外文翻譯---供應(yīng)鏈優(yōu)化

1、<p><b>　　附錄一</b></p><p>　　Supply chain optimization</p><p>　　Supply Chain Optimization is the application of processes and tools to ensure the optimal operation of a manufacturi

2、ng and distribution supply chain. This includes the optimal placement of inventory within the supply chain, minimizing operating costs (including manufacturing costs, transportation costs, and distribution costs). This o

3、ften involves the application of mathematical modelling techniques using computer software.</p><p>　　What need is being addressed?</p><p>　　Typically, supply chain managers are trying to maximiz

4、e the profitable operation of their manufacturing and distribution supply chain. This could include measures like maximizing gross margin return on inventory invested (GMROII)( balancing the cost of inventory at all poin

5、ts in the supply chain with availability to the customer ), minimizing total operating expenses (transportation, inventory and manufacturing), or maximizing gross profit of products distributed through the supply chain.

6、Supply</p><p>　　Supply chain optimization has applications in all industries manufacturing and/or distributing goods, including retail, industrial products, and consumer packaged goods (CPG).</p><

7、p>　　What approaches and solutions exist?</p><p>　　The classic supply chain approach has been to try to forecast future inventory demand as accurately as possible, by applying statistical trending and &quo

8、t;best fit" techniques based on historic demand and predicted future events. The advantage of this approach is that it can be applied to data aggregated at a fairly high level (e.g. category of merchandise, weekly,

9、by group of customers), requiring modest database sizes and small amounts of manipulation. Unpredictability in demand is then managed by</p><p>　　Then, using this forecast demand, a supply chain manufacturin

10、g and distribution plan is created to manufacture and distribute products to meet this forecast demand at lowest cost (or highest profitability). This plan typically addresses the following business concerns: - How much

11、of each product should be manufactured each day? - How much of each product should be made at each manufacturing plant? - Which manufacturing plants should re-stock which warehouses with which products? - What transport&

12、lt;/p><p>　　The technical ability to record and manipulate larger databases more quickly has now enabled a new breed of supply chain optimization solutions to emerge, which are capable of forecasting at a much

13、more granular level (for example, per article per customer per day). Some vendors are applying "best fit" models to this data, to which safety stock rules are applied, while other vendors have started to apply

14、stochastic techniques to the optimization problem. They calculate the most desirable invento</p><p>　　Optimization solutions are typically part of, or linked to, the company's replenishment systems distr

15、ibution requirements planning, so that orders can be automatically generated to maintain the model stock profile. The algorithms used are similar to those used in making financial investment decisions; the analogy is qui

16、te precise, as inventory can be considered to be an investment in prospective return on sales.</p><p>　　Supply chain optimization may include refinements at various stages of the product lifecycle, so that n

17、ew, ongoing and obsolete items are optimised in different ways: and adaptations for different classes of products, for example seasonal merchandise.</p><p>　　Whilst most software vendors are offering supply

18、chain optimization as a packaged solution and integrated in ERP software, some vendors are running the software on behalf of their clients as application service providers.</p><p>　　What are the claims for s

19、upply chain optimization?</p><p>　　Firstly, the techniques being applied to supply chain optimization are claimed to be academically credible. Most of the specialist companies have been created as a result o

20、f research projects in academic institutions or consulting firms: and they point to research articles, white papers, academic advisors and industry reviews to support their credibility.</p><p>　　Secondly, th

21、e techniques are claimed to be commercially effective. The companies publish case studies that show how clients have achieved reductions in inventory whilst maintaining or improving availability. There is limited publish

22、ed data outside of these case studies, and a reluctance for some practitioners to publish details of their successes (which may be commercially sensitive), therefore hard evidence is difficult to come by.</p><

23、p>　　Flowcasting</p><p>　　Collaborative Flowcasting is a business process that connects real time daily consumer demand to trading partners in the retail supply chain to create an integrated and comprehens

24、ive Model of the Business. While the concept is simple and intuitive, technology has historically limited the ability of software applications to scale economically a complete retail supply chain (in a time-phased manner

25、 and one year into the future) to the volumes required by the largest retailers and their suppliers</p><p>　　The Collaborative Flowcasting process starts at the head of the retail supply chain (the retail st

26、ore) and creates a unique sales forecast for every product in every store and calculates time phased requirements one year into the future all the way from the store shelf to the factory. This process enables retail trad

27、ing partners to manage their entire retail supply chain inside a single system and driven by A Single Set of Numbers.</p><p>　　The Collaborative Flowcasting business process described in Andre Martin, Mike D

28、oherty and Jeff Harrop’s book “Flowcasting the Retail Supply Chain.”</p><p>　　Actual results to date demonstrate that deploying the Collaborative Flowcasting business process will enable retailers and their

29、trading partners to increase store in- stock availability into the 98-99+% range resulting in sales increases of 3%-4% at no additional incremental costs. Inventories across retail supply chains in factories and DC’s wil

30、l be reduced in the 20% to 40+% range and the cost of operating retail supply chains will also be reduced in the 2 to 10+% range.</p><p>　　Recent Developments</p><p>　　The trend to provide softw

31、are as a service is a new business model that is now being applied to building and designing optimization solutions. Services are charged as used, rather than through licensing installed or hosted software. </p>&

32、lt;p><b>　　附錄二</b></p><p><b>　　供應(yīng)鏈優(yōu)化</b></p><p>　　供應(yīng)鏈優(yōu)化是應(yīng)用程序和工具以確保生產(chǎn)和銷售最佳運(yùn)行的過程。</p><p>　　它包括供應(yīng)鏈內(nèi)的庫存的優(yōu)化配置，最大限度地減少運(yùn)營成本（包括制造成本，運(yùn)輸費(fèi)用，及分銷成本）。這往往涉及到使用計(jì)算機(jī)軟件過程中數(shù)學(xué)模

33、型技術(shù)的應(yīng)用。</p><p><b>　　目錄</b></p><p>　　1. 什么需要正在解決？</p><p>　　2. 存在什么樣的解決方案或者方法？</p><p>　　3.供應(yīng)鏈優(yōu)化需要什么？</p><p><b>　　4.循環(huán)再造</b></p>

34、<p><b>　　5.近期發(fā)展動(dòng)態(tài)</b></p><p>　　一、什么需要正在解決？</p><p>　　通常情況下，供應(yīng)鏈管理人員正努力獲得生產(chǎn)經(jīng)營和銷售經(jīng)營的最大利潤。</p><p>　　他們將可呢個(gè)采取包括最大限度地提高庫存投資回報(bào)率毛利率之類的措施（</p><p>　　平衡供應(yīng)鏈與供應(yīng)給客戶

35、各個(gè)環(huán)節(jié)上的庫存成本） ，盡量減少業(yè)務(wù)費(fèi)用總額（運(yùn)輸費(fèi)用，庫存費(fèi)用和制造費(fèi)用） ，或最大限度地通過供應(yīng)鏈提高產(chǎn)品零售的毛利潤。供應(yīng)鏈優(yōu)化實(shí)在保持最低成本和最高利潤的基本上，解決產(chǎn)品分銷給顧客的過程中的一般問題。這些問題包括包括交易的庫存費(fèi)用，運(yùn)輸費(fèi)用，分銷和制造費(fèi)用。</p><p>　　供應(yīng)鏈優(yōu)化載所有的制造和零售產(chǎn)品行業(yè)都適用，包括零售行業(yè)、工業(yè)產(chǎn)品行業(yè)、以及消費(fèi)包裝產(chǎn)品行業(yè) 。</p><

36、;p>　　二、存在什么樣的解決方案或者方法？</p><p>　　經(jīng)典的供應(yīng)鏈方法是運(yùn)用統(tǒng)計(jì)的趨勢(shì)和歷史需求上“最佳”技術(shù)需求、預(yù)測(cè)未來事件的方法，設(shè)法盡可能準(zhǔn)確的預(yù)測(cè)未來的庫存需求。這個(gè)辦法的好處是，它可以在一個(gè)相當(dāng)高的水平上運(yùn)用數(shù)據(jù)匯總方法（例如，一類商品，每周，由集團(tuán)客戶），它需要適度的數(shù)據(jù)庫規(guī)模和少量的操縱。通過設(shè)置安全庫存水平進(jìn)行需求的不可預(yù)測(cè)性管理，例如，經(jīng)銷商可能堅(jiān)持在一種穩(wěn)定需求下供應(yīng)一種物

37、品兩個(gè)星期，但兩倍這一數(shù)額的物品的需求是更不穩(wěn)定的。</p><p>　　然后，根據(jù)這個(gè)預(yù)測(cè)需求，針對(duì)制造商和分銷商的產(chǎn)品制定一個(gè)生產(chǎn)和分銷的供應(yīng)鏈，以最低成本去滿足預(yù)測(cè)的需求。這一計(jì)劃通常涉及以下業(yè)務(wù)問題： 每天生產(chǎn)每種產(chǎn)品多少量？在每一個(gè)制造工廠每種產(chǎn)品應(yīng)該生產(chǎn)多少？ -哪些工廠那些產(chǎn)品需要再次存貨？ -什么運(yùn)輸方式應(yīng)當(dāng)用于補(bǔ)充庫存和客戶交付？</p><p>　　更快速記錄和處理較大

38、的數(shù)據(jù)庫的技術(shù)能力已經(jīng)使一個(gè)新的供應(yīng)鏈優(yōu)化解決方案出現(xiàn)了，這是一個(gè)能夠更加精細(xì)預(yù)測(cè)未來需求的方案（例如，每篇文章每個(gè)客戶每天）。一些廠商正在申請(qǐng)這一數(shù)據(jù)庫的“最佳”模式，這一數(shù)據(jù)庫適應(yīng)安全庫存的規(guī)則，而其他廠商已經(jīng)開始適用供應(yīng)鏈優(yōu)化問題的隨機(jī)技術(shù)。他們?yōu)榱闶劭蛻粲?jì)算出每個(gè)商店每種產(chǎn)品最適宜的庫存水平和對(duì)預(yù)期的銷售的交易庫存成本。由此產(chǎn)生的最優(yōu)化庫存水平被稱為庫存模型。滿足庫存模型的水平也是一個(gè)需要優(yōu)化的領(lǐng)域。因?yàn)楫a(chǎn)品的流動(dòng)去滿足庫存模型

39、水平，被稱為庫存轉(zhuǎn)移，</p><p>　　這需要貨運(yùn)的每一單位產(chǎn)品都要經(jīng)濟(jì)計(jì)算，比如完成每種產(chǎn)品的卸載或者整車卸載所需要的費(fèi)用，還需要做一系列決定。許多現(xiàn)有的分銷需求計(jì)劃系統(tǒng)圍繞著最近的全部的貨運(yùn)單位產(chǎn)品的數(shù)量運(yùn)營。例如，卡車裝運(yùn)方式作為經(jīng)濟(jì)裝運(yùn)單位產(chǎn)品的方式建立，需要優(yōu)化系統(tǒng)確保車抽的限制和空間的限制滿足要求，而且需要在在損害自由的方式下能夠繼續(xù)完成卸載。通過繼續(xù)增加時(shí)間階段性要求，直到裝載重量滿足一些最小重

40、要或者體積，這一般能夠完成。更先進(jìn)的優(yōu)化算法（高純）考慮存貯能力的限制，加載和卸載規(guī)則，碼垛邏輯，倉庫效率和負(fù)荷的穩(wěn)定，其目的是降低運(yùn)輸費(fèi)用（盡量減少“航運(yùn)空氣” ） 。</p><p>　　通常，優(yōu)化解決方案的一部分或者相聯(lián)系的部分是，該公司的補(bǔ)給系統(tǒng)分銷需求計(jì)劃，這以使訂單可以自動(dòng)生成，保持庫存模型。該算法采用類似用來做金融投資的決定的方法，這種比喻是很精確，因?yàn)榇尕浽阡N售上可以被認(rèn)為是一個(gè)潛在的投資回報(bào)。&

41、lt;/p><p>　　供應(yīng)鏈優(yōu)化可能包括在各個(gè)階段完善產(chǎn)品生命周期，以便新的、持續(xù)的和過時(shí)的項(xiàng)目，以不同的方式被優(yōu)化；供應(yīng)鏈優(yōu)化還包括不同類別的產(chǎn)品的適應(yīng)情況，例如季節(jié)性商品。</p><p>　　雖然大部分軟件供應(yīng)商提供一攬子解決方案與集成的ERP軟件作為供應(yīng)鏈優(yōu)化的軟件，但是一些廠商作為應(yīng)用服務(wù)供應(yīng)商正在運(yùn)行的軟件代表著他們的客戶。</p><p>　　三、供應(yīng)鏈

42、優(yōu)化需要什么？</p><p>　　首先，被應(yīng)用到供應(yīng)鏈優(yōu)化的技術(shù)自稱需要學(xué)術(shù)可信。在學(xué)術(shù)機(jī)構(gòu)或咨詢公司中，大多數(shù)專業(yè)公司使用的技術(shù)已經(jīng)被人為是一種研究項(xiàng)目的結(jié)果：這些公司指出，研究文章，白皮書，學(xué)術(shù)顧問和行業(yè)的審查，以支持它們的信譽(yù)。</p><p>　　其次，技術(shù)聲稱是商業(yè)效益。一些公司發(fā)布案例研究，以展示他們?cè)诒３只蛱岣呖捎眯詴r(shí)，客戶是如何削減庫存。這些案例有一些公布研究的有限的數(shù)據(jù)

43、，但是并不愿意對(duì)一些從業(yè)人員公布詳細(xì)的成功數(shù)據(jù)（可能是商業(yè)敏感）。因此，他們有確鑿證據(jù)證明是難以讓人信服的。</p><p><b>　　四、循環(huán)再造</b></p><p>　　在零售供應(yīng)鏈中建立一個(gè)綜合和全面的商務(wù)模型，協(xié)同循環(huán)再造是一個(gè)業(yè)務(wù)流程，這個(gè)流程連接著貿(mào)易伙伴的真實(shí)的日常消費(fèi)需求。雖然這個(gè)概念很簡單，直觀，但是以應(yīng)用軟件所要求的最大數(shù)量的零售商和供應(yīng)商，

44、建立一個(gè)完整的規(guī)模經(jīng)濟(jì)的零售的供應(yīng)鏈，需要的技術(shù)含有歷史上的一些限制因素。</p><p>　　合作循環(huán)再造進(jìn)程始于零售供應(yīng)鏈的領(lǐng)導(dǎo)（零售商店） ，并創(chuàng)建了在每個(gè)商店每一種產(chǎn)品獨(dú)特的銷售預(yù)測(cè)方法，這種方法計(jì)算的時(shí)間從商店到貨架從一年到未來所有廠分階段要求。這個(gè)過程使零售貿(mào)易伙伴管理整個(gè)零售供應(yīng)鏈內(nèi)一個(gè)單一的系統(tǒng)和一套單一的數(shù)字驅(qū)動(dòng)。</p><p>　　在安德烈馬丁，麥克多爾蒂和Jeff哈

45、洛普的著作“Flowcasting the Retail Supply Chain ”中，對(duì)合作循環(huán)再造業(yè)務(wù)流程進(jìn)行了描述</p><p>　　實(shí)際結(jié)果表明，迄今為止部署的協(xié)同循環(huán)再造業(yè)務(wù)流程將使零售商及其交易伙伴增加商店的庫存情況到98-99％的范圍內(nèi)，這將導(dǎo)致在無需額外增加費(fèi)用的情況下銷售增長3 ％ -4 ％。</p><p>　　通過在工廠里的零售供應(yīng)鏈庫存優(yōu)化，庫存數(shù)量將在20％至