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1.0 Introduce the concept of "lean supply chains" and the improvement methods of financial performance.介绍“精益供应链”的概念和财务绩效的改进方法。
精益供应链是指“一个集团通过产品流、服务流、现金流和上下游直接联系的机构或组织之间的信息流，高效、有效地拉动，满足顾客对产品或服务的需求，减少浪费。”e，为了降低成本（杨红和莫迪，2011年）。“精益供应链是将产品从产品设计整合到最终客户的过程，是整合和快速响应客户不断变化需求的必要步骤和合作伙伴。
也就是说，供应链中的任何一个参与者不仅可以考虑下游需求的直接参与者，而且应该尽可能考虑最终用户的需求，争取采购、制造和销售，以最低的价格为采购部门T。o完成正确的采购量；制造业力求以最小的消耗来提高生产速度；销售部以最小的销售成本获得最大的利润。核心是以尽可能少的资源最大化客户需求，创造尽可能多的价值。
Lean Supply Chain is defined as "a group through the product flow, service flow, cash flow and information flow between the upstream and downstream directly connected institutions or organizations, they pull through efficient and effective, satisfy the customer the product or service to reduce waste, to reduce costs （Yang, Hong, and Modi, 2011）." A lean supply chain is the process of integrating products from product design to end customers, and the necessary steps and partners to integrate and respond quickly to the changing needs of customers.
That is to say, any of the participants in the supply chain can not only considering the direct participants of downstream demand, and should consider to the end user's demand as much as possible, strive for the procurement, manufacturing and sales, with the lowest price for purchasing department to complete the right amount of purchase; The manufacturing sector strives to increase production speed with minimal consumption; The sales department earns the largest profit from the smallest sales cost. The core is to maximize customer demand and create as much value as possible with as few resources as possible.
2.0 Affirm the correctness of the author's statement.确认作者陈述的正确性。
我同意作者的陈述。另外，精益供应链是一种全新的概念，它将突破传统的管理理念，在以下几个方面带来新的竞争优势，使企业在激烈的市场竞争中处于有利的地位（托托瑞拉、米奥拉多、马洛迪）N，2017年）。
（1）时间优势：对于企业来说，时间是一种可以深度开发的资源。公司在时间响应上的优势可以为其他竞争差异奠定基础，这将导致公司的整体竞争优势。在传统的管理模式下，获得竞争优势的最佳途径是“以最低的成本提供最高的价值”；现在是企业“在最短的时间内以最低的成本提供最高的价值”的一种新的成功模式。21世纪已不再是“大鱼吃小鱼”的时代，而“快鱼吃慢鱼”的时代，只有“时间竞争对手”具有快速反应的能力才能生存和发展。精益供应链要求供应链参与市场信息的充分共享。为了实现信息交流的顺畅流动，整合相应的流程，可以实现双方之间的无缝衔接，从而统一供应链的运作。这样不仅可以带来自身的价值，如减少库存、加快资金周转、依赖企业客户深化、提高客户满意度等，同时也为客户创造了真正的价值。
I have agreed with the author's statement. In addition, lean supply chain is a kind of brand-new concept, it will break through the traditional management idea, in the following several aspects to bring a new competitive advantage, make the enterprise in the fierce market competition in a favorable position （Tortorella, Miorando, & Marodin, 2017）.
(1) time advantage: for enterprises, time is a resource that can be developed deeply. The advantages that companies have in time response can lay the foundation for other competitive differentials, which will lead to the overall competitive advantage of the company. The best way to gain competitive advantage in traditional management mode is "to provide the highest value at the lowest cost"; It is now a new model of success for companies "to provide the highest value at the lowest cost in the shortest possible time". The 21st century is no longer the era of "big fish eat small fish", but the time when "fast fish eat slow fish", only "time competitors" with quick response ability can survive and develop. The lean supply chain requires the supply chain to participate in the full sharing of market information. In order to realize the smooth flow of information communication and integrate the corresponding process, the seamless connection between the parties can be realized, so as to unify the operation of the supply chain. In this way, not only can bring their own value, such as inventory reduction, speed up capital turnover, the dependence of the deepening of enterprise customers, improve customer satisfaction, etc., at the same time created real value for customers.
(2) cost advantage:the dividing method of combining both at home and abroad for the supply chain cost, combined with the actual situation of real estate enterprises, this paper will supply chain cost is divided into purchasing cost, design cost, construction cost, logistics cost and service cost. In the supply chain, the lean supply chain constantly eliminates the activities that do not create value for customers, and eliminates waste, thus achieving the minimum cost of supply chain. That is, from procurement, design, construction, logistics and service cost control on the supply chain, in order to achieve the optimal supply chain cost, to enhance the efficiency of the supply chain, the maximum to meet the needs of customers personalized diversification, to continuously strengthen enterprise competitiveness.
(3) customer resource advantages: think customer creation value. The lean supply chain assumes that customers create real value as a prerequisite to eliminate waste and reduce costs. It is considered unsuccessful to eliminate waste without adding value to the customer. From this perspective, the lean supply chain in order to strengthen the understanding of the customer, will strengthen the interaction and communication with customers, use the time to contact and know more about customers, satisfy customer needs, for the sake of customers, the more it will make the enterprise more to get the trust of the customer, the relationship between each other is closer to accumulate more customer resources, enterprises can also on this basis to establish an unmatched competitive advantage.
3.0 Point out the deficiency of the author's statement, including that in addition to improving organizational the processes and cost efficiencies, the methods to improve financial performance of lean supply chains also include other methods, such as raising flexible production capacity, reducing inventory levels, and so on.
It can be found that the five elements ultimately lead to the production of lean supply chain （Tortorella, Miorando,& Tlapa, 2017）:
(1) improvement of product development level. This leads to a significant shortening of the product development cycle and a faster time to market, enabling companies to take full advantage of external resources and seek opportunities for collaborative design, development and construction. This is what the market environment and consumer view of the 21st century demand, which is also the key to winning the competition.
(2) diversified and personalized customer needs. With the improvement of people's living standard, customers are no longer satisfied with the single product provided by the enterprise, and they want to get diversified products that meet their personality and needs. This demand is in
Putting pressure on companies also provides new opportunities.
(3) the supply chain is more flexible. To respond to the "fast-changing, unpredictable" market, supply chains need not only technical flexibility but also managerial flexibility, as well as staff and organisational flexibility.
(4) distribution, and line, set into and save as the characteristics of the global supply chain. Under the trend of economic globalization, distribution is stronger and more widely distributed. The degree of parallelization is higher, which means that many processes of enterprises can be implemented in parallel across regions and across departments. The integration level is higher, not only the integration of information and technology, but also the integration of management, personnel and environment.
(5) rapid development of information technology. The key of lean supply chain is to realize the information integration and sharing among the enterprises in the Internet network environment. Electronic Data Interchange, EDI) technology, RFID (Radio Frequency ID such as a new generation of automatic identification technology, Electrical Fund Transfer, EFT technology popularization and application of supply chain management provides effective technical support, provides the technical foundation for the realization of the lean supply chain.
Lean supply chain based on the theory of lean thinking, realize the product small batch production. Second, lean supply chain changed the original organizational structure and shift into customer and value chain oriented process model organization.The lean supply chain believes that the whole supply chain process will always be improved. Through visual management of the supply chain activities to collect the data, in order to make a timely response, and supply chain event management is the change of the activity of some of the key nodes in the key monitoring and effective management, so as to ensure the normal supply chain activities. At the same time, the collected data are analyzed, from the perspective of eliminating waste and reducing cost to create value for customers, to find out the steps that can be improved.#p#分页标题#e#
Reference
Tortorella, G, Miorando, R, & Marodin, G 2017, 'Lean supply chain management: Empirical research on practices, contexts and performance', International Journal Of Production Economics, 193, pp. 98-112,
Tortorella, G, Miorando, R, & Tlapa, D 2017, 'Implementation of lean supply chain: an empirical research on the effect of context',TQM Journal, 29, 4, pp. 610-623
Yang, M.G.M., Hong, P. and Modi, S.B., 2011. Impact of lean manufacturing and environmental management on business performance: An empirical study of manufacturing firms. International Journal of Production Economics, 129(2), pp.251-261.
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