供应链风险管理【外文翻译】

供应链风险管理英语作文Supply Chain Risk Management。

In today's globalized economy, supply chains have become increasingly complex and interconnected. As a result, supply chain risk management has become a critical component of business operations. Supply chain risk management involves identifying potential risks and developing strategies to mitigate or eliminate them. This essay will discuss the importance of supply chain risk management and the strategies that companies can use to manage and mitigate supply chain risks.Supply chain risk management is important because it helps companies to minimize disruptions in their supply chain. Disruptions in the supply chain can lead to delaysin production, increased costs, and lost revenue. These disruptions can be caused by a variety of factors,including natural disasters, political instability, economic downturns, and supplier bankruptcy. By identifyingpotential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of these disruptions on their operations.One strategy that companies can use to manage supply chain risks is to diversify their suppliers. By working with multiple suppliers, companies can reduce their dependence on any one supplier and minimize the impact of supplier bankruptcy or other disruptions. Another strategy is to develop contingency plans for potential disruptions. For example, companies can stockpile inventory or develop alternative supply routes to ensure that they can continue to operate in the event of a disruption.In addition to these strategies, companies can also use technology to manage supply chain risks. For example, companies can use data analytics to identify potentialrisks and develop strategies to mitigate them. They can also use supply chain management software to track inventory levels and monitor supplier performance. By using technology to manage supply chain risks, companies can improve their ability to respond to disruptions andminimize their impact on operations.Overall, supply chain risk management is a critical component of business operations in today's globalized economy. By identifying potential risks and developing strategies to mitigate or eliminate them, companies can minimize the impact of disruptions in their supply chain. Strategies such as diversifying suppliers, developing contingency plans, and using technology can all help companies to manage supply chain risks and ensure the smooth operation of their business.。

供应链管理外文文献及翻译供应链管理的实践和理论已经在全球范围内得到广泛应用和研究。

本篇文献回顾了最近的文献，旨在提供一个有关供应链管理的广泛和多样化的视角。

本文献主要关注采购、生产和物流等方面。

本文献指出了供应链管理的重要性以及不断变化的环境对供应链管理的挑战。

作者还强调了合作伙伴关系、信息共享、风险管理和绩效评估等方面的关键因素。

总的来说，对于供应链管理的研究，应该包括广泛的实践案例和深入的理论研究。

只有这样，才能理解不断变化的环境对供应链管理的影响，从而制定更好的供应链管理策略。

翻译：Supply Chain Management Foreign Literature and TranslationThe practice and theory of supply chain management have been widely applied and studied worldwide. This literature review aims toprovide a broad and diversified perspective on supply chain management, focusing mainly on procurement, production, and logistics.The literature points out the importance of supply chain management and the challenges that the constantly changing environment poses to it. The authors also emphasize critical factors such as partnership relationships, information sharing, risk management, and performance assessment.In general, research on supply chain management should include diverse practical cases and in-depth theoretical studies. Only in this way can we understand the impact of the constantly changing environmenton supply chain management and formulate better supply chain management strategies.。

毕业论文外文翻译原文Supply Chain Risk ManagementD.L. Olson and D. WuG lobal competition, technological change, and continual search for competitive advantage have motivated risk management in supply chains.1 Supply chains are often complex systems of networks, reaching hundreds or thousands of participants from around the globe in some cases (Wal-Mart or Dell). The term has been used both at the strategic level (coordination and collaboration) and tactical level (managementof logistics across functions and between businesses).2 In this sense, risk management can focus on identification of better ways and means of accomplishing organizational objectives rather than simply preservation of assets or risk avoidance.Supply chain risk management is interested in coordination and collaborationof processes and activities across functions within a network of organizations. Tang provided a framework of risk management perspectives in supply chains.3 Supply chains enable manufacturing outsourcing to take advantages of global relative advantages, as well as increase product variety. There are many risks inherent in this more open, dynamic system.Supply Chain Risk Management ProcessOne view of a supply chain risk management process includes steps for risk identification,risk assessment, risk avoidance, and risk mitigation.4 These structures for handling risk are compatible with Tang’s list given above, but focus on the broader aspects of the process.Risk IdentificationRisks in supply chains can include operational risks and disruptions. Operational risks involve inherent uncertainties for supply chain elements such as customer demand, supply, and cost. Disruption risks come from disasters (natural in the form of floods, hurricanes, etc.; man-made in the form of terrorist attacks or wars) and from economic crises (currency reevaluations, strikes, shifting market prices). Most quantitative analyses and methods are focused on operational risks. Disruptions are more dramatic, less predictable, and thus are much more difficult to model. Risk management planning and response for disruption are usually qualitative.Risk AssessmentTheoretically, risk has been viewed as applying to those cases where odds are known, and uncertainty to those cases where odds are not known. Risk is a preferable basis for decision making, but life often presents decision makers with cases of uncertainty. The issue is further complicated in that perfectly rational decisionmakers may have radically different approaches to risk. Qualitative risk management depends a great deal on managerial attitude towards risk. Different rational individuals are likely to have different response to risk avoidance, which usually is inversely related to return, thus leading to a tradeoff decision. Research into cognitive psychology has found that managers are often insensitive to probability estimates of possible outcomes, and tend to ignore possible events that they consider to be unlikely.5 Furthermore, managers tend to pay little attention to uncertainty involved with positive outcomes.6 They tend to focus on critical performance targets, which makes their response to risk contingent upon context.7 Some approaches to theoretical decision making prefer objective treatment of risk through quantitative scientific measures following normative ideas of how humans should make decisions. Business involves an untheoretical construct, however, with high levels of uncertainty (data not available) and consideration of multiple (often conflicting) factors, making qualitative approaches based upon perceived managerial risk more appropriate.Because accurate measures of factors such as probability are often lacking, robust strategies (more likely to enable effective response under a wide range of circumstances) are often attractive to risk managers. Strategies are efficient if they enable a firm to deal with operational risks efficiently regardless of major disruptions.Strategies are resilient if they enable a firm to keep operating despite major disruptions. Supply chain risk can arise from many sources, including the following:8● Political events● Product availability● Distance from source● Industry capacity● Demand fluctuation● Changes in technology● Changes in labor markets● Financial instability● Management turnoverRisk AvoidanceThe oldest form of risk avoidance is probably insurance, purchasing some level of financial security from an underwriter. This focuses on the financial aspects of risk, and is reactive, providing some recovery after a negative experience. Insurance is not the only form of risk management used in supply chains. Delta Airlines insurance premiums for terrorism increased from $2 million in 2001 to $152 million in 2002.9 Insurance focuses on financial risks. Other major risks include loss of customers due to supply change disruption.Supply chain risks can be buffered by a variety of methods. Purchasing is usually assigned the responsibility of controlling costs and assuring continuity of supply. Buffers in the form of inventories exist to provide some risk reduction, at a cost of higher inventory holding cost. Giunipero and Al Eltantawy compared traditionalpractices with newer risk management approaches.10 The traditional practice, relying upon extra inventory, multiple suppliers, expediting, and frequent supplier changes suffered from high transaction costs, long purchase fulfillment cycle times, and expensive rush orders. Risk management approaches, drawing upon practices such as supply chain alliances, e-procurement, just-in-time delivery, increased coordination and other techniques, provides more visibility in supply chain operations.There may be higher prices incurred for goods, and increased security issues, but methods have been developed to provide sound electronic business security. Risk MitigationTang provided four basic risk mitigation approaches for supply chains.11 These focus on the sources of risk: management of uncertainty with respect to supply, to demand, to product management, and information management. Furthermore, there are both strategic and tactical aspects involved. Strategically, network design can enable better control of supply risks. Strategies such as product pricing and rollovers can control demand to a degree. Greater product variety can strategically protect against product risks. And systems providing greater information visibility across supply chain members can enable better coping with risks. Tactical decisions include supplier selection and order allocation (including contractual arrangements); demand control over time, markets, and products; product promotion; and information sharing, vendor managed inventory systems, and collaborative planning, forecasting, and replenishment.Supply ManagementA variety of supplier relationships are possible, varying the degree of linkage between vendor and core organizations. Different types of contracts and information exchange are possible, and different schemes for pricing and coordinating schedules. Supplier Selection ProcessSupplier (vendor) evaluation is a very important operational decision. There are decisions selecting which suppliers to employ, as well as decisions with respect toquantities to order from each supplier. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.12 A probabilistic model for this decision has been published to include the following criteria:131. Quality personnel2. Quality procedure3. Concern for quality4. Company history5. Price relative to quality6. Actual price7. Financial ability8. Technical performance9. Delivery history10. Technical assistance11. Production capability12. Manufacturing equipmentSome of these criteria overlap, and other criteria may exist for specific supply chain decision makers. But clearly there are many important aspects to selecting suppliers.Supplier Order AllocationOperational risks in supply chain order allocation include uncertainties in demands, supply yields, lead times, and costs. Thus not only do specific suppliers need to be selected, the quantities purchased from them needs to be determined on a recurring basis.Supply chains provide many valuable benefits to their members, but also create problems of coordination that manifest themselves in the “bullwhip” effect.14 Information system coordination can reduce some of the negative manifestations of the bullwhip effect, but there still remains the issue of profit sharing. Decisions that are optimal for one supply chain member often have negative impacts of the total profitability of the entire supply chain.15Demand ManagementDemand management approaches include using statistics in models for identification of an optimal portfolio of demand distributions16 and economic models to select strategies using price as a response mechanism to change demand.17 Other strategies include shifting demand over time, across markets, or across products. Demand management of course is one of the aims of advertising and other promotional activities. However,it has long been noted as one of the most difficult things to predict over time.Product ManagementAn effective strategy to manage product risk is variety, which can be used to increase market share to serve distinct segments of a market. The basic idea is to diversify products to meet the specific needs of each market segment. However, while this would be expected to increase revenues and market share, it will lead to increase manufacturing costs and inventory costs. Various ways to deal with the potential inefficiencies in product variety include Dell’s make-to-order strategy. Supply Chain DisruptionTang classified supply chain vulnerabilities as those due to uncertain economic cycles, customer demand, and disasters. Land Rover reduced their workforce by over one thousand when a key supplier went insolvent. Dole was affected by Hurricane Mitch hitting their banana plantations in Central America in 1998. September 11, 2001 suspended air traffic, leading Ford Motor Company to close five plants for several days.18 Many things can disrupt supply chains. Supply chain disruptions have been found to negatively impact stock returns for firms suffering them.19Supply Chain RisksRecent research into supply chain risk covers many topics.New Technology RiskGolda and Phillipi20 considered technical and business risk components of the supply chain. Technical risks relate to science and engineering, and deal with the uncertainties of research output. Business risks relate to markets, human responses to products and/or related services. At Intel, three risk mitigation strategies were considered to deal with the risks associated with new technologies:1. Partnerships, with associated decisions involving who to partner with, and at what stage of product development2. Pursue extendable solutions, evolutionary products that will continue to offer value as new technical breakthroughs are gained3. Evaluate multiple options to enable commercializationPartner Selection RiskPartner (to include vendor) evaluation is a very important operational decision. Important decisions include which vendors to employ and quantities to order from each vendor. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.21Outsourcing RisksOther risks are related to partner selection, focusing specifically on the additional risks associated with international trade. Risks in outsourcing can include:22● Cost – unforeseen vendor selection, transition, or management●Lead time –delay in production start-up, manufacturing process, or transportation● Quality – minor or major finishing defects, component fitting, or structural Defects Outsourcing has become endemic in the United States, especially information technology to India and production to China.23 Risk factors include:● Ability to retain control● Potential for degradation of critical capability● Risk of dependency● Pooling risk (proprietarial information, clients competing among themselves) ● Risk of hidden costsEcological RisksIn our ever-more complex world, it no longer is sufficient for each organization to make decisions in light of their own vested self-interest. There is growing concern with the impact of human decisions on the state of the earth. This is especially true in mass production environments such as power generation,24 but also is important in all aspects of business. Cruz (2008) presented a dynamic framework for modeling and analysis of supply chain networks in light of corporate social responsibility.25 That study presented a framework multiple objective programming model with the criteria of maximizing profit, minimizing waste, and minimizing risk. Multiple Criteria Selection ModelA number of methodologies are applied in practice, to include simple screening and scoring methods,26 supplier positioning matrices to lay out risks by vendor, withassociated ratings,27 and a combination of sorts combining risk categorization with ratings of opportunity, probability, and severity.28 Traditional multiple criteria methods have also been applied, to include analytic hierarchy process.29 The simple multiattribute rating theory (SMART)30 model bases selection on the rank order of the product of criteria weights and alternative scores over these criteria, and will be used here. Note that we are demonstrating, and are not claiming that the orders and ratings used are universal. We are rather presenting a method that real decision makers could use with their own ratings (and even with other criteria that they might think important in a given application).OptionsThere are various levels of outsourcing that can be adopted. These range from simply outsourcing particular tasks (much like the idea of service oriented architecture), co-managing services with partners, hiring partners to manage services, and full outsourcing (in a contractual relationship). We will use these four outsourcing relationships plus the fifth option of doing everything in-house as our options. CriteriaWe will utilize the criteria given below:● Cost (including hidden)● Lead time● Quality● Ability to retain control● Potential loss of critical capability● Risk of dependency● Risk of loss of proprietarial information● Risk of client contentionThe SMART method begins by rank ordering criteria. Here assume the following rank order of importance: 1. Ability to retain control2. Risk proprietarial information loss3. Quality of product and service4. Potential loss of critical capability5. Risk of dependency6. Cost7. Lead time8. Risk of client contentionThe next step is to develop relative weights of importance for criteria. We will do this by assigning the most important criterion 100 points, and give proportional ratings for each of the others as given in Table 5.1:Weights are obtained by dividing each criterion’s assigned point value by the total of points (here 435). This yields weights shown in Table 5.2:Scoring of Alternatives over CriteriaThe next step of the SMART method is to score alternatives. This is an expression by the decision maker (or associated experts) of how well each alternative performs on each criterion. Scores range from 1.0 (ideal performance) to 0 (absolute worst performance imaginable). This approach makes the scores independent of scale, andindependent of weight. Demonstration is given in Table 5.3:Once weights and scores are obtained, value functions for each alternative are simply the sum products of weights times scores for each alternative. The closer to 1.0 (the maximum value function), the better. Table 5.4 shows value scores for the five alternatives:The outcome here is that in-house operations best satisfy the preference function of the decision maker. Obviously, different weights and scores will yielddifferent outcomes. But the method enables decision makers to apply a sound but simple analysis to aid their decision making.译文：供应链风险管理D.L. Olson 和D. Wu全球竞争，技术变化，以及不断寻找具有竞争优势的动机的供应链风险管理。

毕业设计(论文)外文资料翻译外文出处：The ABCs of Supply Chain (用外文写)Management附件：1.外文资料翻译译文；2.外文原文。

附件1：外文资料翻译译文供应链管理ABC1．什么是供应链管理供应链是一种关于整合的科学和艺术，它主要探究提高企业采购生产商品所需的原材料、生产商品，并把它供应给最终顾客的效率的途径。

以下是供应链管理的五个基本组成模块：计划--它是供应链的战略层面。

企业需要有一个控制所有资源的战略以满足客户对产品或服务的需求。

计划的核心是建立一套机制去监控整条供应链以便使它能有效运作：低成本、高品质配送和增值客户服务。

该模块连结着供应链的作业与营运目标，主要包括需求/供给规划（Demand/Supply Planning）与规划基础建设（infrastructure）两项活动，对所有采购运筹流程、制造运筹流程与配送运筹流程进行规划与控制。

需求/供给规划活动包含了评估企业整体产能与资源、总体需求规划以及针对产品与配销管道，进行存货规划、配送规划、制造规划、物料及产能的规划。

规划基础建设管理包含了自制或外包决策的制定、供应链的架构设计、长期产能与资源规划、企业规划、产品生命周期的决定、新旧产品线规划与产品线的管理等。

采购—选择供给你提供用来生产产品或服务的原材料或服务的供应商。

和供应商建立一套价格、供应、支付过程的体系，创造一种机制以监控此过程、改善供应商关系。

理顺此过程以管理供应商交付的原材料库存或服务，其中包括收货、出货、检验、中转和批准支付。

此模块有采购作业与采购基础建设两项管理活动，其目的是描述一般的采购作业与采购管理流程。

采购作业包含了寻找供货商、收料、进料品检、拒收与发料作业。

采购基础建设的管理包含了供货商评估、采购、运输管理、采购品质管理、采购合约管理、付款条件管理、采购零组件的规格制定。

制造—这是制造步骤。

计划这些必需的活动：生产、测试、包装、预出货。

供应链风险管理供应链风险管理是指企业在供应链运作过程中，对可能对供应链造成负面影响的各类风险进行识别、评估、应对和监控的管理活动。

有效的供应链风险管理可以帮助企业降低供应链运作风险，保障供应链的稳定和可持续发展。

一、风险识别和评估1. 内部风险识别和评估通过对企业内部的供应链运作进行全面审查和评估，识别可能存在的风险，如生产能力不足、供应商质量问题、物流运输延误等。

2. 外部风险识别和评估对外部环境进行分析，识别可能对供应链产生影响的风险，如自然灾害、政策变化、市场需求波动等。

通过与供应商、物流服务提供商、金融机构等合作，获取相关数据和信息，进行风险评估。

二、风险应对策略制定1. 多元化供应商和物流渠道建立多个供应商和物流渠道，降低对单一供应商或物流渠道的依赖，以应对供应链中的单点故障风险。

2. 建立紧急响应机制设立紧急响应小组，制定应急预案，及时应对突发事件，保障供应链的连续性。

与供应商和物流服务提供商建立紧密的沟通和合作关系，确保信息畅通和资源共享。

3. 风险转移和保险考虑购买供应链风险保险，将一部分风险转移给保险公司，以减少潜在损失。

同时，与供应商签订合同时，明确风险责任的分配和补偿机制。

4. 建立供应链危机管理体系建立供应链危机管理体系，包括危机预警、危机应对、危机恢复等环节，确保在危机发生时能够迅速做出反应，并尽快恢复供应链的正常运作。

三、风险监控和评估1. 风险监控系统建设建立供应链风险监控系统，通过数据采集、分析和预警功能，实时监测供应链中的各类风险，及时采取措施应对。

2. 风险评估和改进定期对供应链风险进行评估，分析风险的发生概率和影响程度，制定相应的改进措施，提高供应链的抗风险能力。

四、持续改进和学习1. 经验总结和分享对供应链风险管理的实施过程进行总结和分析，形成经验教训，与供应链合作伙伴分享，共同提高供应链的风险管理水平。

2. 学习和应用新技术关注供应链风险管理领域的新技术和新方法，积极学习并应用于实践，提高供应链风险管理的效率和效果。

供应链风险防范与管理论文参考文献一、引言在当今全球化和竞争激烈的商业环境中，供应链管理已成为企业成功的关键因素之一。

然而，供应链面临着各种各样的风险，如供应中断、需求波动、自然灾害、政治不稳定等，这些风险可能对企业的运营和财务状况造成严重影响。

因此，供应链风险防范与管理成为了学术界和企业界关注的重要课题。

为了深入研究这一领域，以下列出了一系列相关的参考文献，以供学者和从业者参考。

二、相关参考文献（一）书籍1、《供应链风险管理：策略与实践》（Supply Chain Risk Management: Strategies and Practices），作者：John J Coyle, Robert A Novack, Brian Gibson 等。

这本书全面介绍了供应链风险管理的概念、方法和策略，涵盖了风险评估、风险缓解、应急计划等方面的内容。

2、《供应链风险：识别、评估与缓解》（Supply Chain Risk: Identification, Assessment and Mitigation），作者：Paul R Kleindorfer, Gary H Saad。

本书重点探讨了供应链风险的来源、类型和评估方法，并提供了实用的风险缓解策略和案例研究。

（二）期刊论文1、＂Supply Chain Risk Management: Literature Review and Future Research Directions" （供应链风险管理：文献综述与未来研究方向），作者：Zsidisin G A， Ellram L M， Carter J R 等，发表于《International Journal of Purchasing and Materials Management》。

该论文对供应链风险管理的相关文献进行了系统综述，指出了现有研究的不足和未来的研究方向。

2、＂Managing Supply Chain Risk and Vulnerability: Insights from Post-9/11 Actions" （管理供应链风险和脆弱性：9·11 事件后的启示），作者：Sheffi Y，发表于《Transportation Research Part E: Logistics and Transportation Review》。

供应链英语翻译（译文和原文）Perspectives in supply chain risk managementChristopher S. TangUCLA Anderson School, 110 Westwood Plaza, UCLA, Los Angeles, CA 90095,USAReceived 3 November 2005; accepted 16 December 2005Available online 2 March 2006AbstractTo gain cost advantage and market share, many firms implemented various initiatives such as outsourced manufacturing and product variety. These initiatives are effective in a stable environment, but they could make a supply chain more vulnerable to various types of disruptions caused by uncertain economic cycles, consumer demands, and natural and manmade disasters. In this paper, we review various quantitative models for managing supply chain risks. We also relate various supply chain risk management (SCRM) strategies examined in the research literature with actual practices. The intent of this paper is three-fold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.Keywords:Supply chain risk management; Quantitative models; Review1. IntroductionOver the last 10 years, earthquakes, economic crises,SARS, strikes, terrorist attacks have disrupted supply chain operations repeatedly. Supply chain disruptions can have significant impact on a firm’s short-term performance. For example, Ericsson lost 400 million Euros after their supplier’s semiconductor plant caught on fire in 2000, andApple lost many customer orders during a supply shortage of DRAM chips after an earthquake hit Taiwan in 1999. Supply chain disruptions can have long-term negative effects on a firm’s financial performance as well. For instance, Hendricks and Singhal (2005) report that companies suffering from supply chain disruptions experienced 33–40% lower stock returns relative to their industry benchmarks.T o mitigate supply chain disruptions associated with various types of risks (uncertain economic cycles,uncertain consumer demands, and unpredictable natural andman-made disasters), many researchers have developed different strategies/models for managing supply chain risks. In this paper, we review primarily quantitative models that deal with supply chain risks. Also, we relate various supply chain risk management (SCRM) strategies examined in the literature with actual practices. The intent of this paper is threefold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.2. Supply managementTo gain cost advantage, many firms outsourced certain non-core functions so as to maintain a focus on their core competence (cf., Porter (1985)). Since the 1980s, we witnessed a sea change in which firms outsourced their supply chain operations including design, production, logistics, information services, etc. Essentially, supply management deal with five inter-related issues:1. supply network design,2. supplier relationship,3. supplier selection process (criteria and supplierselection),4. supplier order allocation,5. supply contract.3.Demand managementIn Section 2, we describe how manufacturers can use different supply management strategies to mitigate various supply chain operational risks However, these supply management strategies are ineffective when the underlying supply mechanism is inflexible. For instance, in the service industry or in the fashion goods manufacturing industry, the supply mechanism is inflexible because the capacity is usually fixed. When the supply capacity is fixed, many firms have attempted to use different demand management strategies so that they can manipulate uncertain demands dynamically so that the modified demand is better matched with the fixed supply.Due to space limitation, we are unable to review the dynamic pricing or clearance pricing literature. The reader is referred to Elmaghraby and Keskinocak (2003) for an extensive review of dynamic pricing models and clearance pricing models for selling a fixed number of units over a finite horizon. Also, we do not plan to review literature that deal with coordination ofpricing and ordering decisions. The reader is referred to Yano and Gilbert (2004),Petruzzi and Dada (1999), Eliashberg and Steinberg (1993) for three comprehensive reviews in this area. Instead, we shall focus on articles that emphasize on the use of demand management strategies to‘‘shape’’ uncertain demand so that a firm can use an inflexible supply to meet the modified demand.4. Product managementTo compete for market share, many manufacturers expand their product lines. As reported in Quelch and Kenny (1984), the number of stock keeping units (SKUs) in consumer packaged goods has been increasing at a rate of 16% every year between 1985 and 1992. Marketing research shows that product variety is an effective strategy to increase increasing market share because it enables a firm to serve heterogeneous market segments and to satisfy consumer’s variety seeking behavior. However, while product variety may help a firm to increase market share and revenue, product variety can increase manufacturing cost due to an increasein manufacturing complexity. Moreover, product variety can increase inventory cost due to an increase in demand uncertainty. These twoconcerns have been illustrated in an empirical study conducted by MacDuffie et al. (1996). They show that the production and inventory costs tend to increase as product variety increases. Therefore, it is critical for a firm to determine an optimal product portfolio that maximizes the firm’s profit. The reader is referred to Ramdas (2003) for a comprehensive review of literature in the area of product variety.5. Information managementAs explained in Fisher (1997), most consumer products can be classified as fashion products or functional products. Basically, fashion products usually have shorter life cycles and higher levels of demand uncertainties than the functional products. Therefore, different information management strategies would be needed to manage for different typesof products especially in the presence of supply chain risks. For this reason, we shall classify the work in this section according to the product types: fashion products and functional products.6.Robust strategies for mitigating operational and disruption risksUpon examining the underlying assumptions of the models reviewed so far, it appears most of the quantitative models are designed for managing operational risks. Even though these quantitative models often provide cost effective solutions for managing operational risks, there do not address the issue of disruption risks in an explicit manner. Before we present some potential research ideas for managing supply chain disruption risk in the next section, we shall examine how disruptions risks are managed in practice and relate these practices to the models reviewed earlier. After reviewing some qualitative analyses presented in various risk management and SCRM articles, we can summarize the key findings as follows:1.Managers’attitude towards risks：Sharpira (1986) and March and Sharpira (1987) study managers’ attitude towards risks and they conclude that:(1)Managers are quite insensitive to estimates of the probabilities of possible outcomes.(2) Managers tend to focus on critical performance targets, which affect the way they manage risk.(3) Managers make a sharp distinction between taking risks and gambling.2.Managers’ attitude towards initiatives for managing supply chaindisruption risks.7. ConclusionsIn this paper, we have reviewed various quantitative models for managing supply chain risks. We found that these quantitative models are designed for managing operational risks primarily, not disruption risks. However, we argue that some of these strategies have been adopted by practitioners because these strategies can make a supply chain become more efficient in terms of handling operational risks and more resilient in terms of managing disruption risks. Since there are few supply chain management models for managing disruption risks, we would like to present six potential ideas for future research.1.Demand and supply process：Virtually, all models reviewed in this paper are based on the assumption that the demand or the supply process is stationary. To model various types of disruptions mathematically, one may need to extend the analysis to deal with non-stationary demand or supply process. For instance, one may consider modeling the demand or the supply process as a ‘‘jump’’ process to capture the characteristics of major disruptions.2.Objective function：The performance measures of the models reviewed in this paper are primarily based on the expected cost or profit. The expected cost or profit is an appropriate measure for evaluating different strategies for managing operational risks. When dealing with disruption risks that rarely happen, one may need to consider alternativeobjectives besides the expected cost/profit.3.Supply management strategies：When developing supply management strategies for managing disruption risks, both academics and practitioners suggest the idea of ‘‘back-up’’ suppliers.4.Demand management strategies: Among the demand management strategies presented in Section 3, it appears that dynamic pricing/ revenue management has great potential for managing disruption risks because a firm can deploy this strategy quickly after a disruption occurs. In addition, revenue management looks promising especially after successful implementations of different revenue management systems in the airline industry for managing operational risks.5. Product management strategies: When selling products on line, e-tailers can change their product assortments dynamically according to the supply and demand of different products. This idea can be extended to brick and mortar retailers for managing disruption risks./doc/a12863039.html,rmation management strategies: Among the information management strategies described in Section 6, we think the CPFR strategy is promising because it fosters a tighter coordination and stronger collaboration among supply chain partners.站在供应链风险管理的角度作者：Christopher S. Tang摘要：为了获得成本优势和抢占市场份额，很多企业采取了各种措施，比如外包生产制造和产品多样化生产。

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。

供应链风险管理供应链风险管理是指企业在供应链运作过程中，对各种可能对供应链正常运作产生影响的风险进行识别、评估、控制和应对的一系列管理活动。

通过有效的供应链风险管理，企业能够降低供应链中的各种风险，保障供应链的稳定运作，提高企业的竞争力和可持续发展能力。

一、供应链风险的分类供应链风险可以分为内部风险和外部风险两大类。

1. 内部风险内部风险是指企业自身在供应链运作中可能浮现的风险，如生产设备故障、人员流失、质量问题等。

内部风险的发生往往是由于企业内部管理不善或者操作失误所致。

2. 外部风险外部风险是指供应链中与企业相关的外部环境因素可能带来的风险，如自然灾害、经济衰退、政策变化等。

外部风险通常是企业难以控制的，但可以通过风险管理措施进行应对。

二、供应链风险管理的步骤供应链风险管理包括风险识别、风险评估、风险控制和风险应对四个步骤。

1. 风险识别风险识别是指对供应链中可能存在的各种风险进行全面的调查和分析，包括内部风险和外部风险。

通过调查和分析，企业可以了解供应链中的潜在风险，为后续的风险评估和控制提供依据。

2. 风险评估风险评估是指对已识别的风险进行定性和定量的评估，确定其可能的影响程度和发生概率。

评估结果可以匡助企业确定哪些风险需要优先处理，以及采取何种控制措施。

3. 风险控制风险控制是指通过采取一系列的措施和方法，减少或者消除供应链中的各种风险。

控制措施可以包括加强内部管理、优化供应链结构、建立备份供应商等。

企业应根据风险评估的结果，制定相应的控制措施，并进行实施和监控。

4. 风险应对风险应对是指在风险发生时，采取相应的措施进行应对和处理。

应对措施可以包括紧急备货、紧急调配资源、与供应商进行沟通等。

企业应提前制定应对方案，并与供应链中的各个环节进行协调和配合，以最大程度地减少风险带来的损失。

三、供应链风险管理的重要性供应链风险管理对企业具有重要的意义。

1. 保障供应链的稳定运作通过有效的风险管理，企业能够及时发现和应对供应链中的各种风险，保障供应链的稳定运作。

An empirical analysis of supply chain risk management in the German automotive industryJ¨orn-Henrik ThunÃ,Daniel HoenigIndustrieseminar,Mannheim Business School,University of Mannheim,68131Mannheim,Germanya r t i c l e i n f oArticle history:Received25June2008Accepted19October2009Available online27October2009Keywords:Supply chain managementRisk managementAutomotive industryEmpirical analysisa b s t r a c tThe purpose of this paper is the empirical analysis of supply chain risk management practices.Theanalysis is based on a survey with67manufacturing plants conducted in the German automotiveindustry.After investigating the vulnerability of supply chains in general and examining key drivers ofsupply chain risks,the paper identifies supply chain risks by analyzing their likelihood to occur andtheir potential impact on the supply chain.The results are visualized in theprobability-impact-matrixdistinguishing between internal and external supply chain risks.Furthermore,instruments for dealingwith supply chain risks are investigated.Therefore,the impact of supply chain risk management onperformance is tested.In order to distinguish between companies with a high degree of supply chainrisk management and those with no or only limited implementation the plants are grouped by means ofa cluster analysis based on factors reflecting the instruments of supply chain risk management.Inparticular,groups are created representing two different approaches to deal with supply chain risks,i.e.reactive and preventive supply chain risk management.The clusters are investigated concerningdifferences in terms of performance criteria.The analyses reveal that companies with a highimplementation degree show a better supply chain performance.Furthermore,the results show thatthe group using reactive supply chain risk management has higher average value in terms ofdisruptions resilience or the reduction of the bullwhip effect,whereas the group pursuing preventivesupply chain risk management has better values concerningflexibility or safety stocks.&2009Elsevier B.V.All rights reserved.1.IntroductionIn a business environment characterized by high complexity anduncertainty,manufacturing companies are forced to manage theirsupply chains effectively in order to increase efficiency andreactivity.Catastrophes such as9/11,hurricane Katrina,or theTsunami in2004have raised the attention on this issue.But alsoeveryday problems such as supplier losses or quality problemsmake supply chain risk management important.It aims atmitigating the negative impact of external disturbances and triesto manage certain risks within supply chains.Especially theautomotive industry is well known for their efforts to improve itssupply chains according to their demanding business environment.Since the1990s,a focus of managing supply chains lies in theimprovement of cost-efficiency(Lee,2004).Companies further-more try to meet the requirements of competition through theintensive implementation of concepts streamlining supply chainprocesses(Childerhouse et al.,2003).This,for example,isincorporated in the automotive industry through widely usedconcepts such as just-in-time and just-in-sequence in order tocreate lean supply chains(Svensson,2004;Thun et al.,2007).Thetrend towards lean supply chains results in low inventoriesachieved by close collaboration with customers and suppliers onthe one hand,but leads to high vulnerability on the other handsince turbulences in the supply chain can barely be compensatedwithout safety stocks.Another reason for increasing supply chainrisks is the trend towards outsourcing due to the fact that additionaldependencies are created and the complexity in the network rises(J¨uttner et al.,2003).The more complex a network is,the moreinterfaces do exist and the higher the vulnerability will be(Peck,2005).In a similar way,globalization increases supply chain risks(Berry,2004)because aspects such as transportation risks,culturalrisks or exchange rate risks gain importance.Numerous articles address the effects of external events onsupply chains and the companies involved(e.g.Chopra and Sodhi,2004).Especially,catastrophes and their consequences haveaugmented the attention to risk in supply chains within the lastyears.For example,after the terrorist attacks of September11,2001,Ford and Toyota had to stop their production in theirmanufacturing plants in the US due to significant delays indelivery of parts coming from foreign countries(Sheffi,2001).Other examples are delayed deliveries due to qualityContents lists available at ScienceDirectjournal homepage:/locate/ijpeInt.J.Production Economics0925-5273/$-see front matter&2009Elsevier B.V.All rights reserved.doi:10.1016/j.ijpe.2009.10.010ÃCorresponding author.Tel.:+491703128459.E-mail address:thun@is.bwl.uni-mannheim.de(J.-H.Thun).Int.J.Production Economics131(2011)242–249problems or a complete loss of a supplier caused by its insolvency. In December2001,Land Rover had to worry about the production of its key model Discovery since its only supplier for Chassis, UPF-Thompson,filed for bankruptcy(Sheffiand Rice,2005).Only by a high expense of goodwill,Land Rover could avert a nine-month disruption of production as well as the loss of1500jobs. Another demonstrative example for damage amounting to millions of dollars is the case of the German components supplier Robert Bosch who delivered its customers with defective high-pressure pumps for diesel fuel injection systems in the beginning of2005.However,a sub-supplier of Bosch was accountable for this mistake and,hence,the entire supply chain was affected.These examples show that new risks emerge from the dependency and integration of companies in the supply chain. But not only such dramatic incidents disrupt supply chains,also more ordinary and workaday problems might affect supply chains.Often,comparable disruption is provoked by risks related to customers and suppliers as well as infrastructure and network.A well known network risk is a phenomenon commonly referred to as the Bullwhip-effect which describes the amplification of inventory when moving up the value chain(Lee et al.,1997).Consequences of supply chain disruptions might befinancial losses,a negative corporate image or a bad reputation eventually accompanied by a loss in demand as well as damages in security and health(J¨uttner et al.,2003).In the light of these risks and their inherent consequences,it can be assumed that the performance of a supply chain will be affected negatively. Although,general statements regarding thefinancial losses of affected companies and industries involved in supply chain disruptions are neither possible nor reasonable,yet,some examples of companies exist that estimated their daily loss to $50–$100million showing clearly the meaning of such negative incidents(Rice and Caniato,2003).Altogether,the prevailing developments stress the need for the management of risks within a supply chain.Although supply chain risk management has gained attention in the past years in academia(J¨uttner,2005),there is a lack of work on this subject matter.There is a need for empirical work in thefield of supply chain risk management analyzing the main supply chain risks and investigating instruments for an effective supply chain risk management.The main objective of this paper is to analyze the status quo of supply chain risk management in Germany based on a study conducted in the automotive industry. In particular,the purpose is to investigate the relevance of different risks in terms of their probability of occurrence and their potential impact on the supply chain.Furthermore,several instruments of supply chain risk management are analyzed regarding their potential to cope with supply chain risks.Hence, the relationship between the implementation of these instru-ments and different performance criteria is analyzed.2.Literature reviewRisk management in general is described as the identification and analysis of risks as well as their control.A main particularity of Supply Chain Risk Management(SCRM)contrary to traditional risk management is that it is characterized by a cross-company orientation aiming at the identification and reduction of risks not only on the company level,but rather focusing on entire supply chains.However,in many industries risk management is still under-stood primarily as a company-specific task as it is pointed out by J¨uttner(2005,p.131):‘‘Companies implement organization-specific risk management,but there is little evidence of risk management at the supply chain level’’.Other studies show that only a minority of companies have implemented adequate methods for risk management although they are quite aware of the consequences of risks for their supply chain(Tang,2006). Hence,companies seem to have a huge catch up to do in terms of implementing instruments for risk identification,analysis,and control in order to establish an effective supply chain risk management for creating secure and resilient supply chains.The impact of an incident on a supply chain depends on the particularity of the incident on the one hand and on the design of the supply chain on the other hand.The latter refers to the aspect of vulnerability of a supply chain.Christopher and Peck(2004, p.3)define vulnerability as‘‘an exposure to serious disturbance, arising from risks within the supply chain as well as risks external to the supply chain’’.The mitigation and control of vulnerability is the aim of supply chain risk management which is defined as’’the identification and management of risks for the supply chain, through a co-ordinated approach amongst supply chain members, to reduce supply chain vulnerability as a whole’’(J¨uttner et al.,2003, p.201).A special challenge of supply chain risk management lies in the multitude of risks within a supply chain.A central aspect is the identification of the relevance of a particular risk for a supply chain.In terms of survey research papers deal with supply chain risk. Atkinson(2006)deals with lean manufacturing and global sourcing in the context of supply chain risk management.A survey of purchasing executives shows that only half of all respondents reported monitor supply chain risks often.Further-more,the study reveals that only the risk management depart-ment has a broad view to address risks from one end of the supply chain to the other.Blackhurst et al.(2005)conducted a study in several industries analyzing global sourcing and supply-chain disruptions empirically.They identified critical issues for disrup-tion analysis and mitigation as well as resilient supply-chain design.Craighead et al.(2007)evaluate different kinds of supply chain disruptions based on an empirical study.Besides design characteristics they investigate two categories of supply chain risk management,i.e.the capabilities of recovery and warning.Based on a sample of827disruption announcements,Hendricks and Singhal(2005)investigate the effects of supply chain disrup-tions on stock prices and equity risks.They conclude thatfirms do not recover quickly from the negative effects of disruptions.Based on thefindings from an exploratory quantitative survey and qualitative group discussions with supply chain managers J¨uttner (2005)shows that44%of the responding companies expect the vulnerability of their supply chains to increase within the nextfive years.It is argued that the concept of supply chain risk management is still in its infancy although the data reveals a clear need for dealing with risk issues in supply chains.Kleindorfer and Saad(2005)investigate a data set on accidents in the US Chemical Industry.Based on empirical results they derive implications for the design of supply chain risk manage-ment.Although this brief literature review contains a couple of articles dealing with supply chain risk management,it clearly shows that there is still a deficit of academic work in terms of survey based research(see for an exception Wagner and Bode, 2006).Even the link between instruments of supply chain risk management and performance should be investigated empirically in order to give evidence on the question of which instruments are regarded as being effective.3.Hypotheses3.1.Vulnerability of supply chainsAlthough many companies are aware of risks that might influence their supply chain negatively,managers fail to implementJ.-H.Thun,D.Hoenig/Int.J.Production Economics131(2011)242–249243供应链公司整合和相互联系沟通⽜牛鞭效应也是⺫⽬目前问题最⼤大的⻛风险之⼀一supply chain的重要性T需要对供应链⻛风险进⾏行评估和分析。