1.你認(rèn)為微笑曲線還有現(xiàn)實意義嗎蔗彤？為什么？互聯(lián)網(wǎng)環(huán)境下會產(chǎn)生哪些改變旺坠？
答乔遮；（1）我認(rèn)為微笑曲線有意義，因為微笑曲線理論可以提供一個新的思考方向取刃，微笑曲線中間是制造蹋肮；左邊是研發(fā)，屬于全球性的競爭璧疗；右邊是營銷坯辩，主要是當(dāng)?shù)匦缘母偁帯奈⑿η€可以找出附加價值在哪里病毡，第二個是關(guān)于競爭的形態(tài)
? ? ? ? ? ?(2)在互聯(lián)網(wǎng)+工業(yè)的影響下我們不用再糾纏微笑曲線這個難題了濒翻。意外，制造業(yè)傳統(tǒng)意義上的價值創(chuàng)造和分配模式正在發(fā)生轉(zhuǎn)變啦膜，借助互聯(lián)網(wǎng)平臺有送，企業(yè)，客戶及利益相關(guān)方紛紛參與到價值創(chuàng)造僧家、價值傳遞 及價值實現(xiàn)等生產(chǎn)創(chuàng)造的各個環(huán)節(jié)雀摘，因為互聯(lián)網(wǎng)+工業(yè)不僅僅是信息共享，還將廣泛開展 物理共享八拱，從而形成新的價值創(chuàng)造和分享模式阵赠，開創(chuàng)全新的共享經(jīng)濟(jì)，帶動大眾創(chuàng)業(yè)和萬眾創(chuàng)新肌稻。
2.閱讀一篇以上Industrial Chain相關(guān)英文文章清蚀，要求用英文摘錄文章主旨，并列出關(guān)鍵單詞等爹谭，還須附上文章鏈接
答枷邪；High Quality Industrial drive chain
Why Choose Us ?
1.Hangzhou Donghua Chain Group Co., Ltd established in 1991, we have?3 subsidiaries in china and have 6 subsidiaries abroad;
2.We covering a production area of 200,100 square meters, have more than 1,800 sets of advanced equipment and over 3,100 highly skilled employees, the annual production capacity has exceeded 20,000,000 meters;
3.We specialized in producing all kinds of standard chains and special chains, such as A or B series chains, roller chains, drive chains, conveyor chains,?hoisting chains, agricultural chains, sprockets, wheels, gears and so on;
4.We have obtained ISO9001, ISO14001, ISO16969, AAA , API SGS certificates.
5.Our partners among world top enterprises, such as JOHNDEERE, NEW HOLLAND, CLAAS, HONDA, KUBOTA etc.
高質(zhì)量的工業(yè)傳動鏈
為什么選擇我們?
1。杭州東華鏈條集團(tuán)有限公司成立于1991年,我們在中國有三個子公司和海外有6家子公司;
2诺凡。我們覆蓋生產(chǎn)面積200100平方米,擁有1800多套先進(jìn)設(shè)備和超過3100高技能員工,年生產(chǎn)能力超過20000000米;
3所示东揣。我們專業(yè)生產(chǎn)各種標(biāo)準(zhǔn)鏈和特殊鏈,如A或B系列鏈、滾子鏈條腹泌、傳動鏈嘶卧、輸送鏈,起重鏈條,農(nóng)業(yè)鏈條、鏈輪凉袱、車輪芥吟、齒輪等;
4所示。我們已經(jīng)獲得ISO9001、ISO14001运沦、ISO16969 AAA,API SGS證書泵额。
5。我們的合作伙伴在世界頂級企業(yè),如JOHNDEERE,新荷蘭,CLAAS携添、本田、日本久保田公司等篓叶。
High Quality Industrial Drive Chain - Buy Industrial Drive Chain,Driving Roller Chain Product on Alibaba.com https://www.alibaba.com/product-detail/High-Quality-Industrial-Drive-Chain_1517015336.html?spm=a2700.7724857.main07.1.17a8049079lG2c
3.廠家直銷或減少中間商的做法在互聯(lián)網(wǎng)上非常流行烈掠，與此同時，你認(rèn)為會帶來哪些新問題缸托？該如何解決左敌。
答；（1）不利于我國經(jīng)濟(jì)朝集團(tuán)化俐镐，規(guī)慕孟蓿化，及國際化方向發(fā)展（2）廠家直銷沒有更好滴體現(xiàn)部門分工優(yōu)勢（3）廠家直銷直接影響我國交易的有序性
如何解決佩抹；盡量在以上問題中能更加 更好的處理 做到規(guī)范 ?合理化 ?各自發(fā)出最好的解決方案 ? 不可能做的十全十美但求做到最精
4.通過網(wǎng)上資料介紹紅領(lǐng)集團(tuán)或必要商城在供應(yīng)鏈管理上的創(chuàng)新有哪些叼风？
CE: 是不是服裝這樣的行業(yè)更容易實現(xiàn)供應(yīng)鏈的柔性化，紅領(lǐng)集團(tuán)的實踐是否能移植到一些比較重的制造行業(yè)棍苹？
趙先德：這個取決于公司的競爭戰(zhàn)略无宿，紅領(lǐng)的模式是適合于這種高端定制的，從頭到尾100%根據(jù)顧客的需求來設(shè)計枢里、生產(chǎn)制造孽鸡，其成本絕對比傳統(tǒng)的批量生產(chǎn)成本高，由于它出來的產(chǎn)品實質(zhì)上是在和現(xiàn)有的(手工)定制店競爭栏豺，相對手工定制店彬碱，通過數(shù)字化的生產(chǎn)和供應(yīng)鏈系統(tǒng)有效的提高了生產(chǎn)效率，但是相對傳統(tǒng)的大規(guī)模生產(chǎn)奥洼，(紅領(lǐng))效率還是有降低的巷疼。
CE: 戴爾[微博]、耐克溉卓、利豐都曾依靠供應(yīng)鏈優(yōu)勢迅速崛起皮迟，現(xiàn)在這些標(biāo)桿企業(yè)面臨怎樣的挑戰(zhàn)，供應(yīng)鏈在未來會有哪些更先進(jìn)的組織模式桑寨？
趙先德：供應(yīng)鏈比電商存在早得多伏尼，由于電商的發(fā)展，越來越多的人認(rèn)識到供應(yīng)鏈?zhǔn)侵С蛛娚痰母疚疚玻F(xiàn)在沒有供應(yīng)鏈爆阶，你的電商是做不下來的。總體來講任何商業(yè)模式的創(chuàng)新辨图，沒有供應(yīng)鏈流程的再造班套，流程的整合，流程的創(chuàng)新故河，你的商業(yè)模式是不能落地的吱韭，能落地你的競爭優(yōu)勢也不可持續(xù)，因為基本上這個世界是這樣鱼的，你有創(chuàng)新的東西理盆，你一做出來馬上別人就看到，如果你這個商業(yè)模式不需要供應(yīng)鏈的不同流程的整合創(chuàng)新和再造凑阶，馬上別人就可以模仿猿规。
傳統(tǒng)供應(yīng)鏈比較強(qiáng)大的公司，實質(zhì)他們也還是有自己獨(dú)特的競爭能力宙橱，但是現(xiàn)在這些公司面臨最大的挑戰(zhàn)是由于互聯(lián)網(wǎng)平臺姨俩、電商等新商業(yè)模式的出現(xiàn)，導(dǎo)致幾個變化：第一個客戶在全球范圍之內(nèi)尋找優(yōu)質(zhì)供應(yīng)商的能力提高了师郑。另外一個價格實質(zhì)上是越來越透明环葵，這會使得貿(mào)易中間商能夠從中獲利的空間越來越窄。
像利豐這樣的企業(yè)現(xiàn)在實質(zhì)上是在供應(yīng)鏈多個環(huán)節(jié)做深度的服務(wù)呕乎、做更多這種供應(yīng)鏈整合的服務(wù)积担，最后才真正能夠給顧客創(chuàng)造價值，利豐集團(tuán)從一開始的簡單買賣撮合猬仁，到現(xiàn)在根據(jù)顧客需求設(shè)計產(chǎn)品帝璧，發(fā)生了一個很大的改變。現(xiàn)在利豐會把好多人都送到香港理工設(shè)計學(xué)院去學(xué)設(shè)計湿刽。當(dāng)客人告訴他大致下一個季度想要哪類產(chǎn)品的時候的烁，他會利用自己的設(shè)計能力、自己的這種“知道在什么地方能采購什么原材料诈闺、零部件渴庆，能夠去哪兒生產(chǎn)”的能力，把生產(chǎn)和設(shè)計的知識結(jié)合起來雅镊，給你一個全面的解決方案襟雷。紅領(lǐng)是簡單的在一個國家、一個地方生產(chǎn)仁烹，滿足全球不同的地方對一種產(chǎn)品的定制化需求耸弄，做了一個基于互聯(lián)網(wǎng)數(shù)字化的體系。但是利豐能夠給幾萬個客戶在全球范圍之內(nèi)卓缰，在多個產(chǎn)品范圍之內(nèi)進(jìn)行這種服務(wù)计呈，紅領(lǐng)是沒有辦法取代他的砰诵。但是現(xiàn)在利豐面臨的挑戰(zhàn)是，如果現(xiàn)在各個專業(yè)的領(lǐng)域里面捌显，有更多的像紅領(lǐng)這樣的企業(yè)出現(xiàn)茁彭，最后某一些種類的產(chǎn)品就不經(jīng)過你，顧客與工廠直接對接扶歪，比你要做的更有效益理肺。
5.閱讀一篇以上supply chain 相關(guān)英文文章，要求用英文摘錄文章主旨击罪，并列出關(guān)鍵單詞哲嘲，附上文章鏈接。
There are a variety of supply chain models, which address both the upstream and downstream elements of supply chain management (SCM). The SCOR (Supply-Chain Operations Reference) model, developed by a consortium of industry and the non-profit Supply Chain Council (now part of APICS) became the cross-industry de facto standard defining the scope of supply chain management. SCOR measures total supply chain performance. It is a process reference model for supply-chain management, spanning from the supplier's supplier to the customer's customer.[5]It includes delivery and order fulfillment performance, production flexibility, warranty and returns processing costs, inventory and asset turns, and other factors in evaluating the overall effective performance of a supply chain.
The Global Supply Chain Forum has introduced another supply chain model.[6]This framework is built on eight key business processes that are both cross-functional and cross-firm in nature. Each process is managed by a cross-functional team including representatives from logistics, production, purchasing, finance, marketing, and research and development. While each process interfaces with key customers and suppliers, the processes of customer relationship management and supplier relationship management form the critical linkages in the supply chain.
The American Productivity and Quality Center (APQC) Process Classification Framework (PCF) SM is a high-level, industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint. The PCF was developed by APQC and its member organizations as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise-level categories, including process groups, and over 1,000 processes and associated activities.
In the developing country public health setting, John Snow, Inc. has developed the JSI Framework for Integrated Supply Chain Management in Public Health, which draws from commercial sector best practices to solve problems in public health supply chains.[7]
In 2013, theSupply Chain Roadmaphas been presented. It is a method where an organization's supply chain strategy can be reviewed in an organized and systematic approach in order to assure alignment of the supply chain with the business strategy. The method is supported in the most important and recognised theories and practices about supply chain strategy and business strategy. The method allows the characterisation of the supply chain under analysis by 42 factors in a single page view called "The Map", and allows the comparison of this supply chain with 6-supply chain archetypes (fast, efficient, continuous flow, agile, custom configured, flexible), in order to find gaps between supply chain under analysis and the most proper supply chain archetype. Method is applied in four steps (scope, understanding, evaluation, and, redesign and deployment). The method was developed by Hernan David Perez, an experienced supply chain manager in several industrial sectors, and, professor and international speaker in supply chain strategy.[8]
有各種各樣的供應(yīng)鏈模型,解決上游和下游供應(yīng)鏈管理(SCM)的元素媳禁。再保險公司供應(yīng)鏈運(yùn)作參考模型,由一個財團(tuán)開發(fā)工業(yè)和非營利組織供應(yīng)鏈委員會(現(xiàn)在apic的一部分)成為跨行業(yè)事實上的標(biāo)準(zhǔn)定義了供應(yīng)鏈管理的范圍。再保險公司總供應(yīng)鏈性能的措施画切。供應(yīng)鏈管理是一個過程參考模型,從供應(yīng)商的供應(yīng)商到客戶的客戶竣稽。[5]它包括交付和訂單執(zhí)行的性能,生產(chǎn)的靈活性,保證并返回處理成本,庫存和資產(chǎn),和其他因素在評價供應(yīng)鏈的有效的整體性能。
全球供應(yīng)鏈論壇推出了另一個供應(yīng)鏈模型霍弹。[6]這個框架是建立在八個關(guān)鍵業(yè)務(wù)過程在本質(zhì)上都是跨職能和cross-firm毫别。每個進(jìn)程由一個跨職能的團(tuán)隊,其中包括代表物流、生產(chǎn)典格、采購岛宦、財務(wù)、營銷耍缴、研究與發(fā)展砾肺。雖然每個流程接口與關(guān)鍵客戶和供應(yīng)商,客戶關(guān)系管理和供應(yīng)商關(guān)系管理過程形成了供應(yīng)鏈的關(guān)鍵聯(lián)系。
美國生產(chǎn)力與質(zhì)量中心(實施)流程分類框架(PCF)SM是一個高層次防嗡、industry-neutral企業(yè)過程模型,允許組織從跨行業(yè)的角度看到自己的業(yè)務(wù)流程变汪。PCF是由APQC及其成員組織作為一個開放的標(biāo)準(zhǔn),以促進(jìn)改善通過proc
https://en.wikipedia.org/wiki/Supply_chain
