目，因为计算的产量水平与未来订单的预测无关。在这里非常有效的一般公理非常简单——“只需按照客户的需求速度准确地生产您从客户那里获得的产品”。在拉动理念下运营的企业能够更好地接受顾客口味和偏好的变化。然而，以这种模式运营的三明治企业可能不会使用这种模式，除非客户方有明确的需求。
Many “dial-up” pizza shops prepare their products based on specific demand-pull to supply a particular number of pizzas. This example is non-analogous to the present sandwich making company. In a typical pizza supply unit, the delivery is held until there is a specific order for pizzas. To be able to respond to a situation, the unit will include bases and ingredients as built-in inventory well in advance. The final delivery will occur only when there is a specific order. It means that there is an evidence of both push- pull philosophies in that example. In the present example, there is already an element of customer-pull and it ensures a confirmed order for sandwiches. Demand-pull philosophy has the ability to reduce waste and inventory and it is more in the direction of satisfying needs of end customers. In the end, a sandwich business that operates on this principle should create a package of practices that include the best supply management principles.
许多“拨号”披萨店根据特定的需求拉动来准备产品，以供应特定数量的披萨。这个例子与目前的三明治制作公司不相似。在一个典型的披萨供应单元中，配送一直持续到有披萨的特定订单。为了能够应对情况，该单位将提前将基础和成分作为内置库存。只有在有特定订单时，才会进行最终交付。这意味着，在那个例子中有两种推拉哲学的证据。在本示例中，已经有一个吸引顾客的元素，它可以确保三明治的订单得到确认。需求拉动哲学能够减少浪费和库存，并且更倾向于满足最终客户的需求。最终，基于这一原则运营的三明治企业应该创建一套包括最佳供应管理原则的实践。
SCM – Cycle View Model SCM–循环视图模型
All manufacturing activities are divided into many sub-activities that eventually help the sandwich company to conduct the business operations in an optimal manner. Like any other business, even sandwich making business operates in a standard manner that actually mimics a standard production assembly format. In essence, a given production assembly consists of four important components – Customer order cycle, Replenishment cycle, Manufacturing cycle and Procurement cycle.
所有制造活动都分为许多子活动，最终帮助三明治公司以最佳方式开展业务运营。与其他任何业务一样，即使是三明治制作业务也以标准的方式运作，实际上模仿了标准的生产装配格式。本质上，给定的生产装配由四个重要组成部分组成：客户订单周期、补货周期、制造周期和采购周期。
Customer order cycle: This is the mutually agreed cycle time of a given purchase order. It is also a gap between the purchase order creation date and agreed delivery date. In other words, one should expect the time and it may not be the actual date for delivery. The metrics used provides a guide to deliver the order.
客户订单周期：这是双方约定的给定采购订单的周期时间。这也是采购订单创建日期和约定交付日期之间的差距。换言之，人们应该期待时间，而这可能不是实际的交货日期。所使用的指标为交付订单提供了指导。
Replenishment cycle: This is the average time needed to fill a current purchase order. The time starts when a particular order is sent or receive dot entered. This process ends at the time of shipment or soon after the delivery to the customer. Business developers should consider both the actual delivery time and promised delivery time.
补货周期：这是填写当前采购订单所需的平均时间。当发送或输入特定订单时，时间开始。此过程在发货时或交付给客户后不久结束。业务开发人员应同时考虑实际交付时间和承诺的交付时间。
Manufacturing cycle time: It is possible to quantify this time from the planned order until the report timing of final production process. One can compare the actual production quantity with the intended quantity.
制造周期时间：从计划订单到最终生产过程的报告时间，可以量化这段时间。可以将实际生产数量与预期数量进行比较。
Purchase order cycle time: This metric measures the creation of PO to the delivery at a location like distribution center. Here, one may not have the requested delivery date beyond the agreed lead-time.
采购订单周期时间：该指标衡量在配送中心等地点交付订单的创建情况。在这里，您可能无法将要求的交付日期超过约定的交付周期。
Here is a standard Cycle view model for sandwich business:以下是三明治业务的标准周期视图模型：
Note: One can think of supply chain as a chain of communications that occur between two consecutive stages of production. These cycles always share similar types of communications because the entire process will have a buyer and a supplier. As one go away from the customer, the scale of the transaction will diversify and become larger.
注：人们可以将供应链视为发生在两个连续生产阶段之间的通信链。这些周期总是共享类似类型的通信，因为整个过程将有一个买方和一个供应商。随着一个人离开客户，交易的规模将多样化并变得更大。
As mentioned before, a customer cycle involves an external demand. The balance side of the supply chain should react to the existing cus
