1、 外文翻译 原文 Reverse LogisticsCapturing Value in the Extended Supply Chain Material Source:Rotterdam school of management Author: Moritz Fleischmann , Jo van Nunen Abstract: Product flows in todays supply chains do not end once they have reached the customer. Many products lead a second and even third o
2、r fourth life after having accomplished their original task at their first customer. Consequently, a product may generate revenue multiple times, rather than a single time. Capturing this value requires a broadening of the supply chain perspective to include new processes, known as reverse logistics
3、, as well as multiple interrelated usage cycles, linked by specific market interfaces. Coordinating the successive product uses is key to maximizing the value generated. In this chapter, we review the field of reverse logistics. We discuss its opportunities and its challenges and indicate potential
4、ways for companies to master them. We highlight what makes reverse logistics different from conventional supply chain processes, but also point out analogies, and explain how both views can be integrated into an extended supply chain concept. We illustrate our discussion with examples of reverse log
5、istics practice at IBM. 1 Designing the Reverse Logistics Process The previous two sections highlighted the sources of and potential market outlets for reverse product flows. The task of reverse logistics is to link these two markets Interfaces, as illustrated in Figure 1.The literature groups the p
6、rocesses that provide this link into a few generic steps (Fleischmann, 2003): -Acquisition (or collection) refers to the initial transaction by which a company Gains possession of the products; -Grading (or disposition or inspection) denotes the sorting of the product stream Into fractions of differ
7、ent quality and their allocation to different reuse options; -Re-processing includes all transformation processes that prepare products for their Future use; -Re-distribution means the delivery to a new market. The collection of these processes forms a supply chain of its own right. Consequently, th
8、e individual steps should be coordinated, based on their common n underlying goal, namely generating a maximum of value. As in any supply chain, this requires decisions on, among other things, the allocation of processes to different actors, their geographic allocation and connection through transpo
9、rtation, and the timing of their execution. We address these issues in what follows. Comparing the above reverse chain with conventional supply chains, two processes Deserve special attention, namely the acquisition and the grading steps, which differ from Conventional sourcing and supply. We devote
10、 a separate subsection to each of these Processes below. In contrast, the roles of re-processing and re-distribution essentially resemble those of traditional production and distribution operations. Another aspect that deserves extra emphasis is the fact that the reverse chains not isolated but, by
11、definition, builds on some preceding original chain. Similarly, additional chains may follow. Figure 2 illustrates this view. In some cases, successive chains may literally form a closed-loop that repeats itself. In many other cases the different chains serve different markets. In any case, however,
12、 they extend the traditional supply chain framework to a framework that includes multiple use stages. Given their interrelation, supply chain management thinking suggests that the individual chains should be considered as one entity and be coordinated such as to maximize their overall performance. O
13、ne example that illustrates these interrelations concerns the original product design, which obviously influences all subsequent uses. Through design for reuse or design for disassembly companies explicitly take multiple use cycles into account, in particular by exploiting modularity(Kirk et al.2004
14、).From a supply chain management perspective, the use stages play a particularly important role since they actually generate the chains revenues. Managing these stages therefore is a critical lever for coordinating the extended chain as a whole. We return to this issue in our subsequent analysis. .
15、2， Grading and Disposition In contrast with traditional supply, reverse logistics flows, in general, consist of a Heterogeneous mix of products of different quality and value. Therefore, the reverse chain typically includes some type of grading and sorting process, which determines the status of the
16、 individual products and assigns them to corresponding reuse options. This processes of prime importance as a means of quality control. In addition, its design has significant impact on the performance of the reverse supply chain and therefore merits specific discussion at this point. The degree of
17、centralization of the grading and sorting process gives rise to a trade-off. As usual, centralization tends to reduce investment costs by exploiting economies of scale. In the case of the grading process this regards testing-equipment and the required skills to operate it. On the other handed-centra
18、l grading close to the source may reduce transportation costs by separating waste, which ought to be disposed locally, from valuable products, which merit further processing. What is moored-central grading provides earlier supply information and may thereby speed up the recovery process as a whole.
19、Blackburn et al.(2004)point out that this effect acts, to some extent, in the opposite way of postponement. While in traditional supply chains delaying product differentiation creates an option value, revealing product differences earlier creates value in reverse logistics. Many of todays reverse lo
20、gistics programs choose for a centralized grading and sorting process. In line with our argumentation in Section 4.2,we see information technology as a factor that may reverse this choice. Remote access to detailed product data reduces the need for physical inspection and corresponding investments a
21、nd may partly substitute physical flows by information flows. IBMs asset recovery process involves a two-step grading process. The first step is based solely on nominal product type and model, rather than on individual product identity. GARS selects the types and models that qualify for further use.
22、 The selection criteria are dynamically updated, based on market developments. The selected products then undergo detailed individual tests at a central recovery facility. Conclusions Product flows in todays supply chains do not end once they have reached the customer Many products lead a second and
23、 even third or fourth life after having accomplished their original task at their first customeror after this customer changed his mind and returned them. Initially, many of these additional products flows were driven by ecological arguments, namely waste reduction, and by customer service obligatio
24、ns. Consequently, many have seen product returns as a cost factor in the first place. In the meantime however, companies have started recognizing the potential value of these flows. Instead of a single time, a product may generate revenues multiple times, possibly in different markets. Capturing thi
25、s value requires a broadening of the supply chain perspective. This broader view includes new processes, such as the collection of products from the market and the grading of these products according to their quality and future value. More importantly, it includes multiple interrelated usage cycles,
26、 linked by specific market interfaces Coordinating the successive product uses is key to maximizing the value generated. To date, many companies deal with product returns in a purely reactive manner. While in some cases it does, indeed, make good sense to give unlimited priority to the initial produ
27、ct market this strategy is shortsighted in many other cases. Maximizing a products lifetime value requires a more proactive attitude. In particular, it requires a good understanding of the interrelations between different phases of the product lifecycle Market incentives can then help assign the pro
28、duct to its most valuable use at each time. Information technology is a key enabler of this integral approach. Timely availability of detailed product, process, and market data allows companies to manage the corresponding processes in a conscious way. The current realization of extended supply chain
29、s is still in its early stages. Their potential is huge. 译文 逆向物流 挖掘扩展供应链的价值 资料来源 : 鹿特丹管理学院 作者：莫里茨福来斯曼 乔范纽恩 摘要：在当今的产品供应链中，顾客得到产品并不意味着产品流动的结束。许多产品在它首个客户那里终结其初始任务之后，还具有第二，甚至是 第三、第四生命。因此，一个产品并不是只能产生一次收入，它可以产生多次收入。要获得这个价值，就需要展望供应链的远景，包括“逆向物流”这个新过程和与特定市场接口相连的产品的多种相关使用周期。协调产品的连续使用是实现产品价值最大化的关键。在这一章中，我们将观察逆
30、向物流的范围，讨论它所面临的机遇和挑战，并指出公司运行逆向物流过程中可能用到的方法。我们不仅强调了逆向物流区别于传统供应链的不同之处，而且将两者进行了类比，解释了为什么这两种观点都可以统一到扩展供应链的概念中。我们只要通过在 IBM公司进行逆向物流实习的例子 来证实我们的讨论。 一、 逆向物流过程的设计 前两节突出了逆向物流产品流中的资源和潜在市场销路，逆向物流的主要任务也就是连接着两个市场接口。本文把建立这个连接的过程归纳为了以下几个通用步骤。 收购（或集合），指公司通过初始交易获得产品所有权； 定级（或处置或检查），指根据不同质量和再利用选择的分配把产品分为不同等级； 再加工，包括为产品的
31、未来用途准备的各种转化过程； 再分配，指把产品重新投入到一个新的市场。 这些过程集合起来就形成了独具一格的供应链。因此，应该要根据它们共有的基本目标协调各个步骤， 以获取价值最大化。正如其它任何供应链，这需要决定不同区域的过程分配，产品的地域分配，交通连接，执行时间等事情。接下去我们将对这些问题给出说明。 把上面的“反向链”与传统供应链相比，有两个进程值得特别关注，即收购和分级。因为它们与传统的采购和供应有所的不同。下面我们主要对这两个过程进行了单独的分支。与此相反，再加工和再分配与传统的生产和分销业务很相似。另一个值得特别重视的地方就是“反向链”并不是孤立的，根据定义，它是建立在先前一些本店
32、上面的。同样，会有额外的连锁店随之而来。在理论上，有些情况下的连续的连锁店可能会形成一个封闭式环；其它许多情况下，不同的连锁店为不同的市场服务。然而，它们确实扩展了传统供应链的框架，延伸到了一个多用途阶段。介于他们之间的 相互关系，供应链管理方面认为个体连锁店应该视为一个实体，并加以协调，使整体表现得到最大限度的发挥。 一个例子表明产品的后继使用价值很明显地受到了原始产品设计的的影响。通过“重复使用设计”或“分解设计”，特别是采用模块化设计可以看出，公司很重视多使用周期产品的发展。从供应链角度而言，使用阶段发挥了尤为重要的作用，因为它产生了收入。因此，管理这些阶段是使扩展链作为一个整体得以协调
33、的关键。在随后的分析中，我们将重新回到这个问题。 二、分级和处理 一般情况下，与传统供应相比，逆向物流流量组成了不同质量、价值的产品的 混合体。因此，反向链通常包括一些分级和排序过程，而正是这些决定了各个产品的地位和被分配到相应的重复使用选项。这个过程作为质量控制的手段尤为重要。除此之外，其设计对逆向供应链的性能具有重大影响。因此，这点上值得具体讨论。 分级和排序过程的集中程度会影响交易的成败。一般情况下，集中化有助于利用经济规模降低投资成本。在分级程序方面，它需要检测设备并且要有一定的技能去操作。另一方面，去中央分级可以接近源头，利于当地处置或分散有价值产品的废弃物来降低运输费用。同时，这些
34、废弃物也是值得再加工的。更重要的是去中央分级有助 于提供更快的供应信息，从而加快整个恢复过程。布莱克等人在 2004 年时就指出这种行为在一定程度上推进了整个过程。当传统供应链靠推迟产品差异来制造附加价值时，逆向物流早就通过揭示产品差异创造出了价值。 今天，很多逆向物流方案都选择集中分级和排序过程。正如我们在 4.2 节中论述的一样，信息技术可能是扭转这一选择的因素之一。远程访问详细的产品资料减少了人力资源方面的投资，而且部分物质流也有可能被信息流所取代。 IBM 公司的资产回升过程就包括了两个分级步骤。第一步仅基于挂名产品类型和模型，而非个别实体产品。遥感地质学选 择能够进一步使用的类型和模
35、型。选择标准是根据市场发展而不断更新的，是一种动态的更新。被选定的产品将被带到中央回收设备中进行单个的详细测试。 三、总结 在当今的产品供应链中，顾客得到产品并不意味着产品流动的结束。许多产品在它首个客户那里终结其初始任务或者顾客突然改变主意归还产品之后，还具有第二，甚至是第三、第四生命。许多额外的产品流由生态争论导致的，即通过客户服务义务来减少废物。因此，很多被推产品首先就增加了成本。然而同时公司已经开始意识到这些回流产品的潜在价值。因此，一个产品并不是只能产生一次收入，它可以在 不同的市场产生多次收入。 要获得这个价值，就需要扩大对供应链的远景展望。其中之一就是新处理方式的运用，如从市场收
36、集产品，根据产品的质量和使用价值进行分级。更重要是它包括多个通过特定市场借口相关联的使用周期。协调产品的连续使用是实现产品价值最大化的关键。 目前为止，很多公司都以一种完全被动的方式来处理退货。虽然在有些情况下这种方式确实能够给产品的初始市场带来无限的优先权，但是这种策略在很多情况下被视为是短期的。最大限度地提高产品的使用价值需要一个更为积极地态度，尤其需要对产品在不同阶段的生命周期以及它们之间的 联系有深入的了解。 市场激励机制有助于在每个时期都把产品分配到它们能够发挥最大用处的地方，而信息技术就是这种方法的关键推动着。及时详细的产品、工艺和市场数据使公司可以更合理地管理相应流程。现行的扩展供应链仍处于早期阶段，但它们的潜力是无比巨大的。
