外文資料翻譯--運(yùn)用灰色關(guān)系分析選擇供營(yíng)商的聯(lián)合方法

1、<p><b>　　中文3146字</b></p><p>　　畢業(yè)設(shè)計(jì)(論文)外文資料翻譯</p><p>　　學(xué) 院： 經(jīng)濟(jì)管理學(xué)院 </p><p>　　專 業(yè)： 國(guó)際經(jīng)濟(jì)與貿(mào)易 </p><p>　　姓 名：

2、 </p><p>　　學(xué) 號(hào)： </p><p>　　外文出處： World Scientific </p><p>　　www.worldscientific.com </p><p>

3、　　附 件： 1.外文資料翻譯譯文；2.外文原文。 </p><p>　　附件1：外文資料翻譯譯文</p><p>　　運(yùn)用灰色關(guān)系分析選擇供營(yíng)商的聯(lián)合方法</p><p>　　摘要：本文使用一種灰色關(guān)系分析(GRA)聯(lián)合方法與向前供應(yīng)鏈模型(FSCM)中的分析階層過(guò)程(AHP)為評(píng)估和選擇供營(yíng)商開(kāi)發(fā)出一個(gè)新的模型。文章旨在展示該模型在實(shí)踐中如何為問(wèn)題的解決提

4、供幫助。同時(shí)也檢驗(yàn)了決定階層的結(jié)構(gòu)，該模型是否可能真正地代表供營(yíng)商選擇決定，以及是否包括影響供營(yíng)商選擇的所有關(guān)鍵因素。GRA模型的有效性通過(guò)印度南部的原始設(shè)備制造業(yè)(OEM)產(chǎn)業(yè)來(lái)說(shuō)明，GRA的分析結(jié)果通過(guò)AHP得到的結(jié)果得到證實(shí)。本文所提出的模型可以幫助相關(guān)產(chǎn)業(yè)有效地選擇供營(yíng)商。</p><p>　　關(guān)鍵詞： 供營(yíng)商選擇; 向前供應(yīng)鏈模型(FSCM); 原始設(shè)備制造業(yè)(OEM); 灰色關(guān)系分析(GRA); 分析

5、階層過(guò)程(AHP)。</p><p><b>　　1. 引言</b></p><p>　　當(dāng)前，產(chǎn)業(yè)傾向于僅集中精力在他們的核心業(yè)務(wù)上，相比從前他們?cè)絹?lái)越多地外購(gòu)部分生產(chǎn)職能。反過(guò)來(lái)，這實(shí)踐創(chuàng)造了更大和更加復(fù)雜的供應(yīng)鏈。對(duì)這些供應(yīng)鏈的成功管理是公司保持競(jìng)爭(zhēng)力的基石之一。</p><p>　　基本上產(chǎn)業(yè)組織按照有效作用的不同被劃分為例如營(yíng)銷、計(jì)劃

6、，生產(chǎn)，購(gòu)買，財(cái)務(wù)等等。供應(yīng)鏈?zhǔn)羌鲜龉δ苡谝惑w為這些組織活動(dòng)創(chuàng)造了一個(gè)一般計(jì)劃的戰(zhàn)略手段，該供應(yīng)鏈滿足服務(wù)政策的要求，保持他們身處存在信譽(yù)風(fēng)險(xiǎn)的競(jìng)爭(zhēng)環(huán)境中的最低的可能費(fèi)用水平。供應(yīng)鏈?zhǔn)遣块T網(wǎng)絡(luò)，包含在從原材料采購(gòu)到最終產(chǎn)品至消費(fèi)者手中的產(chǎn)品的制造過(guò)程中。購(gòu)買在多數(shù)生產(chǎn)組織中占據(jù)重要地位，因?yàn)橘?gòu)買的零件、組成部分及各種元件一般能占最終產(chǎn)品總值的40-60%。這意味著從原材料購(gòu)買的相對(duì)較小成本降低中獲取的收益會(huì)比用于生產(chǎn)組織中的其他銷售區(qū)

7、域的同等費(fèi)用降低對(duì)贏利的有更大的影響。</p><p>　　供應(yīng)商的選擇旨在選出能夠持續(xù)滿足消費(fèi)者需求和成本合理的最具潛力的供營(yíng)商。選擇是使用共同標(biāo)準(zhǔn)和方法對(duì)供營(yíng)商進(jìn)行廣泛的比較。然而，為審查潛在供營(yíng)商所使用的具體方法根據(jù)顧客需要的不同而不同。選擇的總體目標(biāo)是確認(rèn)高潛力的供營(yíng)商。</p><p>　　為選擇合適的供營(yíng)商，顧客使用選擇標(biāo)準(zhǔn)和正確的方法來(lái)判斷每個(gè)供營(yíng)商的能力是否能一貫而有效地滿

8、足他們的需要。這些標(biāo)準(zhǔn)和措施被用來(lái)考察所有被考慮的供營(yíng)商以及反應(yīng)顧客的需要與它的供應(yīng)和技術(shù)戰(zhàn)略。把它的需要轉(zhuǎn)換成有用的標(biāo)準(zhǔn)可能是不容易的，因?yàn)樾枰?jīng)常被表達(dá)成一般的定性概念，而標(biāo)準(zhǔn)則應(yīng)該是可以定量地被評(píng)估的具體要求。 </p><p>　　顧客可以在選擇標(biāo)準(zhǔn)不斷發(fā)展變化中自己選擇標(biāo)準(zhǔn)和措施以保證對(duì)自己的適用性。通常，發(fā)展中的標(biāo)準(zhǔn)和方法往往與下一個(gè)階段收集信息的標(biāo)準(zhǔn)重疊。收集信息可使對(duì)評(píng)價(jià)所需要的標(biāo)準(zhǔn)的數(shù)量和類型具

9、有洞察力也可獲得可利用的數(shù)據(jù)的種類。然而，收集信息如果沒(méi)有到位的具體標(biāo)準(zhǔn)和措施就可能徒勞無(wú)功。 </p><p>　　購(gòu)買作用的角色和結(jié)構(gòu)在九十年代發(fā)生了演變。采購(gòu)包含了購(gòu)買原材料、組織的組成部分和供營(yíng)商。與此相關(guān)的活動(dòng)包括選擇和判斷合格的供營(yíng)商、估計(jì)供營(yíng)商的表現(xiàn)、談判合同、比較價(jià)格、質(zhì)量和服務(wù)、源頭物品和服務(wù)，分期付款購(gòu)買、售貨條款、達(dá)成的評(píng)估價(jià)值、預(yù)期的價(jià)格、服務(wù)和有時(shí)的需求改變，確定物品被接受的形式等等。

10、</p><p>　　供營(yíng)商選擇過(guò)程的宗旨是為買家減少風(fēng)險(xiǎn)并使總價(jià)值最大化，這一過(guò)程需要考慮一系列戰(zhàn)略上的變化。這些變化中包括：供營(yíng)商關(guān)系的時(shí)間表、國(guó)內(nèi)和國(guó)際供營(yíng)商的選擇、供營(yíng)商的數(shù)量即一個(gè)或多個(gè)采購(gòu)渠道與產(chǎn)品種類之間的選擇。 </p><p>　　本文使用灰色關(guān)系分析(GRA)和向前供應(yīng)鏈模型(FSCM)中的分析階層過(guò)程(AHP) 為位于印度南部的生產(chǎn)橡膠產(chǎn)品的原始器材制造者(OEM)產(chǎn)

11、業(yè)的評(píng)估供營(yíng)商選擇提出一個(gè)結(jié)構(gòu)模型。本文組織如下：第2部分是學(xué)術(shù)研究回顧。第3部分問(wèn)題的提出。第4部分提出問(wèn)題的解答方法。第5部分是使用AHP和GRA提出的聯(lián)合方法。在第6部分中討論模型(案件例證)的應(yīng)用。第7部分和第8部分提出案件例證與本文結(jié)論的結(jié)果比較。</p><p><b>　　2.學(xué)術(shù)研究回顧 </b></p><p>　　供營(yíng)商選擇決定的復(fù)雜使得在作出決定

12、的過(guò)程中必須考慮各種各樣的標(biāo)準(zhǔn)。60年代以來(lái)這些標(biāo)準(zhǔn)和衡量供營(yíng)商表現(xiàn)的分析便引起了許多科學(xué)家和購(gòu)買實(shí)踐者的關(guān)注。許多論文和研究也都致力于這個(gè)問(wèn)題。這個(gè)部分簡(jiǎn)要地概述了供營(yíng)商選擇問(wèn)題的研究結(jié)果和現(xiàn)有的學(xué)術(shù)成就。 </p><p>　　早在1966年Dickson1就提出了評(píng)估供營(yíng)商的23個(gè)不同標(biāo)準(zhǔn)。在這些標(biāo)準(zhǔn)中，他闡明，成本、質(zhì)量和交貨時(shí)間處于供營(yíng)商選擇的最重要的工作指標(biāo)之中。從那以后，許多論文主要從三個(gè)角度援引他

13、的供營(yíng)商選擇問(wèn)題研究方法：概念，經(jīng)驗(yàn)和數(shù)學(xué)。 </p><p>　　在供營(yíng)商選擇的經(jīng)驗(yàn)方面，Weber et al.對(duì)涉及供應(yīng)商選擇中最重要標(biāo)準(zhǔn)的學(xué)術(shù)研究做了全面回顧和調(diào)查。根據(jù)他們的調(diào)查，價(jià)格是選擇過(guò)程中最重要的因素，訂貨交貨的時(shí)間其次，質(zhì)量因素居后。Jiuh-Biing提出他的研究方法，該研究方法可能刺激與全球性物流相關(guān)的領(lǐng)域的研究，也許能幫助有關(guān)全球性物流操作的不確定性和復(fù)雜性問(wèn)題的解決。 </p&g

14、t;<p>　　Chan和Chung，開(kāi)發(fā)出多重標(biāo)準(zhǔn)的基因優(yōu)化方法以解決供應(yīng)鏈管理中的分布式網(wǎng)絡(luò)問(wèn)題。在該工作中他們以基因算法結(jié)合分析階層過(guò)程以獲取可以減少計(jì)算時(shí)間的多重標(biāo)準(zhǔn)決策制定的能力。Vaidya和Kumar，回顧了分析階層過(guò)程(AHP)應(yīng)用方面的學(xué)術(shù)研究并且提出AHP作為一個(gè)多重標(biāo)準(zhǔn)決策制定工具的各種應(yīng)用領(lǐng)域。 </p><p>　　Handeld et al.在AHP幫助下在他們的供應(yīng)商評(píng)

15、估決定方面提出集成環(huán)境問(wèn)題。Liu et al.和Weber et al.為一個(gè)多宗旨的供營(yíng)商選擇問(wèn)題(VSP)提出了數(shù)據(jù)包封分析方法。</p><p>　　Vanegas和Labib，提出按顧客要求確定重量的方法，該方法使用“模糊的線段”的概念通過(guò)把重量從AHP轉(zhuǎn)換成模糊的數(shù)字來(lái)實(shí)現(xiàn)。Maggie和Tummala在他們的論文中對(duì)有關(guān)電信系統(tǒng)選擇供營(yíng)商的問(wèn)題進(jìn)行論述并將上述模型建立在選擇供應(yīng)商所節(jié)省的時(shí)間上。&l

16、t;/p><p>　　上述研究表明在供營(yíng)商的選擇方面，先前的多數(shù)研究者只考慮了三個(gè)主要因素(質(zhì)量、服務(wù)和價(jià)格)和大約15個(gè)次級(jí)因素。本文描述五個(gè)主要因素(質(zhì)量，交付，設(shè)計(jì)能力、服務(wù)和價(jià)格)和供營(yíng)商選擇的21個(gè)次級(jí)因素。 </p><p><b>　　3. 問(wèn)題闡述</b></p><p>　　此次研究選擇的公司計(jì)劃為它的橡膠制造業(yè)產(chǎn)品打造一條供應(yīng)鏈

17、。當(dāng)前，公司正面對(duì)著有關(guān)生產(chǎn)產(chǎn)品的質(zhì)量的很多問(wèn)題。在經(jīng)過(guò)由包括從產(chǎn)業(yè)界到學(xué)術(shù)界的研究專家組成的研究小組長(zhǎng)期研究之后，發(fā)現(xiàn)了質(zhì)量問(wèn)題，質(zhì)量問(wèn)題的出現(xiàn)是由于從單一供營(yíng)商購(gòu)買原材料，且不經(jīng)過(guò)質(zhì)量測(cè)試。所以，公司計(jì)劃通過(guò)從由三個(gè)供選擇的供營(yíng)商挑選的最佳供營(yíng)商那里購(gòu)買原料來(lái)改進(jìn)產(chǎn)品的質(zhì)量，不妨假設(shè)供營(yíng)商1，供營(yíng)商2和供營(yíng)商3是可選擇的供應(yīng)商。 </p><p>　　現(xiàn)在要考慮的問(wèn)題是哪些供營(yíng)商將被選擇。主要因素和次要因素應(yīng)

18、該是供營(yíng)商選擇過(guò)程中最先考慮的和重要的。選擇供營(yíng)商過(guò)程中選擇可能的主要因素和次要因素由一個(gè)決定制定組完成，該小組包括了從產(chǎn)業(yè)界 (購(gòu)買主管、采購(gòu)主管、銷售主管、產(chǎn)品主管、質(zhì)量主管和生產(chǎn)主管) 到學(xué)術(shù)界的專家。有關(guān)供營(yíng)商選擇的主要因素和次要因素已經(jīng)通過(guò)調(diào)查作出了選擇。包含這些要素的該研究的調(diào)查表已經(jīng)設(shè)計(jì)出來(lái)。從直接介入由供應(yīng)商提供原材料的原始設(shè)備制造商的不同功能區(qū)域隨機(jī)地選擇被調(diào)查者。基于該項(xiàng)調(diào)查，與選擇供應(yīng)商有關(guān)的主要影響要素和次要要素

19、如表1 所示。 </p><p>　　選擇的最佳供營(yíng)商分成四個(gè)層次。第1級(jí)代表最佳供營(yíng)商的選擇目標(biāo); 第2級(jí)代表五種要素：質(zhì)量(Q)，交付(D)，設(shè)計(jì)或者技術(shù)能力(E)，服務(wù)(S)和價(jià)格(R); 第3級(jí)代表21種次級(jí)要素;第4級(jí)代表供營(yíng)商的數(shù)量。</p><p><b>　　4. 解決方法 </b></p><p>　　這個(gè)環(huán)節(jié)，在選擇主要要素

20、和次要要素以后，我們采取多重標(biāo)準(zhǔn)決策制定工具例如AHP和GRA來(lái)解決供營(yíng)商選擇問(wèn)題。第一個(gè)部分使用AHP研究方法，因?yàn)樗诙ㄐ院投繕?biāo)準(zhǔn)于一體是解決當(dāng)前問(wèn)題的適當(dāng)方法。GRA研究方法在第二部分中使用，因?yàn)槠渲械挠?jì)算方法比應(yīng)用AHP更快速和簡(jiǎn)便。下面將論述AHP和GRA方法的概要。</p><p>　　4.1. AHP概要 </p><p>　　AHP12是為解決一些應(yīng)用領(lǐng)域復(fù)雜的多重標(biāo)準(zhǔn)問(wèn)

21、題而設(shè)計(jì)出的決策制定方法。這個(gè)方法被證明是考慮復(fù)雜和無(wú)特定結(jié)構(gòu)的決定的一種有效和實(shí)用方法。該研究運(yùn)用AHP來(lái)處理影響供營(yíng)商選擇決定的有形和無(wú)形的因素以及次級(jí)因素。方法的選擇是根據(jù)問(wèn)題的特點(diǎn)和其他方法的優(yōu)缺點(diǎn)來(lái)確定的。決策者通過(guò)成對(duì)地比較以判斷每個(gè)標(biāo)準(zhǔn)的重要性。AHP的結(jié)果是每個(gè)決定選擇被給予優(yōu)先的等級(jí)或分量。本文的研究集中于通過(guò)公式化的AHP和基于GRA的聯(lián)合方法為橡膠制造工廠選擇一個(gè)最佳的供營(yíng)商。 基本上，運(yùn)用AHP方法考慮決策問(wèn)題有

22、三步： 構(gòu)建層次; 比較評(píng)斷; 并且優(yōu)先權(quán)綜合，如下描述。 </p><p><b>　　附件2：外文原文</b></p><p>　　AN INTEGRATED APPROACH FOR SELECTING A VENDOR USING GREY RELATIONAL ANALYSIS</p><p>　　This paper develop

23、s a new model for evaluating and selecting the vendor using an integrated approach of Grey Relational Analysis (GRA) along with an Analytical Hierarchy Process (AHP) in a Forward Supply Chain Model (FSCM). The paper aims

24、 to demonstrate how the model can help in solving such decisions in practice. It also examines the structure of the decision hierarchy, whether it can represent vendor selection decisions in reality and whether it covers

25、 all key factors affecting vendor selectio</p><p>　　Keywords: Vendor selection; Forward Supply Chain Model (FSCM); Original Equipment Manufacturing (OEM); Grey Relational Analysis (GRA); Analytical Hierarchy

26、 Process (AHP).</p><p>　　1. Introduction</p><p>　　At present, industries tend to focus only on their core business and resort more and more to outsourcing several of their production functions t

27、han in the recent past. In turn, this practice has created larger and more complex supply chains. The successful management of these chains is one of the cornerstones for companies to stay competitive.</p><p&g

28、t;　　Basically industrial organizations have been divided in operative functions such as marketing, planning, production, purchasing, finance, etc. Supply chain is a strategy that integrates these functions creating a gen

29、eral plan for the organization, which satisfies the service policy, maintaining the lowest possible cost level due to the incredible competition environment that they are exposed to. A supply chain is a network of depart

30、ments, which is involved in the manufacturing of a product from </p><p>　　The objective of vendor selection is to identify vendors with the highest potential for meeting customers’ needs consistently and at

31、an acceptable cost. Selection is a broad comparison of vendors using a common set of criteria and measures. However, the level of detail used for examining potential vendors may vary depending on customers needs. The ove

32、rall goal of selection is to identify high potential vendors.</p><p>　　To select likely vendors, the customer judges each vendor’s ability to meet consistently and cost-effectively its needs using selection

33、criteria and right measures. Criteria and measures are developed to be applicable to all the vendors being considered and to reflect the customer’s needs and its supply and technology strategy. It may not be easy to conv

34、ert its needs into useful criteria, because needs are often expressed as general qualitative concepts while criteria should be specific requirem</p><p>　　The customer can set measures while it is developing

35、selection criteria to ensure that the criteria will be practical to use. Often, developing criteria and measures overlaps with the next step, gathering information. Gathering information may offer insight into the number

36、 and type of criteria that will be required for the evaluation and the type of data that is available. However, gathering information without specific criteria and measures in place can lead to extraneous effort. </p&

37、gt;<p>　　There has been an evolution in the role and structure of the purchasing function through the 90s. Purchasing involves buying the raw materials, vendors and components for the organization. The activities

38、associated with it include selecting and qualifying vendor, rating vendor performance, negotiating contracts, comparing price, quality and service, sourcing goods and service, timing purchases, selling terms of sale, eva

39、luating the value received, predicting price, service, and sometimes demand </p><p>　　The objective of the vendor selection process is to reduce risk and maximize the total value for the buyer, and it involv

40、es considering a series of strategic variables. Among these variables is the time frame of the relationship with vendors, the choice between domestic and international vendors, and the number of vendors, that is, choosin

41、g between single or multiple sourcing and the type of product. </p><p>　　This paper presents a structured model for evaluating the vendor selection for the original equipment manufacturers (OEM) industry pro

42、ducing rubber products located at the southern part of India using the Grey Relational Analysis (GRA) and Analytical Hierarchy Process (AHP) in a Forward Supply Chain Model (FSCM). This paper is organized as follows: In

43、Sec. 2, a literature review is provided. Section 3 describes the problem. Section 4 presents the solution methodology. Section 5 presents the prop</p><p>　　2. Literature Review </p><p>　　Vendor

44、selection decisions are complicated by the fact that various criteria must be considered in decisions making process. The analysis of such criteria and measuring the performances of vendors have been the focus of many sc

45、ientists and purchasing practitioners since the 1960s. Many papers and researches were dedicated to this problem. This section briefly summarizes the literature of existing approaches and results obtained for the vendor

46、selection problem. </p><p>　　Early in 1966, Dickson1 reports 23 different criteria for vendors’ evaluation. Of these criteria, he states that cost, quality, and delivery times are among the most important pe

47、rformance measures in the selection of vendors. Since that time, numerous papers have cited his work approaching the vendor selection problem mainly from three perspectives; conceptual, empirical, and mathematical. </

48、p><p>　　In the empirical area of the vendor selection, Weber et al.3 present a comprehensive review of the literature providing the most important criteria in the choice of suppliers. According to their investi

49、gation, they rank price as the most important factor in the selection process followed by lead-time and quality factors. Jiuh-Biing, proposed a methodology in his research that would stimulate research in the related fie

50、lds of global logistics, and may help address issues regarding the uncertainty</p><p>　　Chan and Chung,5 develop a multi-criterion genetic optimization for solving distribution network problems in supply cha

51、in management. In this work they combine analytic hierarchy processes with genetic algorithms to capture the capability of multi-criterion decision-making which will reduce the computation time. Vaidya and Kumar, present

52、s a literature review of the applications of Analytic Hierarchy Process (AHP) and also provided the various application area where the AHP is used as a multiple </p><p>　　Handeld et al., in their work integr

53、ate environmental issues in their supplier assessment decisions with the help of AHP. Liu et al., and Weber et al presented a data envelopment analysis method for a Vendor Selection Problem (VSP) with multiple objectives

54、. </p><p>　　Vanegas and Labib, proposed a method to determine the weights for the customer requirements by converting the weights from the AHP into fuzzy numbers using the concept of a “fuzzy line segment”.

55、Maggie and Tummala, in their paper discussed about the vendor selection for the telecommunication systems and based on the proposed model the time taken to select the vendor has been reduced. </p><p>　　The a

56、bove literature reveals that for selection of vendors, most previous researchers have considered only three main factors (quality, service and price) and about 15 sub-factors. This paper describes five main factors (qual

57、ity, delivery, engineering capability, service and price) and 21 sub-factors for the vendor selection. </p><p>　　3. Problem Description</p><p>　　The company chosen for this work plans to build a

58、 supply chain for its rubber manufacturing product. At present, the company is facing a lot of problems regarding the quality of products manufactured. After the long study done by the research team comprising of experts

59、 from industry and academia, it was found that the quality problems have risen because of the raw materials purchased from the single vendor without testing the quality. So, the company has planned to improve the quality

60、 of the pro</p><p>　　Among the questions that arise is which vendors are to be selected. The attributes and the sub-attributes have to be most prevalent and important in the vendor selection process. Choosin

61、g the possible attributes and sub-attributes for the vendor selection involves a decision making team which includes experts from the industry side (purchasing director, purchasing manager, sales manager, product manager

62、, quality manager and production manager) and the academic side. The attributes and sub-attrib</p><p>　　It comprises of four levels for selecting the best vendor. Level 1 represents the goal i.e. selection o

63、f best vendor; Level 2 represents the five attributes, Quality (Q), Delivery (D), Engineering/technical capability (E), Service (S) and Price (R); Level 3 represents 21 sub-attributes; and Level 4 represents the number o

64、f vendors.</p><p>　　4. Solution Methodology </p><p>　　In this work, the multi criteria decision-making tools such as AHP and GRA are adopted to solve the vendor selection problem after selecting

65、 attributes and sub-attributes. In the first part, the AHP approach is used, since it can combine both qualitative and quantitative criteria making it an appropriate approach for solving the current problem. GRA approach

66、 is used in the second part because the calculations involved are faster and simpler than in AHP. The overview of AHP and GRA approaches are</p><p>　　4.1. Overview of AHP </p><p>　　The AHP12 is

67、a decision making approach designed to aid in the solution of complex multiple criteria problems in a number of application domains. This method has been found to be an effective and practical approach that can consider

68、complex and unstructured decisions. The AHP is proposed in this research in order to handle both tangible and intangible factors and sub-factors affecting vendor selection decisions. The selection of the methodology is b

69、ased on the characteristics of the problem and </p><p>　　4.1.1. Establishment of a structural hierarchy </p><p>　　This step allows a complex decision to be structured into a hierarchy descending

70、 from an overall objective to various ‘a(chǎn)ttributes’, ‘sub-attributes’, and so on until the lowest level. The objective or the overall goal of the decision is represented at the top level of the hierarchy. The attributes a

71、nd sub-attributes contributing to the decision are represented at the intermediate levels. Finally, the decision alternatives or selection choices are laid down at the last level of the hierarchy. Acc</p><p>

72、;　　Also, the number of the levels in a hierarchy depends on the complexity of the problem being analyzed and the degree of detail of the problem that an analyst requires to solve. As such, the hierarchical representation