Chapter 1 Understanding the Supply Chain
1.1 What is a Supply Chain?
1.2 The Objective of a Supply Chain
1.3 The Importance of Supply Chain Decisions
1.4 Decision Phas in a Supply Chain
1.5 Process Views of a Supply Chain
1.6 Examples of Supply Chains
Discuss the goal of a supply chain and explain the impact of supply chain decisions on the success of a firm.
Identify the three key supply chain decision phas and explain the significance of each one. Describe the cycle and push/pull views of a supply chain. 考研分数线查询
Classify the supply chain macro process in a firm.
1.1What is a Supply Chain?
什么是供应链?
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.
供应链包括直接或间接参与实现客户要求的所有各方。
The supply chain includes not only the manufacturer and suppliers, but also transporters, warehous, retailers, and even customers themlves.
供应链不仅包括制造商和供应商，还包括运输商、仓库、零售商，甚至客户本身。
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With each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request.
对于每个组织，如制造商，供应链包括接收和填写客户请求所涉及的所有功能。
The functions include, but are not limited to, new product development, marketing, operations, distribution, finance, and customer rvice.
这些功能包括但不限于新产品开发、市场营销、运营、分销、财务和客户服务。
The Definition of Supply Chain 供应链的定义
Supply chain includes:
供应链包括：
日耳曼人英语External Supply Chain
外部供应链
Internal Supply Chain
内部供应链
External Supply Chain:
新企业会计制度
Consists of all parties involved, directly or indirectly, in fulfilling a customer request.
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由所有相关方直接或间接履行客户要求。
Internal Supply Chain:
Includes all functions involved in receiving and filling a customer request.
包括接收和填写客户请求所涉及的所有功能。
A supply chain is dynamic and involves the constant flow of information, product, and funds among different stages.
供应链是动态的，涉及到信息、产品和资金在不同阶段的不断流动。
A typical supply chain may involve a variety of stages, including the following:
一个典型的供应链可能涉及到多个阶段，包括以下几个方面：
●Customers 顾客
●Retailers零售商
●Wholesalers/distributors 批发商
●Manufacturers 制造商我爱你汉语
●Component/raw material suppliers零部件/原材料供应商
e2say价格 Each stage in a supply chain is connected through the flow of products, informatio
n, and funds.
供应链中的每个阶段都是通过产品、信息和资金的流动来连接的。
The flows often occur in both directions and may be managed by one of the stages or an intermediary.
这些流动经常发生在两个方向上，并且可以由一个阶段或中间层管理。
补充资料：供应链其他定义
diplomacy供应链是围绕核心企业，通过对信息流、物流、资金流的控制 ，从采购原材料开始，制成中间产品以及最终产品，最后由销 售网络把产品送到消费者手中的将供应商、制造商、分销商、 零售商，直到最终用户连成一个整体的功能网链结构。 ---马士华《供应链管理。
adagioThe supply chain is the core enterpri, through the control of the information flow, logistics, capital flow, from the purcha of raw materials, into the intermediate products and final products. Finally, the sales network nds the prod
uct to the consumer, the supplier, the manufacturer, the distributor, the retailer, until the end ur is integrated into a whole functional network chain structure.
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The appropriate design of the supply chain depends on both the customer’s needs and the roles played by the stages involved.
供应链的适当设计既取决于客户的需求，也取决于所涉及的阶段所扮演的角色。
Discuss： When a distributor(分销商/代理商) is needed?
戴尔公司的供应链管理成功的关键是其供应链管理始终以渠道流程优化为核心实现策略。具体表现在以下三个方面:
第一,直销原则。直销(DirectBusinessModel)在DELL公司具体体现为基于最终客户需求的模式,就是由DELL公司建立一套与客户联系的渠道,由客户直接向DELL公司发订单。订单中
可以详细列出所需的配置,然后公司“按单生产”。
第二,以信息代替存货。DELL公司为什么敢提出“零库存”这个大胆的理念?主要原因就是因为公司基于其强大的渠道流程优化能力,通过处理信息资源创造价值。传统分销代理渠道是存贮货物的水渠,厂商的库存是压在分销渠道中的,这样一来很难做到“零库存”。
第三,价值整体创造。价值整体创造在DELL公司被具体化为“与客户结盟”的战略,DELL公司打破了传统意义上“厂家”与“供应商”之间的供需配给,始终保持与客户的实时互动,及时得到第一手的客户反馈和需求,然后根据客户需求接受定单,再进行以客户需求为导向的产品制造。这样就能保证按照客户需求提供产品。这是一个良性循环的过程。
The key to the success of DELL's supply chain management is its supply chain management, which always focus on the optimization of channel flow. The specific performance in the following three aspects:
First, the principle of direct lling. Direct sales (Direct Business Model) is embodied in the DELL company bad on the end customer demand model, which is to establish a
t of channels to contact the customers by DELL company, and nd orders directly from the customer to the DELL company. Orders can be listed in detail in the required configuration, and then the company "per order production".
Second, replace the stock with information. Why do DELL companies dare to put forward "zero inventory" of this bold idea? The main reason is that the company is bad on its powerful channel optimization ability to create value by processing information resources. The traditional distribution agent is the canal for storing the goods. The inventory of the manufacturers is confined to the distribution channels, so it is very difficult to achieve "zero inventory".
