怎么改变纠结、犹豫、不自信的性格？ http://zhi.hu/MPWs （分享自知乎网）
Compare the structures with get and have (causatives):
I'll get the waiter to bring you the menu.
I'll have the waiter bring you the menu.
- the meaning is 'cause or order someone to do something' (active pattern).
I'll have/get the menu brought to you.
She's getting/having her teeth fixed.
The meaning is 'arrange for somebody else to do something' (passive pattern).
We use have + object + past participle to describe things that happen to us, often misfortunes. The subject is the person who experiences what happened:
I've had my car stolen.
In spoken English get is sometimes used (instead of have):
She's got another letter published in The Times.
Sometimes only the context will identify precise meaning:
They had their fence pulled down. (either they employed somebody to pull it down; or it was pulled down without their planning it, e.g. by vandals.)
But these are only rules...
And my grammar book says that in American English have is much more common, get is common in spoken British English.
Supply chain costs
The cost associated with operating the supply chain.
Cost of goods sold
The supply chain management costs
Warranty / returns processing costs
Supply chain asset management efficiency. The efficiency of an organization in managing assets to support demand satisfaction. This includes the management of all assets: fixed and working capital.
Cash-to-cash cycke time
Inventory days of supply
Similarly, once can identify which changes would yield the highest return and priorities any improvement efforts.
SCOR provides three-levels of process detail. Each level of detail assists a company in defining scope (Level 1), configuration or type of supply chain (Level 2), process element details, including performance attributes (Level 3). Below level 3, companies decompose process elements and start implementing specific supply chain management practices. It is at this stage that companies define practices to achieve a competitive advantage, and adapt to changing business conditions.
SCOR does not attempt to describe every business process or activity. Relationships between these processes can be made to the SCOR and some have been noted within the model. Other key assumptions addressed by SCOR include: training, quality, information technology, and administration (not supply chain management). These areas are not explicitly addressed in the model but rather assumed to be a fundamental supporting process throughout the model.
The model is based on 3 major "pillars" :
The ability to predictably complete processes as promised: on-time, complete, right documentation.
The Supply Chain Operations Reference-model (SCOR) is a process reference model that has been developed and endorsed by the Supply Chain Council as the cross-industry standard diagnostic tool for supply chain management. SCOR enables users to address, improve and communicate supply chain management practices within and between all interested parties.