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.


The passage LEAST supports the inference that a manufacturer's throughput could be adversely affected by


a mistake in judgment regarding the selection of a wholesaler

a breakdown in the factory's machinery

a labor dispute on the factory floor

an increase in the cost per unit of output

a drop in the efficiency of the sales network

考题讲解

题目分析:

文章细节题:反向影响throughput的因素中,没有哪个?

原文:理想的throughput不仅仅需要协调生产过程中的产品,也需要协调供应商、经销商和终端客户……原材料不足、工厂问题以及低效率的销售会导致生产下降。


选项分析:

A选项:在选经销商时出现失误。

B选项:工厂机器坏了。

C选项:劳资矛盾。

D选项:正确。
每单位的成本增加:文章只讲了throughput的变化会影响每单位的成功,但没有讲每单位的成本对throughput的影响。

E选项:
销售的效率下降。

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