英语翻译the complexities of getting materisl ordered,manufacture

英语翻译
the complexities of getting materisl ordered,manufactured and delivered,overload most supply chain management(SCM) systems.The fact is that most systems are just nou up handing all the variables up and down the supply chain.
For years,it was thought that it was enough for manufacturers to have an MRP or EPR system that could help answer fundamenal questions such as;What are we going to make What do we have now?What resources/capacity do we need and when?
Manufacturers need to know a lot more today to have a truly effective supply chain.There are a number of fundamental weaknesses in the old system logic Many planning and scheduling systems in use today assume that lead times are fixed,queues do not change ,queues must exist,capacity is infinite and backward scheduling logic will produce valid load profiles and good shop floor schedules.There assumptions are totally illogical,and following them causes many schedule compliance problems.An effective fix is first to streamline operations and then to apply predictive,preventive forms of advanced planning and scheduling.
SCM involves two flows.Information flow signals the need to start the flow of material In a supply chain ,the fast flow of high-quality information and material is inextricably linked and of paramount importance to SCM success.Untimely or low-quality information virtually guarantees poor performance.
Manufacturers need to develop flexible supply chain processes that can adapt to the needs of various customer segment They must also develop supply chain strategy,processes and supporting systems that conform too current and future requirements.
Generally an effective SCM approach must focus on：
Flexible supply and production processes that can very quickly respond to changing customer demand.
A short-cycle,demand-driven order-to-delivery process.
Accurate,relevant information that isavailable on demand throughout the supply chain.
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的复杂性越来越materisl命令,制造和交付,超载大多数供应链管理（ SCM ） systems.The事实是大多数系统只是巴萨交出了所有的变量向上和向下的供应链.
多年来,人们认为这足以为制造商或有物料需求计划的EPR系统,可以帮助回答fundamenal等问题;什么是我们要些什么呢?我们有什么呢?什么样的资源/能力,我们需要做的时候?
制造商需要了解更多今日有一个真正有效的供应chain.There一些基本的弱点,许多旧的制度逻辑规划和调度系统,目前使用的假设,交货时间是固定的,不改变队列,队列必须存在,能力是无限的,落后的生产调度逻辑将有效载荷配置和良好的车间schedules.There的假设是完全不合逻辑的,按照他们的原因很多遵守时间表的问题.一个有效的解决首先是精简业务,然后申请预测,预防各种形式的先进计划与调度.
供应链管理涉及两个流动.信息流信号需要开始流动的材料供应链,快速流动的高质量的信息和材料有着千丝万缕的联系和头等重要的供应链管理的成功.过早或低质量的信息几乎保证业绩不佳.
制造商必须制定灵活的供应链流程,可以适应不同客户需求的市场,他们还必须发展供应链战略,流程和支持系统,也符合当前和未来的需求.
一般一个有效的供应链管理的方法必须把重点放在：
灵活的供应和生产过程,可以非常迅速地应对不断变化的客户需求.
短周期,需求驱动的订单交付流程.
准确,相关信息的需求isavailable整个供应链.