexmarks direct ship program,buying from the manufacturer overseas and shipping to its own logistics centers in full

41、 container loads,”says Brooke Powers,vice president of supply chain management and purchasing.One consideration is product value.Other suppliers of Tech Data are now embracing a similar strategy of direct shipment for certain items.For Lexmark,the final piece of the puzzle is a renewed focus on the

42、customer.Previously,the company had lacked a consistent view of its customer base across all departments.The results have been dramatic,and company-wide.In just four years,Lexmark has seen a 45 percent decline in cash-to-cash days,a 300 percent increase in cash flow from operations,and a 32 percent

43、reduction in days of inventory.But Lexmark isnt satisfied yet.It continues to experience intense pricing pressure from competitors,especially for its lucrative ink cartridges.According to Covington,theres more work to be done on customer service through multiple sales channels.And the supply chain c

44、an be made even more efficient.She says the company is on track to achieve another 15 percent reduction in its cash-to-cash cycle this year.Notes:High-end printers,loaded with extra features,are better candidates for postponement.In such cases,“you want to be able to customize at the last minute wit

45、h applications for specific industries,”高端打印机拥有特别的功能，最好延迟交付，因为针对这些特别的行业，该类产品应该具有最新的功能。The other a conduit for laser and multi-function machines that can cost up to$5,000 a piece,and are purchased by resellers or distributors.中间商和批发商购买的激光机和多功能机一台高达5000美圆。Every business that doesnt demand cash up fron

46、t struggles with slow-paying customers.每笔业务都不必与付款迟缓的客户纠缠。4Lexmark embraced a single worldwide credit policy.It covers which customers will be extended credit,how much credit will be permitted without executive review,and the criteria for credit suspension.Lexmark包括了全球的贷款政策。它包括了什么样的顾客能持久贷款，多少的贷款可不经行政

47、检查，以及中止信贷的标准。Lexmark stepped up the number of quality audits for outbound shipments.Lexmark逐步增加对外运货物的质量审计。6.Lexmark revamped and shortened its entire internal claims process.Lexmark修正并缩短了整个内部收款过程。7.What Lexmark owes is just as important as what others owe it.Lexmark欠别人的和别人欠我们的同等重要。8.On the planning

48、side,the company shifted from a monthly to weekly process.The move has allowed it to react more quickly to changing consumer demand.在计划这部分，公司从月计划转变为周计划。这个变化让它能对变化的顾客需求迅速做出反应。9.Were looking at our touch points,the number of distribution centers,our infrastructure and how we can simplify and reduce cy

49、cle time我们正在寻找触点、配送中心数量、我们的基础设施以及简化和减少周期时间的方法。10.For Lexmark,the final piece of the puzzle is a renewed focus on the customer.对于Lexmark来说就是重新关注顾客。11.theres more work to be done on customer service through multiple sales channels.通过多种销售渠道提升客服水平。3.4Dell Computers:Using the Supply Chain to Compete(1)In

50、ventory managementDell remained focused on the end user,thus avoiding the double risk created by the changing and economics of the industry.Firstly,around 80 per cent of the costs of manufacturing a PC are component costs,and component costs have been falling since the industrys early years,particul