mless manner. The result of such an action is the creation of many important supply chain functions and processes. Let us consider a simple example:
为了引入有利可图的供应链，业务开发经理应该设计和创建一个计划，以引导提供高质量产品的可靠和有保障的供应链。供应链管理要求从管理处理单个职能的简单单个部门到以无缝方式整合它们，进行一次严格得多的转变。这种行动的结果是创建了许多重要的供应链功能和流程。让我们考虑一个简单的例子：
A firm gets a big order for some products. The details of the order will be dispatched from the sales department to the purchasing department. Now, the purchasing department will start placing the required order with the production department. The production department will produce the required products and dispatches them to the marketing department that in turn will sell the goods to wholesalers and retailers. However, the marketing department will need to asses customer demand by communicating with wholesaler and retailer distributers; the main goal of this exercise is to find out the exact demand for the product. It means that a method of process integration is carried out with different supply chain partners.
一家公司收到了一些产品的大订单。订单的详细信息将从销售部门发送到采购部门。现在，采购部门将开始向生产部门下订单。生产部门将生产所需的产品，并将其发送给市场营销部门，市场营销部门再将产品销售给批发商和零售商。然而，营销部门需要通过与批发商和零售商分销商沟通来评估客户需求；本练习的主要目标是找出产品的确切需求。这意味着与不同的供应链合作伙伴进行过程集成的方法。
Integrating supply chain business functions will include well planned and teamwork between buyers and suppliers, production and sales department and through sharing information that is common to all the stakeholders. In the present example, we will consider different business functions of the sandwich-making firm like purchase of raw materials, receipt of orders from retailers and wholesalers, activities of marketing department and inventory department and production and marketing department. Such integration needs the flow of information in a calibrated and continuous manner (Lambert and Cooper, 2000).
整合供应链业务职能将包括采购商和供应商、生产和销售部门之间的良好计划和团队合作，并通过共享所有利益相关者共享的信息。在本例中，我们将考虑三明治制作公司的不同业务职能，如原材料采购、接收零售商和批发商的订单、营销部门、库存部门以及生产和营销部门的活动。这种集成需要以校准和连续的方式进行信息流。
Appropriate technologies and methods could help manufacturers create an optimum supply-chain system. These are possible by using demand, supply philosophies like push, and pull techniques. Defining push and pull philosophies are very important for a sandwich company that wants to sell many sandwiches per week. Customer or demand side push is actually an entrepreneurial response in hope of customer demand. On the contrary, demand or customer pull is a response that actually results from ensuing customer demand.
适当的技术和方法可以帮助制造商创建最佳的供应链系统。通过使用需求、供应哲学（如推拉技术），这些都是可能的。对于一家希望每周销售很多三明治的三明治公司来说，定义推拉理念非常重要。客户或需求方推动实际上是一种希望客户需求的创业反应。相反，需求或客户拉动是由随后的客户需求实际产生的反应。
However, it is very difficult to decide if a particular supply chain is in push or pull mode in a general mode. Here, the business may need to decide what constitutes the supply chain and how different stakeholders act in the supply chain. In the present example, there is already a readymade demand for 12,000 sandwiches per week and this is classic example of customer pull. In most of the supply chain scenarios, demand-push may meet demand-pull and this is the situation when the inventory starts accumulating. This is a typical push-pull interface or a supply chain decoupling point.
然而，在一般模式下，很难确定特定供应链是处于推模式还是拉模式。在这里，企业可能需要决定供应链的组成以及不同利益相关者在供应链中的行为。在本例中，每周已有12000份三明治的现成需求，这是吸引顾客的典型例子。在大多数供应链场景中，需求推动可能会满足需求拉动，这是库存开始累积的情况。这是一个典型的推拉接口或供应链解耦点。
For the sandwich making business mentioned in this example, the benefits of acting to a pull model is very compelling as the calculated levels of production is independent of forecasts for a future order. The general axiom that works very well here is very simple – “just produce what you pull from the customer exactly at the rate of their needs”. A business that operates in a pull philosophy can perform better to accept changes that usually occur in tastes and preferences of customers. However, the sandwich business that operates in this mode may not use this model unless there is clear demand from the customer side.
对于本例中提到的三明治制作业务，采用拉动模型的好处非常引人注
