物流和扩展企业--基准和制造专业的最佳做法外文原文.pdfVIP

LOGISTICS AND THE EXTENDED ENTERPRISE: Benchmarks And Best Practices For The Manufacturing Professional Sandor Boyson 0-471-31430-7 (NOTE: The Figures and/or Tables mentioned in this sample chapter do not appear on the web version.) Logistics/Supply-Chain Management: The Hub of the Extended Enterprise Logistics/supply-chain management is the synchronized movement of inputs and outputs in the production and delivery of goods and services to the customer. In this integrative approach, a cross-functional senior management group coordinates physical and informational resources to optimize efficiency and effectiveness. It manages both the purchasing (or inputs) side of the resource stream, and the distribution (or outputs) side of the stream as a single integrated flow. This flow typically encompasses customer service, physical distribution, materials management, information management, and their related, highly complex subprocesses: order processing and order tracking, production planning and supplier management, purchasing, warehousing, transportation, and electronic supply-chain communications/payment systems. Taken together, total supply chain costs consume about 7 to 12 percent of corporate annual revenue across all industries. In one year alone (1997), U. S. corporations spent $862 billion on supply-chain activities, according to Cass Information Services 1998 State of Logistics Report. Today, senior executives in many industries are managing extraordinarily complex global supply chains that source raw materials from thousands of locations around the world and distribute finished products to thousands of other locations. Many of these executives have come to recognize that corporate capability in supply-chain management is an important lever of enterprise transformation. This critical coordination and value center can enable the enterprise to synchronize many simultaneously unfolding material and informational flows on a worldwide basis-and