1、本科毕业设计（论文）外文翻译一、外文原文DEVELOPMENTOFASOFTNETWORKMODELTOIMPROVESUPPLYCHAINMANAGEMENTPERFORMANCEOFSMESHADIGHADERI1,SOROUSHAVAKHDARESTANI,ZULKIFLLELEMANANDMDYUSOFISMAILIIETRANSACTIONS2006INTRODUCTIONINFASTCHANGINGANDINCREASINGLYCOMPETITIVEGLOBALMARKET,SMALLANDMEDIUMSIZEDENTERPRISESSMES,WHICHEXERTASTRONGIN
2、FLUENCEONTHEECONOMYOFMANYCOUNTRIESTHROUGHTHEIRABILITYTOINNOVATENEWPRODUCTSANDPROCESSES,HAVEBEENTHEENGINEOFECONOMICGROWTHANDTECHNOLOGICALPROGRESSINTHEPAST,LARGEFIRMSWEREREGARDEDASTHEMAINDRIVINGFORCESFORINNOVATION,BUTMORERECENTLY,THEINTERESTHASSHIFTEDTOSMESASWELLASNETWORKSOFFIRMSDESIRABLYORUNDESIRABLY
3、,ANYBUSINESSORGANIZATIONISAPIECEOFATLEASTONESUPPLYCHAINTHISNUMBERISVARIABLEONTHESIZEANDNATUREOFTHATBUSINESSANDSMESARENOTANEXEMPTIONTHEIMPORTANCEOFEFFECTIVESCMCANALSOBESEENINANORGANIZATIONSABILITYTOGAINACOMPETITIONADVANTAGEINTHISCONTEXT,REGARDINGTHESIZE,FUNCTIONANDRELATIONSHIPOFSMES,THENATUREOFSCMIMP
4、LEMENTATIONISVERYDIFFERENTWHENCOMPAREDTOLARGEFIRMSINOTHERWORDS,SMALLFIRMSDONOTIMPLEMENTSCMINTHECORRECTWAYTHATLARGEFIRMSDOTHISINADEQUACYCOULDBEDUETOTHEWAYSMALLFIRMSFINDTHEIRPOSITIONINTHESUPPLYCHAINANDTHEWAYTHEYCORPORATEWITHTHEPARTIESWITHINTHECHAINACCORDINGLY,INMANYCASES,THEORETICALMODELSAREEFFECTIVET
5、OOLSTOILLUSTRATETHEREALTRENDSINAVIRTUALENVIRONMENTREVIEWIN1980S,THETERMSUPPLYCHAINMANAGEMENTSCMWASDEVELOPEDTOEXPRESSANINTEGRATEDKEYBUSINESSAPPROACHFROMTHEORIGINALSUPPLIERSTOTHEENDUSERSSUPPLYCHAINMANAGEMENTISAMONOLITHICCOLLABORATIONOFDESIGN,MAINTENANCEANDOPERATIONOFSUPPLYCHAINPROCESSESTOTARGETTHESATI
6、SFACTIONOFENDUSERSFROMOPERATIONALMANAGEMENTPOINTOFVIEW,SUPPLYCHAINMANAGEMENTISTHESTRATEGICCOORDINATIONOFTHESUPPLYCHAINFORTHEPURPOSEOFINTEGRATINGSUPPLYANDDEMANDMANAGEMENTTHEREISNODOUBTTHATSCMAPPLICATIONSAREMORESUITABLETOLARGEFIRMSFAIRENOUGH,THESEGROUPSWERETHEINVENTORSOFSCMELEMENTSWHICHAREKNOWNASFUNCT
7、IONSOFSCMTHESEDAYSINTHISPART,THEPAPERFOCUSESONINVESTIGATIONOFPREVIOUSEFFORTSONDEVELOPINGMODELSTODEPLOYSCMINSMESBASICALLY,LACKOFANYSOLIDEFFORTONTHECONTEXTOFINTEGRATIONOFBOTHINTERNALANDEXTERNALPARTSOFSUPPLYCHAINFORSMESISHIGHLYTANGIBLETHEARGUMENTSANDDISCUSSIONAREMOSTLYFOCUSEDONBOTHSUPPLYANDDEMANDSIDESO
8、FCHAINSONEOFTHEMOSTRAPIDLYEMERGINGTHEORIESABOUTTHECOMPETITIVENESSOFSMESISTHATBOTHCANBEACCELERATEDTHROUGHINTERFIRMCOLLABORATIONSINDENMARK,THETERM“NETWORK”WASFORMALLYINTRODUCEDFORTHEFIRSTTIMEANETWORKISLOOSELYDEFINEDASTHREEORMOREFIRMSTHATCOOPERATEINORDERTOGAINSTRENGTHOFNUMBERS,SOLVECOMMONPROBLEMS,ENTER
9、NEWMARKETS,ORDEVELOPANDPRODUCEGOODSHOWEVER,THEREAREMANYCLASSIFICATIONSOFNETWORK,BUTMOSTOFTHEMOBEYTWOMAINFASHIONSINTHENATUREOFOPERATIONTHEFIRSTGROUPISHARDNETWORKDEFINEDASTHREEORMOREFIRMSJOININGASANALLIEDCONSORTIUMTOCOPRODUCE,COMARKET,COOPERATEORCOPURCHASEINAPRODUCTORMARKETWHICHNEEDSANINTEGRATEDANDINT
10、ENSIVEMANAGEMENTTOBECOORDINATEDONTHEOTHERHAND,SOFTNETWORKWHICHISTHECOMBINATIONOFTHREEORMOREFIRMSJOINEDTOGETHERWITHLESSSHAREDRESOURCES，SHAREINFORMATIONORACQUIRENEWSKILLSTHEPROFITABILITYOFTHESMESMAYHAVEBEENCRITICALLYDETERMINEDBYANABILITYTOOBTAINSUPPLIESOFTHERIGHTQUALITYONTIMEANDATTHEMOSTFAVOREDPRICEVE
11、RTICALCHAINMANAGEMENTVCMISAPROPOSEDMODELFORSMESTOINCREASEMUTUALBENEFITINDEALINGWITHBUSINESSACTIVITIESUNDERSUPPLYCHAINMANAGEMENTTHEVCMISTHECOORDINATIONOFSMESINTHESAMEBUSINESSTHEOBJECTIVEISTOHAVETHEBARGAININGPOWEROVERTHESUPPLIERANDTOBETHEWORLDCLASSSUPPLYCHAINSUPPLIERUNDERTHELIMITEDCOSTTHISSTRATEGICMOD
12、ELHASAFOURSTAGEPROCESSFORCOMBINATION,WHICHFOLLOWSACONTINUOUSCYCLETHEFIRSTSTAGEOFIMPLEMENTATIONISTHEESTABLISHMENTOFSMECOMMUNITYWHICHFOLLOWSANETWORKSTRUCTUREINTHENEXTLEVEL,THEFOCUSISONSPECIFYINGSTRATEGICSUPPLIERSANDMATERIALSTHETHIRDSTAGEISRESPONSIBLEFORMONITORINGTHESUPPLIERPERFORMANCE,ANDFINALLY,ACONT
13、INUOUSIMPROVEMENTINSUPPLIERPERFORMANCESTANDSINTHELASTSTAGEVCMHASACENTRALIZEDPOINTOFVIEWONTHEDEMANDSIDEOFSMESATHEORETICALMODELINSCMFORTURKISHSMESISANOTHERAPPROACHINTHEIMPLEMENTATIONOFSCMINSMESBASEDONTHISAPPROACH,ATWOSTAGEMODELISAVAILABLETHEFIRSTSTAGEMODELOCCURSINTHESUPPLYANDPRODUCTIONCENTERSOFMODELAN
14、DONTHEOTHERSIDE,THESECONDSTAGETAKESPLACEINTHEPRODUCTANDCUSTOMERCENTEREACHSIDEHASCORRESPONDENTCENTERSTOCONTROLANDMANAGEACTIVITIESTHESUPPLYANDPRODUCTIONSIDEOFTHEMODELISCONSIDEREDFORTHEWHOLEOFTHESMEUNIONWHICHISRESPONSIBLETOCOORDINATETHEMEMBERSOFTHEUNIONMETHODOLOGYTHEDOMINANTEFFORTSOFTHISPAPERAPPEARINTH
15、EFOLLOWINGSECTIONTHESTUDYISCONCENTRATINGONDESCRIBINGHOWTHEMETHODOLOGYUSEDINTHERESEARCHMEETSTHEPAPEROBJECTIVE,WHICHISTHEDEVELOPMENTOFTHEFINALMODELTHISMETHODOLOGYCONSISTSOFTWOPARTSTHEFIRSTPARTDESCRIBESTHEDESIGNANDDEVELOPMENTOFTHESCMMODELFORSMESUSINGSOFTNETWORK,ANDTHESECONDPARTSTATESTHETHREESTAGEIMPLEM
16、ENTATIONPROCESSOFTHEPROPOSEDMODELWITHINTHEMEMBERSOFCOLLABORATEDFIRMSMODELDEVELOPMENTARCHITECTUREOFTHEMODELTHISSECTIONSTAMPSTHEMAINSCHEMEOFTHEMODELANDTHEINTERRELATIONSHIPSWITHINTHECOMPONENTSOFTHEFIRMTHEMOSTSIGNIFICANTASPECTOFCOLLABORATIVECHAINMANAGEMENTCCMMODELISTHESTYLEINWHICHSMESJOINTHEGROUPANDSHAP
17、EAUNIQUESCHEMEINFACT,SMEUNIONSWILLBECOORDINATEDBYASUPERINTENDENTSMEUNIONTHESMEUNIONISDIRECTLYESTABLISHEDUNDERTHESUPERVISIONOFSMEUNIONCOMMISSIONALLTHEJOINEDMEMBERSMUSTFOLLOWTHERULESANDPROCEDURESDEFINEDBYTHEMANAGEMENTOFTHECONSORTIUMINADDITION,THEMANAGEMENTCOMMISSIONMUSTBESELECTEDBYANEURALAPPROACHTHISC
18、OMMISSIONCONSISTSOFTHREESUBDIVISIONSWHICHAREPRODUCTIONCENTER,PROCUREMENTCENTERANDMARKETINGCENTERALTHOUGH,EACHCENTERHASDIFFERENTFUNCTIONS,THEYRECEIVETHEORDERSFROMTHEMAINMANAGEMENTOFTHEUNIONPROCUREMENTCENTERSINCESUPPLYCAPACITIESOFSMESARELIMITED,THEYDONOTHAVEAWIDESELECTIONOFADVANTAGESANDENVIRONMENTMORE
19、OVER,THEYAVOIDMAKINGCOOPERATIONWITHSUPPLIERSWHOAREARGERANDMORECAPABLETHISISALOGICBASISFORSMESTOJOINABIGGERCOMMUNITYANDENJOYTHEBARGAININGPOWEROFABIGGERFIRMSAVINGTIME,REDUCINGCOSTS,STABLEPROCESSANDREGULARSUPPLYOPPORTUNITIESCANONLYBEACHIEVEDTHROUGHSUCHINSTITUTIONALIZATIONTHEPROPOSEDCENTERPROVIDESANADEQ
20、UATEAMBIANCEINHIGHLEVELOFASSURANCE,ATARELATIVELYLOWCOSTFORJOINEDMEMBERSOFSMEUNIONTHISTRENDWILLBEFINALIZEDTOASUSTAINABLEANDFLEXIBLESUPPLIERRELATIONANDWILLBEABLETOOVERCOMETHEFLUCTUATIONSANDSHORTAGESOFTHEMARKETTHEMEMBERSOFTHISCENTERMUSTHAVEACOMPREHENSIVEORIENTATIONONSUPPLIERRELATIONSHIPMANAGEMENTSRM,PU
21、RCHASING,LOGISTICSMANAGEMENTANDPHYSICALDISTRIBUTIONPLANNINGACTIVITIESPRODUCTIONCENTERSMESAREOFTENSTRUGGLINGWITHROUTINEINVOLVEMENTSLACKOFACCESSTOQUALIFIEDSTAFFTOASSISTSMESWITHBUSINESSPLANNINGANDAPPRAISALANDONTHEOTHERHAND,THEWEAKNESSONACCESSINGTECHNOLOGYISDISTINCTDEPLOYMENTOFOPERATIONMANAGEMENTASACOMP
22、REHENSIVETOOLINACHIEVINGCOMPETITIVEADVANTAGEINTHECONTEMPORARYPERFORMANCEOFQUALITY,SPEEDANDPRICEISTHESCOPEOFTHISDIVISIONHOWEVER,THEOTHERMAINGOALOFTHISCENTERISTOMAINTAINTHEUNIONASANUPTODATEFIRMMATERIALREQUIREMENTPLANNINGMRP,INVENTORYMANAGEMENT,TOTALQUALITYMANAGEMENTTQM,CAPACITYMANAGEMENTANDTECHNICALSU
23、PPORTAREALLRESPONSIBILITIESOFTHEPRODUCTIONCENTERITISESSENTIALFORTHISCENTERTORECRUITHUMANRESOURCESWITHEXPERTISEININDUSTRIALENGINEERING,MANUFACTURINGANDINFORMATIONTECHNOLOGYITINTHATSPECIFICFIELDOFOPERATIONSANDAFFAIRSPRODUCTIONCENTERHASADIRECTANDCONTINUOUSCONNECTIONWITHMEMBERSOFTHEUNIONTOESTABLISHASUST
24、AINABLEFRAMEFORACONTINUOUSIMPROVEMENTCYCLEINAFUNCTIONALAPPROACHPLAN,DO,CHECKANDACTPDCAPROGRAMCERTAINLYWILLBEHELPFULINTHISRESPECTITISALSOSTATEDBYISOTHATORGANIZATIONSCONTINUALLYIMPROVETHEEFFECTIVENESSOFQUALITYMANAGEMENTSYSTEMTHROUGHTHEUSEOFDATAANALYSISANDCORRECTIVEANDPREVENTIVEACTIONMARKETINGCENTERMAR
25、KETINGSTUDYWITHINSMALLANDMEDIUMFIRMSSEEMSTOBECONSIDERABLYLIMITEDANDQUALITATIVEINNATUREMARKETINGDIVISIONISRESPONSIBLEFORANALYZINGTHECURRENTTRENDOFMARKETANDCORRESPONDINGDEMANDMARKETINGCENTERCANDETERMINE,FORECASTANDANNOUNCESHORTAGEANDSURPLUSOFDEMANDTOTHEMEMBERSANDESTABLISHANEFFICIENTCUSTOMERRELATIONSHI
26、PFRAMEMARKETRESEARCHISANOTHERTASKOFTHISCENTERTOIDENTIFYANACCURATEMEANOFMARKETINGMIXTOATTRACTANDSATISFYTHETARGETMARKETCONSIDERINGTHENATUREOFESTABLISHEDUNION,THISDIVISIONISACCOUNTABLETOCONSTRUCTAPOSITIVEENVIRONMENTOFCOMPETITIONBETWEENMEMBERSBYIDENTIFYINGTHECORRESPONDENTSTRENGTHSANDOPPORTUNITIES,ANDAVO
27、IDINGAFAKECOMPETITIONINWHICHTHERESULTARENOTHINGEXCEPTADECREASEDPROFITANDCOMPLICATIONOFCOMMONDIFFICULTIESTHESELECTIONOFADMINISTRATIVESTAFFMUSTBEDONEPROFESSIONALLYWITHAFOCUSONMARKETEXPERIENCE,CUSTOMERRELATIONSHIPMANAGEMENT,SALESTECHNIQUESANDEMARKETINGFIELDSTHESETHREESUBDIVISIONSHAVEDIFFERENTGOALSANDST
28、RATEGIES,BUTALIGNEDWITHTHEMAINOBJECTIVESOFSMEUNIONCOMMISSIONWHICHAIMSTOBUILDASUITABLEENVIRONMENTFORSMESTOREACHTHEIRDESIREDGOALSTHERELATIONSHIPSBETWEENCOLLABORATEDFIRMANDEXTERNALPORTIONSARESHOWNINTHEPROPOSEDMODELMODELINTERRELATIONSHIPSINTHECCM,THERELATIONSHIPSANDCONNECTIONSAMONGDIFFERENTPORTIONSOFTHE
29、MODELPLAYAVERYCRUCIALROLEINTHEOVERALLLOGICANDSUCCESSOFTHESYSTEMTHETHICKLINEINTHEMODELSTANDSFORTHEFLOWOFMATERIAL,WHILETHETHINLINESTANDSFORMONEYANDTHEDISCRETELINEISFORTHEFLOWOFINFORMATIONASOBSERVED,THESMEUNIONMEMBERSDONOTHAVEANYDIRECTCONNECTIONWITHTHESUPPLIERSHOWEVER,THEPROCUREMENTCENTERISRESPONSIBLEI
30、NMANAGINGTHESRMAFFAIRSCONSEQUENTLY,THISWILLLEADTOLESSCONFLICTBETWEENTHEFIRMSANDTHESUPPLIERSIDEANDITWILLGAINBARGAININGPOWEROVERTHEMTHELARGERAMOUNTSOFORDERSISSUEDBYPROCUREMENTCENTERTOTHESUPPLIERSARECONSIDEREDASANINITIATIVETOGETEXTRAGRANTSMOREOVER,PROCUREMENTCENTERPLAYSASANEXPERTINTERFACEBETWEENSUPPLIE
31、RANDSMEFIRMSTOSOLVETHEINADEQUACIESINOTHERWORDS,SMEFIRMSDELEGATETHEFINANCIALISSUESTOTHEPROCUREMENTCENTERANDWILLFOCUSMOREONTHECOREACTIVITIESONTHEOTHERSIDE,MARKETINGCENTERISRESPONSIBLEFORCUSTOMERSISSUESCUSTOMERSAREDEFINEDASFINALCONSUMERSOFTHEGOODSORTHEMIDDLEHANDRETAILERSASATRADITION,MIDDLEHANDRETAILERS
32、HAVEACOMPREHENSIVEBASKETOFPRODUCTSWHICHCANBECONSIDEREDASACOMPETITIVEADVANTAGEINTHEPHYSICALDISTRIBUTIONAREAMOREOVER,THISADVANTAGELEADSTOHAVINGAPARTIALBARGAININGPOWEROVERTHESMEFIRMSINDECREASINGTHESELLINGPRICEINTHISCONTEXT,MARKETINGCENTERISRESPONSIBLETOPENETRATEINTHEMIDDLEGROUNDBETWEENSMEFIRMSANDFINALC
33、ONSUMERSTOEXTRACTINFORMATIONANDTRANSFERITTOTHESMEFIRMSANDUNIONMANAGEMENTFURTHERMORE,ITDOESNOTSEEMLOGICALTOOMITTHEFINANCIAL,INFORMATIONALANDLOGISTICSFLOWSBETWEENSMEFIRMSANDRETAILERSINTHEFIRSTSTAGEOFCOLLABORATIONPRODUCTIONCENTERCONSISTSOFEXPERTSINTHESPECIFICFIELDOFINDUSTRYINWHICHSMESAREOPERATINGWITHIN
34、THISCENTERDOESNOTHAVEANYFINANCIALRELATIONSHIPWITHTHEMEMBERSOFTHEUNION,ANDISONLYRESPONSIBLEFORTHETECHNICALISSUESASITHASBEENSHOWNBYTHEDISCRETELINEOFINFORMATIONFLOWREGARDINGTHESCMCORNERSTONES,EACHBUSINESSORGANIZATIONISINCOACTIONSWITHEXTERNALANDINTERNALPARTIESACCORDINGLY,THECCMDIVIDEDTHEOPERATIONALSPACE
35、TOTWOEXTERNALPORTIONSOFSUPPLIERANDCUSTOMER,WHILETHECOLLABORATEDFIRMOFSMESISCONSIDEREDASALARGEINTERNALPARTINTHISCONTEXT,THECCMTRIESTOMANAGETHEOVERALLFUNCTIONOFTHESYSTEMBYIMPLEMENTINGCORRESPONDENTCENTERSANDCONNECTTHEMASAONECOLLABORATIVECHAINIMPLEMENTATIONOFCCMMODELTHECCMMODELPROVIDESASUITABLEFOUNDATIO
36、NFORTHEUNIONTOIDENTIFYITSPOSITIONINTHECURRENTSUPPLYCHAINSTHEFIRMISALSOLARGEENOUGHNOWTODEPLOYSCMAPPLICATIONSINAPROFESSIONALPERCEPTIONTHEIMPLEMENTATIONPROCESSCONSISTSOFTHREESTAGESWHICHMUSTBEINITIATEDINANASSORTMENTINITIATEPRODUCTIONCENTERTHEREASONFORESTABLISHINGTHEPRODUCTIONCENTERASTHEFIRSTDIVISIONISBE
37、CAUSEITHASLESSEFFECTONTHESUPPLIER,CUSTOMERSIDESANDTHEWHOLECHAIN,ANDPREPARESSMESTOCONFRONTWITHANINTEGRALAPPROACHOFFUNCTIONALOPERATIONINITIATEPROCUREMENTCENTERINTHISSTAGE,THEPROCUREMENTCENTERISESTABLISHEDTOCONNECTTHESMESUNIONANDTHECOMMISSIONPRODUCTIONCENTERHASLESSEFFECTONTHECYCLEINCOMPARISONWITHMARKET
38、INGCENTERINITIATEMARKETINGCENTERBYINITIATINGMARKETINGCENTERASTHELASTDIVISION,THEPROCESSOFIMPLEMENTATIONWILLBECOMPLETEDANDTHESMECOMMISSIONISNOWREADYTOOPERATETHESMECOMPLETELYRESULTSANDDISCUSSIONTHEDEVELOPMENTOFCCMISINEVITABLEANDPREVIOUSWORKSAREBASEDONCONCEPTUALDOCTRINESANDTHEREALRESULTCANBECONDUCTEDIN
39、PRACTICEHOWEVER,INDEVELOPMENTOFSUCHTHEORETICALMODELS,THEELEMENTSOFSCMMUSTBETAKENINTOACCOUNTTABLE1SHOWSAHOLISTICCOMPARISONAMONGCCM,VCMANDTURKISHMODELINBOTHINTERNALANDEXTERNALPORTIONSVCMWITHAFOCUSONCUSTOMERTRIESTOIMPLEMENTSCMFROMTHEDEMANDTOTHESUPPLYSIDEOFCHAINAPROPERIMPLEMENTATIONOFTHISMETHODISREQUIRE
40、DBYAPOSITIVEACCEPTANCEFROMCUSTOMERSANDDOESNOTHAVEANYFOCUSONINTERNALSUPPLYCHAINSOFSMESTHESECONDMODELISSIMILARTOTHEPROPOSEDMODELINTERMSOFIMPLEMENTATIONSTAGESBUTWITHLESSEFFORTONANINTEGRATEDAPPROACHOFPRODUCTIONHOWEVER,CCMBYCOLLABORATINGWITHSMALLFIRMSPROVIDESALARGERFIRMINPRACTICEINWHICHTHECORRECTIMPLEMEN
41、TATIONOFSCMISMOREFEASIBLEINOTHERWORDS,MEMBERSOFSMEUNIONINCCMGAINBARGAININGPOWEROVERSUPPLIERSANDCUSTOMERSINALARGEPOTENTIALFIRMCONCLUSIONTOSUMUP,THECOLLABORATIVECHAINMANAGEMENTCCMSEEKSTOLOCATEBOTHSUPPLIERANDCUSTOMERELEMENTSINTOACONCEPTUALSCMMODELANDINTEGRATEALLTHEPARTIESBASEDONTHEMATERIAL,CASHANDINFOR
42、MATIONFLOWTOENHANCETHESCMPERFORMANCEOFSMESACCORDINGTOTHECONTINUALIMPROVEMENTCYCLEIMPLEMENTATIONOFSOFTNETWORKSTRUCTUREREQUIRESAPPROPRIATEKNOWLEDGEOFINDUSTRIALMANAGEMENTANDOPERATIONMOREOVER,ESTABLISHINGPROCUREMENT,PRODUCTIONANDMARKETINGCENTERSAREPARTOFTHERESPECTEDMODELWHICHMUSTBEEMPLOYEDACCORDINGLYTHE
43、FEEDBACKFROMCENTERSANDUNIONHELPSTOASIGNIFICANTBETTERMENTOFTHEWHOLECHAINTHEPOINTISCONSIDERABLE,ALTHOUGHSUCHAHOLISTICCOLLABORATIONASCCMISSCAREINPRACTICE,BUTINTHELATTERSUPPLYCHAINMANAGEMENTLITERATURE,THEREAREPLENTYOFSUCCESSFULCASESINGROUPPURCHASING,COPRODUCTIONANDCOMARKETINGHOWEVER,INFURTHERRESEARCH,SI
44、MULATIONOFTHEPROPOSEDMODELCOULDBEDISCUSSEDANDDEVELOPEDSOURCEIIETRANSACTIONS二、翻译文章软网络模型的发展过程中存在的中小企业供应链管理成效哈迪盖德利等工业工程师协会汇刊2006年简介在快速变化和竞争日益激烈的全球市场，小型和中小型企业（SME），它通过发挥其创新能力的新产品和流程，对许多国家的经济产生了巨大影响，一直是经济增长和技术进展的发动机。在过去，大公司被视为创新的主要驱动力量，但最近，兴趣已转移到中小企业以及网络公司。刻意或不必要，任何企业组织是至少一个供应链中的一块。这个数字在规模和业务性质是可变化的，中小企业
45、也是不豁免的。有效的供应链管理的重要性在一个组织获得竞争优势的能力中也可以看出。在这种情况下，关于大小、功能以及中小企业间的关系，供应链管理的执行情况与大公司相比是不同的。换句话说，在供应链管理上小企业没有以正确的方式去做，而大公司做了。这个不足可能是由于小企业找到自己在供应链的位置的方式以及他们与供应链上各方企业的方式。因此，在许多情况下，理论模型是有效的工具，它可以说明在一个虚拟的环境中真正的趋势。回顾在20世纪80年代，供应链管理（SCM）这个词被开发了，用来表达一个从最初的供应商到最终用户的综合主要经营方针。供应链管理是一家集设计、维修及供应链运作流程的针对目最终用户的满意度的一个整体
46、协作。从经营管理的角度来看，供应链管理是为达到整合供应和需求管理的目的的供应链战略协调。毫无疑问，SCM的应用更适合大型企业。公平的是，这些团体是这些日子作为供应链管理的功能的供应链元素的发明者。在这一部分，重点介绍了以前在中小型企业努力展开的发展模式供应链管理的调查。基本上，任何对中小企业的供应链内部和外部零件一体化的背景下缺乏坚实的努力是高度触手可及的。争论和讨论大多集中在供应链上的供需双方。关于中小企业的竞争力的最迅速崛起的理论之一是双方通过企业间的合作可以加速发展。在丹麦，术语“网络”第一次正式推出。网络简单地被定义为合作的三个或更多的企业，这些企业是为了获得数字的优势，解决共同的问题
47、，进入新市场，或开发和生产商品。但是，也有很多种类的网络，但他们大多数服从两个主要的在自然界运作的样式。第一组是定义为三个或更多的作为一个联盟军的企业，为了在一个需要协调综合和集约管理的产品或市场共同生产，共同销售，共同经营或共同购买。另一方面，是由三个或更多的企业组合成的软网络，它是以更少的资源连接在一起，共享信息或获取新的技能。中小企业的盈利能力可能已经批判性地取决于按时获得正确的质量和最优惠的价格的能力。垂直链管理（VCM）是一个为中小企业提出的模型，以增加在供应链管理下的业务活动时的共同利益。该VCM是同一业务的中小企业的协调。我们的目标是拥有供应商的议价能力，并在有限的成本内成为世界
48、级的供应链的供应商。这种战略模式有一个四个阶段组合过程，是遵循一个连续周期的。实施的第一阶段是遵循网络结构的中小企业群体的建立。下一个阶段，重点是指定战略供应商和材料。第三阶段是负责监督供应商的工作表现，最后，在供应商在最后阶段的表现不断改善的计划。垂直链管理有一个对中小企业的需求方观点的集中点。一个为土耳其中小型企业在供应链管理理论模型是另一个在中小型企业供应链管理实施的方法。在此基础上，一个两阶段模型是有效的。第一阶段模型发生在模型和另一方面的供应和生产中心，第二阶段是发生在产品和客户中心。每一方都有通讯员中心来控制和管理活动。该模型的供应和生产方面被认为是对中小企业联盟，是负责协调整个联
49、盟的成员。方法论本文的主要精力出现在下面的部分。这项研究是集中在描述如何在研究中使用的文件的方法达到目标，这是最终的模式发展。这种方法由两部分组成。第一部分介绍了设计和使用软网络为中小企业供应链管理模式的发展，而第二部分的国家内的成员提出的模型的三阶段实施过程中合作的公司。模型的建立建筑模型本节表明了该模型的主要计划和该公司的组织间的关系。协同供应链管理模型最重要的方面的是中小型企业加入本集团并形成一个独特的计划的方式。事实上，中小企业工会被负责人进行协调。中小企业联盟中小型企业工会直接设立中小企业联盟委员会的监督。所有加入的成员必须遵守的规则和财团的管理规定的程序。此外，管理委员会必须选定一种神经的方法。这个委员会由三个分支是生产中心，采购中心和销售中心。虽然，每个中心都有不同的功能，他们收到来自工会的主要管理的命令。采购中心由于中小企业的供应能力是有限的，他们没有的优势和环境的广泛选择。此外，他们避免与敌对的和能力更强的供应商合作。这是一个为中小企业加入大社区，享受更大的议价能力，公司的逻辑基础。节省时间，降低成本，稳定的过程和正常供应，只能通过这种制度化取得的机会。拟议的中心提供了一个高水平的保证足够的氛围，在一个为中小企业加入联盟的成员成本相对较低。这一趋势将持续到最后定稿和灵活的供应商关系，将能够克服市场波动和短缺。该中心的成员必须对供应商关系管理（SRM），采购，物
