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外文翻译
Chapter 9
Achieving Operational Excellence and Customer Intimacy: Enterprise Applications
实现卓越运营和客户亲密度：企业应用
CANNONDALE LEARNS TO MANAGE A GLOBAL SUPPLY CHAIN
CANNONDALE学习管理全球供应链
If you enjoy cycling, you may very well be using a Cannondale bicycle. Cannondale, headquartered in Bethel, Connecticut, is the world-leading manufacturer of high-end.
如果你喜欢骑自行车，你很可能正在使用一辆Cannondale自行车。总部位于康涅狄格州贝瑟尔的Cannondale是全球领先的高端制造商。
bicycles, apparel, footwear, and accessories, with dealers and distributors in more than 66 countries. Cannondalersquo;s supply and distribution chains span the globe, and the company must coordinate manufacturing, assembly, and sales/distribution sites in many different countries. Cannondale produces more than 100 different bicycle models each year; 60 percent of these are newly introduced to meet ever-changing customer preferences.
自行车、服装、鞋类和配件，在66多个国家设有经销商和分销商。Cannondale的供应和分销链遍布全球，公司必须协调许多不同国家的制造、组装和销售/分销站点。Cannondale每年生产100多种不同的自行车型号；其中60%是新推出的，以满足不断变化的客户偏好。
Cannondale offers both make-to-stock and make-to-order models. A typical bicycle requires a 150-day lead time and a four-week manufacturing window, and some models have bills of materials with over 150 parts. (A bill of materials specifies the raw materials, assemblies, components, parts, and quantities of each needed to manufacture a final product.) Cannondale must manage more than 1 million of these bills of materials and more than 200,000 individual parts. Some of these parts come from specialty vendors with even longer lead times and limited production capacity.
Cannondale提供按库存生产和按订单生产两种模式。一辆典型的自行车需要150天的交货期和4周的生产时间，有些型号的材料清单上有超过150个零件。（物料清单规定了生产最终产品所需的原材料、组件、部件、零件和数量）Cannondale必须管理超过100万份物料清单和超过20万份单个零件。其中一些零件来自专业供应商，交货期更长，生产能力有限。
Obviously, managing parts availability in a constantly changing product line impacted by volatile customer demand requires a great deal of manufacturing flexibility. Until recently, that flexibility was missing. Cannondale had an antiquated legacy material requirements planning system for planning production, controlling inventory, and managing manufacturing processes that could only produce reports on a weekly basis. By Tuesday afternoon, Mondayrsquo;s reports were already out of date. The company was forced to substitute parts in order to meet demand, and sometimes it lost sales. Cannondale needed a solution that could track the flow of parts more accurately, support its need for flexibility, and work with its existing business systems, all within a restricted budget.
显然，在一个不断变化的产品线中，管理零件的可用性受到多变的客户需求的影响，需要很大的制造灵活性。直到最近，这种灵活性才消失。Cannondale有一个过时的遗留材料需求计划系统，用于计划生产、控制库存和管理只能每周生成报告的制造过程。到星期二下午，星期一的报告已经过时了。为了满足需求，这家公司被迫更换零件，有时甚至失去了销售。Cannondale需要一个解决方案，能够更准确地跟踪零件的流动，支持其对灵活性的需求，并在有限的预算内与现有的业务系统合作。
Cannondale selected the Kinaxis RapidResponse on-demand software service as a solution. RapidResponse furnishes accurate and detailed supply chain information via an easy-to-use spreadsheet interface, using data supplied automatically from Cannondalersquo;s existing manufac-turing systems. Data from operations at multiple sites are assembled in a single place for analysis and decision making. Supply chain participants from different locations are able to model manufacturing and inventory data in “what-if” scenarios to see the impact of alternative actions across the entire supply chain. Old forecasts can be compared to new ones, and the system can evaluate the constraints of a new plan.
Cannondale选择了Kinaxis RapidResponse按需软件服务作为解决方案。RapidResponse通过一个易于使用的电子表格界面，利用Cannondale现有制造系统自动提供的数据，提供准确和详细的供应链信息。来自多个站点的操作的数据被集中在一个地方进行分析和决策。来自不同地点的供应链参与者能够在“假设”情景中对制造和库存数据建模，以查看整个供应链中替代行动的影响。旧的预测可以与新的预测进行比较，系统可以评估新计划的约束条件。
Cannondale buyers, plan-ners, master schedulers, sourcers, product managers, customer service, and finance personnel, use RapidResponse for sales reporting, forecasting, monitoring daily inventory availability, and feeding pro-duction schedule information to Cannondalersquo;s manufactur-ing and order processing systems. Users are able to see up-to-date information for all sites. Management uses the system daily to examine areas where there are backlogs.
Cannondale的采购员、计划员、主计划员、资料员、产品经理、客户服务和财务人员，使用RapidResponse进行销售报告、预测、监控每日库存可用性，并将生产进度信息提供给Cannondale的制造和订单处理系统。用户可以看到所有站点的最新信息。管理层每天使用这个系统来检查有积压的区域。
The improved supply chain information from RapidResponse enablesCannondale to respond to customer orders much more rapidly with lower levels of inventory and safety stock. Cycle times and lead times for producing products have also been reduced. The companyrsquo;s dates for promising deliveries are more reliable and accurate.
来自RapidResponse的改进后的供应链信息使我们能够更快地响应客户订单，同时降低库存和安全库存。生产产品的周期和交货期也缩短了。该公司承诺交货的日期更加可靠和准确。
Sources: Kinaxis Corp., “Cannondale Improves Customer Response Times While Reducing Inventory Using RapidResponse,” 2010; www.kinaxis.com, accessed June 21, 2010; and www.cannondale.com, accessed June 21, 2010.
资料来源：Kinaxis Corp.，“Cannondale使用RapidResponse提高客户响应时间，同时减少库存”，2010年；www.Kinaxis.com，2010年6月21日访问；www.Cannondale.com，2010年6月21日访问。
Cannondalersquo;s problems with its supply chain illustrate the critical role of supply chain management (SCM) systems in business. Cannondalersquo;s business performance was impeded because it could not coordinate its sourc-ing, manufacturing, and distribution processes. Costs were unnecessarily high because the company was unable to accurately determine the exact amount of each product it needed to fulfill orders and hold just that amount in inventory. Instead, the company resorted to keeping extra “safety stock” on hand “just in case.” When products were not available when the customer wanted them, Cannondale lost sales.
Cannondale的供应链问题说明了供应链管理系统在企业中的关键作用。Cannondale的经营业绩受到阻碍，因为它无法协调其采购、制造和分销流程。成本不必要地高，因为该公司无法准确地确定完成订单所需的每种产品的确切数量，并在库存中仅保留该数量。相反，这家公司采取的是“以防万一”的办法，保留额外的“安全库存”，当顾客需要的时候，产品无法供应时，Cannondale就失去了销售。
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