供应链英语翻译（译文和原文）
Perspectives in supply chain risk management
Christopher S. Tang
UCLA Anderson School, 110 Westwood Plaza, UCLA, Los Angeles, CA 90095,
USA
Received 3 November 2005; accepted 16 December 2005
Available online 2 March 2006
苹果的谜语
Abstract
To gain cost advantage and market share, many firms implemented various initiatives such as outsourced manufacturing and product variety. The initiatives are effective in a stable environment, but they could make a supply chain more vulnerable to various types of disrup
tions caud by uncertain economic cycles, consumer demands, and natural and manmade disasters. In this paper, we review various quantitative models for managing supply chain risks. We also relate various supply chain risk management (SCRM) strategies examined in the rearch literature with actual practices. The intent of this paper is three-fold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can rve as a practical guide for some rearchers to navigate through the a of rearch articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate rearchers to develop new models for mitigating supply chain disruptions.
妙笔生花什么意思Keywords:Supply chain risk management; Quantitative models; Review
1. Introduction
和女孩子怎么聊天Over the last 10 years, earthquakes, economic cris,SARS, strikes, terrorist attacks have disrupted supply chain operations repeatedly. Supply chain disruptions can have significant impact on a firm’s short-term performance. For example, Ericsson lost 400 milli
on Euros after their supplier’s miconductor plant caught on fire in 2000, and
Apple lost many customer orders during a supply shortage of DRAM chips after an earthquake hit Taiwan in 1999. Supply chain disruptions can have long-term negative effects on a firm’s financial performance as well. For instance, Hendricks and Singhal (2005) report that companies suffering from supply chain disruptions experienced 33–40% lower stock returns relative to their industry benchmarks.To mitigate supply chain disruptions associated with various types of risks (uncertain economic cycles,uncertain consumer demands, and unpredictable natural and
man-made disasters), many rearchers have developed different strategies/models for managing supply chain risks. In this paper, we review primarily quantitative models that deal with supply chain risks. Also, we relate various supply chain risk management (SCRM) strategies examined in the literature with actual practices. The intent of this paper is threefold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can rve as a practical guide for some rearchers to navi
gate through the a of rearch articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate rearchers to develop new models for mitigating supply chain disruptions.
大直升机2. Supply management
To gain cost advantage, many firms outsourced certain non-core functions so as to maintain a focus on their core competence (cf., Porter (1985)). Since the 1980s, we witnesd a a change in which firms outsourced their supply chain operations including design, production, logistics, information rvices, etc. Esntially, supply management deal with five inter-related issues:持续近义词
1. supply network design,
2. supplier relationship,
3. supplier lection process (criteria and supplier
lection),
4. supplier order allocation,
5. supply contract.顿时的近义词是什么
中国最大的佛像
3.Demand management魔方王
In Section 2, we describe how manufacturers can u different supply management strategies to mitigate various supply chain operational risks However, the supply management strategies are ineffective when the underlying supply mechanism is inflexible. For instance, in the rvice industry or in the fashion goods manufacturing industry, the supply mechanism is inflexible becau the capacity is usually fixed. When the supply capacity is fixed, many firms have attempted to u different demand management strategies so that they can manipulate uncertain demands dynamically so that the modified demand is better matched with the fixed supply.Due to space limitation, we are unable to review the dynamic pricing or clearance pricing literature. The reader is referred to Elmaghraby and Keskinocak (2003) for an extensive review of dynamic pricing models and clearance pricing models for lling a fixed number of units over a finite horiz
on. Also, we do not plan to review literature that deal with coordination of pricing and ordering decisions. The reader is referred to Yano and Gilbert (2004),Petruzzi and Dada (1999), Eliashberg and Steinberg (1993) for three comprehensive reviews in this area. Instead, we shall focus on articles that emphasize on the u of demand management strategies to‘‘shape’’ uncertain demand so that a firm can u an inflexible supply to meet the modified demand.
4. Product management
To compete for market share, many manufacturers expand their product lines. As reported in Quelch and Kenny (1984), the number of stock keeping units (SKUs) in consumer packaged goods has been increasing at a rate of 16% every year between 1985 and 1992. Marketing rearch shows that product variety is an effective strategy to increa increasing market share becau it enables a firm to rve heterogeneous market gments and to satisfy consumer’s variety eking behavior. However, while product variety may help a firm to increa market share and revenue, product variety can increa manufacturing cost due to an increa
in manufacturing complexity. Moreover, product variety can increa inventory cost due to an increa in demand uncertainty. The two
concerns have been illustrated in an empirical study conducted by MacDuffie et al. (1996). They show that the production and inventory costs tend to increa as product variety increas. Therefore, it is critical for a firm to determine an optimal product portfolio that maximizes the firm’s profit. The reader is referred to Ramdas (2003) for a comprehensive review of literature in the area of product variety.
