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Term Paper高分范文分享-沃尔玛竞争战略分析。本文是一篇留学生学期论文Term Paper写作范文，由留学生作业网提供的Term Paper高分范文，主要内容是讲述沃尔玛在开始运营时领先竞争对手两步，该公司首先删除了链中的几个环节，直接与制造商合作以降低成本。本篇Term Paper指出沃尔玛创始人山姆·沃尔顿有选择地购买大宗商品，并直接运输到商店，而不是仓库，从而节省了时间、金钱和空间。 供应链为公司的竞争战略提供了支持，而对供应链的有效管理则导致了这些战略的实现。Term Paper认为像沃尔玛这样的大公司会影响供应商的行为，并向他们施加压力，要求他们为客户改变购物选择的组合。 本篇Term Paper提出供应链管理通过塑造公司的采购职能、库存管理、运输设计和分销，在实现公司竞争战略方面发挥着重要作用。所有这些反过来又为品牌或公司增加了价值。下面就一起来看一下这篇Term Paper高分范文的全部内容。
Q.1. Walmart competitive strategy 沃尔玛竞争战略 Walmart began its operations with two steps ahead of its competitors, the company began with removing a few links in the chain, working directly with the manufactures to cut costs. Sam Walton, the founder of Walmart selectively purchased bulk merchandise and transported directly to the stores instead of a warehouse, saving time, money and space. Supply chain gives support to company’s competitive strategy, and efficient management of the chain results in achievement of those strategies. The big box companies like Walmart, influence the behavior of suppliers and apply pressure to them to alter the mix of shopping alternatives for customers. Supply chain management plays a major role in achieving a company’s competitive strategy, by shaping its procurement functions, inventory management, transportation designs, distribution. All these again in turn adds value to the brand or the company. Walmart’s competitive strategies and supply chain management 沃尔玛的竞争战略与供应链管理 Low cost strategies 低成本战略 Walmart’s focus is on low cost, medium quality products, but to achieve the competitive edge over its competition, Walmart has to sell at costs lower than its competition. Walmart achieves lowest cost due to its excellent supply chain. Several factors come in to make this possible, like procurement od products in bulk, and since Walmart transports directly to stores it saves on storage charges, collaborations with suppliers for better pricing, they achieve economies scale by transporting huge volumes of materials in a single run, especially due to the fact that Walmart has its own fleet of trucks. All these factors contribute in a small but collectively a huge difference in margin, thus Walmart achieves its low cost strategy through efficient management of its supply chain. Term Paper指出沃尔玛的重点是低成本、中等质量的产品，但为了获得竞争优势，沃尔玛必须以低于竞争对手的成本销售。沃尔玛凭借其卓越的供应链实现了最低的成本。有几个因素使这成为可能，比如批量采购od产品，由于沃尔玛直接将其运输到商店，节省了存储费用，与供应商合作以获得更好的价格，他们通过一次运输大量材料来实现规模经济，特别是由于沃尔玛有自己的卡车车队。所有这些因素都导致了利润率的微小但巨大的差异，因此沃尔玛通过对其供应链的有效管理来实现其低成本战略。 Value orientation 价值取向 In addition to low costs, Walmart has to provide better value to their customers in order to retain them, and to keep them satisfied, the value can be better service, no stock outs or delay in deliveries, differentiation in product mix, availability of products when and where they need them. This is achieved by Walmart due to its efficient logistics network, which comprises of their own fleet of trucks giving them better control over the movement of products, and because of their vendor management and inventory management they have a very high responsiveness. As a result, Walmart has been able to expect close to 100% order fulfilment on merchandise. 除了低成本外，本篇Term Paper认为沃尔玛还必须为客户提供更好的价值，以留住他们，并让他们满意，价值可以是更好的服务，没有缺货或延迟交付，产品组合的差异化，在他们需要的时候和地点提供产品。沃尔玛之所以能做到这一点，是因为其高效的物流网络，包括他们自己的卡车车队，使他们能够更好地控制产品的流动，而且由于他们的供应商管理和库存管理，他们的响应能力非常高。因此，沃尔玛已经能够预计商品的订单履行率接近100%。 Market control 市场控制 Apart from better performance within the company it is important to create a barrier for new entrants to keep the competitive advantages, especially small competitors which focuses on a specialized product mix, like electronics stores, small retailers, fashion apparels store. These stores have the advantages of better product differentiation, and easy access to the products. This has to controlled by providing products at a much lesser cost so that customers are attracted more to these big box stores giving less room for emergence of smaller retailers. This can be achieved my direct procurement from manufactures in very large quantity on a regular basis, which these small retailers fail to do, due to their small scale of operations. Further, special collaborative efforts with the vendor will give access to new products and exclusive sale of products in Walmart. 除了在公司内部取得更好的业绩外，Term Paper提出重要的是为新进入者创造一个障碍，以保持竞争优势，尤其是专注于专业产品组合的小型竞争对手，如电子商店、小型零售商、时尚服装商店。这些商店具有更好的产品差异化和易于获得产品的优势。这必须通过以低得多的成本提供产品来控制，这样顾客才能更多地被这些大型商店吸引，从而减少小型零售商的出现空间。这可以通过我定期从大量制造商那里直接采购来实现，而这些小型零售商由于经营规模较小而未能做到这一点。此外，与供应商的特别合作将使沃尔玛能够获得新产品和独家销售产品。 Integration of technology for better shopping experience 技术集成，带来更好的购物体验 With increase in trends for online shopping, Walmart has also recently launched their mobile application coupled with their e-shopping site to provide easy access to their products sitting at home and get their products delivered at home. It was very important for Walmart to adopt this to stay competitive in the market especially with the emergence of e shopping sites like Amazon. To achieve this Walmart made collaborations with vendors and with special information sharing systems, which enables Walmart to get orders and then the product can be directly delivered to the customer doorstep. 随着网上购物趋势的增长，沃尔玛最近还推出了他们的移动应用程序和电子购物网站，以便在家里轻松访问他们的产品，并在家里送货。沃尔玛采用这一点以保持市场竞争力非常重要，尤其是随着亚马逊等电子购物网站的出现。为了实现这一点，沃尔玛与供应商和特殊的信息共享系统进行了合作，使沃尔玛能够获得订单，然后产品可以直接送到客户家门口。 Vendor partnerships 供应商合作伙伴关系 Walmart strategically sources its suppliers who supply products at the best possible price, and ensures that they are able to meet the demand. Then Walmart enters into a partnership with the vendor offering them potential for long term, high volume purchases, in exchange of lowest possible price. Further, Walmart constructed a very efficient communication and relationship network with their suppliers to improve material flow with lower inventories. 沃尔玛从战略上寻找供应商，这些供应商以尽可能好的价格供应产品，并确保他们能够满足需求。然后，沃尔玛与供应商建立了合作关系，以尽可能低的价格为他们提供长期、大批量采购的潜力。此外，沃尔玛与供应商建立了一个非常有效的沟通和关系网络，以降低库存来改善物流。 Walmart has a very efficient inbound logistics using JIT inventory, and better transport management due to their own trucks with better fuel efficiency, and loading more material on movement avoiding empty trucks, by buying large blocks of material. Technology enables to track the movement of goods and tracking inventory levels and to create highly efficient transport routes, and manage reverse logistics properly. 沃尔玛使用JIT库存提供了非常高效的入境物流，由于他们自己的卡车具有更好的燃油效率，因此有更好的运输管理，并且通过购买大块材料，在移动中装载更多的材料，避免空卡车。技术能够跟踪货物的移动和库存水平，创建高效的运输路线，并正确管理逆向物流。 Q2. Supply chain risks 供应链风险 Risk is any uncertainty that might affect the running of any operation, it might either jeopardize the entire operation or delay it by sometime. In terms of supply chains, a risk is anything that alters the operation of the chain at any point, like budget overshoots, delay in delivery times either by supplier or to the end customer, goods destroyed in transit, natural disasters causing closure of roads or affecting0 the operational area etc. 本篇Term Paper解释了风险的概念是指可能影响任何操作运行的任何不确定性，它可能危及整个操作或将其推迟一段时间。就供应链而言，风险是指在任何时候改变供应链运营的任何事情，如预算超支、供应商或最终客户交货时间延迟、货物在运输途中被毁、自然灾害导致道路封闭或影响运营区域等。 Risks can be classified into two categories,风险可分为两类 External Risks 外部风险 These are due to outside influence, such as natural disasters, wars, outbreak of pandemic disease, act of terrorism, theft, political turmoil in the operating country, etc. since the whole chain of supply runs through various countries and working with several external entities and bodies, any problem with their internal factors becomes an external risk for our organization. These risks are somethings that the manager has no control upon. 这些都是由于外部影响，如自然灾害、战争、大流行性疾病的爆发、恐怖主义行为、盗窃、运营国的政治动荡等。由于整个供应链贯穿各个国家，并与几个外部实体和机构合作，其内部因素的任何问题都会成为我们组织的外部风险。这些风险是经理无法控制的。 Internal Risks 内部风险 These are more common risks which appear on every activity of the supply chain, and are generally under the control of the manager. Risks like late deliveries, stock levels, IT failures, human error etc. these risks are minor but can spread in the whole chain and can affect the operation of other activities also. These risks seldom have major consequences, but there have been cases where it proved to be quite fatal to company’s operations. 这些是更常见的风险，出现在供应链的每一项活动中，通常由经理控制。延迟交付、库存水平、IT故障、人为错误等风险很小，但可能会蔓延到整个链条，也可能影响其他活动的运营。这些风险很少会产生重大后果，但在某些情况下，它对公司的运营是致命的。 Supply chain vulnerability 供应链漏洞 A supply chain comprises of various activities that are linked with each other, a risk can be at any of the links or stages of production or service. That risk which can compromise that operations of the production or service stage or the weak link in the chain is the vulnerability for the organization. Identifying past disruptions in operations, and knowing the weaknesses in the organization, and identifying the misses or near misses experienced in the past are the methods used to identify the vulnerabilities in the organization. 供应链由各种相互关联的活动组成，风险可能存在于生产或服务的任何环节或阶段。这种风险可能危及生产或服务阶段的运营或链中的薄弱环节，这就是组织的脆弱性。识别过去的运营中断，了解组织中的弱点，以及识别过去经历的失误或未遂事件是用于识别组织中弱点的方法。 Identifying the vulnerabilities in the organization are very important because it is a form of a warning to the managers for the worse to come. Often near misses are left unmonitored as these are minor incidents are thus the warnings are not noticed and this gives way for future fatality. 识别组织中的漏洞非常重要，因为这是对管理者的一种警告，预示着更糟糕的情况。由于这些都是小事故，所以未遂事件往往没有得到监控，因此警告没有被注意到，这为未来的死亡让路。 Supply Chain Resilience 供应链弹性 Every supply chain has some or the other vulnerability, at times even the best of the best supply chain management fails to handle the situation, but the ability to still operate under such circumstance, and to return to its original or desired state of operation after the disturbance is the resilience of the supply chain. 每个供应链都有一些或其他的脆弱性，有时即使是最好的供应链管理也无法应对这种情况，但在这种情况下仍能运行，并在扰动后恢复到其原始或期望的运行状态的能力是供应链的弹性。 How to overcome supply chain risks 如何克服供应链风险 Risks in supply chain are on a rise, with the increasing complexity of the supply network and global reach of the chain, risks are increasing all the time. There is a perception among managers that the business is becoming riskier. 供应链中的风险正在上升，随着供应网络的复杂性和供应链的全球覆盖范围的增加，风险也在不断增加。经理们有一种看法，认为这项业务的风险越来越大。 Hence it is important to understand what and why the risks are, and to overcome then. This can be done by following the three important steps, 因此，重要的是要了解风险是什么以及为什么存在风险，然后加以克服。这可以通过以下三个重要步骤来实现， Identifying risks 识别风险 There are various activities in various stages of supply chain, first is identifying risks in each activity and finding out their related activities, and make an ordered list. And them studying these activities to find out the risks. 供应链的各个阶段都有各种各样的活动，首先是识别每个活动中的风险，找出它们的相关活动，并列出有序的清单。他们研究这些活动以找出风险。 Analyzing the risk 分析风险 After identifying the risk, mangers have to prioritize the risk based on the level of impact they have on the supply chain and their probability of occurrence. Risks which have higher consequence or impact have to be concentrated upon more than the risks with minor impact. But the probability of occurrence of the risk is also important for prioritizing risk. Managers should give highest priority to those risks which has the highest probability of occurrence and the highest level of consequence if occurred. It does not mean that the risks with low probability should be ignored, but they may not occur at all. 在识别风险后，管理者必须根据风险对供应链的影响程度及其发生的概率来确定风险的优先级。后果或影响较大的风险必须比影响较小的风险更加集中。但风险发生的概率对于确定风险的优先级也很重要。管理者应优先考虑那些发生概率最高、后果最高的风险。这并不意味着低概率的风险应该被忽视，但它们可能根本不会发生。 Dealing with the risk 应对风险 Now the manager has a list of prioritized risks, he now has to plan and design a response to those risks which will help tackle the risk without jeopardizing the operation of the business. If there are a lot of risks, then there must be adequate solutions to deal with it too. There are various solutions or responses to deal with the risk, the most basic ones are, prevention, taking measures so that the event does not occur, mitigation- to make room for the event and focusing on reducing the impact or to respond based on the actual impact of the event and acting on it to solve. 现在经理有了一份优先风险清单，他现在必须计划和设计应对这些风险的措施，这将有助于在不危及业务运营的情况下应对风险。如果存在很多风险，那么也必须有足够的解决方案来应对。有各种解决方案或应对措施来应对风险，最基本的是预防、采取措施使事件不会发生、缓解——为事件腾出空间并专注于减少影响，或者根据事件的实际影响做出回应并采取行动解决。 An example of robust supply chain management 稳健供应链管理的一个例子 In march 2011, when great east japan earthquake struck, Although Nissan’s plants remained undamaged, there was a large shortage of supply for materials and components which halted the production operation of the company, the halt in production amounted to a shortage of around 40,000 vehicles. Car output in Japan fell 52.4 percent and its exports 12.5 percent during the month Six of their production facilities in Iwaki and Tochigi, and 50 of the company’s critical suppliers and affiliates suffered severe damage in the disaster. 2011年3月，东日本大地震发生时，尽管日产的工厂完好无损，但材料和零部件供应严重短缺，导致该公司停产，停产导致约4万辆汽车短缺。本月，日本的汽车产量下降了52.4%，出口下降了12.5%。他们在岩城和Tochigi的六家生产工厂以及该公司的50家关键供应商和附属公司在灾难中遭受了严重损失。 Again when the Thailand flood hit the parts of Bangkok, Nissan was ready with their risk management strategy, and had learnt from their previous experience and the measures they took in Great East japan Flood, and developed a more resilient supply chain. Nissan developed a continuous readiness plan that focused on earthquake emergency response plan encompassing its suppliers, and a business continuity plan was developed and a disaster simulation training was included. 当泰国洪水再次袭击曼谷部分地区时，日产已经准备好了他们的风险管理战略，并从他们之前的经验和在大东日本洪水中采取的措施中吸取了教训，并发展了一个更具弹性的供应链。日产制定了一项持续准备计划，重点是包括其供应商在内的地震应急计划，并制定了业务连续性计划，还包括灾难模拟培训。 Other than policy implementations, Nissan understood the need for alternate responses and hence it studied what type of cars were at risk of supply shortage in sites all over Japan and Thailand, and avoided this shortage to impact operations in other parts of the world like the US, Europe and China by using countermeasures. 除了政策实施之外，日产汽车了解替代应对措施的必要性，因此它研究了日本和泰国各地哪些类型的汽车面临供应短缺的风险，并通过采取对策避免了这种短缺，以影响美国、欧洲和中国等世界其他地区的运营。 Despite the earthquake and tsunami, global Nissan production still hit an all-time high in the year 2011, rising 24.5 percent to 4.21 million units. Japanese output alone rose 4.6 percent to hit 1.07 million cars. 尽管发生了地震和海啸，日产汽车的全球产量在2011年仍创下历史新高，增长24.5%，达到421万辆。仅日本汽车产量就增长了4.6%，达到107万辆。 Q3. Challenges and risks in global supply chain 全球供应链面临的挑战和风险 Every company operating today has to face competitive pressure and due to demanding customer, companies are operating on a global scale. There are many challenges and risks that a manager will face when operating in such vast scales, like economic, political, logistical, cultural differences and structural challenges of their own organization. The level of complexity that supply chains operate in today, require a highly coordinated flow of materials, data, and finance across international borders. 如今，每一家运营公司都面临着竞争压力，由于客户要求苛刻，公司正在全球范围内运营。在如此大规模的运营中，管理者将面临许多挑战和风险，如经济、政治、后勤、文化差异和自身组织的结构性挑战。当今供应链运作的复杂性要求材料、数据和资金在国际边界之间高度协调。 The manager operating in a multi-national environment has to strategically source raw materials from locations that offer lowest procurement costs, manufacture and assemble products in countries which offer cheap labor, and market them in high demand locations. But the major risk in operating in such agile environment is an event of natural disaster, in example for Nissan’s 2011 case, the company’s manger faced the challenge of production halt due to a series of natural events, but the supply chain manager shifted the production deficiency of the effected plant to other resourceful production area, thus making profits even in such situation. 在跨国环境中运营的经理必须从采购成本最低的地方战略性地采购原材料，在劳动力廉价的国家制造和组装产品，并在需求量大的地方进行营销。但在这种敏捷环境下运营的主要风险是自然灾害事件，例如日产2011年的案例，该公司的经理因一系列自然事件而面临停产的挑战，但供应链经理将受影响工厂的生产不足转移到了其他资源丰富的生产区，从而即使在这种情况下也能盈利。 The major challenges involved with globalization are:全球化面临的主要挑战是 Economic challenges 经济挑战 Operating in multiple nations will have multiple impact on costs and financials of an organization, like tax rates, duties, exchange rate, inflation etc. 在多个国家开展业务将对一个组织的成本和财务产生多重影响，如税率、关税、汇率、通货膨胀等。 Infrastructural challenges 基础设施挑战 Availability of modes for transport, number and nature of intermediaries like banks, warehouses, and transport agencies, logistical systems, types of documentation etc. these challenges makes the organization to consider changes or restructuring strategies or structure of their operations. 运输方式的可用性、银行、仓库和运输机构等中介机构的数量和性质、物流系统、文件类型等。这些挑战使组织考虑改变或重组其运营战略或结构。 Competition 竞争 The competitive environment in the global market can create challenges in terms of customer service levels, cost settings, and profit margin. Hence the manger has to consider all the factors depending on the market and strategically price the product and other services associated with the product. 全球市场的竞争环境可能会在客户服务水平、成本设置和利润率方面带来挑战。因此，经理必须根据市场考虑所有因素，并对产品和与产品相关的其他服务进行战略性定价。 Political factors 政治因素 Factors such as stability of the government in the host country, regulations and restrictions, sanctions and support etc. has a direct impact on the operational strategy of the organization. 东道国政府的稳定性、法规和限制、制裁和支持等因素直接影响组织的运营战略。 Administrative factors 行政因素 When we talk of global operations, there is a conflict between central management and local management, and wider the chain, wider the scope for conflict, this creates a potential for delay, uncertainties, and hence requires a greater coordination, communication and monitoring. 当我们谈到全球运营时，中央管理层和地方管理层之间存在冲突，而且链条越宽，冲突的范围就越大，这就有可能造成延误和不确定性，因此需要加强协调、沟通和监测。 There are several benefits that comes with globalization of operations, but only with a certain amount of risks involved,运营全球化带来了一些好处，但只涉及一定的风险， Increasing complexity 日益复杂 The manufacturing process itself has become more complex due to globalization, companies outsource more of their operations to globally distributed supplier networks, today manufacturing needs to manage multiple product lines, and each product has multiple parts coming from different suppliers from different part of the world. In addition, the managers need to manage the logistics for these movements. If there is a failure at any junction, the entire chain might be disrupted and production may be halted. This creates extreme amounts of reliance on suppliers and contractors thus increasing in uncertainty. 本篇Term Paper认为由于全球化，制造过程本身变得更加复杂，公司将更多的业务外包给全球分布的供应商网络，如今制造业需要管理多条产品线，每种产品都有来自世界不同地区不同供应商的多个零件。此外，管理人员需要管理这些流动的物流。如果任何一个路口出现故障，整个链条可能会中断，生产可能会停止。这造成了对供应商和承包商的极度依赖，从而增加了不确定性。 Operations in regions less familiar to the organization implicates risks of cultural differences, variance in skill levels, legal systems, different expectations of quality levels. And also more distant the operations are from the organizations usual zone, the control over the regions are reduced. Operating globally involves travels over long distances, and to utilize economies of scale, companies transport large quantities of goods at once, this means the risk of more stock in transit, greater chances of loss and bigger lead times. Risk of failure of product design, or risk of product failure due to other reasons like deficiency in technical skills, infrastructure inadequacy, government policies etc. product designs may fail maybe because of inadequacy in quality, or demand for different types of product in different regions, which the company may not satisfy. 在组织不太熟悉的地区开展业务涉及文化差异、技能水平差异、法律制度、对质量水平的不同期望等风险。而且行动距离组织通常的区域越远，对区域的控制就越少。 在全球范围内运营需要长途旅行，为了利用规模经济，公司一次运输大量货物，这意味着运输中有更多库存的风险，损失的机会更大，交付周期更长。 产品设计失败的风险，或者由于技术技能不足、基础设施不足、政府政策等其他原因导致的产品失败的风险。产品设计可能会失败，可能是因为质量不足，或者不同地区对不同类型产品的需求，而公司可能无法满足这些需求。 Lack of data 缺少数据 Companies operate with several suppliers and different markets, there needs to be adequate amounts of data available with the manager to make an informed decision. If the manager lacks data, but has to take decision regardless the companies is exposed to increased risk of occurrence of an undesirable event. Thus there is a need for a proper communication and collaboration systems in the global supply chain. 公司与多个供应商和不同的市场合作，经理需要有足够的数据来做出明智的决定。如果经理缺乏数据，但必须做出决定，无论公司面临的不良事件发生的风险增加。因此，在全球供应链中需要一个适当的沟通和协作系统。 Q4. Uses of outsourcing models 外包模式的使用 With the increase of complexity in businesses, firms are lacking the resources they require to survive in the competitive environment. Thus firms believe that performing all the activities on their own is not always effective, and thus firms outsource a certain part of their work to outsiders who possess the technical knowledge of that activity, and who can perform the task better. This way the firm can focus on the activities that it does best and hand over the rest which is better suited for an outsider. This alliance can be done based the needs of the firm, and decide on what type of a relationship is to be established, such as 3PL, 4PL, 5PL. each of these have their own value additions and advantages, the firm has to decide what suits best for it based on what they are gaining out of the alliance. The uses of such alliances can be, 随着企业复杂性的增加，企业缺乏在竞争环境中生存所需的资源。因此，本篇Term Paper认为，独自完成所有活动并不总是有效的，因此，将其工作的某一部分外包给了拥有该活动技术知识并能更好地完成任务的外部人员。通过这种方式，可以专注于自己最擅长的活动，并将其他更适合局外人的活动交给他人。这种联盟可以根据公司的需求进行，并决定建立什么类型的关系，如3PL、4PL、5PL。每一种都有自己的附加值和优势，公司必须根据从联盟中获得的收益来决定什么最适合自己。这种联盟的用途可以是： Adding value to product 为产品增值 Better inventory management, product availability in the market, greater order accuracy, better after sales service etc. are the benefits gained by these alliances, this not only increases the service quality but also develops a brand reputation in the market. 更好的库存管理、市场上的产品可用性、更高的订单准确性、更好的售后服务等都是这些联盟所带来的好处，这不仅提高了服务质量，而且在市场上建立了品牌声誉。 Improving market access 改善市场准入 Partnerships with certain firms can give access to new market channels, with their already established brand reputation and idea of the market, they can help channelize the products of their partners. 与某些公司的合作可以提供新的市场渠道，凭借其已经建立的品牌声誉和市场理念，他们可以帮助引导合作伙伴的产品。 Strengthening operations 加强运营 Facilities and resources can be utilized effectively, by sharing the warehouse of one partner they can save on costs for the leasing of warehouse, and also transport can be shared between them making the operation faster and cost effective. 设施和资源可以得到有效利用，通过共享一个合作伙伴的仓库，他们可以节省仓库租赁成本，还可以在他们之间共享运输，使运营更快、更具成本效益。 Adding technological strengths 增加技术优势 Certain partnerships which share their technological strengths can be very beneficial to the firm, since they can save much time required to implement and adapt newer technologies. 某些共享技术优势的合作伙伴关系对公司非常有利，因为它们可以节省实施和适应新技术所需的大量时间。 Enhancing strategic growth 增强战略增长 Partnerships can pool in their resources and expertise to strengthen their strategies, which enables then to grow in the market and explore new opportunities which were otherwise inaccessible. 伙伴关系可以汇集其资源和专业知识，以加强其战略，从而使其能够在市场上发展，并探索原本无法获得的新机会。 Enhancing organizational skills 提高组织技能 Partnerships face a lot of challenges and usually find it very difficult to accept the changes, but to be able to work together they are forced to improve their flexibility and thus learning from each other’s strengths and weaknesses they improve from within and thus enhances organizational skills. 伙伴关系面临着很多挑战，通常很难接受这些变化，但为了能够合作，他们被迫提高灵活性，从而从彼此的长处和短处学习，他们从内部改进，从而提高组织技能。 Building financial strengths 建立财务实力 Alliances help the firms to pool in their resources and costs of administrations can be cut down, apart from these their brand value and expertise in operations can bring in more revenues to the partnership. 联盟可以帮助公司集中资源，降低管理成本，除此之外，他们的品牌价值和运营专业知识可以为合作伙伴关系带来更多收入。 Uses of 3PL 第三方物流的使用 Improve global capabilities 提高全球能力 3PLs have on-ground knowledge of local markets, regulations and government agencies, and understanding of capacity constraints. 第三方物流具备当地市场、法规和政府机构的实地知识，并了解产能限制。 Reduce costs.降低成本 3Pls help reduce costs, by saving on cost on return good and lost sales, they help the manufacturer to move larger quantities of materials with fewer assets. 3PL store the goods of the client in shred warehouses of their own, thus reducing costs incurred in renting a separate warehouse. 第三方物流有助于降低成本，通过节省退货成本和销售损失，帮助制造商用更少的资产运送更多的材料。第三方物流将客户的货物储存在自己的碎碎仓库中，从而降低了租用单独仓库的成本。 Enhance security 增强安全性 3Pls through their expertise provide counsel on facility and asset security, to security monitoring services. 第三方物流通过其专业知识为安全监控服务提供设施和资产安全方面的法律顾问。 Achieve environmental objectives 实现环境目标 3PLs optimize distribution networks to use fuel efficient modes of transports, and redesign the routes to reduce the overall carbon footprints. 第三方物流优化配送网络，使用燃油高效的运输方式，并重新设计路线，以减少总体碳足迹。 Improve quality 提高质量 Better inventory management, product availability, and greater order accuracy are the benefits gained by 3PLs. 更好的库存管理、产品可用性和更高的订单准确性是第三方物流所带来的好处。 Speed process change 速度过程更改 Changes can be very easily achieved since firms don’t have to change anything within, they rely on the infrastructure, technology and man force of the outside provider. 改变是很容易实现的，因为公司不必改变内部的任何东西，他们依赖于外部供应商的基础设施、技术和人力。 Eliminate hand-offs 消除交接 Effective communication in outsourcing 外包中的有效沟通 For any partnership to work efficiently a proper and clear communication is very important, this clears any doubts immediately and does not give room for errors due to miscommunication, every project has various elements to it, hence it is important for the managers to first communicate with each other within the organization, and decide what has to be outsourced and to what extent and what do they expect from the outsourcing party. Once this has been established then there should be clear communication with the outsourcing party as to what is being expected of them and what will their roles and responsibilities be. And since critical and sensitive data is handled by the service provider, it is important to convey their obligations and responsibilities before moving ahead with the contract. 对于任何合作伙伴关系来说，正确而清晰的沟通都是非常重要的，这可以立即消除任何疑虑，不会因为沟通失误而出现错误，每个项目都有不同的要素，因此本篇Term Paper提出管理者首先在组织内相互沟通是很重要的，并决定什么必须外包，在多大程度上以及他们对外包方的期望。一旦确定了这一点，就应该与外包方就对他们的期望以及他们的角色和责任进行明确的沟通。由于关键和敏感数据由服务提供商处理，因此在推进合同之前传达他们的义务和责任很重要。 Some of the important points to be communicated and discussed between the parties are,双方之间需要沟通和讨论的一些要点是 The third party is in an obligation to respect the confidentiality of the data shared with them in the course of operations.第三方有义务尊重在运营过程中与其共享的数据的保密性。 Performance measures must be agreed upon, decided by the client firm.绩效指标必须由客户公司商定和决定。 Provisions for subcontracting and criteria for them should be discussed.应讨论分包的规定及其标准。 In events of breach or disputes in contract, the provisions for arbitration should also be considered.在发生违约或合同纠纷的情况下，还应考虑仲裁条款。 Conditions for freedom or escape from contract should be specified after discussion in the contract.自由或脱离合同的条件应在合同中讨论后规定。 Performance measurement methods and their roles must also be discussed.还必须讨论绩效衡量方法及其作用。 Supply chain relationships 供应链关系 3PL 第三方物流 Third party logistics or 3PL is a type of partnership between a company and a logistic service provider, where the outside company is given the charge to perform most or a part of the firm’s operations which involves the transportation or freight management, warehouse contracting, distribution management and freight consolidation. The outsourcing can be done for all the activities of a part of it. 第三方物流是公司和物流服务提供商之间的一种合作关系，由外部公司负责执行公司的大部分或部分业务，包括运输或货运管理、仓库承包、分销管理和货运整合。外包可以针对它的一部分的所有活动进行。 Example, Ryder, a 3PL provider, has engaged a fleet of 29 drivers, 23 tractors and 34 trailers to Apria Healthcare. Ryder handles around 325 shipments amounting to 90 truckloads per week through their efficient Transportation Management. 例如，第三方物流供应商莱德为Apria Healthcare雇佣了一支由29名司机、23辆拖拉机和34辆拖车组成的车队。莱德通过其高效的运输管理，每周处理约325批货物，总计90卡车。 4PL 第四方物流 A fourth party logistics is an individual entity which manages the clients supply and demand chains, it is a specialist which manages the clients multiple 3PL activities. A fourth-party logistics (4PL) provider strategy can help align and direct projects with focus towards future goals. The 4PL starts with a supply chain strategy, this strategy defines the supply chain capabilities and establishes the methodologies necessary to achieve the vision. 第四方物流是管理客户供应链和需求链的个体实体，是管理客户多项第三方物流活动的专家。第四方物流（4PL）提供商战略可以帮助调整和指导项目，使其专注于未来目标。4PL从供应链战略开始，该战略定义了供应链能力，并建立了实现愿景所需的方法。 4PL works continuously with the client to channel projects through the established methodologies and governance. Companies can then work towards bigger goals progressively by tracking the progress periodically. 第四方物流不断与客户合作，通过既定的方法和治理来引导项目。然后，公司可以通过定期跟踪进展，逐步实现更大的目标。 Example, Bendix produces airbrakes for the automotive industry. With locations across North America, they found it very difficult to manage the transportation. Hence, Ryder provided them a reliable, cost effective and a safe way to transport products to their clients i.e. auto manufactures, so Bendix could get back to focusing on making airbrakes. 例如，Bendix为汽车行业生产空气制动器。由于地点遍布北美，他们发现很难管理交通。因此，莱德为他们提供了一种可靠、经济高效、安全的方式，将产品运输给他们的客户，即汽车制造商，因此Bendix可以重新专注于制造空气制动器。 Not only did they help with transportation of products but also,他们不仅帮助运输产品 Overall transportation costs were reduced by $8 Million 整体运输成本减少了800万美元 A 104% sales goals were achieved in one of their warehouses.他们的一个仓库实现了104%的销售目标。 Overtime of labors was cut from 3% to just over 0.9% 劳动力加班从3%减少到0.9%多一点 Labor cost was reduced by 15% 劳动力成本降低了15% Throughput was increased by 180% in New Sparks warehouse.New Sparks仓库的吞吐量增加了180%。 Retailer- supplier partnerships 零售商-供应商合作伙伴关系 Retailer supplier partnerships create a space for information sharing between them, this information can be used by the supplier to plan much efficiently and helps them in forecasting future demands. Retailers give information about the point of sales, this data is used by the supplier to analyze the trend in the market and adjust the production and inventory levels with the actual sale. 零售商-供应商合作伙伴关系为他们之间的信息共享创造了一个空间，供应商可以利用这些信息进行高效的计划，并帮助他们预测未来的需求。零售商提供有关销售点的信息，供应商使用这些数据来分析市场趋势，并根据实际销售调整生产和库存水平。 Walmart for example has a very well designed retailer supplier relationship, Walmart uses VDI (vendor managed inventory) system, where the manufacturer becomes responsible for managing their product inventory in Walmart warehouse. Vendors and suppliers have direct access to the data about the inventory of their goods at Walmart stores. Hence Walmart does not need to spend for extra personnel to manage each supplier’s goods. 例如，沃尔玛有一个设计良好的零售商-供应商关系，沃尔玛使用VDI（供应商管理库存）系统，制造商负责管理沃尔玛仓库中的产品库存。供应商和供应商可以直接访问沃尔玛商店的商品库存数据。因此，沃尔玛不需要花费额外的人员来管理每个供应商的商品。 Distributor integration 分销商集成 A manufacturer will have several distributor depending on the scale of operation, and thus each distributor will have a certain amount of inventory, but at times there can be a huge surge in demand at one location and the distributor may not be able to handle the demand, but there might be more inventory with another distributor which is probably not going to clear soon. This type of problem can be solved if the distributors are integrated through a proper information system which pools the data from all the distributors into single database and the distributor can see if there are stocks available with another distributor at another location and he may be able to order it to his location to fulfill the order. This improves the customer service levels and at the same time reduces overall inventory costs to the company. 本篇Term Paper指出根据运营规模的不同，制造商将有几个分销商，因此每个分销商都有一定数量的库存，但有时一个地点的需求可能会激增，分销商可能无法处理需求，但另一个分销商可能会有更多的库存，这可能不会很快清除。如果通过适当的信息系统将分销商整合在一起，将所有分销商的数据汇集到一个数据库中，分销商可以查看另一个地点的另一个分销商是否有库存，并且他可以将库存订购到自己的地点以完成订单，则可以解决这类问题。这提高了客户服务水平，同时降低了公司的整体库存成本。 Warehouse in New Zealand has a well-connected distributor database, when you want a particular product displayed in their website, catalogue, or advertisement, but is not available in a particular store that the customer goes to, then the store orders that product for the customer from another store at a different location and then the customer gets an e-mail when the product is ready for collection. This ensures that the stock everywhere is equally distributed and there is no over stocking or understocking problems in the company. References 参考文献 Greenspan, R. (2015, August 16). Walmart: Inventory management – Panmore institute. Retrieved November 16, 2016 Shiga, T. (2012). Nissan Sustainability Report. Co, N. M. (2011, April 27). Japan factories gear up for recovery. Retrieved November 14, 2016 Manuj, I., & T. Mentzer, J. (2008). Global Supply Chain Risk Management. Journal of Business Logistics, 29(1), 133-155. Majta, M. (2012, October 4). Managing the risks of A globalized supply chain. Forbes Apria healthcare case study. (1996). Retrieved November 15, 2016 Supply chain management solutions. (1996). Retrieved November 15, 2016 A. Parnell, J., & L. Lester, D. (2008). Competitive strategy and the Wal-Mart threat: Positioning for survival and success. S.A.M. Advanced Management Journal. 新西兰的Warehouse有一个连接良好的分销商数据库，当你想在他们的网站、目录或广告中显示特定的产品，但在客户去的特定商店中找不到时，然后商店从不同地点的另一家商店为客户订购该产品，然后当产品准备好收集时，客户会收到一封电子邮件。这确保了各地的库存分布均匀，公司不会出现库存过剩或库存不足的问题。本站提供各国各专业Term Paper写作范文以及Term Paper写作指导，如有需要可咨询本平台。 |
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