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MBA Essay范文:Components of Supply Chain Management

论文价格: 免费 时间:2022-11-11 13:38:54 来源:www.ukassignment.org 作者:留学作业网

MBA Essay范文-供应链管理的组成部分。本文是一篇留学生MBA Essay写作格式范文,主要内容是讲述供应链可以定义为将货物从原材料运输到供应、生产和最终分配给客户的商业实践的数量。大多数制造组织都有某种类型的供应链。人们认为,所有有效的管理实践都必须考虑到链内组件的效率,以避免质量损失和业务中的重要客户。下面是留学生MBA Essay范文的具体内容,供参考。

MBA Essay写作范文

A supply chain may be defined as the number of business practices that move goods from that of raw materials through supply, production and the final distribution of the goods to the customer. Most manufacturing organizations have a supply chain of some description. It is considered that all effective management practices must take into consideration the efficiencies of the component within the chain in order to avoid loss of quality and important customers within the business.
THE PROCESS 过程
Within any supply chain there are five key elements: 1) Production 2) Supply 3) Inventory 4) Location and 5) Transportation and Information. Each of these is examined in turn.
在任何供应链中都有五个关键要素:1)生产2)供应3)库存4)位置和5)运输和信息。依次检查每一个。
Production – In order to facilitate strategic decision making relative to production it is important to understand both what the client wants and equally what the market demands. This leads to the development of supply chain agility and indicates how many products will need to be completed; the sequence to be completed, the individual components required and which plants are capable of producing them. Each of these decisions needs to focus on items such as inventory management, quality, capacity and the volume of goods to be produced in order to meet the customer need. In addition what techniques of quality control need to be introduced in order to meet the required standards of production?
生产——为了促进与生产相关的战略决策,了解客户的需求和市场的需求是非常重要的。这导致了供应链敏捷性的发展,并表明需要完成多少产品;要完成的顺序、所需的单个组件以及哪些工厂能够生产这些组件。这些决策中的每一项都需要关注库存管理、质量、产能和要生产的商品数量等项目,以满足客户需求。此外,为了达到所需的生产标准,需要引入哪些质量控制技术?
Supply – This relates to the facility being able to produce efficient and economical goods whilst maintaining high levels of quality. This can be very hard for companies to achieve, particularly when the product incorporates external sub components made outside of the firm. Hence there is a need to QA external products as meeting a required standard of quality. This not only applies to imported finished goods but also the quality of raw materials being used. When selecting a supplier it is a careful balance of cost, quality, reliability and flexibility. A good supplier relationship helps to build a strategic business relationship.
供应——这与工厂能够生产高效、经济的商品,同时保持高质量有关。这对于公司来说可能很难实现,尤其是当产品包含公司外部制造的外部子组件时。因此,有必要保证外部产品符合要求的质量标准。这不仅适用于进口成品,也适用于所用原材料的质量。在选择供应商时,需要仔细权衡成本、质量、可靠性和灵活性。良好的供应商关系有助于建立战略业务关系。
Inventory – Other important decisions relate to stock or inventory and as such it is a very fine balance between holding too much inventory and not enough. This becomes an important aspect of supply chain management and it is important to retain optimum levels of stock at different locations without holding too much inventory which creates under-utilized capital. There is also the risk of obsolescence for those goods that exceed their storage dates. Control policies need to examine the procedure for retention of inventory and this involves close customer relationship management.
库存–其他重要的决策与库存或存货有关,因此,库存过多和不足之间的平衡非常好。这成为供应链管理的一个重要方面,重要的是在不同地点保持最佳库存水平,而不持有过多库存,从而导致资本利用不足。对于超过储存日期的货物,也存在过时的风险。控制政策需要检查库存保留程序,这涉及密切的客户关系管理。
Location – Strategic decisions are focused upon such items as the location of production plants, distribution and stock facilities and the location of these facilities to the market. Once customers are established it is important that they are services by having production facilities within close proximity to them. This was an important part of the success of the Industrial Revolution in Britain the mines producing raw materials i.e. Coal, Coke etc. were close to the factories that needed to burn them for power and fuel, together with the steel plants that needed the coal for the furnaces.
位置–战略决策的重点是生产工厂、分销和库存设施的位置以及这些设施在市场上的位置。一旦建立了客户,重要的是通过在客户附近设置生产设施来提供服务。这是英国工业革命成功的一个重要组成部分——生产原材料(如煤炭、焦炭等)的矿山靠近需要燃烧这些原材料以发电和燃料的工厂,以及需要煤炭用于熔炉的钢铁厂。
Transportation & Information 交通与信息
Transportation decisions are an important part of satisfying customer demand. (Rockford Consulting, 2012). Creating innovation requires good organization of information. Computers and software provide important valuable assists in the achievement of these objectives but it still remains important to conduct regular business process analysis and eliminate any redundancies or duplication of effort.
运输决策是满足客户需求的重要组成部分。创造创新需要良好的信息组织。计算机和软件为实现这些目标提供了重要的有价值的帮助,但定期进行业务流程分析并消除任何冗余或重复工作仍然很重要。
THE THREE COMPONENTS OF SUPPLY CHAIN MANAGEMENT 供应链管理的三个组成部分
There are three essential important components of Supply Chain Management: 供应链管理有三个基本的重要组成部分
Business Processes 业务流程
Management Components 管理组件
Network Structure 系统结构
Each of these can be examined in turn: 每一项都可以依次检查
Business Processes – It is the business processes that define both the activities and flow of information within the organization. For example: order processing, customer services, distribution etc. It is important to gain a firm understanding of the business processes by conducting business process analysis. This enables the processes to be optimized by streamlining, elimination of redundant processes and building enhanced processes.
业务流程–是定义组织内活动和信息流的业务流程。例如:订单处理、客户服务、分销等。通过进行业务流程分析,对业务流程有一个牢固的了解是很重要的。这使得流程能够通过精简、消除冗余流程和构建增强的流程来优化。
Network structure – This identifies those partners who collaborate in the supply chain. They are the important key business players. Relationships can be placed into categories for example: Strategic Partners, Manufacturing, Operational and Reserve list.
系统结构–这确定了在供应链中合作的合作伙伴。他们是重要的关键业务参与者。关系可以分为几个类别,例如:战略合作伙伴、制造、运营和储备列表。
Management Components – The management component contains the company philosophy for doing business and the methods that it will deploy in order to carry this out. This should be a clear Executive framework that supports a reliable decision making process. It is important that the managers embrace the culture of the Company and this is clearly demonstrated to both the customers and those who work within the organization. (Jesperson, B.D. 2005)
管理组件–管理组件包含公司的经营理念,以及为实现这一目标将采用的方法。这应该是一个明确的执行框架,支持可靠的决策过程。重要的是,管理人员要接受公司的文化,这一点向客户和组织内的工作人员都清楚地表明了。
INTERPRETING LOGISTICS IN THE SUPPLY CHAIN 解读供应链中的物流
Logistics may be defined as the function that manages the movement of the materials in the supply chain. This is the movement of materials from the initial supply to that of the final delivery to the customer. The concept of logistics embraces a number of distinct activities like procurement, warehousing, inventory management, order processing, recycling and distribution etc. (Sadler, I. 2007)
物流可以定义为管理供应链中物料移动的功能。这是材料从最初供应到最终交付给客户的过程。物流的概念包括许多不同的活动,如采购、仓储、库存管理、订单处理、回收和配送等
Benefits of logistics Management- Managers will be better informed and make smarter decisions if they understand the business processes within their organization. This is critical in the achievement of business goals. Efficient logistics management is also an important vehicle in the development of the business marketing strategy. The roots of logistics management can be traced back to WW2 and the military application of mobilizing resources and materials. These early concepts were further evolved in the 1960’s with physical distribution management. In the 1990’s the advances in communication with Electronic Data Interchange (EDI) enabled electronic transfer of information between organizations. We now have Global Positioning (GP) technology that enables precise tracking of goods on a truly globalized basis.
物流管理的好处-如果管理者了解其组织内的业务流程,他们将获得更好的信息并做出更明智的决策。这对于实现业务目标至关重要。高效的物流管理也是制定企业营销战略的重要手段。后勤管理的根源可以追溯到第二次世界大战以及调动资源和物资的军事应用。这些早期概念在20世纪60年代随着物流管理进一步发展。在20世纪90年代,电子数据交换(EDI)通信的进步使组织之间的信息电子传输成为可能。我们现在拥有全球定位(GP)技术,能够在真正全球化的基础上精确跟踪货物。
The use of logistics software has the benefit of placing controls within the system and ensures that proper routing choices are made. This includes the selection of the correct carriers and optimal shipping routes. These time savings provide a considerable return on investment.
物流软件的使用有利于在系统内设置控制,并确保做出正确的路线选择。这包括选择正确的承运人和最佳运输路线。这些时间节省提供了可观的投资回报。
EXPLORATION OF NEW CONCEPTS 探索新观念
The external supply chain advances beyond the basic concepts of supply chain management. It brings into play all of the additional business links and the complex levels of interactivity. The integration of all of these steps is extremely complex. One such business that has stepped up to the challenge is that of Ford Motor Company in the USA. They have vertically integrated every aspect of the business from mining to manufacturing. The main driver of these new concepts has clearly been centred on customer satisfaction. One of the goals of integrated supply chain management is to remove barriers in order to allow the free flow of materials. One such barrier is that of shared resources in the supply chain. One new approach is removing this barrier and thereby changing the focus to that of ‘buyer focus’. Two existing approaches on the removal of barriers are that of lean thinking and agile manufacturing. Shared resources create a problem by adding to the complexity of planning and control, as such creating a barrier. Buyer focus looks towards splitting the buyer process into more manageable components in order to meet improved performance criteria. In this concept resources are singled out in order to serve one buyer. Hence one buyer serves the whole range of supply products.
外部供应链超越了供应链管理的基本概念。它发挥了所有额外的业务链接和复杂的交互水平。所有这些步骤的集成极其复杂。美国福特汽车公司就是这样一家迎接挑战的企业,他们将业务的各个方面从采矿到制造进行了垂直整合。这些新概念的主要驱动力显然以客户满意度为中心。综合供应链管理的目标之一是消除障碍,以允许材料自由流动。其中一个障碍是供应链中的共享资源。一种新的方法是消除这一障碍,从而将重点转向“以买家为中心”。消除障碍的两种现有方法是精益思维和敏捷制造。共享资源会增加规划和控制的复杂性,从而造成问题,从而造成障碍。买方关注的是将买方流程拆分为更易于管理的组件,以满足改进的性能标准。在这个概念中,资源被挑选出来,以服务于一个买家。因此,一个买家为所有供应产品提供服务。
Supply chain management is a relatively new concept. The origins can be traced back as recent as 26 years to a Booze Allen Consultant named Keith Oliver. It was Oliver who defined the term and provided the early foundation concepts to what we now know today as integrated supply chain management. It was the Japanese who really adopted this approach in manufacturing and adapted the techniques of ‘just-in-time’ and ‘Ken Ban’; these techniques becoming universally accepted and adopted throughout the west. The large software vendors like Oracle and SAP were looking towards computer software solutions for the automation of these complex processes. Despite making advances in this area it is still difficult to point towards a single standard or procedure for adoption in Supply Chain Management. (Thorsten Blecker, 2006)
供应链管理是一个相对较新的概念。起源可以追溯到26年前,一位名叫基思·奥利弗的博泽艾伦顾问。正是奥利弗定义了这个术语,并为我们今天所知的集成供应链管理提供了早期的基础概念。是日本人在制造业中真正采用了这种方法,并采用了“准时制”和“Ken Ban”的技术;这些技术在西方被普遍接受和采用。Oracle和SAP等大型软件供应商正在寻找计算机软件解决方案,以实现这些复杂流程的自动化。尽管在这方面取得了进展,但仍然很难指出供应链管理中采用的单一标准或程序。
Software Applications – JDA is an example of a software Company that claims to have in excess of 6000 world-wide customers and their software covers the entire spectrum of supply chain management. Another leading player in this field is that of the software firm Logility. Other leading software suppliers like ORACLE and SAP have integrated these applications into the more wider ranging Enterprise Planning software solutions.
软件应用程序——JDA是一家软件公司的例子,该公司声称拥有超过6000名全球客户,其软件涵盖了整个供应链管理领域。该领域的另一家领先公司是软件公司Logility。其他领先的软件供应商如ORACLE和SAP已将这些应用程序集成到更广泛的企业规划软件解决方案中。
MITIGATING RISKS IN THE SUPPLY CHAIN 降低供应链中的风险
Financial Control – The key towards the management of financial risks in Transportation costs is by having an effective budgetary control system. Planned levels of expenditure (budgets) are made for all levels of operating costs and these are measured against Actual results in the monthly accounts. These will produce variances, either positive (underspend) or negative (overspend). Those negative variances that fall outside of a prescribed tolerance level e.g. +/- 10% of the budget figure, should be made the point of financial investigation and appropriate remedial action taken. This could be the result of increased supplier costs, unplanned overspend, an increase in the quality of materials and hence costs. There may be numerous reasons but the objective should be to get the expenditure back within the budget tolerance limit. ( Sodhi, M.S. 2012)
财务控制——管理运输成本财务风险的关键是建立有效的预算控制系统。计划的支出水平(预算)是针对所有级别的运营成本制定的,并根据月度账目中的实际结果进行衡量。这些将产生正(支出不足)或负(支出超支)的差异。对于超出规定公差水平(例如预算数字的+/-10%)的负偏差,应进行财务调查并采取适当的补救措施。这可能是供应商成本增加、计划外超支、材料质量提高以及成本增加的结果。原因可能有很多,但目标应该是将支出恢复到预算允许范围内。
Financial control should also be linked to Project Management. In particular examination of contingency plans for alternate suppliers within the supply chain. Lack of appropriate alternative suppliers can expose the firm to unplanned financial risks and cost escalation. The concept of Analytical Risk Mitigation is an approach that explores the relationship between cost and change and this is linked to economic considerations like supply and demand, marginal cost statements, break even analysis. This approach allows firms to deploy risk mitigation strategies that diversify or spread the nature of the risk thereby minimizing the amount of cost disruption to the business.
财务控制也应与项目管理挂钩。特别是检查供应链中备用供应商的应急计划。缺乏合适的替代供应商会使公司面临计划外的财务风险和成本上升。分析风险缓解的概念是一种探索成本与变化之间关系的方法,它与经济考虑因素(如供需、边际成本报表、盈亏平衡分析)相联系。这种方法允许公司部署风险缓解策略,分散或分散风险的性质,从而最大限度地减少对业务的成本干扰。
Economic Measures – This ties in with logistics and ensuring that measures are taken to mitigate expenditure within the transportation of goods within the supply chain. Logistics may be defined as the function that manages the movement of the materials in the supply chain. This is the movement of materials from the initial supply to that of the final delivery to the customer. The concept of logistics embraces a number of distinct activities like procurement, warehousing, inventory management, order processing, recycling and distribution etc.
经济措施——这与物流联系在一起,确保采取措施减少供应链内货物运输的支出。物流可以定义为管理供应链中物料移动的功能。这是材料从最初供应到最终交付给客户的过程。物流的概念包括许多不同的活动,如采购、仓储、库存管理、订单处理、回收和配送等。
Benefits of logistics management means that managers will be better informed and make smarter decisions if they understand the business processes within their organization. This is critical in the achievement of business goals. Efficient logistics management is also an important vehicle in the development of the business marketing strategy. The use of logistics software has the benefit of placing controls within the system and ensures that proper routing choices are made. This includes the selection of the correct carriers and optimal shipping routes. These time savings provide a considerable return on investment and reduces the level of risk involved.
物流管理的好处意味着,如果管理者了解其组织内的业务流程,他们将获得更好的信息并做出更明智的决策。这对于实现业务目标至关重要。高效的物流管理也是制定企业营销战略的重要手段。物流软件的使用有利于在系统内设置控制,并确保做出正确的路线选择。这包括选择正确的承运人和最佳运输路线。这些时间节省提供了可观的投资回报,并降低了所涉及的风险水平。
One of the goals of the integrated supply chain is to remove barriers in order to allow the free flow of materials. One such barrier is that of shared resources in the supply chain. One new approach is removing this barrier and thereby changing the focus to that of ‘buyer focus’. Two existing approaches on the removal of barriers are that of lean thinking and agile manufacturing. Shared resources create a problem by adding to the complexity of planning and control, as such creating a barrier. Buyer focus looks towards splitting the buyer process into more manageable components in order to meet improved performance criteria. In this concept resources are singled out in order to serve one buyer. Hence one buyer serves the whole range of supply products.
一体化供应链的目标之一是消除障碍,以允许材料自由流动。其中一个障碍是供应链中的共享资源。一种新的方法是消除这一障碍,从而将重点转向“以买家为中心”。消除障碍的两种现有方法是精益思维和敏捷制造。共享资源会增加规划和控制的复杂性,从而造成问题,从而造成障碍。买方关注的是将买方流程拆分为更易于管理的组件,以满足改进的性能标准。在这个概念中,资源被挑选出来,以服务于一个买家。因此,一个买家为所有供应产品提供服务。       
Risks and responses should be reported to the project sponsor and other management stakeholders on project status and progress reports. Risk management items should be also part of regularly scheduled project Steering Committee meetings. When risk events occur, the impact and actual damage to the project are assessed. Appropriate corrective response plans, workarounds and action items are executed. When a risk event does occur, it becomes an issue that has an impact on the project deliverables and as such it is important that these are resolved at the earliest opportunity The probability and impact matrix is a vehicle whereby the Project Manager and his team determine elements of risks involved in the project and the activities or phases where these may impact the project.
应就项目状态和进度报告向项目发起人和其他管理利益相关者报告风险和应对措施。风险管理项目也应成为定期计划的项目指导委员会会议的一部分。当风险事件发生时,评估对项目的影响和实际损害。执行适当的纠正响应计划、解决方案和行动项目。当风险事件确实发生时,它会成为一个对项目可交付成果产生影响的问题,因此,尽早解决这些问题非常重要。概率和影响矩阵是一种工具,项目经理及其团队可借此确定项目中涉及的风险要素以及可能影响项目的活动或阶段。
CONCLUSIONS 结论
The larger more complex business operations are moving towards the installation of Enterprise Resource Planning (ERP) systems that embrace supply chain management. These integrated systems use a single relational database management (rdbms) system. If these are installed properly they can offer significant competitive advantages to the firm. There are however some drawbacks in that they are extremely expensive to set up and install. In addition they propose both complex and expensive maintenance procedures. Some products like that of SAP have had a limited expert resource base to draw from. This has resulted in large in-house training programs and as such added a further layer of expense to the cost of software acquisition. Those firms that have trodden down this path agree that this is an investment over time. The rewards show at a later date once you gain formal control over inventories and the movement of goods in the organization. (Madu, C.N. 2005)
规模更大、更复杂的业务运营正朝着安装包含供应链管理的企业资源规划(ERP)系统的方向发展。这些集成系统使用单个关系数据库管理(rdbms)系统。如果安装得当,它们可以为公司提供显著的竞争优势。然而,存在一些缺点,因为它们的设置和安装极其昂贵。此外,他们提出了复杂且昂贵的维护程序。像SAP这样的一些产品可供利用的专家资源有限。这导致了大规模的内部培训计划,从而增加了软件采购成本的进一步费用。那些走过这条道路的公司都认为这是一项长期的投资。一旦你获得了对库存和组织中货物流动的正式控制,奖励将在以后的某个日期显示。本站提供各国留学生MBA Essay写作指导服务,如有需要可咨询本平台。

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