1.你认为微笑曲线还有现实意义吗？为什么？互联网环境下会产生哪些改变？

答；（1）我认为微笑曲线有意义，因为微笑曲线理论可以提供一个新的思考方向，微笑曲线中间是制造；左边是研发，属于全球性的竞争；右边是营销，主要是当地性的竞争。从微笑曲线可以找出附加价值在哪里，第二个是关于竞争的形态

           (2)在互联网+工业的影响下我们不用再纠缠微笑曲线这个难题了。意外，制造业传统意义上的价值创造和分配模式正在发生转变，借助互联网平台，企业，客户及利益相关方纷纷参与到价值创造、价值传递 及价值实现等生产创造的各个环节，因为互联网+工业不仅仅是信息共享，还将广泛开展 物理共享，从而形成新的价值创造和分享模式，开创全新的共享经济，带动大众创业和万众创新。

2.阅读一篇以上Industrial Chain相关英文文章，要求用英文摘录文章主旨，并列出关键单词等，还须附上文章链接

答；High Quality Industrial drive chain

Why Choose Us ?

1.Hangzhou Donghua Chain Group Co., Ltd established in 1991, we have 3 subsidiaries in china and have 6 subsidiaries abroad;

2.We covering a production area of 200,100 square meters, have more than 1,800 sets of advanced equipment and over 3,100 highly skilled employees, the annual production capacity has exceeded 20,000,000 meters;

3.We specialized in producing all kinds of standard chains and special chains, such as A or B series chains, roller chains, drive chains, conveyor chains, hoisting chains, agricultural chains, sprockets, wheels, gears and so on;

4.We have obtained ISO9001, ISO14001, ISO16969, AAA , API SGS certificates.

5.Our partners among world top enterprises, such as JOHNDEERE, NEW HOLLAND, CLAAS, HONDA, KUBOTA etc.

高质量的工业传动链

为什么选择我们?

1。杭州东华链条集团有限公司成立于1991年,我们在中国有三个子公司和海外有6家子公司;

2。我们覆盖生产面积200100平方米,拥有1800多套先进设备和超过3100高技能员工,年生产能力超过20000000米;

3所示。我们专业生产各种标准链和特殊链,如A或B系列链、滚子链条、传动链、输送链,起重链条,农业链条、链轮、车轮、齿轮等;

4所示。我们已经获得ISO9001、ISO14001、ISO16969 AAA,API SGS证书。

5。我们的合作伙伴在世界顶级企业,如JOHNDEERE,新荷兰,CLAAS、本田、日本久保田公司等。

High Quality Industrial Drive Chain - Buy Industrial Drive Chain,Driving Roller Chain Product on Alibaba.com https://www.alibaba.com/product-detail/High-Quality-Industrial-Drive-Chain_1517015336.html?spm=a2700.7724857.main07.1.17a8049079lG2c

3.厂家直销或减少中间商的做法在互联网上非常流行，与此同时，你认为会带来哪些新问题？该如何解决。

答；（1）不利于我国经济朝集团化，规模化，及国际化方向发展（2）厂家直销没有更好滴体现部门分工优势（3）厂家直销直接影响我国交易的有序性

如何解决；尽量在以上问题中能更加 更好的处理 做到规范  合理化  各自发出最好的解决方案   不可能做的十全十美但求做到最精

4.通过网上资料介绍红领集团或必要商城在供应链管理上的创新有哪些？

CE: 是不是服装这样的行业更容易实现供应链的柔性化，红领集团的实践是否能移植到一些比较重的制造行业？

赵先德：这个取决于公司的竞争战略，红领的模式是适合于这种高端定制的，从头到尾100%根据顾客的需求来设计、生产制造，其成本绝对比传统的批量生产成本高，由于它出来的产品实质上是在和现有的(手工)定制店竞争，相对手工定制店，通过数字化的生产和供应链系统有效的提高了生产效率，但是相对传统的大规模生产，(红领)效率还是有降低的。

CE: 戴尔[微博]、耐克、利丰都曾依靠供应链优势迅速崛起，现在这些标杆企业面临怎样的挑战，供应链在未来会有哪些更先进的组织模式？

赵先德：供应链比电商存在早得多，由于电商的发展，越来越多的人认识到供应链是支持电商的根本，现在没有供应链，你的电商是做不下来的。总体来讲任何商业模式的创新，没有供应链流程的再造，流程的整合，流程的创新，你的商业模式是不能落地的，能落地你的竞争优势也不可持续，因为基本上这个世界是这样，你有创新的东西，你一做出来马上别人就看到，如果你这个商业模式不需要供应链的不同流程的整合创新和再造，马上别人就可以模仿。

传统供应链比较强大的公司，实质他们也还是有自己独特的竞争能力，但是现在这些公司面临最大的挑战是由于互联网平台、电商等新商业模式的出现，导致几个变化：第一个客户在全球范围之内寻找优质供应商的能力提高了。另外一个价格实质上是越来越透明，这会使得贸易中间商能够从中获利的空间越来越窄。

像利丰这样的企业现在实质上是在供应链多个环节做深度的服务、做更多这种供应链整合的服务，最后才真正能够给顾客创造价值，利丰集团从一开始的简单买卖撮合，到现在根据顾客需求设计产品，发生了一个很大的改变。现在利丰会把好多人都送到香港理工设计学院去学设计。当客人告诉他大致下一个季度想要哪类产品的时候，他会利用自己的设计能力、自己的这种“知道在什么地方能采购什么原材料、零部件，能够去哪儿生产”的能力，把生产和设计的知识结合起来，给你一个全面的解决方案。红领是简单的在一个国家、一个地方生产，满足全球不同的地方对一种产品的定制化需求，做了一个基于互联网数字化的体系。但是利丰能够给几万个客户在全球范围之内，在多个产品范围之内进行这种服务，红领是没有办法取代他的。但是现在利丰面临的挑战是，如果现在各个专业的领域里面，有更多的像红领这样的企业出现，最后某一些种类的产品就不经过你，顾客与工厂直接对接，比你要做的更有效益。

5.阅读一篇以上supply chain 相关英文文章，要求用英文摘录文章主旨，并列出关键单词，附上文章链接。

There are a variety of supply chain models, which address both the upstream and downstream elements of supply chain management (SCM). The SCOR (Supply-Chain Operations Reference) model, developed by a consortium of industry and the non-profit Supply Chain Council (now part of APICS) became the cross-industry de facto standard defining the scope of supply chain management. SCOR measures total supply chain performance. It is a process reference model for supply-chain management, spanning from the supplier's supplier to the customer's customer.[5]It includes delivery and order fulfillment performance, production flexibility, warranty and returns processing costs, inventory and asset turns, and other factors in evaluating the overall effective performance of a supply chain.

The Global Supply Chain Forum has introduced another supply chain model.[6]This framework is built on eight key business processes that are both cross-functional and cross-firm in nature. Each process is managed by a cross-functional team including representatives from logistics, production, purchasing, finance, marketing, and research and development. While each process interfaces with key customers and suppliers, the processes of customer relationship management and supplier relationship management form the critical linkages in the supply chain.

The American Productivity and Quality Center (APQC) Process Classification Framework (PCF) SM is a high-level, industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint. The PCF was developed by APQC and its member organizations as an open standard to facilitate improvement through process management and benchmarking, regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterprise-level categories, including process groups, and over 1,000 processes and associated activities.

In the developing country public health setting, John Snow, Inc. has developed the JSI Framework for Integrated Supply Chain Management in Public Health, which draws from commercial sector best practices to solve problems in public health supply chains.[7]

In 2013, theSupply Chain Roadmaphas been presented. It is a method where an organization's supply chain strategy can be reviewed in an organized and systematic approach in order to assure alignment of the supply chain with the business strategy. The method is supported in the most important and recognised theories and practices about supply chain strategy and business strategy. The method allows the characterisation of the supply chain under analysis by 42 factors in a single page view called "The Map", and allows the comparison of this supply chain with 6-supply chain archetypes (fast, efficient, continuous flow, agile, custom configured, flexible), in order to find gaps between supply chain under analysis and the most proper supply chain archetype. Method is applied in four steps (scope, understanding, evaluation, and, redesign and deployment). The method was developed by Hernan David Perez, an experienced supply chain manager in several industrial sectors, and, professor and international speaker in supply chain strategy.[8]

有各种各样的供应链模型,解决上游和下游供应链管理(SCM)的元素。再保险公司供应链运作参考模型,由一个财团开发工业和非营利组织供应链委员会(现在apic的一部分)成为跨行业事实上的标准定义了供应链管理的范围。再保险公司总供应链性能的措施。供应链管理是一个过程参考模型,从供应商的供应商到客户的客户。[5]它包括交付和订单执行的性能,生产的灵活性,保证并返回处理成本,库存和资产,和其他因素在评价供应链的有效的整体性能。

全球供应链论坛推出了另一个供应链模型。[6]这个框架是建立在八个关键业务过程在本质上都是跨职能和cross-firm。每个进程由一个跨职能的团队,其中包括代表物流、生产、采购、财务、营销、研究与发展。虽然每个流程接口与关键客户和供应商,客户关系管理和供应商关系管理过程形成了供应链的关键联系。

美国生产力与质量中心(实施)流程分类框架(PCF)SM是一个高层次、industry-neutral企业过程模型,允许组织从跨行业的角度看到自己的业务流程。PCF是由APQC及其成员组织作为一个开放的标准,以促进改善通过proc

https://en.wikipedia.org/wiki/Supply_chain