农产品供应链管理的模型【外文翻译】.doc

1、外文翻译 原文 A Model of Supply Chain Management Adapted for Agricultural Products Material Source: http:/ www. seiofbluemountain. Com /en /search / detail. php?id = 1330 Author: Yilma Demissed Abstract: Agriculture is the heart for the less developed economies, but the supply chain management for their a

2、gricultural products is less underlined. Based on a rational critique over the available models of supply chain management and the analysis of the characteristics of agricultural products with coffee as a case, this paper develops a general model of the supply chain management for agricultural produ

3、cts by taking major variables into considerations. Keywords: Supply Chain, Agricultural Products, Model Adaptation 1 Introduction In the past decades we have seen an increasing rate of globalization of the economy and thereby also of supply chains. Products are no longer produced and consumed within

4、 the same geographical area. Even the different parts of a product may come from all over the world. This creates longer and more complex supply chains, and therefore it also changes the requirements within supply chain management. Models for this purpose need to be dynamic because of the time corre

5、lation of upstream and downstream operations and the various uncertainties that exist in a supply-chain. Some researchers have tried to come up with different models for supply chain management with more focus on manufacturing. Hodder and Dincer (1986) studied the international plant location proble

6、m and developed a single-period model to determine the best locations, material flows and financing patterns. Their model identifies the best sourcing plan given multiple possible production sites for a product to be sold in multiple markets. Breitman and Lucas (1987) described the PLANETS model, wh

7、ich was developed at General Motors with a number of features considered such as tariffs, local content, balance of trade, and trade complementation. Cohen and Lee (1989) developed a multi-period, productiondistribution model with time-varying parameters for the personal computer manufacturers to es

8、tablish a global manufacturing strategy. Haug (1992) designed an international location model to study the global sourcing problem in 1 high technology firms. Kogut and Kulatilaka (1994) developed a stochastic, dynamic programming model to study the value of production switching in conditions where

9、currency exchange rates are uncertain. They provided a numerical example without identifying a specific industry application. Arntzen et al. (1995) developed a mixed integer program to solve the global supply chain design problem at an electronics manufacturer, Digital Equipment Corporation, now par

10、t of the Compaq Corporation. A distinguishing feature of the model by Arntzen et al. (1995) is its ability to reflect both cost and time in the objective function. Gutierrez and Kouvelis (1995) developed a model and an algorithm for international sourcing with uncertain currency exchange rates and i

11、nvestigated the utility of operational flexibility to hedge against losses in this environment. In a global context Canel and Khumawala (1996) developed un-capacitated and capacitated versions of a mixed integer programming model to solve an international facility location problem (IFLP). The model

12、includes a number of features relating to global supply chains, including exchange rates, corporate tax rates, tariffs, and direct export incentives. Munson and Rosenblatt (1997) investigated a global supply chain problem that emphasizes supplier sourcing with local content rules. These rules requir

13、e that a firm purchase a specified quantity of components from suppliers within the country where it opens a manufacturing plant. Hadjinicola and Kumar (2002) took a broader approach by combining manufacturing and marketing functions into a global supply chain model that they then used to assess eig

14、ht manufacturing-marketing strategies. However the model does not include the supply segments of the supply chain. Nagurney et al. (2003) developed a network equilibrium model for a global supply chain comprised of three tiers: manufacturer, retailer, and consumer. The model uses a variation inequal

15、ity formulation to derive product shipments and price patterns in the network, assuming cooperation between tiers but competition within tiers. As we have seen above, we could not find model specifically relating with the supply chain management of agricultural products. Even some researchers who tr

16、ied to develop supply chain model for agricultural product like Vorst and Adrie (2001) focus only on timed colored Petri-nets to support decision-making when redesigning a supply chain for chilled food products. , Therefore it is necessary to look for a new general supply chain model which is adapte

17、d for agricultural products. This may result in a reduced bullwhip effect, lower inventory levels, reduced logistics costs, and advanced streamlined payments for the firm. These improvements appear to have helped produce macroeconomic benefits such as more stable economic output 2 and higher product

18、ivity growth. It also has positive effect on how to identify Facilitate market access of agricultural commodities in developed and developing countries, notably by improving terms of trade, adapting multilateral trade rules to the institutional, human capital and infrastructural context and assistin

19、g in developing product quality and pre- and post-production standards. Thus, this paper focuses on the model adaptation of supply chain management for agricultural products. With a necessary understanding of the characteristics, difficulties and problems of agricultural products, likewise it design

20、s a model of supply chain management for agricultural products. By using a case study about coffee, this paper also illustrates the benefits and insights gained with this adapted modeling approach. 2 Uniqueness of Agricultural Products and Their Supply Chain Management 2.1 Pillar Industry of Agricul

21、ture Deserves Better Supply Chain Management in LDCs The agricultural sector is the backbone of the economies of the least developed countries (LDCs). It accounts for a large share of gross domestic product (GDP) ranging from 30 to 60 percent in about two thirds of them, (employs a large proportion

22、of the labor force from 40 percent to as much as 90 percent in most cases), represents a major source of foreign exchange ranging from 25 percent to as much as 95 percent in three quarters of the countries, supplies the bulk of basic food and provides subsistence and other income to more than half o

23、f the LDCs population. 2.2 Poor Supply Chain Management Resulting in Unfavorable International Agricultural Trade However, the participation of LDCs in international agricultural trade is insignificant and has been declining. Their share in world agricultural exports has dropped steadily from 3.3 pe

24、rcent in 1970-79 to 1.9 percent in 1980-89 and a mere 1.5 percent in 1990-98. Their share in world imports has also declined, though much less so, from 1.8 percent in 1970 to 1.6 percent in 1998. While world agricultural trade (including the intra-trade of EU) expanded at an average annual rate of o

25、ver 5 percent during 1990-98, exports from LDCs grew by only 3.9 percent, in contrast to 6.6 percent for the developing countries as a whole. Their market share of many key agricultural commodities has fallen significantly from the 1980s to the 1990s, by over 30 percent for such commodities as timbe

26、r, coffee, tea and cocoa and about 20 percent for cattle (Brussels, 2001). This may be due to lack of information and lack 3 of global market knowledge on how to inter to the market with capable knowing components of supply chain. For this there is no specific model todays which can be directly appl

27、icable for agricultural products. 2.3 General Flowchart of Supply Chain of Ethiopian Coffee as a Case Coffee, a typical agricultural product, is one of the most popular Fair Trade goods. Coffee is grown in a number of places around the world. In some countries, the coffee industry is a huge part of

28、the economy. When coffee is grown, it must make its way from the farm to the customers coffee cup. Collectively, the path through which a product such as coffee makes its way from the farmer to the final consumer is known as the supply chain. As shown in Figure 1, both the Non-Fair Trade and the Fai

29、r Trade coffee supply chains start with the farmer who plants and then tends to coffee trees. The trees sprout the coffee fruit which is known as the red cherry. In Ethiopia, the red cherry is harvested from the trees by people who are employed by the farmers, or those independent contractors who ar

30、e paid a couple of cents for every pound of coffee that they harvest, usually depending on how much money the farmer is able to pay and what prevailing wages are. At this point, the Fair Trade supply chain splits off from the rest of the coffee. After the cherry is harvested, it is sold to wholesale

31、rs or collectors or to the cooperative. The cooperative washes, dries, and packages the coffee. It is transported from the inland rural farms to Addis Ababa for shipment to global Companies like Starbucks and Oxfam in the developed world. The Coffee may be sold by the farmer to the Fair Trade Cooper

32、ative of which he is a member. By law in Ethiopia, all coffee must be sold either at auction or through deals with cooperatives. Sometimes the coffee is bought by exporters. The global Companies like Oxfam and Starbucks roast and package the coffee to prepare for sale to the final consumer. Sales to

33、 the final consumer can happen either through those campaniles or through retail channels. The coffee is then sold by the exporter to a roasting company. The roasting company roasts the coffee, blends it with other kinds of coffee and prepares it for the final consumer. If the company sells bagged c

34、offee, the coffee is bagged for sale. If the company operates coffee shops, the coffee is roasted and prepared for drinking. The coffee then makes its way to a consumers cup at a markup of 1200-1500% (or more) from the prices that are paid to farmers. On the other hand, the giant coffee franchise op

35、poses Ethiopias efforts to trademark the names of its most famous coffee regions Sidamo, Yirgacheffe and Harar. Starbucks, after all, is already using those names to sell coffee for top dollars across the globe. 4 From the complex and special flowchart of coffee supply, we can conclude that the uniq

36、ueness of agricultural products should be fully understood and considered for any development of supply chain model with adaptation to agricultural products. 3 Design of Supply Chain Management Model for Agricultural Products 3.1Components of Supply Chain for Agricultural products The supply chain h

37、as basically four components: (1) Production: where businesses focus on how much to produce, where to produce it, and what suppliers to use. (2) Inventory: where businesses decide where to store their products, and how much to store. (3) Distribution: where businesses address questions about how the

38、ir products should be moved and stored. (4) Payments: where businesses look for the best ways to pay suppliers and get paid by customers. The efficiency and effectiveness of a supply chain is contingent on the ability to gather and analyze important information through these components supply chain

39、management is one of the most important strategic aspects of any business enterprise. Decisions must be made about how to coordinate the production of goods and services, how and where to store inventory, whom to buy materials from and how to distribute them in the most cost-effective, timely manner

40、. 3.2 Benefits of Supply Chain Model Adapted for Agricultural Products In order to provide responsiveness, high frequency of delivery, controllable and reliable lead times, and involvement of a great diversity of outlets the new model will play an important role in agricultural supply chains. On the

41、 other hand, it helps to market developments demand that the agricultural supply chain of the future responds in a quick and high-frequent manner to changing market needs. Products would have to be delivered within a manageable manner. Thus, Customers will get the product with reasonable price. Qual

42、ity will be guaranteed and the delivered product will show details of its origin. Besides the market, the transport of agricultural products would have to be organized more efficiently to conform to a higher utilization of loading capacity, and environmental-friendly concepts would have to be found.

43、 It can help to cater to the demands of the consumer, and, help to reduce unnecessary transportation costs. Also, the demands on the environment, space and living conditions of the farmers will be better. 4 Conclusions Supply-chain modeling approaches can be classified into two main types: analytica

44、l models and simulation models. Analytical models often employ mathematical programming techniques to optimize the strategic design and/or 5 operational policies of the supply-chain, but they are often too simplistic to be of practical use for complex supply-chains. On the other hand, simulation mod

45、els can capture realistic supply-chain characteristics and allow the evaluation of the impact of policy changes carried out by one or more supply-chain members. Hence, simulation models can be used as an important first step towards realistic optimization. Thus, this paper is only concerned with sim

46、ulation models, and aims to make the model more adaptable to deal effectively with external strategic changes, such as globalization, and operational uncertainties, such as demand fluctuations, in order to take advantage of any new opportunities and to drive down the overa ll supply costs. While the

47、 cost of changing a business strategy or operational policies can be huge, managers can minimize the risk of making expensive mistakes by quantitatively analyzing their business and assessing various strategies and policies with simulation models. So, the model developed on this paper has a signific

48、ant role to managers to analyze their business related with agricultural products. 译文 农产品供应链管理的模型 资料来源 :http:/ 作者： Yilma Demissed 摘要：农业是欠发达国家经济的核心，但是农产品供应链不被重视。基于供应链管理有效模型上的理性批判和以咖啡为例对农产品的特点的分析，本文通过对重要变量的讨论建立了一个一般的农产品供应链模型。 关键词：供应链，农产品，模型适应 1 简介 在过去的几十年里，我们已经看到了一个经济全球化的高增长率，因此供应链也是如此。产品不再在同一个地理区域内生产

49、和消费。甚至各种不同的产品可能来自世界各地。这创造了更长更复杂的供应链，因而它也改变了供应链管理的要求。为了达到这一目的 ， 模型需要动态的 ， 因为上下游操作的时间相关性和各种 不确定性存在于供应链中。 一些研究人员曾经试图想出各种不同的制造业供应链管理的模型。 Hodder6 和 Dincer（ 1986）， 研究国际工厂选址问题 时 ， 开发了一种 single-period 模型来确定最佳位置、材料的流动和融资模式。他们的模型 能 识别最佳的采购计划，为一个产品在多个市场销售建立多种可能的生产基地。 Breitman 和卢卡斯 （ 1987） 描述了行星模型，那个在有许多特点的通用汽车的发展中要考虑到比如关税、当地含量、贸易差额和贸易冲突 的模型 。 Cohen and Lee（ 1989） 开发了一个包含时变参数的多 期的生产配送模式，为个人计算机生产商建立了全球生产策略。 Haug（ 1992） 设计了一个国际位置模型来研究高技术公司的全球采购问题。 Kogut 和 Kulatilaka（ 1994） 开发了随机动态规划模