英语翻译4、Suppose you are in charge ofsupply chain management for a retailer with 1,150 store outlets,eightdistribution centers,and a network of 600 vendors.You are tasked withbuilding the optimal supply chain to support three times the current

英语翻译4、Suppose you are in charge ofsupply chain management for a retailer with 1,150 store outlets,eightdistribution centers,and a network of 600 vendors.You are tasked withbuilding the optimal supply chain to support three times the current
英语翻译
4、Suppose you are in charge ofsupply chain management for a retailer with 1,150 store outlets,eightdistribution centers,and a network of 600 vendors.You are tasked withbuilding the optimal supply chain to support three times the current businessvolume seven years from today.
The DCs are alreadyjammed with inbound shipments and outbound store delivery truckloads,and theDC managers are asking for more space just to support the current demand.
What do you do?
If eight DCs arealready struggling to support existing business volume,how many more DCs wouldyou need to support an expansion plan to,say,3,500 stores?This situationactually presents a golden opportunity for a thorough review and possiblereengineering of the supply chain infrastructure and process.
When determining howto enhance supply chain performance,consider three critical elements:purchaseorders,infrastructure,and logistics management process and technology.

英语翻译4、Suppose you are in charge ofsupply chain management for a retailer with 1,150 store outlets,eightdistribution centers,and a network of 600 vendors.You are tasked withbuilding the optimal supply chain to support three times the current
4、Suppose you are in charge of supply chain management for a retailer with 1,150 store outlets,eight distribution centers,and a network of 600 vendors.You are tasked with building the optimal supply chain to support three times the current business volume seven years from today.
The DCs are already jammed with inbound shipments and outbound store delivery truckloads,and theDC managers are asking for more space just to support the current demand.
What do you do?
4、假定由你负责管理这样的一个零售供应链网络：拥有1150家商店、8个配送中心、600家供应商.你的任务是：建立一个优化的供应链系统,以支持从现在开始7年后业务流量是当前流量的三倍.目前配送中心的入库货运和出库配送给商店的送货均是用货运卡车完成的,且入库与出库门口均已经是车辆十分拥堵.现有的配送中心经理们正在为支撑当前的业务需要、提供更多的仓储空间忙得焦头烂额.你怎么办?
If eight DCs arealready struggling to support existing business volume,how many more DCs would you need to support an expansion plan to,say,3,500 stores?This situation actually presents a golden opportunity for a thorough review and possible reengineering of the supply chain infrastructure and process.
如果现有的八个配送中心均在为支撑当前的业务量需求已经是苦不堪言,为支持今后的扩张计划（比如说,3500家商店）,到底需要多少家配送中心?当前企业面临的实际情况,为对整个供应链网络基础结构和流程进行彻底的审视和流程再造,提供了一个十分难得的机会（黄金期）.
When determining how to enhance supply chain performance,consider three critical elements:purchase orders,infrastructure,and logistics management process and technology.
在你确定如何强化供应链绩效时,应考虑三个关键因素：采购计单（数量与类型）、基础性结构和物流管理流程与技术.