供应链下的多级存货管理外文翻译(节选)

中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:Controls for inventory management best Practices Material Source: Accounting control best practices Author: Steven M.B r a g g Overview: An enormous number of advanced systems are involved in the procurement ,handling ,and shipment of inventory ,all of which require different types of controls .In this chapter ,we discuss control systems for a wide range of system complexities, ranging from paper-based inventory acquisition systems ,through bar-coded trackingsystems，cross docking ,pick-to-light systems, and zone picking ,and on to controls for manufacturing resources planning and just-in-time systems .As usual ,the number of controls that could be installed may appear to be oppressively large ,and could certainly interfere with the efficient running of inventory-related activities .Consequently ,always be mindful of the need to install only those controls that are truly necessary to the mitigation of significant risks.4-1Controls for basic inventory acquisitionThis section describes controls over the acquisition of inventory where there is no computerization of the pross.Section4-9,'Controls for Manufacturing Resources Planning, presents a more advanced application in which purchase orders are generated automatically by the computer system.The basic acquisition process centers on the purchase order authorization，as shown in Exhibit 4.1,The warehouse issues a renumbered purchase requisition when inventory levees run low ，which is primary authorization for the creation of a multipart purchase order .One copy of purchase order goes back to the warehouse ，where it is compared to a copy of the purchase requisition to verify completeness ；another copy goes to the accounts payable department for eventual matching to the supplier invoice .A fourth copy is sent to the receiving department ，where it is used to accept incomingdeliveries，while a fifth copy is retained in the purchasing department .In short ,various copies of the purchase order drive orders to suppliers ,receiving ,and payment.The controls noted in the flowchart are described at greater length next ，in sequence from the top of the flowchart to the bottom.*Warehouse ：Prepare a renumbered purchase requisition .In the absence of a formal inventory management system, the only people who know which inventory items are running low are the warehouse staff. They must notify the purchasing department to issue purchase orders for inventory replenishments. To ensure that these requisitions are made in an orderly manner, only renumbered requisition forms should be used, and preferably they should be issued only by a limited number of warehouse staff. By limiting their use, it is less likely that multiple people will issue a requisition for the same inventory item.*Purchasing: Prepare a renumbered purchase order. The primary control over inventory in a basic inventory management system is through the purchases function ,which controls the spigot of inventory flowing into the warehouse, This control can be eliminated for small-dollar purchase for fittings and fasteners, which are typically purchased as soon as on-hand quantities reach marked reorder points in their storage bins (visual reorder system).Since the purchase order is the primary control over inventory purchases,you can avoid fake purchaseorders by using renumbered forms that are stored in a locked cabinet.*Verify that purchase order matches requisition .Once the warehouse staff receives its copy of the purchase order; it should compare the purchase order to the initiating requisition to ensure that the correct items were order. Any incorrect purchase order information should be brought to the attention of the purchasing staff at once.*Reject unauthorized deliveries, to enforce the use of purchase orders for al inventory purchases, the receiving staff should be instructed to reject all deliveries for which there is no accompanying purchase order number.*Match receipts to purchase order authorization. Once an order is received, the warehouse staff should enter the receiving information into a receiving report and send the receiving report to the accounts payable department for later matching to the supplier invoice and purchase order, It should also send a copy of the report to the purchasing department for further analysis.*Cancel residual purchase order balances. Upon receipt of the receiving report from the receiving department, the purchasing staff compares it to the file of open invoices to determine which orders have not yet been received and which purchase orders with residual amounts outstanding can now be cancelled .Otherwise, additional deliveries may arrive well after the date when they were originally needed.*There-way matching with supplier invoice for payment approval. Upon receipt of the receiving report, the accounts payable staff matches it to the supplier invoice and authorizing purchase order to determine if the quantity appearing on the supplier invoice matches the amount received and that the price listed on the supplier invoice matches the price listed on the purchase order. The department pays suppliers based on the results of these matching processes.The next control is supplemental to the primary controls just noted for the inventory acquisition process.*Segregate the purchasing and receiving functions. Anyone ordering supplies should not be allowed to receive it, since that person could eliminate all traces of the initiation order and make off with the inventory .This is normally considered a primary control, but it dose not fit into the actual transaction flow noted earlier in Exhibit 4.1 and so is listed here as a supplemental control.*Require supervisory approval of purchase orders. If the purchasing staff has a low level of experience ,it may be necessary to require supervisory approval of all purchase order before they are issued, in order to spot mistake ,This approval may also be useful for large purchasing commitments.*Inform suppliers that verbal purchase orders are not accepted. Suppliers will ship deliveries on the basic of verbal authorizations,which circumvents the use of formal purchase orders. To prevent this, periodically issue reminder notices to all suppliers that deliveries based on verbal purchase orders will be rejected at the receiving dock.*Inform suppliers of who can approve purchase orders. If there is a significant perceived risk that purchase orders can be forged ,then tell suppliers which purchasing personnel are authorized to approve purchase orders and update this notice whenever the authorization list changes. This control is not heavily used, especially for large purchasing department where the authorization list constantly changes or where there are many suppliers to notify. Usually the risk of purchase order forgery is not perceived to that large.4-2 Control for basic inventory storage and movementThis section describes control for only the most basic inventory management system, where there is no perpetual inventory tracking system in place, no computerization of the inventory database ,and no formal planning system, such as manufacture resources planning(MRPII)or just-in –time(JIT). When there is no perpetual inventory tracking system in place, the key control tasks of the warehouse staff fall into four categories:1. Guard the gates .The warehouse staff must ensure that access to inventory is restricted, in order to reduce theft and unauthorized use of inventory .This also means that warehouse staff must accept onlyproperly requisitioned inventory and must conduct a standard receiving review before accepting any inventory.2. Orderly storage .All on-hand inventories must be properly organized, so it can be easily accessed, counted, and requisitioned.3.Accurate picking ,The production department depends on the warehouse for accurate picking of all items needed for the production process ,as is also the case for picking of finished goods for delivery to customers.4. Timely and accurate requisitioning, when there is no computer system or perpetual card file to indicate when inventory levels are too low, the warehouse staff must use visual reordering systems and frequent inventory inspections to produce timely requisitions for additional stock.Exhibit 4.2 expands on the general control categories just noted .In the general category of “guarding the gates,” controls include rejecting unauthorized deliveries as well as inspecting ,identifying ,and recording all receipts .The orderly storage goal entails the segregation of customer-owned inventory and the assignment of inventory to specific locations .To achieve the accurate picking goal calls for the use of a source document for picking ,while the requisitioning target requires the use of pre numbered requisitions and document matching .A number of supplement controls also bolster the control targets.The controls noted in the flowchart are described at greater length next, in sequence from the top of the flowchart to the bottom .Also; a few controls from the last section (concerning requisitions and receiving) are repeated in order to form a complete picture of all required controls.*Reject unauthorized deliveries .To enforce the use of purchase orders for all inventory purchase, the receiving staff should be instructed to reject all deliveries for which there is no accompanying purchase older number.*Conduct receiving inspections with a checklist .The receiving staff is responsible for inspecting all delivered items .if staff members perform only a perfunctory inspection all delivered item .If staff members perform only a perfunctory inspection ,then the company is at risk of having accepted goods with a variety of problems .To ensure that a complete inspection is made ,create a receiving checklist describing specific inspection points ,such as timeliness of the delivery ,quality ,quantity ,and the presence of an authorizing purchase order number .Require the receiving staff to initial each item on the receiving checklist and then file it with the daily receiving report.*Identify and tag all received inventory .Many inventory items are difficult to identify once they have been removed from their shipping containers ,so it is imperative to properly identify and tag all received items prior to storage.*Put away items immediately after receipt .It is difficult for the warehouse staff to determine whether more inventory should be requisitioned if the inventory is sitting in the receiving area rather than in its designated location. Consequently, a standard part of the receiving procedure should be to put away items as soon after receipt as possible.*Conduct daily reordering review .When there is no perpetual inventory system ,the only way to ensure that sufficient quantities are on hand for expected production levels is to conduct a daily review of the inventory and place requisitions if inventory items have fallen below predetermined reorder points.*Issue pre numbered requisitions to the purchasing department .The warehouse should issue only pre numbered requisitions to the purchasing department .By doing so, the warehouse staff can maintain a log of requisition numbers used and thereby determine if any requisitions have been lost in transit to the purchasing department.*Verify that purchase order matches requisition, once the warehouse staff receives its copy of purchase order, it should compare the purchase order to the initiating requisition to ensure that the correct items were ordered .And incorrect purchase order information should be brought to the attention of the purchasing staff at once.译文:存货管理控制最佳实务概述:存货的采购、处理、和装运过程涉及很多先进的系统，所有这些都需要不同类型的控制措施。

外文翻译--- 供应链管理下的库存控制在供应链管理环境下，库存控制仍然存在一些问题，需要企业及时解决。

主要问题包括以下几个方面：1.信息不对称在供应链中，不同企业之间的信息不对称问题比较严重，导致企业难以准确预测市场需求，从而影响库存控制的效果。

2.订单不稳定供应链中的订单不稳定性也是影响库存控制的重要因素之一。

订单不稳定会导致企业难以确定库存水平，从而影响供应链整体绩效。

3.物流配送问题物流配送问题也是影响库存控制的重要因素之一。

物流配送不畅会导致库存积压，增加企业的库存成本。

4.缺乏协调供应链中各个企业之间缺乏协调也是影响库存控制的重要因素之一。

缺乏协调会导致企业之间的库存信息不同步，从而影响供应链整体绩效。

为了解决这些问题，企业需要采取一系列措施，如加强信息共享、优化订单管理、完善物流配送体系、建立协调机制等，以提高供应链整体绩效和库存控制的效果。

尽管从宏观角度来看，供应链管理环境下的库存控制比传统管理更具优势，但实际操作中，由于每个企业对供应链管理的理解存在差异，存在利益冲突等问题，导致实际运用时也会出现许多问题。

其中，主要存在以下几个方面的问题：1.各企业缺乏供应链管理的整体观念，导致各自为政的行为降低了供应链整体效率。

2.交货状态数据不准确，导致客户不满和供应链中某些企业增加库存量。

3.信息传递系统低效率，导致延迟和不准确的信息，影响库存量的精确度和短期生产计划的实施。

4.缺乏合作与协调性，组织障碍是库存增加的一个重要因素。

5.产品的过程设计没有考虑供应链上库存的影响，导致成本效益被库存成本抵消，引进新产品时也会遇到问题。

因此，在供应链管理环境下，需要制定合适的库存控制策略，包括建立整体观念，提高信息传递效率，加强合作与协调性，考虑库存影响的产品设计等措施，以提高供应链整体效率。

针对库存管理问题，我们推出以下策略：1.供应商管理库存策略：VMI（Vendor Managed Inventory）库存管理模式。

供应链管理系统双语英文翻译1) A supply chain includes only the organizations directly involvedin 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: FALSE2) 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。

1 供应链管理理论、实践及未来的挑战供应链相关理论很明显大部分大部头文章的注意力日益增多的集中在供应策略、业务策略和供应链管理含义的确定上即通常集中在断言他们是什么这样的问题上。

当前所描绘的SCM规范是三个要素的结合体现象、惯例和未来的发展趋势。

现象争议来源于研究范围和侧重点的不同。

一些学者公开宣布他们使用的是供应链管理和采购术语的“同义词”Stuart1997其务实的态度可能会受到很大的赞扬但是与一个作用和一个过程的证明类似似乎某些时候会错过许多供应链或网络管理思路。

另一些人显然有更宽泛的理解举例来说精益供应的做法侧重于“汽车装配的采购活动及组成部分和组件系统制造商的供应活动”Lamming1996年183页。

因此莱明倾向于更广泛的“供应管理”概念。

一些采购供应链管理专家将SCM看作是与供应商的一种发展关系GiuniperoBrand1996年另一人则认为良好的供应管理还不够还要有一个额外的、更广泛、更综合、涵盖一切的系统这个系统包括采购、运输以及销售的最终用户Davis1993年。

在关于定义和描述的争论中我们最终还是返回重新定位专业和职能例如运行管理和物流学。

我们认同采用建构主义的价值探讨行动者本身如何从事有意义的决策而不是试着重新构建。

通过后面这种方法我们便有机会探讨理想的实践主义者和推动者之间的界限以及他们如何有关方面在诠释他们的首要目标、活动范围和职责分配。

这种做法的价值在于并不否认理论和模型在常规供应管理中的贡献。

惯例当从理论向解决办法转化时问题就出现了有利的属性经常归因于某些特点。

例如一个定义表明如果通过电子手段或网络连接的所有供应链能够促进物流和信息流有效和高效的流动那么都可以被认为是真正的时尚ChandrashekarSchary1999年27页 2 有些惯例特别是源于实践的方法具有优越性。

源于丰田公司及其供应商的IMVP引领的精益的生产方式可以说就是这种类型。

另一个例子也许是许多定制和敏捷性的例子Pine 1993年Goldman等1995年 Meier和Humphreys 1998。

Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。

供应商管理库存系统外文文献翻译最新译文文献出处：Kannan G, Grigore M C, Devika K, et al. An analysis of the general benefits of a centralised VMI system based on the EOQ model [J]. International Journal of Production Research, 2013, 51(1): 172-188.An analysis of the general benefits of a centralised VMI systembased on the EOQ modelG. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1.IntroductionDue to the global expansion of large companies, competition all over the world is becoming stronger and therefore an increasing need to obtain competitive prices is pushing industries to take on new challenging, strategic methods. One of the recently recognised methods is the replacement of the traditional supply chain with the vendor-managed inventory (VMI) supply chain. It has been proven in many different papers that the VMI supply chain is superior to the traditional supply chain and can bring significant cost savings to the participants.A traditional supply chain refers to the system within which each of the members at the different stages make decisions regarding replenishment quantities and timing so as to minimise cost at their end of the supply chain. The supply chain usually consists of all stages, starting at the raw material supplier and continuing on until the finished product reaches the end customer. All the different stages are linked by their common aim of providing the right product to the right customer in the promised time.VMI is a replenishment supply chain technique that has beenimplemented since the beginning of the 1980s by Wall-Mart and Procter & Gamble (Waller et al. 1999), and has its roots back in 1958 when Magee (1958) first introduced the concept.Within a VMI agreement, the upstream supply chain member (the vendor) takes responsibility for managing the inventory of the downstream member (the buyer) within specific levels previously agreed upon without the need for orders from the customer side to be placed. Therefore, the vendor can focus on optimising production efficiency and capacity planning, while the customer has to improve forecastaccuracy.The success of VMI is dependent on communication between the partners, their willingness to share data, collaboration and coordination, and an information technology system which enables fast access to critical information (Duchessi and Chengalur-Smith 2008).The general characteristics of a traditional supply chain and of a VMI supply chain, formed by three stage.The research here is meant to offer a simple overview of the possible outcomes after VMI implementation in a two-stage supply chain, between the vendor and its multiple buyers. The analysis focuses on the overall supply chain cost impact, which VMI can show under specific conditions, based on the practical experience learned in the pharmaceutical industry.Using VMI in a supply chain brings transparency regarding essential information among the partners, thus giving the opportunity at each stage to adjust the decisions in a timely manner and avoid emergency situations.The VMI supply chain implies coordination between the partnering stages, continuous information sharing, and regularmeetings where critical issues are discussed and follow-up actions are noted.The general benefits model analysed in this paper is based on the economic ordering quantity (EOQ) model and is an extension of Bookbinder et al.'s (2010) paper. As an extension of the aforementioned work, the model has been adjusted to integrate different requirements and constraints from within the pharmaceutical industry. It has been further extended from analysing a one-vendor, one-buyer deterministic demand case to analysing a one-vendor, multiple-buyer stochastic demand case.The mathematical model applies to two echelons, the vendor and its multiple buyers. An observation is made here to distinguish that the buyers are not the end-consumers but represent sales organisations from each country. At the same time both the vendor and buyers belong to the same organisation.In the literature, one of the main challenges when implementing VMI has beenidentified in providing the right incentives for all partners to do their best for the supply chain and the right contract to share the overall profits (Nagarajan and Rajagopalan 2008).The fact that both stages belong to the same organisation facilitates simpler developments further. There is no need for complicated contracts for profit sharing between the two partners in a VMI case, as the most important thing is the total supply chain profit. It can be assumed that both partners have the right incentives to increase overall supply chain profits.Based on the assumptions above, the traditional supply chain model is developed according to its general characteristics within which the centralised organisation does not show anyimpact, while the VMI model is developed as and when decisions are taken centrally to obtain overall supply chain cost reductions.2. Literature reviewThe literature review of this paper is divided into two categories: first, an overview of general positive characteristics observed after the VMI implementation (or) assumed to occur behind the theoretical model and then the second part looks at the literature which clearly focused on the EOQ modeling to determine the potential benefits of a VMI supply chain.2.1 General characteristics of VMI outcomesThis section verifies the outcomes of a VMI relationship and presents a short literature review of different benefits which have been recognised by other authors to be the outcome of VMI partnerships. A couple of articles have directly addressed the general benefits which can be achieved from a VMI partnership without necessarily developing a model to prove their arguments but through empirical research.Lee et al. (2008) analysed how lean systems would perform with VMI, Collaborative Planning, Forecasting and Replenishment (CPFR), and continuous replenishment and identified that expenses can be significantly decreased and flexibility improved under VMI. Elvander et al. (2007) developed a framework for a VMI configuration with four categories: inventory-related dimensions, information-related dimensions, decision-making dimensions, and a systemintegration level. Dorling et al. (2006) evaluated VMI under oligopolistic competition and defined five steps towards VMI implementation. Donget al. (2007) surveyed the literature and identified that VMI is adopted when the supplier deals with high market competitiveness and when there is good cooperationbetween the supplier and the buyer.Blatherwick (1998), Disney et al. (2003), and Sari (2008) identified that VMI can be outperformed by other strategies in specific situations.2.2 General benefits models of VMI based on the EOQ modelThe literature review presented below focuses strictly on research papers which have developed specific models to evaluate the benefits of a VMI supply chain based on EOQ modelling.Bookbinder et al. (2010), Yao et al. (2007), and Razmi et al. (2010) evaluated the supply chain costs under a traditional supply chain compared to a VMI situation. All cases considered a two-echelon model formed by a vendor and a buyer, and the model development was based on the EOQ formula.Bookbinder et al. (2010) compared three cases: the traditional supply chain, VMI, and central decision making. The difference between traditional supply chains and VMI was obtained through transferring the cost of placing an order, which was incurred by the buyer, to the vendor under the VMI. Also, the vendor's cost of placing an order has been considered to be lower than the buyer's. One of the findings of the model is that both the vendor and the buyer are better off as long as the vendor's holding costs divided by the buyer's holding cost are higher than the ordering cost.Yao et al. (2007) showed that total costs can be decreased under VMI as long as the ordering cost of the vendor is lower than that of the buyer. However, results also show that the buyer has greater benefits than the vendor.Razmi et al. (2010) effectuated a sensitivity analysis by varying the parameter values of the total cost function whileincluding a backordering cost in the calculation. While in the traditional supply chain model both the vendor and the customer incurred costs, in the case of VMI all the costs have been attributed to the vendor. Pasandideh et al. (2010) used an EOQ model to evaluate the impact of differentparameters on the total cost when applying VMI and when shortage is backlogged. The EOQ model developed showed that VMI could bring important cost savings but this has its limitations on the values of the ordering costs of the two participants.Zhang et al. (2007) analysed the total cost function incurred under a VMI partnership where an exponential function of the ordering costs was taken. The model was applied to a one-vendor, one-buyer case and proved that decreasing the ordering cost represents an investment which brings lower costs for all buyers. Teng et al. (2005) used integer programming to extend the classic economic production quantity (EPQ) model to allow for time varying cost, with deterministic demand. The findings showed that the total cost is a convex function of the number of replenishments, for which the minimum number should be identified for savings to be obtained. Chen and Wei (2011) examined the optimal dynamic joint decisions using a calculus-based formulation combined with dynamic programming techniques in a vertically decentralised single manufacturer Stackelberg and single-retailer channel over a multi-period planning horizon subject to deteriorating goods and multivariate demand function. Niranjan et al. (2011) analysed the issues surrounding the VMI implementation using 15 features categorised as product related, company related, or supplier related. In addition to the researchers mentioned in Table 1, the following researchers have also analysed the benefits of the VMIsystem (Disney and Towill 2002b, Sourirajan et al. 2008, Bakal and Geunes 2009, Battini et al. 2009, Wang 2009, Liu and ?etinkaya 2010, Borade et al. 2011).Zhang et al. (2007) developed an integrated VMI, where a joint cost model was built under the assumption of constant demand rate and production. The model evaluates the impact on the total cost function when varying the ordering cost. Ordering costs can be reduced through a VMI partnership, and the partners can share the benefits. Later, a model to indicate the general benefits which a VMI partnership could bring, and adjusted to the pharmaceutical case, will be developed.Many authors have focused their attention on the analysis of the VMI performance based on constant demand characteristics, for which the EOQ model represents the basis for the analysis. While researching the general benefits of VMIbased on EOQ model literature, one of the gaps identified is the fact that evaluations were done strictly between one vendor and one buyer. The only exception is identified in Zhang et al. (2007), who considered two buyers but focused on order cost reduction evaluation.Based on the findings in the literature, this paper extends previous research and analyses the possible benefits when dealing with one vendor and multiple buyers assuming a stochastic, constant type of demand.3. Problem definition and research scopeThe objective of this paper is to develop a relevant model which integrates specific constraints from the pharmaceutical industry and which has the ability to project the possible cost differences between a traditional supply chain and a VMI supply chain.Some of the aspects which the model will integrate are: constant demand, variable demand, evaluation of a two-stage supply chain composed of a vendor and his multiple buyers, and identification of the importance of fast reaction to demand changes and maintenance of a high customer service level as defined by the industry.The characteristics are integrated in both traditional and VMI supply chains, while the model is based on the EOQ model rational with the purpose of highlighting cost differences between the two. Under the VMI supply chain, the transportation cost and the cost of issuing an order are transferred from the buyer to the vendor.The structure of the paper is as follows: Section 4 develops the mathematical model for the traditional and VMI supply chains, and this is then numerically applied in Section 5. The results of the numerical application are discussed in Section 6, and Section 7 presents an overall conclusion of the paper and identifies directions for further research opportunities.3.1 Research highlightsThe model developed in this paper extends previous works which based their analysis of traditional versus VMI supply chains on EOQ models by acknowledging demand variability and integrating preventive actions.Another difference which is captured within this model represents the extendednumber of buyers evaluated. While previous research focused on one-vendor, one-buyer cases, the model here integrates one vendor and multiple buyers.Evaluating the situation of multiple buyers with whom the vendor has the possibility to establish VMI partnerships givesmore flexibility to the vendor to consolidate specific product demands. Based on this opportunity, the model is structured to evaluate benefits depending on the number of products shared among more buyers.译文基于经济订购量模式的供应商管理库存系统的综合效益分析G. Kannan, M. C. Grigore, K. Devika & A. Senthilkumar1 引言由于大公司的全球化扩张，世界各地的竞争越来越强烈，因此越来越需要获得具有竞争力的价格，这对企业来说是一个全新的挑战，但也是推动产业发展的战略方法。

供应链下的多级存货管理外文文献1、IntroductionIn today's globalized and interconnected business environment, supply chain management has become an essential component of enterprise success. One of the key elements of supply chain management is inventory management, which involves the effective management of inventory levels across multiple tiers of the supply chain. This article examines the concept of multi-level inventory management within the context of supply chain management and explores relevant literature from foreign sources.2、Supply Chain Management and Inventory ManagementSupply chain management involves the integration and coordination of various activities across all levels of a supply chain, from suppliers to manufacturers, distributors, and consumers. Inventory management, specifically, refers to the effective management of inventory levels in order to meet demand while minimizing costs and risks. It involves theidentification of demand patterns, the determination of appropriate inventory levels, and the implementation of policies and procedures to ensure that inventory is rotated and utilized effectively.3、Multi-Level Inventory Management in the Supply ChainMulti-level inventory management refers to the management of inventory across multiple tiers or levels within a supply chain. It involves the coordination and synchronization of inventory levels across different stages of the supply chain to ensure efficient flow of goods and materials. By managing inventory at multiple levels simultaneously, enterprises can optimize overall inventory levels while ensuring that each tier of the supply chain is able to meet demand.4、Foreign Literature Review on Multi-Level Inventory ManagementA review of foreign literature on multi-level inventory management reveals a growing body of research on this topic. Studies have focused on various aspects of multi-levelinventory management, including demand forecasting, inventory policies, and supply chain coordination. Notably, research has shown that multi-level inventory management can significantly improve overall supply chain performance by reducing costs and increasing efficiency.5、ConclusionThe concept of multi-level inventory management within the context of supply chain management has gained significant attention in recent years. A review of foreign literature suggests that effective multi-level inventory management can lead to significant improvements in overall supply chain performance by optimizing inventory levels across different stages of the supply chain. Enterprises that adopt multi-level inventory management strategies can expect to achieve cost savings, increased efficiency, and a more robust supply chain overall.6、Recommendations for Future ResearchDespite the growing body of research on multi-level inventorymanagement, there are still several areas that require further exploration. Future research could focus on developing more advanced demand forecasting techniques to improve accuracy and reduce demand uncertnty. Additionally, studies could investigate novel inventory policies and strategies that can further optimize inventory levels across different tiers of the supply chn. Finally, research could also examine the role of technology in supporting multi-level inventory management, including the use of artificial intelligence, big data analytics, and other emerging technologies.供应链管理外文翻译供应链管理是一种全面的管理方法，旨在优化供应链的运作，提高效率和竞争力。

供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。

供应链管理外文翻译Supply Chn ManagementIntroduction Supply chn management (SCM) is the strategic and operational management of the series of processes involved in moving a product or service from concept to final consumption. It includes the coordination and integration of supply, demand, raw materials, production, distribution, and最终 consumption. The goal of SCM is to create a seamless flow of information, materials, and finances from suppliers to customers, increasing efficiency, reducing costs, and improving service. Key Concepts1、Supply Chain: The series of businesses and organizations that are involved in the production and delivery of a product or service, including suppliers, manufacturers, warehouses, transportation companies, and retailers.2、Demand Management: The process of forecasting and managing customer demand to ensure that supply meets demand. This involves analyzing sales data, market research, and communication with customers to understand their needs.3、Logistics Management: The coordination and management of the transportation, storage, and inventory of goods from suppliers to customers. Logistics management aims to optimize transportation costs, reduce inventory, and ensure on-time delivery.4、Procurement Management: The process of purchasing the raw materials, components, and services required for production. It involves developing relationships with suppliers, negotiating prices, and ensuring quality and delivery.5、Information Management: The process of collecting, sharing, and using information throughout the supply chain. This includes the flow of orders, shipments, payments, and product information between businesses.6、Collaboration: The cooperation and communication between supply chain partners to achieve shared goals. This requires open communication, trust, and the sharing of data and resources.7、Continuous Improvement: The practice of constantly seeking to improve processes, reduce waste, and increase efficiency. It requires regular analysis of supply chain performance dataand the implementation of effective changes based on identified opportunities for improvement.Benefits SCM can provide significant benefits to businesses and their customers:1、Improved Efficiency: By optimizing supply chain processes and removing bottlenecks, SCM can increase operational efficiency and reduce costs.2、Enhanced Customer Satisfaction: SCM ensures that products are delivered promptly, accurately, and to the desired quality standards, resulting in satisfied customers.3、Increased Flexibility: SCM allows businesses to quickly adapt to changes in market conditions, customer demand, and supply.4、Reduced Risk: SCM improves the visibility and manageability of supply chain operations, which helps businesses identify and address potential risks before they become problems.5、Enhanced Competitiveness: Effective SCM can help businesses reduce costs, improve delivery times, and provide better quality products, which can provide a competitive advantage inthe market.Conclusion Supply chn management is critical for businesses today as it involves the entire process of moving products or services from concept to final consumption. By optimizing supply chn processes, improving collaboration, and continuously seeking improvement, businesses can achieve increased efficiency, customer satisfaction, flexibility, reduced risk, and enhanced competitiveness. Therefore, effective SCM is essential for businesses to remn competitive in today's rapidly changing global marketplace.。

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 satisfyingservice-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 ofparticipants. 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 anddistribution 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 �6�7multi-echelon�6�8 or �6�7multilevel�6�7production/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�6�7in the pipeline�6�8 on each path linking these facilities. Manufacturers procure raw material from suppliers and process them into finished goods sell the finished goods to distributorsand then to retail and/or customers. When an item moves through more than one stage before reaching the final customer it forms a �6�7multi-echelon�6�8 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 ofa 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 identifyoptimal 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 managemulti-echelon inventory in SCs. Diks and de Kok�6�8s 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�6�8 model 1985 which they developed in their paper�6�8 Continuous-review policies for a multi-echelon inventory problem with stochastic demand�6�8 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.�6�8s 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�6�8s 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�6�8s delivery lead times are variable and are affected by the retailer�6�8s orderquantities. Dong and Lee�6�8s paper revisits the serialmulti-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 thetime-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 determineswhether an order is small or large. In mostl-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 theretailer�6�8s 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 andPosner�6�8s 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 Vander 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�6�8s 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�6�8s 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�6�8s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al. theimpact 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�6�8s 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 heuristicsvary-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 amulti-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�6�8 andbuyers�6�8 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 Vol. 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。