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1、外文翻译之一Supply chain cost management and value-based pricingAuthor：Martin Christopher, John GattornaNationality：United Kingdom，AustraliaSource：Industrial Marketing Management 34 (2005) 115 121 原文正文： 3. Reducing the cash-to-cash cycle timeFrom an organizational standpoint, a critical performance measur

2、e iscash-to-cash cycle time. From the moment when a business spends money with suppliers for materials and components, through the manufacturing and assembly process to final distribution and after-market support, time is being consumed. That time is represented by the number of days of inventory in

3、 the pipeline, whether as raw materials, work-in-progress, goods in transit, or time taken to process orders, issue replenishment orders, as well as time spent in manufacturing, time in queues or bottlenecks and so on.Detailed analysis of logistics pipelines often reveals that the length of these ca

4、sh-to-cash cycles can be significantoften measured in months rather than days. Anything that can be done to refine that end-to-end time clearly means a release of working capital and hence a reduction in cost. The likelihood also is that most of the time in the pipeline will be non-value-adding time

5、 and, in particular, it will be idle Time or time spent as inventory that is not on the move. Supply chain mapping can enable the identification of opportunities for reducing inventory and hence cost (Scott & Westbrook, 1991). (Fig. 3) shows an actual map for a particular product, a clothing item. T

6、he vertical lines reflect the average inventory over the period of investigation at each step in the chain.Examination of the map highlights the fact that most inventory seems to lie at the interfaces between organizational entities in the chain. In fact, there is a duplication of inventorythe suppl

7、ier carries inventory, their customer carries inventory of the same product. Why is this? The reason is that this inventory is held by both parties as safety stock. Because there is no clear line of sight between the two adjacent entities in the chainno shared information on the rate of orders or us

8、ageboth parties have to buffer against uncertainty with additional inventory. Remove the uncertainty and the need for that inventory is removed also.Essentially, the root cause of this excess inventory is lack of visibility caused by lack of communication. Fortunately, there is now a growing recogni

9、tion of the importance of shared information in the supply chain. In consumer goods distribution, for example, the adoption of Collaborative Planning Forecasting and Replenishment (CPFR) is beginning to make a difference. CPFR, as the phrase suggests, involves the joint determination of forecasts th

10、rough pooled knowledge and information. Based on this agreed view of demand over the forecast horizon, the supplier takes responsibility for the replenishment of supplies based upon the actual rate of sale or usage. Significant inventory reductions have been reported in numerous pilot applications a

11、long with simultaneous improvement in sales revenue as a result of improved availability (Ireland & Bruce, 2000).However, despite all these types of initiatives, a fundamentally new approach to pricing is required in order to extract further value; this comes in the form of the supply chain alignmen

12、t concept discussed below. 4. Aligning supply chains with customers to create more valueAs competitive pressures have rapidly increased over the last decade, we have been forced to look beyond conventional wisdom because this only leads to diminishing returns. For example, for a long time, we have a

13、ccepted the convention that as service levels rise, so also does the cost-to-serve, exponentially. However, we now understand that this equation is influenced by both over- and under servicing that leads directly to low cost-effectiveness and lost revenue opportunities. Inappropriate pricing regimes

14、 and trading terms are integral to this inefficient use of resources. The more realistic paradigm is that cost-to-serve will actually decrease (up to a point) as service profiles increase (Gattorna, 2003). (See Fig. 4).However, this phenomenon only occurs through improved re-allocation of the firms

15、resources; we call this strategic alignment, or simply alignment (Gattorna,1998). Driven mostly by the pursuit of functional specialism, the concept of alignment has been largely overlooked, but in todays operating environment, that is where the value lies.In short, if enterprises wish to produce su

16、stained operational and financial performance, they must align their strategies, cultural capabilities and leadership styles with customers. Unfortunately, very few organizations in the world today have mastered the art of linking these four levels. The key lies in interpreting the marketplace, and

17、doing so by going beyond economic concepts into the world of human behaviour as depicted in( Fig. 5).For the purposes of this paper, we will concentrate on levels 1 and 2 of the alignment model. From our empirical work, it has become obvious that the best way to segment markets is along buyer behavi

18、our lines. Unfortunately, most enterprises use internal parameters that give little indication of how customers wish to buy products and services. This type of segmentation is, however, belatedly coming to the fore (Nunes & Cespedes,2003).Essentially, we have found that customers tend to demonstrate

19、 a limited number of dominant buying behaviours for any given product or service, and that these behaviours may change if the situation changes. Fig. 6 depicts four types of buying behavior that appear to be present in many product/service situations, but they are not the only ones possible. We have

20、 given them labels for ease of discussion.The mix of these four buying behaviours will vary across product/service categories and countries.Clearly, the Collaborative buying behaviour is more driven by a need for trusting relationships and predictability, rather than price. The Consistent buying beh

21、avior is focused on predictable low-cost service, and is very price sensitive. The Dynamic buying behaviour is price aware, but customers exhibiting this type of response will pay a premium if their largely unpredictable and demanding behaviour is met, at speed. Finally, the Innovative Solutions buy

22、ing behavior is only interested in a quick and creative solution, at practically any price.Fig.6.Across a broad range of product/service categories, there are a finite number of dominant customer buying behaviours (source: adapted from Table 1.3.1. Gattorna,2003,p.32)So the key task becomes one of u

23、nderstanding the mix of these and any similar behaviour segments for a given product/service category. Once this is completed, a pricing strategy by customer-segment type is easily developed, especially in business-to-business marketplaces. If the initial segmentation is well done, then even if a pa

24、rticular customer is forced to change their preferred or dominant buying behaviour for short intervals because of internal or external pressures, they would normally move to another of the known buying behaviour options, thereby making the task of responding much easier than the case where exception

25、s are continually created, often at excessive cost.So the appropriate value propositions, including pricing and other service parameters in this multiple supply chain Alignment scenario would look as depicted in Fig. 7.Effectively, we are recommending a horses for courses principle for supply chain

26、design that draws on an understanding of human behavioural as well as economic factors. Adherence to the suggested alignment approach makes the marketplace less of a mystery, and removes much of the trial and error style of management that was the hallmark in previous eras when resources were seemin

27、gly abundant.供给链本钱管理的根底理论与方法研究 Martin Christopher, John Gattorna 国籍：英国，澳大利亚出处：工业营销管理 2005年34期，第117-120页 中文译文： 3、减少现金周期从企业的角度来说，关键的就是现金周期。当一个企业家用现金向供给商购置原材料及相关辅料，通过供给商和生产线到达最终分配到市场实现价值的周期，这一期间已经浪费了。这些天的时间是在存货的过程中浪费的，不管是原材料、货物转运，或者是花时间来安排进程的顺序，排队的时间等等。统筹安排的详细分析说明现金周期的长度是十分有意义的常常是以月计算而不是天数。任何两端时间的提炼都意味

28、着劳动资本的释放，因此会降低本钱。在路上的时间可能是没有价值的时间，尤其是“闲暇时间或者是作为存货所花费的，并没有在进行中。 供给链映射能使在此处减少的库存本钱得以验证Scott & Westbrook。图表3说明了一个特定服装类产品实际图表。垂直的线条说明了在调查的这个阶段里，供给链每个阶段的平均存货。(20)(20)总体175天长达60天(15)(15)组成局部裁剪(5)(10)(10)(10)(5)(5)(5)纺纱 (15)(2)缝合(18)完成染色 (7)编织(10)商品市场最终使用者纺纱面料供给商零售商内衣制造商分布中心储存纺纱储存灰白存货纤维完成纺纱商品储存完成产品存放仓库切割工作

29、缓冲区原材料商场完成织物图表3.供给链映射例子(来源于scoot & westbrook，1991) 图表的观察强调了一个事实：在供给链中，大多数的存货似乎都位于实体的连锁店。事实上，这里有双倍的存货供给商有存货，他们的消费者也有相同产品的存货。为什么呢？不管对于哪一方而言，这些存货都是平安储藏品。因为在供给链中，两个相邻的企业之间没有明显的线条不管在订单费用还是使用上都没有共同的信息双方都用另外的存货来对抗一些不确定性因素。如果去除这个不确定性，那么这局部存货自然而然也就被移除了。当然，引起过多的存货的根本原因是由于缺少沟通造成的透明度的缺失。幸运的是，在供给链中已经越来越重视信息的分享了。

30、在商品分销中，例如，采用合作方案性的预期和补充开始起到一定的作用。基于这种在预测线的需求，供给商负责根据实际销售或使用率补给物资。随着销售收入提高的同时削减库存已报告作为提高可用性在众多试点应用。Ireland & Bruce,2000。然而，所有这些类型的建议，要求从根本上新的方式来定价，以提取更多价值，这在下面讨论供给链的对齐概念的形式会提到。 4、将供给链与顾客相结合以创造更多价值 在过去的十年里，竞争压力飞速上涨，我们被迫要跨越传统经验来思考这个问题，因为这会降低盈利。例如，长时间以来，我们已经接受了随着效劳水平的提高，效劳本钱也会成倍地提高的这种惯性思维。然而，如今我们明白了这个方程

31、是受过度效劳和效劳缺乏影响的，这种效劳将直接导致低本钱效率和收入时机的流失。不适宜的定价机制和贸易条件相结合共同引起了这种低效率的资源使用。更实际的范例是，事实上，随着效劳内容的增加，效劳本钱将在一定程度上降低Gattorna, 2003。请看图表4。然而，这种现象只在公司资源的重新分配得到改善的情况下出现。我们称之为“战略调整，或者简单来说“调整Gattorna, 1998。在追求功能分工的驱使下，“调整的概念在很大程度上被忽略了。但是在现在的经营环境中，这正是价值所存在的地方。简而言之，如果企业想要有可持续的、可行的、又有利可图的表现，那么他们必须将其战略、文化力量和领导风格与顾客相结合。

32、不幸的是，在当今世界上，很少有组织把握住这四层内容相结合的内涵。这关键在于对市场的理解，通过把经济概念融合到人类行为中来做到这一点。这如图表5描述。为了到达这目的，我们将集中关注调整模型中的第一、二两层上。从我们的经验中看，显而易见的是细分市场的最好途径是将其与消费者行为联系在一起。不幸的是，许多企业采用了内部的限定要素，这无法为消费者希望如何买到产品与效劳这一问题提供答案。但是，这种细分类型是很难提前预见的Nunes & Cespedes, 2003。重要的一点是，我们已经发现，顾客们倾向于展现一种有限的支配购置行为来获取任一个产品或效劳。并且，这些行为可能会随着情况的改变而改变。图表6描述

33、了在许多产品/效劳状况中出现的四种购置行为，但并不是仅仅只有这四种类型而已。我们已经给他们贴上不同标签来进行简单的讨论。这四种购置行为的混合将随着不同的产品/效劳和国家而变化。清晰的一点是，合作式的购置行为更多是受信任关系和预见性驱使产生的，而不是价格。一贯式的购置行为是集中于可预测的低价效劳上的，而且对价格非常敏感。动态购置行为虽也是有价格意识的，但如果大局部的不可预测的和需求的行为得到了满足，回应这种类型的消费者们将会更多关注于速度。最终，创新解决的购置行为在价格实际的情况下，只对快速和有创造性的解决方法感兴趣。所以关键任务就是，对于这四种购置行为相混合的理解，以及对于给定的产品/效劳范畴

34、中相似的行为细分的理解。一旦这一过程完成，顾客细分类型的定价策略就产生了，尤其是在公司对公司之间的电子商务市场上。如果最初的细分完成得很好，那么即使一个苛求挑剔的顾客出于内部或外部的压力要求缩短公司倾向或者掌控购置行为的间隔，企业也能很正常地转向的购置行为中的其他选择。因而，让回应任务变得比经常花费大量本钱的且不断有例外产生的实例更加简单容易。所以，在这个多样化供给链联盟中的一系列事情中，包括定价和其他一些效劳标准，适宜的价值主张正如图表7所示。我们建议采取一种“因人而异原那么来有效地对待供给链设计，这种设计是基于对人类行为因素和经济因素的理解。对所建议的联盟措施的坚持可以使得市场变得不那么神

35、秘，并可以除去管理中出现的很大一局部的反复试验，其中管理是以往资源看似富足时代里的一大特征。外文翻译之二 Sustainable supply chain management: Review and research opportunitiesAuthor：Sudheer Gupta ， Omkar D. Palsule-DesaiNationality：Indian IndianSource：IIMB Management Review ，Volume 23, Issue 4, December 2021, Pages 234245 原文正文： Organisational strateg

36、yIn contrast to the papers discussed above, Jayaraman and Luo (2007) focus on reverse value chain activities (reuse, repair, refurbishing, recycling, remanufacturing, or redesign of returned products from the end-user), and present a redefined value chain strategy that entails a closed-loop system f

37、or industries in which such activities may create additional competitive advantages for the firm. The analysis presented in this paper is relevant from a strategic management perspective for the following three reasons: (i) through reverse logistics, the value chain is no longer portrayed as unidire

38、ctional, but as a closed-loop system in which additional values are generated from the existing resources; (ii) the competitive advantage paradigm can be further enlightened by a new source of competitive edgetangible values from the physical side and intangible values from the information side of r

39、everse logistics; (iii) the reverse logistics framework has implications for the resource-based view of the firm.Supply chain strategy and structureSavaskan and van Wassenhove (2006) extend the above model to a multiple retailers setting. The authors focus on the interaction between a manufacturers

40、reverse channel choice to collect post-consumer goods and the strategic product pricing decisions in the forward channel when retailing is competitive. They first examine how the allocation of product collection to retailers impacts their strategic behaviour in the product market, and later discuss

41、the economic trade-offs the manufacturer faces while choosing an optimal reverse channel structure. The authors show that when a direct collection system is used, channel profits are driven by the level of returns, whereas in the indirect reverse channel, supply chain profits are driven by the compe

42、titive interaction between the retailers. Moreover, from the supply chain coordination perspective, they show that the buy-back payments transferred to the retailers for post-consumer goods provide a wholesale pricing flexibility that can be used to price discriminate between retailers.Pricing and v

43、aluation of returnsGuide, Souza, van Wassenhove, and Blackburn (2006) argue that the issue of how to extract more value from the returns stream has been largely ignored. In this regard, they consider the problem of how to design and manage the reverse supply chain to maximise net asset value recover

44、ed from the flow of returned products. They explicitly capture the cost of lost product value because of time delays at each stage of the returns process. A queuing theory based network flow model developed for this closed-loop supply chain computes the value of reducing delays in reprocessing of re

45、turned products. They show that a centralised efficiency-driven reverse network is no longer always appropriate. Return rate and recoverable product value are scale effects, i.e., they impact the magnitude of the costs of the reverse network, and therefore the profitability of the business. Large an

46、d increasing return rates and high recoverable product value influence the structure of the reverse channel. Hence, companies with high return rates and considerable recoverable value should seriously consider redesigning their return networks from a focus on centralisation and efficiency to a focus

47、 on responsiveness (speed, decentralisation) when the rate at which their products lose value is high. If, in addition, many returned products are unused, firms should also consider an early product differentiation strategy.可持续供给链管理：文献述评及研究时机 Sudheer Gupta ， Omkar D. Palsule-Desai 国籍：印度 印度 出处：IIMB管理

48、评论 第23卷第4期，2021年12月，页234-245 中文译文： 组织战略比照上述文件，Jayaraman和luo(2007)注重的是反向价值链活动的重新使用,维修，翻新，回收再利用，再制造，或从最终用户中退回产品重新设计，并提出一个定义价值链战略需要一个闭环系统的行业，这种活动可能为公司造成额外的竞争优势。本文从有关战略管理的角度分析，认为有以下三个原因：一通过逆向物流，价值链不再是被描绘成单向的，而是作为一个闭环系统，会从现有的资源产生附加值；二竞争优势范例可以进一步启发一个新的来源的竞争优势，来源于物理方面的有形价值和逆向物流信息方面的无形价值；三逆向物流结构已经影响企业根底资源观。

49、 供给链战略和结构Savaskan和Wassenhove2006把上述模型扩展到多个零售商设置。当零售业竞争时，在前进的通道上，作者专注于制造商的反向通道选择之间的互动来收集废旧物品和产品战略定价决策。他们首先研究产品如何集中分配给零售商会影响他们在产品市场的战略行为，后来讨论经济权衡，制造商面临着选择一个最正确反向信道结构 。作者说明，当直接使用采集系统时，渠道利润由收益水平所驱动，而使用间接反向通道，供给链利润由零售商之间的竞争互动推动。此外，从供给链协调的角度来看，废品回购款项转移到零售商提供了批发商品定价的灵活性，可用于区分零售商的价格。 定价和估值的回报Guide, Souza, v

50、an Wassenhove, and Blackburn2006认为，如何获取回收产品的价值流的问题已经在很大程度上被忽略。在这方面，他们考虑的是如何设计和管理逆向供给链，以最大限度地从返回产品的流动中提高资产净值的回收问题。他们明确地捕捉到在返回过程中每个阶段失去产品价值的本钱，是因为时间的延误。以网络流量为根底的排队理论模型使这个闭环供给链的计算得到开展，减少了回收产品后处理所延误的价值。他们说明，一个集中的效率驱动的反向网络不再是适宜的。规模效应，即回报率和可回收产品的价值，他们影响反向网络的本钱幅度和企业盈利能力。不断增长夸大的回报率和高可收回产品的价值影响了反向通道的结构。因此，具有高回报率和相当大的可收回价值的公司应该认真考虑以集权化和效率为重点重新设计他们的返回网络，注重当他们的产品失去高价值时的响应速度，权力下放。此外，如果许多回收产品闲置，企业也应考虑早期产品差异化战略。