Compiled & Edited By 编译和编辑
Leo Ann Pheng
CPA (Aust), MAcc, BCom(Finance), GDM, ACTA 注册会计师（澳大利亚）、MAcc、BCom（金融）、GDM、ACTA
GLOBAL OPERATIONS AND SUPPLY CHAIN MANAGEMENT (GOSCM) 2025 全球运营与供应链管理（GOSCM）2025
SESSION ONE 第一节
T
MODULE OBJECTIVES 模块目标
Provides a general introduction to operations and supply chain management. 全面介绍运营和供应链管理。
Develops knowledge and understanding of the fundamental role that operations and supply chain management plays in an increasingly competitive global economy 了解并理解运营和供应链管理在竞争日益激烈的全球经济中发挥的基本作用
Stimulates critical thinking on the topics of economic reasoning, business negotiation, and assessing opportunities for growth. 激发对经济推理、商务谈判和评估发展机遇等主题的批判性思考。
Subjects including logistics, information management, inventory management, partnerships and information technology with an international focus. 课程包括物流、信息管理、库存管理、合作伙伴关系和信息技术，并以国际为重点。
Contemporary operations and supply chain development. 当代运营和供应链发展。
MODULE LEARNING OUTCOME 模块学习成果
Understand the principles and role of operations and supply chain management in national and international context 了解国内和国际运营和供应链管理的原则和作用
Critically evaluate the nature and importance of interrelationships in operations and supply chain management 批判性地评估运营和供应链管理中相互关系的性质和重要性
Apply operations and supply chain optimization tools and techniques in a range of situations 在各种情况下应用运营和供应链优化工具和技术
Critically apply knowledge gained in real-world examples and be able to evaluate operations and supply chain innovations 在实际案例中批判性地应用所学知识，并能够评估运营和供应链创新
GLOBAL OPERATIONS AND SUPPLY CHAIN MANAGEMENT 全球运营和供应链管理
Introduction to Supply Chain Management (SCM) 供应链管理（SCM）简介
Define & Explain Supply Chain 定义和解释供应链
Understand what SCM is and its role in business. 了解什么是供应链管理及其在企业中的作用。
Components, Features and Dimensions of the Supply Chain: 供应链的组成部分、特征和维度：
suppliers, manufacturers, distributors, and consumers. 供应商、制造商、分销商和消费者。
Value Creation: 创造价值：
Explain the term value analysis. 解释价值分析一词。
Discuss how supply chains create value for customers and businesses. 讨论供应链如何为客户和企业创造价值。
SGLAP-Jan //25/ 25
CONTENT 内容
Fundamental Concepts of Operations Management 运营管理的基本概念
Operations Management Overview: Define operations management and its significance in SCM. 运营管理概述：定义运营管理及其在供应链管理中的意义。
Process Optimization: Introduce basic principles of efficiency in production and service delivery. 流程优化：介绍提高生产和服务效率的基本原则。
TYPICAL SUPPLY CHAINS 典型供应链
TYPICAL SUPPLY CHAIN FOR A MANUFACTURER 制造商的典型供应链
Supplier A 供应商 A
TYPICAL SUPPLY CHAIN FOR A SERVICE 典型的服务供应链
SUPPLY CHAIN -MANUFACTURERS VS SERVICE 供应链--制造商与服务
Manufacturers 制造商
Services 服务
THE SUPPLY CHAIN 供应链
A network of organizations and activities that supply a firm with goods and services 为企业提供商品和服务的组织和活动网络
-Members of the supply chain collaborate and coordinate together gaining efficiency and competitive advantage to satisfy customer. -供应链成员相互协作，共同提高效率和竞争优势，以满足客户需求。
A SUPPLY CHAIN CONSISTS OF 供应链包括
-Materials flow downstream and orders flow upstream. -材料流向下游，订单流向上游。
Information flows in both directions. 信息是双向流动的。
aims to Match Supply and Demand, profitably for products and services 旨在匹配产品和服务的供需，并从中获利
achieves 达到
Flow of products and services from: 产品和服务的流向
Raw materials manufacturers 原材料制造商
Intermediate products manufacturers 中间产品制造商
End product manufacturers 最终产品制造商
-Wholesalers and distributors and -批发商和分销商以及
Retailers 零售商
Connected by transportation and storage activities 与运输和仓储活动相连
Integrated through information, planning, and integration activities 通过信息、规划和整合活动进行整合
A SUPPLY CHAIN FOR BEER 啤酒供应链
The Supply Chain 供应链
供应链顺序 Shùnxù 机构 >> the supply chain is the sequence of organizations >> 供应链是一连串的组织机构
－their facilities，functions，and activities－that are involved in producing and delivering a product or service． -生产和提供产品或服务所涉及的设施、功能和活动。
Sometimes referred to as value chains价值链 有时也称为价值链
THE SUPPLY CHAIN 供应链
the supply chain is the coordination of materials， information，and funds from the initial raw－material supplier to the ultimate customer 供应链是指从最初的原材料供应商到最终客户之间的材料、信息和资金的协调过程
－the supply chain is the network that links together the different aspects of the value chain，from sourcing and procurement，to conversion through operations，to the final consumer． -供应链是一个网络，它将价值链的各个环节连接在一起，从采购到转换，再到运营，直至最终消费者。
CASE STUDY VIDEO: STARBUCKS SUPPLY CHAIN OPERATIONS 案例研究视频：星巴克供应链运营
CASE STUDY VIDEO:
STARBUCKS SUPPLY CHAIN OPERATIONS - DISCUSSIONS 案例研究视频：星巴克供应链运营 - 讨论
What (who) are the different type of suppliers to Starbucks? 星巴克有哪些不同类型的供应商？
How Starbucks’ choose its suppliers? 星巴克如何选择供应商？
What are the supply chain process steps for Starbucks? 星巴克的供应链流程步骤是什么？
What are factors Starbucks’ has to consider in making products and rendering service to their retail customers? 星巴克在生产产品和为零售客户提供服务时需要考虑哪些因素？
What are the roles of a Starbucks operations managers and the team? 星巴克运营经理和团队的职责是什么？
What does he/she do? 他/她是做什么的？
6. Why do you think makes Starbucks successful? 6.您认为星巴克成功的原因是什么？
TRADITIONAL VIEW: COST BREAKDOWN OF A MANUFACTURED GOOD 传统观点：制成品的成本细目
WHY FOCUS ON MANAGING THE SUPPLY CHAIN? 为什么要关注供应链管理？
RECALL: OPTIONS FOR INCREASING CONTRIBUTION 回顾：增加捐款的备选方案
FOCUSING ON SUPPLY CHAIN MANAGEMENT 注重供应链管理
Grocery / Supermarket industry could save $30\$ 30 billion (reduce 10%10 \% of operating cost) by using effective logistics and supply chain strategies 通过采用有效的物流和供应链战略，杂货/超市行业可节省 $30\$ 30 亿美元（降低 10%10 \% 运营成本）。
A typical box of cereal spends 104 days from factory to sale 一盒麦片从出厂到销售一般要花 104 天时间
FOCUSING ON SUPPLY CHAIN MANAGEMENT 注重供应链管理
Automobile industry - car manufacturing, distribution- dealership, sales 汽车行业--汽车制造、分销--经销商、销售
In the US, a typical car spends 15\mathbf{1 5} days from factory to dealership 在美国，一辆汽车从出厂到经销商处一般需要 15\mathbf{1 5} 天的时间。
“Once a car comes in, the time to sell varies by brand, among other factors. Dealers for Kia, Toyota, Tesla, Subaru, Polestar and Honda, all popular with buyers, sell cars in less than 25 days, on average.” "汽车进货后，销售时间因品牌等因素而异。起亚、丰田、特斯拉、斯巴鲁、Polestar 和本田这些深受买家欢迎的品牌的经销商，平均售车时间不到 25 天。
FOCUSING ON SUPPLY CHAIN MANAGEMENT 注重供应链管理
Laura Ashley (retailer of women and children clothes) 劳拉-阿什利（女装和童装零售商）
BEFORE - an item spends about 12/10 months in the inventory - 1-1.2 times 之前--一件物品在库存中的时间约为 12/10 个月--1-1.2 倍
AFTER: (revamped SCM) - after 3 years- its inventory turns 10 times a year or stayed only 1.2 months in inventory 后：（改革后的供应链管理）-- 3 年后--其库存每年周转 10 次，或库存仅停留 1.2 个月
To be responsive, it relocated its main warehouse next to FedEx hub in Memphis, TE. 为了提高响应速度，该公司将其主要仓库迁至联邦快递位于孟菲斯的中心旁边。
FOCUSING ON SUPPLY CHAIN MANAGEMENT 注重供应链管理
National Semiconductor ( now part of Texas Instruments) 美国国家半导体公司（现为德州仪器公司的一部分）
Change to use air transportation. closed 6 warehouses, 关闭 6 个仓库、 34%34 \% increase in sales and 47%47 \% decrease in delivery lead time. 34%34 \% 增加销售额， 47%47 \% 缩短交货周期。
SUPPLY CHAIN VS. SALES STRATEGY 供应链与销售战略销售战略
XYZ 公司 60% 的销售额 $ 用于供应链 当前毛利润 =$10,000=\$ 10,000
XYZ Company
60% of sales $ in supply chain Current gross profit =$10,000=\$ 10,000
XYZ Company
60% of sales $ in supply chain Current gross profit =$10,000| XYZ Company |
| :--- |
| 60% of sales $ in supply chain Current gross profit $=\$ 10,000$ |
Increase profits to $15,000\$ 15,000 (by 50%50 \% ) by simply reducing supply chain costs by 5%5 \% 只需降低供应链成本 5%5 \% ，即可将利润提高到 $15,000\$ 15,000 （降低 50%50 \% ）。
CURRENT SITUATION 现状
SUPPLY CHAIN STRATEGY 供应链战略
SALES STRATEGY 销售战略
Sales 销售
$100,000
$100,000
$125,000
Cost of materials 材料成本
$60,000 (60%)
$55,000 (55%)
$75,000 (60%)
Production costs 生产成本
$20,000 (20%)
$20,000 (20%)
$25,000 (20%)
Fixed costs 固定成本
$10,000 (10%)
$10,000 (10%)
$10,000 (8%)
Profit 利润
$10,000 (10%)
$15,000 (15%)
$15,000 (12%)
"XYZ Company
60% of sales $ in supply chain Current gross profit =$10,000" Increase profits to $15,000 (by 50% ) by simply reducing supply chain costs by 5%
CURRENT SITUATION SUPPLY CHAIN STRATEGY SALES STRATEGY
Sales $100,000 $100,000 $125,000
Cost of materials $60,000 (60%) $55,000 (55%) $75,000 (60%)
Production costs $20,000 (20%) $20,000 (20%) $25,000 (20%)
Fixed costs $10,000 (10%) $10,000 (10%) $10,000 (8%)
Profit $10,000 (10%) $15,000 (15%) $15,000 (12%)| XYZ Company <br> 60% of sales $ in supply chain Current gross profit $=\$ 10,000$ | | | Increase profits to $\$ 15,000$ (by $50 \%$ ) by simply reducing supply chain costs by $5 \%$ |
| :---: | :---: | :---: | :---: |
| | CURRENT SITUATION | SUPPLY CHAIN STRATEGY | SALES STRATEGY |
| Sales | $100,000 | $100,000 | $125,000 |
| Cost of materials | $60,000 (60%) | $55,000 (55%) | $75,000 (60%) |
| Production costs | $20,000 (20%) | $20,000 (20%) | $25,000 (20%) |
| Fixed costs | $10,000 (10%) | $10,000 (10%) | $10,000 (8%) |
| Profit | $10,000 (10%) | $15,000 (15%) | $15,000 (12%) |
GLOBAL SUPPLY CHAIN & LOGISTICS IS BIG BUSINESS AND A CRITICAL SOURCE OF COMPETITIVE ADVANTAGE. 全球供应链和物流是一门大生意，也是竞争优势的重要来源。
Logistics costs accounted for 7.6% of U.S. Gross Domestic Product in 2019 2019 年物流成本占美国国内生产总值的 7.6
“State of Logistics Report”: U.S. business "物流状况报告美国企业
logistics costs hit $1.65 trillion in 2019 2019 年物流成本达到 1.65 万亿美元
Reference: Council of Supply Chain Management Professionals (CSCMP) Annual Report June 2018 参考文献供应链管理专业委员会（CSCMP）2018 年 6 月年度报告
IMPORTANCE OF SUPPLY CHAIN MANAGEMENT 供应链管理的重要性
In early 2000s, the US companies spent $1\$ 1 trillion ( 10%10 \% of GNP) on supplyrelated activities (movement, storage, and control of products across 2000 年代初，美国公司在与供应相关的活动（产品在全球范围内的移动、存储和控制）上花费了 $1\$ 1 万亿美元（占国民生产总值的 10%10 \% 百分比）。
supply chains). Source:State of Logistics Report
Eliminating inefficiencies, bottlenecks & speeding up in supply chains can save millions of $. 消除供应链中的低效、瓶颈并加快速度，可节省数百万美元。
THE SUPPLY CHAIN'S STRATEGIC IMPORTANCE 供应链的战略重要性
Large portion of sales dollars spent on purchases 大部分销售额用于采购
-Supplier relationships increasingly integrated and long term -供应商关系日益一体化和长期化
Managing the Supply Chain generated Value 管理供应链创造价值
Minimizing supply chain costs 最大限度降低供应链成本
while keeping a reasonable service level 同时保持合理的服务水平
customer satisfaction/quality/on time delivery, etc. 客户满意度/质量/按时交货等。
Managing the Supply Chain contributes to the bottom line Not strictly a cost reduction paradigm! 管理供应链有助于降低成本 并非严格意义上的降低成本模式！
SUPPLY CHAIN MANAGEMENT 供应链管理
Important operations activities include determining 重要的运行活动包括确定
Transportation vendors 运输供应商
Credit and cash transfers 信贷和现金转移
Suppliers 供应商
Distributors 分销商
Accounts payable and receivable 应付账款和应收账款
Warehousing and inventory 仓储和库存
Order fulfillment 订单执行
Sharing customer, forecasting, and production information 共享客户、预测和生产信息
MANAGING CREDIT AND CASH TRANSFERS, ACCOUNTS PAYABLE AND RECEIVABLE 管理信贷和现金转账、应付账款和应收账款
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MANAGING - SHARING CUSTOMER, FORECASTING, AND PRODUCTION INFORMATION 管理 - 共享客户、预测和生产信息
FIGURE 2 图 2
U.S. and China Electric Vehicle Sales, 2010-2019 2010-2019 年美国和中国电动汽车销量
SUPPLY-CHAIN MANAGEMENT VS OPERATIONS MANAGEMENT 供应链管理与运营管理
-Supply-chain management refers to managing activities in the value chain that occur outside (external) the company -供应链管理是指管理价值链中发生在公司外部的活动
-whereas Operations Management (which includes logistics management and material management) refers activities inside the company or internal activities. -而运营管理（包括物流管理和物资管理）指的是公司内部的活动或内部活动。
WHAT IS OPERATIONS MANAGEMENT? 什么是运营管理？
>> Operations management (OM) is the set of activities that create value in the form of goods and services by transforming inputs into outputs via production; the creation of goods and services >> 运营管理（OM）是通过生产将投入转化为产出，以商品和服务的形式创造价值的一系列活动；商品和服务的创造
Restated: Operations management (OM) is the set of activities in transforming inputs into outputs; creating value in the production of goods and services 重述：运营管理（OM）是将投入转化为产出的一系列活动；在商品和服务的生产过程中创造价值
ORGANIZATIONAL CHARTS 组织结构图
WHY STUDY OPERATIONS MANAGEMENT? 为什么要学习运营管理？
Study how people organize themselves for productive enterprise 研究人们如何组织起来从事生产性事业
Know how goods and services are produced and delivered 了解商品和服务是如何生产和交付的
Understand what operations and supply chain managers do 了解运营和供应链经理的工作
OM & SCM are costly parts of an organization OM 和 SCM 是组织中成本高昂的部分
Consider how OM and SCM could be effectively and efficiently designed and managed to win in the global competition arena. 考虑如何切实有效地设计和管理 OM 和 SCM，以便在全球竞争中获胜。
OPTIONS FOR INCREASING CONTRIBUTION 增加捐款的备选方案
scupison SCM & OM TEN STRATEGIC DECISIONS scupison SCM & OM 十项战略决策
THE OM STRATEGIC DECISIONS ......战略决策
1. Design of goods and services 1.商品和服务的设计
Defines what is required of operations 确定业务要求
Product design determines quality, 产品设计决定质量、
sustainability and human resources 可持续性与人力资源
THE OM STRATEGIC DECISIONS ......战略决策
Managing quality 质量管理
Determine the customer’s quality expectations 确定客户的质量期望
Establish policies and procedures to identify and achieve that quality 制定政策和程序，以确定和实现质量目标
THE OM STRATEGIC DECISIONS ......战略决策
Process and capacity design 工艺和能力设计
How is a good or service produced? 商品或服务是如何生产出来的？
Commits management to specific technology, quality, resources, and investment 管理层对特定技术、质量、资源和投资做出承诺
THE OM STRATEGIC DECISIONS ......战略决策
4. Location strategy 4.选址战略
Nearness to customers, suppliers, and talent 靠近客户、供应商和人才
Considering costs, infrastructure, logistics, and government 考虑成本、基础设施、物流和政府因素
THE OM STRATEGIC DECISIONS ......战略决策
Layout strategy 布局策略
Integrate capacity needs, personnel levels, technology, and inventory 整合能力需求、人员水平、技术和库存
Determine the efficient flow of materials, people, and information 确定材料、人员和信息的高效流动
THE OM STRATEGIC DECISIONS ......战略决策
Human resources and job design 人力资源和工作设计
Recruit, motivate, and retain personnel with the required talent and skills 招聘、激励和留住具有所需才能和技能的人员
Integral and expensive part of the total system design 整个系统设计中不可或缺的昂贵组成部分
THE OM STRATEGIC DECISIONS ......战略决策
7. Supply chain management 7.供应链管理
Integrate supply chain into the firm’s strategy 将供应链纳入公司战略
Determine what is to be purchased, from whom, and under what conditions 确定要购买什么、向谁购买以及在什么条件下购买
THE OM STRATEGIC DECISIONS ......战略决策
Inventory management 库存管理
Inventory ordering and holding decisions 库存订购和持有决策
Optimize considering customer satisfaction, supplier capability, and production schedules 考虑客户满意度、供应商能力和生产计划进行优化
THE OM STRATEGIC DECISIONS ......战略决策
Scheduling 日程安排
Determine and implement intermediate- and shortterm schedules 确定并实施中期和短期时间表
Utilize personnel and facilities while meeting customer demands 利用人员和设施，同时满足客户需求
THE OM STRATEGIC DECISIONS ......战略决策
10. Maintenance 10.维护
Consider facility capacity, production demands, and personnel 考虑设施容量、生产需求和人员
Maintain a reliable and stable process 保持可靠稳定的流程
MANAGING QUALITY: TOTAL QUALITY MANAGEMENT 质量管理：全面质量管理
Comprehensive approach that seeks to improve quality across all organizational processes by involving all employees. 全面的方法，旨在通过全体员工的参与，在组织的所有流程中提高质量。
It emphasizes a culture of continuous improvement, customer satisfaction, and the integration of quality into every aspect of the organization. 它强调的是一种持续改进、让客户满意的文化，以及将质量融入组织的方方面面。
Total quality management (TQM) is an ongoing process of detecting and reducing or eliminating errors. 全面质量管理（TQM）是一个不断发现、减少或消除错误的过程。
TQM is used to streamline supply chain management, improve customer service, and ensure that employees are properly trained. 全面质量管理用于简化供应链管理，改善客户服务，并确保对员工进行适当的培训。
The focus is to improve the quality of an organization’s outputs, including goods and services, through the continual improvement of internal practices. 其重点是通过不断改进内部做法，提高组织产出（包括产品和服务）的质量。
Total quality management aims to hold all parties involved in the production process accountable for the overall quality of the final product or service. 全面质量管理旨在让参与生产过程的各方对最终产品或服务的整体质量负责。
8 PRINCIPLES OF TOTAL QUALITY MANAGEMENT 全面质量管理的 8 项原则
QUALITY MANAGEMENT - SIX SIGMA 质量管理 - 六西格玛
Six Sigma is a set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency. 六西格玛是一套方法和工具，用于通过减少缺陷和错误、最大限度地减少差异以及提高质量和效率来改进业务流程。
Six Sigma is a data-driven methodology focused on reducing defects and variability in processes. It employs statistical tools and techniques to achieve the goal of near-perfect quality levels. 六西格玛是一种以数据为导向的方法，重点在于减少流程中的缺陷和变异。它采用统计工具和技术来实现接近完美质量水平的目标。
QUALITY MANAGEMENT - SIX SIGMA 质量管理 - 六西格玛
QUALITY MANAGEMENT - SIX SIGMA 质量管理 - 六西格玛
Benefits of Six Sigma 六西格玛的益处
LEAN PRODUCTION 精益生产
Lean production is a systematic manufacturing method that aims to reduce waste and increase value and reduce costs. It can be applied to all aspects of a business, from design to distribution. 精益生产是一种系统化的生产方法，旨在减少浪费、提高价值和降低成本。它适用于从设计到分销的所有业务环节。
Six basic principles 六项基本原则
Waste elimination 消除废物
Continuous improvement 持续改进
Level production 水平生产
Just-in-time production 准时化生产
Built-in quality 内置质量
Employee respect 尊重员工
set of actions that add value to customers throughout the manufacturing 在整个生产过程中为客户增值的一系列行动
LEAN PRODUCTION - OM 精益生产 - OM
8 WASTES
OF LEAN MANUFACTURING 精益生产的 8 种浪费
DEFECTS 缺陷
TRANSPORTATION 交通
OVERPRODUCTION 过度引入
INVENTORY 库存
WAITING 等待
MOTION 动议
NON-UTILIZED TALENT 用非所长
LEAN PRODUCTION - IMPACT ON OM 精益生产 - 对经营管理的影响
LEAN PRODUCTION - JUST-IN-TIME DELIVERIES 精益生产 - 及时交付
Just-in-time (JIT), under Lean Production, is a operations management / supply chain strategy where partners move materials over to the manufacturer just before they are needed. 精益生产下的准时制（JIT）是一种运营管理/供应链战略，即合作伙伴在生产商需要材料之前就将其转移到生产商那里。
little to no inventory being stockpiled, which reduces storage costs. 几乎没有库存，从而降低了存储成本。
LEAN PRODUCTION - JUST-IN-TIME (JIT) 精益生产 - 及时生产（JIT）
Just In Time Inventory Process 及时库存流程
LEAN PRODUCTION - JUST-IN-TIME (JIT) 精益生产 - 及时生产（JIT）
LEAN PRODUCTION - JUST-IN-TIME (JIT) 精益生产 - 及时生产（JIT）
EFFECTIVE COLLABORATION WITH MANUFACTURER'S PARTNERS - JUST IN TIME POSSIBLE 与制造商合作伙伴的有效合作--实现及时性
JUST-IN-TIME DELIVERIES - IMPACT ON SCM 准时交货--对供应链管理的影响
TOYOTA 丰田
LEAN MANUFACTURING JUST-IN-TIME 精益生产
Concept 概念
@TOYATA PLANT @ 土屋工厂
VALUE CREATION 创造价值
the process of transforming resources-whether they are physical goods, intellectual property, or human capital-into products or services that are perceived as more valuable than the sum of their parts. 将资源--无论是实物、知识产权还是人力资本--转化为产品或服务的过程，而这些产品或服务被认为比其各个部分的总和更有价值。
Value (creation) as “the measure of a firm’s capability to sell what it makes for more than the costs incurred to make it.” 价值（创造）是 "衡量一家公司出售其产品的能力，其售价高于制造产品的成本"。
Capability to Sell Price - Costs to Make it == Value Creation 销售能力 价格-- == 价值创造成本
Capability to Sell Price > Costs to Make it = Value Creation 销售能力 价格 > 生产成本 = 创造价值
HOW SUPPLY CHAINS CREATE VALUE? 供应链如何创造价值？
Supply chains create value primarily by optimizing operations to reduce costs and improve service levels. 供应链主要通过优化运营来降低成本和提高服务水平，从而创造价值。
Cost Reduction 降低成本
Streamlined Processes: By analyzing and improving supply chain processes, companies can eliminate inefficiencies. For example, implementing Lean principles helps reduce waste in production and logistics. 简化流程：通过分析和改进供应链流程，企业可以消除低效现象。例如，实施精益原则有助于减少生产和物流中的浪费。
Negotiating Better Supplier Contracts: Organizations can achieve cost savings by leveraging their purchasing power to negotiate favorable terms with suppliers. 谈判更好的供应商合同：组织可利用其采购能力与供应商谈判有利条件，从而节约成本。
HOW SUPPLY CHAINS CREATE VALUE? 供应链如何创造价值？
Improved Service Levels 提高服务水平
Streamlined Processes: By analyzing and improving supply chain processes, companies can eliminate inefficiencies. For example, implementing Lean principles helps reduce waste in production and logistics. 简化流程：通过分析和改进供应链流程，企业可以消除低效现象。例如，实施精益原则有助于减少生产和物流中的浪费。
Negotiating Better Supplier Contracts: Organizations can achieve cost savings by leveraging their purchasing power to negotiate favorable terms with suppliers. 谈判更好的供应商合同：组织可利用其采购能力与供应商谈判有利条件，从而节约成本。
HOW SUPPLY CHAINS CREATE VALUE? 供应链如何创造价值？
Improved Service Levels 提高服务水平
Streamlined Processes: By analyzing and improving supply chain processes, companies can eliminate inefficiencies. For example, implementing Lean principles helps reduce waste in production and logistics. 简化流程：通过分析和改进供应链流程，企业可以消除低效现象。例如，实施精益原则有助于减少生产和物流中的浪费。
Negotiating Better Supplier Contracts: Organizations can achieve cost savings by leveraging their purchasing power to negotiate favorable terms with suppliers. 谈判更好的供应商合同：组织可利用其采购能力与供应商谈判有利条件，从而节约成本。
HOW SUPPLY CHAINS CREATE VALUE? 供应链如何创造价值？
Quality Improvement 质量改进
Consistent Quality Control: Implementing quality management practices (such as Total Quality Management or Six Sigma) within the supply chain ensures that products meet quality standards consistently. 始终如一的质量控制：在供应链中实施质量管理实践（如全面质量管理或六西格玛）可确保产品始终符合质量标准。
Feedback Loops: Establishing mechanisms for gathering customer feedback can lead to continuous improvements in product offerings based on actual user experiences. 反馈循环：建立收集客户反馈的机制，可以根据用户的实际体验不断改进产品。
HOW SUPPLY CHAINS CREATE VALUE? 供应链如何创造价值？
Innovation and Responsiveness 创新与响应
Agility in Supply Chain Management: A responsive supply chain can quickly adapt to changes in consumer preferences or market conditions. For instance, companies that utilize data analytics can better predict trends and adjust their production accordingly. 供应链管理的灵活性：反应灵敏的供应链可以迅速适应消费者偏好或市场条件的变化。例如，利用数据分析的公司可以更好地预测趋势，并据此调整生产。
Collaboration with Suppliers: Engaging suppliers in the product development process can lead to innovative solutions that enhance value creation across the supply chain. 与供应商合作：让供应商参与到产品开发过程中来，可以带来创新的解决方案，提高整个供应链的价值创造。
