1-4 毕业设计(论文)外文资料翻译(学生用_ ).doc

河 北 科 技 大 学毕业设计(论文)外文资料翻译学 院： 经济管理学院 专 业： 国际经济与贸易 姓 名： 郭 秀 慧 学 号： 030206218 (用外文写)外文出处： World Scientific 附 件： 1.外文资料翻译译文；2.外文原文。 指导教师评语： 签名： 年 月 日附件1：外文资料翻译译文运用灰色关系分析选择供营商的联合方法摘要：本文使用一种灰色关系分析(GRA)联合方法与向前供应链模型(FSCM)中的分析阶层过程(AHP)为评估和选择供营商开发出一个新的模型。文章旨在展示该模型在实践中如何为问题的解决提供帮助。同时也检验了决定阶层的结构，该模型是否可能真正地代表供营商选择决定，以及是否包括影响供营商选择的所有关键因素。GRA模型的有效性通过印度南部的原始设备制造业(OEM)产业来说明，GRA的分析结果通过AHP得到的结果得到证实。本文所提出的模型可以帮助相关产业有效地选择供营商。关键词： 供营商选择; 向前供应链模型(FSCM); 原始设备制造业(OEM); 灰色关系分析(GRA); 分析阶层过程(AHP)。1. 引言当前，产业倾向于仅集中精力在他们的核心业务上，相比从前他们越来越多地外购部分生产职能。反过来，这实践创造了更大和更加复杂的供应链。对这些供应链的成功管理是公司保持竞争力的基石之一。基本上产业组织按照有效作用的不同被划分为例如营销、计划，生产，购买，财务等等。供应链是集上述功能于一体为这些组织活动创造了一个一般计划的战略手段，该供应链满足服务政策的要求，保持他们身处存在信誉风险的竞争环境中的最低的可能费用水平。供应链是部门网络，包含在从原材料采购到最终产品至消费者手中的产品的制造过程中。购买在多数生产组织中占据重要地位，因为购买的零件、组成部分及各种元件一般能占最终产品总值的40-60%。这意味着从原材料购买的相对较小成本降低中获取的收益会比用于生产组织中的其他销售区域的同等费用降低对赢利的有更大的影响。供应商的选择旨在选出能够持续满足消费者需求和成本合理的最具潜力的供营商。选择是使用共同标准和方法对供营商进行广泛的比较。然而，为审查潜在供营商所使用的具体方法根据顾客需要的不同而不同。选择的总体目标是确认高潜力的供营商。为选择合适的供营商，顾客使用选择标准和正确的方法来判断每个供营商的能力是否能一贯而有效地满足他们的需要。这些标准和措施被用来考察所有被考虑的供营商以及反应顾客的需要与它的供应和技术战略。把它的需要转换成有用的标准可能是不容易的，因为需要经常被表达成一般的定性概念，而标准则应该是可以定量地被评估的具体要求。 顾客可以在选择标准不断发展变化中自己选择标准和措施以保证对自己的适用性。通常，发展中的标准和方法往往与下一个阶段收集信息的标准重叠。收集信息可使对评价所需要的标准的数量和类型具有洞察力也可获得可利用的数据的种类。然而，收集信息如果没有到位的具体标准和措施就可能徒劳无功。 购买作用的角色和结构在九十年代发生了演变。采购包含了购买原材料、组织的组成部分和供营商。与此相关的活动包括选择和判断合格的供营商、估计供营商的表现、谈判合同、比较价格、质量和服务、源头物品和服务，分期付款购买、售货条款、达成的评估价值、预期的价格、服务和有时的需求改变，确定物品被接受的形式等等。 供营商选择过程的宗旨是为买家减少风险并使总价值最大化，这一过程需要考虑一系列战略上的变化。这些变化中包括：供营商关系的时间表、国内和国际供营商的选择、供营商的数量即一个或多个采购渠道与产品种类之间的选择。 本文使用灰色关系分析(GRA)和向前供应链模型(FSCM)中的分析阶层过程(AHP) 为位于印度南部的生产橡胶产品的原始器材制造者(OEM)产业的评估供营商选择提出一个结构模型。本文组织如下：第2部分是学术研究回顾。第3部分问题的提出。第4部分提出问题的解答方法。第5部分是使用AHP和GRA提出的联合方法。在第6部分中讨论模型(案件例证)的应用。第7部分和第8部分提出案件例证与本文结论的结果比较。2.学术研究回顾 供营商选择决定的复杂使得在作出决定的过程中必须考虑各种各样的标准。60年代以来这些标准和衡量供营商表现的分析便引起了许多科学家和购买实践者的关注。许多论文和研究也都致力于这个问题。这个部分简要地概述了供营商选择问题的研究结果和现有的学术成就。 早在1966年Dickson1就提出了评估供营商的23个不同标准。在这些标准中，他阐明，成本、质量和交货时间处于供营商选择的最重要的工作指标之中。从那以后，许多论文主要从三个角度援引他的供营商选择问题研究方法：概念，经验和数学。 在供营商选择的经验方面，Weber et al.对涉及供应商选择中最重要标准的学术研究做了全面回顾和调查。根据他们的调查，价格是选择过程中最重要的因素，订货交货的时间其次，质量因素居后。Jiuh-Biing提出他的研究方法，该研究方法可能刺激与全球性物流相关的领域的研究，也许能帮助有关全球性物流操作的不确定性和复杂性问题的解决。 Chan和Chung，开发出多重标准的基因优化方法以解决供应链管理中的分布式网络问题。在该工作中他们以基因算法结合分析阶层过程以获取可以减少计算时间的多重标准决策制定的能力。Vaidya和Kumar，回顾了分析阶层过程(AHP)应用方面的学术研究并且提出AHP作为一个多重标准决策制定工具的各种应用领域。 Handeld et al.在AHP帮助下在他们的供应商评估决定方面提出集成环境问题。Liu et al.和Weber et al.为一个多宗旨的供营商选择问题(VSP)提出了数据包封分析方法。Vanegas和Labib，提出按顾客要求确定重量的方法，该方法使用“模糊的线段”的概念通过把重量从AHP转换成模糊的数字来实现。Maggie和Tummala在他们的论文中对有关电信系统选择供营商的问题进行论述并将上述模型建立在选择供应商所节省的时间上。上述研究表明在供营商的选择方面，先前的多数研究者只考虑了三个主要因素(质量、服务和价格)和大约15个次级因素。本文描述五个主要因素(质量，交付，设计能力、服务和价格)和供营商选择的21个次级因素。 3. 问题阐述此次研究选择的公司计划为它的橡胶制造业产品打造一条供应链。当前，公司正面对着有关生产产品的质量的很多问题。在经过由包括从产业界到学术界的研究专家组成的研究小组长期研究之后，发现了质量问题，质量问题的出现是由于从单一供营商购买原材料，且不经过质量测试。所以，公司计划通过从由三个供选择的供营商挑选的最佳供营商那里购买原料来改进产品的质量，不妨假设供营商1，供营商2和供营商3是可选择的供应商。 现在要考虑的问题是哪些供营商将被选择。主要因素和次要因素应该是供营商选择过程中最先考虑的和重要的。选择供营商过程中选择可能的主要因素和次要因素由一个决定制定组完成，该小组包括了从产业界 (购买主管、采购主管、销售主管、产品主管、质量主管和生产主管) 到学术界的专家。有关供营商选择的主要因素和次要因素已经通过调查作出了选择。包含这些要素的该研究的调查表已经设计出来。从直接介入由供应商提供原材料的原始设备制造商的不同功能区域随机地选择被调查者。基于该项调查，与选择供应商有关的主要影响要素和次要要素如表1 所示。 选择的最佳供营商分成四个层次。第1级代表最佳供营商的选择目标; 第2级代表五种要素：质量(Q)，交付(D)，设计或者技术能力(E)，服务(S)和价格(R); 第3级代表21种次级要素;第4级代表供营商的数量。4. 解决方法 这个环节，在选择主要要素和次要要素以后，我们采取多重标准决策制定工具例如AHP和GRA来解决供营商选择问题。第一个部分使用AHP研究方法，因为它融定性和定量标准于一体是解决当前问题的适当方法。GRA研究方法在第二部分中使用，因为其中的计算方法比应用AHP更快速和简便。下面将论述AHP和GRA方法的概要。4.1. AHP概要 AHP12是为解决一些应用领域复杂的多重标准问题而设计出的决策制定方法。这个方法被证明是考虑复杂和无特定结构的决定的一种有效和实用方法。该研究运用AHP来处理影响供营商选择决定的有形和无形的因素以及次级因素。方法的选择是根据问题的特点和其他方法的优缺点来确定的。决策者通过成对地比较以判断每个标准的重要性。AHP的结果是每个决定选择被给予优先的等级或分量。本文的研究集中于通过公式化的AHP和基于GRA的联合方法为橡胶制造工厂选择一个最佳的供营商。 基本上，运用AHP方法考虑决策问题有三步： 构建层次; 比较评断; 并且优先权综合，如下描述。 附件2：外文原文AN INTEGRATED APPROACH FOR SELECTING A VENDOR USING GREY RELATIONAL ANALYSISThis paper develops a new model for evaluating and selecting the vendor using an integrated approach of Grey Relational Analysis (GRA) along with an Analytical Hierarchy Process (AHP) in a Forward Supply Chain Model (FSCM). The paper aims to demonstrate how the model can help in solving such decisions in practice. It also examines the structure of the decision hierarchy, whether it can represent vendor selection decisions in reality and whether it covers all key factors affecting vendor selection choices. The effectiveness of the GRA model is illustrated with an Original Equipment Manufacturing (OEM) industry in southern part of India and the results of GRA were validated using the result obtained from AHP. The proposed model helps the industry to effectively select the vendor.Keywords: Vendor selection; Forward Supply Chain Model (FSCM); Original Equipment Manufacturing (OEM); Grey Relational Analysis (GRA); Analytical Hierarchy Process (AHP).1. IntroductionAt present, industries tend to focus only on their core business and resort more and more to outsourcing several of their production functions than in the recent past. In turn, this practice has created larger and more complex supply chains. The successful management of these chains is one of the cornerstones for companies to stay competitive.Basically industrial organizations have been divided in operative functions such as marketing, planning, production, purchasing, finance, etc. Supply chain is a strategy that integrates these functions creating a general plan for the organization, which satisfies the service policy, maintaining the lowest possible cost level due to the incredible competition environment that they are exposed to. A supply chain is a network of departments, which is involved in the manufacturing of a product from the procurement of raw materials to the distribution of the final products to the customer. Purchasing commands a significant position in most organizations since purchased parts, components, and supplies typically represent 4060% of the sales of its end products. This means that relatively small cost reductions gained in the acquisition of materials can have a greater impact on profits than equal improvements in other cost-sales areas of the organization.The objective of vendor selection is to identify vendors with the highest potential for meeting customers needs consistently and at an acceptable cost. Selection is a broad comparison of vendors using a common set of criteria and measures. However, the level of detail used for examining potential vendors may vary depending on customers needs. The overall goal of selection is to identify high potential vendors. To select likely vendors, the customer judges each vendors ability to meet consistently and cost-effectively its needs using selection criteria and right measures. Criteria and measures are developed to be applicable to all the vendors being considered and to reflect the customers needs and its supply and technology strategy. It may not be easy to convert its needs into useful criteria, because needs are often expressed as general qualitative concepts while criteria should be specific requirements that can be quantitatively evaluated. The customer can set measures while it is developing selection criteria to ensure that the criteria will be practical to use. Often, developing criteria and measures overlaps with the next step, gathering information. Gathering information may offer insight into the number and type of criteria that will be required for the evaluation and the type of data that is available. However, gathering information without specific criteria and measures in place can lead to extraneous effort. There has been an evolution in the role and structure of the purchasing function through the 90s. Purchasing involves buying the raw materials, vendors and components for the organization. The activities associated with it include selecting and qualifying vendor, rating vendor performance, negotiating contracts, comparing price, quality and service, sourcing goods and service, timing purchases, selling terms of sale, evaluating the value received, predicting price, service, and sometimes demand changes, specifying the form in which goods are to be received, etc. The objective of the vendor selection process is to reduce risk and maximize the total value for the buyer, and it involves considering a series of strategic variables. Among these variables is the time frame of the relationship with vendors, the choice between domestic and international vendors, and the number of vendors, that is, choosing between single or multiple sourcing and the type of product. This paper presents a structured model for evaluating the vendor selection for the original equipment manufacturers (OEM) industry producing rubber products located at the southern part of India using the Grey Relational Analysis (GRA) and Analytical Hierarchy Process (AHP) in a Forward Supply Chain Model (FSCM). This paper is organized as follows: In Sec. 2, a literature review is provided. Section 3 describes the problem. Section 4 presents the solution methodology. Section 5 presents the proposed integrated approach using AHP and GRA. In Sec. 6, the application of model (case illustration) is discussed. Sections 7 and 8 present the result comparisons of the case illustration and conclusion of the paper.2. Literature Review Vendor selection decisions are complicated by the fact that various criteria must be considered in decisions making process. The analysis of such criteria and measuring the performances of vendors have been the focus of many scientists and purchasing practitioners since the 1960s. Many papers and researches were dedicated to this problem. This section briefly summarizes the literature of existing approaches and results obtained for the vendor selection problem. Early in 1966, Dickson1 reports 23 different criteria for vendors evaluation. Of these criteria, he states that cost, quality, and delivery times are among the most important performance measures in the selection of vendors. Since that time, numerous papers have cited his work approaching the vendor selection problem mainly from three perspectives; conceptual, empirical, and mathematical. In the empirical area of the vendor selection, Weber et al.3 present a comprehensive review of the literature providing the most important criteria in the choice of suppliers. According to their investigation, they rank price as the most important factor in the selection process followed by lead-time and quality factors. Jiuh-Biing, proposed a methodology in his research that would stimulate research in the related fields of global logistics, and may help address issues regarding the uncertainty and complexity of global logistics operations. Chan and Chung,5 develop a multi-criterion genetic optimization for solving distribution network problems in supply chain management. In this work they combine analytic hierarchy processes with genetic algorithms to capture the capability of multi-criterion decision-making which will reduce the computation time. Vaidya and Kumar, presents a literature review of the applications of Analytic Hierarchy Process (AHP) and also provided the various application area where the AHP is used as a multiple criteria decision-making tool. Handeld et al., in their work integrate environmental issues in their supplier assessment decisions with the help of AHP. Liu et al., and Weber et al presented a data envelopment analysis method for a Vendor Selection Problem (VSP) with multiple objectives. Vanegas and Labib, proposed a method to determine the weights for the customer requirements by converting the weights from the AHP into fuzzy numbers using the concept of a “fuzzy line segment”. Maggie and Tummala, in their paper discussed about the vendor selection for the telecommunication systems and based on the proposed model the time taken to select the vendor has been reduced. The above literature reveals that for selection of vendors, most previous researchers have considered only three main factors (quality, service and price) and about 15 sub-factors. This paper describes five main factors (quality, delivery, engineering capability, service and price) and 21 sub-factors for the vendor selection. 3. Problem DescriptionThe company chosen for this work plans to build a supply chain for its rubber manufacturing product. At present, the company is facing a lot of problems regarding the quality of products manufactured. After the long study done by the research team comprising of experts from industry and academia, it was found that the quality problems have risen because of the raw materials purchased from the single vendor without testing the quality. So, the company has planned to improve the quality of the product by purchasing raw material from the best vendor selected from the three alternative vendors, namely vendor 1, vendor 2 and vendor 3 were taken into consideration. Among the questions that arise is which vendors are to be selected. The attributes and the sub-attributes have to be most prevalent and important in the vendor selection process. Choosing the possible attributes and sub-attributes for the vendor selection involves a decision making team which includes experts from the industry side (purchasing director, purchasing manager, sales manager, product manager, quality manager and production manager) and the academic side. The attributes and sub-attributes involved in the vendor selection have been chosen by conducting a survey. A questionnaire consisting of these factors was designed for the survey. A respondent to the survey is selected randomly from different functional areas of the Original Equipment Manufacturers company who are directly involved with the materials supplied by the vendors. Based on the survey conducted, the major influencing attributes and sub-attributes involved in vendor selection are given in Table 1.It comprises of four levels for selecting the best vendor. Level 1 represents the goal i.e. selection of best vendor; Level 2 represents the five attributes, Quality (Q), Delivery (D), Engineering/technical capability (E), Service (S) and Price (R); Level 3 represents 21 sub-attributes; and Level 4 represents the number of vendors.4. Solution Methodology In this work, the multi criteria decision-making tools such as AHP and GRA are adopted to solve the vendor selection problem after selecting attributes and sub-attributes. In the first part, the AHP approach is used, since it can combine both qualitative and quantitative criteria making it an appropriate approach for solving the current problem. GRA approach is used in the second part because the calculations involved are faster and simpler than in AHP. The overview of AHP and GRA approaches are discussed below. 4.1. Overview of AHP The AHP12 is a decision making approach designed to aid in the solution of complex multiple criteria problems in a number of application domains. This method has been found to be an effective and practical approach that can consider complex and unstructured decisions. The AHP is proposed in this research in order to handle both tangible and intangible factors and sub-factors affecting vendor selection decisions. The selection of the methodology is based on the characteristics of the problem and the consideration of the advantages and