MANAGING - SHARING CUSTOMER, FORECASTING, AND PRODUCTION INFORMATION WHAT IS BULLWHIP EFFECT? 管理 - 共享客户、预测和生产信息 什么是牛鞭效应？
The bullwhip effect is describing how small fluctuations in demand at the retail level (downstream) can cause progressively larger fluctuations (upstream) in demand at the wholesale, distributor, manufacturer and raw material supplier levels. 牛鞭效应描述了零售层面（下游）需求的微小波动如何导致批发、分销商、制造商和原材料供应商层面需求的逐渐较大波动（上游）。
-small changes in demand become amplified when moving up the supply chain from the retail end to the manufacturing end. -当供应链从零售端向上移动到制造端时，需求的微小变化会被放大。
BULLWHIP EFFECT 牛鞭效应
backward 落后
Inventory oscillations become progressively larger looking backward through the supply chain 回顾供应链，库存波动逐渐加大
BULLWHIP EFFECT 牛鞭效应
FIGURE 17-1 Domand Fiuctuations at Different Steges of a Supply Chain 图 17-1 供应链不同阶段的指令波动
Wholesaler’s Orders to Manufacturer 批发商向制造商发出的订单
SUPPLY CHAIN COORDINATION 供应链协调
-Materials flow downstream and orders flow upstream. -物料流向下游，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 旨在匹配供需，为产品和服务带来利润
Bullwhip
Effect 牛鞭
影响
20%20 \% incersen 20%20 \% 因切森
8
Distributor overestimates demand across
customers 8
经销商高估了整个市场的需求
顾客
Distorts demand information within the supply chain, where different stages have very different estimates of what demand looks like 扭曲供应链内的需求信息，不同阶段对需求的估计有很大不同
Results in a loss of supply chain coordination 导致供应链失去协调
Bullwhip effect can be difficult to identify in real time 牛鞭效应可能很难实时识别
caused by a lack of communication throughout a supply chain. 整个供应链缺乏沟通造成的。
communication between firms in a supply chain is imperfect leading to firms up the supply chain missing important information. 供应链中企业之间的沟通不完善，导致供应链上的企业丢失重要信息。
LACK OF COORDINATION IN SUPPLY CHAIN: NEGATIVE EFFECT ON PERFORMANCE 供应链缺乏协调：对绩效产生负面影响
*Manufacturing cost (increases) [excess capacity]
* Inventory cost (increases)
[increased safety stock]
*Replenishment lead time (increases)
*Transportation cost (increases) [expediting, spot prices]
&Labor cost for shipping and receiving (increases)
*Level of product availability (decreases)
&Relationships across the supply chain (worsens)
[blame and mistrusts]
&Profitability (decreases)
The bullwhip effect reduces supply chain profitability by making it more costly to provide a given level of product availability
NEGATIVE EFFECT ON PERFORMANCE 对绩效的负面影响
The bullwhip effect reduces supply chain profitability by making it more costly to provide a given level of product availability 牛鞭效应使提供给定水平的产品可用性的成本更高，从而降低了供应链的盈利能力
This can lead to excessive investment in inventory, lost revenue, declines in customer service, delayed schedules, and even layoffs or bankruptcies. 这可能导致库存过度投资、收入损失、客户服务下降、工期延误，甚至裁员或破产。
LACK OF COORDINATION IN SUPPLY CHAIN 供应链缺乏协调
Supply chain lacks coordination if each stage optimizes only its local objective 如果每个阶段仅优化其局部目标，供应链就会缺乏协调
Lack of coordination results when: 在以下情况下会导致缺乏协调：
Objectives of different stages conflict or 不同阶段的目标存在冲突或
Information moving between stages is distorted 阶段之间移动的信息被扭曲
Reduces total profits for all along the chain 降低了整个链条的总利润
This can lead to excessive investment in inventory, lost revenue, declines in customer service, delayed schedules, and even’ bankruptcies. 这可能导致库存过度投资、收入损失、客户服务下降、工期延误，甚至破产。
SUPPLY CHAIN PROCESS 供应链流程
The supply chain process occurs in two ways: 供应链流程以两种方式发生：
Cycle View 循环视图
The processes in a supply chain are divided into a series of cycle, each performed at the interface between two successive stages of a supply chain 供应链中的流程分为一系列周期，每个周期在供应链的两个连续阶段之间的接口处执行
2. Push/Pull view. 2. 推/拉视图。
CYCLE VIEW OF SUPPLY CHAINS 供应链的循环视图
SUPPLY CHAIN PROCESS - CYCLE VIEW 供应链流程 - 周期视图
Cycle View 循环视图
The processes in a supply chain are divided into a series of cycle, each performed at the interface between two successive stages of a supply chain. Cycle view of Supply chain process includes, 供应链中的流程分为一系列周期，每个周期在供应链的两个连续阶段之间的接口处执行。供应链流程的循环视图包括，
a) Customer order cycle a) 客户订单周期
b) Replenishment cycle b) 补货周期
c) Manufacturing cycle c) 制造周期
d) Procurement cycle d) 采购周期
Cycle View of Supply Chain Processes 供应链流程的循环视图
PUSH/PULL VIEW. 推/拉视图。
Push System 推送系统
Pull System 拉动系统
SUPPLY CHAIN PROCESS - PUSH /PULL VIEW 供应链流程 - 推/拉视图
What instigates the movement of the work in the system? 是什么促使工作在系统中移动？
In Push systems, work release is based on downstream demand forecasts 在 Push 系统中，工作发布是基于下游需求预测
Keeps inventory to meet actual demand. Acts proactively 保持库存以满足实际需求。积极行动
A push system (also called make-to-stock) means that a company produces goods according to a demand forecast. 推送系统（也称为按库存生产）意味着公司根据需求预测生产商品。
low chance of unforeseeable demand fluctuations, e.g. food, pharmaceuticals, household chemicals, etc. 不可预见的需求波动的可能性很小，例如食品、药品、家用化学品等。
SUPPLY CHAIN PROCESS - PUSH /PULL VIEW 供应链流程 - 推/拉视图
What instigates the movement of the work in the system? 是什么促使工作在系统中移动？
In Pull systems, work release is based on actual demand or the actual status of the downstream customers 在拉式系统中，工作的发布是根据实际需求或者下游客户的实际情况进行的
May cause long delivery lead times. Acts reactively 可能会导致交货时间较长。反应性行为
A pull system is a lean manufacturing strategy used to reduce waste in the production process. 拉动系统是一种精益制造策略，用于减少生产过程中的浪费。
components used in the manufacturing process are only replaced once they have been consumed so companies only make enough products to meet customer demand. 制造过程中使用的组件只有在消耗后才会被更换，因此公司只会生产足够的产品来满足客户需求。
PUSH VS PULL SYSTEM 推式与拉式系统
PUSH/PULL VIEW OF SUPPLY CHAINS 供应链的推/拉视图
Procurement, 采购，
Manufacturing and Replenishment cycles 制造和补货周期
Customer Order Cycle 客户订单周期
Customer 顾客
Order Arrives 订单到达
SUPPLY CHAIN - PARADIGM CHANGE 供应链——范式变革
Distribution chain - the path followed from the originator of a product/servi ce to the end consumer 分销链——从产品/服务的发起者到最终消费者的路径
DECISIONS IN A SUPPLY CHAIN 供应链中的决策
Three Strategic Supply Chain decisions are: 三项战略供应链决策是：
1 How should the supply chain network be configured? (Session 2,3,4) 1 供应链网络应该如何配置？ （第二、三、四节）
2 Where should each part of the supply chain network be located? 2 供应链网络的各个部分应该位于哪里？
=>The location decision. (Session 3) =>位置决定。 （第三场）
3 What physical capacity should each part of the supply chain network have? =>The long-term capacity management decision. 3 供应链网络的每个部分应具备哪些物理能力？ =>长期容量管理决策。
DECISIONS IN A SUPPLY CHAIN (continued) 供应链决策（续）
Extent of Vertical Integration 垂直整合的程度
A manufacturing company is considered more vertically integrated if it owns the intermediaries. 如果制造公司拥有中间商，则被认为更具垂直一体化程度。
The network for the flow of goods has to be designed. 必须设计货物流动的网络。
Mode of Transportation 交通方式
Trucks, trains, airplanes, or ships etc. 卡车、火车、飞机或轮船等
The choice depends on the product and the cost of transportation. 选择取决于产品和运输成本。
DECISIONS IN A SUPPLY CHAIN (continued) 供应链决策（续）
Distribution Channel 分销渠道
Ship the product directly to the retailer or have intermediate partners like wholesalers and distributors. 将产品直接运送给零售商或通过批发商和分销商等中间合作伙伴运送。
o Use of e-channels. o 使用电子渠道。
Mixed channels 混合频道
Number of wholesalers, distributors and retailers. 批发商、分销商和零售商的数量。
Location Decisions 地点决策
Location of the manufacturing plant or multiple plants. 制造工厂或多个工厂的位置。
Locations of the supply chain partners. 供应链合作伙伴的位置。
In a supply chain the relative location of partners is important because that establishes the distribution network and affects the cost of goods transported. 在供应链中，合作伙伴的相对位置很重要，因为这会建立分销网络并影响货物运输的成本。
EXTENT OF VERTICALINTEGRATION -MAKE-OR-BUY DECISIONS 垂直整合的范围——自制或外购决策
Making a choice between 做出选择
Make it via internal production (=>vertical integration) OR 通过内部生产（=%3垂直整合）或
Suppliers could be part of the company’s organizational structure 供应商可以成为公司组织结构的一部分
Vertical Integration 垂直整合
Purchase of Companies at All Levels of Production 收购各级生产的公司
KEY CONCEPTS & TERMS 关键概念和术语
Outsource 外包
Suppliers are independent of the company. 供应商独立于公司。
E.g. Foxconn, a contract manufacturer for Apple, has its own network of suppliers used in the manufacturing of Apple products in its factories in China. (Industrial Cluster) 例如，富士康是苹果公司的合同制造商，拥有自己的供应商网络，用于在其中国工厂制造苹果产品。 （产业集群）
KEY CONCEPTS & TERMS: OUTSOURCING 关键概念和术语：外包
Transfers traditional internal activities and resources of a firm to outside vendors 将公司的传统内部活动和资源转移给外部供应商
Utilizes the efficiency that comes with specialization 利用专业化带来的效率
Firms outsource information technology, accounting, legal, logistics, and production 公司外包信息技术、会计、法律、物流和生产
KEY CONCEPTS & TERMS 关键概念和术语
Suppliers can be located in the country where the manufacturing or assembly takes place (On-Shore) 供应商可以位于制造或组装发生的国家（岸上）
Suppliers can be located elsewhere and ship materials to the final assembly facility or to an intermediate storage point. (Off -Shore) 供应商可以位于其他地方，并将材料运送到最终组装设施或中间存储点。 （离岸）
KEY CONCEPTS & TERMS 关键概念和术语
Manufacturing process output can be shipped directly to the customers or to a warehouse network and sold directly to the end consumer or to a distributor, wholesaler, or retailer, then on to the final consumer. 制造过程的输出可以直接运送给客户或仓库网络，并直接出售给最终消费者或分销商、批发商或零售商，然后再出售给最终消费者。
Output can be sold domestically or internationally. 产出可在国内或国际销售。
e.g. TESLA Gigafactory in Shangahi 例如上海特斯拉超级工厂
SUPPLY CHAIN: THE PURCHASING FUNCTION 供应链：采购职能
licing transaction biddipping condition order D Purchasingm oduct delivery qualit ,otation freight busine 许可交易投标条件订单D采购产品交货质量、轮换货运业务
WHAT IS PURCHASING /PROCUREMENT? 什么是采购？
Goal of Purchasing: 采购目标：
Develop and implement purchasing 制定并实施采购
plans for products and services that support (global) operations strategies 支持（全球）运营战略的产品和服务计划
PURCHASING HAS TO SUPPORT OPERATIONS STRATEGIES 采购必须支持运营策略
tockwtiomantin !=\neq 托维曼汀 !=\neq
画II 画二
Suppliers 供应商
BAE SYSTEMS 英国航空航天系统公司
(3) SAAB (3) 萨博
START: Support operations strategies 开始：支持运营策略
WHAT IS PURCHASING? 什么是采购？
Purchasing function is responsible for obtaining the materials, parts, and supplies and services needed to produce (make) a product or provide a service. 采购职能负责获取生产（制造）产品或提供服务所需的材料、零件、供应品和服务。
THE PURCHASING CYCLE 采购周期
- Purchasing cycle: - 采购周期：
Series of steps that begin with a request for purchase and end with notification of shipment received in satisfactory condition. 从购买请求开始到收到状态良好的发货通知结束的一系列步骤。
PURCHASING INTERFACES 购买界面
DUTIES OF PURCHASING 采购职责
Identifying sources of supply 确定供应来源
Negotiating contracts 谈判合同
Maintaining a database of suppliers 维护供应商数据库
Obtaining goods and services 获取商品和服务
Managing suppliers 管理供应商
FUNCTIONS OF PURCHASING 采购职能
Sourcing (generic name for purchasing) Sourcing（采购的总称） >> Ordering the right quantity of materials meeting all quality standards at the best possible prices. >> 以最优惠的价格订购符合所有质量标准的适量材料。 >> Receiving materials. >> 领取材料。 >> Inspecting the incoming goods. >> 检查进货。 >> Selection of suppliers and vendors. >> 供应商和供应商的选择。 >> Develop stable relationships with suppliers/vendors. >> 与供应商/销售商建立稳定的关系。 >> Keep track of engineering design changes (EDCs) that may affect material requirements. >> 跟踪可能影响材料需求的工程设计变更 (EDC)。 >> Purchasing must be adept at coordinating the materials. >> 采购必须善于协调物料。
SELECTION OF SUPPLIERS AND VENDORS. 供应商和供应商的选择。
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BUILDING THE SUPPLY BASE 建设供应基地
Identifying sources of supply 确定供应来源
Supplier evaluation 供应商评价
Finding potential suppliers 寻找潜在供应商
Determine likelihood of their becomins 确定他们成为的可能性
Supplier certification 供应商认证
Qualification 资质
Education 教育
Certification 认证
oPurchasing (sourcing) or procurement departments must be responsive to the marketing strategies of the various suppliers from whom they obtain required materials. o采购（采购）或采购部门必须对从其获取所需材料的各个供应商的营销策略做出响应。
oThe price-tag approach (push suppliers on price) has to be balanced against a long-term relationship with special trusted suppliers. o价格标签方法（向供应商施加价格压力）必须与与特别值得信赖的供应商的长期关系相平衡。
PURCHASING: MANAGING VENDORS AND SUPPLIERS 采购：管理供应商和供应商
The purchasing function is primarily concerned with managing vendors and suppliers. 采购职能主要涉及管理供应商和供应商。 ✓\checkmark Choosing suppliers ✓\checkmark 选择供应商 ✓\checkmark Evaluating sources of supply ✓\checkmark 评估供应来源 ✓\checkmark Supplier audits ✓\checkmark 供应商审核 ✓\checkmark Supplier certification ✓\checkmark 供应商认证 ✓\checkmark Supplier relationships ✓\checkmark 供应商关系 ✓\checkmark Supplier partnerships ✓\checkmark 供应商合作伙伴关系
CHOOSING THE SUPPLIER - EVALUATING SOURCES OF SUPPLY 选择供应商 - 评估供应来源
Vendor analysis (Supplier Analysis) evaluating the sources of supply in terms of 供应商分析（供应商分析）根据以下方面评估供应来源
Price 价格
Quality 质量
Services 服务
Location 地点
Inventory policy 库存政策
Flexibility 灵活性
FACTORS IN CHOOSING A SUPPLIER (VENDOR) 选择供应商（供应商）的因素
Evaluating the sources of supply in terms of 评估供应来源 ✓\checkmark Quality and quality assurance ✓\checkmark 品质与品质保证 ✓\checkmark Flexibility ✓\checkmark 灵活性 ✓\checkmark Location ✓\checkmark 地点 ✓\checkmark Price ✓\checkmark 价格 ✓\checkmark Product or service changes ✓\checkmark 产品或服务变更 ✓\checkmark Reputation and financial stability ✓\checkmark 声誉和财务稳定性 ✓\checkmark Lead times and on-time delivery ✓\checkmark 交货时间和准时交货 ✓\checkmark Other accounts ✓\checkmark 其他账户
BUILDING THE SUPPLY BASE 建设供应基地
Maintaining a database of suppliers 维护供应商数据库
Supplier development 供应商发展
Integrate the supplier into the system 将供应商集成到系统中
Quality requirements 质量要求
Product specifications 产品规格
Schedules and delivery 时间表和交付
Procurement policies 采购政策
Training 训练
Engineering and production help 工程和生产帮助
Information transfer procedures 信息传输程序
BUILDING THE SUPPLY BASE 建设供应基地
Negotiating contracts - Ordering the right quantity of materials meeting all quality standards at the best possible prices. 谈判合同 - 以最优惠的价格订购符合所有质量标准的正确数量的材料。
- Negotiation - 谈判
A significant element in purchasing 采购中的一个重要因素
Highly valued skills 高度重视的技能
Cost-based price model 基于成本的价格模型
Supplier opens books 供应商打开书籍
Market-based price model 基于市场的价格模型
Based on published, auction, or indexed prices 基于公布、拍卖或指数价格
Competitive bidding 竞争性投标
Common policy for many purchases 许多采购的共同政策
Does not generally foster long-term relationships 通常不会培养长期关系
CENTRALIZED VS DECENTRALIZED PURCHASING 集中采购与分散采购
Centralized purchasing 集中采购
Purchasing is handled by one special department 采购由一个专门部门负责
Decentralized purchasing 分散采购
Individual departments or separate locations handle their own purchasing requirements 各个部门或不同地点处理自己的采购需求
Standard items or industry-specific web sites 标准项目或行业特定网站
Online auctions 网上拍卖
Low barriers to entry 进入门槛低
Reverse auctions for buyers 买家反向拍卖
Price not always the most important factor 价格并不总是最重要的因素
SUPPLIER RELATIONSHIP MANAGEMENT: SUPPLIER AS A PARTNER 供应商关系管理：供应商作为合作伙伴
Aspect 方面
Adversary 对手
Partner 伙伴
Number of suppliers 供应商数量
Many 许多
One or a few 一个或几个
Length of relationship 关系的长度
May be brief 可能很简短
Long-term 长期
Low price 价格低廉
Major consideration 主要考虑因素
Moderately important 中等重要
Reliability 可靠性
May not be high 可能不高
High 高的
Openness 开放性
Low 低的
High 高的
Quality 质量
Mayer inspects 梅耶尔视察
At the source; vendor 在源头；小贩
certified 认证的
Aspect Adversary Partner
Number of suppliers Many One or a few
Length of relationship May be brief Long-term
Low price Major consideration Moderately important
Reliability May not be high High
Openness Low High
Quality Mayer inspects At the source; vendor
certified | Aspect | Adversary | Partner |
| :--- | :--- | :--- |
| Number of suppliers | Many | One or a few |
| Length of relationship | May be brief | Long-term |
| Low price | Major consideration | Moderately important |
| Reliability | May not be high | High |
| Openness | Low | High |
| Quality | Mayer inspects | At the source; vendor |
| certified | | |
||
Hay be low 干草要低
Volume of business 业务量
Flexibility 灵活性
Location 地点
Hay be low
Volume of business
Flexibility
Location| Hay be low |
| :--- |
| Volume of business |
| Flexibility |
| Location |
CREATING SUPPLIER PARTNERSHIPS AND BUILDING RELATIONSHIPS 建立供应商合作伙伴关系并建立关系
Cooperation and ideas from suppliers could lead to improve competitiveness 供应商的合作和想法可以提高竞争力
1.Reduce cost of making the purchase 1.降低采购成本
2.Reduce transportation costs 2.降低运输成本
3.Reduce production costs 3.降低生产成本
4.Improve product quality 4.提高产品质量
5.Improve product design 5.改进产品设计
Reduce time to market 缩短上市时间
7.Improve customer satisfaction 7.提高客户满意度
8.Reduce inventory costs 8.降低库存成本
9.Introduce new products or services 9.推出新产品或服务
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CRITICAL ISSUES - AS A SUPPLIER - CHALLENGES TO COMPETE 关键问题 - 作为供应商 - 竞争挑战
CRITICAL ISSUES - PURCHASING FUNCTION CHALLENGES 关键问题 - 采购职能挑战
Purchasing function 采购功能
Increased outsourcing (make or buy?) 增加外包（制造还是购买？）
Make or buy decisions by P/OM are influenced by the information that purchasing can provide. P/OM 做出或购买决策受到采购可提供的信息的影响。
The decisions often depend on the terms to buy, including price, quality, delivery, and innovations, among other considerations, which purchasing learns about and communicates to the P/OM team. 决策通常取决于购买条款，包括价格、质量、交付和创新等考虑因素，采购人员需要了解这些因素并将其传达给 P/OM 团队。
Increased conversion to lean production 提高精益生产转化率
Just-in-time deliveries 准时交货
- Globalization - 全球化
MANAGING QUALITY: TOTAL QUALITY MANAGEMENT 管理质量：全面质量管理
Comprehensive approach that seeks to improve quality across all organizational processes by involving all employees. 旨在通过让所有员工参与来提高所有组织流程的质量的综合方法。
It emphasizes a culture of continuous improvement, customer satisfaction, and the integration of quality into every aspect of the organization. 它强调持续改进、客户满意度以及将质量融入组织各个方面的文化。
Total quality management (TQM) is an ongoing process of detecting and reducing or eliminating errors. 全面质量管理 (TQM) 是一个持续检测、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. TQM 用于简化供应链管理、改善客户服务并确保员工得到适当的培训。
The focus is to improve the quality of an organization’s outputs, including goods and services, through the continual improvement of internal practices. 重点是通过持续改进内部实践来提高组织产出（包括商品和服务）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所有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 条原则
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. 六西格码是一组方法和工具，用于通过减少缺陷和错误、最大限度地减少变化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. 六西格码是一种数据驱动的方法，专注于减少流程中的缺陷和可变性。它采用统计工具和技术来实现近乎完美的质量水平的目标。
QUALITY MANAGEMENT - SIX SIGMA 质量管理 - 六西格玛
QUALITY MANAGEMENT - SIX SIGMA 质量管理 - 六西格玛
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制造方法，旨在减少浪费、增加价值、降低成本。它可以应用于业务的各个方面，从设计到分销。
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 准时生产
Built-in quality 内在品质
Employee respect 员工尊重
set of actions that add value to customers throughout the manufacturing process. 在整个制造过程中为客户增加价值的一系列行动。
LEAN PRODUCTION - OM 精益生产-OM
8 WASTES 8 浪费
OF LEAN MANUFACTURING 精益制造
LEAN PRODUCTION - IMPACT ON OM 精益生产 - 对 OM 的影响
LEAN PRODUCTION - JUST-IN-TIME DELIVERIES 精益生产 - 准时交货
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生产 (JIT) 是一种运营管理/供应链策略，合作伙伴在需要之前将材料转移到制造商。
little to no inventory being stockpiled, which reduces storage costs. 很少甚至没有库存，从而降低了存储成本。
LEAN PRODUCTION - JUST-IN-TIME (JIT) 精益生产 - 准时生产 (JIT)
Just In Time Inventory Process 及时库存流程
LEAN PRODUCTION - JUST-IN-TIME (JIT) 精益生产 - 准时生产 (JIT)
LEAN PRODUCTION - JUST-IN-TIME (JIT) 精益生产 - 准时生产 (JIT)
EFFECTIVE COLLABORATION WITH MANUFACTURER'S PARTNERS - JUST IN TIME POSSIBLE 与制造商的合作伙伴进行有效的合作 - 尽可能及时
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（无论是实物商品、知识产权还是人力资本）转化为比其各部分总和更有价值的产品或服务的过程。
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“衡量一家公司以高于制造成本的价格出售其产品的能力”。
Capability to Sell Price - Costs to Make it = Value Creation 销售能力 - 制造成本 = 价值创造
Capability to Sell Price > Costs to Make it = Value Creation 销售能力 > 成本 = 价值创造
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来创造价值。
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，公司可以消除效率低下的情况。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：组织可以通过利用其购买力与供应商谈判有利的条款来节省成本。
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，公司可以消除效率低下的情况。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：组织可以通过利用其购买力与供应商谈判有利的条款来节省成本。
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，公司可以消除效率低下的情况。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：组织可以通过利用其购买力与供应商谈判有利的条款来节省成本。
HOW SUPPLY CHAINS CREATE VALUE? 供应链如何创造价值？
Quality Improvement 品质提升
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. 一致的质量控制：在供应链中实施质量管理实践（例如全面质量管理或六西格码）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实际用户体验不断改进产品。
HOW SUPPLY CHAINS CREATE VALUE? 供应链如何创造价值？
Innovation and Responsiveness 创新和响应能力
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. 供应链管理的敏捷性：响应能力强的供应链可以快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相应地调整生产。
Collaboration with Suppliers: Engaging suppliers in the product development process can lead to innovative solutions that enhance value creation across the supply chain. 与供应商的合作：让供应商参与产品开发过程可以带来创新的解决方案，从而增强整个供应链的价值创造。
