物流专业英语教程 电子教案 Unit 4 How supply chains work 供应链的工作原理,教学任务： 掌握本单元的物流专业术语 掌握本单元的核心概念 熟悉本单元的常用物流英语表达法 熟悉本单元的物流流程,第一部分 Section 1 本单元核心术语 Core terms,forward logistics 正向物流 reverse logistics 逆向物流 delivery status 交货状况 SCM 供应链管理 (supply chain management) VMI 供应商管理库存(vendor-managed inventory),inbound logistics 内向物流 intra-org logistics 企业物流内部 outbound logistics 外向物流,第二部分 Section 2 本单元核心概念 Core concepts,What is SCM? 什么是供应链管理？,Supply chain management (SCM) is concerned with the integration, coordination and control of the flow of material, information and finances in supply chains.,供应链管理（SCM）涉及到对供应链中材料流、信息流和资金流所进行的整合、协调和控制。,课堂教学之 Step 1 单词领读 由教师当堂领读生词 纠正学生的发音 领读完之后给学生留出5分钟的时间来温习单词。,课堂教学之 Step 2 重点内容 掌握核心术语 学习时间5分钟,课堂教学之 Step 3 难点学习 理解并背诵核心概念 学习时间5分钟,课堂教学之 Step 4 课文学习 理解课文的意思 对难句进行语法和结构讲解 学习时间30分钟,课文学习提示： 教师在讲解课文时，除对课文进行翻译之外，还要顺带讲解一下难句的语法结构。,1. 课文翻译 Text Translation,The three flows of a supply chain 供应链的三种“流” Supply chain management (SCM) is concerned with the integration, coordination and control of the flow of material, information and finances in supply chains. 供应链管理（SCM）涉及到对供应链中材料流、信息流和资金流所进行的整合、协调和控制。,SCM can be divided into three main flows: The product flow or materials flow includes moving goods from supplier to consumer as well as dealing with customer service needs. The information flow includes order information and delivery status. The financial flow includes payments schedules, credit terms and additional arrangements. SCM分为三个主要的流： 产品流或材料流包括包括商品从供应商向客户的移动，也包括处理客户的服务需求。 信息流包括订单信息及交付状况。 金流包括付款时间安排表，赊账条款以及追加安排,The Bullwhip Effect “牛鞭效应” The bullwhip effect (or whiplash effect) is an observed phenomenon in forecast-driven distribution channels. It refers to a trend of larger and larger swings in inventory in response to changes in demand. The concept first appeared in Jay Forresters Industrial Dynamics (1961) and thus it is also known as the Forrester effect. Since the oscillating demand upstream a supply chain is reminiscent of a cracking whip, it became known as the bullwhip effect. “牛鞭效应”或“鞭抽效应”是在预测驱动型流通渠道中的一种已观察到的现象。它是指在响应需求方面存货变得愈来愈大的摆动。这一概念首先由Jay Forrester在工业动力学中提出的，因些又称之为Forrester 效应。由于在供应链上游的需求震荡让人联想到脆响的鞭声，它就被称之为“牛鞭效应”。,Demand factors are the number one contribution fueling the bullwhip effect. These factors relate to consumer, retail, and wholesaler demand levels. When consumers demand more of a certain product, the retailers of the product demand more of it from their wholesalers, which causes an increase in demand from manufacturers as well. 需求因素是推动牛鞭效应的头号成因。这些因素与消费量、零售量以及批发量相关联。当消费者需要某种产品的量增加时，该产品的零售商面向其批发商的需求量随之增加，相应地，生产厂家的需求量也会增加。,As the bullwhip effect occurs, which is usually due to unmanaged entities within supply chains misreading or miscalculating actual needed product levels, increased cost and dissatisfied customers become present. Ineffective communication, order batching, and recessions often lead to the bullwhip effect as well. 牛鞭效应通常是由于供应链内管理不当的实体误读或者误算了实际所需求的产品量所致，随着牛鞭效应的发生，就会出现成本增加以及客户不满意的情况。效率低下的沟通、订单计量以及经济不景气也常常会导致牛鞭效应。,MTO vs MTS 订货型生产vs备货型生产 Supply chains are often classified as push or pull systems. 供应链经常被分类为推动式或拉动式两个系统。,The make-to-order （MTO）system, also known as the pull system, means that the manufacturer does not begin to make the product until or unless after it receives the order from the customer. MTO is an order-driven supply chain model in which, the manufacturer does not hold inventories in usual cases. 按订单生产（MTO），又称为拉动式系统，是指厂家只有在收到订单后才开始制造产品，MTO是一个订单驱动型的供应链模型，通常情况下，该模型下的厂家不持有库存。,As opposed to MTO, the make-to-stock (MTS) system, or push system, is a supply chain model in which the manufacturer makes the production and distribution decisions on the basis of market forecasts. 和MTO相反，在按库存生产（MTS），或称推动式生产的供应链模型中，厂家基于市场预测做出生产及流通的决定。,Production planners forecast and estimate the effective demand and inventories are held in warehouses and at the retailers. MTS is a forecast-driven supply chain model. 生产规划者们预测和估计有效的需求量，而库存则由仓库和零售商来持有。MTS是一个预测驱动型的供应链模式。,Whether a push system is more appropriate than a pull system depends on product features, manufacturing process characteristics, as well as demand volume and variability. 推动式系统是否比拉动式系统更恰当取决于产品特征、制造工艺特性，以及需求量和变量。,As an example of practical application in the computer sector, Dell Computer adopts the MTO system, minimizes the stock levels and handles the order-driven model with a deft hand. However, Lenovo Computer operates the MTS system and owns an extensive sales network. Both, as competitors in the same line, have achieved success in their own right. 举一个在电脑业的实际应用的例子，戴尔电脑采用MTO系统，把库存量降到了最低水平并熟练地操作着这一订单驱动型的模式。 然而，联想电脑却运营着MTS系统并且拥有广泛的销售网络。作为同行业内的竞争对手，两家公司都以各自的能力获得了成功。,What is VMI? 什么是供应商管理库存？ Traditionally, customers (both retailers and final consumers) have been in charge of monitoring their own inventory levels and place purchase orders to vendors (retailer-managed systems). 传统上讲，客户（既包括零售商也包括最终消费者）负责监督自己的库存量并向卖方下采购订单（零售商管理系统）。,In recent years, there has been a growth in VMI (vendor-managed inventory), in