PUSH/PULL SUPPLY CHAIN MODELS
　　推動(dòng)價(jià)值鏈模型
　　A push model of the supply chain relies on manufacturers producing according to historical demand patterns and pushing products out to distributors and customers. Inventory is held at various points as a buffer against unexpected demand or production delays. By contrast, in a pull model demand stimulates production and delivery. Essentially, just-in-time inventory control is a pull model as ordering and production are triggered by customers’ orders. No orders are raised nor production started until there is downstream demand.
　　供應(yīng)鏈的推動(dòng)模型依賴于制造商根據(jù)歷史需求模式來(lái)生產(chǎn)，然后將產(chǎn)品推向經(jīng)銷商和客戶。存貨是在不同的時(shí)點(diǎn)可以作為一個(gè)緩沖區(qū)來(lái)滿足未預(yù)計(jì)的需求或者生產(chǎn)延誤。與此相反，在推動(dòng)模式下，需求刺激生產(chǎn)和運(yùn)輸。從本質(zhì)上講，無(wú)庫(kù)存制度是一個(gè)推動(dòng)模式，因?yàn)樯a(chǎn)是因?yàn)橐延械目蛻粜枨蠡蚩蛻粲唵?。沒有訂單，就不會(huì)開始生產(chǎn)，直到下游有需求為止。
　　Of course, pure push or pull models exist only in theory: demand for a product will never cause a supply chain to start mining iron ore and producing steel. Nor will a push model guarantee that products made will be bought. At some point, in every supply chain, demand push will meet demand pull, and inventory will accumulate there. Note that large geographical distances between suppliers and customers, or processes that take time (such as growing crops) make pull systems more difficult to organise.
　　當(dāng)然，純粹的推動(dòng)模型只存在于理論中：對(duì)產(chǎn)品的需求不會(huì)導(dǎo)致延遲開采鐵礦石和鋼鐵生產(chǎn)。推動(dòng)模型也不能保證產(chǎn)品會(huì)被買走。在某些時(shí)候，在每一個(gè)供應(yīng)鏈，需求推動(dòng)會(huì)滿足需求拉動(dòng)并且?guī)齑鏁?huì)積累。如果供應(yīng)商和客戶之間有大的地理距離或者過(guò)程需要較長(zhǎng)時(shí)間（如種植農(nóng)作物），那么推動(dòng)模型將更難組織。
　　However, inventory can be minimised and customer service improved if all parties in the supply chain can be better synchronised and have the ability to react quickly. For example, a traditional model of replenishing inventory in supermarkets would rely on each supermarket issuing an order to suppliers, probably by electronic data interchange (EDI), once inventory falls below reorder level. However, orders then arrive ‘out-of-the-blue’ at suppliers, who either have to have sufficient production capacity or who have to hold inventories to respond quickly. A better way is to give suppliers access to supermarkets’ inventory records through an extranet so that inventory levels and rates of change can be monitored. Supplies can be dispatched even without having to wait for an order. In this way, suppliers will be much better able to anticipate demand and produce accordingly. Better synchronisation and lower inventory levels have been achieved.
　　然而，如果價(jià)值鏈中所有各方同步并且必須迅速作出反應(yīng)，那么庫(kù)存可以最小化并且客戶服務(wù)將會(huì)改善。例如，一個(gè)傳統(tǒng)的模型就是補(bǔ)充超市的庫(kù)存，這個(gè)依賴于每個(gè)超市的電子數(shù)據(jù)，一旦存貨達(dá)到再訂購(gòu)水平，其就會(huì)給供應(yīng)商發(fā)布訂單。然而，意外的訂單使得供應(yīng)商既沒有足夠的生產(chǎn)能力也沒有足夠的存貨來(lái)應(yīng)對(duì)。一個(gè)更好的方法讓供應(yīng)商通過(guò)外部網(wǎng)絡(luò)進(jìn)入超市的庫(kù)存系統(tǒng)，使得庫(kù)存水平和變化率可以進(jìn)行監(jiān)控。供應(yīng)商可以在沒有訂單的情況下直接派送。這樣一來(lái)，供應(yīng)商將能夠更好地預(yù)測(cè)需求然后相應(yīng)的生產(chǎn)。更好的同步和更低的庫(kù)存水平便可以實(shí)現(xiàn)。
　　Information technology is of great assistance in moving towards a pull model as it influences the downstream supply chain through the 6I’s of e-business:
　　l Intelligence – for example, internet sites can track user activity and from that analyse which products are growing or falling in popularity. Information can be fed directly into a data warehouse for subsequent analysis and data mining.
　　l Interactivity – internet customers can customise their purchases. For example, some computer companies build to order allowing different combinations of hardware and software to be chosen.
　　l Integration – following on from interactivity, once an order has been placed, the pull process can begin by scheduling component ordering, production and despatch.
　　l Individualisation – for example, relevant offers can be made to each customer. If someone has bought a particular printer, then subsequently offers can be made to sell ink or toner cartridges.
　　l Independence (from location) – the location of the supplier is largely irrelevant provided a good procurement and distribution system is in place. This is covered further below under logistics.
　　l Industry (structure) – fast responses to customer demand is liable to affect industry structure as it will often favour larger, better-organised companies who make use of sophisticated ordering and delivery solutions. There are fewer and fewer places in which poor performers can hide.
　　信息技術(shù)是推動(dòng)模型的很好地工具，因?yàn)樗绊懲ㄟ^(guò)電子商務(wù)供應(yīng)鏈上下游的6I：
　　情報(bào) - 例如，互聯(lián)網(wǎng)可以跟蹤用戶的活動(dòng)，并分析哪些產(chǎn)品的銷量的在長(zhǎng)或下降。信息可以直接反饋進(jìn)入數(shù)據(jù)庫(kù)用于隨后的分析和數(shù)據(jù)挖掘。
　　互動(dòng)性 - 互聯(lián)網(wǎng)的客戶可以定制他們的需求。 例如，一些電腦公司按訂單要求，允許不同的硬件和軟件的組合。
　　集成 – 基于互動(dòng)性，一旦已有訂單，那么便可以推動(dòng)整個(gè)過(guò)程開始訂購(gòu)，生產(chǎn)以及發(fā)貨。
　　個(gè)體化 - 例如，為每一個(gè)客戶提供不同的方案。如果有人買了一個(gè)特定的打印機(jī)，那么隨后可以提供油墨或墨粉盒。
　　獨(dú)立性（從位置來(lái)看） -假如有一個(gè)良好的采購(gòu)和分銷系統(tǒng)，那么供應(yīng)商的位置在很大程度上是無(wú)關(guān)緊要的。這部分內(nèi)容在下文涉及物流處進(jìn)一步講述。
　　產(chǎn)業(yè)（結(jié)構(gòu)） - 對(duì)客戶需求的快速響有益于影響行業(yè)結(jié)構(gòu)，因?yàn)檫@個(gè)更偏向采用復(fù)雜的采購(gòu)與交付系統(tǒng)的于較大的，組織更好地企業(yè)。表現(xiàn)欠佳是很難在此隱藏生存下去的。
　　SUPPLY CHAIN CHOICES
　　供應(yīng)鏈選擇
　　Supply chain pathways can be complex:
　　As with many other functions, outsourcing is increasingly used in supply chain management. Logistics companies can perform many supply chain functions more efficiently and economically than they can be done in-house, and we will see some examples below.
　　供應(yīng)量途徑是復(fù)雜的
　　與許多其他功能類似，服務(wù)外包也被日益運(yùn)用在供應(yīng)鏈管理中。物流企業(yè)可以使得許多供應(yīng)鏈職能更經(jīng)濟(jì)有效，而且我們會(huì)看到下面的一些例子。
　　Some of the main choices to be made in supply chain pathways are as follows.
　　(1) Who transports the goods? The main solutions are:
　　the buyer transfers them using own transport
　　the seller transfers them using own transport
　　a logistics company transfers them
　　(2) What delivery pathways are best?
　　(3) Who stores the goods? The organisation, the supplier, or a logistics company.
　　(4) Which manufacturing, packaging, labelling, kitting, or completion tasks are carried out by the organisation and which by other parties? (Kitting relates to processes such as adding batteries).
　　(5) Who is responsible for quality assurance and proper handling of the goods?
　　(6) How should returns be handled?
　　(7) How can fast and responsive deliveries by arranged?
　　(8) Who handles customs clearance?
　　一些主要的選擇在供應(yīng)鏈途徑中如下：
　　（1）誰(shuí)運(yùn)輸?shù)呢浳?？主要的解決方案是：
　　客戶使用自己的交通工具轉(zhuǎn)移
　　銷售商使用自己的交通工具轉(zhuǎn)移
　　物流公司轉(zhuǎn)移
　　（2）什么時(shí)候交貨途徑是*4的？
　?。?）誰(shuí)存儲(chǔ)的貨物？公司，供應(yīng)商或物流公司？
　?。?）公司負(fù)責(zé)制造，包裝，標(biāo)簽，裝備，或項(xiàng)目完成，那么其他各方完成什么？ （裝備涉及如添加電池等過(guò)程）。
　?。?）誰(shuí)負(fù)責(zé)質(zhì)量保證和貨物的妥善處理？
　?。?）應(yīng)如何申報(bào)辦理？
　?。?）如何能夠安排快速反應(yīng)及交付？
　　（8）負(fù)責(zé)處理通關(guān)？
　　SUPPLY CHAIN EXAMPLES
　　供應(yīng)鏈案例
　　Pharmaceutical: Many pharmaceuticals, such as insulin and flu vaccines, are temperature-sensitive and have to be stored below, say, 5°C to maintain their efficacy and safety. Manufacturers therefore need ensure that their worldwide distribution, by air and road, to hospitals and pharmacies can be guaranteed to have complied with the storage required and that this can be verified and demonstrated. It is not realistic for pharmaceutical companies to carry out such specialised distribution themselves on a worldwide basis, as this would imply refrigerated warehouses, air freight and transportation in every country supplied. Many logistics companies offer suitable services.
　　藥物行業(yè)：許多藥物，如胰島素和流感疫苗，是溫度敏感的因此必須要被存儲(chǔ)于5℃以下以保持其功效和安全性。因此，制造商需要展示并確保其全球范圍內(nèi)的航空、公路運(yùn)輸至醫(yī)院和藥店的存儲(chǔ)條件。但是制藥企業(yè)自己開展這樣的在全球范圍內(nèi)專門分銷的網(wǎng)絡(luò)是不現(xiàn)實(shí)的，因?yàn)檫@將意味著冷藏倉(cāng)庫(kù)，空運(yùn)和交通運(yùn)輸需要在每一個(gè)國(guó)家均可以提供。然而許多物流企業(yè)為此提供合適的服務(wù)。
　　Packaging: Transporting packaging is wasteful, adding both weight and volume to products. Therefore, an efficient distribution solution can be to export the basic products and then package those locally with using language-specific packaging. Once again, it can be inefficient for manufacturers to do this and frequently logistics companies carry out locally the packaging, printing instructions and labelling.
　　Customs clearance: Each country tends to have its own import regulations and tariffs. Navigating through these requires considerable local expertise and logistics companies are often used to facilitate the efficient international movement of goods.
　　Distribution: Imagine you distribute a product throughout Europe and customers need stock replenished frequently and quickly. One solution would be to set up your own warehouses and distribution vehicles in every country. However, you will realise that this would require vast resources. Almost certainly it would be better to outsource this to a logistics company as that is likely to enjoy great economies of scale. The logistics company can both warehouse the goods locally and provide transport to customers allowing a more just-in-time approach to be taken.
　　包裝：運(yùn)輸包裝浪費(fèi)，增加產(chǎn)品的重量和體積。因此，高效的配送解決方案可以出口基本產(chǎn)品，然后在本地使用當(dāng)?shù)氐恼Z(yǔ)言再進(jìn)行包裝。
　　再次說(shuō)明，生產(chǎn)商自己完成這個(gè)是低效率，然而應(yīng)由經(jīng)常物流公司開展本地的包裝，印刷說(shuō)明書和標(biāo)簽。
　　通關(guān)：每個(gè)國(guó)家往往擁有自己的進(jìn)口條例和關(guān)稅。
　　完成這些要求需要大量的本地專業(yè)知識(shí)和物流公司以用來(lái)促進(jìn)貨物的有效的國(guó)際運(yùn)動(dòng)。
　　分銷：想象一下，你在整個(gè)歐洲分銷一種產(chǎn)品，但是客戶更新此產(chǎn)品的速度很快。一個(gè)解決辦法是在每一個(gè)國(guó)家建立自己的倉(cāng)庫(kù)和配送車輛。但是你會(huì)發(fā)現(xiàn)，這需要大量的資源。幾乎可以肯定，將此外包給一家物流公司將是更好的選擇，因?yàn)檫@可以享受到巨大的規(guī)模經(jīng)濟(jì)。該物流公司可以當(dāng)?shù)赜凶约旱膫}(cāng)庫(kù)，并且可以實(shí)現(xiàn)零庫(kù)存系統(tǒng)來(lái)及時(shí)提供運(yùn)輸服務(wù)至客戶處。