. . "Supply-Chain-Management"@de . . . . . . . "Manajemen rantai pasok adalah sebuah sistem terkoordinasi yang terdiri atas organisasi, sumber daya manusia, aktivitas, informasi, dan sumber-sumber daya lainnya yang terlibat secara bersama-sama dalam memindahkan suatu produk atau jasa baik dalam bentuk fisik maupun virtual dari suatu pemasok kepada pelanggan. Tujuan yang hendak dicapai dari setiap rantai pasok adalah untuk memaksimalkan nilai dan profit yang dihasilkan secara keseluruhan. Rantai pasok yang terintegrasi akan meningkatkan keseluruhan nilai yang dihasilkan oleh rantai pasok tersebut. Sebagai contoh: jika barang yang diterima konsumen rusak, maka konsumen berhak mengembalikan barang tersebut untuk diperbaiki, atau diganti dengan produk baru oleh produsen. Setelah barang atau jasa dikonsumsi oleh konsumen, maka konsumen akan memberikan umpan balik berupa informasi kepuasan konsumen."@in . . . . . . . . . . . . . . . . . . "Zarz\u0105dzanie \u0142a\u0144cuchem dostaw (ang. Supply Chain Management \u2013 SCM) \u2013 zarz\u0105dzanie przep\u0142ywami mi\u0119dzy ogniwami \u0142a\u0144cuchem dostaw. Umo\u017Cliwia projektowanie, planowanie, realizacj\u0119, kontrol\u0119 oraz monitoring \u0142a\u0144cucha dostaw. Zajmuje si\u0119 przep\u0142ywem informacji, produkt\u00F3w i us\u0142ug. Wewn\u0119trzne SCM obejmuje zagadnienia zwi\u0105zane z zaopatrzeniem, produkcj\u0105 i dystrybucj\u0105. Zewn\u0119trzne SCM integruje przedsi\u0119biorstwo z jego dostawcami i klientami."@pl . . . . . "Manajemen rantai pasok adalah sebuah sistem terkoordinasi yang terdiri atas organisasi, sumber daya manusia, aktivitas, informasi, dan sumber-sumber daya lainnya yang terlibat secara bersama-sama dalam memindahkan suatu produk atau jasa baik dalam bentuk fisik maupun virtual dari suatu pemasok kepada pelanggan."@in . . . . . "\u0394\u03B9\u03B1\u03C7\u03B5\u03AF\u03C1\u03B9\u03C3\u03B7 \u03B5\u03C6\u03BF\u03B4\u03B9\u03B1\u03C3\u03C4\u03B9\u03BA\u03AE\u03C2 \u03B1\u03BB\u03C5\u03C3\u03AF\u03B4\u03B1\u03C2"@el . . "Supply-Chain-Management (SCM) ist in Unternehmen der Anglizismus f\u00FCr \u201Einnerbetrieblich und entlang der Lieferkette auch zwischenbetrieblich die auf das Gesamtsystem ausgerichtete strategische Koordinierung zwischen den traditionellen Gesch\u00E4ftsfunktionen und den taktischen Entscheidungen zwischen diesen Gesch\u00E4ftsfunktionen mit dem Ziel der Verbesserung der langfristigen Leistungsf\u00E4higkeit der einzelnen Unternehmen und der Lieferkette als Ganzes\u201C."@de . . . . . . . "Una cadena de suministro est\u00E1 formada por todos aquellos procesos involucrados de manera directa o indirecta en la acci\u00F3n de satisfacer las necesidades de suministro. Incluye a los proveedores (primer, segundo y tercer nivel), los almacenes de MP (materia prima - directa o indirecta), la l\u00EDnea de producci\u00F3n, almacenes de Productos Terminados, canales de distribuci\u00F3n, mayoristas, minoristas y el cliente final. Dentro de cada organizaci\u00F3n existe una cadena de suministro diferente dependiendo del giro de la empresa. Existen tres tipos de empresas: industriales, comercializadoras y de servicios. Las empresas de servicios cuentan con cadenas de suministros muy cortas. Las empresas industriales tienen cadenas de suministro con mucha log\u00EDstica dependiendo de la MP que utilizan, las l\u00EDneas de producci\u00F3n con las que cuentan y los segmentos de mercado a los que van dirigidos sus productos. Las empresas comercializadoras, por ejemplo, tienen muy poco uso de las existencias por lo que sus cadenas de suministros son menos elaboradas. Todas las funciones que participan en la cadena de suministro est\u00E1n destinadas a la recepci\u00F3n y el cumplimiento de una petici\u00F3n del cliente. Estas funciones incluyen, pero no est\u00E1n limitadas al desarrollo de nuevos productos, la mercadotecnia, las operaciones, la distribuci\u00F3n, las finanzas y el servicio al cliente.\u200B Una correcta gesti\u00F3n de la Cadena de Suministros permite que los procesos clave de la empresa relacionados con costos, disponibilidad y calidad para incrementar los m\u00E1rgenes y hacer de su estrategia de la cadena de suministro una realidad. De esta manera se crear\u00E1 una cadena de suministro impulsada por la demanda, que sit\u00FAa al cliente en el centro de la misma y le permite responder r\u00E1pidamente a los cambios sin reducir su margen.\u200B"@es . "Spr\u00E1va dodavatelsk\u00E9ho \u0159et\u011Bzce"@cs . . . . . . . "Dodavatelsk\u00FD \u0159et\u011Bzec (anglicky supply chain) nebo spot\u0159ebitelsk\u00FD \u0159et\u011Bzec je v oblasti obchodu a slu\u017Eeb syst\u00E9m organizac\u00ED, lid\u00ED, \u010Dinnost\u00ED, informac\u00ED a zdroj\u016F pod\u00EDlej\u00EDc\u00EDch se na p\u0159em\u00EDs\u0165ov\u00E1n\u00ED produktu nebo slu\u017Eby od dodavatele k z\u00E1kazn\u00EDkovi. \u010Cinnosti v dodavatelsk\u00E9m \u0159et\u011Bzci zahrnuj\u00ED p\u0159em\u011Bnu p\u0159\u00EDrodn\u00EDch zdroj\u016F, surovin a sou\u010D\u00E1st\u00ED na hotov\u00FD produkt, kter\u00FD je dod\u00E1v\u00E1n kone\u010Dn\u00E9mu z\u00E1kazn\u00EDkovi. V sofistikovan\u00FDch syst\u00E9mech dodavatelsk\u00E9ho \u0159et\u011Bzce mohou pou\u017Eit\u00E9 produkty znovu vstoupit do dodavatelsk\u00E9ho \u0159et\u011Bzce v kter\u00E9mkoli m\u00EDst\u011B, kde je zbytkov\u00E1 hodnota recyklovateln\u00E1. Dodavatelsk\u00E9 \u0159et\u011Bzce spojuj\u00ED hodnotov\u00E9 \u0159et\u011Bzce."@cs . . . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u0446\u0435\u043F\u044F\u043C\u0438 \u043F\u043E\u0441\u0442\u0430\u0432\u043E\u043A"@ru . "La gestione della catena di distribuzione (supply chain management, SCM) riguarda diverse attivit\u00E0 logistiche delle aziende, con l'obiettivo di controllare le prestazioni e migliorarne l'efficienza. Tra queste attivit\u00E0 sono incluse la catalogazione sistematica dei prodotti e il coordinamento strategico dei vari membri della catena di distribuzione. Il supply chain management fornisce quindi un collegamento e si occupa di coordinare le attivit\u00E0 di produzione, acquisto e logistica. Si divide in \"supply chain planning system\", il quale aiuta l'azienda nel generare le previsioni di produzione e nello sviluppare i piani di acquisto e produzione, e in \"supply chain execution system\", il quale consente il coordinamento e il controllo dei flussi di prodotti che ci sono tra il magazzino e i vari centri di distribuzione. Sono fondamentali per ci\u00F2 che riguarda il Business, in particolare i sistemi SCM, se utilizzati nella maniera corretta, consentono di garantire un elevato livello di servizio verso il cliente."@it . . . . . . "\u4F9B\u61C9\u93C8\u662F\u7531\u4E00\u9023\u4E32\u4F9B\u61C9\u5546\u548C\u7D44\u6210\u7684\u5718\u968A\uFF0C\u4EE5\u63A5\u529B\u8CFD\u5718\u968A\u7684\u6A21\u5F0F\uFF0C\u5B8C\u6210\u5F9E\u63A1\u8CFC\u539F\u6750\u6599\uFF0C\u5230\u5236\u6210\u53CA\u81F3\u6700\u7D42\u7522\u54C1\uFF0C\u7136\u5F8C\u5C07\u6700\u7522\u54C1\u4EA4\u4ED8\u7528\u6236\u70BA\u529F\u80FD\u7684\uFF0C\u7531\u4E00\u7CFB\u5217\u8A2D\u65BD\u548C\u5206\u5E03\u9078\u64C7\u5F62\u6210\u7684\u7DB2\u7D61\u3002 \u4E00\u4E2A\u4F9B\u5E94\u94FE\u662F\u4E00\u7CFB\u5217\u8FC7\u7A0B\uFF0C\u5176\u4E2D\u4E00\u4E2A\u8FC7\u7A0B\u8865\u7ED9\u4E0B\u4E00\u4E2A\u8FC7\u7A0B\u3002\u6700\u7B80\u5355\u7684\u4F9B\u5E94\u94FE\u662F\u4E00\u7CFB\u5217\u5355\u5411\u8FC7\u7A0B\u3002 \u8FC7\u7A0B P(1) ===> P(2) ===> P(3) ===>... ===> P(n) \u771F\u5BE6\u7684\u74B0\u5883\u6BD4\u8F03\u8907\u96DC\uFF0C\u6574\u500B\u7DB2\u8DEF\u7684\u5404\u500B\u904E\u7A0B\u53EF\u4EE5\u4E92\u76F8\u88DC\u7D66\uFF0C\u540C\u6642\u88DC\u7D66\u7684\u6A21\u5F0F\u4E5F\u66F4\u8907\u96DC\u3002\u9019\u500B\u6982\u5FF5\u53EF\u4EE5\u7528\u65BC\u591A\u500B\u9818\u57DF\uFF0C\u5982\u88FD\u9020\u696D\uFF0C\u4E5F\u53EF\u7528\u65BCIT\u548C\u91D1\u878D\u696D\u3002 \u82F1\u570B\u8457\u540D\u7269\u6D41\u5C08\u5BB6\u99AC\u4E01\u00B7\u514B\u91CC\u65AF\u591A\u592B(Martin Christopher)\u6559\u6388\u5728\u300A\u7269\u6D41\u8207\u4F9B\u61C9\u93C8\u7BA1\u7406\u300B\u4E00\u66F8\u4E2D\u5C0D\u4F9B\u61C9\u93C8\u9032\u884C\u4E86\u5982\u4E0B\u5B9A\u7FA9\uFF1A"@zh . . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u043B\u0430\u043D\u0446\u044E\u0433\u043E\u043C \u043F\u043E\u0441\u0442\u0430\u0432\u043E\u043A"@uk . . . . "Supply chain management (SCM), ook wel integraal ketenbeheer genoemd, is een principe waarbij door middel van het verbeteren van processen en samenwerking met leveranciers en afnemers een betere functionaliteit van het deelnemende bedrijf in de keten ontstaat. In bijvoorbeeld de horeca en de toeleverende bedrijven kan dit ervoor zorgen dat er minder afval ontstaat door meer accurate inkopen."@nl . "A gest\u00E3o da cadeia log\u00EDstica, (do ingl\u00EAs: Supply Chain Management), tamb\u00E9m conhecida como gest\u00E3o da cadeia de suprimentos no Brasil, gest\u00E3o da cadeia de abastecimento em Portugal, pipeline log\u00EDstico ou rede log\u00EDstica, consiste em todas as partes relacionadas seja direta ou indiretamente, na execu\u00E7\u00E3o do pedido de um cliente. Ela inclui n\u00E3o apenas o fornecedor ou o fabricante, mas tamb\u00E9m as transportadoras, os armaz\u00E9ns, varejistas e os consumidores finais. A palavra \"Log\u00EDstica\" tem origem da palavra francesa \"Logistique\" que significa \"a arte de planejar\". Na cadeia log\u00EDstica padr\u00E3o, as mat\u00E9rias-primas s\u00E3o procuradas e os bens s\u00E3o produzidos em uma ou mais f\u00E1bricas, transportadas para armaz\u00E9ns como armazenamento interm\u00E9dio, e depois transportadas para os retalhistas ou clientes. As estrat\u00E9gias utilizadas para obter uma cadeia log\u00EDstica eficaz consideram as intera\u00E7\u00F5es entre os v\u00E1rios n\u00EDveis da cadeia log\u00EDstica, de forma a reduzir o custo e melhorar o servi\u00E7o prestado. A cadeia log\u00EDstica consiste nos fornecedores, centros de fabrica\u00E7\u00E3o, armaz\u00E9ns e centros de distribui\u00E7\u00E3o, assim como mat\u00E9rias-primas, produtos no processo de fabrica\u00E7\u00E3o, e produtos finais que circulam entre as f\u00E1bricas.basicamente a log\u00EDstica \u00E9 a ci\u00EAncia dos detalhes. Assim a gest\u00E3o da cadeia log\u00EDstica consiste numa s\u00E9rie de aproxima\u00E7\u00F5es utilizadas para integrar eficazmente fornecedores, fabricantes e lojas, para que a mercadoria seja produzida e distribu\u00EDda nas quantidades ideais, na localiza\u00E7\u00E3o certa e no tempo correcto, com o objectivo de satisfazer o n\u00EDvel de servi\u00E7o e diminuir os custos ao longo do sistema . A cadeia log\u00EDstica n\u00E3o \u00E9 composta apenas de movimenta\u00E7\u00E3o de produtos f\u00EDsicos entre empresas. Envolve, tamb\u00E9m, o fluxo de informa\u00E7\u00E3o e capitais entre as mesmas companhias. A comunica\u00E7\u00E3o \u00E9 um factor chave para a manuten\u00E7\u00E3o e gest\u00E3o da cadeia log\u00EDstica. Os membros da cadeia log\u00EDstica t\u00EAm de fazer tudo o que estiver ao seu alcance para melhorar as opera\u00E7\u00F5es da cadeia, pois s\u00E3o essas medidas que permitem reduzir os custos e aumentar as receitas . Evolu\u00E7\u00E3o da gest\u00E3o da cadeia log\u00EDstica: Cadeia log\u00EDstica \u00E9 o grupo de fornecedores que supre as necessidades de uma empresa na cria\u00E7\u00E3o e no desenvolvimento dos seus produtos. Pode ser entendido tamb\u00E9m como uma forma de colabora\u00E7\u00E3o entre fornecedores, retalhistas e consumidores para a cria\u00E7\u00E3o de valor. Cadeia log\u00EDstica pode ser definida como o ciclo da vida dos processos que compreendem os fluxos f\u00EDsicos, informativos, financeiros e de conhecimento, cujo objectivo \u00E9 satisfazer os requisitos do consumidor final com produtos e servi\u00E7os de v\u00E1rios fornecedores ligados. A cadeia log\u00EDstica, no entanto, n\u00E3o est\u00E1 limitada ao fluxo de produtos ou informa\u00E7\u00F5es no sentido Fornecedor \u2192 Cliente. Existe tamb\u00E9m um fluxo de informa\u00E7\u00E3o, de reclama\u00E7\u00F5es e de produtos, entre outros, no sentido Cliente \u2192 Fornecedor (Ayers, 2001, p. 4-5). As empresas e organiza\u00E7\u00F5es, come\u00E7aram a captar e a adaptar a mensagem da log\u00EDstica apenas nos prim\u00F3rdios do s\u00E9culo XX . Nos anos 1960, a log\u00EDstica tinha principalmente, uma vertente operacional, isto \u00E9, era vista como sistema de atividades integradas. Nos anos 1970, passou a ser caracterizada por ter uma \u00E1rea funcional e estrat\u00E9gica. J\u00E1 nos anos 1980, a log\u00EDstica passa a ser vista como servi\u00E7o, come\u00E7am a aparecer os sistemas log\u00EDsticos de informa\u00E7\u00E3o e a log\u00EDstica como pipeline total, e nos anos 1990, surge a gest\u00E3o da cadeia log\u00EDstica . Finalmente, na atualidade, a fun\u00E7\u00E3o log\u00EDstica interage basicamente com quatro setores das empresas: marketing, finan\u00E7as, controlo da produ\u00E7\u00E3o e gest\u00E3o de recursos humanos, criando assim uma rede log\u00EDstica . No entanto, em pleno s\u00E9culo XXI, o conhecimento, explora\u00E7\u00E3o e aplica\u00E7\u00E3o empresarial da log\u00EDstica, ainda est\u00E3o longe dos tempos da log\u00EDstica aplicada em estrat\u00E9gias de guerra ."@pt . . . . . . . . . "Una cadena de suministro est\u00E1 formada por todos aquellos procesos involucrados de manera directa o indirecta en la acci\u00F3n de satisfacer las necesidades de suministro. Incluye a los proveedores (primer, segundo y tercer nivel), los almacenes de MP (materia prima - directa o indirecta), la l\u00EDnea de producci\u00F3n, almacenes de Productos Terminados, canales de distribuci\u00F3n, mayoristas, minoristas y el cliente final."@es . . . . . . . "Provizo\u0109eno"@eo . "\u0141a\u0144cuch logistyczny \u2013 to \u0142a\u0144cuch transportowo-magazynowy, kt\u00F3ry stanowi technologiczne po\u0142\u0105czenie punkt\u00F3w magazynowych i prze\u0142adunkowych drogami przewozu towar\u00F3w."@pl . . . . . "Provizo\u0109eno estas sistemo de organizoj, homoj, agadoj, informoj, kaj resursoj/rimedoj implicitaj en movado de produkto a\u016D servo de provizanto al kliento. Provizo\u0109enaj agadoj implicas transformon de naturaj resursoj/rimedoj, kruda\u0135ojn kaj komponantojn en pretan produkton, kiu estas liverata al la fina kliento. En rafinitaj provizo\u0109enaj sistemoj, uzitaj produktoj povas reeniri la provizo\u0109enon \u0109e iu punkto, kie restanta valoro estas reuzebla. Provizo\u0109enoj interligas valor\u0109enojn."@eo . . . . "Is \u00E9ard at\u00E1 i gceist le slabhra sol\u00E1thair n\u00E1 earra\u00ED \u00E1 gcur ar f\u00E1il \u00F3 na t\u00E1irgeoir\u00ED go dt\u00ED an mhonarcha, an siopa n\u00F3 an t-ospid\u00E9al, srl."@ga . . . . "Productieketen"@nl . . . . . . . . "\uACF5\uAE09\uC0AC\uC2AC(\uC601\uC5B4: supply chain) \uB610\uB294 \uACF5\uAE09\uB9DD\uC740 \uAE30\uC5C5\uC758 \uACF5\uAE09\uC0AC\uC2AC\uC740 \uC6D0\uC7AC\uB8CC\uB97C \uD68D\uB4DD\uD558\uACE0, \uC774 \uC6D0\uC7AC\uB8CC\uB97C \uC911\uAC04\uC7AC\uB098 \uCD5C\uC885\uC7AC\uB85C \uBCC0\uD658\uD558\uACE0, \uCD5C\uC885\uC81C\uD488\uC744 \uACE0\uAC1D\uC5D0\uAC8C \uC720\uD1B5\uC2DC\uD0A4\uAE30 \uC704\uD55C \uC870\uC9C1 \uBC0F \uBE44\uC988\uB2C8\uC2A4 \uD504\uB85C\uC138\uC2A4\uC758 \uB124\uD2B8\uC6CC\uD06C\uB2E4. \uACF5\uAE09\uC0AC\uC2AC\uC740 \uC81C\uD488 \uBC0F \uC11C\uBE44\uC2A4\uB97C \uC6D0\uCC9C\uC5D0\uC11C \uC18C\uBE44\uC5D0 \uC774\uB974\uB3C4\uB85D \uACF5\uAE09\uD558\uAE30 \uC704\uD574 \uACF5\uAE09\uC5C5\uCCB4, \uC81C\uC870\uACF5\uC7A5, \uC720\uD1B5\uC13C\uD130, \uC18C\uB9E4\uD560\uC778\uC810, \uACE0\uAC1D\uC744 \uC5F0\uACB0\uD55C\uB2E4. \uACF5\uAE09\uC0AC\uC2AC\uC0C1\uC5D0\uC11C \uBB3C\uC9C8, \uC815\uBCF4, \uC9C0\uBD88\uC740 \uC591\uBC29\uD5A5\uC73C\uB85C \uD750\uB978\uB2E4. \uACF5\uAE09\uC0AC\uC2AC\uC758 \uC0C1\uB958(Upstream)\uC9C0\uC5ED\uC5D0\uB294 \uACF5\uAE09\uC5C5\uCCB4\uC640 \uADF8 \uACF5\uAE09\uC5C5\uCCB4\uC758 \uACF5\uAE09\uC5C5\uCCB4\uAC00 \uC788\uC73C\uBA70, \uC5C5\uCCB4\uAC04\uC758 \uAD00\uACC4\uB97C \uAD00\uB9AC\uD558\uAE30 \uC704\uD55C \uD504\uB85C\uC138\uC2A4\uAC00 \uD3EC\uD568\uB41C\uB2E4. \uD558\uB958(downstream)\uC9C0\uC5ED\uC740 \uCD5C\uC885 \uACE0\uAC1D\uC5D0\uAC8C \uC81C\uD488\uC744 \uC720\uD1B5\uD558\uACE0 \uC804\uB2EC\uD558\uAE30 \uC704\uD574 \uC870\uC9C1\uACFC \uD504\uB85C\uC138\uC2A4\uB85C \uAD6C\uC131\uB41C\uB2E4."@ko . . "Dodavatelsk\u00FD \u0159et\u011Bzec (anglicky supply chain) nebo spot\u0159ebitelsk\u00FD \u0159et\u011Bzec je v oblasti obchodu a slu\u017Eeb syst\u00E9m organizac\u00ED, lid\u00ED, \u010Dinnost\u00ED, informac\u00ED a zdroj\u016F pod\u00EDlej\u00EDc\u00EDch se na p\u0159em\u00EDs\u0165ov\u00E1n\u00ED produktu nebo slu\u017Eby od dodavatele k z\u00E1kazn\u00EDkovi. \u010Cinnosti v dodavatelsk\u00E9m \u0159et\u011Bzci zahrnuj\u00ED p\u0159em\u011Bnu p\u0159\u00EDrodn\u00EDch zdroj\u016F, surovin a sou\u010D\u00E1st\u00ED na hotov\u00FD produkt, kter\u00FD je dod\u00E1v\u00E1n kone\u010Dn\u00E9mu z\u00E1kazn\u00EDkovi. V sofistikovan\u00FDch syst\u00E9mech dodavatelsk\u00E9ho \u0159et\u011Bzce mohou pou\u017Eit\u00E9 produkty znovu vstoupit do dodavatelsk\u00E9ho \u0159et\u011Bzce v kter\u00E9mkoli m\u00EDst\u011B, kde je zbytkov\u00E1 hodnota recyklovateln\u00E1. Dodavatelsk\u00E9 \u0159et\u011Bzce spojuj\u00ED hodnotov\u00E9 \u0159et\u011Bzce."@cs . . . . . . . . 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"Gest\u00E3o da cadeia de suprimentos de neg\u00F3cios (em ingl\u00EAs) Supply chain management (SCM) \u00E9 o gerenciamento de uma rede interligada de neg\u00F3cios envolvidos na provis\u00E3o final de pacotes produto e servi\u00E7o requeridos por clientes finais (Harland, 1996). A gest\u00E3o da cadeia de suprimentos abrange todo o movimento e armazenamento de mat\u00E9ria prima, trabalho em processo de invent\u00E1rio, e produtos acabados do ponto de origem at\u00E9 o ponto de consumo (cadeia de suprimentos). Supply chain management (SCM) \u00E9 a ferramenta usada a tecnologia possibilita gerencia cadeia de suprimentos efic\u00E1cia e efici\u00EAncia. Sendo nos tempos modernos exig\u00EAncias do cliente, que influencia diretamente na concorr\u00EAncia entre empresas. O Conselho de Profissionais da Gest\u00E3o da Cadeia de Suprimentos (do ingl\u00EAs, Council of Supply Chain Management Professional - CSCMP) define, em seu gloss\u00E1rio, a Gest\u00E3o da Cadeia de Suprimentos como \u201Co planejamento e a gest\u00E3o de todas as atividades associadas \u00E0 log\u00EDstica interna e interorganizacional, bem como a coordena\u00E7\u00E3o e colabora\u00E7\u00E3o entre todos os parceiros da cadeia, sejam eles fornecedores, prestadores de servi\u00E7o ou consumidores\u201D. Outra defini\u00E7\u00E3o \u00E9 fornecido pelo Dicion\u00E1rio da Sociedade Americana de Controle de Invent\u00E1rio e Produ\u00E7\u00E3o (em ingl\u00EAs, \u201CAmerican Production And Inventory Control Society\u201D - APICS) quando define SCM como \"design, planejamento, execu\u00E7\u00E3o, controle, e monitoramento das atividades da cadeia de suprimentos com o objetivo de criar valor l\u00EDquido, constru\u00E7\u00E3o de uma infra-estrutura competitiva, alavancagem log\u00EDstica mundial, sincronizar a oferta e a procura e avalia\u00E7\u00E3o do desempenho global.\""@pt . . . . . . . . . . "La administraci\u00F3n de la cadena de suministro (en ingl\u00E9s, Supply chain management, SCM) es el proceso de planificaci\u00F3n, puesta en ejecuci\u00F3n y control de las operaciones de la cadena de suministro con el prop\u00F3sito de satisfacer las necesidades del cliente con tanta eficacia como sea posible.\u200B La gerencia de la cadena de suministro atraviesa todo el movimiento y almacenaje de materias primas, el correspondiente inventario que resulta del proceso, y las mercanc\u00EDas acabadas desde el punto de origen al punto de consumo. La correcta administraci\u00F3n de la cadena de suministro debe considerar todos los acontecimientos y factores posibles que puedan causar una interrupci\u00F3n.\u200B Algunos expertos distinguen entre la gerencia de la cadena de suministro y a la gerencia de la log\u00EDstica, mientras que otros los consideran t\u00E9rminos intercambiables. Desde el punto de vista de una empresa, el alcance de la primera est\u00E1 limitado, en lo relativo a los recursos, por los abastecedores de su proveedor, y en el lado del cliente, por los propios contratistas."@es . . . . . . . . "La administraci\u00F3n de la cadena de suministro (en ingl\u00E9s, Supply chain management, SCM) es el proceso de planificaci\u00F3n, puesta en ejecuci\u00F3n y control de las operaciones de la cadena de suministro con el prop\u00F3sito de satisfacer las necesidades del cliente con tanta eficacia como sea posible.\u200B La gerencia de la cadena de suministro atraviesa todo el movimiento y almacenaje de materias primas, el correspondiente inventario que resulta del proceso, y las mercanc\u00EDas acabadas desde el punto de origen al punto de consumo. La correcta administraci\u00F3n de la cadena de suministro debe considerar todos los acontecimientos y factores posibles que puedan causar una interrupci\u00F3n.\u200B"@es . . . . "\u0397 \u03B4\u03B9\u03B1\u03C7\u03B5\u03AF\u03C1\u03B9\u03C3\u03B7 \u03B5\u03C6\u03BF\u03B4\u03B9\u03B1\u03C3\u03C4\u03B9\u03BA\u03AE\u03C2 \u03B1\u03BB\u03C5\u03C3\u03AF\u03B4\u03B1\u03C2 (\u0394\u0395\u0391) \u03B5\u03AF\u03BD\u03B1\u03B9 \u03B7 \u03B4\u03B9\u03B1\u03C7\u03B5\u03AF\u03C1\u03B9\u03C3\u03B7 \u03B5\u03BD\u03CC\u03C2 \u03B4\u03B9\u03BA\u03C4\u03CD\u03BF\u03C5 \u03B5\u03C3\u03C9\u03C4\u03B5\u03C1\u03B9\u03BA\u03AC \u03C3\u03C5\u03BD\u03B4\u03B5\u03B4\u03B5\u03BC\u03AD\u03BD\u03C9\u03BD \u03B5\u03C0\u03B9\u03C7\u03B5\u03B9\u03C1\u03AE\u03C3\u03B5\u03C9\u03BD \u03C0\u03BF\u03C5 \u03C3\u03C5\u03BC\u03BC\u03B5\u03C4\u03AD\u03C7\u03BF\u03C5\u03BD \u03C3\u03C4\u03B7\u03BD \u03B1\u03C0\u03CE\u03C4\u03B5\u03C1\u03B7 \u03C0\u03B1\u03C1\u03BF\u03C7\u03AE \u03C0\u03B1\u03BA\u03AD\u03C4\u03C9\u03BD \u03C0\u03C1\u03BF\u03CA\u03CC\u03BD\u03C4\u03C9\u03BD \u03BA\u03B1\u03B9 \u03C5\u03C0\u03B7\u03C1\u03B5\u03C3\u03B9\u03CE\u03BD, \u03C4\u03B1 \u03BF\u03C0\u03BF\u03AF\u03B1 \u03B1\u03C0\u03B5\u03C5\u03B8\u03CD\u03BD\u03BF\u03BD\u03C4\u03B1\u03B9 \u03C3\u03C4\u03BF\u03C5\u03C2 \u03C4\u03B5\u03BB\u03B9\u03BA\u03BF\u03CD\u03C2 \u03BA\u03B1\u03C4\u03B1\u03BD\u03B1\u03BB\u03C9\u03C4\u03AD\u03C2 (Harland, 1996). \u0397 \u03B4\u03B9\u03B1\u03C7\u03B5\u03AF\u03C1\u03B9\u03C3\u03B7 \u03B5\u03C6\u03BF\u03B4\u03B9\u03B1\u03C3\u03C4\u03B9\u03BA\u03AE\u03C2 \u03B1\u03BB\u03C5\u03C3\u03AF\u03B4\u03B1\u03C2 \u03B5\u03BA\u03C4\u03B5\u03AF\u03BD\u03B5\u03C4\u03B1\u03B9 \u03C3\u03B5 \u03CC\u03BB\u03B7 \u03C4\u03B7 \u03B4\u03B9\u03B1\u03B4\u03B9\u03BA\u03B1\u03C3\u03AF\u03B1 \u03BC\u03B5\u03C4\u03B1\u03C6\u03BF\u03C1\u03AC\u03C2 \u03BA\u03B1\u03B9 \u03B1\u03C0\u03BF\u03B8\u03AE\u03BA\u03B5\u03C5\u03C3\u03B7\u03C2 \u03C4\u03C9\u03BD \u03C0\u03C1\u03CE\u03C4\u03C9\u03BD \u03C5\u03BB\u03CE\u03BD, \u03B7\u03BC\u03B9\u03AD\u03C4\u03BF\u03B9\u03BC\u03C9\u03BD \u03BA\u03B1\u03B9 \u03BF\u03BB\u03BF\u03BA\u03BB\u03B7\u03C1\u03C9\u03BC\u03AD\u03BD\u03C9\u03BD \u03B1\u03B3\u03B1\u03B8\u03CE\u03BD \u03B1\u03C0\u03CC \u03C4\u03B1 \u03C3\u03B7\u03BC\u03B5\u03AF\u03B1 \u03C0\u03C1\u03BF\u03AD\u03BB\u03B5\u03C5\u03C3\u03B7\u03C2 \u03C0\u03C1\u03BF\u03C2 \u03C4\u03B1 \u03C3\u03B7\u03BC\u03B5\u03AF\u03B1 \u03BA\u03B1\u03C4\u03B1\u03BD\u03AC\u03BB\u03C9\u03C3\u03B7\u03C2. \u0388\u03BD\u03B1\u03C2 \u03AC\u03BB\u03BB\u03BF\u03C2 \u03BF\u03C1\u03B9\u03C3\u03BC\u03CC\u03C2 \u03B4\u03AF\u03BD\u03B5\u03C4\u03B1\u03B9 \u03B1\u03C0\u03CC \u03C4\u03BF \u03BB\u03B5\u03BE\u03B9\u03BA\u03CC APICS, \u03CC\u03C0\u03BF\u03C5 \u03B1\u03BD\u03B1\u03C6\u03AD\u03C1\u03B5\u03B9 \u03C4\u03B7\u03BD \u0394\u0395\u0391 \u03C9\u03C2 \u03C4\u03BF \u03C3\u03C7\u03B5\u03B4\u03B9\u03B1\u03C3\u03BC\u03CC, \u03C4\u03B7\u03BD \u03B5\u03BA\u03C4\u03AD\u03BB\u03B5\u03C3\u03B7, \u03C4\u03BF\u03BD \u03AD\u03BB\u03B5\u03B3\u03C7\u03BF \u03BA\u03B1\u03B9 \u03C4\u03B7\u03BD \u03C0\u03B1\u03C1\u03B1\u03BA\u03BF\u03BB\u03BF\u03CD\u03B8\u03B7\u03C3\u03B7 \u03C4\u03C9\u03BD \u03B4\u03C1\u03B1\u03C3\u03C4\u03B7\u03C1\u03B9\u03BF\u03C4\u03AE\u03C4\u03C9\u03BD \u03B5\u03C6\u03BF\u03B4\u03B9\u03B1\u03C3\u03C4\u03B9\u03BA\u03AE\u03C2 \u03B1\u03BB\u03C5\u03C3\u03AF\u03B4\u03B1\u03C2 \u03BC\u03B5 \u03C3\u03C4\u03CC\u03C7\u03BF \u03C4\u03B7 \u03B4\u03B7\u03BC\u03B9\u03BF\u03C5\u03C1\u03B3\u03AF\u03B1 \u03BA\u03B1\u03B8\u03B1\u03C1\u03AE\u03C2 \u03B1\u03BE\u03AF\u03B1\u03C2, \u03C4\u03B7 \u03B4\u03CC\u03BC\u03B7\u03C3\u03B7 \u03BC\u03B9\u03B1\u03C2 \u03B1\u03BD\u03C4\u03B1\u03B3\u03C9\u03BD\u03B9\u03C3\u03C4\u03B9\u03BA\u03AE\u03C2 \u03C5\u03C0\u03BF\u03B4\u03BF\u03BC\u03AE\u03C2, \u03C4\u03B7 \u03BC\u03CC\u03C7\u03BB\u03B5\u03C5\u03C3\u03B7 \u03B4\u03B9\u03B5\u03B8\u03BD\u03BF\u03CD\u03C2 \u03B5\u03C0\u03B9\u03BC\u03B5\u03BB\u03B7\u03C4\u03B5\u03AF\u03B1\u03C2 (logistics), \u03C4\u03BF\u03BD \u03C3\u03C5\u03B3\u03C7\u03C1\u03BF\u03BD\u03B9\u03C3\u03BC\u03CC \u03C4\u03B7\u03C2 \u03C0\u03B1\u03C1\u03BF\u03C7\u03AE\u03C2 \u03BC\u03B5 \u03C4\u03B7 \u03B6\u03AE\u03C4\u03B7\u03C3\u03B7 \u03BA\u03B1\u03B9 \u03C4\u03B7 \u03BC\u03AD\u03C4\u03C1\u03B7\u03C3\u03B7 \u03C4\u03B7\u03C2 \u03B1\u03C0\u03CC\u03B4\u03BF\u03C3\u03B7\u03C2 \u03C0\u03B1\u03B3\u03BA\u03BF\u03C3\u03BC\u03AF\u03C9\u03C2."@el . . . . . . . . . . . . . . . . . "Spr\u00E1va nebo \u0159\u00EDzen\u00ED dodavatelsk\u00E9ho \u0159et\u011Bzce (anglicky supply chain management (SCM)) je \u010Dinnost a obor \u0159\u00EDzen\u00ED spot\u0159ebitelsk\u00E9ho a dodavatelsk\u00E9ho \u0159et\u011Bzce zahrnuj\u00EDc\u00ED n\u00E1stroje jako software tuto \u010Dinnost podporuj\u00EDc\u00ED. To se pak obvykle jedn\u00E1 o cel\u00FD bal\u00EDk programov\u00FDch prost\u0159edk\u016F, kter\u00FD umo\u017E\u0148uje propojen\u00ED jednotliv\u00FDch \u010Dl\u00E1nk\u016F dodavatelsk\u00E9ho \u0159et\u011Bzce (dodavatel - v\u00FDrobce - distributor - prodejce - z\u00E1kazn\u00EDk), a t\u00EDm podstatn\u011B zlep\u0161uje jeho schopnost reagovat na po\u017Eadavky z\u00E1kazn\u00EDka, nap\u0159. zkr\u00E1cen\u00EDm \u010Das\u016F dod\u00E1n\u00ED. SCM je v dne\u0161n\u00ED dob\u011B \u010Dasto pouze jedn\u00EDm z modul\u016F komplexn\u00EDho podnikov\u00E9ho IS (t\u00E9\u017E ERP)."@cs . . . . . . . "Supply chain management (SCM), ook wel integraal ketenbeheer genoemd, is een principe waarbij door middel van het verbeteren van processen en samenwerking met leveranciers en afnemers een betere functionaliteit van het deelnemende bedrijf in de keten ontstaat. In bijvoorbeeld de horeca en de toeleverende bedrijven kan dit ervoor zorgen dat er minder afval ontstaat door meer accurate inkopen."@nl . . "\uACF5\uAE09\uC0AC\uC2AC(\uC601\uC5B4: supply chain) \uB610\uB294 \uACF5\uAE09\uB9DD\uC740 \uAE30\uC5C5\uC758 \uACF5\uAE09\uC0AC\uC2AC\uC740 \uC6D0\uC7AC\uB8CC\uB97C \uD68D\uB4DD\uD558\uACE0, \uC774 \uC6D0\uC7AC\uB8CC\uB97C \uC911\uAC04\uC7AC\uB098 \uCD5C\uC885\uC7AC\uB85C \uBCC0\uD658\uD558\uACE0, \uCD5C\uC885\uC81C\uD488\uC744 \uACE0\uAC1D\uC5D0\uAC8C \uC720\uD1B5\uC2DC\uD0A4\uAE30 \uC704\uD55C \uC870\uC9C1 \uBC0F \uBE44\uC988\uB2C8\uC2A4 \uD504\uB85C\uC138\uC2A4\uC758 \uB124\uD2B8\uC6CC\uD06C\uB2E4. \uACF5\uAE09\uC0AC\uC2AC\uC740 \uC81C\uD488 \uBC0F \uC11C\uBE44\uC2A4\uB97C \uC6D0\uCC9C\uC5D0\uC11C \uC18C\uBE44\uC5D0 \uC774\uB974\uB3C4\uB85D \uACF5\uAE09\uD558\uAE30 \uC704\uD574 \uACF5\uAE09\uC5C5\uCCB4, \uC81C\uC870\uACF5\uC7A5, \uC720\uD1B5\uC13C\uD130, \uC18C\uB9E4\uD560\uC778\uC810, \uACE0\uAC1D\uC744 \uC5F0\uACB0\uD55C\uB2E4. \uACF5\uAE09\uC0AC\uC2AC\uC0C1\uC5D0\uC11C \uBB3C\uC9C8, \uC815\uBCF4, \uC9C0\uBD88\uC740 \uC591\uBC29\uD5A5\uC73C\uB85C \uD750\uB978\uB2E4. \uACF5\uAE09\uC0AC\uC2AC\uC758 \uC0C1\uB958(Upstream)\uC9C0\uC5ED\uC5D0\uB294 \uACF5\uAE09\uC5C5\uCCB4\uC640 \uADF8 \uACF5\uAE09\uC5C5\uCCB4\uC758 \uACF5\uAE09\uC5C5\uCCB4\uAC00 \uC788\uC73C\uBA70, \uC5C5\uCCB4\uAC04\uC758 \uAD00\uACC4\uB97C \uAD00\uB9AC\uD558\uAE30 \uC704\uD55C \uD504\uB85C\uC138\uC2A4\uAC00 \uD3EC\uD568\uB41C\uB2E4. \uD558\uB958(downstream)\uC9C0\uC5ED\uC740 \uCD5C\uC885 \uACE0\uAC1D\uC5D0\uAC8C \uC81C\uD488\uC744 \uC720\uD1B5\uD558\uACE0 \uC804\uB2EC\uD558\uAE30 \uC704\uD574 \uC870\uC9C1\uACFC \uD504\uB85C\uC138\uC2A4\uB85C \uAD6C\uC131\uB41C\uB2E4."@ko . "A gest\u00E3o da cadeia log\u00EDstica, (do ingl\u00EAs: Supply Chain Management), tamb\u00E9m conhecida como gest\u00E3o da cadeia de suprimentos no Brasil, gest\u00E3o da cadeia de abastecimento em Portugal, pipeline log\u00EDstico ou rede log\u00EDstica, consiste em todas as partes relacionadas seja direta ou indiretamente, na execu\u00E7\u00E3o do pedido de um cliente. Ela inclui n\u00E3o apenas o fornecedor ou o fabricante, mas tamb\u00E9m as transportadoras, os armaz\u00E9ns, varejistas e os consumidores finais. A palavra \"Log\u00EDstica\" tem origem da palavra francesa \"Logistique\" que significa \"a arte de planejar\". Evolu\u00E7\u00E3o da gest\u00E3o da cadeia log\u00EDstica:"@pt . . . . . . "\u4F9B\u5E94\u94FE"@zh . . . . "Spr\u00E1va nebo \u0159\u00EDzen\u00ED dodavatelsk\u00E9ho \u0159et\u011Bzce (anglicky supply chain management (SCM)) je \u010Dinnost a obor \u0159\u00EDzen\u00ED spot\u0159ebitelsk\u00E9ho a dodavatelsk\u00E9ho \u0159et\u011Bzce zahrnuj\u00EDc\u00ED n\u00E1stroje jako software tuto \u010Dinnost podporuj\u00EDc\u00ED. To se pak obvykle jedn\u00E1 o cel\u00FD bal\u00EDk programov\u00FDch prost\u0159edk\u016F, kter\u00FD umo\u017E\u0148uje propojen\u00ED jednotliv\u00FDch \u010Dl\u00E1nk\u016F dodavatelsk\u00E9ho \u0159et\u011Bzce (dodavatel - v\u00FDrobce - distributor - prodejce - z\u00E1kazn\u00EDk), a t\u00EDm podstatn\u011B zlep\u0161uje jeho schopnost reagovat na po\u017Eadavky z\u00E1kazn\u00EDka, nap\u0159. zkr\u00E1cen\u00EDm \u010Das\u016F dod\u00E1n\u00ED. SCM je v dne\u0161n\u00ED dob\u011B \u010Dasto pouze jedn\u00EDm z modul\u016F komplexn\u00EDho podnikov\u00E9ho IS (t\u00E9\u017E ERP). Supply chain management (SCM) je zp\u016Fsob prosazov\u00E1n\u00ED, \u0161\u00ED\u0159en\u00ED, kontroly a c\u00EDlen\u00ED my\u0161lenek nap\u0159\u00ED\u010D kontinenty, nap\u0159\u00ED\u010D nesourod\u00FDmi strukturami \u2013 SCM vytv\u00E1\u0159\u00ED prostor pro sd\u00EDlen\u00ED informac\u00ED, technologick\u00FDch, marketingov\u00FDch, obchodn\u00EDch postup\u016F bez nutnosti spojovat jednotliv\u00E9 \u010Dl\u00E1nky do pr\u00E1vn\u011B definovan\u00FDch celk\u016F. Z\u00E1kladn\u00EDm principem je absolutn\u00ED konektivita a absolutn\u00ED likvidita v ka\u017Ed\u00E9m jednom kroku, kde d\u00EDky rozvoji IT technolog\u00EDe nen\u00ED prvn\u00ED ze zmi\u0148ovan\u00FDch podm\u00EDnek ji\u017E ni\u010D\u00EDm v\u00FDjime\u010Dn\u00FDm, naopak druh\u00E1 podm\u00EDnka, toti\u017E likvidnost jednotliv\u00FDch fragment\u016F, je doposud sp\u00ED\u0161e teori\u00ED ne\u017E realitou. Jedn\u00EDm ze zp\u016Fsob\u016F, jak tento stav zm\u011Bnit, je vytvo\u0159en\u00ED nov\u00E9ho \u201Eterci\u00E1rn\u00EDho trhu\u201C, kter\u00FD by umo\u017E\u0148oval elektronicky, neauk\u010Dn\u011B, obchodovat pohled\u00E1vky \u2013 sou\u010Dasn\u011B by tak nahradil funkci bank a jejich organiza\u010Dn\u00EDch slo\u017Eek, jako je faktoring, nebo forfaiting"@cs . . . . . . "Gestione della catena di distribuzione"@it . . . "\u0633\u0644\u0633\u0644\u0629 \u062A\u0648\u0631\u064A\u062F"@ar . . "\u4F9B\u5E94\u94FE\u7BA1\u7406"@zh . . . . . . . . . "La gestion de la cha\u00EEne logistique (GCL; en anglais, supply chain management ou SCM) est un savoir-faire d'application qui vise une mise en \u0153uvre ou une gestion op\u00E9rationnelle, soit le respect sur le terrain de l'encha\u00EEnement des t\u00E2ches (illustr\u00E9 par le terme de \u00AB cha\u00EEne \u00BB), ainsi que le bon fonctionnement du syst\u00E8me logistique, tel que fix\u00E9 par le cahier des charges logistique de l'organisation concern\u00E9e. L'objectif de la gestion de la cha\u00EEne logistique est de contribuer \u00E0 la complexit\u00E9 de cette cha\u00EEne en proposant les diff\u00E9rents m\u00E9canismes de coordination (Atour Taghipour, 2014). R\u00E9cemment, la r\u00E9silience de la cha\u00EEne d\u2019approvisionnement est devenue un \u00E9l\u00E9ment de plus en plus important du SCM. En outre, les pratiques de gestion durable jouent un r\u00F4le croissant dans la SCM."@fr . "La gestione della catena di distribuzione (supply chain management, SCM) riguarda diverse attivit\u00E0 logistiche delle aziende, con l'obiettivo di controllare le prestazioni e migliorarne l'efficienza. Tra queste attivit\u00E0 sono incluse la catalogazione sistematica dei prodotti e il coordinamento strategico dei vari membri della catena di distribuzione."@it . . "Rantai pasok atau rantai suplai adalah sebuah sistem rangkaian kegiatan yang meliputi koordinasi, penjadwalan dan pengendalian yang terdiri atas organisasi, sumber daya manusia, aktivitas, informasi, dan lainnya terhadap pengadaan, produksi, persediaan dan pengiriman produk ataupun layanan jasa dari suatu pemasok kepada pelanggan. Badan usaha yang melaksanakan fungsi pasokan pada umumnya terdiri dari manufaktur, penyedia layanan jasa, distributor, dan saluran penjualan (seperti: pedagang eceran, perdagangan elektronik, dan pelanggan (pengguna akhir). Aktivitas rantai pasok (rantai nilai dan ) mengubah bahan baku dan bahan pendukung menjadi sebuah barang jadi yang dapat dikirimkan kepada pelanggan pengguna akhir. Rantai pasok menghubungkan rantai nilai."@in . "Rantai pasok atau rantai suplai adalah sebuah sistem rangkaian kegiatan yang meliputi koordinasi, penjadwalan dan pengendalian yang terdiri atas organisasi, sumber daya manusia, aktivitas, informasi, dan lainnya terhadap pengadaan, produksi, persediaan dan pengiriman produk ataupun layanan jasa dari suatu pemasok kepada pelanggan. Badan usaha yang melaksanakan fungsi pasokan pada umumnya terdiri dari manufaktur, penyedia layanan jasa, distributor, dan saluran penjualan (seperti: pedagang eceran, perdagangan elektronik, dan pelanggan (pengguna akhir). Aktivitas rantai pasok (rantai nilai dan ) mengubah bahan baku dan bahan pendukung menjadi sebuah barang jadi yang dapat dikirimkan kepada pelanggan pengguna akhir. Rantai pasok menghubungkan rantai nilai. Ada berbagai jenis model rantai pasok, yang masing-masing menghubungkan mulai dari sisi hulu hingga hilir. Tujuan utama manajemen rantai pasok adalah untuk memenuhi permintaan pelanggan melalui penggunaan sumber daya yang pailng efisien, termasuk kapasitas distribusi, persediaan, dan sumber daya manusia. Beberapa perusahaan memilih untuk mengalihdayakan manajemen rantai pasok mereka dengan bekerja sama dengan penyedia jasa logistik pihak ketiga."@in . "Distributionskedja"@sv . . . "\uACF5\uAE09\uB9DD \uAD00\uB9AC"@ko . . "\u4F9B\u61C9\u93C8\u662F\u7531\u4E00\u9023\u4E32\u4F9B\u61C9\u5546\u548C\u7D44\u6210\u7684\u5718\u968A\uFF0C\u4EE5\u63A5\u529B\u8CFD\u5718\u968A\u7684\u6A21\u5F0F\uFF0C\u5B8C\u6210\u5F9E\u63A1\u8CFC\u539F\u6750\u6599\uFF0C\u5230\u5236\u6210\u53CA\u81F3\u6700\u7D42\u7522\u54C1\uFF0C\u7136\u5F8C\u5C07\u6700\u7522\u54C1\u4EA4\u4ED8\u7528\u6236\u70BA\u529F\u80FD\u7684\uFF0C\u7531\u4E00\u7CFB\u5217\u8A2D\u65BD\u548C\u5206\u5E03\u9078\u64C7\u5F62\u6210\u7684\u7DB2\u7D61\u3002 \u4E00\u4E2A\u4F9B\u5E94\u94FE\u662F\u4E00\u7CFB\u5217\u8FC7\u7A0B\uFF0C\u5176\u4E2D\u4E00\u4E2A\u8FC7\u7A0B\u8865\u7ED9\u4E0B\u4E00\u4E2A\u8FC7\u7A0B\u3002\u6700\u7B80\u5355\u7684\u4F9B\u5E94\u94FE\u662F\u4E00\u7CFB\u5217\u5355\u5411\u8FC7\u7A0B\u3002 \u8FC7\u7A0B P(1) ===> P(2) ===> P(3) ===>... ===> P(n) \u771F\u5BE6\u7684\u74B0\u5883\u6BD4\u8F03\u8907\u96DC\uFF0C\u6574\u500B\u7DB2\u8DEF\u7684\u5404\u500B\u904E\u7A0B\u53EF\u4EE5\u4E92\u76F8\u88DC\u7D66\uFF0C\u540C\u6642\u88DC\u7D66\u7684\u6A21\u5F0F\u4E5F\u66F4\u8907\u96DC\u3002\u9019\u500B\u6982\u5FF5\u53EF\u4EE5\u7528\u65BC\u591A\u500B\u9818\u57DF\uFF0C\u5982\u88FD\u9020\u696D\uFF0C\u4E5F\u53EF\u7528\u65BCIT\u548C\u91D1\u878D\u696D\u3002 \u82F1\u570B\u8457\u540D\u7269\u6D41\u5C08\u5BB6\u99AC\u4E01\u00B7\u514B\u91CC\u65AF\u591A\u592B(Martin Christopher)\u6559\u6388\u5728\u300A\u7269\u6D41\u8207\u4F9B\u61C9\u93C8\u7BA1\u7406\u300B\u4E00\u66F8\u4E2D\u5C0D\u4F9B\u61C9\u93C8\u9032\u884C\u4E86\u5982\u4E0B\u5B9A\u7FA9\uFF1A"@zh . . . "\u0397 \u03B4\u03B9\u03B1\u03C7\u03B5\u03AF\u03C1\u03B9\u03C3\u03B7 \u03B5\u03C6\u03BF\u03B4\u03B9\u03B1\u03C3\u03C4\u03B9\u03BA\u03AE\u03C2 \u03B1\u03BB\u03C5\u03C3\u03AF\u03B4\u03B1\u03C2 (\u0394\u0395\u0391) \u03B5\u03AF\u03BD\u03B1\u03B9 \u03B7 \u03B4\u03B9\u03B1\u03C7\u03B5\u03AF\u03C1\u03B9\u03C3\u03B7 \u03B5\u03BD\u03CC\u03C2 \u03B4\u03B9\u03BA\u03C4\u03CD\u03BF\u03C5 \u03B5\u03C3\u03C9\u03C4\u03B5\u03C1\u03B9\u03BA\u03AC \u03C3\u03C5\u03BD\u03B4\u03B5\u03B4\u03B5\u03BC\u03AD\u03BD\u03C9\u03BD \u03B5\u03C0\u03B9\u03C7\u03B5\u03B9\u03C1\u03AE\u03C3\u03B5\u03C9\u03BD \u03C0\u03BF\u03C5 \u03C3\u03C5\u03BC\u03BC\u03B5\u03C4\u03AD\u03C7\u03BF\u03C5\u03BD \u03C3\u03C4\u03B7\u03BD \u03B1\u03C0\u03CE\u03C4\u03B5\u03C1\u03B7 \u03C0\u03B1\u03C1\u03BF\u03C7\u03AE \u03C0\u03B1\u03BA\u03AD\u03C4\u03C9\u03BD \u03C0\u03C1\u03BF\u03CA\u03CC\u03BD\u03C4\u03C9\u03BD \u03BA\u03B1\u03B9 \u03C5\u03C0\u03B7\u03C1\u03B5\u03C3\u03B9\u03CE\u03BD, \u03C4\u03B1 \u03BF\u03C0\u03BF\u03AF\u03B1 \u03B1\u03C0\u03B5\u03C5\u03B8\u03CD\u03BD\u03BF\u03BD\u03C4\u03B1\u03B9 \u03C3\u03C4\u03BF\u03C5\u03C2 \u03C4\u03B5\u03BB\u03B9\u03BA\u03BF\u03CD\u03C2 \u03BA\u03B1\u03C4\u03B1\u03BD\u03B1\u03BB\u03C9\u03C4\u03AD\u03C2 (Harland, 1996). \u0397 \u03B4\u03B9\u03B1\u03C7\u03B5\u03AF\u03C1\u03B9\u03C3\u03B7 \u03B5\u03C6\u03BF\u03B4\u03B9\u03B1\u03C3\u03C4\u03B9\u03BA\u03AE\u03C2 \u03B1\u03BB\u03C5\u03C3\u03AF\u03B4\u03B1\u03C2 \u03B5\u03BA\u03C4\u03B5\u03AF\u03BD\u03B5\u03C4\u03B1\u03B9 \u03C3\u03B5 \u03CC\u03BB\u03B7 \u03C4\u03B7 \u03B4\u03B9\u03B1\u03B4\u03B9\u03BA\u03B1\u03C3\u03AF\u03B1 \u03BC\u03B5\u03C4\u03B1\u03C6\u03BF\u03C1\u03AC\u03C2 \u03BA\u03B1\u03B9 \u03B1\u03C0\u03BF\u03B8\u03AE\u03BA\u03B5\u03C5\u03C3\u03B7\u03C2 \u03C4\u03C9\u03BD \u03C0\u03C1\u03CE\u03C4\u03C9\u03BD \u03C5\u03BB\u03CE\u03BD, \u03B7\u03BC\u03B9\u03AD\u03C4\u03BF\u03B9\u03BC\u03C9\u03BD \u03BA\u03B1\u03B9 \u03BF\u03BB\u03BF\u03BA\u03BB\u03B7\u03C1\u03C9\u03BC\u03AD\u03BD\u03C9\u03BD \u03B1\u03B3\u03B1\u03B8\u03CE\u03BD \u03B1\u03C0\u03CC \u03C4\u03B1 \u03C3\u03B7\u03BC\u03B5\u03AF\u03B1 \u03C0\u03C1\u03BF\u03AD\u03BB\u03B5\u03C5\u03C3\u03B7\u03C2 \u03C0\u03C1\u03BF\u03C2 \u03C4\u03B1 \u03C3\u03B7\u03BC\u03B5\u03AF\u03B1 \u03BA\u03B1\u03C4\u03B1\u03BD\u03AC\u03BB\u03C9\u03C3\u03B7\u03C2."@el . "Supply chain management"@nl . . . "\u041B\u0430\u043D\u0446\u044E\u0301\u0433 \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u0301\u043D\u043D\u044F (\u043F\u043E\u0441\u0442\u0430\u0432\u043E\u043A) \u2014 \u0446\u0435 \u043F\u043E\u0441\u043B\u0456\u0434\u043E\u0432\u043D\u0456\u0441\u0442\u044C \u043F\u0440\u043E\u0446\u0435\u0441\u0456\u0432 \u0442\u0430 \u0456\u043D\u0444\u043E\u0440\u043C\u0430\u0446\u0456\u0457, \u044F\u043A\u0456 \u0434\u043E\u0441\u0442\u0430\u0432\u043B\u044F\u044E\u0442\u044C \u043F\u0440\u043E\u0434\u0443\u043A\u0442\u0438 \u0447\u0438 \u043F\u043E\u0441\u043B\u0443\u0433\u0438 \u0432\u0456\u0434 \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043B\u044C\u043D\u0438\u043A\u0456\u0432, \u0447\u0435\u0440\u0435\u0437 \u0432\u0438\u0440\u043E\u0431\u043D\u0438\u0446\u0442\u0432\u043E \u0456 \u0434\u0438\u0441\u0442\u0440\u0438\u0431\u0443\u0446\u0456\u0457 \u0431\u0435\u0437\u043F\u043E\u0441\u0435\u0440\u0435\u0434\u043D\u044C\u043E \u0441\u043F\u043E\u0436\u0438\u0432\u0430\u0447\u0443. \u0412\u0438\u0437\u043D\u0430\u0447\u0435\u043D\u043D\u044F \u043B\u0430\u043D\u0446\u044E\u0433\u0430 \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F \u0454 \u043A\u043B\u044E\u0447\u043E\u0432\u0438\u043C \u0432 \u043B\u043E\u0433\u0456\u0441\u0442\u0438\u0446\u0456. \u0420\u043E\u0437\u0440\u0456\u0437\u043D\u044F\u044E\u0442\u044C \u0437\u043E\u0432\u043D\u0456\u0448\u043D\u0456\u0439 \u0456 \u0432\u043D\u0443\u0442\u0440\u0456\u0448\u043D\u0456\u0439 \u043B\u0430\u043D\u0446\u044E\u0433\u0438 \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F. \u0420\u0456\u0432\u0435\u043D\u044C \u0442\u043E\u0432\u0430\u0440\u043E\u0440\u043E\u0437\u043F\u043E\u0434\u0456\u043B\u0443 \u2014 \u043B\u0430\u043D\u043A\u0430 \u043F\u043E\u0441\u0435\u0440\u0435\u0434\u043D\u0438\u043A\u0456\u0432, \u044F\u043A\u0456 \u0432\u0438\u043A\u043E\u043D\u0443\u044E\u0442\u044C \u043F\u0435\u0432\u043D\u0456 \u0444\u0443\u043D\u043A\u0446\u0456\u0457 \u0437 \u043F\u0435\u0440\u0435\u043C\u0456\u0449\u0435\u043D\u043D\u044F \u0442\u043E\u0432\u0430\u0440\u0443 \u0456 \u043F\u0435\u0440\u0435\u0434\u0430\u0432\u0430\u043D\u043D\u044F \u043F\u0440\u0430\u0432\u0430 \u0432\u043B\u0430\u0441\u043D\u043E\u0441\u0442\u0456 \u043D\u0430 \u043D\u044C\u043E\u0433\u043E \u0447\u0435\u0440\u0433\u043E\u0432\u0456\u0439 \u043B\u0430\u043D\u0446\u0456 \u043B\u0430\u043D\u0446\u044E\u0436\u043A\u0430 \u043F\u043E\u0441\u0435\u0440\u0435\u0434\u043D\u0438\u043A\u0456\u0432 \u0443 \u043D\u0430\u043F\u0440\u044F\u043C\u043A\u0443 \u043A\u0456\u043D\u0446\u0435\u0432\u043E\u0433\u043E \u0441\u043F\u043E\u0436\u0438\u0432\u0430\u0447\u0430."@uk . . . 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"Zarz\u0105dzanie \u0142a\u0144cuchem dostaw"@pl . . . . . . . . . "Is \u00E9ard at\u00E1 i gceist le slabhra sol\u00E1thair n\u00E1 earra\u00ED \u00E1 gcur ar f\u00E1il \u00F3 na t\u00E1irgeoir\u00ED go dt\u00ED an mhonarcha, an siopa n\u00F3 an t-ospid\u00E9al, srl."@ga . . . "En distributionskedja (\u00E4ven k\u00E4nt under det engelska namnet Supply chain) best\u00E5r av alla parter som \u00E4r involverade i uppfyllandet av en kunds \u00F6nskem\u00E5l. F\u00F6rutom tillverkare och \u00E5terf\u00F6rs\u00E4ljare ing\u00E5r \u00E4ven transport\u00F6rer, och till och med kunderna sj\u00E4lva. Inom varje steg ing\u00E5r alla delar som beh\u00F6vs f\u00F6r att f\u00E5 och tillfredsst\u00E4lla kundens \u00F6nskem\u00E5l. Exempel p\u00E5 s\u00E5dana funktioner \u00E4r produktutveckling, marknadsf\u00F6ring och distribution."@sv . . . . "Cadena de suministro"@es . . . . . . . . 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"Zarz\u0105dzanie \u0142a\u0144cuchem dostaw (ang. Supply Chain Management \u2013 SCM) \u2013 zarz\u0105dzanie przep\u0142ywami mi\u0119dzy ogniwami \u0142a\u0144cuchem dostaw. Umo\u017Cliwia projektowanie, planowanie, realizacj\u0119, kontrol\u0119 oraz monitoring \u0142a\u0144cucha dostaw. Zajmuje si\u0119 przep\u0142ywem informacji, produkt\u00F3w i us\u0142ug. Wewn\u0119trzne SCM obejmuje zagadnienia zwi\u0105zane z zaopatrzeniem, produkcj\u0105 i dystrybucj\u0105. Zewn\u0119trzne SCM integruje przedsi\u0119biorstwo z jego dostawcami i klientami."@pl . . . "\u4F9B\u5E94\u94FE\u7BA1\u7406\uFF08\u82F1\u8A9E\uFF1ASupply Chain Management\uFF0C\u7C21\u7A31SCM\uFF09\u57281985\u5E74\u7531\u8FC8\u514B\u5C14\u00B7\u6CE2\u7279\uFF08Michael E. Porter\uFF09\u63D0\u51FA\uFF0C\u6709\u591A\u79CD\u4E0D\u540C\u7684\u5B9A\u4E49\u3002 \u4F9B\u5E94\u94FE\u7BA1\u7406\u4F5C\u4E3A\u4E00\u4E2A\u7B56\u7565\u6982\u5FF5\uFF0C\u4EE5\u76F8\u5E94\u7684\u4FE1\u606F\u7CFB\u7EDF\u96FB\u8166\u7BA1\u7406\u6280\u672F\uFF0C\u5C06\u4ECE\u539F\u6599\u6750\u6599\u91C7\u8D2D\u76F4\u5230\u9500\u552E\u7ED9\u6700\u7EC8\u5BA2\u6237\u6C11\u773E\u7684\u5168\u90E8\u4F01\u4E1A\u6D3B\u52A8\u96C6\u6210\u5728\u4E00\u4E2A\u65E0\u7F1D\u63A5\u7E8C\u6D41\u7A0B\u4E2D\u3002 \u4F9B\u5E94\u94FE\u7BA1\u7406\u5305\u62EC\u4E86\u5BF9\u7269\u6599\uFF08\u4EA7\u54C1\uFF09\u6D41\u52A8\uFF0C\u4FE1\u606F\u6D41\u52A8\uFF0C\u548C\u8D44\u91D1\u6D41\u52A8\u7684\u7BA1\u7406\uFF0C\u662F\u4F01\u4E1A\u8FD0\u8425\u7BA1\u7406\u4E2D\u7684\u91CD\u8981\u7EC4\u6210\u6210\u5206\u3002\u4F9B\u5E94\u94FE\u7BA1\u7406\u4E00\u822C\u5305\u62EC\uFF1A\u91C7\u8D2D\u3001\u5236\u9020\u3001\u7269\u6D41\u548C\u4F9B\u5E94\u94FE\u8BA1\u5212\uFF0C\u4EE5\u53CA\u76F8\u5173\u7684\u4FE1\u606F\u5206\u6790\u4E0E\u8D22\u52A1\u7BA1\u7406\u3002\u7ECF\u6D4E\u5168\u7403\u5316\u7684\u5927\u80CC\u666F\u6269\u5145\u4E86\u4F9B\u5E94\u94FE\u7BA1\u7406\u5185\u5BB9\u548C\u8303\u56F4\uFF1A\u56FD\u9645\u7269\u6D41\uFF08Global Logistics\uFF09\uFF0C\u751F\u4EA7\u5916\u5305\uFF08Outsourcing\uFF09\uFF0C\u6218\u7565\u91C7\u8D2D\uFF08Strategic Sourcing\uFF09\uFF0C\u4F9B\u5E94\u94FE\u534F\u4F5C\uFF08CPFR\u3001S&OP\uFF09\u7B49\u5F97\u5230\u4E86\u8F83\u5927\u53D1\u5C55\u3002\u800C\u4F9B\u5E94\u94FE\u7BA1\u7406\u4E5F\u4E0D\u518D\u662F\u53EA\u5173\u6CE8\u4E8E\u4F01\u4E1A\u5185\u90E8\u7684\u8FD0\u8425\uFF0C\u800C\u662F\u6574\u4E2A\u4EA7\u4E1A\u548C\u4EF7\u503C\u94FE\u6761\u5728\u5168\u7403\u5E02\u573A\u4E0A\u7684\u8FD0\u4F5C\uFF0C\u4EE5\u53CA\u76F8\u5173\u7684\u98CE\u9669\u7BA1\u7406\uFF08Risk Management\uFF09\u548C\u53EF\u6301\u7EED\u6027\uFF08Sustainability\uFF09\u3002"@zh . . . . . "In commerce, supply chain management (SCM) is the management of the flow of goods and services including all processes that transform raw materials into final products between businesses and locations. This can include the movement and storage of raw materials, work-in-process inventory, finished goods, and end to end order fulfilment from the point of origin to the point of consumption. Interconnected, interrelated or interlinked networks, channels and node businesses combine in the provision of products and services required by end customers in a supply chain."@en . . . . . . "Supply chain management (SCM) handlar om materialfl\u00F6det genom ett f\u00F6retag. Enligt vissa f\u00F6rfattare finns ingen bra svensk \u00F6vers\u00E4ttning p\u00E5 SCM, men enligt Carl-Henrik Nilsson, Ulf Paulsson, Kjell Tryggestad, Sten Wandel, Henrik Norinder (vilka skrivit en svensk bok om fenomenet) \u00E4r begreppet fl\u00F6desekonomi det b\u00E4sta svenska ordet f\u00F6r SCM Med en supply chain avser man fl\u00F6det av pengar, varor eller information fr\u00E5n tillverkare till den slutliga kunden genom alla stegen i produktionen (och ibland \u00E4ven tillbaka igen, om det handlar om \u00E5tervinning). Supply chain management \u00E4r ocks\u00E5 n\u00E4ra sammankopplat med logistik, d\u00E4r SCM \u00E4r ett konkret tankes\u00E4tt att se \u00F6ver de logistiska funktionerna ur en organisations synvinkel. Kedjan omfattar \u00E4ven de organisationer och processer som beh\u00F6vs f\u00F6r att skapa och leverera produkter och tj\u00E4nster till konsumenten. Supply chain-fl\u00F6det kan indelas i tre underfl\u00F6den: \n* Produktfl\u00F6det \n* Informationsfl\u00F6det \n* Penningfl\u00F6det Planering, schemal\u00E4ggning och kontroll av denna kedja \u00E4r vad man kallar f\u00F6r supply chain management. Genom att effektivisera denna kedja kan man s\u00E4nka kostnader och minska varulager. Vid administration av supply chain str\u00E4var man efter att: \n* Minska rutinm\u00E4ssiga kostnader \n* F\u00F6rb\u00E4ttra kvaliteten av informationsfl\u00F6det \n* Minska tiden det tar att genomf\u00F6ra aff\u00E4rstransaktioner \n* F\u00F6renkla \u00F6verf\u00F6ringen och anv\u00E4ndningen av information f\u00F6r anv\u00E4ndaren Effektiv SCM bygger framf\u00F6r allt p\u00E5 anv\u00E4ndning av EDI, en kommunikationsstandard som g\u00F6r det m\u00F6jligt f\u00F6r olika organisationer att utbyta elektroniska dokument, vilka EDI-funktionen \u00F6vers\u00E4tter med hj\u00E4lp av en s.k. translator, s\u00E5 att dokumentet blir l\u00E4sbart f\u00F6r andra. Ett exempel p\u00E5 supply chain management \u00E4r Wal-Mart Link."@sv . . . . "\u30B5\u30D7\u30E9\u30A4\u30FB\u30C1\u30A7\u30FC\u30F3\u30FB\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\uFF08\u82F1: supply chain management, SCM\uFF09\u3001\u4F9B\u7D66\u9023\u9396\u7BA1\u7406\uFF08\u304D\u3087\u3046\u304D\u3085\u3046\u308C\u3093\u3055\u304B\u3093\u308A\uFF09\u3068\u306F\u3001\u5546\u54C1\u306E\u539F\u6750\u6599\u8ABF\u9054\u304B\u3089\u751F\u7523\u52A0\u5DE5\u3084\u5728\u5EAB\u7BA1\u7406\u3001\u6D41\u901A\u3084\u8CA9\u58F2\u3001\u5404\u30D7\u30ED\u30BB\u30B9\u306B\u643A\u308F\u308B\u7269\u6D41\u306A\u3069\u3001\u5546\u54C1\u306E\u958B\u767A\u304B\u3089\u6D88\u8CBB\u8005\u306E\u624B\u306B\u6E21\u308B\u307E\u3067\u306E\u4E00\u9023\u306E\u6D41\u308C\u3092\u6307\u3059\u3002\u307E\u305F\u3001\u8907\u6570\u306E\u4F01\u696D\u9593\u3067\u7D71\u5408\u7684\u306A\u7269\u6D41\u30B7\u30B9\u30C6\u30E0\u3092\u69CB\u7BC9\u3057\u3001\u7D4C\u55B6\u306E\u6210\u679C\u3092\u9AD8\u3081\u308B\u305F\u3081\u306E\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u624B\u6CD5\u3068\u3082\u306A\u308B\u3002\u306A\u304A\u3001\u3053\u306E\u5834\u5408\u306E\u300C\u8907\u6570\u306E\u4F01\u696D\u9593\u300D\u3068\u306F\u65E7\u6765\u306E\u89AA\u4F1A\u793E\u30FB\u5B50\u4F1A\u793E\u306E\u3088\u3046\u306A\u4F01\u696D\u30B0\u30EB\u30FC\u30D7\u5185\u3067\u306E\u95A2\u4FC2\u306B\u7559\u307E\u3089\u305A\u3001\u5BFE\u7B49\u306A\u4F01\u696D\u9593\u3067\u69CB\u7BC9\u3055\u308C\u308B\u7269\u6D41\u30B7\u30B9\u30C6\u30E0\u3082\u30B5\u30D7\u30E9\u30A4\u30FB\u30C1\u30A7\u30FC\u30F3\u30FB\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u3068\u547C\u3070\u308C\u308B\u3002\u3057\u304B\u3057\u3001\u5B9F\u969B\u306B\u306F\u4F01\u696D\u9593\u306E\u53D6\u5F15\u306F\u5BFE\u7B49\u3067\u3042\u308B\u3068\u9650\u3089\u305A\u3001\u73FE\u5B9F\u3068\u7406\u8AD6\u3068\u306E\u4E56\u96E2\u304C\u3042\u308A\u3001\u305D\u306E\u9699\u9593(gap)\u5206\u6790\u304C\u91CD\u8981\u306B\u306A\u308B\u3002\u307E\u305F\u3001\u30B5\u30D7\u30E9\u30A4\u30C1\u30A7\u30FC\u30F3\u304C\u9867\u5BA2\u306B\u5C4A\u304F\u307E\u3067\u306E\u8907\u6570\u4F01\u696D\u9593\u306E\u6D41\u308C\u3067\u3042\u308B\u306E\u306B\u5BFE\u3057\u3066\u3001\u30D0\u30EA\u30E5\u30FC\u30FB\u30C1\u30A7\u30FC\u30F3\u306F\u4E00\u4F01\u696D\u5185\u306E\u696D\u52D9\u306E\u6D41\u308C\u3092\u6307\u3059\u3002 \u7C73\u56FD\u306E\u306B\u3088\u308B\u5B9A\u7FA9\u3067\u306F \u300C\u4FA1\u5024\u63D0\u4F9B\u6D3B\u52D5\u306E\u521D\u3081\u304B\u3089\u7D42\u308F\u308A\u307E\u3067\u3001\u3064\u307E\u308A\u539F\u6750\u6599\u306E\u4F9B\u7D66\u8005\u304B\u3089\u6700\u7D42\u9700\u8981\u8005\u306B\u81F3\u308B\u5168\u904E\u7A0B\u306E\u500B\u3005\u306E\u696D\u52D9\u30D7\u30ED\u30BB\u30B9\u3092\u3001\u4E00\u3064\u306E\u30D3\u30B8\u30CD\u30B9\u30D7\u30ED\u30BB\u30B9\u3068\u3057\u3066\u3068\u3089\u3048\u76F4\u3057\u3001\u4F01\u696D\u3084\u7D44\u7E54\u306E\u58C1\u3092\u8D8A\u3048\u3066\u30D7\u30ED\u30BB\u30B9\u306E\u5168\u4F53\u6700\u9069\u5316\u3092\u7D99\u7D9A\u7684\u306B\u884C\u3044\u3001\u88FD\u54C1\u30FB\u30B5\u30FC\u30D3\u30B9\u306E\u9867\u5BA2\u4ED8\u52A0\u4FA1\u5024\u3092\u9AD8\u3081\u3001\u4F01\u696D\u306B\u9AD8\u53CE\u76CA\u3092\u3082\u305F\u3089\u3059\u6226\u7565\u7684\u306A\u7D4C\u55B6\u7BA1\u7406\u624B\u6CD5\u300D \u3068\u3055\u308C\u3066\u3044\u308B\u3002"@ja . "Gest\u00E3o da cadeia log\u00EDstica"@pt . . . . . "Supply-Chain-Management (SCM) ist in Unternehmen der Anglizismus f\u00FCr \u201Einnerbetrieblich und entlang der Lieferkette auch zwischenbetrieblich die auf das Gesamtsystem ausgerichtete strategische Koordinierung zwischen den traditionellen Gesch\u00E4ftsfunktionen und den taktischen Entscheidungen zwischen diesen Gesch\u00E4ftsfunktionen mit dem Ziel der Verbesserung der langfristigen Leistungsf\u00E4higkeit der einzelnen Unternehmen und der Lieferkette als Ganzes\u201C."@de . . . "Lieferkette"@de . . . "Cadena de subministrament"@ca . . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u0446\u0435\u043F\u043E\u0447\u043A\u0430\u043C\u0438 \u043F\u043E\u0441\u0442\u0430\u0432\u043E\u043A (\u0430\u043D\u0433\u043B. Supply Chain Management (SCM)) \u2014 \u0443\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0447\u0435\u0441\u043A\u0430\u044F \u043A\u043E\u043D\u0446\u0435\u043F\u0446\u0438\u044F \u0438 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u043E\u043D\u043D\u0430\u044F \u0441\u0442\u0440\u0430\u0442\u0435\u0433\u0438\u044F, \u0437\u0430\u043A\u043B\u044E\u0447\u0430\u044E\u0449\u0430\u044F\u0441\u044F \u0432 \u0438\u043D\u0442\u0435\u0433\u0440\u0438\u0440\u043E\u0432\u0430\u043D\u043D\u043E\u043C \u043F\u043E\u0434\u0445\u043E\u0434\u0435 \u043A \u043F\u043B\u0430\u043D\u0438\u0440\u043E\u0432\u0430\u043D\u0438\u044E \u0438 \u0443\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u044E \u0432\u0441\u0435\u043C \u043F\u043E\u0442\u043E\u043A\u043E\u043C \u0438\u043D\u0444\u043E\u0440\u043C\u0430\u0446\u0438\u0438 \u043E \u0441\u044B\u0440\u044C\u0435, \u043C\u0430\u0442\u0435\u0440\u0438\u0430\u043B\u0430\u0445, \u043F\u0440\u043E\u0434\u0443\u043A\u0442\u0430\u0445, \u0443\u0441\u043B\u0443\u0433\u0430\u0445, \u0432\u043E\u0437\u043D\u0438\u043A\u0430\u044E\u0449\u0438\u0445 \u0438 \u043F\u0440\u0435\u043E\u0431\u0440\u0430\u0437\u0443\u044E\u0449\u0438\u0445\u0441\u044F \u0432 \u043B\u043E\u0433\u0438\u0441\u0442\u0438\u0447\u0435\u0441\u043A\u0438\u0445 \u0438 \u043F\u0440\u043E\u0438\u0437\u0432\u043E\u0434\u0441\u0442\u0432\u0435\u043D\u043D\u044B\u0445 \u043F\u0440\u043E\u0446\u0435\u0441\u0441\u0430\u0445 \u043F\u0440\u0435\u0434\u043F\u0440\u0438\u044F\u0442\u0438\u044F, \u043D\u0430\u0446\u0435\u043B\u0435\u043D\u043D\u043E\u043C \u043D\u0430 \u0438\u0437\u043C\u0435\u0440\u0438\u043C\u044B\u0439 \u0441\u043E\u0432\u043E\u043A\u0443\u043F\u043D\u044B\u0439 \u044D\u043A\u043E\u043D\u043E\u043C\u0438\u0447\u0435\u0441\u043A\u0438\u0439 \u044D\u0444\u0444\u0435\u043A\u0442 (\u0441\u043D\u0438\u0436\u0435\u043D\u0438\u0435 \u0438\u0437\u0434\u0435\u0440\u0436\u0435\u043A, \u0443\u0434\u043E\u0432\u043B\u0435\u0442\u0432\u043E\u0440\u0435\u043D\u0438\u0435 \u0441\u043F\u0440\u043E\u0441\u0430 \u043D\u0430 \u043A\u043E\u043D\u0435\u0447\u043D\u0443\u044E \u043F\u0440\u043E\u0434\u0443\u043A\u0446\u0438\u044E)."@ru . . "\u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F (\u0628\u0627\u0644\u0625\u0646\u062C\u0644\u064A\u0632\u064A\u0629: Supply Chain Management)\u200F (\u0623\u0648 \u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0629 \u0627\u0644\u062A\u062C\u0647\u064A\u0632) \u0639\u0645\u0644\u064A\u0627\u062A \u0627\u0644\u062A\u0646\u0633\u064A\u0642 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A \u0648\u0627\u0644\u0627\u0633\u062A\u0631\u0627\u062A\u064A\u062C\u064A \u0644\u0648\u0638\u0627\u0626\u0641 \u0627\u0644\u0623\u0639\u0645\u0627\u0644 \u0627\u0644\u0645\u0639\u062A\u0627\u062F\u0629 \u0648\u062A\u062E\u0637\u064A\u0637 \u0647\u0630\u0647 \u0627\u0644\u0648\u0638\u0627\u0626\u0641 \u062F\u0627\u062E\u0644 \u0627\u0644\u0634\u0631\u0643\u0629 \u0648\u0645\u0646 \u062E\u0644\u0627\u0644 \u0645\u062C\u0645\u0648\u0639\u0629 \u0623\u0639\u0645\u0627\u0644 \u062F\u0627\u062E\u0644 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F \u0645\u0646 \u0623\u062C\u0644 \u062A\u062D\u0633\u064A\u0646 \u0627\u0644\u0623\u062F\u0627\u0621 \u0637\u0648\u064A\u0644 \u0627\u0644\u0645\u062F\u0649 \u0644\u0644\u0634\u0631\u0643\u0627\u062A \u0628\u0634\u0643\u0644 \u0645\u0646\u0641\u0631\u062F \u0648\u0644\u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u062A\u0632\u0648\u064A\u062F \u0643\u0643\u0644. \u0648\u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F \u0623\u064A\u0636\u064B\u0627 \u0647\u064A \u0641\u0646 \u0648\u0639\u0644\u0645 \u0625\u062F\u0627\u0631\u0629 \u062A\u062F\u0641\u0642 \u0627\u0644\u0628\u0636\u0627\u0626\u0639 \u0648\u0627\u0644\u062E\u062F\u0645\u0627\u062A\u060C \u062D\u064A\u062B \u062A\u0634\u0645\u0644 \u0625\u062F\u0627\u0631\u0629 \u062D\u0631\u0643\u0629 (\u0646\u0642\u0644) \u0648\u062A\u062E\u0632\u064A\u0646 \u0627\u0644\u0645\u0648\u0627\u062F \u0627\u0644\u062E\u0627\u0645 \u0648\u0627\u0644\u0633\u0644\u0639 \u0646\u0635\u0641 \u0627\u0644\u0645\u0635\u0646\u0639\u0629 \u0648\u0627\u0644\u0633\u0644\u0639 \u0627\u0644\u062A\u0627\u0645\u0629 \u0627\u0644\u0635\u0646\u0639 (\u0627\u0644\u0645\u0646\u062A\u062C\u0627\u062A \u0627\u0644\u0646\u0647\u0627\u0626\u064A\u0629) \u0648\u0627\u0644\u0645\u062E\u0632\u0648\u0646 \u0645\u0646 \u0646\u0642\u0637\u0629 \u0627\u0644\u0628\u062F\u0627\u064A\u0629 (\u0646\u0642\u0637\u0629 \u0627\u0644\u0645\u0646\u0634\u0623) \u0625\u0644\u0649 \u0646\u0642\u0637\u0629 \u0627\u0644\u0625\u0633\u062A\u0647\u0644\u0627\u0643 (\u0623\u064A \u0648\u0635\u0648\u0644 \u0627\u0644\u0645\u0646\u062A\u062C \u0623\u0648 \u0627\u0644\u062E\u062F\u0645\u0629 \u0625\u0644\u0649 \u0627\u0644\u0645\u0633\u062A\u0647\u0644\u0643 \u0627\u0644\u0646\u0647\u0627\u0626\u064A)."@ar . . "\u0141a\u0144cuch logistyczny"@pl . . "Dodavatelsk\u00FD \u0159et\u011Bzec"@cs . . . . . . . "In commerce, supply chain management (SCM) is the management of the flow of goods and services including all processes that transform raw materials into final products between businesses and locations. This can include the movement and storage of raw materials, work-in-process inventory, finished goods, and end to end order fulfilment from the point of origin to the point of consumption. Interconnected, interrelated or interlinked networks, channels and node businesses combine in the provision of products and services required by end customers in a supply chain. Supply-chain management has been defined as the \"design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronising supply with demand and measuring performance globally\".SCM practice draws heavily on industrial engineering, systems engineering, operations management, logistics, procurement, information technology and marketing, and strives for an integrated, multidisciplinary, multimethod approach. Marketing channels play an important role in supply-chain management. Current research in supply-chain management is concerned with topics related to sustainability and risk management, among others. An important concept discussed in SCM is supply chain resilience. Some suggest that the \u201Cpeople dimension\u201D of SCM, ethical issues, internal integration, transparency/visibility, and human capital/talent management are topics that have, so far, been underrepresented on the research agenda. SCM is the broad range of activities required to plan, control and execute a product's flow from materials to production to distribution in the most economical way possible. SCM encompasses the integrated planning and execution of processes required to optimize the flow of materials, information and capital in functions that broadly include demand planning, sourcing, production, inventory management and logistics\u2014or storage and transportation. Although it has the same goals as supply chain engineering, supply chain management is focused on a more traditional management and business based approach, whereas supply chain engineering is focused on a mathematical model based one."@en . . . . . "\u0141a\u0144cuch logistyczny \u2013 to \u0142a\u0144cuch transportowo-magazynowy, kt\u00F3ry stanowi technologiczne po\u0142\u0105czenie punkt\u00F3w magazynowych i prze\u0142adunkowych drogami przewozu towar\u00F3w."@pl . . . "Supply chain management"@sv . . "\u041A\u0435\u0440\u0443\u0432\u0430\u043D\u043D\u044F \u043B\u0430\u043D\u0446\u044E\u0433\u043E\u043C \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F (\u0430\u043D\u0433\u043B. Supply chain management) \u2014 \u043F\u043B\u0430\u043D\u0443\u0432\u0430\u043D\u043D\u044F, \u0441\u0442\u0432\u043E\u0440\u0435\u043D\u043D\u044F \u0442\u0430 \u043A\u043E\u043D\u0442\u0440\u043E\u043B\u044C \u0437\u0430 \u043F\u043E\u0442\u043E\u043A\u0430\u043C\u0438 \u0456\u043D\u0444\u043E\u0440\u043C\u0430\u0446\u0456\u0457 \u0439 \u043C\u0430\u0442\u0435\u0440\u0456\u0430\u043B\u0456\u0432 \u0443 \u043B\u0430\u043D\u0446\u044E\u0433\u0443 \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F \u0437 \u043C\u0435\u0442\u043E\u044E \u0437\u0430\u0434\u043E\u0432\u043E\u043B\u0435\u043D\u043D\u044F \u043F\u043E\u0442\u0440\u0435\u0431 \u043A\u043B\u0456\u0454\u043D\u0442\u0456\u0432 \u0437 \u043C\u0430\u043A\u0441\u0438\u043C\u0430\u043B\u044C\u043D\u043E\u044E \u0435\u0444\u0435\u043A\u0442\u0438\u0432\u043D\u0456\u0441\u0442\u044E. \u0421\u043F\u0440\u043E\u0449\u0435\u043D\u043E \u043C\u0438 \u043C\u043E\u0436\u0435\u043C\u043E \u0441\u043A\u0430\u0437\u0430\u0442\u0438, \u0449\u043E \u043B\u043E\u0433\u0456\u0441\u0442\u0438\u043A\u0430 \u2014 \u043D\u0430\u0443\u043A\u0430 \u0439 \u043F\u0440\u0430\u043A\u0442\u0438\u043A\u0430 \u0443\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u043B\u0430\u043D\u0446\u044E\u0433\u0430\u043C\u0438 \u043F\u043E\u0441\u0442\u0430\u0432\u043E\u043A (\u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F)."@uk . . . "Een productieketen is het economische proces van grondstof tot consument of gebruiker. De productieketen is een netwerk van organisaties, mensen en activiteiten die informatie en/of producten uitwisselen. Dit netwerk is een logistieke keten die ervoor zorgt dat het product of de dienst bij de gebruiker komt. Het netwerk transformeert ruwe materialen en halffabricaten tot eindproducten. Men kan verschillende deelprocessen onderscheiden in een productieketen."@nl . "Slabhra Sol\u00E1thair"@ga . . "\u041B\u0430\u043D\u0446\u044E\u0433 \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F"@uk . . . . . . . . . . . . . . . . . . . . . . . . "1124617532"^^ . . . "Gestion de la cha\u00EEne logistique"@fr . . . . . "103200"^^ . . . "Administraci\u00F3n de la cadena de suministro"@es . . . . . . "Es coneix com cadena de subministrament un sistema d'activitats, d\u2019organitzacions, persones, informaci\u00F3 i recursos implicats en el subministrament d\u2019un producte o servei a un consumidor, en el m\u00F3n del comer\u00E7. Les activitats de la cadena de subministrament de productes impliquen la transformaci\u00F3 de recursos naturals, mat\u00E8ries primeres i components en un producte acabat i el seu lliurament al client final. Els productes d'una cadena de subministrament sofisticada, ja siguin tangibles o intangibles, poden entrar a una altra cadena de subministrament en qualsevol punt on el valor residual sigui reciclable. Les cadenes de subministrament enllacen les cadenes de valor. Els \u00ABprove\u00EFdors de primer nivell\u00BB subministren directament al client (pel seu negoci o pel seu consum final); els de segon nivell s\u00F3n prove\u00EFdors als del primer nivell, etc."@ca . . "Es coneix com cadena de subministrament un sistema d'activitats, d\u2019organitzacions, persones, informaci\u00F3 i recursos implicats en el subministrament d\u2019un producte o servei a un consumidor, en el m\u00F3n del comer\u00E7. Les activitats de la cadena de subministrament de productes impliquen la transformaci\u00F3 de recursos naturals, mat\u00E8ries primeres i components en un producte acabat i el seu lliurament al client final. Els productes d'una cadena de subministrament sofisticada, ja siguin tangibles o intangibles, poden entrar a una altra cadena de subministrament en qualsevol punt on el valor residual sigui reciclable. Les cadenes de subministrament enllacen les cadenes de valor. Els \u00ABprove\u00EFdors de primer nivell\u00BB subministren directament al client (pel seu negoci o pel seu consum final); els de segon nivel"@ca . . . . . "\u041A\u0435\u0440\u0443\u0432\u0430\u043D\u043D\u044F \u043B\u0430\u043D\u0446\u044E\u0433\u043E\u043C \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F (\u0430\u043D\u0433\u043B. Supply chain management) \u2014 \u043F\u043B\u0430\u043D\u0443\u0432\u0430\u043D\u043D\u044F, \u0441\u0442\u0432\u043E\u0440\u0435\u043D\u043D\u044F \u0442\u0430 \u043A\u043E\u043D\u0442\u0440\u043E\u043B\u044C \u0437\u0430 \u043F\u043E\u0442\u043E\u043A\u0430\u043C\u0438 \u0456\u043D\u0444\u043E\u0440\u043C\u0430\u0446\u0456\u0457 \u0439 \u043C\u0430\u0442\u0435\u0440\u0456\u0430\u043B\u0456\u0432 \u0443 \u043B\u0430\u043D\u0446\u044E\u0433\u0443 \u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F \u0437 \u043C\u0435\u0442\u043E\u044E \u0437\u0430\u0434\u043E\u0432\u043E\u043B\u0435\u043D\u043D\u044F \u043F\u043E\u0442\u0440\u0435\u0431 \u043A\u043B\u0456\u0454\u043D\u0442\u0456\u0432 \u0437 \u043C\u0430\u043A\u0441\u0438\u043C\u0430\u043B\u044C\u043D\u043E\u044E \u0435\u0444\u0435\u043A\u0442\u0438\u0432\u043D\u0456\u0441\u0442\u044E. \u0421\u043F\u0440\u043E\u0449\u0435\u043D\u043E \u043C\u0438 \u043C\u043E\u0436\u0435\u043C\u043E \u0441\u043A\u0430\u0437\u0430\u0442\u0438, \u0449\u043E \u043B\u043E\u0433\u0456\u0441\u0442\u0438\u043A\u0430 \u2014 \u043D\u0430\u0443\u043A\u0430 \u0439 \u043F\u0440\u0430\u043A\u0442\u0438\u043A\u0430 \u0443\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u043B\u0430\u043D\u0446\u044E\u0433\u0430\u043C\u0438 \u043F\u043E\u0441\u0442\u0430\u0432\u043E\u043A (\u043F\u043E\u0441\u0442\u0430\u0447\u0430\u043D\u043D\u044F)."@uk . "Een productieketen is het economische proces van grondstof tot consument of gebruiker. De productieketen is een netwerk van organisaties, mensen en activiteiten die informatie en/of producten uitwisselen. Dit netwerk is een logistieke keten die ervoor zorgt dat het product of de dienst bij de gebruiker komt. Het netwerk transformeert ruwe materialen en halffabricaten tot eindproducten. Men kan verschillende deelprocessen onderscheiden in een productieketen. Actoren in de keten kunnen een of meer van deze deelprocessen voor hun rekening nemen. Wanneer een actor meerdere achtereenvolgende processen verzorgt spreekt men van verticale integratie."@nl . "\u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F (\u0628\u0627\u0644\u0625\u0646\u062C\u0644\u064A\u0632\u064A\u0629: Supply Chain Management)\u200F (\u0623\u0648 \u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0629 \u0627\u0644\u062A\u062C\u0647\u064A\u0632) \u0639\u0645\u0644\u064A\u0627\u062A \u0627\u0644\u062A\u0646\u0633\u064A\u0642 \u0627\u0644\u062A\u0646\u0638\u064A\u0645\u064A \u0648\u0627\u0644\u0627\u0633\u062A\u0631\u0627\u062A\u064A\u062C\u064A \u0644\u0648\u0638\u0627\u0626\u0641 \u0627\u0644\u0623\u0639\u0645\u0627\u0644 \u0627\u0644\u0645\u0639\u062A\u0627\u062F\u0629 \u0648\u062A\u062E\u0637\u064A\u0637 \u0647\u0630\u0647 \u0627\u0644\u0648\u0638\u0627\u0626\u0641 \u062F\u0627\u062E\u0644 \u0627\u0644\u0634\u0631\u0643\u0629 \u0648\u0645\u0646 \u062E\u0644\u0627\u0644 \u0645\u062C\u0645\u0648\u0639\u0629 \u0623\u0639\u0645\u0627\u0644 \u062F\u0627\u062E\u0644 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F \u0645\u0646 \u0623\u062C\u0644 \u062A\u062D\u0633\u064A\u0646 \u0627\u0644\u0623\u062F\u0627\u0621 \u0637\u0648\u064A\u0644 \u0627\u0644\u0645\u062F\u0649 \u0644\u0644\u0634\u0631\u0643\u0627\u062A \u0628\u0634\u0643\u0644 \u0645\u0646\u0641\u0631\u062F \u0648\u0644\u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u062A\u0632\u0648\u064A\u062F \u0643\u0643\u0644. \u0648\u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F \u0623\u064A\u0636\u064B\u0627 \u0647\u064A \u0641\u0646 \u0648\u0639\u0644\u0645 \u0625\u062F\u0627\u0631\u0629 \u062A\u062F\u0641\u0642 \u0627\u0644\u0628\u0636\u0627\u0626\u0639 \u0648\u0627\u0644\u062E\u062F\u0645\u0627\u062A\u060C \u062D\u064A\u062B \u062A\u0634\u0645\u0644 \u0625\u062F\u0627\u0631\u0629 \u062D\u0631\u0643\u0629 (\u0646\u0642\u0644) \u0648\u062A\u062E\u0632\u064A\u0646 \u0627\u0644\u0645\u0648\u0627\u062F \u0627\u0644\u062E\u0627\u0645 \u0648\u0627\u0644\u0633\u0644\u0639 \u0646\u0635\u0641 \u0627\u0644\u0645\u0635\u0646\u0639\u0629 \u0648\u0627\u0644\u0633\u0644\u0639 \u0627\u0644\u062A\u0627\u0645\u0629 \u0627\u0644\u0635\u0646\u0639 (\u0627\u0644\u0645\u0646\u062A\u062C\u0627\u062A \u0627\u0644\u0646\u0647\u0627\u0626\u064A\u0629) \u0648\u0627\u0644\u0645\u062E\u0632\u0648\u0646 \u0645\u0646 \u0646\u0642\u0637\u0629 \u0627\u0644\u0628\u062F\u0627\u064A\u0629 (\u0646\u0642\u0637\u0629 \u0627\u0644\u0645\u0646\u0634\u0623) \u0625\u0644\u0649 \u0646\u0642\u0637\u0629 \u0627\u0644\u0625\u0633\u062A\u0647\u0644\u0627\u0643 (\u0623\u064A \u0648\u0635\u0648\u0644 \u0627\u0644\u0645\u0646\u062A\u062C \u0623\u0648 \u0627\u0644\u062E\u062F\u0645\u0629 \u0625\u0644\u0649 \u0627\u0644\u0645\u0633\u062A\u0647\u0644\u0643 \u0627\u0644\u0646\u0647\u0627\u0626\u064A). \u0648\u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F \u0623\u064A\u0636\u064B\u0627 \u0647\u064A \u0625\u062F\u0627\u0631\u0629 \u0627\u0644\u0639\u0644\u0627\u0642\u0629 \u0628\u064A\u0646 \u0627\u0644\u0645\u0648\u0631\u062F \u0648\u0627\u0644\u0639\u0645\u064A\u0644 \u0648\u0645\u0627 \u0628\u064A\u0646\u0647\u0645\u0627 \u0645\u0646 \u0645\u0634\u0627\u0631\u0643\u064A\u0646 \u0641\u064A \u062A\u0644\u0643 \u0627\u0644\u0633\u0644\u0633\u0644\u0629 (\u0645\u062B\u0644: \u0627\u0644\u0645\u0648\u0632\u0639/\u062A\u0627\u062C\u0631 \u0627\u0644\u062C\u0645\u0644\u0629\u060C \u0648\u062A\u0627\u062C\u0631 \u0627\u0644\u062A\u062C\u0632\u0626\u0629)."@ar . . . "Gest\u00E3o da cadeia de suprimentos"@pt . . "Rantai pasok"@in . . . "\uACF5\uAE09\uC0AC\uC2AC"@ko . . . . . "Gest\u00E3o da cadeia de suprimentos de neg\u00F3cios (em ingl\u00EAs) Supply chain management (SCM) \u00E9 o gerenciamento de uma rede interligada de neg\u00F3cios envolvidos na provis\u00E3o final de pacotes produto e servi\u00E7o requeridos por clientes finais (Harland, 1996). A gest\u00E3o da cadeia de suprimentos abrange todo o movimento e armazenamento de mat\u00E9ria prima, trabalho em processo de invent\u00E1rio, e produtos acabados do ponto de origem at\u00E9 o ponto de consumo (cadeia de suprimentos)."@pt . . "\u4F9B\u5E94\u94FE\u7BA1\u7406\uFF08\u82F1\u8A9E\uFF1ASupply Chain Management\uFF0C\u7C21\u7A31SCM\uFF09\u57281985\u5E74\u7531\u8FC8\u514B\u5C14\u00B7\u6CE2\u7279\uFF08Michael E. Porter\uFF09\u63D0\u51FA\uFF0C\u6709\u591A\u79CD\u4E0D\u540C\u7684\u5B9A\u4E49\u3002 \u4F9B\u5E94\u94FE\u7BA1\u7406\u4F5C\u4E3A\u4E00\u4E2A\u7B56\u7565\u6982\u5FF5\uFF0C\u4EE5\u76F8\u5E94\u7684\u4FE1\u606F\u7CFB\u7EDF\u96FB\u8166\u7BA1\u7406\u6280\u672F\uFF0C\u5C06\u4ECE\u539F\u6599\u6750\u6599\u91C7\u8D2D\u76F4\u5230\u9500\u552E\u7ED9\u6700\u7EC8\u5BA2\u6237\u6C11\u773E\u7684\u5168\u90E8\u4F01\u4E1A\u6D3B\u52A8\u96C6\u6210\u5728\u4E00\u4E2A\u65E0\u7F1D\u63A5\u7E8C\u6D41\u7A0B\u4E2D\u3002 \u4F9B\u5E94\u94FE\u7BA1\u7406\u5305\u62EC\u4E86\u5BF9\u7269\u6599\uFF08\u4EA7\u54C1\uFF09\u6D41\u52A8\uFF0C\u4FE1\u606F\u6D41\u52A8\uFF0C\u548C\u8D44\u91D1\u6D41\u52A8\u7684\u7BA1\u7406\uFF0C\u662F\u4F01\u4E1A\u8FD0\u8425\u7BA1\u7406\u4E2D\u7684\u91CD\u8981\u7EC4\u6210\u6210\u5206\u3002\u4F9B\u5E94\u94FE\u7BA1\u7406\u4E00\u822C\u5305\u62EC\uFF1A\u91C7\u8D2D\u3001\u5236\u9020\u3001\u7269\u6D41\u548C\u4F9B\u5E94\u94FE\u8BA1\u5212\uFF0C\u4EE5\u53CA\u76F8\u5173\u7684\u4FE1\u606F\u5206\u6790\u4E0E\u8D22\u52A1\u7BA1\u7406\u3002\u7ECF\u6D4E\u5168\u7403\u5316\u7684\u5927\u80CC\u666F\u6269\u5145\u4E86\u4F9B\u5E94\u94FE\u7BA1\u7406\u5185\u5BB9\u548C\u8303\u56F4\uFF1A\u56FD\u9645\u7269\u6D41\uFF08Global Logistics\uFF09\uFF0C\u751F\u4EA7\u5916\u5305\uFF08Outsourcing\uFF09\uFF0C\u6218\u7565\u91C7\u8D2D\uFF08Strategic Sourcing\uFF09\uFF0C\u4F9B\u5E94\u94FE\u534F\u4F5C\uFF08CPFR\u3001S&OP\uFF09\u7B49\u5F97\u5230\u4E86\u8F83\u5927\u53D1\u5C55\u3002\u800C\u4F9B\u5E94\u94FE\u7BA1\u7406\u4E5F\u4E0D\u518D\u662F\u53EA\u5173\u6CE8\u4E8E\u4F01\u4E1A\u5185\u90E8\u7684\u8FD0\u8425\uFF0C\u800C\u662F\u6574\u4E2A\u4EA7\u4E1A\u548C\u4EF7\u503C\u94FE\u6761\u5728\u5168\u7403\u5E02\u573A\u4E0A\u7684\u8FD0\u4F5C\uFF0C\u4EE5\u53CA\u76F8\u5173\u7684\u98CE\u9669\u7BA1\u7406\uFF08Risk Management\uFF09\u548C\u53EF\u6301\u7EED\u6027\uFF08Sustainability\uFF09\u3002"@zh . . . . . . "\uACF5\uAE09\uB9DD \uAD00\uB9AC(\u4F9B\u7D66\u7DB2\u7BA1\u7406, supply chain management, SCM)\uB780 \uBD80\uD488 \uC81C\uACF5\uC5C5\uC790\uB85C\uBD80\uD130 \uC0DD\uC0B0\uC790, \uBC30\uD3EC\uC790, \uACE0\uAC1D\uC5D0 \uC774\uB974\uB294 \uBB3C\uB958\uC758 \uD750\uB984\uC744 \uD558\uB098\uC758 \uAC00\uCE58\uC0AC\uC2AC \uAD00\uC810\uC5D0\uC11C \uD30C\uC545\uD558\uACE0 \uD544\uC694\uD55C \uC815\uBCF4\uAC00 \uC6D0\uD65C\uD788 \uD750\uB974\uB3C4\uB85D \uC9C0\uC6D0\uD558\uB294 \uC2DC\uC2A4\uD15C\uC744 \uB9D0\uD55C\uB2E4. \uAE30\uC5C5 \uB0B4\uC5D0 \uBD80\uBB38\uBCC4 \uCD5C\uC801\uD654\uB098 \uAC1C\uBCC4 \uAE30\uC5C5\uB2E8\uC704\uC758 \uCD5C\uC801\uD654\uC5D0\uC11C \uD0C8\uD53C\uD558\uC5EC \uACF5\uAE09\uB9DD\uC758 \uAD6C\uC131\uC694\uC18C\uB4E4 \uAC04\uC5D0 \uC774\uB8E8\uC5B4\uC9C0\uB294 \uC804\uCCB4\uD504\uB85C\uC138\uC2A4 \uCD5C\uC801\uD654\uB97C \uB2EC\uC131\uD558\uACE0\uC790 \uD558\uB294 \uACBD\uC601\uD601\uC2E0\uAE30\uBC95\uC774\uB2E4."@ko . . . "En distributionskedja (\u00E4ven k\u00E4nt under det engelska namnet Supply chain) best\u00E5r av alla parter som \u00E4r involverade i uppfyllandet av en kunds \u00F6nskem\u00E5l. F\u00F6rutom tillverkare och \u00E5terf\u00F6rs\u00E4ljare ing\u00E5r \u00E4ven transport\u00F6rer, och till och med kunderna sj\u00E4lva. Inom varje steg ing\u00E5r alla delar som beh\u00F6vs f\u00F6r att f\u00E5 och tillfredsst\u00E4lla kundens \u00F6nskem\u00E5l. Exempel p\u00E5 s\u00E5dana funktioner \u00E4r produktutveckling, marknadsf\u00F6ring och distribution. M\u00E5let med en distributionskedja \u00E4r att tillfredsst\u00E4lla kundens \u00F6nskem\u00E5l samtidigt som den genererar v\u00E4rde till sig sj\u00E4lv, dvs att de ing\u00E5ende f\u00F6retagen g\u00E5r med vinst. Denna vinst b\u00F6r ocks\u00E5 maximeras, ty annars kommer kedjan att ers\u00E4ttas av en annan b\u00E4ttre fungerande. Det finns tv\u00E5 typer av distributionskedjor: Single Sector Supply Chain, som endast innefattar en sektor i marknadsekonomin (t ex kl\u00E4dbranschen), eller Multi Sector Supply Chain, som omfattar flera sektorer i marknadsekonomin. En distributionskedja inneh\u00E5ller inte enbart produkter som transporteras fr\u00E5n producent till kund, utan \u00E4ven fl\u00F6det av information och v\u00E4rde i b\u00E5da riktningarna i kedjan. Eftersom varje enskild komponent i kedjan kan ha utbyte med flera olika andra akt\u00F6rer s\u00E5 b\u00F6r kedjan snarare beskrivas som ett n\u00E4tverk."@sv . . "\u30B5\u30D7\u30E9\u30A4\u30FB\u30C1\u30A7\u30FC\u30F3\u30FB\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\uFF08\u82F1: supply chain management, SCM\uFF09\u3001\u4F9B\u7D66\u9023\u9396\u7BA1\u7406\uFF08\u304D\u3087\u3046\u304D\u3085\u3046\u308C\u3093\u3055\u304B\u3093\u308A\uFF09\u3068\u306F\u3001\u5546\u54C1\u306E\u539F\u6750\u6599\u8ABF\u9054\u304B\u3089\u751F\u7523\u52A0\u5DE5\u3084\u5728\u5EAB\u7BA1\u7406\u3001\u6D41\u901A\u3084\u8CA9\u58F2\u3001\u5404\u30D7\u30ED\u30BB\u30B9\u306B\u643A\u308F\u308B\u7269\u6D41\u306A\u3069\u3001\u5546\u54C1\u306E\u958B\u767A\u304B\u3089\u6D88\u8CBB\u8005\u306E\u624B\u306B\u6E21\u308B\u307E\u3067\u306E\u4E00\u9023\u306E\u6D41\u308C\u3092\u6307\u3059\u3002\u307E\u305F\u3001\u8907\u6570\u306E\u4F01\u696D\u9593\u3067\u7D71\u5408\u7684\u306A\u7269\u6D41\u30B7\u30B9\u30C6\u30E0\u3092\u69CB\u7BC9\u3057\u3001\u7D4C\u55B6\u306E\u6210\u679C\u3092\u9AD8\u3081\u308B\u305F\u3081\u306E\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u624B\u6CD5\u3068\u3082\u306A\u308B\u3002\u306A\u304A\u3001\u3053\u306E\u5834\u5408\u306E\u300C\u8907\u6570\u306E\u4F01\u696D\u9593\u300D\u3068\u306F\u65E7\u6765\u306E\u89AA\u4F1A\u793E\u30FB\u5B50\u4F1A\u793E\u306E\u3088\u3046\u306A\u4F01\u696D\u30B0\u30EB\u30FC\u30D7\u5185\u3067\u306E\u95A2\u4FC2\u306B\u7559\u307E\u3089\u305A\u3001\u5BFE\u7B49\u306A\u4F01\u696D\u9593\u3067\u69CB\u7BC9\u3055\u308C\u308B\u7269\u6D41\u30B7\u30B9\u30C6\u30E0\u3082\u30B5\u30D7\u30E9\u30A4\u30FB\u30C1\u30A7\u30FC\u30F3\u30FB\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u3068\u547C\u3070\u308C\u308B\u3002\u3057\u304B\u3057\u3001\u5B9F\u969B\u306B\u306F\u4F01\u696D\u9593\u306E\u53D6\u5F15\u306F\u5BFE\u7B49\u3067\u3042\u308B\u3068\u9650\u3089\u305A\u3001\u73FE\u5B9F\u3068\u7406\u8AD6\u3068\u306E\u4E56\u96E2\u304C\u3042\u308A\u3001\u305D\u306E\u9699\u9593(gap)\u5206\u6790\u304C\u91CD\u8981\u306B\u306A\u308B\u3002\u307E\u305F\u3001\u30B5\u30D7\u30E9\u30A4\u30C1\u30A7\u30FC\u30F3\u304C\u9867\u5BA2\u306B\u5C4A\u304F\u307E\u3067\u306E\u8907\u6570\u4F01\u696D\u9593\u306E\u6D41\u308C\u3067\u3042\u308B\u306E\u306B\u5BFE\u3057\u3066\u3001\u30D0\u30EA\u30E5\u30FC\u30FB\u30C1\u30A7\u30FC\u30F3\u306F\u4E00\u4F01\u696D\u5185\u306E\u696D\u52D9\u306E\u6D41\u308C\u3092\u6307\u3059\u3002 \u7C73\u56FD\u306E\u306B\u3088\u308B\u5B9A\u7FA9\u3067\u306F \u300C\u4FA1\u5024\u63D0\u4F9B\u6D3B\u52D5\u306E\u521D\u3081\u304B\u3089\u7D42\u308F\u308A\u307E\u3067\u3001\u3064\u307E\u308A\u539F\u6750\u6599\u306E\u4F9B\u7D66\u8005\u304B\u3089\u6700\u7D42\u9700\u8981\u8005\u306B\u81F3\u308B\u5168\u904E\u7A0B\u306E\u500B\u3005\u306E\u696D\u52D9\u30D7\u30ED\u30BB\u30B9\u3092\u3001\u4E00\u3064\u306E\u30D3\u30B8\u30CD\u30B9\u30D7\u30ED\u30BB\u30B9\u3068\u3057\u3066\u3068\u3089\u3048\u76F4\u3057\u3001\u4F01\u696D\u3084\u7D44\u7E54\u306E\u58C1\u3092\u8D8A\u3048\u3066\u30D7\u30ED\u30BB\u30B9\u306E\u5168\u4F53\u6700\u9069\u5316\u3092\u7D99\u7D9A\u7684\u306B\u884C\u3044\u3001\u88FD\u54C1\u30FB\u30B5\u30FC\u30D3\u30B9\u306E\u9867\u5BA2\u4ED8\u52A0\u4FA1\u5024\u3092\u9AD8\u3081\u3001\u4F01\u696D\u306B\u9AD8\u53CE\u76CA\u3092\u3082\u305F\u3089\u3059\u6226\u7565\u7684\u306A\u7D4C\u55B6\u7BA1\u7406\u624B\u6CD5\u300D \u3068\u3055\u308C\u3066\u3044\u308B\u3002"@ja . . . . . "Manajemen rantai pasok"@in . . . . . . . "La gestion de la cha\u00EEne logistique (GCL; en anglais, supply chain management ou SCM) est un savoir-faire d'application qui vise une mise en \u0153uvre ou une gestion op\u00E9rationnelle, soit le respect sur le terrain de l'encha\u00EEnement des t\u00E2ches (illustr\u00E9 par le terme de \u00AB cha\u00EEne \u00BB), ainsi que le bon fonctionnement du syst\u00E8me logistique, tel que fix\u00E9 par le cahier des charges logistique de l'organisation concern\u00E9e."@fr . . . . . . "27995"^^ . . "Die Lieferkette (englisch supply chain; [s\u0259\u02C8pla\u026A t\u0283e\u026An]) ist in der Logistik und insbesondere im Supply-Chain-Management ein Netzwerk von Verkehrstr\u00E4gern und Transportmitteln, das den ununterbrochenen G\u00FCter- oder Tiertransport vom Ausgangsort zum Zielort gew\u00E4hrleistet. Das Konzept der Lieferkette geh\u00F6rt zum Standardrepertoire der Wirtschaftswissenschaften."@de . . . . . . . . "\uACF5\uAE09\uB9DD \uAD00\uB9AC(\u4F9B\u7D66\u7DB2\u7BA1\u7406, supply chain management, SCM)\uB780 \uBD80\uD488 \uC81C\uACF5\uC5C5\uC790\uB85C\uBD80\uD130 \uC0DD\uC0B0\uC790, \uBC30\uD3EC\uC790, \uACE0\uAC1D\uC5D0 \uC774\uB974\uB294 \uBB3C\uB958\uC758 \uD750\uB984\uC744 \uD558\uB098\uC758 \uAC00\uCE58\uC0AC\uC2AC \uAD00\uC810\uC5D0\uC11C \uD30C\uC545\uD558\uACE0 \uD544\uC694\uD55C \uC815\uBCF4\uAC00 \uC6D0\uD65C\uD788 \uD750\uB974\uB3C4\uB85D \uC9C0\uC6D0\uD558\uB294 \uC2DC\uC2A4\uD15C\uC744 \uB9D0\uD55C\uB2E4. \uAE30\uC5C5 \uB0B4\uC5D0 \uBD80\uBB38\uBCC4 \uCD5C\uC801\uD654\uB098 \uAC1C\uBCC4 \uAE30\uC5C5\uB2E8\uC704\uC758 \uCD5C\uC801\uD654\uC5D0\uC11C \uD0C8\uD53C\uD558\uC5EC \uACF5\uAE09\uB9DD\uC758 \uAD6C\uC131\uC694\uC18C\uB4E4 \uAC04\uC5D0 \uC774\uB8E8\uC5B4\uC9C0\uB294 \uC804\uCCB4\uD504\uB85C\uC138\uC2A4 \uCD5C\uC801\uD654\uB97C \uB2EC\uC131\uD558\uACE0\uC790 \uD558\uB294 \uACBD\uC601\uD601\uC2E0\uAE30\uBC95\uC774\uB2E4."@ko . . . "Supply chain management"@en . "\u30B5\u30D7\u30E9\u30A4\u30C1\u30A7\u30FC\u30F3\u30FB\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8"@ja . . "\u0625\u062F\u0627\u0631\u0629 \u0633\u0644\u0633\u0644\u0629 \u0627\u0644\u0625\u0645\u062F\u0627\u062F"@ar . . "Provizo\u0109eno estas sistemo de organizoj, homoj, agadoj, informoj, kaj resursoj/rimedoj implicitaj en movado de produkto a\u016D servo de provizanto al kliento. Provizo\u0109enaj agadoj implicas transformon de naturaj resursoj/rimedoj, kruda\u0135ojn kaj komponantojn en pretan produkton, kiu estas liverata al la fina kliento. En rafinitaj provizo\u0109enaj sistemoj, uzitaj produktoj povas reeniri la provizo\u0109enon \u0109e iu punkto, kie restanta valoro estas reuzebla. Provizo\u0109enoj interligas valor\u0109enojn."@eo . "Supply chain management (SCM) handlar om materialfl\u00F6det genom ett f\u00F6retag. Enligt vissa f\u00F6rfattare finns ingen bra svensk \u00F6vers\u00E4ttning p\u00E5 SCM, men enligt Carl-Henrik Nilsson, Ulf Paulsson, Kjell Tryggestad, Sten Wandel, Henrik Norinder (vilka skrivit en svensk bok om fenomenet) \u00E4r begreppet fl\u00F6desekonomi det b\u00E4sta svenska ordet f\u00F6r SCM Supply chain-fl\u00F6det kan indelas i tre underfl\u00F6den: \n* Produktfl\u00F6det \n* Informationsfl\u00F6det \n* Penningfl\u00F6det Vid administration av supply chain str\u00E4var man efter att: Ett exempel p\u00E5 supply chain management \u00E4r Wal-Mart Link."@sv . . "Die Lieferkette (englisch supply chain; [s\u0259\u02C8pla\u026A t\u0283e\u026An]) ist in der Logistik und insbesondere im Supply-Chain-Management ein Netzwerk von Verkehrstr\u00E4gern und Transportmitteln, das den ununterbrochenen G\u00FCter- oder Tiertransport vom Ausgangsort zum Zielort gew\u00E4hrleistet. Das Konzept der Lieferkette geh\u00F6rt zum Standardrepertoire der Wirtschaftswissenschaften."@de . . . . . . . . . . . . . . . . . . .