现代物流管理(外文翻译).docx

译文出处：Source: Economic Geography, Vol. 81, No. 3 (Jul., 2005), pp. 283-303 译文标题：地理的生产联系在爱尔兰和苏格兰的微机行业:物流的作用译文：摘要: 20世纪70年代中期的经济危机，标志着从福特主义传统的产业组织模式，以一个基于时间竞争（TBC）的过渡。它已经假定，TBC的上升将导致在地方和区域的生产联系的增加。争论的一部分是,相关的搜索后勤效率和采用即时(JIT)原则会拉近买家与供应商之间的买卖距离。在这篇文章中，我们测试这个想法的相关性，在爱尔兰和苏格兰的微机硬件业为例。大部分的数据收集与附属公司的所有业务中的两个国家之一的全球微机组装期间的多次采访。研究结果显示，而不是局部或区域采购，装配导入绝大多数来自爱尔兰和英国以外地区的物质投入，特别是来自远东，大多数组件的内部物流管道涉及库存，往往在当地中心仓库。这种供给系统已被解释为伪JIT，最理想的进货物流，传统的福特主义原则组织系统。我们认为，物流系统和供应联系的地理不应该这样解释。入境库存，严格管理，导致适度的目标缓冲区水平和发货频率高。即使在JIT供应，生产联系和物流系统的细节的地理配置一系列的背景条件和元件特性上保持高度依赖。这项研究的结果表明，围绕跨国企业的子公司的垂直综合生产集群的战略不再适用于爱尔兰和苏格兰，至少不会在微机行业的背景下。关键词:计算机行业,生产的联系,物流。据一些资料表明，20世纪70年代中期，标志着从福特主义传统的产业组织模式过渡到基于时间竞争（TBC）（Schoenberger1997年秸秆1988;秸秆和豪特，1990）。作为工业的典范，“老”的理想型，后福特主义是一个“装配线基于大规模生产标准化的商品（Asheim1992）的系统。制作了大型垂直整合，往往跨国公司集中控制的地方。机械化、追求内部规模经济，详细的任务分工，加强工作（阿明1994年）的基础上提高生产力。长期的生产运行和专用机械的目的是要最大限度地减少停机时间。类似的考虑因素的带动下，供应商生产的大，频繁的分批交付标准化的组件。价格竞争力的最重要的标准，在选择供应商（萨耶尔1986）。最后，考虑到生产的地理，价格，生产成本和劳动力成本最小化的狭隘意味着，福特主义制度经常特点，由一个极端的劳动空间分工和间隔的供应链。周边地区已纳入通过分厂投资的依赖，区域发展贡献不大。福特主义组织工作的方法已达到20世纪70年代在生产率增长方面的限制。此外，拥有其固有的僵化，福特主义制度是无法适应现代市场，品种，质量，响应需求和产品生命周期较短的特点。由于这些原因，除其他外，20世纪70年代中期的经济危机已被解释为“福特主义危机”（阿明1994年至1997年; Schoenberger）。一个想法是，解决这场危机，如果这样的决议是可能的，就需要上的“灵活专业化”和斯托波回归到一个更加灵活，生产工艺为基础的模式（见1984年皮奥里和萨贝尔斯科特1989年的“灵活积累”）。也有人指出，许多公司已成功在新的市场环境中竞争与大批量生产的新的灵活的形式是模糊工艺和批量生产（杰索普1992; Tomaney1994年）之间的区别。这些公司不生产标准化的终端产品，而是已经成功地结合了批量生产，产品品种和定制。所有新的大批量的生产企业，在这样或那样，“在回应消费者的需求，这是小批量的生产特点相结合的范围经济的效益和更大的灵活性，与规模经济，批量生产的特点“（303），哈德逊1997年b。这些想法被捕获在一个生产概念，包括精益生产（沃麦克，琼斯和鲁斯1990），大规模定制（松1993），动态灵活性“（Coriat1991; Veltz1991），多元化的生产质量（杰索普1992），时间竞争（斯陶克和豪特1990年至1997年; Schoenberger）。 在TBC的模型强调，新的竞争环境和现代市场的需求已经大幅一切都变的时间，在竞争中的作用。根据它的支持者，公司现在的竞争主要是自己的能力，时间压缩在价值链上的所有元素的基础上，除此之外，公司在上游和下游的合作伙伴关系。中央重点是减少产品开发时间和秩序的交货周期。这个重点，从理论上讲，在一个高度灵活的生产体系，提供了一个快速反应的组合的结果，增加品种，价值高，成本低（秸秆和豪特1990年）。 schoenberger（1997）推测，TBC的上升将影响生产和区域发展的地理。她描述了一个程式化的情况下“集中分散化”，在其中一个跨国公司在其主要市场的地区，包括欧洲联盟，北美，东亚和东南亚各创建紧密集成的生产综合体。区域复合物，包括各种生产功能，以及一些技术和战略的责任程度，将允许该公司向个别市场的特殊需求作出回应。 schoenberger还推测，待定参数基本上涉及到两个驱动器供应商买家接近：将导致更大的接近之间的买家和他们的供应商，并增加在地方和区域的生产联系。效率的技术信息交流和产品的高效流动，或后勤效率。关于产品的高效流动，待定的中心目标之一是减少订单到交货周期或链周期时间（秸秆和豪特1990）。为此，TBC笼罩刚刚在实时（JIT）的生产和供应的原则，预计将导致买方供应商之间关系的亲近。在爱尔兰和苏格兰的微机硬盘洁具行业的案例研究中，我们测试的这些想法的相关性。微机行业是在这里定义为业内人士认为，生产成本不到10万美元在2001年的个人电脑（包括笔记本电脑和笔记书），工作站和入门级服务器。它涉及两个微机组装部件和零部件企业在这个行业和制造商已TBC和JIT供应量（1997年a哈德森作为主要的例子描绘“刚刚在添存货：打击外国竞争对手的”1984年;1986萨耶尔，摩根1991 ）。微型计算机界是一个很好的例子，一个行业，正面临着高度的市场波动和不规则的和不可预知的需求 - 被证明是中央的分析，我们提出在本文稍后的特点。关于的杉杉驱动的相关性，TECHNICA信息的有效交换的结果，已被记录在案，否则在（面包车Egeraat和Jacobson2005年;面包车Egeraat，雅各布森，菲尔普斯2002年）。本文将重点讨论如何后勤因素影响在工业生产联系的地理。对行业的相关研究（例如，1995年和恩斯特天使; Dedrick2002年和Kraemer）往往集中在美国和远东地区的地理上的生产网络。我们的研究，特别专注于公司位于欧洲的半边陲的生产网络。此外，天使和恩斯特分析技术信息交流的作用，以及不重视后勤方面的考虑。本文着重强烈买家的供应商接近的效率参数的相关性。较少关注支付给买方与供应商的关系等方面，特别是从生产者转向买方驱动的商品链（格里菲2001）或从供应商到客户端的市场和相对功率链成员之间的转变带动。微机硬件行业的治理机制是否真的向买方驱动链转移是一个有争议的问题（见，例如，2002年陈）。然而，权力关系，在一般情况下，可以有分析后勤安排上的混淆效果，所以他们的影响力，以及接收的注意。大多数数据收集过程与一般的经理，材料经理，物流经理人受聘在爱尔兰的11个品牌的微机制造商（苹果，AST，戴尔，Gateway，英特尔）和苏格兰（杏康柏，三菱，数字间意见IBM，惠普贝尔，NEC公司，和Sun Microsystems）“从这里简称为”焦点公司“或”焦点植物。从1998年至2001年进行了三轮半结构化和结构化面试。除非我们另有说明，所有的数据这里涉及1998年至1999年初期间的情况。通过邮寄问卷，由工作人员完成的重点企业和报纸研究，收集额外的数据。最后，与工作人员进行了电话采访，在当地供货企业的选择。下一节将更加紧密地检查基本逻辑的想法，在TBC中的后勤考虑将推动密切买家供应商接近。本节随后在爱尔兰和苏格兰的微机公司的供应链的地理轮廓。它表明源重点企业的物质投入，特别是从远东地区，爱尔兰和英国以外的绝大多数。下一节，产生的重点企业结构的方法，使他们入境的物流管道的见解，库存水平，运输频率和交通工具上的数据的后续分析提供了基础。我们关注的重点公司是否还在经营传统的福特主义，大规模生产的原则，或是否在与待定线，组织上的改进型内向物流系统，大型公司有最佳的（或者，至少，少次优）港物流系统，以现代综合物流管理的基本TBC的原则，充分考虑。如果是后者的话，那么我们将不得不得出结论，这些原则并不一定会导致买家的供应商接近。在结论中，我们考虑这一点产业政策的影响。生产联系的地理本节概述了重点企业中使用的部件和组件的来源。受访者提供他们的供应商的名称，以及制造业的位置。精确详细的供应商网络的地理配置不同，从公司到公司。然而，存在很大的共性，特别是与区域供应情况。差异的主要领域是主板/背面面板供应商的位置。表1总结了零部件的地理起源。对于个别公司更详细的资料，请参阅Egeraat面包车，图罗克和Jacobson（1999）和van Egeraat（2002）组件和零件的进口绝大多数来自爱尔兰和英国以外的地区，特别是来自远东，并在较小程度上，美国。显着源自爱尔兰和/或苏格兰的唯一项目是外壳，主板/背面板（主要是来自苏格兰），网卡（爱尔兰），非英语语言的键盘，数字/印刷媒体，配件包，5电缆/互连和包装材料。此外，英格兰和威尔士想通了，一个小的程度上，在显示器领域，而英格兰也发挥了作用在主板供应。然而，这些组件的大部分，以及从其他地区进口。因此，多数主板/背面板，网卡，电缆，键盘和显示器制造在其他地区，尤其是在远东。只有外壳，包装，媒体，工具包，和非英语语言的键盘源主要来自于爱尔兰和苏格兰的供应商。外文文献Geography of Production Linkages in the Irish and Scottish Microcomputer Industry: The Role of Logistics Source: Economic Geography, Vol. 81, No. 3 (Jul., 2005), pp. 283-303Abstract: The economic crisis of the mid 1970s marked the transition from the traditional Fordist mode of industrial organization to one of time based competition (TBC). It has been postulated that the rise of TBC will lead to an increase in local and regional production linkages. Part of the argument is that the associated search for logistical efficiency and the adoption of the just-in-time (JIT) principles will lead to closer buyer-supplier proximity. In this article, we test the relevance of this idea in a case study of the microcomputer hardware industry in Ireland and Scotland. Most of the data were collected during multiple interviews with subsidiaries of all global microcomputer assemblers with operations in one of the two countries. The study shows that rather than sourcing locally or regionally, the assemblers import the vast majority of their material inputs from regions outside Ireland and Britain, notably from the Far East, and that the inbound logistics pipelines of most components involve inventories, often hubbed in local warehouses. Such supply systems have been interpreted as pseudo JIT, suboptimal inbound logistics systems that are organized on traditional Fordist principles. We argue that the logistics systems and the geography of the supply linkages should not be interpreted this way. Inbound inventories were tightly managed, leading to modest target buffer levels and high shipment frequencies. Even under JIT supply, the geographic configuration of production linkages and the details of logistics systems remain highly dependent on a range of contextual conditions and component characteristics. The findings of this study suggest that a strategy of building integrated vertical production clusters around subsidiaries of multinational enterprises is no longer suitable for Ireland and Scotland, at least not in the context of the microcomputer industry. Key words: computer industry, production linkages, logistics. According to some, the economic crisis of the mid-1970s marked the transition from the traditional Fordist mode of industrial organization to one of time based competition (TBC) (Schoenberger 1997; Stalk 1988; Stalk and Hout 1990). As an industrial paradigm, the old, ideal type, Fordism was a system of assembly-line-based mass production of standardized goods (Asheim 1992). Production took place in large vertically integrated plants that were owned and centrally controlled by large, often multinational corporations. Rising productivity was based on mechanization, the pursuit of internal economies of scale, a detailed division of tasks, and the intensification of work(Amin 1994). Long production runs and dedicated machinery were intended to minimize downtime. Driven by similar considerations, suppliers produced and delivered standardized components in large, infrequent batches. Price competitiveness was the most important criterion in the selection of suppliers (Sayer 1986). Finally, with regard to the geography of production, the narrow focus on the minimization of prices, production costs, and labor costs meant that the Fordist system was often characterize by an extreme spatial division of labor and spaced-out supply chains. Peripheral regions were incorporated in a dependent way through branch plant investment that contributed little to regional development.The Fordist methods of work organization had reached their limits in terms of growth in productivity by the 1970s. Furthermore, owning to its inherent rigidities, the Fordist system was unable to cater to modern markets, characterized by the demand for variety, quality, and responsiveness and by shorter product life cycles. For these reasons, among others, the economic crisis of the mid-1970s has been interpreted as a crisis of Fordism (Amin 1994; Schoenberger 1997). One idea is that a resolution of this crisis, if such a resolution is possible, would require a return to a more flexible, craft-based mode of production (see, for example, Piore and Sabel 1984 on flexible specialization and Storper and Scott 1989 on flexible accumulation). Others have pointed to many firms that are successfully competing in the new market environment with new flexible forms of high volume production that are blurring the distinction between craft and mass production (Jessop 1992; Tomaney 1994). These firms are not producing standardized end products, but instead have succeeded in combining mass production with product variety and customization. All new high- volume production firms, in one way or another, combine the benefits of economies of scope and greater flexibility in responding to consumer demand, which are characteristic of small batch production, with those of economies of scale, characteristic of mass production (Hudson 1997b, 303). These ideas are captured in a number of production concepts, including lean production (Womack, Jones, and Roos 1990), mass customization (Pine 1993), dynamic flexibility (Coriat 1991; Veltz 1991), diversified quality production (Jessop 1992), and TBC (Stalk and Hout 1990; Schoenberger 1997). The TBC model emphasizes that the new competitive environment and the requirements of modern markets have drastic all changed the role of time in competition . According to its proponents, firms now compete primarily on the basis of their ability to compress time in all elements of the value chain and, beyond that, in the firms relations with upstream and downstream partners. The central focus is on reducing product development times and order to delivery cycles. This focus, in theory, result in a highly flexible production system that offers a combination of fast response, increased variety, high value, and low cost(Stalk and Hout 1990). Schoenberger (1997) postulated that the rise of TBC will have repercussions for the geography of production and regional development. She depicted a stylized scenario of concentrated deconcentration, in which a multinational firm creates tightly integrated production complexes in each of its primary market regions, including North America, the European Union, East Asia, and Southeast Asia. The regional complexes would include various manufacturing functions, as well as some degree of technical and strategic responsibility that would allow the firm to respond to the particular needs of the individual markets. Schoenberger also postulated that TBC will lead to a greater proximity between buyers and their suppliers and an increase in local and regional production linkages .The argument basically involves two driver of buyer-supplier proximity: the efficien exchange of technical information and the efficient flow of products, or logistical efficiency. With regard to the efficient flow of products, one of the central targets of TBC is a reduction of the order-to-delivery cycles or chain cycle times (Stalk and Hout 1990). Toward this end, TBC envelops the just in time (JIT) production and supply principles, which are expected to lead to close buyer-supplier proximity. We tested the relevance of these ideas in a case study of the microcomputer hard ware industry in Ireland and Scotland. The microcomputer industry is here defined as the industry that produces personal computers (including laptops and note-books), workstations, and entry-level server that cost less than $100,000 in 2001. It involves both microcomputer assemblers and the manufacturers of components and parts Companies in this industry have been portrayed as prime examples of TBC and JIT supply (Hudson 1997a; Just-In-Tim Inventories: Combating Foreign Rivals1984; Sayer 1986; Morgan 1991). The micro computer sector is a good example of an industry that is facing highly volatile market and irregular and unpredictable demand-characteristics that prove to be central to the analysis we present later in this article. The findings concerning the relevance of the firs driver, the efficient exchange of technica information, have been documented else-where (van Egeraat and Jacobson 2005; van Egeraat, Jacobson, and Phelps 2002). This article focuses on how the logistical considerations have influenced the geography of production linkages in the industry. Related studies on the industry (e.g., Angel and Engstrom 1995; Dedrick and Kraemer 2002) have tended to focus on the geography of production networks in the United States and the Far East. Our study specifically focused on the production networks of companies that are located in the European semi periphery. Furthermore, Angel and Engstrom analyzed the role of technical information exchange and paid no attention to logistical considerations. This article focuses strongly on the relevance of the efficiency argument for buyer- supplier proximity. Less attention is paid to other aspects of buyer-supplier relationships, notably a shift from producer driven to buyer-driven commodity chains (Gereffi2001) or from supplier to client markets and the associated shift of relative power among members of the chains. Whether governance mechanisms in the microcomputer hardware industry are really shifting toward buyer driven chains is a matter for debate (see, e.g., Chen 2002). Nevertheless, power relations, in general, could have a confounding effect on the analysis of logistical arrangements, so their influence receives attention as well. Most data were collected during inter-views with general managers, materials managers, and logistics managers who were employed by the 11 branded microcomputer makers in Ireland (Apple, AST, Dell, Gateway, and Intel) and Scotland (Apricot Mitsubishi, Compaq, Digital, IBM, Packard Bell-NEC, and Sun Microsystems)-from here on referred to as the focal companies or the focal plants. Three rounds of semi structured and structured interviews were conducted from 1998 to 2001. Unless we state otherwise, all of the data presented here pertain to the situation during the period 1998 to early 1999. Additional data were collected through mailed questionnaires that were completed by staff members at the focal companies and newspaper research. Finally, telephone interviews were conducted with staff at a selection of local supplier firms. The next section more closely examines the logic underlying the idea that logistical considerations in the context of TBC will drive close buyer-supplier proximity. This section is followed by an outline of the geography of the supply chains of the microcomputer companies in Ireland and Scotland. It shows that the focal companies source the vast majority of material inputs from regions outside Ireland and Britain, notably from the Far East. The next section, which yields insights into the ways in which the focal companies structured their inbound logistics pipelines, provides the basis for the subsequent analysis of data on inventory levels, shipment frequencies, and modes of transport. We focus on whether the focal companies are still operating suboptimal inbound logistics systems organized on traditional Fordist, mass production principles, or whether, in line with TBC, the focal companies have optimal (or, at least, less suboptimal) inbound logistics systems that take full account of the modem comprehensive logistics management principles underlying TBC. If the latter is the case, then we will have to conclude that these principles do not necessarily lead to buyer- supplier proximity. In the conclusion, we consider the implications of this point