供应链管理系统双语英文翻译

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。

Chapter11.supply chain management 供应链管理2.zero defect 零缺陷3.perfect order 完美订单4.six-sigma performance 六西格玛管理体系5.marketing channel 营销渠道6.economic value 经济价值7.economy of scale 规模效益8.market value 市场价值9.trade-off 背反关系rmation sharing paradigm 信息共享模式11.process specialization paradigm 过程专业化模式12.electronic data interchange（EDI）电子信息交换13.made to plan（MTP）根据计划推测生产14.lead-time 交货期15.made to order（MTO）根据订单生产16.logistic outsourcing 物流外包17.stock keeping unit（SKU）库存单位18.integrated service provider（ISP）一体化服务供应商19.public warehouse公共仓库20.value-added service 增值服务21.third-party service provider 3PL 第三方物流服务供应商22.fourth-party service provider 4PL 第四方物流服务供应商23.anticipatory business model（push）预测性商业模式24.responsive business model（pull）快速响应型商业模式25.logistics postponement 物流延迟26.cash-to-cash conversion 现金转化周期27.dead net pricing 完全净价28.cash spin 现金周转29.operational performance 运作绩效30.order processing 订单处理31.customer accommodation 市场分销Chapter2 Inbound logistics 采购运筹，进口物流1.Procurement perspective and strategies 采购远景和策略2.continuous supply 持续供应3.minimize inventory investment 减少存货投资-JIT4.quality improvement 质量改进5.lowest total cost of ownership-TCO 所有权总成本最低6.supplier-buyer integration 供方买方整合7.value management 价值管理8.sales synergy 销售协同9.Manufacturing perspective and strategies 生产远景和策略10.brand power 品牌力11.Lead time 备货期12.Make-to-stock（MTS）备货型生产13.Make-to-order（MTO）订货型生产14.Assemble-to-order（ATO）面向订单装配15.Material Requirement Planning(MRP) 物料需求计划Chapter3 Outbound Logistics 出货物流1.Supply chain service output 供应链营运功率2.Spatial convenience 空间便利性3.Lot size 批量4.Waiting time 等待时间5.Stock out frequency 缺货率6.Fill rate 供应比率7. Sales and operations planning 销售和运作计划8.Order shipped complete 订货完成率9.Operation Performance 运行性能：10.Service Reliability 服务可靠性11.Customer Satisfaction 顾客满意度：12.Value added service 增值业务：13.Customer-focused services顾客导向之服务14.Promotion-focused services促销导向之服务15.Manufacturing-focused services 生产导向之服务16.Time-based services 基于时间的服务17.Distribution Resource Planning (DRP) 配送资源计划18.Total Quality Management全面质量管理19.customer relationship management（CRM）客户关系管理20.International Organization for Standardization（ISO）国际标准化组织21.European Article Numbering(EAN)欧洲物品编码22.Total Cost of Ownership所有权的总成本23.Economic Order Quantity(EOQ）经济订货量24.authorized economic operator授权经济运营25.make-to-plan（MTP)计划型生产26.Assemble-to-order面向订单装配27.materials requirements planning(MRP）物料需求计划28.performance-based logistics基于性能的物流29.Master Production Schedule主生产计划30.Bill of Materials 物料清单31.Distribution Resource Planning分销资源计划32.Supply chain information systems 供应链信息系统33.Enterprise Resource Planning（ERP)企业资源规划34.transportation management system运输管理系统35.Warehouse management system存货管理系统36.Yard management system堆场管理系统Advanced Planning and Scheduling(APS) 高级计划与排程系统37. available to promise 可行性承诺38.Collaborative Planning, Forecasting and Replenishment(CPFR)协同规划，预测和补货39.bills of lading提单40. proof of delivery交货证明Chapter4Geographical specialization 地域专门化Decoupling 库存的“分离”作用Balancing supply and demand 平衡供需Buffering uncertainty 降低不确定性因素Service lever 服务水平Average inventory 平均库存Inventory policy 存货政策Cycle inventory, or base stock 周转库存Safety stock inventory 安全库存Transit inventory 在途库存Order quantity 订购数量Transit inventory 已中转存货Obsolete inventory陈旧存货Speculative inventory投机性存货Safety stock 安全储备Reorder point 再订货点Inventory turns库存周转次数performance cycle or lead time绩效循环Inventory carrying cost 库存持有成本V olume Transportation Rates体积运输率Free On board (FOB) 船上交货价Quantity Discount大批量折扣Other EOQ Adjustments其他存货调整Demand uncertainty 需求的不确定性Performance cycle uncertainty 运行周期的不确定性Standard deviation 标准差Poisson distribution 泊松分布Safety Stock with Combined Uncertainty安全库存结合的不确定性Numerical compounding 精确合成Estimating Fill Rate估计填充率Dependent Demand Replenishment相关需求补给Safety time 安全时间Over planning top-level demand 对高水平需求的超额预测Inventory control 库存控制Perpetual Review 永续盘存Periodic Review 定期盘存Reactive inventory system 反应式库存系统Pull inventory system 拉动式库存系统Fair Share Allocation 公平份额分配法Distribution Requirements Planning (DRP) 配送需求计划Collaborate Inventory Replenishment 联合库存补充Vendor-Managed Inventory (VMI) 供应商管理存货Profile Replenishment (PR) 系列补货Product Classification Analysis (ABC) 产品分类分析Product/Market Classification 产品/市场分类Segment Strategy Definition 战略定义Policies and Parameters 政策和参数Chapter5,6(第八、九、十章）第八章Transportation InfrastructureIn-transit inventory在途库存Diversion转移Economy of scale规模经济economy of distance 距离经济Tapering principle 远距离递减原则Consignor 发货人consignee 收货人United States Postal Service （USPS）美国邮政服务Department of Transportation（DOT）运输部门Interstate Commerce Commission (ICC) 洲际商会Surface Transportation Board (STB) 陆地运输局Rights-of-way 通行权Ton-mile 吨英里Truckload（TL) 整车运输less—than—truckload（LTL) 零担运输specialty 专项运输North America Free Trade Agreement (NAFTA) 北美自由贸易协定Central America Free Trade Act (CAFTA) 中美洲自由贸易法United Parcel Service (UPS) 联合包裹运输服务公司Piggyback service 驼背式运输服务Land bridge 大陆桥Freight forwarders 货运代理人第九章Transportation OperationsStowability 装载能力Hundredweight （CWT) 英担Transport lane 运输通道Back-haul 可带回去Deadheaded 空车返回Variable costs 可变成本Fixed costs 固定成本Joint costs 连带成本Common costs公共成本Cost-of-service 服务成本策略Value-of-service 服务价值策略Combination pricing strategy 组合定价策略Net-rate pricing 净费率定价策略Tariff 费率表Class rate 费率类别Minimum charges and surcharges最低收费和附加费Commodity rate 商品费率Exception rates 特价费率Aggregate tender rate累计费率Limited service rate 有限服务费率Shipper load and count rate 发货人装载和清点费率Released value rate 免责价值费率Freight-all-kind (FAK) rates 均价费率Local rate 地方费率Single-line rate单线费率Joint rate 联合费率Proportional rate比例费率Transit service 转运服务Diversion and reconsignment 转移并变更收货人Split delivery 分票交付Demurrage 滞期费Detention 滞留费用Special or accessorial service 特别的或者附属的费用Special equipment charges 特殊设备使用费Transportation management system （TMS）运输管理系统Core carrier strategy 核心承运人战略Integrated service providers （ISPs）Reactive and proactive反应性和主动性Market area 市场范围法Scheduled area delivery 定期运送Pooled delivery集中运送Preorder planning 预订计划Multi-vendor consolidation 多卖主集拼Expediting 加急Hours of service（HOS) 服务时间Federal Motor Carrier Safety Administration联邦汽车运输安全管理局Loss or damage 货物丢失和损伤Overcharge/undercharge索价过低Preaudit 事前审核Post audit 事后审核Bill of lading 提货单Order-notified 待命提单Freight bill运费账单Prepaid or collect 预付或到付Shipment manifest装货清单Free on board船上交货Freight on board 离岸价格F.O.B. Origin FOB原产地价格F.O.B. Destination pricing FOB交货地价格F.O.B. 离岸价Delivered pricing 交货价Single-zone delivered pricing单地区定价Multiple-zone delivered pricing多地区定价Base—point pricing system基点定价系统Phantom freight在售价上加计的运费Freight absorption 运费免收Substantially lessen competition 大大减少竞争Forward-buy 提前购买Every Day Low Pricing（EDLP）天天低价Activity-based costing 作业成本法Total cost-to-serve model总成本与服务模型第十章WarehousingDistribution center 分销中心Just-in-time （JIT）准时制生产Cross-docking 越库式转运Mixing组合作业Assembly 装配作业Lead suppliers or tier one suppliers 主供应商或一级供应商Environmental Protection Agency（EPA）环境保护机构Food and Drug Administration（FDA）食品药物监管会Occupational Safety and Health Administration（OSHA）职业安全与卫生管理局Spot-stocked 定点储存Value-added services（V AS）增值服务Transfer and selection 货物的转移和分拣作业Flow-through or cross-dock distribution通过式配送或越库式转运Extended storage 长期储存Contract warehousing 合同仓储Selection or picking area 分拣作业的区域Discrete selection and wave selection 单独分拣和区域分拣Batch selection 批次挑选Chapter 7 Integrated Operations PlanningSupply Chain Planning供应链计划Supply chain visibility供应链的可见性Simultaneous resource consideration资源的同步考虑Resource utilization资源的利用率Supply Chain Planning Applications供应链计划应用系统Demand Planning需求计划Product Planning生产计划Logistics Planning 物流计划Sales and Operations Planning (S&OP)销售和作业计划系统Maximize production产量最大化Stable schedule稳定的生产进度Long lead times长的提前期Lower margins较低的利润Aggregate forecasts总体预测Rapid response 快速响应Maximize revenue 利润最大化Collaborative planning协同计划Exponential smoothing指数平滑法extended exponential smoothing扩展平滑法Adaptive smoothing调节性平滑法Multiple regression多元回归Chapter 8 Global Supply ChainGlobal Supply Chain Integration全球供应链一体化Stages of international development国际化发展的阶段Use restriction使用限制Price surcharges价格附加费Local presence本地经营Global Sourcing 国际采购Rationale for Low-Cost-Country sourcing低成本国家采购的理由Guidelines for sourcing采购的指导方针Achieve economies of scale实现规模经济Reduce direct cost减少直接成本Reduce market access uncertainty减少市场准入的不确定性Enhance sustainability增强可持续性Combined transport document联运单据Commercial invoice商业发票Insurance certificate保险证书Certificate of origin原产地证书Logistics Performance Index（LPI）物流绩效指数Chapter 9 Chapter 10(第十五、十六章)SDWT--self-directed work teams 自我指导工作小组Balanced scorecards 平衡计分卡Balance sheet 资产负债表Income statement 利润表The great divide 严重断层Reliability-based trust 以可靠性为基础的信任Character-based trust 以特性为基础的信任Average order cycle time 平均订货周期时间Order cycle consistency 订货周期一致性On-time delivery 准时交货Downtime 停工期Inventory turnover rate 库存周转率ROA---return on assets 资产回报率ROI---return on investment 投资回报率RONW---return on net worth 净值回报率Contribution approach 贡献毛利法Net profit approach 净利润法SPM---Strategic Profit Model 战略盈利模型CMROI---contribution margin return on inventory investment库存投资利润贡献率。

供应链专业英语词汇总结以下是一些供应链专业英语词汇的总结：1. 供应链管理 Supply Chain Management (SCM)2. 采购 Purchasing3. 供应商 Supplier4. 生产制造 Manufacturing5. 物流 Logistics6. 配送 Distribution7. 库存管理 Inventory Management (IM)8. 需求预测 Demand Forecasting9. 供应链协同 Supply Chain Collaboration (SCC)10. 供应商管理库存 Vendor Managed Inventory (VMI)11. 采购执行 Purchase Execution12. 物流执行 Logistics Execution13. 逆向物流 Reverse Logistics14. 准时制生产 Just-In-Time (JIT) Manufacturing15. 快速响应 Quick Response (QR)16. 有效客户响应 Efficient Consumer Response (ECR)17. 连续库存补充 Continuous Replenishment Program (CRP)18. 电子数据交换 Electronic Data Interchange (EDI)19. 全球定位系统 Global Positioning System (GPS)20. 射频识别技术 Radio Frequency Identification (RFID)21. 自动化仓库 Automated Warehouse22. 高级计划与排程 Advanced Planning and Scheduling (APS)23. 企业资源规划 Enterprise Resource Planning (ERP)24. 客户关系管理 Customer Relationship Management (CRM)25. 电子采购 e-Procurement26. 供应链风险管理 Supply Chain Risk Management (SCRM)27. 精益供应链管理 Lean Supply Chain Management (LSCM)28. 环境可持续供应链管理 Environmentally Sustainable Supply Chain Management (ESSCM)29. 社会可持续供应链管理 Socially Sustainable Supply Chain Management (SSSCM)30. 可持续供应链管理 Sustainable Supply Chain Management (SSCM)31. 供应商评价 Supplier Evaluation32. 采购谈判 Purchasing Negotiation33. 供应链绩效评估 Supply Chain Performance Evaluation (SCPE)34. 总成本分析 Total Cost Analysis (TCA)35. 总持有成本 Total Cost of Ownership (TCO)36. 经济订货量模型 Economic Order Quantity Model (EOQ)37. 安全库存 Safety Stock38. 采购周期 Purchasing Cycle39. 供应链网络 Supply Chain Network40. 多供应商 Multi-supplier41. 多配送中心 Multi-distribution Center42. 库存周转率 Inventory Turnover Rate43. 在途库存 In-transit Inventory44. 在途货物 In-transit Cargo45. 在途车辆 In-transit Vehicle46. 在途订单 In-transit Order47. 在途发票 In-transit Invoice。

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。

供应链专业术语缩写及含义供应链领域中存在大量的专业术语及缩写，这些术语在日常工作中经常被使用到，对于从事供应链相关工作的专业人士来说，熟悉并理解这些术语及缩写是至关重要的。

下面将对一些常见的供应链专业术语及缩写进行解释。

1. SCM：供应链管理（Supply Chain Management）供应链管理是指整个从原材料采购到产品最终交付给客户的整个过程。

它包括了整个供应链的规划、执行和控制，旨在最大化效率和利润。

2. ERP：企业资源规划（Enterprise Resource Planning）ERP系统是一种集成管理软件，可以帮助企业有效地规划、执行和控制各种资源，包括人力资源、财务资源、物流资源等，从而全面提升企业的运营效率。

3. JIT：即时制造（Just-In-Time）JIT是一种精确的生产方式，通过及时交付所需的零部件和原材料，减少库存和制造过程中的浪费，从而提高生产效率和降低成本。

4. ROI：投资回报率（Return on Investment）ROI是一种衡量投资收益的指标，通常以百分比的形式表示，可以帮助企业评估投资项目的盈利能力。

5. KPI：关键绩效指标（Key Performance Indicator）KPI是用于衡量企业绩效和目标实现程度的重要指标，可以帮助企业了解自身的运营状况，从而制定合适的战略和目标。

6. SCOR：供应链运营参考模型（Supply Chain Operations Reference Model）SCOR是一种用于衡量和改善供应链整体绩效的标准化方法，可以帮助企业识别和改进供应链中的各个环节。

7. 3PL：第三方物流（Third-party Logistics）3PL是指将物流服务外包给第三方物流公司，包括货运、仓储、配送等服务，可以帮助企业降低成本，提高效率。

8. WMS：仓储管理系统（Warehouse Management System）WMS是一种用于管理仓储操作的软件系统，可以帮助企业实现仓储作业的自动化和规范化，提高仓储效率。

供应链相关专业英语词汇1. 缩写词汇缩写全拼翻译3PL/TPL Third party logistics 第三方物流ABC Activity based costing approach ABC 成本法AFR Aggregate Forecasting and Replenishment 合作预测于补给ANN Artificial neural network 人工精神网络APS Advanced planning system 先进计划系统BLM Business logistics management 企业物流管理BPR Business Process Reengineering 业务流程重组CAD Computer Aided Design 计算机辅助设计CAO Computer aided order 计算机辅助订货CCM Coordination control mechanism 协调控制机制CCM Coordination control mode 协调控制模式CEO Chief Executive Officer 企业主管CIM Coordinated inventory management 协同库存管理CIM Computer Integrated Manufacturing 计算机集成制造CIO Chief information officer 信息主管CKO Chief knowledge officer 知识主管CLM Council of logistics management 美国物流管理协会CPFRCollaborative planning, forecasting andreplenishment合作计划、预测和补货CSI Customer service index 客户服务指标CRP Capacity requirement planning 产量需求规划CSL Customer service Level 客户服务水平DME Double marginal effect 双重边际效应DRP Distribution requirement planning 配送需求计划ECR Efficiency consumer response 有效用户响应EDI Electronic Data Interchange 电子数据交换EFT Electronic Funds Transfer 电子资金转账ERP Enterprise Resource Planning 企业资源计划ESC Efficient supply chain 效率性供应链ETO Engineering to Order 面向定单设计FMS Flexible Manufacture System 柔性制造系统FMS Flexible Manufacture System 柔性制造系统HSE Hockey-stick effect 曲棍球帮现象IMS Inventory management strategies 库存管理策略ITM Information tracking mechanism 信息跟踪机制JIT Just in time 准时制生产JMI Jointly managed inventory 共同管理库存LRP Logistics resource planning 物流资源计划LSP Logistics service provider 物流服务提供商MIS Measuring index system 评价指标体系MPS master production scheduling 主生产排程MRP Material Requirement Planning 物料需求计划MRP ⅡManufacturing Resource Planning 制造资源计划MTO Make to order 按订单生产MTS Make to stock 备货生产NSM Negotiation selection method 协商选择法OEM Original equipment manufacturer 原始设备制造商POS Point of sale 销售终端QFD Quality function development 质量功能开发RSC Responsive supply chain 响应性供应链RSC Revenue sharing contracts 收益共享契约RCCP rough-cut capacity planning 粗能力计划SCC Supply chain coordination 供应链协调SCD Supply chain design 供应链设计SCM Supply chain management 供应链管理SCN Supply chain network 供应链网络SCP Supply chain planning 供应链计划SCP Supply chain partnership 供应链合作关系SFA Sales Forecast Accuracy 预测准确率SKU Stock Keeping Unit 库存进出计量的单位SI Sell in 销售进入渠道SO Sell out 销售给消费者SRM Supplier relationship management 供应商关系管理S&OP Sales and operation planning 销售运营计划TOC Theory of constraint 约束理论TPM Traditional purchase mode 传统采购模式TMS Transportation management system 运输管理系统VMI Vendor Managed Inventory 供应商管理库存WMAPE Weighted Mean Percentage Error 加权平均绝对百分比误差WMS Warehouse management system 仓储管理系统2. 非缩写核心词汇ABC classification ABC 分类Accessory 附件Action Report 行动报告Aggregate Planning ．总体规划Agile Manufacturing 灵活制造Allocated Inventory 保留量Alternate BOM 替代物料表Anticipation Inventory 预期库存Assemble to Order 定单组装Automation 自动化Available Inventory 可用库存Available to Promise 可答应量Backlog 待交货Back Order 逾期订单Bill of Labor 人力表BOM Bill of Material 材料表bill of resources 资源表BOM Code 材料表码Bom Explosion 材料表展开Bom Implosion 材料表逆展Bom Structure 材科表结构Built-on-the-Iine parts 线上生产零件Bulk lssue 大批发料Bullwhip Effect 长鞭效应Business Plan 事业计划Capacity 产量Capacity Control 产量控制Capacity requirement planning 产量需求规划Check-in 结入Check-Out 结出Common part Bom 共享件材料表constraint management 限制因素管理continuous production 连续式生产critical capacity 关键产量critical part 关键零件customer order 客户定单customization 客制化customer service level 顾客服务水准cycle count interval 周期盘点区间cycle counting 周期盘点cycle time 周期时间Demand Management 需求管理demonstrated capacity 验证产量iscret manufacturing 装配式生产distribution center 配销中心distribution requirement planning 分销资源计划economic order quantity 经济订购量economic part period 经济量期emergency kanban 紧急看板finished goods 完成品firm planned order 固定计划定单first in first out 先进先出forecast 预测forecast horizon 预测期间fundamental data 基本资料gross requirement 总需求inbound queue control 输入端队列控制independent demand 独立需求input/output control 输入／输出控制intermittent production 问歇式生产inventory management 库存管理inventory status 库存状态inventory type 库存形态job 工件，工作job shop 工件生产工厂just in time 及时供补kanban 看板kanban ceiling 看板界限lead time 前置时间lead time offset 前置时问冲销least total cost 最低总成本批量法least unit cost 最低单位成本批量法level scheduling 平准化排程level production(linearity) 平准化生产linearity 定率生产load 负荷look ahead/look back 瞻前顾后法lot for lot 逐批批量法lot number 批号lot size 批量lot size inventory 批量库存lot sizing rule 批量法则maintenance, repair and operational supplies 间接物料make to order 定单生产make to stock 计划生产manufacturing bom 制造单元manufacturing cell 指令单manufacturing order 制造规划与控制manufacturing planning and control 制造资源规划master production scheduling 主生产排程material requirement planning 材料需求规划（计划）modular bom 模块材料表modular production 模块化生产mps item MPS 项目net requirement 净需求offset time 冲销时问on-hand inventory 在库量on-order inventory 在途量operations planning and control 作业规划与管制operations process chart 作业程序图order interval 订购区间order point 订购点parent/component 父件／子件pan number 件号past due 逾期量peg file 溯源文件pegging 溯源periodic order quantity 定期批量法periodic review system 定期评估法picking order 领料单plan-do-check-action cycle 计划一执行-检查-行动循环planned order receipts 计划定单收料planned order releases 计划定单发出planning bom 计划材料表planning horizon 计划期间planning time fence 计划时栅priority control 优先次序控制prioriry planning 优先次序规划preventive maintenance 预防性维护process manufacturing 流程式生产product family 产品族product line 产品线product structure 产品结构表product sub-line 产品副线production activity control 生产活动管制production rate 生产速率production plan 生产计划production planning 生产规划production run 生产连project-based production 项目式生产projected available balance 预计可用量pull system 拉式系统purchase order 订购单purchase reuisition 请购单quantity-per 单位用量quick response 快速反应rated capacity 评估产量raw material 原材料reasonableness test 合理测试receiving order 收料单refill kanban 补充看板re-order point 再订购点法repetitive manufacturing 重复性生产replacement part 替代件replenishment plan 补充计划replenishment time 补充时间resource requirement planning 资源需求规划rework kanban 重加工看板rolling kanban 滚动看板rolling schedule 滚动式排程rough-cut capacity planning 粗略产量规划safety stock 安全存量safety time 安全时间sales order 销售定单．scheduled receipts 在途量（已订未交货）scarp rate 报废率secondary stockroom 次级仓semi-finished goods 半成品serial number 序号shop calendar 厂历shop floor 制造现场shop floor control 制造现场控制stock keeping unit 材料库存单位subsontract order 外包单supply chain management 供应链管理synchronized control 同步控制synchronized production 同步生产theoretical capacity 理论产量Lime bucket 时段time phased order point 分期间订购点法transferring order 调拨单transportation inventory 运输库存total employee involvement 全员参与total preventive maintenance 全面预防型维护total productive maintenance 全面生产性维护total quality management 全面质量管理unit of measure 单位visual review system 目视评估法where-used report 用途表WIP inventory 在制品库存WIP tracking 在制品追踪work flow control system 工作流程控制系统work-in-process 在制品yield 良品率。

供应链supply chain供应链管理supply chain management纵向一体化vertical integration横向一体化horizontal integration供应链管理战略supply chain management strategy供应链协调与写作supply chain coordination and cooperation供应链风险管理supply chain risk management效率型供应链efficient supply chain响应型供应链responsive supply chain敏捷供应链agile supply chain扩展企业extended corporation集成化供应链管理integrated supply chain management业务外包outsourcing推动式push牵引式pull供应链管理战略supply chain management strategy供应链构建supply chain configuration供应链构建的设计原则the principles of supply chain configuration核心企业core company非核心企业non-core company基于产品的供应链设计策略product-based supply chain design为供应链管理设计产品design for supply chain management供应链重构supply chain reengineering供应链合作关系supply chain partnership战略联盟strategic alliance供应商选择supplier selection客户关系管理customer relationship management供应商关系管理supplier relationship management采购管理purchasing management传统采购模式traditional purchasing mode 基于供应链的采购管理模式purchasing mode under the supply chain management mode准时化采购JIT purchasing全球采购global purchase同步化synchronization能力平衡capacity balancing库存控制inventory control协调coordination生产计划与控制production planning and control订单刘order flow合作计划、预测与补货collaborative planning ，forecasting and replenishment准时生产制just in time零库存zero inventories快速响应quick response产品到达市场的时间time-to-market基于时间的竞争time based competition同步性synchronization民机供应链agile supply chain物流logistics物流管理logistics management物流网络logistics network第三方物流third party logistics一体化物流integrated logistics全球物流global logistics流入物流inbound logistics流出物流outbound logistics逆向物流reverse logistics外包outsourcing库存inventory补给策略replenishment policy周期性检查模型periodic review model连续性检查模型continuous review model供应商管理库存vender managed inventory 联合管理库存joint managed inventory多级库存友华multi-stage inventory optimization连续补给continuous replenishment。

供应链管理系统介绍供应链管理系统（Supply Chain Management System，简称SCMS）是一种通过整合、协调和优化供应链中的资源和活动，以实现高效的物流运作和及时的货物流通的管理系统。

它通过提高供应链的运作效率、降低成本和提升客户满意度，为企业带来更大的竞争优势。

1.采购管理：通过建立供应商库、采购单管理和采购合同管理等工具，帮助企业进行采购计划和采购合同的签署，并实现采购流程的优化和协同。

2.库存管理：通过建立库存台账、安全库存和自动补货机制，帮助企业合理管理库存，并降低因库存过多或过少而造成的成本浪费。

3.仓储管理：通过建立仓库库位规划、出入库管理和库存盘点等功能，帮助企业实现仓储效率的提升和库存管理的精确度。

4.物流运输管理：通过物流信息追踪、运输路线规划和运输成本分析等功能，协助企业实现物流运输过程的可视化和成本的降低。

5.销售管理：通过建立客户信息库、销售订单管理和销售数据分析等工具，帮助企业实现销售过程的监控和销售数据的分析，以便更好地把握市场需求。

6.质量管理：通过建立供应商评估、产品质量溯源和不良品管理等功能，帮助企业提高产品质量和管理质量风险。

7.信息共享与协同管理：通过建立供应链协同平台和信息共享系统，实现供应链各环节的信息共享和实时协同，增强供应链的透明度和协同性。

1.提高运作效率：通过对供应链各环节的优化和整合，提高了业务执行的效率，减少了人工操作和错误的可能性。

2.降低成本：通过合理的采购规划、供应商管理和仓储管理，降低了企业的库存成本和物流运输成本。

3.加强供应链协同：通过信息共享和实时协同，增强了供应链各环节之间的合作和沟通，减少了信息延迟和传递的错误，从而提高了供应链的响应速度和灵活性。

4.优化客户满意度：通过准确的库存管理和及时的交货，提升了客户对企业的满意度，并增强了企业的市场竞争力。

5.提高质量控制：通过质量信息的追溯和供应商评估，有助于企业提高产品质量和管理质量风险。

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。

Chapter11.supply chain management 供应链管理2.zero defect 零缺陷3.perfect order 完美订单4.six-sigma performance 六西格玛管理体系5.marketing channel 营销渠道6.economic value 经济价值7.economy of scale 规模效益8.market value 市场价值9.trade-off 背反关系rmation sharing paradigm 信息共享模式11.process specialization paradigm 过程专业化模式12.electronic data interchange（EDI）电子信息交换13.made to plan（MTP）根据计划推测生产14.lead-time 交货期15.made to order（MTO）根据订单生产16.logistic outsourcing 物流外包17.stock keeping unit（SKU）库存单位18.integrated service provider（ISP）一体化服务供应商19.public warehouse公共仓库20.value-added service 增值服务21.third-party service provider 3PL 第三方物流服务供应商22.fourth-party service provider 4PL 第四方物流服务供应商23.anticipatory business model（push）预测性商业模式24.responsive business model（pull）快速响应型商业模式25.logistics postponement 物流延迟26.cash-to-cash conversion 现金转化周期27.dead net pricing 完全净价28.cash spin 现金周转29.operational performance 运作绩效30.order processing 订单处理31.customer accommodation 市场分销Chapter2 Inbound logistics 采购运筹，进口物流1.Procurement perspective and strategies 采购远景和策略2.continuous supply 持续供应3.minimize inventory investment 减少存货投资-JIT4.quality improvement 质量改进5.lowest total cost of ownership-TCO 所有权总成本最低6.supplier-buyer integration 供方买方整合7.value management 价值管理8.sales synergy 销售协同9.Manufacturing perspective and strategies 生产远景和策略10.brand power 品牌力11.Lead time 备货期12.Make-to-stock（MTS）备货型生产13.Make-to-order（MTO）订货型生产14.Assemble-to-order（ATO）面向订单装配15.Material Requirement Planning(MRP) 物料需求计划Chapter3 Outbound Logistics 出货物流1.Supply chain service output 供应链营运功率2.Spatial convenience 空间便利性3.Lot size 批量4.Waiting time 等待时间5.Stock out frequency 缺货率6.Fill rate 供应比率7. Sales and operations planning 销售和运作计划8.Order shipped complete 订货完成率9.Operation Performance 运行性能：10.Service Reliability 服务可靠性11.Customer Satisfaction 顾客满意度：12.Value added service 增值业务：13.Customer-focused services顾客导向之服务14.Promotion-focused services促销导向之服务15.Manufacturing-focused services 生产导向之服务16.Time-based services 基于时间的服务17.Distribution Resource Planning (DRP) 配送资源计划18.Total Quality Management全面质量管理19.customer relationship management（CRM）客户关系管理20.International Organization for Standardization（ISO）国际标准化组织21.European Article Numbering(EAN)欧洲物品编码22.Total Cost of Ownership所有权的总成本23.Economic Order Quantity(EOQ）经济订货量24.authorized economic operator授权经济运营25.make-to-plan（MTP)计划型生产26.Assemble-to-order面向订单装配27.materials requirements planning(MRP）物料需求计划28.performance-based logistics基于性能的物流29.Master Production Schedule主生产计划30.Bill of Materials 物料清单31.Distribution Resource Planning分销资源计划32.Supply chain information systems 供应链信息系统33.Enterprise Resource Planning（ERP)企业资源规划34.transportation management system运输管理系统35.Warehouse management system存货管理系统36.Yard management system堆场管理系统Advanced Planning and Scheduling(APS) 高级计划与排程系统37. available to promise 可行性承诺38.Collaborative Planning, Forecasting and Replenishment(CPFR)协同规划，预测和补货39.bills of lading提单40. proof of delivery交货证明Chapter4Geographical specialization 地域专门化Decoupling 库存的“分离”作用Balancing supply and demand 平衡供需Buffering uncertainty 降低不确定性因素Service lever 服务水平Average inventory 平均库存Inventory policy 存货政策Cycle inventory, or base stock 周转库存Safety stock inventory 安全库存Transit inventory 在途库存Order quantity 订购数量Transit inventory 已中转存货Obsolete inventory陈旧存货Speculative inventory投机性存货Safety stock 安全储备Reorder point 再订货点Inventory turns库存周转次数performance cycle or lead time绩效循环Inventory carrying cost 库存持有成本Volume Transportation Rates体积运输率Free On board (FOB) 船上交货价Quantity Discount大批量折扣Other EOQ Adjustments其他存货调整Demand uncertainty 需求的不确定性Performance cycle uncertainty 运行周期的不确定性Standard deviation 标准差Poisson distribution 泊松分布Safety Stock with Combined Uncertainty安全库存结合的不确定性Numerical compounding 精确合成Estimating Fill Rate估计填充率Dependent Demand Replenishment相关需求补给Safety time 安全时间Over planning top-level demand 对高水平需求的超额预测Inventory control 库存控制Perpetual Review 永续盘存Periodic Review 定期盘存Reactive inventory system 反应式库存系统Pull inventory system 拉动式库存系统Fair Share Allocation 公平份额分配法Distribution Requirements Planning (DRP) 配送需求计划Collaborate Inventory Replenishment 联合库存补充Vendor-Managed Inventory (VMI) 供应商管理存货Profile Replenishment (PR) 系列补货Product Classification Analysis (ABC) 产品分类分析Product/Market Classification 产品/市场分类Segment Strategy Definition 战略定义Policies and Parameters 政策和参数Chapter5,6(第八、九、十章）第八章Transportation InfrastructureIn-transit inventory在途库存Diversion转移Economy of scale规模经济 economy of distance 距离经济Tapering principle 远距离递减原则Consignor 发货人 consignee 收货人United States Postal Service （USPS）美国邮政服务Department of Transportation（DOT）运输部门Interstate Commerce Commission (ICC) 洲际商会Surface Transportation Board (STB) 陆地运输局Rights-of-way 通行权Ton-mile 吨英里Truckload（TL) 整车运输less—than—truckload（LTL) 零担运输specialty 专项运输North America Free Trade Agreement (NAFTA) 北美自由贸易协定Central America Free Trade Act (CAFTA) 中美洲自由贸易法United Parcel Service (UPS) 联合包裹运输服务公司Piggyback service 驼背式运输服务Land bridge 大陆桥Freight forwarders 货运代理人第九章Transportation OperationsStowability 装载能力Hundredweight （CWT) 英担Transport lane 运输通道Back-haul 可带回去Deadheaded 空车返回Variable costs 可变成本Fixed costs 固定成本Joint costs 连带成本Common costs公共成本Cost-of-service 服务成本策略Value-of-service 服务价值策略Combination pricing strategy 组合定价策略Net-rate pricing 净费率定价策略Tariff 费率表Class rate 费率类别Minimum charges and surcharges最低收费和附加费Commodity rate 商品费率Exception rates 特价费率Aggregate tender rate累计费率Limited service rate 有限服务费率Shipper load and count rate 发货人装载和清点费率Released value rate 免责价值费率Freight-all-kind (FAK) rates 均价费率Local rate 地方费率Single-line rate单线费率Joint rate 联合费率Proportional rate比例费率Transit service 转运服务Diversion and reconsignment 转移并变更收货人Split delivery 分票交付Demurrage 滞期费Detention 滞留费用Special or accessorial service 特别的或者附属的费用Special equipment charges 特殊设备使用费Transportation management system （TMS）运输管理系统Core carrier strategy 核心承运人战略Integrated service providers （ISPs）Reactive and proactive反应性和主动性Market area 市场范围法Scheduled area delivery 定期运送Pooled delivery集中运送Preorder planning 预订计划Multi-vendor consolidation 多卖主集拼Expediting 加急Hours of service（HOS) 服务时间Federal Motor Carrier Safety Administration联邦汽车运输安全管理局Loss or damage 货物丢失和损伤Overcharge/undercharge索价过低Preaudit 事前审核Post audit 事后审核Bill of lading 提货单Order-notified 待命提单Freight bill运费账单Prepaid or collect 预付或到付Shipment manifest装货清单Free on board船上交货Freight on board 离岸价格F.O.B. Origin FOB原产地价格F.O.B. Destination pricing FOB交货地价格F.O.B. 离岸价Delivered pricing 交货价Single-zone delivered pricing单地区定价Multiple-zone delivered pricing多地区定价Base—point pricing system基点定价系统Phantom freight在售价上加计的运费Freight absorption 运费免收Substantially lessen competition 大大减少竞争Forward-buy 提前购买Every Day Low Pricing（EDLP）天天低价Activity-based costing 作业成本法Total cost-to-serve model总成本与服务模型第十章 WarehousingDistribution center 分销中心Just-in-time （JIT）准时制生产Cross-docking 越库式转运Mixing组合作业Assembly 装配作业Lead suppliers or tier one suppliers 主供应商或一级供应商Environmental Protection Agency（EPA）环境保护机构Food and Drug Administration（FDA）食品药物监管会Occupational Safety and Health Administration（OSHA）职业安全与卫生管理局Spot-stocked 定点储存Value-added services（VAS）增值服务Transfer and selection 货物的转移和分拣作业Flow-through or cross-dock distribution通过式配送或越库式转运Extended storage 长期储存Contract warehousing 合同仓储Selection or picking area 分拣作业的区域Discrete selection and wave selection 单独分拣和区域分拣Batch selection 批次挑选Chapter 7 Integrated Operations PlanningSupply Chain Planning供应链计划Supply chain visibility供应链的可见性Simultaneous resource consideration资源的同步考虑Resource utilization资源的利用率Supply Chain Planning Applications供应链计划应用系统Demand Planning需求计划Product Planning生产计划Logistics Planning 物流计划Sales and Operations Planning (S&OP)销售和作业计划系统Maximize production产量最大化Stable schedule稳定的生产进度Long lead times长的提前期Lower margins较低的利润Aggregate forecasts总体预测Rapid response 快速响应Maximize revenue 利润最大化Collaborative planning协同计划Exponential smoothing指数平滑法extended exponential smoothing扩展平滑法Adaptive smoothing调节性平滑法Multiple regression多元回归Chapter 8 Global Supply ChainGlobal Supply Chain Integration全球供应链一体化Stages of international development国际化发展的阶段Use restriction使用限制Price surcharges价格附加费Local presence本地经营Global Sourcing 国际采购Rationale for Low-Cost-Country sourcing低成本国家采购的理由Guidelines for sourcing采购的指导方针Achieve economies of scale实现规模经济Reduce direct cost减少直接成本Reduce market access uncertainty减少市场准入的不确定性Enhance sustainability增强可持续性Combined transport document联运单据Commercial invoice商业发票Insurance certificate保险证书Certificate of origin原产地证书Logistics Performance Index（LPI）物流绩效指数Chapter 9 Chapter 10(第十五、十六章)SDWT--self-directed work teams 自我指导工作小组Balanced scorecards 平衡计分卡Balance sheet 资产负债表Income statement 利润表The great divide 严重断层Reliability-based trust 以可靠性为基础的信任Character-based trust 以特性为基础的信任Average order cycle time 平均订货周期时间Order cycle consistency 订货周期一致性On-time delivery 准时交货Downtime 停工期Inventory turnover rate 库存周转率ROA---return on assets 资产回报率ROI---return on investment 投资回报率RONW---return on net worth 净值回报率Contribution approach 贡献毛利法Net profit approach 净利润法SPM---Strategic Profit Model 战略盈利模型CMROI---contribution margin return on inventory investment库存投资利润贡献率。

供给链相关专业英语词汇2.非缩写核心词汇ABC classification ABC分类Accessory 附件Action Report 行动报告Aggregate Planning．总体规划Agile Manufacturing灵敏制造Allocated Inventory保存量Alternate BOM替代物料表Anticipation Inventory预期库存Assemble to Order定单组装Automation自动化Available Inventory可用库存Available to Promise可容许量Backlog待交货Back Order逾期订单Bill of Labor人力表BOM Bill of Material材料表bill of resources资源表BOM Code材料表码Bom Explosion材料表展开Bom Implosion材料表逆展Bom Structure材科表构造Built-on-the-Iine parts线上消费零件Bulk lssue 大批发料Bullwhip Effect长鞭效应Business Plan事业方案Capacity产量Capacity Control产量控制Capacity requirement planning产量需求规划Check-in结入Check-Out结出Common part Bom共享件材料表constraint management限制因素管理continuous production连续式消费critical capacity关键产量critical part关键零件customer order客户定单customization客制化customer service level顾客效劳水准cycle count interval 周期盘点区间cycle counting周期盘点cycle time 周期时间Demand Management需求管理demonstrated capacity验证产量iscret manufacturing装配式消费distribution center配销中心distribution requirement planning 分销资源方案economic order quantity经济订购量economic part period经济量期emergency kanban紧急看板finished goods完成品firm planned order固定方案定单first in first out先进先出forecast预测forecast horizon预测期间fundamental data根本资料gross requirement总需求inbound queue control输入端队列控制independent demand独立需求input/output control输入／输出控制intermittent production问歇式消费inventory management库存管理inventory status库存状态inventory type库存形态job 工件，工作job shop 工件消费工厂just in time及时供补kanban看板kanban ceiling看板界限lead time前置时间lead time offset前置时问冲销least total cost最低总本钱批量法least unit cost最低单位本钱批量法level scheduling平准化排程level production(linearity)平准化消费linearity定率消费load负荷look ahead/look back瞻前顾后法lot for lot逐批批量法lot number批号lot size批量lot size inventory批量库存lot sizing rule批量法那么maintenance, repair and operational supplies间接物料make to order 定单消费make to stock方案消费manufacturing bom制造单元manufacturing cell指令单manufacturing order制造规划与控制manufacturing planning and control制造资源规划master production scheduling 主消费排程material requirement planning材料需求规划〔方案〕modular bom模块材料表modular production模块化消费mps item MPS工程net requirement净需求offset time冲销时问on-hand inventory在库量on-order inventory在途量operations planning and control作业规划与管制operations process chart作业程序图order interval订购区间order point订购点parent/component父件／子件pan number件号past due逾期量peg file溯源文件pegging溯源periodic order quantity定期批量法periodic review system定期评估法picking order领料单plan-do-check-action cycle方案一执行-检查-行动循环planned order receipts方案定单收料planned order releases方案定单发出planning bom方案材料表planning horizon方案期间planning time fence方案时栅priority control优先次序控制prioriry planning优先次序规划preventive maintenance预防性维护process manufacturing流程式消费product family产品族product line产品线product structure 产品构造表product sub-line产品副线production activity control消费活动管制production rate消费速率production plan消费方案production planning消费规划production run消费连project-based production工程式消费projected available balance预计可用量pull system拉式系统purchase order订购单purchase reuisition请购单quantity-per单位用量quick response快速反响rated capacity评估产量raw material 原材料reasonableness test合理测试receiving order收料单refill kanban补充看板re-order point再订购点法repetitive manufacturing重复性消费replacement part替代件replenishment plan补充方案replenishment time补充时间resource requirement planning资源需求规划rework kanban重加工看板rolling kanban滚动看板rolling schedule滚动式排程rough-cut capacity planning粗略产量规划safety stock平安存量safety time平安时间sales order销售定单．scheduled receipts在途量〔已订未交货〕scarp rate报废率secondary stockroom次级仓semi-finished goods半成品serial number 序号shop calendar厂历shop floor制造现场shop floor control制造现场控制stock keeping unit材料库存单位subsontract order外包单supply chain management供给链管理synchronized control同步控制synchronized production同步消费theoretical capacity理论产量Lime bucket时段time phased order point分期间订购点法transferring order调拨单transportation inventory运输库存total employee involvement全员参与total preventive maintenance全面预防型维护total productive maintenance全面消费性维护total quality management全面质量管理unit of measure单位visual review system目视评估法where-used report用处表WIP inventory在制品库存WIP tracking在制品追踪work flow control system工作流程控制系统work-in-process在制品yield良品率。

中英文在线翻译The three flows of a supply chain 供应链的三种“流”Supply chain management (SCM) is concerned with the integration, coordination and control of the flow of material, information and finances in supply chains.供应链管理（SCM）涉及到对供应链中材料流、信息流和资金流所进行的整合、协调和控制。

SCM can be divided into three main flows:❝The product flow or materials flow includes moving goods from supplier to consumer as well as dealing with customer service needs.❝The information flow includes order information and delivery status.❝The financial flow includes payments schedules, credit terms and additional arrangements.SCM分为三个主要的流：❝产品流或材料流包括包括商品从供应商向客户的移动，也包括处理客户的服务需求。

❝信息流包括订单信息及交付状况。

❝金流包括付款时间安排表，赊账条款以及追加安排❝The Bullwhip Effect“牛鞭效应”❝The bullwhip effect (or whiplash effect) is an observed phenomenon in forecast-driven distribution channels. It refers to a trend of larger and larger swings in inventory in response to changes in demand. The concept first appeared in Jay Forrester's Industrial Dynamics (1961) and thus it is also known as the Forrester effect.Since the oscillating demand upstream a supply chain is reminiscent of a cracking whip, it became known as the bullwhip effect.❝“牛鞭效应”或“鞭抽效应”是在预测驱动型流通渠道中的一种已观察到的现象。

供应链专业术语缩写及含义1. SCM -供应链管理(Supply Chain Management)供应链管理是指在产品或服务从原始材料生产到最终用户使用的整个过程中，协调和管理各个环节，以实现高效的运作和最大程度的客户满意度。

2. ERP -企业资源规划(Enterprise Resource Planning)企业资源规划是一种集成管理系统，通过整合企业内部的各个部门和业务流程，提高资源利用效率，优化供应链流程。

3. WMS -仓储管理系统(Warehouse Management System)仓储管理系统是一种用于管理和优化仓库操作的软件系统，包括入库、出库、库存管理、订单处理等功能。

4. TMS -运输管理系统(Transportation Management System)运输管理系统是一种用于优化货物运输和配送过程的软件系统，包括路线规划、运输成本管理、运输跟踪等功能。

5. GPS -全球定位系统(Global Positioning System)全球定位系统是一种卫星导航系统，用于确定物品或车辆的精确位置，提高运输过程的可视化和管理效率。

6. RFID -射频识别技术(Radio Frequency Identification)射频识别技术是一种利用无线电信号来识别和跟踪物品或货物的技术，可以实现物流信息的实时采集和监控。

7. JIT -及时制(Just-In-Time)及时制是一种生产和库存管理方法，通过在需要时准确生产所需数量的产品，以减少库存和提高效率。

8. SLA -服务水平协议(Service Level Agreement)服务水平协议是一种合同或协议，规定供应商或物流服务提供商应达到的服务水平标准和指标。

9. KPI -关键绩效指标(Key Performance Indicator)关键绩效指标是用于衡量供应链绩效的重要指标，可以是成本、交货准时率、库存周转率等。

A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goods warehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of thesupply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chaindepends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2007, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines in inventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay forit. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supply chain profitability.Supply chain profitability is the total profit to be shared across all supply chain stages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction inoverall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain. Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared to their Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distribute locally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smallerdeliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknesses in their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt itsperformance. Dell Computer is another example of a company that had to revise its supply chain design in response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2010 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。

供应链专业术语缩写及含义1. SCM -供应链管理（Supply Chain Management）供应链管理是指企业全球范围内的物流管理、采购管理、订单管理、库存管理等一系列与供应链相关的活动。

其目的是通过有效的资源配置和协调，以最低的成本满足顾客需求。

2. ERP -企业资源规划（Enterprise Resource Planning）ERP是集成化的商业管理系统，可以协调企业内部的各种活动，包括生产、库存、销售、人力资源等，从而提高整体的生产效率和管理水平。

3. MRP -物料需求计划（Material Requirements Planning）MRP是一种生产计划方法，通过对物料需求的计划和控制，帮助企业更好地管理生产进程，减少库存、提高交付率。

4. WMS -仓储管理系统（Warehouse Management System）WMS是一种用于管理仓库运营活动的信息系统，包括货物存储、货物流转、订单管理等，可以提高仓库的效率和准确性。

5. TMS -运输管理系统（Transportation Management System）TMS是一种用于管理运输活动的信息系统，包括运输计划、运输执行、运输优化等，可以提高运输效率和降低成本。

6. RFID -射频识别技术（Radio Frequency Identification）RFID是一种自动识别技术，可以实时跟踪物流运输中的货物位置和状态，提高物流的可见性和管理水平。

7. IoT -物联网（Internet of Things）IoT是一种通过互联网连接和传感器技术实现物品之间相互交流的技术，可以提高供应链运作的智能化和自动化水平。

8. KPI -关键绩效指标（Key Performance Indicator）KPI是衡量企业绩效的重要指标，可以帮助企业评估供应链的效率、成本和质量，从而进行管理与优化。

9. JIT -及时制造（Just-in-Time）JIT是一种生产管理理念，旨在通过减少库存、提高交付率和质量水平，从而降低成本、提高效率。

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。