t the main challenges are to properly coordinate and manage the company’s supply chain – which involves automakers, suppliers, retailers (distributors and resellers) and end customers. Moreover, due to the complexity of its operations, parts, and components, is more than necessary the success in running a supply chain, otherwise, your production will be disrupted.
据观察，在巴西宏观经济情景中，汽车产品有所增加，因此，专业人士和研究人员对供应链管理的兴趣增加。很明显，主要挑战是正确协调和管理公司的供应链——包括汽车制造商、供应商、零售商（分销商和经销商）和最终客户。此外，由于其运营、零部件的复杂性，成功运行供应链是非常必要的，否则，您的生产将受到干扰。
The supply chain management is a quite new matter, which has difficulted the understanding in the field, having few publications about this available in Brazil (Di Serio, Oliveira, Schuch & Martins, 2011). In a recent field survey by Sodhi and Tang, (2012), it was concluded that this new field ofadministrative practice presents three gaps: the first one is related to the terms used in risk management within the supply chain, which is not consolidated and shows communication problems between the researchers. The second gap, according to the article’s authors, addresses the process and points to inadequate coverage of responses to risks and incidents. Finally, the methodological gap, with the inadequate use of empirical methods in the published research was pointed as a deficiency.
供应链管理是一个相当新的问题，这给该领域的理解带来了困难，巴西几乎没有关于这方面的出版物。在Sodhi和Tang最近的一项实地调查中，得出的结论是，这一新的管理实践领域存在三个缺口：第一个缺口与供应链内风险管理中使用的术语有关，这些术语没有得到整合，表明研究人员之间存在沟通问题。根据文章作者的说法，第二个差距涉及这一过程，并指出对风险和事件的反应覆盖不足。最后，指出了方法论上的差距，即在已发表的研究中没有充分使用实证方法。
Also, can be observed that automakers are increasingly using lean and agile production systems, evolved concepts of “Mass Production Systems”, which contribute considerably to the elimination of waste[1] and the continuous improvement of processes and products, always aiming to respond satisfactorily to the needs of the consumer market. For this, it is also necessary that the entire automotive supply chain meets the quality standards in the market, aiming at greater integration of suppliers, sub-suppliers, customers and assembler, in this way, optimizing time and resources, which automatically maximizes the profitability of all the chain.
此外，可以观察到，汽车制造商越来越多地使用精益和敏捷的生产系统，即“大规模生产系统”的概念，这在很大程度上有助于消除浪费[1]和持续改进流程和产品，始终旨在满足消费市场的需求。为此，整个汽车供应链也有必要符合市场上的质量标准，旨在更好地整合供应商、子供应商、客户和装配商，从而优化时间和资源，从而自动最大化整个供应链的盈利能力。
According to the article, the auto industry is concerned with reducing costs and deadlines and any disruption in the supply chain has the potential to stop production (Guedes et al., 2015). Problems arising from an interruption in communication, equipment problems, etc. are difficult to measure, but very important. In this way, members of the chain should assess the likelihood of events that can interrupt production and the extent to which they can tolerate those risks.
本篇assignment称，汽车行业关注的是降低成本和截止日期，供应链中的任何中断都有可能导致停产（Guedes等人，2015）。由通信中断、设备问题等引起的问题很难测量，但非常重要。通过这种方式，链的成员应该评估可能中断生产的事件的可能性，以及他们能够容忍这些风险的程度。
It is possible to perceive that the main changes in the manufacturing systems really arose from the needs of the automobile industries to stay in the market, reducing their costs, streamlining their production and service process, eliminating waste, all aiming for a faster and more satisfactory response to customers. The automotive supply chain is highly dynamic and requires changing concepts aligned with the changes demanded by the market. This requires fast and coherent decisions because any failure in the process can jeopardize the entire chain.
可以看出，制造系统的主要变化实际上源于汽车行业留在市场上的需求，降低了成本，简化了生产和服务流程，消除了浪费，所有这些都旨在更快、更满意地回应客户。汽车供应链是高度动态的，需要根据市场需求改变概念。这需要快速而连贯的决策，因为过程中的任何失败都可能危及整个链条。
A case study was made in the article to illustrate the actual situation of the automakers and the risks involved in the process and according to the authors, this is a perfect example why is important having an effective supply chain management system in case of disruption for any issue or even force majeure[2]. The study was made with an automaker which is listed within t
