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首页> 外文期刊>International Journal of Physical Distribution & Logistics Management >Competing in the 21st century supply chain through supply chain management and enterprise resource planning integration
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Competing in the 21st century supply chain through supply chain management and enterprise resource planning integration

机译：通过供应链管理和企业资源计划集成来竞争21世纪的供应链

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Purpose - To investigate the integration of supply chain management (SCM) and enterprise resource planning (ERP) systems for competing in the twenty-first century supply chain. Design/methodology/approach - A case study with a paper manufacturing company in China is conducted. Primary data is collected through interviews with managers of the company. The reengineering activities and processes, and the soft issues of supplier relationship are examined. Findings - Breaking the traditional decentralised system and introducing the concept of a single, integrated plan, which a company could work together with their suppliers has led to cost reduction, lead-time reduction, improved visibility, reduced time to market, and increased efficiency in the company. Research limitations/implications - This research is based on a single case study in process manufacturing industry in China, which perhaps limits its usefulness elsewhere. Practical implications - One should not rely solely on ERP systems for managing their supply chain. Individual company should look at an effective purchasing function as one of the competencies essential to supply chain success. Originality/value - ERP systems in the case company address only a subset of SCM needs. ERP's main added value is its combination of financial control with multi-facility coordination, but ERP does not deliver supply planning and demand planning functionality for the company. The systems are not designed to support internal supply chains. However, integration of SCM and ERP gives the company the opportunity to build effective processes with suppliers they trust, so they can get the maximum return on relationship with all their suppliers on a continuous basis.
机译：目的-研究供应链管理（SCM）和企业资源计划（ERP）系统的集成，以在二十一世纪的供应链中竞争。设计/方法/方法-在中国的一家造纸公司进行了案例研究。通过与公司经理的访谈收集主要数据。研究了再设计活动和流程以及供应商关系的软性问题。调查结果-打破了传统的分散式系统，并引入了一个单一的，集成的计划的概念，公司可以与供应商一起合作，从而降低了成本，缩短了交货时间，提高了知名度，缩短了上市时间并提高了生产效率公司。研究的局限性/意义-该研究基于中国过程制造业的一个案例研究，这可能会限制其在其他地方的用途。实际意义-不应仅依靠ERP系统来管理其供应链。各个公司应将有效的采购职能视为供应链成功必不可少的能力之一。原创性/价值-在公司仅满足一部分SCM需求的情况下，ERP系统。 ERP的主要附加值是将财务控制与多设施协调相结合，但是ERP不能为公司提供供应计划和需求计划功能。该系统不旨在支持内部供应链。但是，SCM和ERP的集成为公司提供了与他们信任的供应商建立有效流程的机会，因此他们可以连续获得与所有供应商的关系的最大回报。

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