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中英文在线翻译
The three flows of a supply chain 供应链的三种“流”
Supply chain management (SCM) is concerned with the integration, coordination and control of the flow of material, information and finances in supply chains. 供应链管理（SCM）涉及到对供应链中材料流、信息流和资金流所进行的整合、协调和控制。 SCM can be divided into three main flows:
The product flow or materials flow includes moving goods from supplier to consumer
as well as dealing with customer service needs.
The information flow includes order information and delivery status.
The financial flow includes payments schedules, credit terms and additional
arrangements.
SCM分为三个主要的流：
产品流或材料流包括包括商品从供应商向客户的移动，也包括处理客户的服务需求。 信息流包括订单信息及交付状况。
金流包括付款时间安排表，赊账条款以及追加安排 The Bullwhip Effect “牛鞭效应”
The bullwhip effect (or whiplash effect) is an observed phenomenon in forecast-driven distribution channels. It refers to a trend of larger and larger swings in inventory in response to changes in demand. The concept first appeared in Jay Forrester's Industrial Dynamics (1961) and thus it is also known as the Forrester effect. Since the oscillating demand upstream a supply chain is reminiscent of a cracking whip, it became known as the bullwhip effect.
“牛鞭效应”或“鞭抽效应”是在预测驱动型流通渠道中的一种已观察到的现象。它是指
在响应需求方面存货变得愈来愈大的摆动。这一概念首先由Jay Forrester在《工业动力学》中提出的，因些又称之为Forrester 效应。由于在供应链上游的需求震荡让人联想到脆响的鞭声，它就被称之为“牛鞭效应”。
Demand factors are the number one contribution fueling the bullwhip effect. These
factors relate to consumer, retail, and wholesaler demand levels. When consumers demand more of a certain product, the retailers of the product demand more of it from their wholesalers, which causes an increase in demand from manufacturers as well.
需求因素是推动牛鞭效应的头号成因。这些因素与消费量、零售量以及批发量相关
联。当消费者需要某种产品的量增加时，该产品的零售商面向其批发商的需求量随之增加，相应地，生产厂家的需求量也会增加。
As the bullwhip effect occurs, which is usually due to unmanaged entities within
supply chains misreading or miscalculating actual needed product levels, increased cost and dissatisfied customers become present. Ineffective communication, order batching, and recessions often lead to the bullwhip effect as well.
牛鞭效应通常是由于供应链内管理不当的实体误读或者误算了实际所需求的产品量
所致，随着牛鞭效应的发生，就会出现成本增加以及客户不满意的情况。效率低下的沟通、订单计量以及经济不景气也常常会导致牛鞭效应。 MTO vs MTS 订货型生产vs备货型生产
Supply chains are often classified as push or pull systems.
供应链经常被分类为推动式或拉动式两个系统。
The make-to-order （MTO）system, also known as the pull system, means that the
manufacturer does not begin to make the product until or unless after it receives the order from the customer. MTO is an order-driven supply chain model in which, the manufacturer does not hold inventories in usual cases. 按订单生产（MTO），又称为拉动式系统，是指厂家只有在收到订单后才开始制造产
品，MTO是一个订单驱动型的供应链模型，通常情况下，该模型下的厂家不持有库存。
As opposed to MTO, the make-to-stock (MTS) system, or push system, is a supply
chain model in which the manufacturer makes the production and distribution decisions on the basis of market forecasts. 和MTO相反，在按库存生产（MTS），或称推动式生产的供应链模型中，厂家基于
市场预测做出生产及流通的决定。
Production planners forecast and estimate the effective demand and inventories are
held in warehouses and at the retailers. MTS is a forecast-driven supply chain model. 生产规划者们预测和估计有效的需求量，而库存则由仓库和零售商来持有。MTS是
一个预测驱动型的供应链模式。
Production planners forecast and estimate the effective demand and inventories are
held in warehouses and at the retailers. MTS is a forecast-driven supply chain model. 生产规划者们预测和估计有效的需求量，而库存则由仓库和零售商来持有。MTS是
一个预测驱动型的供应链模式。
本文来源：https://www.wddqxz.cn/a576da4503d276a20029bd64783e0912a3167c58.html
2022-03-23
