1、 高级商务英语阅读Chapter 12 Long Live the Revolution I教学目的教学目的 通过本文的学习，使学生了解到历史上两次技术革新带给商业模式的巨大革命，并使他们进一步认识到新的管理模式下供应链结构的不同变化，并从经济和技术发展的进程启发学生对经济和管理规模发展趋势的预测，并加深学生对我国改革开放历史意义的理解。本文涉及到许多经贸知识，如：供应链、库存周转率、规模经济、产业调整等内容的基本概念学生也应掌握。另外，增强学生对上述内容的英语术语表达也是本课的教学目的之一。II教学计划教学计划 拟使用四课时完成本课内容。一课时介绍背景知识，两课时用于课文讲解及难点讨论，最后
2、一课时可就某一相关问题（如：供应链上出现的两次革命及技术革新对产业结构的影响等）展开讨论。III教学方法教学方法 以学生为中心，通过师生互动、各抒己见的方式理解和认识课文中涉及到的各类问题（也包括语言方面的问题）。IV背景知识背景知识 1.About the author:1)Dr.Narendra Agrawal Dr.Naren Agrawal is an associate professor in the Department of Operations&Management Information Systems of Santa Clara University,and has b
3、een a visiting associate professor at the Wharton School of Business.He also worked as Systems Analyst with Tata Consultancy Services in Bombay,India.Prof.Agrawal teaches courses in supply chain management,operations management,computer based decision models,and manufacturing competitiveness in the
4、MBA and executive MBA programs.His research interests include supply chain management,sourcing strategy,design and analysis of distribution systems,and manufacturing competitiveness.His research has been published in journals such as Operations Research,Manufacturing and Service Operations Managemen
5、t,Naval Research Logistics,IIE Transactions,and the Journal of Retailing.He has also contributed chapters in a number of books on supply chain management.He serves 第 1 页 共 13 页 高级商务英语阅读on the editorial review boards of the Journal of Manufacturing and Service Operations Management and Journal of Pro
6、duction and Operations Management.Naren is a research faculty associate of the Retail Workbench at Santa Clara University,and a member of INFORMS.He is the recipient of the Deans award for extraordinary research,teaching and service,and the Deans award for teaching innovation.He also received the Br
7、eetwor Fellowship,which is awarded to tenured faculty members who have distinguished themselves as teaching scholars and are making notable service contributions to the School,the University,and the profession.Prof.Agrawal has conducted numerous management development seminars and consulted with com
8、panies such as Adaptec,Applied Materials,Conceptus,The Gap,Hewlett Packard,IBM,MCA Solutions,Pemex,Redistributors of America,Inc.,and Schlumberger.2)Dr.Morris A.Cohen Dr.Cohen is the Matsushita Professor of Manufacturing and Logistics at the Wharton School of the University of Pennsylvania.He holds
9、a B.A.Sc.in Engineering Sciences from the University of Toronto as well as a M.S.in Industrial Engineering and Management Science and a Ph.D.in Operations Research from Northwestern University.He has served as Departmental Editor for the Manufacturing,Operations and Scheduling area as well as for th
10、e Health Care and Service Sector area for the journal,Operations Research.He also has served on the editorial boards of the Journal of Operations Management,the Journal of Manufacturing and Operations Management and the Navy Research Logistics Quarterly.His current research interests include:1)globa
11、l manufacturing and logistics,2)new product development process management,3)technology management and automation of processes 4)channel choice and distribution strategy,5)service logistics system management,6)strategic benchmark analysis of operations processes and,7)inventory control and productio
12、n management.He has been a consultant to a wide range of domestic and global companies.He was the recipient of the 1989 Lauder Institute Prize for Advances in International Management and the Decision Sciences Institute 1991 Hardy Award for best papers as well as the 1991 Institute of Management Sci
13、ence Practice Prize(runner-up)for the development of the after-sales service logistics system adopted by IBM.2.What is supply chain management?Supply chain management is the combination of art and science that goes into improving the way 第 2 页 共 13 页 高级商务英语阅读your company finds the raw components it
14、needs to make a product or service,manufactures that product or service and delivers it to customers.The following are five basic components for supply chain management.1)Plan-This is the strategic portion of supply chain management.You need a strategy for managing all the resources that go toward m
15、eeting customer demand for your product or service.A big piece of planning is developing a set of metrics to monitor the supply chain so that it is efficient,costs less and delivers high quality and value to customers.2)Source-Choose the suppliers that will deliver the goods and services you need to
16、 create your product or service.Develop a set of pricing,delivery and payment processes with suppliers and create metrics for monitoring and improving the relationships.And put together processes for managing the inventory of goods and services you receive from suppliers,including receiving shipment
17、s,verifying them,transferring them to your manufacturing facilities and authorizing supplier payments.3)Make-This is the manufacturing step.Schedule the activities necessary for production,testing,packaging and preparation for delivery.As the most metric-intensive portion of the supply chain,measure
18、 quality levels,production output and worker productivity.4)Deliver-This is the part that many insiders refer to as logistics.Coordinate the receipt of orders from customers,develop a network of warehouses,pick carriers to get products to customers and set up an invoicing system to receive payments.
19、5)Return-The problem part of the supply chain.Create a network for receiving defective and excess products back from customers and supporting customers who have problems with delivered products.3.What Does Supply Chain Management Software Do?Supply chain management software is possibly the most frac
20、tured group of software applications on the planet.Each of the five major supply chain steps previously outlined composes dozens of 第 3 页 共 13 页 高级商务英语阅读specific tasks,many of which have their own specific software.There are some large vendors that have attempted to assemble many of these different
21、chunks of software together under a single roof,but no one has a complete package.Integrating the different software pieces together can be a nightmare.Perhaps the best way to think about supply chain software is to separate it into software that helps you plan the supply chain and software that hel
22、ps you execute the supply chain steps themselves.Supply chain planning(SCP)software uses fancy math algorithms to help you improve the flow and efficiency of the supply chain and reduce inventory.SCP is entirely dependent upon information for its accuracy.If youre a manufacturer of consumer packaged
23、 goods for example,dont expect your planning applications to be very accurate if you cant feed them accurate,up-to-date information about customer orders from your retail customers,sales data from your retailer customers stores,manufacturing capacity and delivery capability.There are planning applic
24、ations available for all five of the major supply chain steps previously listed.Arguably the most valuable(and complex and prone to error)is demand planning,which determines how much product you will make to satisfy your different customers demands.Supply chain execution(SCE)software is intended to
25、automate the different steps of the supply chain.This could be as simple as electronically routing orders from your manufacturing plants to your suppliers for the stuff you need to make your products.4.What is Supply Chain Collaboration?Lets look at consumer packaged goods as an example of collabora
26、tion.If there are two companies that have made supply chain a household word,they are Wal-Mart and Procter&Gamble.Before these two companies started collaborating back in the 80s,retailers shared very little information with manufacturers.But then the two giants built a software system that hooked P
27、&G up to Wal-Marts distribution centers.When P&Gs products run low at the distribution centers,the system sends an automatic alert to P&G to ship more products.In some cases,the system goes all the way to the individual Wal-Mart store.It lets P&G monitor the shelves through real-time satellite link-
28、ups that send messages to the factory whenever a P&G item swoops past a scanner at the register.第 4 页 共 13 页 高级商务英语阅读 With this kind of minute-to-minute information,P&G knows when to make,ship and display more products at the Wal-Mart stores.No need to keep products piled up in warehouses awaiting W
29、al-Marts call.Invoicing and payments happen automatically too.The system saves P&G so much in time,reduced inventory and lower order-processing costs that it can afford to give Wal-Mart low,everyday prices without putting itself out of business.Cisco Systems,which makes equipment to hook up to the I
30、nternet,is also famous for its supply chain collaboration.Cisco has a network of component suppliers,distributors and contract manufacturers that are linked through Ciscos extranet to form a virtual,just-in-time supply chain.When a customer orders a typical Cisco product-for example,a router that di
31、rects Internet traffic over a company network-through Ciscos website,the order triggers a flurry of messages to contract manufacturers of printed circuit board assemblies.Distributors,meanwhile,are alerted to supply the generic components of the router,such as a power supply.Ciscos contract manufact
32、urers,some of whom make subassemblies like the router chassis and others who assemble the finished product,already know whats coming down the order pipe because theyve logged on to Ciscos extranet and linked in to Ciscos own manufacturing execution systems.Soon after the contract manufacturers reach
33、 into Ciscos extranet,the extranet starts poking around the contractors assembly line to make sure everything is kosher.Factory assemblers slap a bar code on the router,scan it and plug in cables that simulate those of a typical corporate network.One of those cables is a fire hose for Ciscos automat
34、ed testing software.It looks up the bar code,matches it to a customers order and then probes the nascent router to see if it has all the ports and memory that the customer wanted.If everything checks out-and only then-Ciscos software releases the customer name and shipping information so that the su
35、bcontractor can get it off the shop floor.And there you have it.No warehouses,no inventory,no paper invoices,just a very nosy software program that monitors Ciscos supply chain automatically,in real-time,everywhere,simultaneously.The chain runs itself until theres a problem,in which case the system
36、alerts some poor human to get off his duff and fix something.Supply chain software junkies call this management by 第 5 页 共 13 页 高级商务英语阅读exception.You dont need to do anything unless there is something wrong.If theres a weakness to these collaborative systems,its that they havent been tested in tough
37、 times-until recently.Ciscos network was designed to handle the companys huge growth.Distributed decision making is great if the decisions have mostly to do with making and selling more things.But Cisco and its network were caught completely off guard by the recent tumble in the economy.It took awhi
38、le to turn all the spigots off in its complex network when demand for its products plummeted and Cisco and its supply chain partners got stuck with a lot of excess inventory-as did most other big manufacturers in high technology.Cisco was forced to take a hard look at its supply chain planning capab
39、ility.SCP software is much better at managing growth than it is at monitoring a decline and correcting it.5.New Technology Determining the Successful Supply Chain Management The past 10 years have not seen much improvement in reducing inventory levels.Rather than being eliminated,inventory has been
40、pushed down from manufacturers to top-tier suppliers to lower-tier suppliers.This is a lose-lose proposition,and CIOs are looking to new technologies that can provide the information needed to eliminate inventory and drive out costs.Demand-planning software digs out the information buried in a compa
41、nys databases and turns it into reports on sales trends.Cashman Equipment,a$250 million Las Vegas-based Caterpillar dealership,used a$12,000 demand-planning package to achieve an$8 million reduction in inventory in the first month of operation.Supply chain visibility software and replenishment plann
42、ing software have also paid off for companies.Smaller,more focused inventory management applications are generally working better and faster than big scope implementations.E-procurement sounds like purchase only.If you throw into it the selling as the other half,it will sound more like B2B.Some of t
43、he companies offer you customized catalogs and customized UI;allowing you not only to purchase,but punch-in/punch-out and sales.In fact,with one of the e-procurement products,with a little more effort,both halves within a large enterprise can be setup fairly easily.6.E-Procurement 第 6 页 共 13 页 高级商务英
44、语阅读At Applied Industrial Technologies,price negotiation remains in the hands of the product managers in charge of each category.The focus of the companys e-procurement is on making internal processes more efficient through the paperless processing of orders,receipts and invoices.An internally develo
45、ped inventory management application gathers requirements from more than 400 Applied service centers across Canada,Mexico,Puerto Rico and the United States,and then sends them to suppliers via EDI.This isnt rocket science,but it meets the needs of the$1.5 billion distributor of industrial components
46、 that stocks 2 million different items,including bearings,motors,pumps,valves,couplings and the other highly substitutable building blocks of manufactured products.And those blocks are provided by suppliers competing in an intensely price-sensitive market.Applied CIO Jim Hopper eschews newer technol
47、ogies like XML in favor of tried-and-trusted EDI because,as he says,EDI has been around for 20 years,works and is very cheap for us to administer.Theres a ton of people who know EDI intimately but only a handful who know XML that well.Well do EDI with anyone that has the capability,adds Hopper,and h
48、elp them to get that capability if they havent got it.Similarly,Webasto Roof Systems,a$300 million subsidiary of Germany-based automobile roof and thermo systems manufacturer Webasto AG,has been adopting e-procurement strategies to make its internal process more efficient,while keeping sourcing deci
49、sions and price negotiations offline.CIO Mike Thibideau credits e-procurement with reducing inventories by 15 percent,generating$1.5 million of cash flow and reducing annual inventory carrying costs by$180,000.All that,and the system is still only 30 percent implemented.Using technology developed by
50、 enterprise system vendor QAD,Webastos 150 direct material suppliers download all the information they need to know to ship the parts and materials for Webastos sunroofs and convertible tops.Because all they need is a Web-browser,its less intrusive than EDI,and less expensiveespecially for the suppl
