Research Paper代寫參考：Automotive Spare Parts Manufacturing Supply Chain

Research Paper代寫參考-汽車零部件制造供應(yīng)鏈。本文是一篇留學生Research Paper寫作范文，本研究旨在客觀地研究全球供應(yīng)鏈中的庫存管理。本論文以汽車零部件制造行業(yè)的一家企業(yè)為例進行了案例研究，以了解全球供應(yīng)鏈中與庫存控制管理相關(guān)的重要職能方面。             
汽車行業(yè)一直是一個蓬勃發(fā)展的行業(yè)，在地方、國家和全球各個層面上都保持不變。汽車零部件的供應(yīng)是汽車行業(yè)的一個重要環(huán)節(jié)和過程。許多中小企業(yè)通過庫存管理有效地構(gòu)成了全球供應(yīng)鏈的一部分。下面就一起來看一下這篇關(guān)于汽車供應(yīng)鏈方面的Research Paper范文的具體內(nèi)容。

Abstract 摘要

This research study is objectively aimed at studying Inventory management in the global supply chain. The case study of an enterprise in the automotive spare parts manufacturing sector is presented to understand important aspects of functioning related to inventory control management in the global supply chain.
The automotive industry has always been a booming industry and continuous to remain the same on a all levels i.e. local, national and global. The supply of automotive components forms a vital link and process in the automotive industry. Many business small, medium-sized and large through inventory management form a part of the global supply chain effectively.
The researcher, proposes to present a case study analysis of Kapoor Automobiles (India), a medium-sized organization of repute and good market standing in the Global supply chain of automotive components. This research would throw light on the inventory management system employed by the organization, its effectiveness, shortcomings and remedial measures taken to fulfill consumer needs, retain them and grow through effective modes of Inventory control in the Global Supply Chain.
研究人員建議對卡普爾汽車（印度）進行案例分析，卡普爾汽車是一家在全球汽車零部件供應(yīng)鏈中享有聲譽和良好市場地位的中型組織。這項研究將揭示該組織采用的庫存管理系統(tǒng)、其有效性、缺點以及為滿足消費者需求而采取的補救措施，并通過全球供應(yīng)鏈中的有效庫存控制模式來保留和增長這些需求。
The researcher, further proposes to utilize business analytical tools of primary research i.e. qualitative research and quantitative research, secondary research, S.W.O.T analysis (Strength, weakness, opportunity and threats) and P.E.S.T.L.E. analysis (Political, economic, social, technological, legal and environmental) to ascertain the above mentioned objective of the research.
研究人員進一步建議利用初級研究的商業(yè)分析工具，即定性研究和定量研究、次級研究、S.W.O.T分析（優(yōu)勢、劣勢、機遇和威脅）和P.e.S.T.L.e.分析（政治、經(jīng)濟、社會、技術(shù)、法律和環(huán)境），以確定上述研究目標。
Introduction:引言
Kapoor Automobiles (India) was incorporated in the year 1965 in Mumbai (India). In the commencement Kapoor Automobiles (India) functioning in the capacity of a trading company for the sale and purchase of automotive rubber parts. In the year 1990, the business enterprise ventured into manufacturing activities and gradually advanced towards gaining a secure and permanent market position overseas in the automotive rubber parts replacement segment of the market. Kapoor Automobiles (India) succeeded in doing so on account of the provision of high quality services to their growing clientele.
卡普爾汽車公司于1965年在印度孟買成立。開始時，卡普爾汽車以貿(mào)易公司的身份經(jīng)營汽車橡膠零件的銷售和采購。1990年，該企業(yè)開始從事制造活動，并逐步在汽車橡膠零件更換市場的海外市場取得穩(wěn)固和永久的市場地位?？ㄆ諣柶囍猿晒?，是因為為其不斷增長的客戶提供了高質(zhì)量的服務(wù)。
Kapoor Automobiles (India) places a high magnitude of emphasis on high quality and increased productivity to meet the global consumer demand and counter-attack competition. The Research and Development team of Kapoor Automobiles (India) focuses in continuity research on the changing consumer needs and the firm attempts to incorporate those needs in their production activities.
Kapoor Automobiles (India) has been recognized as an organization of international repute by the following certification:
ISO 9001: 2000 Quality Management System Certificate by French giants SGS.
卡普爾汽車高度重視高質(zhì)量和提高生產(chǎn)力，以滿足全球消費者需求和應(yīng)對競爭?？ㄆ諣柶嚨难邪l(fā)團隊專注于不斷變化的消費者需求的連續(xù)性研究，并試圖將這些需求納入其生產(chǎn)活動。             
卡普爾汽車公司通過以下認證被公認為具有國際聲譽的組織：             
法國巨頭SGS頒發(fā)的ISO 9001:2000質(zhì)量管理體系證書。
From humble beginnings of a small workshop, Kapoor Automobiles (India) currently has a manufacturing plant with an area of 12000 sq meters with state-of-the-art anti vibration connection technology. Here, assembly elements of rubber-metal composition are manufactured.
卡普爾汽車公司最初是一家小型車間，目前擁有一家占地12000平方米的制造工廠，采用最先進的防振連接技術(shù)。制造橡膠金屬組合物的組裝元件。
The highlighting aspects of Kapoor Automobiles (India) are as follows: 卡普爾汽車（印度）的突出方面如下
The organization has a staff of 127 production staff, 12 administrative officials and 2 rubber technicians.
The products of the organization are a varied range of automotive rubber components for vehicles such as Bedford, BMC, BMW, Fiat, Hino, Isuzu, Iveco, Lada, Land Rover, Mazda, Mercedes, Mitsubishi, Nissan, Opel, Peugeot, Renault Toyota, VW, Volvo to name a few for the purpose of exemplification.
該組織有127名生產(chǎn)人員、12名行政官員和2名橡膠技術(shù)人員。             
該組織的產(chǎn)品是一系列汽車橡膠部件，用于貝德福德、BMC、寶馬、菲亞特、日野、五十鈴、依維柯、拉達、路虎、馬自達、梅賽德斯、三菱、日產(chǎn)、歐寶、標致、雷諾豐田、大眾、沃爾沃等汽車。
Kapoor Automobiles (India) focuses on four major production processes: 卡普爾汽車專注于四大生產(chǎn)流程
Rubber mixture preparation and Preforming 橡膠混合物制備和預成型
Metal forming and Machining 金屬成形和加工
Metal and pipe surface preparation.金屬和管道表面處理
Vulcanization 硫化
Kapoor Automobiles (India) has a clientele spread across the African and European continent and the Middle East. 卡普爾汽車的客戶遍布非洲、歐洲大陸和中東。
Aims and Motivations of the Research Study:研究的目的和動機
The automobile industry is a global industry which is witnessing a high level of growth. The competition in this global industry necessitates a well-coordinated process of supply of the automotive parts to car manufacturers as an when there is a demand for the same. Thereby the need to have good level of inventory management in the global supply chain is of prime importance to meet the demand of the market, help the business to survive and grow in this competitive market.
汽車行業(yè)是一個全球行業(yè)，正在經(jīng)歷高水平的增長。這一全球行業(yè)的競爭需要一個協(xié)調(diào)一致的汽車零部件供應(yīng)過程，以滿足汽車制造商的需求。因此，在全球供應(yīng)鏈中擁有良好的庫存管理水平對于滿足市場需求、幫助企業(yè)在競爭激烈的市場中生存和發(fā)展至關(guān)重要。
My motivation and aim of this research study is to comprehend all the aspects which make possible successful inventory control in global supply chain management. My area of research and analysis in this context would lay focus on the automotive parts manufacturing sector.
我這項研究的動機和目的是了解在全球供應(yīng)鏈管理中實現(xiàn)成功庫存控制的所有方面。我在這方面的研究和分析領(lǐng)域?qū)?cè)重于汽車零部件制造業(yè)。
General Objectives:總體目標
This study aims at on a general or basic level understanding Global Supply Chain Management and its significance in today day and age of excessive competition. The objective is also to learn about all the factors which influence inventory control in global supply chain management in a positive and negative way especially the automotive spare parts industry. To gain knowledge about how an improvement in the smooth functioning of global supply chain management can be brought about by a good level of inventory control.
本研究旨在從總體上或基本上了解全球供應(yīng)鏈管理及其在當今過度競爭時代的意義。目的還在于了解全球供應(yīng)鏈管理中影響庫存控制的所有因素，尤其是汽車零部件行業(yè)。了解如何通過良好的庫存控制來改善全球供應(yīng)鏈管理的順利運作。
Specific Aims:具體目標
This research is specifically aimed at understanding the functions of Kapoor Automobiles (India) with regard to inventory control in global supply chain management. In this regard its current activities, the positive aspects, the shortcomings and how improvisation could be brought about in the process of inventory control of Kapoor Automobiles (India) for global supply chain management.
本研究旨在了解卡普爾汽車在全球供應(yīng)鏈管理中的庫存控制功能。在這方面，其當前的活動、積極方面、缺點以及如何在卡普爾汽車（印度）的庫存控制過程中為全球供應(yīng)鏈管理帶來即興發(fā)揮。
Research Questions:研究問題
This dissertation is aimed at answering the following questions: 本文旨在回答以下問題
What is Global Chain Supply Management?什么是全球供應(yīng)鏈管理？
What is inventory control?什么是庫存控制？
How does Inventory Control in Global Supply Chain Management function in context to the automotive spare parts industry?全球供應(yīng)鏈管理中的庫存控制如何在汽車零部件行業(yè)中發(fā)揮作用？
How do firms in the automotive spare parts industry effective manage inventory control as a part of Global Supply Chain Management?作為全球供應(yīng)鏈管理的一部分，汽車零部件行業(yè)的企業(yè)如何有效地管理庫存控制？
Kapoor Automobiles (India)’s strategy of Inventory Control in Global Supply Chain Management?卡普爾汽車在全球供應(yīng)鏈管理中的庫存控制策略？
How could Kapoor Automobiles (India) improve on their Inventory Control in Global Supply Chain Management and compete better in the overseas market?卡普爾汽車如何在全球供應(yīng)鏈管理中改善庫存控制，并在海外市場更好地競爭？
What are the future trends perceived in the Automotive parts Inventory Control in Global Supply Chain Management?全球供應(yīng)鏈管理中汽車零部件庫存控制的未來趨勢是什么？
Dissertation Structure:論文結(jié)構(gòu)
The structure of this dissertation incorporates the following: Chapter 5 lays focus on the theoretical grounding for the research, reviewing a generous selection of literature on Supply Chain Management, Inventory control, all the aspect necessary to be taken into consideration for successful inventory control, the need of it and Global Supply Chain Management. Furthermore the literature review also brings forth the importance of good inventory control in the global supply chain management of the automotive parts industry.
本論文的結(jié)構(gòu)包括以下內(nèi)容：第5章著重于研究的理論基礎(chǔ)，回顧了大量關(guān)于供應(yīng)鏈管理、庫存控制、成功庫存控制所需考慮的所有方面、庫存控制的需求和全球供應(yīng)鏈管理的文獻。此外，文獻綜述還提出了良好的庫存控制在汽車零部件行業(yè)全球供應(yīng)鏈管理中的重要性。
Chapter 6 introduces the method of study to be employed to analyze inventory control in global supply chain management of Kapoor Automobiles (India). Chapter 7 presents the study’s findings and discussion which are initially presented in diagrammatic form, then discussed. Chapter 8 will collate the main findings of the study to provide solid conclusions. The limitations are given, followed by an appraisal of the project’s main strengths and weakness. Recommendations for future research are also provided.
第6章介紹了用于分析卡普爾汽車全球供應(yīng)鏈管理中庫存控制的研究方法。第7章介紹了本研究的發(fā)現(xiàn)和討論，最初以圖表形式呈現(xiàn)，然后進行了討論。第8章將整理研究的主要發(fā)現(xiàn)，以提供可靠的結(jié)論。給出了限制，然后對項目的主要優(yōu)勢和劣勢進行了評估。還提供了未來研究的建議
Literature Review:文獻綜述
Supply Chain Management: 供應(yīng)鏈管理
A Supply Chain Management activity could be understood as the management of materials, vital information and finances as they are channelized from a supplier to the manufacturers then to the wholesaler, retailer and finally the consumer. The activity of supply chain management comprises of skillful coordination and integration of the above aspects within organizations and among them. The final goal of an efficient supply chain management process is to bring about a reduction in stock with the basic ideology that products are available when needed. (Cooper, M.C., Lambert, D.M., & Pagh, J. (1997)
供應(yīng)鏈管理活動可以理解為材料、重要信息和財務(wù)的管理，因為這些信息從供應(yīng)商流向制造商，然后流向批發(fā)商、零售商，最后流向消費者。供應(yīng)鏈管理的活動包括在組織內(nèi)部和組織之間熟練地協(xié)調(diào)和整合上述方面。高效供應(yīng)鏈管理流程的最終目標是減少庫存，并遵循產(chǎn)品在需要時可用的基本理念。
Supply chain management flows can be divided into three main flows which are as follows: 供應(yīng)鏈管理流程可分為以下三個主要流程
The product flow 產(chǎn)品流程
The information flow 信息流
The finances flow 資金流
The product flow constitutes the flow of products or commodities from a supplier to a consumer. The second aspect which is information flow comprises of transmission of orders and updates on status deliveries. The third aspect is the financial flow which comprises of terms of credit, payments, consignment and title ownership arrangements. Supply Chain Management of different organization differs depending on the size and nature of the organization and the product manufactured. An effective supply chain management ensures process of obtaining supplies and components, conversion of the same in to finished products and making supply of these products to the final consumer. Supply Chain Management is the management of all these aspects aptly without delays and at a low cost fulfilling the needs of the consumer in the process. (Haag, S., Cummings, M., McCubbrey, D., Pinsonneault, A., & Donovan, R. (2006)
產(chǎn)品流構(gòu)成了從供應(yīng)商到消費者的產(chǎn)品或商品流。第二個方面是信息流，包括訂單的傳輸和狀態(tài)交付的更新。第三個方面是資金流，包括信貸條款、付款、寄售和所有權(quán)安排。不同組織的供應(yīng)鏈管理因組織的規(guī)模和性質(zhì)以及生產(chǎn)的產(chǎn)品而異。有效的供應(yīng)鏈管理確保了獲得供應(yīng)品和部件、將其轉(zhuǎn)化為成品以及向最終消費者供應(yīng)這些產(chǎn)品的過程。供應(yīng)鏈管理是對所有這些方面的恰當管理，無延遲，以低成本滿足過程中消費者的需求。
There are six key elements to a supply chain: (Ketchen Jr., G., & Hult, T.M. (2006) 供應(yīng)鏈有六個關(guān)鍵要素
Production 生產(chǎn)
Supply 供應(yīng)
Inventory 庫存
Location 位置
Transportation, and 運輸，以及
Information 信息
The following describes each of the elements: 以下描述了每個元素
1. Production 生產(chǎn)
The needs (Kouvelis, P.; Chambers, C.; Wang, H. (2006) and demands of the consumer is taken into account prior to production. Decisions regarding what to product, how to produce and how many units need to produced are taken. Furthermore, it is also decided upon whether to produce the whole product or certain parts should be outsourced. These vital decision regarding production activities should be made keeping in mind the volume of goods, the quality, capacity and the consumer wants and levels of satisfaction. Decision regarding operational activities should focus on equipment maintenance, scheduling and quality control.
在生產(chǎn)之前，考慮了消費者的需求。關(guān)于生產(chǎn)什么、如何生產(chǎn)以及需要生產(chǎn)多少個單元的決策都需要做出。此外，還決定是生產(chǎn)整個產(chǎn)品還是外包某些零件。做出這些關(guān)于生產(chǎn)活動的重要決定時，應(yīng)考慮到商品的數(shù)量、質(zhì)量、產(chǎn)能以及消費者的需求和滿意度。有關(guān)運營活動的決策應(yīng)側(cè)重于設(shè)備維護、調(diào)度和質(zhì)量控制。
2. Supply 供應(yīng)
An organization (Larson, P.D. and Halldorsson, A. (2004), cannot produce all the components required for the manufacture of a product and the need to outsource parts arises. The organization should be cautious in the choice it makes of the supplier of components. The focus of the organization while engaging a supplier to supply components should be on quality, flexibility and the development of velocity and at the same time should maintain low costs. In summation, vital decision has to be taken to make the outsourcing partnership or activity a viable one for the manufacture and supply of the final product.
一個組織無法生產(chǎn)產(chǎn)品制造所需的所有部件，因此需要外包部件。組織在選擇組件供應(yīng)商時應(yīng)謹慎。組織在聘請供應(yīng)商供應(yīng)部件時，應(yīng)將重點放在質(zhì)量、靈活性和發(fā)展速度上，同時應(yīng)保持低成本?？傊仨氉龀鲋匾臎Q定，使外包伙伴關(guān)系或活動成為最終產(chǎn)品制造和供應(yīng)的可行伙伴。
3. Inventory 庫存
Important decisions (Lavassani, M. K., Movahedi B., Kumar V. (2008) regarding how much should be stocked in the organization should be taken. A proper balance should be maintained as inventory holding is an important aspect of a good supply chain management process. The consumer demands should be met up without any supply delay and hence optimum level of inventory should be decided upon and place at strategic consumer points to serve the consumer as and when the demand for the product arises. Control policies must be checked upon to maintain right levels of supply at order and reorder points.
重要的決定關(guān)于組織中應(yīng)儲備多少。應(yīng)保持適當?shù)钠胶猓驗閹齑娉钟惺橇己霉?yīng)鏈管理流程的一個重要方面。消費者的需求應(yīng)該在沒有任何供應(yīng)延遲的情況下得到滿足，因此應(yīng)該確定最佳庫存水平，并將其放置在戰(zhàn)略消費者點，以便在產(chǎn)品需求出現(xiàn)時為消費者服務(wù)。必須檢查控制策略，以在訂購點和再訂購點保持正確的供應(yīng)水平。
4. Location 位置
Strategic decisions (Movahedi B., Kumar V. (2008) regarding location of the production plant, facilities of stocking and distribution should be made to ensure that the consumer avails the product when he demands without any delay. When the parts or components are light in weight and market driven, manufacturing units should be located near the final consumer. In heavy industries, sources of raw materials should be taken in consideration while deciding where the manufacturing plant should be located. Tax and tariff issues should be looked into while making strategic decisions.
就生產(chǎn)工廠的位置、庫存和分銷設(shè)施做出戰(zhàn)略決策，以確保消費者在其要求時及時獲得產(chǎn)品。當零件或組件重量輕且受市場驅(qū)動時，制造單位應(yīng)位于最終用戶附近。在重工業(yè)中，在決定制造廠的位置時，應(yīng)考慮原材料的來源。在作出戰(zhàn)略決策時，應(yīng)研究稅收和關(guān)稅問題。
5. Transportation 運輸
In context (Mentzer, J.T. et al. (2001) to fulfilling consumer demands, decisions related to transportation and inventory are quite closely connected. Utility of air transport is quick but expensive in comparison to water or road transport but makes the product available in a short span of time to the consumer. Water or road transport means being in possession of high levels of in-house stock to meet immediate consumer demands. Depending upon the demand the product generates, the cost of the product and the stock available decision relating to transportation should be made.
在滿足消費者需求的背景下，與運輸和庫存相關(guān)的決策密切相關(guān)。與水上或公路運輸相比，航空運輸?shù)氖褂盟俣瓤斓杀靖?，但可在短時間內(nèi)向消費者提供產(chǎn)品。水上或公路運輸意味著擁有高水平的內(nèi)部庫存，以滿足消費者的即時需求。根據(jù)產(chǎn)品產(chǎn)生的需求，應(yīng)做出與運輸相關(guān)的產(chǎn)品成本和可用庫存決策。
6. Information 信息
A (Simchi-Levi D.,Kaminsky P., Simchi-levi E. (2007) supply chain management in order to be effective focuses on acquiring information for point of final consumption and connecting the information resources all through the entire chain to bring an effective flow. A good organization of information is required to bring in innovation in operation. Connecting computers through networks and having the information flow streamlined helps consolidate knowledge and helps in creating velocity for the products. Account management software, product configurators, enterprise resource planning systems, and global communications are important factors to be considered.
為了有效，供應(yīng)鏈管理側(cè)重于獲取最終消費點的信息，并將整個供應(yīng)鏈的信息資源連接起來，以實現(xiàn)有效的流動。需要一個良好的信息組織，以實現(xiàn)運營創(chuàng)新。通過網(wǎng)絡(luò)連接計算機并簡化信息流有助于鞏固知識并有助于為產(chǎn)品創(chuàng)造速度?？蛻艄芾碥浖?、產(chǎn)品配置器、企業(yè)資源規(guī)劃系統(tǒng)和全球通信是需要考慮的重要因素。
Pragmatic Applications 應(yīng)用
Today the market scenario (de Kok, A.G., S.C. Graves (Editors) 2003) demands fast delivery of goods. By high levels of stocking, many organizations try to fulfill this market demand. The organizations are at times unable to produce goods as and when the market demands and hence maintains high stocks. If processes are analyzed in the supply chain then the causes and solutions could be found to bring reduction in throughput time. Reducing the time in the chain of events right from the moment the consumer places to the order to the delivery for the same could help a company gain a competitive edge without the need to have large stocks.
今天的市場場景要求快速交貨。通過高庫存，許多組織試圖滿足市場需求。這些組織有時無法在市場需要時生產(chǎn)商品，因此保持高庫存。如果對供應(yīng)鏈中的流程進行分析，則可以找到原因和解決方案，從而縮短生產(chǎn)時間?？s短從消費者下單到交貨的時間，可以幫助公司在不需要大量庫存的情況下獲得競爭優(yōu)勢。
Need for an effective Supply Chain Management: 需要有效的供應(yīng)鏈管理
There is a high degree (Stock, J.R., D.M. Lambert. 2001) of competition in the business scenario today which demands that an organization in order to have a competitive advantage should utilize its resources to do what it is good at and indulge in outsourcing those processes that are not significant from an overall objective of the organization. SCM enable an organization to restructure its complete operation focusing on core competencies and outsourcing certain processes which would help the organization gain apt market positioning. Furthermore, is important to make the right decisions of partners, resources and manpower. The organization should understand which process or pattern could reduce wastages and raise levels of competence.
當今的商業(yè)場景中存在著高度的競爭，這要求一個組織為了獲得競爭優(yōu)勢，應(yīng)該利用其資源來做自己擅長的事情，并將那些對組織總體目標不重要的流程外包出去。供應(yīng)鏈管理使組織能夠以核心能力為重點重組其完整運營，并將某些流程外包，這將有助于組織獲得適當?shù)氖袌龆ㄎ?。此外，重要的是對合作伙伴、資源和人力做出正確的決定。組織應(yīng)了解哪種流程或模式可以減少浪費并提高能力水平。
For the sake of exemplification, the Japanese (Coyle, J.J., E.J. Bardi, C.J. 2002) car industry manufactures small cars by capitalizing on its available resources. The Japanese car industry effectively utilizes supply chain management to maximize core competencies and create niche market positioning. Toyota Motor Corporation, a Japanese company, is stated to be the number one auto car maker overpowering Ford and General Motors of the United States.
為了舉例說明，日本汽車工業(yè)利用其現(xiàn)有資源制造小型汽車。日本汽車行業(yè)有效地利用供應(yīng)鏈管理來最大限度地提高核心競爭力并創(chuàng)造利基市場定位。據(jù)報道，日本豐田汽車公司是壓倒美國福特和通用汽車的頭號汽車制造商。
Value Advantage 價值優(yōu)勢
Supply Chain Management (Bowersox, D.J., D.J. Closs, M.B. Cooper. 2002) has made provision for business nowadays to not just have benefits of productivity alone but also on value advantage. Productivity advantage provides a lower cost profile and the value advantage gives the product an extra ‘plus’ over competitive offerings.Through maximizing added value there is cost reduction and more innovation can be brought to the product and process. Mass manufacturing offers productivity advantage and through mass customization, consumers are given the value advantage. For illustrative purposes, the Toyota Production System practiced in Toyota, evaluates (Ballou, R.H. 2003) its supply chain and determines what is value added activities and what is not value added activities.
供應(yīng)鏈管理已經(jīng)為當今的企業(yè)提供了條件，不僅要有生產(chǎn)力的好處，還要有價值優(yōu)勢。生產(chǎn)力優(yōu)勢提供了較低的成本，價值優(yōu)勢使產(chǎn)品比競爭產(chǎn)品具有額外的“優(yōu)勢”。通過最大化附加值，可以降低成本，并為產(chǎn)品和流程帶來更多創(chuàng)新。大規(guī)模制造提供了生產(chǎn)力優(yōu)勢，通過大規(guī)模定制，消費者獲得了價值優(yōu)勢。出于說明目的，豐田生產(chǎn)系統(tǒng)在豐田實施，評估其供應(yīng)鏈，并確定哪些是增值活動，哪些不是增值活動。
Inventory Holding:庫存持有
Advantages:優(yōu)點
The aspect which proves to be an (Silver, E.A., D.F. Pyke, R. Peterson 1998) advantage with regards to high inventory holding is that it acts as a buffer to the company when market demands are high. If prices are expected to rise then high stocking results in capital advantage or gain. The risk of supply shortage is overcome by high inventory. Market shortage of goods is also met with by high inventory.
事實證明在高庫存方面的優(yōu)勢在于，當市場需求高時，它可以作為公司的緩沖。如果價格預計會上漲，那么高庫存會帶來資本優(yōu)勢或收益。高庫存克服了供應(yīng)短缺的風險。市場上的貨物短缺也受到高庫存的影響。
Disadvantages:缺點
High cost warehouse management is the main disadvantage of having large inventory of finished products. There could be a possible capital loss to the business if the prices fall in the market in future. Cash is bound in carrying stocks and there is a risk of loss on account of degradation, defects and write-offs. Lack of proper management of inventory could lead to losses too. It should be noted that though inventory assists in operations, it is an asset that ties up funds i.e. working capital and the related opportunity cost.
高成本的倉庫管理是擁有大量成品庫存的主要缺點。如果未來市場價格下跌，企業(yè)可能會遭受資本損失?，F(xiàn)金被限制在庫存中，并且存在因退化、缺陷和注銷而損失的風險。缺乏適當?shù)膸齑婀芾硪部赡軐е聯(lián)p失。應(yīng)該注意的是，雖然庫存有助于運營，但它是一種資產(chǎn)，它會占用資金，即營運資金和相關(guān)的機會成本。       
Other disadvantages: 其他缺點
Stock could be stolen, lost or forgotten 存貨可能被盜、丟失或遺忘
Might be dangerous to store 儲存起來可能很危險
Might involve high cost to store particularly in terms of value.存儲成本可能很高，特別是在價值方面。
There is a possibility of replication or duplication at several different points e.g. retail stores, hospitals, builders, merchants.在零售店、醫(yī)院、建筑商、商戶等多個不同點存在復制或復制的可能性。
There are additional costs such as administrative and insurance costs 還有額外的費用，如行政和保險費用
Techniques to purchase stock and manage inventory efficiently 有效采購庫存和管理庫存的技巧
It is vital for any (Blackburn, J.D. 1990) business organization to learn to manage inventory with efficiency thereby making possible a company to stock inventory sufficiently to meet the consumer needs. Lack of sufficient stock leads to delays and causes disrepute to the business. On the contrary, large inventory block organizational funds. A business which is primarily retail makes money only on the sale of stock and maintenance of stocks involves the following costs:
任何商業(yè)組織都必須學會高效地管理庫存，從而使公司能夠充分庫存以滿足消費者的需求。缺乏足夠的庫存會導致延誤，并導致企業(yè)聲譽受損。相反，大量庫存阻礙了組織資金。以零售為主的企業(yè)僅通過銷售股票和維護股票賺錢，涉及以下成本：
Charges of Interest on any loans taken to buy goods. 購買商品的任何貸款的利息費用。
Charges for storage space.存儲空間費用。
Transportation costs for stock movement and for its display.庫存移動及其展示的運輸成本。
Cost of time involved in stock management.庫存管理所涉及的時間成本。
Cost involved in stolen of damaged stocks.被盜受損庫存的成本。
Payroll expenses.工資支出。
Substantial amounts of an organization’s funds could be blocked in inventory. Apt management of inventory essentially leads to high profits and lower costs.
一個組織的大量資金可能被凍結(jié)在庫存中。庫存的恰當管理本質(zhì)上導致高利潤和低成本。
Purchase the right products 購買合適的產(chǎn)品
Employ market research to make the identification of right products for the right market. 利用市場研究，為合適的市場確定合適的產(chǎn)品。
Analysis of sales charts of previous financial years. 分析上一財年的銷售圖表。
Identify needs of consumers and create those products to satisfy needs. 識別消費者的需求并創(chuàng)造滿足需求的產(chǎn)品。
Analysis of economy forecast in the periods to come and make a determination of how market would function or react. 分析未來時期的經(jīng)濟預測，并確定市場將如何運作或反應(yīng)。
Draw comparison between you and your competitors’ sales. 將你和競爭對手的銷售額進行比較。
Make the right decisions based on experience regarding what to products to buy and at what quantity. 根據(jù)經(jīng)驗做出正確的決定，決定購買什么樣的產(chǎn)品和數(shù)量。
Buying Correct Quantities 購買正確數(shù)量
In order to meet the varying market demand, it is necessary to maintain the right quantity of inventory. In the process of maintaining the right quantity of inventory care should be taken to not have overstocking of obsolete products. (Gilmore, J.H., B.J. Pine. 2000)
To do this you must:
為了滿足不斷變化的市場需求，有必要保持適當?shù)膸齑媪俊Ｔ诒３诌m當庫存量的過程中，應(yīng)注意不要積壓過時的產(chǎn)品。             
為此，您必須：
Have knowledge of the right product to order 了解要訂購的正確產(chǎn)品
Order the right quantity of the product 訂購正確數(shù)量的產(chǎn)品
Have knowledge of the right time to order the product 了解訂購產(chǎn)品的正確時間
Have knowledge of product arrival 了解產(chǎn)品到貨情況
Have knowledge about the right quantity of product to stock during the business cycle 了解業(yè)務(wù)周期內(nèi)庫存的產(chǎn)品數(shù)量
Have knowledge of when reorders need no submission 了解何時無需提交訂單
Have knowledge of when products should not be stocked 了解產(chǎn)品不應(yīng)存放的時間
This knowledge is acquired by analysis and experience:這些知識是通過分析和經(jīng)驗獲得的
Ensuring suppliers have market repute and would supply products in needed quantities.
確保供應(yīng)商具有市場聲譽，并能提供所需數(shù)量的產(chǎn)品。
Making a study of lead times for the purpose of supply and delivery to make possible ordering at the apt time, or determining the delivery time for the consumers is more products have to be ordered.
為了供應(yīng)和交付，研究提前期，以便在適當?shù)臅r間訂購，或者確定消費者的交貨時間，需要訂購更多的產(chǎn)品。
Overbuying should be avoided just to take advantage of special supplier deals.
應(yīng)該避免過度購買，只是為了利用特殊的供應(yīng)商交易。
Re-check buying plans weekly and amend as needed. If the stock is being sold or being utilized faster than expected, look to source more products as soon as the trend is identified and in existence.
Make a note of required stock levels (minimum, maximum and at the point to re-order).
每周重新檢查購買計劃，并根據(jù)需要進行修改。如果庫存的銷售或使用速度比預期快，那么一旦發(fā)現(xiàn)趨勢并存在，就尋找更多的產(chǎn)品。記錄所需庫存水平（最低、最高和重新訂購時）。
Success of Inventory Control:庫存控制成功
The regular and periodic (Stalk, G., T.H. Hout. 2003) evaluations of key performance indicators in companies help determine the success of an inventory system. The basic group of indicators reveals how well the inventory system fulfills the business needs and does it exceed the customer expectations. The inventory system should have the capability of accounting for that exists at the finished goods inventory with the inclusion of what was manufactured in the latest production cycle. This process makes it possible to bring forward units for consumer orders in at the right time without delays and help companies shorten the lead-time and thus building repute in the process.
對公司關(guān)鍵績效指標的定期和定期評估有助于確定庫存系統(tǒng)的成功?；局笜私M顯示了庫存系統(tǒng)滿足業(yè)務(wù)需求的程度以及是否超出了客戶的期望。庫存系統(tǒng)應(yīng)具有核算產(chǎn)成品庫存中存在的庫存的能力，包括最新生產(chǎn)周期中制造的產(chǎn)品。這一過程可以在正確的時間為消費者訂單提供單位，而不會延遲，并幫助公司縮短交付時間，從而在過程中建立聲譽。
An efficient system makes it possible to maintain a good balance between the stock that is in possession and the stock that is required to operate the business efficiently.
一個有效的系統(tǒng)可以在擁有的庫存和有效經(jīng)營業(yè)務(wù)所需的庫存之間保持良好的平衡。
Global Supply Chain Management:全球供應(yīng)鏈管理
For many business (De Geus, A., (1998) organizations, Global Supply Chain Management has become increasing important as there has been an increase in offshore sourcing and globalization. As global supply chain management involves many countries thereby the issues or difficulties to be tackled are many too. Primarily the overall costs need to be considered. Though labor cost could be minimal, cost of space, tariffs and other costs needs to considered with doing business abroad. The exchange (Drucker, P. (1988), rate too needs to be factored. The company’s lead-time could positively or negatively affect depending on the productivity of the employees overseas and the shipping time involved. There could be time lags on account of custom clearance time and other governmental red tape. (Gersick, C. J. G. (1991). Supplier selection is also another important aspect of global supply chain management. Extensive research should be carried out by the company to help make the right choice. Logistical issues such as deciding the number of plants and their locations to surface and have to be worked out carefully. (Romanelli, E. and Tushman, M. L. (I994)
對于許多企業(yè)來說，隨著離岸外包和全球化的增加，全球供應(yīng)鏈管理變得越來越重要。由于全球供應(yīng)鏈管理涉及許多國家，因此需要解決的問題或困難也很多。首先需要考慮整體成本。盡管勞動力成本可能很低，但在國外開展業(yè)務(wù)時，需要考慮空間成本、關(guān)稅和其他成本。匯率也需要考慮。公司的交貨期可能會對海外員工的生產(chǎn)力和所涉及的運輸時間產(chǎn)生積極或消極的影響。由于清關(guān)時間和其他政府繁文縟節(jié)，可能會有時間延遲。供應(yīng)商選擇也是全球供應(yīng)鏈管理的另一個重要方面。公司應(yīng)進行廣泛的研究，以幫助做出正確的選擇。后勤問題，如決定工廠數(shù)量及其浮出水面的位置，必須仔細解決。
Assembler-supplier relationships in the global auto industry 全球汽車行業(yè)的裝配商與供應(yīng)商關(guān)系
For the last two decades, there has been a change in the relationship between assemblers and suppliers. Initially there has been a shift from supply of individual components to supply of complete function such as “corners”, systems, modules or sub-assemblies.
(Sadler, D. (1998) a supplier who is first-tier assembles parts and makes a supply of them as complete units (such as dashboards, rear axle assemblies, body panels and seats). Operations earlier carried out in-house by the assembler, such as the manufacture of seats and exhaust systems, are moved on to the first-tier supplier. Second, component producers have taken an further role in the creating design of components and systems (Humphrey, J. and M. Salerno (2000) First-tier component producers assert more involvement with their consumers and have transited to providing ‘black box’ parts or systems. While the assembler gives overall performance specifications and information about the interface with the remaining aspect of the car, the supplier designs a solution using its own technology, often taking in a basic design to the customer’s specific requirements.3 This shift has facilitated car assemblers to transfer R & D costs to component manufacturers and to take advantage from the specialized technological skills of these producers.
在過去二十年中，裝配商和供應(yīng)商之間的關(guān)系發(fā)生了變化。最初，已從供應(yīng)單個部件轉(zhuǎn)向供應(yīng)完整功能，如“角落”、系統(tǒng)、模塊或子組件。一家第一級供應(yīng)商，負責組裝零件，并將其作為完整的部件（如儀表板、后軸總成、車身面板和座椅）供應(yīng)。早些時候由組裝商在內(nèi)部進行的操作，如座椅和排氣系統(tǒng)的制造，都轉(zhuǎn)移到了第一級供應(yīng)商。第二，組件生產(chǎn)商在組件和系統(tǒng)的創(chuàng)建設(shè)計中發(fā)揮了更大的作用。第一級組件生產(chǎn)商主張更多地參與其消費者，并已過渡到提供“黑箱”零件或系統(tǒng)。雖然裝配商給出了總體性能規(guī)格和與汽車其余方面的接口信息，但供應(yīng)商使用自己的技術(shù)設(shè)計解決方案，通常根據(jù)客戶的具體要求進行基本設(shè)計。3這種轉(zhuǎn)變促使汽車裝配商將研發(fā)成本轉(zhuǎn)移到零部件制造商，并利用這些制造商的專業(yè)技術(shù)技能。       
Conclusion 結(jié)論
As supply chains have moved from a cost focus to a customer focus and now currently to a strategic focus, the need to think strategically about the supply chain has never been more important. The success of a strategy is only as good as the company’s ability to fully and properly execute it. A great supply chain strategy, linked with operational excellence, can provide success for not only the company in question but also its partners and customers.
隨著供應(yīng)鏈從以成本為中心轉(zhuǎn)向以客戶為中心，目前又轉(zhuǎn)向以戰(zhàn)略為中心，對供應(yīng)鏈進行戰(zhàn)略思考的必要性從未如此重要。一項戰(zhàn)略的成功與否取決于公司是否有能力充分、恰當?shù)貓?zhí)行它。一個偉大的供應(yīng)鏈戰(zhàn)略，與卓越的運營相聯(lián)系，不僅可以為相關(guān)公司，也可以為其合作伙伴和客戶帶來成功。
Methodology:方法論
This chapter will essentially focus on the method employed for the conduct of research and analysis. The reasons governing the techniques chosen would be furnished. Furthermore, the chosen method of analysis of data compiled and the ethical consideration therein would be discussed.
本章主要關(guān)注研究和分析所采用的方法。將提供控制所選技術(shù)的原因。此外，還將討論所選擇的數(shù)據(jù)分析方法以及其中的倫理考慮。
Primary Research:主要研究
Ethical Considerations:道德考量
The researcher is of the conviction that no research should be carried out without attention being paid to the implications which are of ethical nature. On ethical grounds, the researcher presented in all clarity to the participants or volunteers for this research study that the research was purely for academic reasons and the data compiled and analyzed would be utilized for the purpose of Academic projects and would not be in any manner shared with any other individuals other than Academicians evaluating the research conducted nor would the data collected be employed for commercial usage. The researcher provided this indemnification and hence the participants agreed to volunteer vital information regarding Kapoor Automobile’s policies of Inventory holding and Global supply chain management.
研究者堅信，在進行研究時，不應(yīng)忽視倫理性質(zhì)的影響?；趥惱淼睦碛?，研究人員向本研究的參與者或志愿者明確表示，該研究純粹出于學術(shù)原因，所收集和分析的數(shù)據(jù)將用于學術(shù)項目，不會以任何方式與任何其他個人共享，而非評估所進行研究的院士，也不會將收集的數(shù)據(jù)用于商業(yè)用途。研究人員提供了這一賠償，因此參與者同意自愿提供有關(guān)卡普爾汽車庫存持有和全球供應(yīng)鏈管理政策的重要信息。
Furthermore the participants were informed of the fact that no participation fee would be levied or charged.
此外，與會者還被告知，不會收取任何參與費。
Face to Face Interviews:面對面訪談
Face to face interviews were conducted with the C.E.O. of Kapoor Automobiles (India) and the Board of Directors of the company to gain an understanding into the overall aspects of the functioning of the organization and to also gain information about their modes of Inventory control in their Global Supply Chain Management activities. Information about this was provided it in depth and the research succeeded in getting a clear practical picture of their operations. The researcher failed to acquire figurative data relating to inventory control as the C.E.O and the Board of Directors expressed confidentiality issues. The interviews too were conducted in an informal manner as they the participants (C.E.O and Board of Directors) insisted on anonymity and the researcher assured them of the same.
與卡普爾汽車首席執(zhí)行官和公司董事會進行了面對面訪談，以了解組織運作的整體方面，并了解其全球供應(yīng)鏈管理活動中的庫存控制模式。關(guān)于這一點的信息被深入地提供了，研究成功地對他們的行動有了清晰的實際情況。由于首席執(zhí)行官和董事會表示存在保密問題，研究人員未能獲得與庫存控制相關(guān)的形象數(shù)據(jù)。采訪也是以非正式的方式進行的，因為參與者（首席執(zhí)行官和董事會）堅持匿名，研究人員也向他們保證了這一點。
For gaining an understanding of the production process and actual physical inventory control process, rubber technicians and warehouse supervisor of Kapoor Automobiles (India) were interviewed and productive insight was gained by the researcher.
為了了解生產(chǎn)過程和實際實際庫存控制過程，采訪了卡普爾汽車（印度）的橡膠技術(shù)人員和倉庫主管，研究人員獲得了生產(chǎn)洞察力。       
Time and Access:時間和訪問
Limitations emerged in the form of lack of time and access in the case of certain Board of Directors of Kapoor Automobiles. Of the 8 Board of directors, 2 of them could not be accessed as they were overseas to conduct negotiations of Kapoor Automobiles (India) and hence they could not be interviewed. Some of the available Board of Directors could not spare sufficient time of the interviews as they had to attend to the day to day management affairs of the organizations. Though the time they made available was limited, their input were undoubted valuable.
在卡普爾汽車公司的某些董事會中，由于缺乏時間和訪問權(quán)限，出現(xiàn)了限制。在8名董事會中，有2名董事因在海外與卡普爾汽車進行談判而無法聯(lián)系，因此無法接受采訪。一些可用的董事會無法抽出足夠的時間進行面試，因為他們必須處理組織的日常管理事務(wù)。盡管他們提供的時間有限，但他們的投入無疑是有價值的。
The C.E.O. expressed inability to even provide approximations of figurative data citing confidentiality issued and hence the researcher failed to have access to any figurative data whatsoever.
首席執(zhí)行官表示，甚至無法提供形象數(shù)據(jù)的近似值，理由是發(fā)布了保密信息，因此研究人員無法獲得任何形象數(shù)據(jù)。
Secondary Research:次要研究
The techniques of secondary research employed by the researcher were essentially gaining vital data from the online library provided by Cardiff Business School. This library of the Cardiff Business School was of immense utility as all the theories relating to Inventory Control and Global Supply Chain Management were available in abundance and facilitated a process of ease in understanding and compiling the much required theories and data. The search engines of Mintel and Ebsco proved to be of immense use to the researcher.
研究人員采用的二級研究技術(shù)基本上是從卡迪夫商學院提供的在線圖書館獲取重要數(shù)據(jù)?？ǖ戏蛏虒W院的這個圖書館具有巨大的實用性，因為與庫存控制和全球供應(yīng)鏈管理相關(guān)的所有理論都非常豐富，有助于輕松理解和匯編所需的理論和數(shù)據(jù)。Mintel和Ebsco的搜索引擎被證明對研究人員非常有用。
Besides the above mentioned source, the researcher referred to several books written by experts in the field of Inventory control and Global Supply Chain Management to acquire multiple perspectives on the area of research and analysis. The information gained was significant and hence employed by the researcher in his research study.
除上述來源外，研究人員還參考了庫存控制和全球供應(yīng)鏈管理領(lǐng)域?qū)＜易珜懙膸妆緯?，以獲得研究和分析領(lǐng)域的多個視角。獲得的信息非常重要，因此研究人員在其研究中使用了這些信息。
Findings and Analysis:發(fā)現(xiàn)和分析
Introduction:簡介
Employing the primary research techniques, the researcher learnt through face to face interviews of the C.E.O and Board of Directors of Kapoor Automobiles (India) that the organization being medium-sized, financially they are not in a position to have high levels of inventory to meet unforeseen demands of the consumers in the Global Supply Chain Management process. Kapoor Automobiles (India) initially commenced as a very small business outfit carrying out its production, stocking and distribution activities from a very small workshop. Kapoor Automobiles (India) grew successfully over a period of time and now possess a large production and warehousing unit in comparison to what they had when the business commenced and this is owing to the fact that business leaders at Kapoor Automobiles (India) formulate the apt strategy to meet demand of consumers spread across the continents of Asia, Europe and the Middle East. Financial constraints necessitate Kapoor Automobiles (India) to follow the Just-in-time inventory management process.
利用主要研究技術(shù)，研究人員通過對卡普爾汽車公司首席執(zhí)行官和董事會的面對面訪談了解到，該公司規(guī)模中等，在財務(wù)上無法擁有高水平的庫存，以滿足全球供應(yīng)鏈管理過程中消費者的意外需求。卡普爾汽車最初是一家非常小的企業(yè)，在一個非常小的車間開展生產(chǎn)、庫存和分銷活動?？ㄆ諣柶嚬驹谝欢螘r間內(nèi)成功發(fā)展，與業(yè)務(wù)開始時相比，現(xiàn)在擁有一個大型的生產(chǎn)和倉儲部門，這是因為卡普爾汽車公司的商業(yè)領(lǐng)袖制定了適當?shù)膽?zhàn)略，以滿足亞洲、歐洲和中東各大洲消費者的需求。財務(wù)約束要求卡普爾汽車遵循準時庫存管理流程。
Just-in-time (JIT) could be defined as a strategy of inventory management. This methodology focuses on bringing about an improvement in the firm’s return on investment by bring down or reducing the in-process inventory and related carrying costs. Just-In-Time production method is also termed as Toyota Production System. In order to fulfill objectives of Just-In-Time, this inventory management method is reliant on Kanban or signals emerging between different points in the link, which indicate the production department as to when the next batch should be produced.
準時制可以定義為庫存管理的一種策略。該方法側(cè)重于通過降低或減少在制品庫存和相關(guān)賬面成本來提高公司的投資回報。準時生產(chǎn)法也稱為豐田生產(chǎn)系統(tǒng)。為了實現(xiàn)準時制的目標，這種庫存管理方法依賴于看板或鏈接中不同點之間出現(xiàn)的信號，這些信號指示生產(chǎn)部門何時生產(chǎn)下一批產(chǎn)品。
Initially, Kapoor Automobiles (India) was following this method on account of financial constraints which did not permit holding large inventory but now Kapoor Automobiles (India) prefers this method as the market trend is changing in continuity on account of new technological developments at regular and short intervals and this required constant change in product and the production methods and the other obvious reason as stated by Kapoor Automobiles (India) is the fact that they are yet a medium sized enterprise and would not be in a position to have large inventory.
卡普爾汽車開始采用這種方法是因為財務(wù)限制，不允許持有大量庫存，但現(xiàn)在卡普爾汽車更傾向于采用這種方法，因為由于定期和短時間內(nèi)的新技術(shù)發(fā)展，市場趨勢不斷變化，這需要產(chǎn)品和生產(chǎn)方法的不斷變化，卡普爾汽車指出的明顯原因是，他們?nèi)匀皇且患抑行推髽I(yè)，無法擁有大量庫存。
They further stated that large inventory for the Global Supply Chain Management process could lead to financial losses as the inventory could go obsolete as the automobile industry is a progressive and booming industry and there is a requirement of constant modification in the spare parts or components utilized for the manufacture of automobiles.
他們進一步表示，全球供應(yīng)鏈管理流程的大量庫存可能會導致財務(wù)損失，因為汽車行業(yè)是一個進步和蓬勃發(fā)展的行業(yè)，需要不斷修改用于制造汽車的零部件或部件，因此庫存可能會過時。
Conclusively, Kapoor Automobiles (India) have stated that Just-In-Time inventory management system helps them reduce the in-process inventory costs and other related costs and hence is the most preferred mode of inventory management. They further state that their organization is in a state of growth in continuity and they objective aim at converting Kapoor Automobiles (India) which is currently a medium sized organization into a large sized organization and when Kapoor Automobiles (India) attains this objective they would continue to function utilizing Just-In-time inventory management system to meet the demands of their clients in the Global Chain as the product features and demands related to it are changing continuously and maintaini.
最后，卡普爾汽車表示，實時庫存管理系統(tǒng)有助于他們降低在制品庫存成本和其他相關(guān)成本，因此是最優(yōu)選的庫存管理模式。他們進一步表示，他們的組織處于持續(xù)增長的狀態(tài)，他們的目標是將卡普爾汽車公司目前是一家中型組織）轉(zhuǎn)變?yōu)榇笮徒M織，當卡普爾汽實現(xiàn)這一目標時，他們將繼續(xù)利用及時庫存管理系統(tǒng)來滿足他們的需求全球鏈中的客戶，因為與之相關(guān)的產(chǎn)品特性和需求不斷變化。本站提供各國各專業(yè)Research Paper代寫或指導服務(wù)，如有需要可咨詢本平臺。