OG13 阅读新增第9篇~~~求NN们分析~~~~~~~~~

o0miracle0o

Manufacturers have to do more than build large manufacturing plants to realize economies of scale. It is true that as the capacity of a manufacturing operation rises, costs per unit of output fall as plant size approaches "minimum efficient scale," where the cost per unit of output reaches a minimum, determined roughly by the state of existing technology and size of the potential market. However, minimum efficient scale cannot be fully realized unless a steady "throughput" (the flow of materials through a plant) is attained. The throughput needed to maintain the optimal scale of production requires careful coordination not only of the flow of goods through the production process, but also of the flow of input from suppliers and the flow of output to wholesalers and final consumers. If throughput falls below a critical point, unit costs rise sharply and profits disappear. A manufacturer's fixed costs and "sunk costs" (original capital investment in the physical plant) do not decrease when production declines due to inadequate supplies of raw materials, problems on the factory floor, or inefficient sales networks. Consequently, potential economies of scale are based on the physical and engineering characteristics of the production facilities—that is, on tangible capital—but realized economies of scale are operational and organizational, and depend on knowledge, skills, experience, and teamwork—that is, on organized human capabilities, or intangible capital.

　  The importance of investing in intangible capital becomes obvious when one looks at what happens in new capital-intensive manufacturing industries. Such industries are quickly dominated, not by the first firms to acquire technologically sophisticated plants of theoretically optimal size, but rather by the first to exploit the full potential of such plants. Once some firms achieve this, a market becomes extremely hard to enter. Challengers must construct comparable plants and do so after the first movers have already worked out problems with suppliers or with new production processes. Challengers must create distribution networks and marketing systems in markets where first movers have all the contacts and know-how. And challengers must recruit management teams to compete with those that have already mastered these functional and strategic activities.

这篇文章我看了N遍都没理清思路，那些专业名词把我绕来绕去，有木有NN能帮我分析一下整个思路呢？！！！谢谢！！！！！

o0miracle0o

自己顶一下~~~

shelql

同是啊，这一篇晕里吧擦的

吴下锕蒙

呃。。我这篇5个全对，读文章也没障碍。因为我是搞Manufacture的。。

lunabanbi

吴下锕蒙 发表于 2013-8-3 12:09
呃。。我这篇5个全对，读文章也没障碍。因为我是搞Manufacture的。。

啊~~那能麻烦你简单解释一下吗。。。晕死。。。谢谢啦

吴下锕蒙

制造厂商所需要做的远不止扩大产量。
随着产量的增加，单位产量的成本会下降，但下降趋势会慢慢减缓，也就是说产量大到一定程度，单位产量的成本不再随着产量增大而增大，这个单位产量的成本由现有技术和市场决定，一旦达到，就可称之为“minimum efficient scale(简称mes)”
想要达到Mes，前提是顺畅的物流保证：生产的物流、供应商的物流、客户的物流；物流如果不顺畅(低于某个临界值)，单位产量的成本会激增，利润也会消失。
一个工厂的固定成本(如设备)不会随着种种因素的变动而变动。
综上，厂的规模潜在经济效益是由tangible capital决定的，而是否能实现，则在于intangible capital

第二段说明intengible capital的重要性：占据一个新领域的厂不是那个最先开的，而是那个最先实现其潜能的厂；

吴下锕蒙

整体的思路就是不要一味扩大产量，而是要注重隐形资本，人力啊物流啊都是隐形资本

liumukun

楼上的解释很清晰，谢啦！
p.s 人流是亮点

InfiniteAlex

thanks a lot