本科毕业论文（设计）
外文翻译
原文：
Multi-echelon inventory management in supply chains Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory, these firms must use multi-echelon inventory management interactively, while reducing operating costs and improving customer service.
Supply chain management (SCM) is an integrative approach for planning and control of materials and information flows with suppliers and customers, as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power .SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and distributed at right quantities, to the right locations and at the right time, in order to minimize system-wide costs while satisfying service-level requirements .So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participants.
Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore, inventory management policies prove critical in determining the profit of such firms. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective.
Inventories exist throughout the SC in various forms for various reasons. The
lack of a coordinated inventory management throughout the SC often causes the bullwhip effect, namely an amplification of demand variability moving towards the upstream stages. This causes excessive inventory investments, lost revenues, misguided capacity plans, ineffective transportation, missed production schedules,
and poor customer service.
Many scholars have studied these problems, as well as emphasized the need of integration among SC stages, to make the chain effectively and efficiently satisfy customer requests (e.g. reference). Beside the integration issue, uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply (e.g. lead times) and demand, information delays associated with the manufacturing and distribution processes characterize SCs.
Inventory management in multi-echelon SCs is an important issue, because there
are many elements that have to coordinate with each other. They must also arrange
their inventories to coordinate. There are many factors that complicate successful inventory management, e.g. uncertain demands, lead times, production times, product prices, costs, etc., especially the uncertainty in demand and lead times where the inventory cannot be managed between echelons optimally.
Most manufacturing enterprises are organized into networks of manufacturing
and distribution sites that procure raw material, process them into finished goods, and distribute the finish goods to customers. The terms ‘multi-echelon’ or ‘multilevel‘production/distribution networks are also synonymous with such networks
(or SC), when an item moves through more than one step before reaching the final customer. Inventories exist throughout the SC in various forms for various reasons. At
any manufacturing point, they may exist as raw materials, work in progress, or finished goods. They exist at the distribution warehouses, and they exist in-transit, or
‘in the pipeline’, on each path linking these facilities.
Manufacturers procure raw material from suppliers and process them into finished goods, sell the finished goods to distributors, and then to retail and/or customers. When an item moves through more than one stage before reaching the
final customer, it forms a ‘multi-echelon’ inventory system. The echelon stock of a stock point equals all stock at this stock point, plus in-transit to or on-hand at any of its downstream stock points, minus the backorders at its downstream stock points.
The analysis of multi-echelon inventory systems that pervades the business world has a long history. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems, many researchers have studied their operating characteristics under a variety of conditions and assumptions. Since the development of the economic order quantity (EOQ) formula by Harris (1913), researchers and practitioners have been actively concerned with the analysis and modeling of inventory systems under different operating parameters and modeling assumptions .Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology. Clark and Scarf were the first to study the two-echelon inventory model. They proved the optimality of a base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and Veinott extended the Clark and Scarf model to include general arbores cent structures. The depot-warehouse problem described above was addressed by Eppen and Schrage who analyzed a model with a stockless central depot. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms. Owing to the complexity and intractability of the multi-echelon problem Hadley and Whitin recommend the adoption of single-location, single-echelon models for the inventory systems.
Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stock outs at the retailers are completely backlogged. Also, Sherbrooke constructed the METRIC (multi-echelon technique for coverable item control) model, which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a bud get constraint. This model
is the first multi-echelon inventory model for managing the inventory of service parts. Thereafter, a large set of models which generally seek to identify optimal lot sizes and safety stocks in a multi-echelon framework, were produced by many researchers. In addition to analytical models, simulation models have also been developed to capture the complex interaction of the multi-echelon inventory problems.
So far literature has devoted major attention to the forecasting of lumpy demand, and to the development of stock policies for multi-echelon SCs Inventory control policy for multi-echelon system with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized planning, available in periodic review policies, can be obtained in continuous review policies, by defining the reorder levels of different stages, in terms of echelon stock rather than installation stock.
Rau et al. , Diks and de Kok , Dong and Lee ,Mitra and Chatterjee , Hariga , Chen ,Axsater and Zhang , Nozick and Turnquist ,and So and Zheng use a mathematic modeling technique in their studies to manage multi-echelon inventory in SCs. Diks and de Kok’s study considers a divergent multi-echelon inventory system, such as a distribution system or a production system, and assumes that the order arrives after a fixed lead time. Hariga, presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series. Chen, Axsater and Zhang, and Nozick and Turnquist consider a two-stage inventory system in their papers. Axsater and Zhang and Nozickand Turnquist assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee examine De Bodt and Graves’ model (1985), which they developed in their paper’ Continuous-review policies for a multi-echelon inventory problem with stochastic demand’, for fast-moving items from the implementation point of view. The proposed modification of the model can be extended to multi-stage serial and two -echelon assembly systems. In Rau et al.’s model, shortage is not allowed, lead time is assumed to be negligible, and demand rate and production rate is deterministic and constant. So and Zheng used an analytical model to analyze two important factors that can contribute to the high degree of order-quantity variability experienced by
semiconductor manufacturers: supplier’s lead time and forecast demand updating. They assume that the external demands faced by there tailor are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts. Furthermore, they assume that the supplier’s delivery lead times are variable and are affected by the retailer’s order quantities. Dong and Lee’s paper revisits the serial multi-echelon inventory system of Clark and Scarf and develops three key results. First, they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf. Second, they show that the structure of the optimal stocking policy of Clark and Scarf holds under time-correlated demand processing using a Martingale model of forecast evolution. Third, they extend the approximation to the time-correlated demand process and study, in particular for an autoregressive demand model, the impact of lead times, and autocorrelation on the performance of the serial inventory system.
After reviewing the literature about multi-echelon inventory management in SCs using mathematic modeling technique, it can be said that, in summary, these papers consider two, three, or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed, zero, constant, deterministic, or negligible. They gain exact or approximate solutions.
Dekker et al. analyses the effect of the break-quantity rule on the inventory costs. The break-quantity rule is to deliver large orders from the warehouse, and small orders from the nearest retailer, where a so-called break quantity determines whether an order is small or large. In most l-warehouse–N-retailers distribution systems, it is assumed that all customer demand takes place at the retailers. However, it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a considerable reduction in the retailer’s inventory costs. In Dekker et al. the results of Dekker et al. were extended by also including the inventory costs at the warehouse. The study by Mohebbi and Posner’s contains a cost analysis in the context of a continuous-review inventory system with replenishment orders and lost sales. The policy considered in the paper by V ander Heijden et al. is an echelon stock, periodic
review, order-up-to policy, under both stochastic demand and lead times.
The main purpose of Iida’s paper is to show that near-myopic policies are acceptable for a multi-echelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song’s objective is to minimize the long-run average costs in the system. In the system by Chen et al., each location employs a periodic-review, or lot-size reorder point inventory policy. They show that each location’s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al., the impact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of local stock points is investigated. Chiang and Monahan present a two-echelon dual-channel inventory model in which stocks are kept in both a manufacturer warehouse (upper echelon) and a retail store (lower echelon), and the product is available in two supply channels: a traditional retail store and an internet-enabled direct channel. Johansen’s system is assumed to be controlled by a base-stock policy. The independent and stochastically dependent lead times are compared.
To sum up, these papers consider two- or N-echelon inventory systems, with generally stochastic demand, except for one study that considers Markov-modulated demand. They generally assume constant lead time, but two of them accept it to be stochastic. They gain exact or approximate solutions.
In multi-echelon inventory management there are some other research techniques used in literature, such as heuristics, vary-METRIC method, fuzzy sets, model predictive control, scenario analysis, statistical analysis, and GAs. These methods are used rarely and only by a few authors.
A multi-product, multi-stage, and multi-period scheduling model is proposed by Chen and Lee to deal with multiple incommensurable goals for a multi-echelon SC network with uncertain market demands and product prices. The uncertain market demands are modeled as a number of discrete scenarios with known probabilities, and the fuzzy sets are used for describing the sellers’ and buyers’ incompatible preference on product prices.
In the current paper, a detailed literature review, conducted from an operational research point of view, is presented, addressing multi-echelon inventory management in supply chains from 1996 to 2005.Here, the behavior of the papers, against demand and lead time uncertainty, is emphasized.
The summary of literature review is given as: the most used research technique is simulation. Also, analytic, mathematic, and stochastic modeling techniques are commonly used in literature. Recently, heuristics as fuzzy logic and GAs have gradually started to be used.
Source: A Taskin Gu¨mu¨s* and A Fuat Gu¨neri Turkey, 2007. “Multi-echelon inventory management in supply chains with uncertain demand and lead times: literature review from an operational research perspective”. IMechE V ol. 221 Part B: J. Engineering Manufacture. June, pp.1553-1570.
译文：
供应链下的多级存货管理
从历史上看，多级供应链、仓库、分销商、零售商等，已经通过大量的库存缓冲被独立管理。竞争压力的增加和市场的全球化迫使企业发展能够快速满足客户需要的供应链。为了保持竞争力，降低库存，这些企业必须交互使用多级库存管理，同时降低运营成本，改善客户服务。
供应链管理是一种集成的管理思想和方法，它执行供应链中从供应商到最终用户以及公司内部不同部门之间的物流的计划和控制等职能。最近几年，供应链管理这个领域已经引起了广泛关注，并且它被视作能够帮助企业获得竞争优势的一种工具。供应链管理是为了在满足服务水平的同时使系统成本达到最小，从而把供应商、制造商、仓库和商店的业务效率都整合起来，使商品以正确的品质、在正确的地点、在正确的时间进行生产和销售的一套方法。可见，供应链由各种各样的成员或者阶段组成。供应链是一个动态的、随机的和复杂的系统，因此，需要许许多多的人来参与。
在制造企业中，存货通常占企业总资产的20%到60%。因此，对于那些追求
利润的企业，存货管理政策是关键。当考虑到整个供应链 ，也就是一个由采购、转化和运输公司组成的网络时，存货管理在很大程度上就与这整个供应链有关。在供应链管理中，存货管理的确是一种主要方法，它能从整体上解决供应链问题。
因各种不同的原因，存货以不同形式存在在供应链中。在整个供应链中，存货管理失衡，经常会引起“牛鞭效应”，即需求逆流而上，逐级变异放大的一个阶段。这种效应引起企业过多的存货积压，使收入减少，运输效率降低，扰乱了库存计划和产品生产计划，同时降低了企业的服务水平。
许多学者已经对这些问题进行了研究，并且强调了对有效地满足客户需求的供应链各阶段之间进行整合的必要性。除了整合问题，为了确定一个有效地供应链库存政策，还必须处理不确定性问题。除了对供应（比如交货时间）和需求的不确定性，与生产和销售过程相关的信息延迟也是供应链的一个特点。
多级供应链中的库存管理是一项重要的内容，因为有许多方面两者都必须相互配合，协调合作。它们还必须对它们的库存进行协调安排。有许多因素使成功的库存管理变得复杂，例如。需求的不确定、交货时间、投产日期、产品价格、成本等，尤其是在不确定性的需求和交货时间下，管理者不能够将多级供应链中的存货管理得最优。
大多数制造企业被组织起来形成了一个制造和分销为一体的网络，这个网络包括了原材料的采购、加工和产品的销售。当一个产品经过多个阶段才到达最终用户时，多级或者多层次生产/分销网络这些代名词也和前面所述的这样的网络意思相同。因各种不用的原因，存货以不用的形式存在在整个供应链中。在任何一个制造过程中，它们可能作为原材料、在制品或者产成品存在。它们存在于配送仓库，存在于运输途中，或者存在于管道里，它们存在于这些设备的每个链接处。
制造商从供应商处采购原材料，将它们加工成产品并销售给分销商，然后由分销商销售给零售商或者用户。当一个产品经过多个阶段才到达最终用户，它就形成了一个多级库存系统。某一库存节点的级库存等于这个库存节点上的所有库存加上转移或者正在转移的任何一个后续节点的库存，减去后续节点的缺货。
在商界有关多级库存系统的分析已经有着悠久的历史。在许多领域，多级库存管理系统被广泛运用于向客户分销产品。鉴于这些系统的重要性，许多研究人
员通过各种各样的条件和假设开始研究他们的运行特点。自从哈里斯提出经济订货批量模型以来，研究人员和实际工作者更加积极地关注在不同操作参数和模型假设条件下系统的分析和模型设计。在过去的十年里，对于多级库存管理模型的研究已经获得了重要成就，主要是因为通过利用现代信息技术，使各个过程和分销阶段的供应链的整体控制逐渐变成可能。克拉克和斯卡夫最早研究两阶段存货模型。他们证实了库存系统的基础存货政策的最优性，并提出了一种用于计算最佳订货批量的政策。贝斯勒和凡诺特进一步发展了两阶段模型，使其包含一般块茎结构。上面提到的车间仓库问题通过埃本和施拉格分析一个缺货的中央仓库模型解决了。他们在相等的订货点分配假设条件下，对订购批量做出了更近似的表述。一些作者也已经考虑到了在各种形式下的这个问题。由于多阶段问题的复杂和棘手，哈德利和怀廷建议对库存系统采用单层次、单阶级模型。
夏布鲁克把一个订购政策看做是一个仓储和零售商的两级模型，他假设零售商的缺货是完全积压的，而且，夏布鲁克还建立了矩阵（可收回项目控制的多级技术）模型，它明确了在有预算约束的一个低级阶段中使库存水平最小化，这个模型是管理服务部分库存的第一个多级模型，此后，很多研究者提出了一大套模型，他们一般都是在多级框架下寻求最佳批量和安全库存。除了分析性模型，仿真模型也被开发了出来用于研究多级库存问题中复杂的相互作用问题。
到目前为止，相关的一些文献主要关注于对需求的预测，以及对多阶段供应链库存政策的发展。需求随机的多阶段系统的存货控制政策已经具有了一个广泛的研究领域。近年来有许多论文都包含了斯尔福和派克的观点。用于定期评估标准的统一采购的优点是可以通过规定不同阶段的订购水平获得连续不断的评估标准，这是就所有库存而言，而不是单指设备。
劳以及其他人，迪克斯和戴科克，唐格和里，密特拉和查特基，哈里加，陈，阿克斯特和章，诺齐克和特纳基斯特以及赛欧和郑都在他们的研究中利用了数学模型技术去管理供应链中的多级存货。迪克斯和戴科克的研究考虑到了不同的多级存货系统，比如配送系统或者生产系统，并且假设订单在一个固定的时间内到达。哈里加提出了由若干个装配或者整理和储存设备串联在一起组成的单个周期生产系统的随机模型。阿克斯特，诺齐克和特纳基斯特在他们的文章中都提到了两阶段库存系统。阿克斯特和特纳基斯特认为零售商都面临不变的无偏好的泊松
需要。麦彻和查特基研究了博特和格拉夫模型，并在他们关于实行快速配送商品的观点的论文“对随机需求下的多级存货问题策略不间断回顾”中进行了进一步的阐述。这个模型的提出和改进能够扩展多个阶段和两阶段配送系统的内容。在劳尔的模型中，假设订货时间忽略不计，需求率和生产率是确定的，而且保持固定不变的情况下，缺货是不允许的。赛欧和郑运用分析模型分析两个重要因素，这两个因素能够帮助半导体制造商根据经验推测订单数量变化的最高程度：一个是供应商的订货时间，另一个是预测的需求更新情况。他们认为那儿的零售商面临的外部需求与两个连续的时间段相联系，并且零售商利用最新的需求信息来更新它们未来的需求预测。此外，他们还认为供应商的供货时间是变动的，而且受零售商的订货量的影响。顿和里在他们的论文中再次阐述了克拉克和斯卡夫的连续多级存货系统并得出了三个关键的结论。第一，他们提出了最佳多级存货水平的最小近似值以及克拉克和斯卡夫关于基本模型的整个系统成本的最大值。第二，他们利用马丁格尔预测理论模型说明了克拉克和斯卡夫的最优存货政策结构保留了在与时间线关联下的按需处理。第三，他们把近似值拓展到了与时间相关联的需求的过程和研究，特别是对于一个回归需求模型，订货时间的影响和一系列存货系统性能的相关性。
通过对有关利用数学模型技术研究供应链下的多级存货管理的文献的回顾，总括起来，可以说，这些文章都考虑到了具有不确定的或者确定的需求的两级，三级或者若干级系统。他们认为订货时间是固定的，为零，是一个常量，确定的或者是可以忽略的。他们获得了准确的或者是相似的结论。
德克尔等人分析了数量分段规律对存货成本的影响。数量分段规律是指传递来自供应商的大订单, 以及来自最近的零售商的小订单, 也就是所谓的进行分段数量判定订单是小型的还是大型。在由一个供应商和多个零售商组成的系统中,假设所有零售商的客户都存在需求。然而,德克尔等人指出传递来自供应商的那些大型的订单会导致零售商们考虑降低自身的存货成本。德克尔等人的研究成果还涉及到了供应商的存货成本。在莫诃比和波斯纳的研究中包含了存在补充订单和销售损失的不断审查的存货系统的成本分析。在范德等人的文章中考虑到了当同时存在需求和订货时间不确定情况下的多级存货，周期审查，订制点这些政策。
饭田这篇文章的主要目的是表明近期政策对于多级库存问题是可接受的。他
假设在各阶段的订货时间是固定的。陈和宋的目标是缩小系统中的长期平均成本。在陈的系统中，各地应用一种定期回顾或者订货点库存政策。他们表明各地的库存位置是稳定的，并且这种稳定的分销是均匀且独立于其他的。在明纳等人的研究中，他调查了在一个由中心仓库和一些当地库存点组成的分销网络中，生产不确定性对库存投资的影响。将和莫纳罕论述了一个两梯队双通道库存模型，在这个模型中库存是由生产商仓库（上游）和零售店（下游）共同负责的，而产品使用两种供应渠道：传统的零售店和网络直销。约翰森的系统被假设由基本库存策略控制，其中比较了独立的和随机不独立的订货期。
总之，这些文章都基于一般随机需求来考虑两梯队或者Ｎ梯队库存系统，但有一篇例外，它考虑了马尔可夫需求调节。通常他们假设固定的订货点，但是其中有两个认为那是随机的。而他们得出了一样或者相近的解决方法。
在这些多级库存管理文献中用到了很多其他研究方法，比如启发法、变化度量法、隐约集法、模型预测控制法、情景分析法、数据分析法和汇编语言，这些方法很少用而且只有少数作者会用到。
陈和李提出了一个多产品、多阶段、多时期计划模型来解决带有市场需求和产品价格不确定性的多级存货供应网络中的多目标。其中不确定的市场需求通过一系列各种可能性建成的离散方案模型解释，而模糊设置用于解释买卖者基于产品价格的不相容偏好。
最近有一篇文章从运筹学的角度详细回顾了从1996年到2005年在供应链中的多级库存管理。而本文，再次强调了需求和订货时间的不确定性。
文献回顾总结如下：使用最广泛的研究方法是模拟法，除此之外，分析法、数学法和随机建模法也普遍用于文献中。最近启发式模糊逻辑法和汇编语言也开始慢慢使用起来。
出处：[土耳其]塔斯金，福阿德.《基于不确定需求和交货期的供应链下的多级存货管理：从操作研究角度进行文献回顾》，英国机械工程师协会，第221卷（B），2007(6):1553-1570.
1) A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。Answer: FALSE 2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TRUE 供应链由所有各方，直接或间接参与，满足客户要求。 3) A supply chain could be more accurately described as a supply network or supply web. Answer: TRUE 供应链可以更准确地描述为供应网络。 4) The objective of every supply chain is to maximize the overall value generated. TRUE 每一个供应链的目的是生成的整体价值最大化。 5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain.Answer: FALSE 每一个供应链的目标是最大化为供应链的制造组件生成价值。 6) Every supply chain must include all 5 stages.Answer: FALSE 每个供应链必须包括所有5 个阶段。 7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages.Answer: TRUE 供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。 8) The cycle view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: FALSE 供应链周期观点认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 9) The push/pull view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: TRUE 供应链推/拉认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 10) The push/pull view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. FALSE 供应链推/拉认为在供应链流程分为一系列的活动上演在连续阶段之间的接口。 11) The objective of the customer arrival process is to maximize the conversion of customer arrivals to customer orders.Answer: TRUE 客户到达过程的目标是最大化客户来港定居人士对客户订单的转换。 12) The objective of the customer arrival process is to ensure that orders are quickly and accurately
Floyd D. Hedrick, Library of Congress, Washington, D.C. Editor: Jeannette Budding, Communications Manager National Association of Purchasing Management Inventory management Abstract Inventory management, or inventory control, is an attempt to balance inventory needs and requirements with the need to minimize costs resulting from obtaining and holding inventory. There are several schools of thought that view inventory and its function differently. These will be addressed later, but first we present a foundation to facilitate the reader's understanding of inventory and its function Inventory management is inventory management in short .As an important inventory of liquid assets, its existence is bound to take up a lot of liquidity. In general, inventories of industrial enterprises accounted for about 30% of the total assets of commercial circulation enterprises is even higher, the management of utilization is directly related to the occupation of the level of corporate funds and asset efficiency. Therefore, a business to maintain high profitability, should be attached great importance to inventory management. Inventory management at different levels, the company's average occupancy level of funding is a big difference. Through the implementation of proper inventory management methods to reduce the level of the average amount of funds used to improve the inventory turnover rate and total assets, will ultimately improve the economic efficiency of enterprises. Keyword：Inventory；Management ChapterⅠ Inventory Definition Inventory is a quantity or store of goods that is held for some purpose or use (the term may also be used as a verb, meaning to take inventory or to count all goods held in inventory). Inventory may be kept "in-house," meaning on the premises or nearby for immediate use; or it may be held in a distant warehouse or distribution center for future use. With the exception of firms utilizing just-in-time methods, more often than
互利共赢的供应商质量控制 前言 近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS0９000族标准以及QS 9０00标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。 1、质量与企业共存 质量一直是一个随着时代的变化而不断变化的概念,人们对质量的认识也往往因关注点不同而有所不同。如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起,而后从中选择零件重新组装成车，然后驾车绝尘而去。这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。显然在当时，汽车零件具有互换性是一种了不起的质量特性,这也是福特公司的Ｎ型车和T型车取得辉煌成功的重要原因.时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性.可见质量的内涵是不断变化的.那么究竟什么是质量呢？ （１)市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客"争夺战中，质量、价格、交付（交付日期、方式和手段）和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点.它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。有鉴于此，质量己成为一项全球性运动,世界上所有优秀企业无一不把质量作为企业战略的关键内容，从战略的角度来规划质量。 （2）对于企业经营者来说,认识到质量对企业的重要意义只是经营企业的第一步,重要的是如何利用科学的方法来保证产品和服务的质量，使顾客满意，来保证过程和工作的质量来获互利共炭的供应商质量控制得良好的业绩。 众所周知,企业管理是社会生产力发展到一定程度的历史产物,质量管理作为企业管理的组成部分,同样也是社会发展的客观要求，特别是顾客处于主导地位的今天,要使顾客满意，就必须有过硬的产品质量和服务质量，这就要求企业积极推行先进的质量管理理论与方法，不断进行质量管理创新. ２、企业与供应商质量控制 随着生产社会化的不断发展，企业的生产活动分工越来越细,专业化程度越来越强，促使生产技术水平越来越高,产品质量得到大幅度改善。通常，某一产品不可能由一个企业从最初的原材料开始加工直至形成顾客最终使用的产品，往往是通过多个企业分工协作来完成.另外，先进生产方式的广泛应用,如准时生产、敏捷制造、零库存等，使企业与供应商的关系愈加紧密，企业与供应商的关系也由单纯的买卖关系向互利共底的合作关系演变。 ISO 900０族标准自1987年诞生以来受到了世界各国的一致追捧,全球约５0多万家企业通过ISO90０1质量管理体系认证足以说明这套管理标准在引领国际管理潮流方面的巨大成功。在备受企业欢迎的新版标准ＩSO9000：2０00中，互利的供应商关系被作为八项质量管理原则之一，充分体现了供应商关系管理在企业经营实践中的作用和价值。企业要贯彻这一原则,就必须
本科毕业论文（设计） 外文翻译 原文： Multi-echelon inventory management in supply chains Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory, these firms must use multi-echelon inventory management interactively, while reducing operating costs and improving customer service. Supply chain management (SCM) is an integrative approach for planning and control of materials and information flows with suppliers and customers, as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power .SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and distributed at right quantities, to the right locations and at the right time, in order to minimize system-wide costs while satisfying service-level requirements .So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participants. Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore, inventory management policies prove critical in determining the profit of such firms. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective.
淮阴工学院 毕业设计(论文)外文资料翻译 系（院）：江淮学院 专业：会计学 姓名：孙露铭 学号：3082113127 外文出处：The American Society of Mechanical (用外文写)Engineers Agency，2007:27-33 附件： 1.外文资料翻译译文；2.外文原文。
附件1：外文资料翻译译文 供应链下的多级存货管理 从历史上看，多级供应链、仓库、分销商、零售商等，已经通过大量的库存缓冲被独立管理。竞争压力的增加和市场的全球化迫使企业发展能够快速满足客户需要的供应链。为了保持竞争力，降低库存，这些企业必须交互使用多级库存管理，同时降低运营成本，改善客户服务。 因各种不同的原因，存货以不同形式存在在供应链中。在整个供应链中，存货管理失衡，经常会引起“牛鞭效应”，即需求逆流而上，逐级变异放大的一个阶段。这种效应引起企业过多的存货积压，使收入减少，运输效率降低，扰乱了库存计划和产品生产计划，同时降低了企业的服务水平。 许多学者已经对这些问题进行了研究，并且强调了对有效地满足客户需求的供应链各阶段之间进行整合的必要性。除了整合问题，为了确定一个有效地供应链库存政策，还必须处理不确定性问题。除了对供应和需求的不确定性，与生产和销售过程相关的信息延迟也是供应链的一个特点。 多级供应链中的库存管理是一项重要的内容，因为有许多方面两者都必须相互配合，协调合作。它们还必须对它们的库存进行协调安排。有许多因素使成功的库存管理变得复杂，例如。需求的不确定、交货时间、投产日期、产品价格、成本等，尤其是在不确定性的需求和交货时间下，管理者不能够将多级供应链中的存货管理得最优。 大多数制造企业被组织起来形成了一个制造和分销为一体的网络，这个网络包括了原材料的采购、加工和产品的销售。当一个产品经过多个阶段才到达最终用户时，多级或者多层次生产/分销网络这些代名词也和前面所述的这样的网络意思相
外文翻译 原文 Supply chain management for agricultural products Resource: MBA (IT), IIIT Allahabad Pulastya Roy Agriculture is a significant sector of most of the economy of world. Agriculture derives its importance from the fact that it provides any a country self reliance in terms of food for their people, providing huge direct and indirect employment and more over huge revenue by export of surplus food grain. Agriculture is backbone of the economy and infrastructure for many countries like India, Brazil and others. Due to technical advancement, improved irrigation system and several other reasons production in agriculture has increased several folds. To meet this increased production and business in agriculture sector an equally reliable supply chain support is imperative. Supply chain is basically-“a set of processes functioning synergistically to satisfy a customer’s demand”. Any supply chain trades off between two main attributes of supply chain, “Efficiency and Responsiveness”. Any supply chain is adopted or designed keeping only this two attributes in mind because it defines about which kind of customer the supply chain wants to cater and what is the scale of “return on investment” is being planned for. Agricultural industry uses bo th kind of supply chain as per the need. Designing supply chain for agricultural products: Most of the produce in agriculture can not be sold directly; as per their mode of consumption they can be categorized as follows.There are some products which are not highly perishable like cereals but needed to be processed like- rice is polished, and wheat has to be husked.Some products are highly perishable so they must be sent to market very fast or otherwise needed to be processed and packaged well. For designing a supply chain for any Agriculture product, it’s important to know which kind of agriculture products is that, and accordingly a responsive or efficient supply chain is designed. Supply chain for non perishable items: Most all the cereals like Wheat, Rice, Maize etc. and some vegetables like
淮阴工学院 毕业设计(论文)外文资料翻译系（院） ：江淮学院 专业： 会计学 姓名： 孙露铭 学号： 外文出处：(用外文写) 3082113127 The American Society of Mechanical Engineers Agency，2007:27-33 附件： 1.外文资料翻译译文； 2.外文原文。
指导教师评语： 签名： 年月日
附件1：外文资料翻译译文 供应链下的多级存货管理 从历史上看，多级供应链、仓库、分销商、零售商等，已经通过大量的库存缓冲被独立管理。竞争压力的增加和市场的全球化迫使企业发展能够快速满足客户需要的供应链。为了保持竞争力，降低库存，这些企业必须交互使用多级库存管理，同时降低运营成本，改善客户服务。 因各种不同的原因，存货以不同形式存在在供应链中。在整个供应链中，存货管理失衡，经常会引起“牛鞭效应”，即需求逆流而上，逐级变异放大的一个阶段。这种效应引起企业过多的存货积压，使收入减少，运输效率降低，扰乱了库存计划和产品生产计划，同时降低了企业的服务水平。 许多学者已经对这些问题进行了研究，并且强调了对有效地满足客户需求的供应链各阶段之间进行整合的必要性。除了整合问题，为了确定一个有效地供应链库存政策，还必须处理不确定性问题。除了对供应和需求的不确定性，与生产和销售过程相关的信息延迟也是供应链的一个特点。 多级供应链中的库存管理是一项重要的内容，因为有许多方面两者都必须相互配合，协调合作。它们还必须对它们的库存进行协调安排。有许多因素使成功的库存管理变得复杂，例如。需求的不确定、交货时间、投产日期、产品价格、成本等，尤其是在不确定性的需求和交货时间下，管理者不能够将多级供应链中的存货管理得最优。 大多数制造企业被组织起来形成了一个制造和分销为一体的网络，这个网络包括了原材料的采购、加工和产品的销售。当一个产品经过多个阶段才到达最终用户时，多级或者多层次生产/分销网络这些代名词也和前面所述的这样的网络意思相同。因各种不用的原因，存货以不用的形式存在在整个供应链中。在任何一个制造过程中，它们可能作为原材料、在制品或者产成品存在。它们存在于配送仓库，存在于运输途中，或者存在于管道里，它们存在于这些设备的每个链接处。 制造商从供应商处采购原材料，将它们加工成产品并销售给分销商，然后由分销商销售给零售商或者用户。当一个产品经过多个阶段才到达最终用户，它就形成了一个多级库存系统。某一库存节点的级库存等于这个库存节点上的所有库
库存控制方法的文献综述 专业：物流管理 班级：1552 学号： 姓名： 摘要：在保证企业生产、经营需求的前提下，使库存量经常保持在合理的水平上；掌握库存量动态，适时、适量提出订货，避免超储或缺货；减少库存空间占用，降低库存总费用；控制库存资金占用，加速资金周转。本文参考了相关文献，总结了一系列物流库存控制方法，开展进一步研究。 关键词：库存量、控制方法 一、前言 库存量过大所产生的问题：增加仓库面积和库存保管费用，从而提高了产品成本；占用大量的流动资金，造成资金呆滞，既加重了货款利息等负担，又会影响资金的时间价值和机会收益；造成产成品和原材料的有形损耗和无形损耗；造成企业资源的大量闲置，影响其合理配置和优化；掩盖了企业生产、经营全过程的各种矛盾和问题，不利于企业提高管理水平。 库存量过小所产生的问题：造成服务水平的下降，影响销售利润和企业信誉；造成生产系统原材料或其他物料供应不足，影响生产过程的正常进行；使订货间隔期缩短，订货次数增加，使订货（生产）成本提高；影响生产过程的均衡性和装配时的成套性。
二、正文 目前，在库存管理中常用的方法有两种类型，一种是传统的库存管理方法，另一种是现代的库存管理方法。对于传统的库存管理方法，主要有定量订购与定期订购方法、ABC库存控制方法和经济订货批量等。对于现代库存控制方法，主要有MRP与MRPn库存控制方法、企业资源计划(ERP)和及时生产(JIT)库存控制方法等。 （一）、定量订货法 定量订货法是指当库存量下降到预定的最低库存量（订货点）时，按规定进行订货补充的一种库存控制方法。当库存量下降到订货点时，即按预先确定的订货量发出订单，经过订货期、交货周期，库存量继续下降，到达安全库存量时，收到订货，库存水平回升。采用定量订货方式必须预先确定订货点和订货量（见图1）。图1 定量定货法原理 其中：Q——批量或订货量，T——周转期，S——安全库存 1. 订货点的确定 通常订货点的确定主要取决于需求率和订货交货周期这两个因素。在需求为固定、均匀和订货交货期不变的情况下，订货点由以下公式确定： 订货点 = 平均交货期全年需求量 / 365 + 安全库存量（1）
文献综述 供应链管理环境下家电企业第三方物流模式初探 中国目前正在成为世界家电的制造中心，在2000年前后，家电企业的规模效应就已经充分显现，国内市场处于供过于求的状态，企业承受着原材料涨价和价格战的双重压力，生产领域可挖掘的降低企业成本的潜力已不太大而在产品流通环节的竞争中却出现了最后一公里不能到位的情况，严重影响了企业的形象。高磊在《供应链一体化条件下我国家电企业物流管理的研究》一书中认为，随着家电行业价格战愈演愈烈，以及我国加入WTO国内家电生产企业遇到外来产品的冲击,家电业的利润空间持续萎缩。物流管理作为家电企业的第三利润源泉,如何降低其物流成本提高物流服务成为众多企业关注的焦点。 供应链目前尚未形成统一的定义，许多学者从不同的角度出发给出了许多不同的定义。早期的观点认为供应链是制造企业中的一个内部过程，它是指把从企业外部采购的原材料和零部件，通过生产转换和销售等活动，再传递到零售商和用户的一个过程。传统的供应链概念局限于企业的内部操作层上，注重企业自身的资源利用。哈理森（Harrison）将供应链定义为：“供应链是执行采购原材料、将它们转换为中间产品和成品、并且将成品销售到用户的功能网”。“供应链”作为一个引发行业热潮的词出现在1993 年左右, 吴清一在《现代物流概论》书中将供应链定义为：产品生产和流通过程中所涉及的原材料供应商、生产商、批发商、零售商以及最终消费者组成的供需网络，即由物料获取、物料加工、并将成品送到用户手中这一过程所涉及的企业和企业部门组成的一个网络。 “供应链管理”产生于20世纪80年代晚期，20世纪90年代得以广泛传播。Lambert，James Stock，Lisa Ellram在《Fundamentals of Logistics Management》将供应链定义为供应链是那些把产品或服务提供给市场的公司排列。供应链是一个设备和分销选择的网络，它的功能是获取原材料，把这些原材料转变成中间产品和最终产品，并把最终产品传递到顾客手中。 Douglas Lambert，James Stock，Lisa Ellram，在其著作《物流管理》中将供应链管理定义为：从终端用户到提供产品、服务和信息的初始供应商的业务过程的整合，综合考虑了供应链中物资、服务和商品的输入流和输出流，代表一种较新的业务运作方法和对所涉及的业务流程的不同观点，是一种高度互动而且复杂的系统方法，需要同时进行许多权衡。供应链管理是在供应链参与者中进行生产、存货、选址和运输的协调，从而在所服务的市场达到响应和效率的最佳组合，不仅包括传统的物流还包括诸如市场营销、新产品开发、金融和顾客服务等行为。 第三方物流一词是从国外引进的，其英文表达为Thrid Party Logistics，简称3TPL，是20世纪80年代中后期才在欧美发达国家出现的概念，源自业务外包。将业务外包引入物流管理领域就产生了第三方物流的概念。Robert C.Lieb认为，第三方物流指的是用外部公司去完成传统上由组织内部完成的物流功能，这些功能包括全部物流功能或所选择的部分物流功能。David Simchi—Levi等认为，第三方物流就是利用一家外部的公司完成企业全部或部分物料管理和产品配送职能。 美国物流管理协会于2002年10月1日公布的《物流术语词条2002升级版》的解释是：第三方物流是将企业的全部或部分物流运作任务外包给专业公司管理经营，
企业存货管理存在的问题与对策文献综述企业存货管理存在的问题与对策文献综述 xxx 科技学院学生毕业设计(论文) 文献综述题目企业存货管理存在的问题及对策文院(系) 经济管理学院专业班级会计学本科 2006 级学生姓名 xxx 学号 xxx指导教师(签字) xxx 文献综述要求 1.文献综述是要求学生对所进行的课题搜集大量情报资料后综合分析而写出的一种学术论文。其特点“综”是要求对文献资料进行综合分析、归纳整理，使“述”就是要求对综合整理后的文献进行比较材料更加精练明确、更有逻辑层次;专门的、全面的、深入的、系统的描述和评价。 2.文献综述中引用的中外文资料，内容必须与课题或专业方向紧密相关，理工类不得少于 10 篇，其它不少于 12 篇。 3.文献综述不少于 2000 字。其所附注释、参考文献格式要求同正文。文献综述的评阅评阅要求:应根据学校“文献综述要求”，对学生的文献综述内容的相关性、阅读数量以及综述的文字表述情况等作具体的评价。指导教师的评语: 指导教师(签字) 年月日xxx 科技学院本科生毕业论文企业存货管理存在的问题及对策文 企业存货管理存在的问题及对策文摘要:存货管理是现代企业管理的重要组成部分加强存货管理是保证生产正常进行的物质基础，并能有效地服务于基本生产、技术改造的全过程。存货管理的好坏已成为衡量企业管理制度是否完善、存货储备是否合理、流动资金占用是否最低的重要标志关键词:存货管理，存货问题，对策随着经济体制改 革的深入及市场竞争的不断加剧，原有的企业存货管理方式不论是在管理模式上还是在管理效果上都已经不能满足现今市场经济的要求。原有的存货管理方式不但存在较大的风险，而且在成本的控制上属于薄弱环节，这对企业的发展造成了很大的负担及限制。本课题希望能通过对一些存货管理中存在的问题的分析研究，找
中文4400字 本科毕业论文外文翻译 外文题目：A logistics and supply chain management approach to port performance measurement 出处：MARIT. POL. MGMT 作者：Khalid Bichou and Richard Gray 原文： A logistics and supply chain management approach to port performance measurement By Khalid Bichou and Richard Gray MARIT. POL. MGMT 2004VOL. 31, NO. 1, 47–67 ABSTRACT Although there is widespread recognition of the potential of ports as logistics centres, widely accepted performance measurements for such centres have yet to be developed. The essence of logistics and supply chain management is an integrative approach to the interaction of different processes and functions within a firm extended to a network of organizations for the purpose of cost reduction and customer satisfaction. The logistics approach often adopts a cost trade-off analysis between functions, processes and even supply chains. This approach could be beneficial to port efficiency by directing port strategy towards relevant value-added logistics activities. This paper seeks to show that through conceptualizing ports from a logistics and supply chain management approach, it is possible to suggest a relevant framework of port performance. A proposed framework is tested in a survey of port managers and other international experts.
中文4800字，3200单词，1.9万英文字符 出处：Proceedings of the Institution of Mechanical Engineers Part B Journal of Engineering Manufacture, 2007, 221(10):1553-1570. 原文 Multi-echelon inventory management in supply chains with uncertain demand and lead times: literature review from an operational research perspective A TaskinGu¨mu¨s* and A FuatGu¨neri Abstract: Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory, these firms must use multi-echelon inventory management interactively, while reducing operating costs and improving customer service. The current paper reviews the literature, addressing multiechelon inventory management in supply chains from 1996 to 2005. The behavior of the papers against demand and lead-time uncertainty is the key analysis point of the literature review presented here and it is conducted from an operational research point of view. Finally, directions for future research are suggested. Keywords: supply chain, multi-echelon inventory management, demand uncertainty, lead-time uncertainty 1 INTRODUCTION Supply chain management (SCM) is an integrative approach for planning and control of materials and information flows with suppliers and customers,as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power. SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and distributed at right quantities, to the right locations, and at the right time, in order to minimize system- wide costs while satisfying service-level requirements. So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participant. Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms [4]. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective. Inventories exist throughout the SC in various forms for various reasons. The lack of a coordinated inventory management throughout the SC often causes the