全球供应链和外包风险[外文翻译]

1、原文：Global Supply Chains and the Outsourcing RisksChanges with each new day, the market competition along with the science and technology to be day by day intense today which, the customer personalization demand strengthens unceasingly, what enterprise facing is a change is getting quicker and quicke

2、r, the uncertainty to be getting stronger and stronger, the global economic integration to buy the side market day by day, but the traditional market was already unable to respond the market fast the demand, therefore appeared has supplied the chain to manage this new management pattern, namely thro

3、ugh obtained the fast response market demand using enterprise's exterior resources the goal. Supply chain management emphasize enterprise finite resources focus on its core business, and will entrust other non-core business enterprise of outsourcing finished according to recent statistics, 2003,

4、 global outsourcing spending broke through at 1510 billion dollars. One of the American more than $81 billion, Global outsourcing service market average annual growth rate is about 12%. Among them the Asia-pacific region for 15%. Anyhow, outsourcing become nearly 20 years enterprise most commonly us

5、ed is also one of the most convenient strategy. The whole world with annual incomes of $50 million or more companies engaged in service outsourcing. If the kodak companies in order to focus on their own mainstream business, brought the data processing has outsourced IBM, And based on the same idea.

6、IBM and put their global network system outsourcing more professional AT&T company. But unfortunately, outsourcing in global economic crisis and the weak link of economic chain, still exist many risks, not all adopt outsourcing strategy of the company are to succeed, they outsourcing risk evasio

7、n and control problem is the strategy can be the key to success.Environmental risks. When the external force can influence the changeability of enterprise management mode when they appeared environmental risks. These external factors include affect decision management model of overall objectives and

8、 strategies, which directly the basic factors caused by competitors imitation and surpassing, causes the enterprise to lose the original advantage resources and core competitiveness, leading companies stagnation.Process risks. Because of enterprise outsourcing control insufficient, outsourcing rely

9、on risk or outsourcing information risk. Make cause company in making decisions on supplier selection and supervision and there are many difficulties, when cannot effectively obtain, management, update, disposal of its assets, or enterprise assets are not clearly defined, cannot and drive enterprise

10、 management mode of strategic effectively combines, or enterprise fails to effectively meet customer demand, and failed to create value, or because the financial, physical and enterprise intellectual assets exist unexpected loss, misuse and abuse of risk and makes the enterprise value may reduce the

11、 risk of factors that cause. Implement of outsourcing enterprise should emphasize concentration enterprise resource in minority competitive core business, and the non-core business outsource to other enterprises with comparative advantages, and with the close cooperation so as to improve their own c

12、ompetitiveness.The decision risk. Due to support enterprise implements management pattern, for internal and external performance report, evaluate enterprise management mode efficiency required information not correlation or not reliability caused by the risk. These risks with creating enterprise val

13、ue every aspect of are closely linked.The longer the supply chain, the greater management time that is required to achieve a smooth result. This resource may well be more than the company currently has and even if functions are outsourced there will be the need to co-ordinate the outsourcing partner

14、ships. The greatest concern in this area for most retailers is quality. It can be difficult to oversee the accreditation and auditing of suppliers and manage proofing runs over a long distance. Once product is agreed, production schedules have to be monitored, which requires time, personnel and part

15、icular skill sets. Outsourcing requires regular contact between the various parties to make it work. The question to bear in mind is, has the cost of the additional merchandising and quality management been taken into account. Outsourcing is not about abdication; you still need to control the strate

16、gy, you need to spend time integrating the outsourced service into your company. The more central the activity is to the heart of the company, the more time that is required to really ensure the outsourced operation is integrated. How the organizations are linked is one of the keys to the success of

17、 outsourcing. The other management risks are that you did not define the strategic changes that you are looking for when you did outsource and you may not have shared the thoughts with the prospective partner .You may not have decided how success and failure will be judged and therefore not decided

18、whether any form of gain share is appropriate to the contract. Supply chain between enterprise's trust to become the enterprise the premise and foundation of mutual cooperation. Enterprise and outsourcing service provider in supply chain link, among them the cooperation will build on the basis o

19、f mutual trust. Trust issues that affect financial outsourcing implement the important problem. Outsourcing operation cost is too high, service level is limited become outsourcing service provider of competitive disadvantage. And outsourcing service operation of high cost to become the enterprise of

20、 existing outsourcing service operation dissatisfied of main reasons. Otherwise, all the outsourcing operation and low cost high quality will be that the demand enterprises have to turn to their power to develop business and avoid off because of high cost and hindering the further development of the

21、 enterprise.Bradley thinks, outsourcing could reduce the organizational innovation, weaken enterprise activities that can damage the control of enterprise long-term competitiveness. The specific performance in four aspects: the first one is the uncertainty of financial capital operation increases, t

22、he second is enterprise will be excessive reliance on bank, the third is the enterprise may be forfeited innovation ability and master professional skills of the opportunities, the last one is a series of information technology means restriction. Outsourcing will make the enterprise to lose its fina

23、ncial capital control, thus increasing enterprise capital normal operation of uncertainties. Any sign of outsourcing contract both sides can't completely forecast the future implementation may arise during the process of various situation, so it is difficult to all requests or security regulatio

24、ns completely embodied in outsourcing contract, even though the existing outsourcing service terms also cannot assure its intact effective execution, inevitably will increase the income distribution of uncertainties. In an American investigation demonstrated that about 25% outsourcing relations burs

25、t within two years, but has half within five years to burst, its primary cause is many outside contractors cannot fulfill in the outsourcing contract completely the responsibility and the duty. At the same time, because in outsourcing contract “invertibility provision flaw, when the bank either the

26、other financial organ substandard contractor are unable to complete effectively the contract or is unable to satisfy enterprise's request, the enterprise has undertaken the outflow outsourcing fund loss, both outside is unable to choose the contractor in a short time or to manage voluntarily, an

27、d creates the financial fund transport business management the uncontrolled risk.Enterprise often choose will financial outsourcing to bank management, it is expanding the scale of financing is the most convenient way. In some extent could eliminate and banking information asymmetry between, strengt

28、hen bilateral relations. However, this approach may also make the enterprise produces excessive reliance on Banks. Compared with the enterprise, financial management, the long-term practice segregation of financial management skills and information processing capacity lags far behind, once bank woul

29、d increase even when bad management enterprise capital operational risk. Ignore is the debts of the venture of growth will increase of bank management risk, to produce linked risk cycle. Enterprise in the implementation of financial capital operating management outsourcing strategies of process, oft

30、en lack of Banks and their financial situation maintained real-time monitoring of consciousness, even repeatedly unilateral improve their financial management skills and ability to resist risks, also can appear the improper management because the bank overall losses or closure of negative situation.

31、 Enterprise part of financial management activities outsource to other companies or financial institutions, although to a certain extent, to obtain specialization, low cost and other competitive advantage, but at the same time lost skills and innovation to construct the core competence of the future

32、 opportunities. The outsourcing of one-sided development, bring enterprise current development and the future of sustained development imbalance, hindered by small and medium to large enterprises leap. Meanwhile, outsourcing development must in network information technology to rely on, lack of netw

33、ork platform and information technology support and other auxiliary facilities, under the situation of enterprise financial outsourcing can get expected effect, still exist variables. Aiming at these risks, we summarized some measures should be. We must consider is ahead of the outsourcing of financ

34、ial management business and enterprise long-term strategic whether conflict. The production of goods and services involves a series of business activity, expand the core function business need other non-core business support. If the financial function to outsourcing core competitive ability, the cor

35、e control plays an essential role, is a long-term strategic part of this situation shouldn't waste outsourcing resources, unfavorable for short-term goals implementation outsourcing strategy. An enterprise in a financial outsourcing decision must be clearly before, which can get yields and poten

36、tial risks. Simply speaking, we cannot put financial outsourcing decision unilateral collection in order to control cost problem, in fact, strategic upgrade, service quality of ascension, cost of the relative control, financial risk response and enterprise system, business communication environmenta

37、l factors are considered range. The financial and accounting department is a comprehensive functional departments, it through across the information output for other departments work provide financial accounting information and support. When financial department business outsourced, probably face de

38、cision makers process lost the original control, lack of effective communication channel situation. This requires both share the benefits basis, should formulate feasible perfect outsourcing service terms, risk control request, money recovery index, cost savings scheme and profits distributed mechan

39、ism, based on integration and systematization of outsourcing operation system, and constantly improve the cooperation of both sides of the depth and breadth, continued ascension in outsourcing state of the company's financial management level. At the same time, will finance functions on outsourc

40、ing before, must first understand outsourcing companies to keep business secrets measures taken by whether perfect, this involves outsourcing companies in related business personnel of professional ethics and outsourcing companies established internal of prevention system. Both must improve the effi

41、ciency of the operation of the company, and to avoid the commercial secrets of the leakage, which required enterprise in financial outsourcing industrialization development has not mature, try company financial and accounting management base part and weak parts of the outsourcing. These measure conc

42、rete manifestation in three aspects. The first is to set up a set of perfect supply chain between enterprise's trust mechanisms. Trust mechanism establishment need outsourcing demand enterprise and outsourcing service providers to promote together his core ability, to achieve the power-and-power

43、 union. And supply chain link enterprise of trust between need each other to each other ability affirmation, outsourcing service providers to raise their own core competitiveness, improve customer service level is outsourcing demand for its enterprise established the basis of trust conditions. Meanw

44、hile, the enterprise supply chain link between establish good communication is very important, this kind of good communication requires organizational structure and hardware as technical support. This center, information technology is very important, supply chain enterprise's rapid communication

45、 especially need to believe Coupon technology support. In addition, establish outsourcing demand enterprise and outsourcing services provider of trust between evaluation system is also very important, it can outsourcing cooperation and the problem was summarized, the hedging risks for efficient coop

46、eration to provide security. Secondly, the enterprise adapt to supply chain management requirements of enterprise organization structure by a series of change. Supply chain management of enterprise traditional competitive mode poses a challenge, the enterprise should break the traditional enterprise

47、 boundaries with other enterprise fully cooperation, the limited resources into their own core area, which will non-core business system of outsourced. So, both from the whole supply chain Angle participates in the market competition, and has played the respective advantages of the enterprise, to op

48、timize the allocation of resources. Finally, to be trying to build a good competitive environment. In outsourcing standardization, the government and enterprise sufficiently cooperation, the establishment of logistics standardization system.Thus,the development of outsourcing business to move in sta

49、ndardization, legalization, the direction of rationalization of the line.Source: Stephen Rinsler,2021 “Global Supply Chains and the Outsourcing Risks . CILT World, May, pp.81-82译文：全球供给链和外包风险随着科学技术的日新月异、市场竞争的日趋剧烈、顾客个性化需求不断增强的今天，企业面对的是一个变化越来越快、不确定性越来越强、全球经济日趋一体化的买方市场，而传统市场已经无法快速地响应市场的需求，于是出现了供给链管理这一新的

50、管理模式，即通过利用企业的外部资源来获得快速响应市场需求的目的。供给链管理强调企业将有限的资源集中于自己的核心业务，而将非核心业务委托给其他企业。据近几年业务外包的数据统计，2003年全球资源外包效劳开支突破了1510亿美元。其中美国超过810亿美元；全球外包效劳市场的平均年增长率约为12。其中亚太地区为15。总之，业务外包成为近20年来企业最常用也最便捷的策略之一。目前全世界年收入在5000万美元以上的公司普遍开展了业务外包。如柯达公司为了专注于自身的主流业务，就把其数据处理业务外包给IBM公司；而基于同样的理念，IBM又把自己的全球网络系统业务外包给更专业的ATT公司。但不幸的是，业务外包

51、在全球经济危机和经济链的薄弱环节，依然存在很多的风险，并非所有采用外包战略的公司均能成功，他们对外包风险的躲避和控制问题是该战略能否成功的关键。环境风险。当外部力量能够影响企业经营模式的易变性时就出现了环境风险。 这些外部因素包括影响决定经营模式的总体目标与战略的根本因素，这会直接造成被竞争者模仿和赶超，使企业反而失去原有的优势资源和核心竞争力，导致企业开展停滞不前。程序风险。由于企业外包控制缺乏，外包依赖风险或者外包信息风险，使造成企业在做出决策对供给商进行选择与监督时存在很多困难，不能有效地获得、管理、更新、处置其资产，或是企业资产未被明确界定，不能与驱动企业经营模式的战略有效结合起来，或

52、是企业未能有效地满足客户需求，未能创造价值，或是因企业的金融、实物与智力资产存在着意外损失、承受风险误用、滥用的可能而使企业价值降低等因素所导致的风险。实行业务外包的企业应该着重强调集中企业资源于少数具有竞争力的核心业务，而并把非核心业务外包给其他具有比拟优势的企业，并与之紧密合作从而提高自身的竞争力。决策风险。由于用以支持企业执行经营模式，进行内外部业绩报告、评估企业经营模式效率所需的信息不相关性或不可靠性所导致的风险。这些风险同创造企业价值的每一个方面都是密切联系的。 其中，供给链的时间越长，就有更大的管理时间需要，以此来到达预期的结果。建立在这个阶段的外包效劳需求可能会更多，这要求公司去

53、协调外包，协调外包伙伴关系，这个时期企业最关注的是外包零售商的质量。当供给商和管理经过这个阶段，一旦产品与生产都精密的方案和监控好，外包商又要开始准备相关效劳的时间、人员和专业的人物技能与外包业务相匹配。这时的外包需要定期联系多方要素的人事，并且要时刻计量额外的本钱采购和质量。业务外包并不代表你是完全的撒手不管，你还是需要掌握一定的控制策略，你需要花时间整合为你公司效劳的外包内容。这两项结合，既能保证公司活动运作的核心，又有更多的时间切实保证外包正常运作。而对于其它的管理风险，你不需要特别强调它，理念和合作的伙伴不可能总是同一个，成功和失败也不是能预测出来的，因此将这些未知的合作形式都交给外包

54、合同。供给链企业之间的信任成为企业相互合作的前提和根底。企业和外包效劳提供商处于供给链环节之中，它们的合作也要建立在相互信任的根底上。信任问题是影响财务外包实施的重要问题。本钱的控制和估量，同样是企业必须考虑的关键因素。外包运作本钱太高、效劳水平有限成为外包效劳提供商的竞争劣势。而外包效劳运作本钱高成为企业对现行外包效劳运作不满意的主要原因。否那么，一律的外包高本钱运作和低质量会使得需求企业不得不求助于自身力量来开展业务，躲避掉因本钱高而阻碍企业的进一步开展。Bradley认为，外包可能会减少组织创新，削弱对企业活动的控制，进而破坏企业的长期竞争力。具体表现在四个方面：一是财务资金营运的不确定性增大；二是企业将会对银行过度依赖；三是企业可能丧失创新能力和掌握专业技能的时机；四是一系列信息技术手段的制约。外包会使企业失去对其财务资金的控制，从而增加企业资金正常运营的不确定性。任何签订外包合同的双方都不可能完全预测到未来实施过程中可能出现的各种情况，因此很难将所有的要求或者保障条例完全表达在外包契约中，即使是现有的外包效劳条款亦无法保证其完整有效地执行，不可防止地会增大收益分配的不确定性。美国一项调查中显示大约25%的外包关系在两年之内破裂，而在五年之内有一半破裂，其主要原因是许多外包商不能完全履行外包契约中的责任和义务。同时，由于外包契约中“可逆性条款的缺失，一旦银行或其