世界各地的制造商正在竞相争取得到稀缺元器件和材料,并提升了其价格。 日本和美国的汽车制造商不得不缩减生产。 丰田担心缺少500个橡胶,塑胶及电子零件。 若现在的库存用完之后目前还不清楚事情会变得有多糟。 日本供应商也不能肯定多久能恢复:数以百计的余震,一些强大到足以破坏生产,自从主震发生以来就一直轰轰响着。 由于非常大规模核电厂的损失和其他工厂的关闭,电力短缺可能持续数年。
Even before the extent of the disruption becomes clear, it seems certain that Japans disasterwill have a lasting impact on how manufacturers manage their operations, says Hans-PaulBrkner, boss of the Boston Consulting Group, who was in Tokyo this week. It is veryimportant now to think the extreme, he says. You have to have some buffers.
波士顿咨询集团老板Hans-Paul Brkner说即使在破坏的范围变得清晰以前,似乎可以肯定,日本的灾难将对制造商管理业务方面产生持久的影响,他说。 现在考虑这种极端情况是非常重要的,你必须有一定的缓冲期。
Over the past decade or so the just-in-time concept of having supplies delivered at the lastminute, so as to keep inventories down, has spread down the global manufacturing chain.Now, say economists at HSBC, this chain may be fortified with just-in-case systems to limitthe damage from disruptions.
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