家电供应链外文翻译.doc

外文翻译之一外文翻译之一Supply chain cost management and value-based pricingAuthor：Martin Christopherａ, John GattornaｂNationality：ａUnited Kingdom，ｂAustraliaSource：Industrial Marketing Management 34 (2005) 115– 121原文正文：原文正文：3. Reducing the cash-to-cash cycle timeFrom an organizational standpoint, a critical performance measure is cash-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 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 cash-to-cash cycles can be significant—often 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 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 this comes in the form of the supply chain alignment concept discussed below.4. Aligning supply chains with customers to create more value毕业论文： 学生姓名： 定稿时间：- ２ -As 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 accepted 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 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 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 today’s operating environment, that is where the value lies.In short, if enterprises wish to produce sustained 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 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 behaviour’ lines. Unfortunately, most enterprises use internal parameters that give little indication of how 毕业论文： 学生姓名： 定稿时间：- ３ -customers wish to buy products and services. This type of segmentation is, however, belatedly coming to the fore (Nunes (ii) the competitive advantage paradigm can be further enlightened by a new source of competitive edge—tangible values from the physical side and intangible values from the information side of reverse 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 毕业论文： 学生姓名： 定稿时间：- １２ -manufacturer’s 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 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 competitive 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 valuation of returnsGuide, Souz。