1、 1 外文翻译 原文 Dell, Inc.s closed loop supply chain for computer assembly plants Material Source: Information Knowledge Systems Management 6 Author: Sameer Kumar and Sarah Craig Abstract: Many authors and researchers cite Dells supply chain as a model of excellence, yet few look at the entire closed-loo
2、p supply chain and the prevalent inventory and logistics techniques that enable this complex process to work. The techniques reviewed include postponement, modularity, vendor managed inventory, supply chain partnerships, and demand management. The analysis involves examining how Dells use of an asso
3、rtment of techniques that support build to order operation affect each other and how these approaches play a role in enabling the Dell Supply Chain as an industry hallmark of excellence. The forward and reverse supply chains are mapped out as a series of process maps and explained within the framewo
4、rk of Dells world-wide operations. Dells supply chain excellence suggests the need to focus on supply chain efficiencies as a means of building customer value and a firms need to judiciously examine its situation and capabilities before implementing any particular set of inventory and logistics appr
5、oaches similar to the ones used to support Dells supply chain operation. Some of the missing elements in Dells reverse supply chain present some limitation to the study. As a result, what is proposed is a close to definitive model based on available data on Dells closed-loop supply chain. Dells futu
6、re threats and opportunities are identified particularly in relation to growing competition and expansion of services. These have implications for managers of other supply chains as it is clear from Dells success that supply chain excellence does correlate to financial success. The study provides an
7、 in depth analysis of a proven closed-loop supply chain that is replicable and taken two decades to get where it is for the Dell Corporation. The analysis makes the drivers behind Dells operational and market success explicit and shows that adopting a combination of prevalent inventory and logistics
8、 approaches for breakthrough improvements in the supply chain requires sustained efforts and careful planning. Keywords: Dell, Inc. closed-loop supply chains, postponement, modularity, vendor managed inventory, demand management, forward supply chains, reverse supply chains 5.2. Reverse supply chain
9、 Dells reverse supply chain has very little research concerning it, but with the new regulations in the European Union regarding recycling and increased awareness around the globe regarding some of the hazardous materials within computers, Dell 2 plans to rapidly expand the program. It has a goal of
10、 tripling its product recovery volume by 2009 34. Authors hypothesized the form of the reverse supply chain from information regarding reverse supply chains in general from the academic literature and information regarding the recycling, donation, and return programs and policies of Dell off of . Th
11、is supply chain is shown in Fig. 6 Computers are returned to Dell via a third party logistics provider. The most often used is UPS. If the computer is a regular return, it needs to be shipped back to Dell within 21 days. These computers are reentered into inventory, listed at the Dell Outlet off of
12、the Dell website, and shipped to a logistics hub. Once a customer orders one of these computers, the logistics provider ships it within the standard number of days. There are two other paths that a computer can be returned to Dell. One is through the Dell Asset Recovery Program, which works with lar
13、ge corporate, institutional, and governmental clients and has been in existence since 1994 2. The Asset Recovery Services team comes to the work site of the client and hauls away the computers as part of the contract that Dell has with that client. Dell also overwrites the hard drives to ensure conf
14、identiality of its clients information 32. The other is through the Dell Recycling Program which it launched to its individual customers in 2003 2. According to the information regarding the program on the Dell Recycling programs website, these customers are responsible for choosing to return their
15、old Dell computer for recycling or donation. Dell sends the customer a kit of packing and recycling the old computer. The customer is responsible for data deletion. S. Kumar and S. Craig / Dell, Inc.s closed loop supply chain for computer assembly plants 3 Fig. 6. This shows the hypothesized form of
16、 Dellfls reverse supply chain. This is based off information from Dell, Inc.fls website pages Dell Online Policies, Dell Outlet FAQs, Dell Recycling, and Value Recovery Service. The companys Form 10-K was also used. Other sources of information were research articles by Fleishmann, van Nunen, and Gr
17、ave; Guide, Jayaraman, and Linton; Savashan, Bhattacharya, and Van Wassenhove; and Spenger, and Schroter 13,14,29,31. Dell charges customers a fee for the service that is based upon the weight of the computer being recycled. Dell does run promotions where the shipping of the old computer is free wit
18、h the purchase of a new Dell computer. There are also community recycling events sponsored by Dell and its recycling partners to build awareness of 4 the program 28. Despite the potential barriers to this program, 20,000 tons of product was returned to Dell for reuse or recycling during fiscal year
19、2006 34. From this point, a computer can have four possible destinations. It can be donated to the National Cristina Foundation, which provides used computers and other technology to economically disadvantaged people. This donation program was launched in 2001 after Dell discovered that people were
20、searching for donation options for their used computers 34. Another option is the resale of the computer, which is usually the path that computers through the Asset Recovery Service take. It could be deemed appropriate for resale as is or with a few replacement components. The computer would be ente
21、red into inventory, held at a logistics center, and sold on the Dell Outlet site. If this is done for a corporate client, Dell returns the proceeds of the sale to the client, provided that the sale took place within one month of the recovery process. Dell does charge a small fee for the labor involv
22、ed in the process. In Sternsteins article, she mentioned that the government is charged $25 per CPU for the recovery process. If the returned computers do not go to either of the above destinations, it is examined for useable components. These components are stripped off the computer and entered int
23、o spare parts inventory. From there, they are used to fulfill warranty service needs or replace parts in computers to be sold on the Dell Outlet. Any components that Dell cannot use are sent to the companys recycling partners for proper disposal according to environmental standards or further breakd
24、own into basic materials. 6. Research implications/limitations This research has several limitations that can serve as points for future research. The first limitation is the lack of published, first-hand information concerning the form of Dells reverse supply chain. Although the hypothesized design
25、 is likely close to the real one given the information from Dells website and theoretical models of reverse supply chains, the lack of information concerning this particular companys reverse supply chain does not make such a form definite. This form can only serve as a close to definitive model. Com
26、parisons between Dell and its competition within computers and home electronics could have been helpful in explaining the advantage that Dell has built out of its supply chain, but such comparisons were beyond the scope of this paper. Finally, the information that was gathered concerning Dells close
27、d-loop supply chain was not extensive enough to create a working model of the chain. The techniques mentioned could have been used to develop a view of a theoretical company utilizing Dells techniques using a model of before the techniques and after the techniques, but the model would not have been
28、able to capture a view of Dell, making it outside of the realm of this research. It would be useful information for managers to see how techniques like Dells can affect their existing businesses and should be explored in the future. However, such a model must take into consideration the difficulty m
29、any companies have in adjusting the behaviors of the people within the supply chain. Dells techniques work so well for it because Dell grew with the techniques and developed into an organization based in supply chain innovation and 5 information sharing. For many other companies to implement such pr
30、ocesses would require a huge shift in thinking and the efficiencies that Dell experiences could be lost as a result. 译文 基于闭合供应链下戴尔公司的计算机装配厂 资料来源 : 管理信息知识系统 6 作者： 萨米尔 卡玛、萨拉克 雷格 摘要：许多作者和研究人员把戴尔的供应链作为一种追求卓越的模型举例，但很少有人看看整个闭环供应链和流行的库存和物流技术，这一复杂进程工作的技术检查包括 推迟、模块化设计、供应商管理库存、供应链的伙伴关系和需求管理。 分析涉及研究怎样利用了戴尔公司的技
31、术支持建立以相互影响和如何操作中起重要作用的这些方法使戴尔供应链作为行业优秀的标志。戴尔的世界范围的操作是以其正向和反向的供应链是 作为一系列过程图映射从而进行解释的。戴尔卓越的供应链建议需要集中供应链效率作为一种手段从而建立客户价值。一家公司执行任何组特定的库存和物流方法之前，需要明智地审查其情况和能力，这也反应了戴尔的供应链运作。 由于戴尔的逆向供应链中缺少的一些因素使目前研究的受到一些限制，所以建议基于戴尔的闭环供应链上的可用数据接近的通用模型。对戴尔公司未来的威胁和机会的辨认特别是和日益激烈竞争和扩展的服务密切相关。这些有影响其他供应链的管理人员，因为很明显从供应链的卓越的戴尔公司的成
32、功与这行业的金融成功相联系。 提供了深入的研 究的是可复制和采取二十年经验验证的闭合供应链所在的戴尔公司。分析明确驱动戴尔的业务和市场的成功的背后显示了采用流行的库存和物流的组合方法突破改善和对供应链需要持续的努力和认真规划。 关键词：戴尔，闭合供应链，延期，模块化，卖方存货清单管理，需求管理，正向供应链，逆向供应链 5、 2 逆向供应链 有关于戴尔公司的逆向供应链管理的研究较少，但是随着欧盟关于可循环新的规定和全球人们对电脑里含有危险物质意识的增强，戴尔决定急速的扩大关于逆向物流的方案。他们的目标是要比 2009年产品的回收容量多两倍。作者关于逆向物流的表 格的假设是从一些学者关于逆向物流研
33、究的文献信息和从戴尔的官网 了解逆向物流的关于产品的回收利用的返回的方案和方针政策。这些供应链信息从图 6中可以表现出来。 6 电脑返回戴尔公司是通过第三方物流实现的。经常是通过 UPS物流公司返回的。如果这些电脑是通过定期返回的，那么这些产品会在 21天内被送回戴尔公司。这些电脑将被重新输入到存货清单列出来公布在戴尔的网站上，然后被运送到物流公司。物流公司会在指定的期限内运输货物，使每个顾客都会得到他们自己的电脑。 电脑返回到戴尔公司还有其他两条路径。一种途径 是通过戴尔公司的资源回收方案，这种途径一般都是从 1994年开始在大的公司、公共机构、政府委托方内实行的。资源回收服务系统是通过设置
34、顾客和运输电脑作为系统的一部分从而服务于这批顾客。戴尔公司同时也通过硬盘驱动器来保存机密的客户信息。另外一种途径是戴尔公司在 2003年通过利用回收利用方案从而发展到每一个顾客。根据在戴尔回收系统的网站上获取信息，这些顾客负责退回或者捐赠他们的老的戴尔电脑。戴尔公司发给顾客们一个箱子用来打包回收戴尔公司的旧电脑，顾客负责数据的删除。 S. Kumar和 S. Craig关于戴尔公司电 脑装配的闭合逆向供应链 检查部件看看它们的作用 如果不是给慈善机构的，确定基于电脑和服务的状况与客户建立关系 如果是捐赠给慈善机构的 更换不会工作的零件 通过第三方物流运往国家克里斯提那慈善机构 V 转售 再循环
35、 电脑的剩余部分 转移部件给存货清单上备用的部分 更换损坏 的或磨损的部件 删除记忆 戴尔回收资源服务从各大账户收集电脑 顾客通过第三方物流公司运输用过的戴尔电脑 检查顾客是否把电脑捐赠给慈善机构 7 图 6表明反应了戴尔公司虚拟的逆向物流，这些信息是根据戴尔公司的网页在线策略、戴尔出口常见问题、戴尔公司回收情况及价值恢复服务取得的。戴尔公司的 10-K表也被拿来利用了。其他信息的来源是根据 Fleishmann、 van Nunen、Grave Guide、 Jayaraman、 Linton Savashan、 Bhattacharya、 Van Wassenhove、 Spenger和
36、Schroter的文献来收集的。 戴尔客户的收费是根据计算机的被回收的重量为基础的服务费。戴尔以免费运送旧电脑换置新戴尔电脑的方式进行促销。有也社区就回收事件得到了戴尔的检索备用部分 进入备存储货清单 如果是公司 /慈善机构客户 发送处理证书 运输到物流公司存储 服务电话要求下保证零件更换 从库存中拉出 通过第三方物流公司运输到服务代表 进入到戴尔经销电脑的库存系统的电脑里 客户在 21天内退回没有打开过的产品 运输到物流公司 客户通过戴尔经销店网站购买电脑 通过第三方物流公司运输给顾客 如果企业的顾客在一个月内转销出去 将得到回报 回报转销的收益和详细的清算报告 运输到回收的伙伴那去做基本材
37、料的回收或者环境适宜的处置 8 赞助，这是戴尔建立回收伙伴的一个方案。根据 2006年的政府财政显示，尽管这个方案存在着一些潜在的障碍，但是戴尔已经回收了 20000吨产品用以重新使用或者再循环利用。 从这点来说，一台计算机可以有四种可能的目的地。它可以捐赠给克里斯提那慈善机构，慈善机构可以给经济落后地区的人们提供用过的电脑和其他的科技技术。这一捐赠计划是于 2001年推出后，戴尔 公司发现了人们可以寻找他们捐赠电脑的选择。另一种选择是计算机的转售的途径 ,它通常的途径是通过电脑的回收资源途径进行的。转售或者更换电脑的部件可以被看成是恰当的行为。这些电脑将会进入到物流公司的库存中，然后被运往戴
38、尔的销售点进行出售。假使再次发生销售是在一个月之内，那么如果这是为公司一个客户所作，戴尔会把销售流程反馈于客户。在这个过程中，戴尔会收取少量的劳务费用。在 Sternstein的文献中，她提到政府会为每个 CPU付出 25美元的恢复加工。 如果返回的计算机没有去上述目的地之一， 这是检查其便于使用组件。 这些组件被从电脑里分离出来，然后进入到备用库里面从那里，他们被用来满足需要保修服务或者替换成销售店里计算机内被销售出去的部分。戴尔不能使用的任何组件被发送到该公司的回收合作伙伴为基本材料的环境标准或进一步细分依法妥善处理。 研究意义 /限制 这项研究具有一定的局限性，可以作为未来研究的重点。第
39、一个限制是缺少关于戴尔公司逆向供应链的第一手资料，这些缺少的信息是关于公司特定的逆向供应链信息，这些信息的形式不是很明确的。虽然这个虚拟的设计很可能接近戴尔网站上和理论模拟中的逆向供应链信息。但是这个模型只能作为一个相接近 的最终模型。对比戴尔与计算机里的组件和电子设备有可能 能帮助寻找戴尔建立它自己供应链的好处，但是这种对比超出了本文所研究的范围。 最后，收集关于戴尔的闭合供应链的信息是不足够广泛的，所以难以用来创建其工作模型。提到的技术可以被用来发展一个虚拟的公司，利用戴尔公司的技术来测试模式使用之前和使用之后，但是这个模型不能完全形容戴尔公司，使这个模型在研究领域之外。这个将是一项有用的信息让管理者看看戴尔公司的技术是怎样影响他们目前的业务以 及应用在对未来的探究。但是，这种模型必须考虑到许多公司在调整供应链内人们行动的困难性。戴尔的技术使这个模式发展的很好，因为戴尔技术的增长和发展是基于组织供应链的创新和信息的共享。许多其他的企业去实施这种进程需要进行思维的很大转变，结果使用戴尔公司经验的效率可能会失败。
