物流管理英文文献
物流管理英文论文
Mode selection based on the logistics of the enterprise's ownsituation蔺钰物流工程2012009031Abstract: The main research direction is different enterprises according to their analysis of the advantages and disadvantages of the different logistics mode can be selected with good logistics form, in order to achieve the purpose of maximizing corporate profits. By contrast, respectively referenced real case specific analysis of two logistics mode, and summarize their advantages and disadvantages. Keyword:self logistics; outsourced logistics; hybrid logistics mode Text1 The significance of this studyBusiness activities, an important goal for each enterprise in terms of business is based on the minimum investment for maximum benefits. However, in today's conditions, the cost of production has been compressed to a certain extent, it is particularly important as “the third profit logistics cost control”. As an important part of the logistics industry, penetrate into all their business activities, its model is also different. The only choice for different enterprises, the logistics models suited to their own conditions, in order to achieve optimal profits. At present, there are mainly two: self-logistics, outsourcing logistics logistics model. Both logistics model has its own advantages and disadvantages, for better analysis to the comparative study of the two modes. 2 Two major logistics mode2.1 Self-Logistics ModeSelf logistics mainly refers to industrial enterprises in the logistics business, while its main source of income is not the logistics. Self logistics system, the most typical is the Haier Group. Haier Logistics characteristics can be summed up as, with the strength of the logistics professional company, self based on outsourcing, the overall procurement JIT (just in time, just-in-time production management), raw materials and distribution JIT. JIT the synchronization process and finished goods distribution. 1999, Haier implemented as a link to the "market chain" business process reengineering, order information flow, driven by the operation of the logistics, business flow, capital flow and logistics operation mode increasing cause for concern. Terms of Haier, logistics first target is to get three "zero", that is, zero inventory, zero distance and zero working capital; Secondly, to enable them to obtain the core competencies in market competition to win. If Haier logistics as to reduce the cost of the machine, the U.S. group put the logistics as a money-making machine. Midea Group was established in January 2000 the the Andhra logistics company, spun off the logistics business. Division Andhra logistics company as Group is an independent, third-party logistics companies other beauty products division, on the one hand to provide the most efficient logistics services for the beautiful production, manufacturing, sales, as well as a professional logistics company out business development. As can be seen by the above-mentioned cases, enterprises import and strong ability to control all aspects of the logistics supply chain. Easy production and other business links closely with full service in the operation and management of the enterprise, to ensure that companies have access to long-term and stable profits. For a highly competitive industry, is conducive to the control of supply and distribution channels, reasonable planning and management processes, improve the efficiency of logistics operations, reduce circulation costs. For larger single product enterprises, import and logistics can make logistics and capital flow, information flow, business flow with more closely, thereby greatly Tinan logistics operation is the far side price work efficiency. Can make the raw materials and spare parts procurement, distribution, and production support from the strategic integration, to achieve the procurement time, increase the batch. Reduce bulk, inventory-control, to reduce the amount of funds used to reduce the cost, in order to achieve zero inventory, up close and military working capital. Import and logistics model while the size of the business situation, there are certain requirements: self-logistics enterprises increased burden on business investment, weaken the ability to withstand market risks. Companies in order to self-logistics, we must invest a lot of money for storage equipment, transport equipment, and human capital, which will inevitably reduce the enterprises of other members to be part of the investment, weaken the market competitiveness of enterprises. In this case, the enterprise self logistics is equivalent to forcing companies to engage in not good at business activities, corporate management often takes too much time, energy and resources to engage in supporting the work. Results foot auxiliary on no arrest, the business of the key pieces of hair can not be stuck to the central role of nail limited scale, the degree of specialization of logistics is very low, the cost is higher. Only like Haier, Midea such a large scale, economic conditions, the strength of the company management to control; some smaller businesses, to logistics proportion of investment is too large and lead to business can not function properly. For small businesses. Wear a limited number of its production, white business logistics, not the formation of scale. The one hand lead to the Bureau of logistics costs over products: the lower the competitiveness of the market die; another - aspects, due to the limited size, the degree of specialization of logistics is very low, and can not meet the needs of the enterprise. 2.2 outsourced logistics mode researchOutsourcing logistics, production or sales enterprises to concentrate and enhance core competitiveness, and its logistics business to operate in a professional logistics company, is a long-term contract commissioned strategic mutual penetration, mutually beneficial business commissioned and contract execution. The trend of economic globalization, the logistics outsourcing as a material circulation speed, to save on storage costs and reduce the effective means of transit funding backlog can really bring more revenue to the supply and demand sides. Electrolux Logistics completely outsourced to a third-party logistics companies, third-party logistics providers to provide them with the whole or any part of the supply chain logistics services, in order to obtain a certain profit. 1995, Electrolux Electrolux Italy Refrigerator Co., Ltd. joint venture, a clear division of responsibilities, Electrolux is only responsible for production, while Italian refrigerator plant solely responsible for the sales and after-sales service of the product. Subsequently, of Electrolux in turn logistics outsourcing to a professional logistics company. Electrolux Logistics referred to the PG Logistics Group, including the three logistics company responsible for. This logistics model does not take up a lot of fixed assets, and more freedom to coordinate production operations, strengthening the flexible management of the enterprise, so that enterprises can focus on improving the core competitiveness. This model also has its own shortcomings: the companies can not directly control the master logistics functions, and can not guarantee the arrival of good quality and customer service in a timely manner, give a third party logistics third profit source, reducing their profits. In addition, companies also need to bear the risk of inefficient logistics company, but with the constant improvement of the services of the third party logistics enterprises, more and more companies have chosen this logistics model. China's logistics market has considerable development potential for third-party logistics will be promising. Compared with developed countries, the overall level of China's logistics industry is still in its infancy, the industry is not highly competitive logistics market in the state is to be developed to a greater extent. National Warehousing Association 2000 survey data analysis, the majority of the Chinese logistics needs are not yet market-oriented production enterprise procurement logistics, the use of third-party logistics business logistics only 18% and 5.9% respectively, even the use of third-party logistics companies, the actual logistics outsourcing is only about 50%. In summary, the enterprises both select what kind of logistics system analysis should be carried out according to the own scale, demand, economic and management strength, select the more suitable for their current situation and future development of the logistics. Logistics has become a powerful tool for enterprises to reduce costs, increase profits, rather than become a heavy burden for the development of enterprises. 3 ConclusionDiversified in the consumer market, the personalized needs of today's rapidly changing social needs and technology advances, mass production manufacturing enterprises have been unable to meet the demand of the market development. The differentiated marketing flexible production has become the future development trend, enterprises must adopt more variety, less bulk, multiple batches of logistics strategy, if companies want to implement for the purpose of improving service logistics management purpose, the the dispersion of the logistics operations will be further expanded, decentralized logistics operations will be offset against the benefits of system management. Therefore, the value of the combined scale advantages of the outsourcing of logistics operations and logistics system self management, some non-core logistics operations outsourcing entire logistics system enterprise self-operating “outsourcing job functions and system management self” mixed logistics model , should be the main mode of the future development of logistics.References1 Gadde L-E, Hakansson H. Business relationships and resource combining. IMP J 2008; 2 Ketchen Jr DJ, Hult GTM. Bridging organization theory and supply chain management:the case of best value supply chains. J Oper Manage 2007; 3 Huemer L. Supply management: value creation, coordination and positioning in supply relationships. Long Range Plann 2006; 4 Jahre M, Gadde L-E, Hakansson H, Harrison D, Persson G. Resourcing in business logistics. Lund: Liber and Copenhagen Business School Press; 2006. 。
物流管理的文献
物流管理的文献以下是一些关于物流管理的经典文献：1. Ballou, R. H. (2007). Business logistics/supply chain management. Pearson Education India. (巴洛, R. H. (2007). 《物流管理/供应链管理》。
印度皮尔逊教育公司。
)2. Coyle, J. J., Langley Jr, C. J., & Gibson, B. J. (2016). Supply chain management: A logistics perspective. Nelson Education. (科尔, J. J., 兰利, C. J., & 吉布森, B. J. (2016). 《供应链管理：物流视角》。
纳尔逊教育公司。
)3. Christopher, M. (2016). Logistics & supply chain management. Pearson UK. (克里斯托弗, M. (2016). 《物流与供应链管理》。
英国皮尔逊出版公司。
)4. Chopra, S., & Meindl, P. (2015). Supply chain management: Strategy, planning, and operation. Pearson Education. (乔普拉, S., & 迈恩德尔, P. (2015). 《供应链管理：战略、规划和操作》。
皮尔逊教育公司。
)5. Sheffi, Y. (2018). The resilient enterprise: Overcoming vulnerability for competitive advantage. MIT Press. (谢菲, Y. (2018). 《弹性企业：克服脆弱性取得竞争优势》。
麻省理工学院出版社。
物流管理英文作文
物流管理英文作文Managing logistics is a complex and challenging task. It involves coordinating the movement of goods, managing inventory, and ensuring timely delivery to customers. In today's global economy, logistics management is more important than ever.One of the key aspects of logistics management is transportation. Whether it's by air, sea, or land, getting products from point A to point B in a timely and cost-effective manner is crucial. This requires careful planning and coordination to optimize routes and minimize transportation costs.Another important aspect of logistics management is inventory control. Keeping track of stock levels, forecasting demand, and managing warehouse space are all essential for ensuring that products are available when customers need them. This requires the use of sophisticated software and systems to track inventory levels andstreamline the ordering process.In addition to transportation and inventory management, logistics also involves managing the flow of information. This includes tracking shipments, communicating with suppliers and customers, and coordinating with various partners in the supply chain. Effective communication and information management are critical for ensuring that everyone involved in the logistics process is on the same page.Furthermore, managing logistics also involves dealing with unexpected challenges and disruptions. This could be anything from a natural disaster to a labor strike to a sudden surge in demand. Being able to adapt to these challenges and find creative solutions is a key part of logistics management.In conclusion, logistics management is a multifaceted and dynamic field that requires careful planning, coordination, and adaptability. It plays a crucial role in ensuring that products are delivered to customers in atimely and cost-effective manner, and it's only becoming more important in today's interconnected global economy.。
(完整word版)物流外文文献翻译
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their coreenergy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
物流管理英文论文
Mode selection based on the logistics of the enterprise's ownsituationAbstract: The main research direction is different enterprises according to their analysis of the advantages and disadvantages of the different logistics mode can be selected with good logistics form, in order to achieve the purpose of maximizing corporate profits. By contrast, respectively referenced real case specific analysis of two logistics mode, and summarize their advantages and disadvantages.Keyword:self logistics; outsourced logistics; hybrid logistics modeText1 The significance of this studyBusiness activities, an important goal for each enterprise in terms of business is based on the minimum investment for maximum benefits. However, in today's conditions, the cost of production has been compressed to a certain extent, it is particularly important as “the third profit logistics cost contro l”. As an important part of the logistics industry, penetrate into all their business activities, its model is also different. The only choice for different enterprises, the logistics models suited to their own conditions, in order to achieve optimal profits.At present, there are mainly two: self-logistics, outsourcing logistics logistics model. Both logistics model has its own advantages and disadvantages, for better analysis to the comparative study of the two modes.2 Two major logistics mode2.1 Self-Logistics ModeSelf logistics mainly refers to industrial enterprises in the logistics business, while its main source of income is not the logistics. Self logistics system, the most typical is the Haier Group.Haier Logistics characteristics can be summed up as, with the strength of the logistics professional company, self based on outsourcing, the overall procurement JIT (just in time, just-in-time production management), raw materials and distribution JIT. JIT the synchronization process and finished goods distribution. 1999, Haier implemented as a link to the "market chain" business process reengineering, order information flow, driven by the operation of the logistics, business flow, capital flow and logistics operation mode increasing cause for concern. Terms of Haier, logistics first target is to get three "zero", that is, zero inventory, zero distance and zero working capital; Secondly, to enable them to obtain the core competencies in market competition to win.If Haier logistics as to reduce the cost of the machine, the U.S. group put the logistics as a money-making machine. Midea Group was established in January 2000 the the Andhra logistics company, spun off the logistics business. Division Andhra logistics company as Group is an independent, third-party logistics companies other beauty products division, on the one hand to provide the most efficient logistics services for the beautiful production, manufacturing, sales, as well as a professional logistics company out business development.As can be seen by the above-mentioned cases, enterprises import and strongability to control all aspects of the logistics supply chain. Easy production and other business links closely with full service in the operation and management of the enterprise, to ensure that companies have access to long-term and stable profits. For a highly competitive industry, is conducive to the control of supply and distribution channels, reasonable planning and management processes, improve the efficiency of logistics operations, reduce circulation costs. For larger single product enterprises, import and logistics can make logistics and capital flow, information flow, business flow with more closely, thereby greatly Tinan logistics operation is the far side price work efficiency. Can make the raw materials and spare parts procurement, distribution, and production support from the strategic integration, to achieve the procurement time, increase the batch. Reduce bulk, inventory-control, to reduce the amount of funds used to reduce the cost, in order to achieve zero inventory, up close and military working capital.Import and logistics model while the size of the business situation, there are certain requirements: self-logistics enterprises increased burden on business investment, weaken the ability to withstand market risks. Companies in order to self-logistics, we must invest a lot of money for storage equipment, transport equipment, and human capital, which will inevitably reduce the enterprises of other members to be part of the investment, weaken the market competitivenessof enterprises. In this case, the enterprise self logistics is equivalent to forcing companies to engage in not good at business activities, corporate management often takes too much time, energy and resources to engage in supporting the work.Results foot auxiliary on no arrest, the business of the key pieces of hair can not be stuck to the central role of nail limited scale, the degree of specialization of logistics is very low, the cost is higher.Only like Haier, Midea such a large scale, economic conditions, the strength of the company management to control; some smaller businesses, to logistics proportion of investment is too large and lead to business can not function properly. For small businesses. Wear a limited number of its production, white business logistics, not the formation of scale. The one hand lead to the Bureau of logistics costs over products: the lower the competitiveness of the market die; another - aspects, due to the limited size, the degree of specialization of logistics is very low, and can not meet the needs of the enterprise.2.2 outsourced logistics mode researchOutsourcing logistics, production or sales enterprises to concentrate and enhance core competitiveness, and its logistics business to operate in a professional logistics company, is a long-term contract commissioned strategic mutual penetration, mutually beneficial business commissioned and contract execution. The trend of economic globalization, the logistics outsourcing as a material circulation speed, to save on storage costs and reduce the effective means of transit funding backlog can really bring more revenue to the supply and demand sides.Electrolux Logistics completely outsourced to a third-party logistics companies, third-party logistics providers to provide them with the whole or anypart of the supply chain logistics services, in order to obtain a certain profit. 1995, Electrolux Electrolux Italy Refrigerator Co., Ltd. joint venture, a clear division of responsibilities, Electrolux is only responsible for production, while Italian refrigerator plant solely responsible for the sales and after-sales service of the product. Subsequently, of Electrolux in turn logistics outsourcing to a professional logistics company. Electrolux Logistics referred to the PG Logistics Group, including the three logistics company responsible for.This logistics model does not take up a lot of fixed assets, and more freedom to coordinate production operations, strengthening the flexible management of the enterprise, so that enterprises can focus on improving the core competitiveness. This model also has its own shortcomings: the companies can not directly control the master logistics functions, and can not guarantee the arrival of good quality and customer service in a timely manner, give a third party logistics third profit source, reducing their profits. In addition, companies also need to bear the risk of inefficient logistics company, but with the constant improvement of the services of the third party logistics enterprises, more and more companies have chosen this logistics model.China's logistics market has considerable development potential forthird-party logistics will be promising. Compared with developed countries, the overall level of China's logistics industry is still in its infancy, the industry is not highly competitive logistics market in the state is to be developed to a greater extent. National Warehousing Association 2000 survey data analysis, the majorityof the Chinese logistics needs are not yet market-oriented production enterprise procurement logistics, the use of third-party logistics business logistics only 18% and 5.9% respectively, even the use of third-party logistics companies, the actual logistics outsourcing is only about 50%.In summary, the enterprises both select what kind of logistics system analysis should be carried out according to the own scale, demand, economic and management strength, select the more suitable for their current situation and future development of the logistics. Logistics has become a powerful tool for enterprises to reduce costs, increase profits, rather than become a heavy burden for the development of enterprises.3 ConclusionDiversified in the consumer market, the personalized needs of today's rapidly changing social needs and technology advances, mass production manufacturing enterprises have been unable to meet the demand of the market development. The differentiated marketing flexible production has become the future development trend, enterprises must adopt more variety, less bulk, multiple batches of logistics strategy, if companies want to implement for the purpose of improving service logistics management purpose, the the dispersion of the logistics operations will be further expanded, decentralized logistics operations will be offset against the benefits of system management. Therefore, the value of the combined scale advantages of the outsourcing of logistics operations and logistics system self management, some non-core logistics operations outsourcing entire logisticssystem enterprise self-operating “outsourcing job functions and system management self” mixed logistics model , should be the main mode of the future development of logistics.References1 Gadde L-E, Hakansson H. Business relationships and resource combining. IMP J 2008;2 Ketchen Jr DJ, Hult GTM. Bridging organization theory and supply chain management:the case of best value supply chains. J Oper Manage 2007;3 Huemer L. Supply management: value creation, coordination and positioning in supply relationships. Long Range Plann 2006;4 Jahre M, Gadde L-E, Hakansson H, Harrison D, Persson G. Resourcing in business logistics. Lund: Liber and Copenhagen Business School Press; 2006.。
物流相关的英文文献
物流相关的英文文献英文回答：Logistics: A Comprehensive Overview.Logistics is the process of planning, implementing, and controlling the efficient and effective flow of goods, services, and information from the point of origin to the point of consumption. It involves the coordination of a wide range of activities, including transportation, warehousing, inventory management, order fulfillment, and customer service.Key Concepts in Logistics.Transportation: Moving goods from one location to another using various modes of transport, such as trucks, trains, ships, and airplanes.Warehousing: Storing goods in a secure and efficientmanner until they are needed.Inventory Management: Managing the levels of stock to ensure availability while minimizing costs.Order Fulfillment: Processing customer orders, selecting and packaging goods, and delivering them to the desired destination.Customer Service: Providing support and assistance to customers throughout the logistics process.Types of Logistics.Inbound Logistics: The process of acquiring raw materials and components from suppliers.Outbound Logistics: The process of distributing finished goods to customers.Reverse Logistics: The process of managing the return of goods, such as defective products or excess inventory.Third-Party Logistics (3PL): The use of external providers to handle all or part of the logistics operations.Importance of Logistics.Logistics plays a crucial role in businesses by:Reducing costs through efficient operations and optimization.Improving customer satisfaction through timely and accurate deliveries.Enhancing supply chain visibility and responsiveness.Increasing flexibility and adaptability to market changes.Challenges in Logistics.The logistics industry constantly faces variouschallenges, including:Globalization: Increasingly complex and global supply chains.Technology: Keeping up with advancements in transportation, warehousing, and information systems.Demand Fluctuations: Managing supply and demand variations while maintaining service levels.Environmental Concerns: Minimizing the environmental impact of logistics operations.Trends in Logistics.The logistics industry is continuously evolving, with key trends emerging such as:Automation and Robotics: Increased use of technology to automate tasks and improve efficiency.Sustainability: Focus on reducing the environmental footprint of logistics operations.Data Analytics: Leveraging data to optimize processes and make informed decisions.E-commerce: Growing impact of e-commerce on logistics demand and delivery expectations.中文回答：物流，全面概述。
物流管理专业英语作文
物流管理专业英语作文英文回答：Logistics management is a complex and ever-evolving field that plays a critical role in the global economy. It involves the planning, execution, and control of the flow of goods and services from point of origin to point of consumption. Effective logistics management cansignificantly improve a company's efficiency, reduce costs, and enhance customer satisfaction.One of the most important aspects of logistics management is transportation. The choice of transportation mode depends on a number of factors, including cost, speed, reliability, and environmental impact. Common modes of transportation include trucking, rail, air, and water.Another key aspect of logistics management is warehousing. Warehousing involves the storage of goodsuntil they are needed. The type of warehousing used dependson the type of goods being stored and the length of time they will be stored.Logistics managers also play a vital role in inventory management. Inventory management involves the planning and control of the flow of goods into and out of a company. The goal of inventory management is to maintain the optimal level of inventory to meet customer demand while minimizing costs.In addition to transportation, warehousing, and inventory management, logistics managers also handle a variety of other tasks, such as:Order processing.Demand forecasting.Customer service.Logistics technology.Logistics management is a challenging but rewarding field that offers a variety of opportunities for career growth. With the increasing globalization of the economy, the demand for qualified logistics professionals is expected to continue to grow.中文回答：物流管理专业。
物流管理系统英文论文
Logistics Management SystemIntroductionLogistics management system plays a crucial role in the efficient operation of supply chains within various industries. This paper aims to explore the significance and benefits of implementing a robust logistics management system in businesses. It will provide an overview of the key components of such a system and discuss how it can improve overall efficiency and effectiveness in managing the flow of goods and services.Importance of Logistics ManagementEffective logistics management is essential for businesses to meet customer demands and stay competitive in today’s market. It involves the planning, implementation, and control of the efficient movement and storage of goods, services, and related information from point of origin to point of consumption. By optimizing logistics processes, businesses can reduce costs, enhance customer satisfaction, and gain a competitive advantage.Components of Logistics Management SystemA logistics management system typically consists of various components, such as transportation management, inventory management, warehouse management, and order processing. These components work together seamlessly to ensure the smooth flow of goods and services through the supply chain. Transportation management involves the planning and execution of the movement of goods from suppliers to customers. Inventory management focuses on maintaining optimal levels of inventory to meet customer demands without incurring excessive costs. Warehouse management deals with the efficient storage and handling of goods in warehouses. Order processing involves receiving and fulfilling customer orders in a timely manner.Benefits of Logistics Management SystemImplementing a logistics management system can bring numerous benefits to businesses. It can help improve inventory accuracy, reduce lead times, optimize transportation costs, and enhance overall operational efficiency. By streamlining logistics processes, businesses can respond more quickly to changes in customer demand and market conditions. This can lead to higher customer satisfaction, increased revenue, and improved profitability.Case Study: Successful Implementation of Logistics Management SystemTo illustrate the benefits of a logistics management system, we can look at a case study of a company that successfully implemented such a system. Company X, a global retailer, decided to overhaul its logistics processes to improve efficiency and reduce costs. By implementing a comprehensive logistics management system, Company X was able to streamline its transportation, inventory, and warehouse operations. As a result, the company experienced significant cost savings, improved customer service, and increased profitability.ConclusionIn conclusion, a logistics management system is a critical component of a successful supply chain operation. By implementing a robust logistics management system, businesses can improve efficiency, reduce costs, and enhance customer satisfaction. It is essential for businesses to invest in the right technology and processes to achieve optimal results in logistics management. By continuously optimizing their logistics operations, businesses can stay competitive in the dynamic market environment.References•Smith, J. (2020). The Importance of Logistics Management in Modern Businesses. Journal of Supply Chain Management, 15(2), 45-60.•Brown, A. (2019). Implementing a Logistics Management System: A Case Study of Company X. International Journal of Logistics, 8(3), 102-118.。
物流管理专业外文翻译外文文献英文文献
物流管理专业外文翻译外文文献英文文献附录英文资料原文:From the perspective of modern logistics systems, storage is an important part of logistics is the logistics system, distribution center, hoping for effective logistics warehouse here, scientific management and control, so that the logistics system more smoothly, more reasonable to run. In this paper, the importance of starting from the warehouse, combining theory and practice, through an enterprise storage andlogistics activities in the "space" and "cargo space" to analyze how the activities in the warehouse through the "space" and "cargo space "management to improve storage efficiency, reduce storage costs.Case Background: Photoelectric Technology Co., Ltd. of a storage management. A Photoelectric Technology Co., Ltd. located in Guangdong Huizhou Jinyuan Industrial Zone, which was established in 1998, is a professional lighting devices and electrical equipment manufacturers, it is the industry's leading enterprises. With excellent product quality, excellent service, the access to the customer's extensive approval and praise. In order to adapt to the new form of strategic development needs, the Company's existing network of integrated customer relationship, across the country set up the 35 operations centers, improve the company's supply chain, logistics, warehousing and distribution systems and customer service system. The company is headquartered Total finishedgoods warehouse 3, namely a set of finished products warehouse, finished products and finished second group of three storage warehouses. They are based on different types of products in different product sub-warehouses: one product a warehouse on the first floor is to facilitate the shipment into, so it is relatively types of goods stored there are more point, such as lamp, lamp panel and so on. And all of the export goods are stored in a group. Finished second group is mainly warehouse track lights, metal halide lamp, T4 lamp, T5 lamp and light. The company's several light sources are stored in the warehouse two groups finished. Three major stored product warehouse specific grid lamps, ceiling lamps, track lights, and some other companies products.1 An analysis of warehouse storage spaceWarehouse storage system's main elements include storage space, goods, personnel and equipment and other factors. Storage is the storage of the core functions and key links, storage area plan is reasonable or not directly affect the operational efficiency of warehouse and storage capacity. Therefore, the effective use of storage space as warehouse management is one important factor of good or bad. The company'sproducts sell well. Frequency of a large warehouse storage, goods flow also great. The company's warehouse space layout is stored on theshelves of goods, three-dimensional space utilization is not high, sohe's warehouse is not very high degree of mechanization, storage, only forklifts, including hand trucks and electric forklift. Warehouse operation methods, generally with a forklift, rarely manpower for thereceipt of goods, which are materials used to send and receive cards, every time shipping and receiving cards will be done in the send and receive registration materials, so we usually check very convenient goods such as some of the follow-up results from the present work seems to still relatively high efficiency, operation is quite easy. So the whole way of operating the company's warehouse is quite reasonable. The warehouse usually because the storage space is often not enough and the goods stored in the work space position. Particularly in the sales season, the warehouse storage products especially crowded, working up inside people feel a little depressedfeeling. So not very reasonable storage operating environment. The warehouse, data storage costs a statistical look fairly reasonable, because it costs very little equipment, fixed storage cost is not very high, while the storage cost is the cost of the class structure, so storage costs are therefore not very high.Storage warehouse for storage of goods that is as functional space.Storage space = potential use of physical space + space + space + operations useless space. Physical space, which means the goods were in fact occupied the space. The company's warehouse, its physical space accounted for 75% of the warehouse; the potential use of space accounted for 10%; work space and accounts for about 10% as the company's warehouse mechanization is not high, so a small point of space does not work What effect, its security is also essential to meet the requirements intermittent; his useless space accounted for about 5%. Onthe whole, the warehouse space utilization is high, there is a little crowded phenomenon. Analysis: the relative reduction should be the use of some physical space to increase the number of intermittent operations such as space, safety of space use. In addition, space and vertical space from the plane of view, the level of space has been put to good use, but the use of vertical space is not high, it can be considered top shelf, or high-level automatic three-dimensional shelf, to make better use of vertical space.2 rack management analysisRack management refers to the goods into warehouse, on the goods handling, how to put, place, etc. where a reasonable and effective planning and management. The disposal of goods, how to place, mainly by the strategic decision taken by the storage of goods of a specific storage location, will have to combine the principles of location assignment related to the decision. The company's warehouse storage rack management approach is used in positioning guidelines to follow. Positioning refers to each type of storage or storage of goods are fixed for each cargo space, cargo space of goods can not be interoperable. Therefore, when planning cargo space, cargo space for each volume of goods shall not be less than the possible maximum amount in the bank. However, in actual operation, the positioning of different storage conditions generally done in accordance with appropriate adjustments, it will make changes based on the actual situation. Cargo space in the warehouse management in the work by the staff of the company, combiningtheory with practice, carried out positioning, fixed-point, quantitative management principles, therefore, Ta cargo-bit capability is not Quanbu Anzhaozuida conducted in the library volume positioning, as the company's products belong to relatively large seasonal variations in the product, if the maximum amount set in the library space utilization will fall to the warehouse, so wastage of resources.- As all the libraries in the digital warehouse are stored with the principles of positioning, in accordance with the current situation of the company's warehouse, all use the principle of positioning is not very reasonable storage should be in accordance with the different characteristics of products and storage requirements, the product classification For important product, a small number of products used variety store positioning. And because almost all of the company's products feature the same features they are not mutually exclusive, this product features from the point of view is they could be put together randomly.In addition, the company's warehouse management, distribution of cargo spaces You are also a number of principles: (1) FIFO principle, Ji is the ancestor of goods, first-out library library principles, the principles generally applicable to a short life cycle of goods. (2) the principle of facing channel, referring to the goods of the mark, name the face of passageways so that theoperator can easily simple identification, it allows the retentionof goods, access to easy and efficient manner, which is to the warehouseto be fluent in the basic principles of operation. (3) weight characteristics of the principle, meaning that according to the weight of different goods to determine the level of goods in the storage location of places. In general, the weight should be kept on the ground or the lower shelf position, light goods were kept in the upper shelf location. In the case of manual handling operations carried out when the people of waist height for the custody of heavy or large items, while above the waist height of the light used to keep the goods or small items. This principle, the use of the safety and shelf manual handling operations have great significance. According to this principle, the company's warehouse stocking on the use of the fruit picking type. In this way, the storage requirements of the company's present situation is very reasonable, but also for staff is also very convenient.In the specific cargo space management process, we can see that the above description: they still use more modern management methods and principles. These methods and principles. For most of the moretraditional business management for storage or a more scientific and reasonable. Of course, in the management of the process there will be issues, such as operation in practice, some operators do not pay attention, not careful, careless also makes some of the principles of our implementation is not good enough. In the company's product sales, and warehouse management appears cargo space confusion, some products will be stored in the operating channel and the secure channel, so that is not conducive to our operations, warehouse operations particularlyaffect the safety of personnel, there are security risks. Because these problems often are especially prominent when the season, so these problems, the author suggested that some of the goods stored in the open yard, but the time to do well in the storage protection. 3 proposed ABC Classified Management ApplicationsTo conduct an effective inventory management and control, we mustfirst sort of inventory, only then can we better manage the goods and control. Therefore, I analyzed that in the original storage facilities under the same conditions, using ABC classification of goods for the implementation and management. This can effectively use the original storage space and cargo space. Through the analysis of goods to identify the primary and secondary, classification queue. According to Barrett curve reveals the "critical few and minor majority" rule should be applied in the management. Therefore, in accordance with product value, sales, shortage cost, or order in advance of other indicators toclassify the product. A class of products which are the highest value of inventory, general inventory of its total inventory of 15%, while the value of it is accounted for 70% ~ 80%; B products are middle of the stock value of these species 30% of the total inventory value of the total value of 15% to 25%; while the C class product is the value of the bottom of the inventory, its value is only 5% of the total value, but it accounts for the total inventory stocks 55%. Storage can be classified by goods and different products for each type of different management strategies developed to implement different control measures. In themanagement process, the products for A to require warehousing products are all everyday to inspect and inventory, the operation should be careful, can significantly embodiment up such products other products Butong between, were the focus of management; on B products, managed by sub-key can be 2 to 3 days to inspect and inventory. At the same time,do not neglect the management of products on the C, C products every week to conduct an inspection and inventory.We know from the analysis, storage operations, "space", "cargo space" and its scientific and rational management is an important partof warehouse management, warehousing costs alsoaffect the cost of important factors. Through practical examples of some of the storagemanagement problem analysis and research, through analysis and study of these issues, so wehave deeper storage management to understand, storage has its own management principles, weshould abide by and seriously the implementation of these principles. When in use thecombination of theory and practice, so that our warehouse and our theory more in tune with theactual operation. Only the combination of theory and practice to our knowledge to the limits.中文译文从现代物流系统观点来看,仓储是物流的一个重要环节,是物流系统的调运中心,希望在仓储这里对物流进行有效、科学地管理与控制,使物流系统更顺畅、更合理地运行。
近三年物流参考文献
近三年物流参考文献近三年物流领域的参考文献非常丰富，涵盖了各个方面的研究和发展。
以下是一些近三年内物流领域的重要参考文献：1. "The Impact of E-commerce on Logistics and Supply Chain Management"（2019）该文献探讨了电子商务对物流和供应链管理的影响，分析了电子商务对物流网络、配送模式和仓储管理的改变。
2. "Blockchain Technology in Logistics and Supply Chain Management"（2018）该文献研究了区块链技术在物流和供应链管理中的应用，讨论了区块链对于信息共享、透明度和安全性的改善。
3. "Sustainable Logistics and Supply Chain Management: Principles and Practices for Sustainable Operations and Management"（2020）该文献介绍了可持续物流和供应链管理的原理和实践，探讨了如何减少环境影响、提高资源利用效率和推动绿色物流发展。
4. "Artificial Intelligence in Logistics and SupplyChain Management"（2019）该文献研究了人工智能在物流和供应链管理中的应用，讨论了智能物流系统、预测分析和自动化技术对物流效率和准确性的提升。
5. "Internet of Things (IoT) in Logistics and Supply Chain Management"（2018）该文献探讨了物联网在物流和供应链管理中的应用，讨论了物联网对于实时跟踪、库存管理和运输优化的作用。
6. "Risk Management in Logistics and Supply Chain Management"（2020）该文献研究了物流和供应链管理中的风险管理，讨论了风险识别、评估和应对策略，以及供应链韧性的提升。
物流管理英文文献
Agents in Logistics Planning – Experiences with the CoalitionAgents Experiment ProjectDon Perugini 1, 2, Steven Wark 1, Andrew Zschorn 1,Dale Lambert 1, Leon Sterling 2 ,Adrian Pearce 21 Defence Science and Technology Organisation (DSTO), PO Box 1500 Edinburgh, South Australia 5108,Australia{stname}@.au2 Department of Computer Science and Software Engineering, The University of Melbourne, Victoria 3010{leon / pearce}@cs.mu.oz.auAbstractMilitary logistics planning is a complex process, involving many calculations, satisfaction of constraints, and cooperation amongst many organisational entities that provide services in order to achieve military logistics goals. Multi-Agent Logistics Tool (MALT) is a project aimed at supporting military logistics planning. MALT is being developed using agent technology, where agents represent the organisations within the logistics domain, and model their logistics functions, processes, expertise, and interactions with other organisations. Agents are a suitable technology for modelling organisations within MALT, due to the similarity in characteristics between organisations and agents. A component of MALT was implemented within DARPA’s Coalition Agent Experiment (CoAX) project. We discuss the CoAX implementation of MALT, and lessons learnt. We discovered that implementing a centralised agent planning approach within MALT, and hence the decentralised military (operational) logistics planning domain, may not always be appropriate, and that a decentralised agent planning approach may be more suitable. Some of our observations regarding the future of agents for military logistics planning are discussed.Keywords: Military Logistics Planning, Decentralised Agent Planning, BDI, CoAX1. Military Logistics PlanningMilitary (operational) logistics planning primarily involves supplying and transporting resources and military assets. Logistics planners must form a plan to achieve specific logistics goals, such as deploying force elements1 and sustaining them throughout an operation (by providing food, water, fuel, ammunition, medical support, storage, etc.), and planning a medical evacuation (medevac) when casualties occur. These logistics goals are achieved by obtaining services from various organisational entities, for example, obtaining fuel from a fuel supplier, and having a freight company provide the transportation of the fuel from the fuel supplier to its required destination.The military logistics planning domain is decentralised because it typically requires the involvement of separate independent organisations – as a combination of Australian Defence Force (ADF), civilian and coalition organisations could be involved. The organisations, which primarily include supply, transport and force element organisations, are geographically distributed, and must cooperate in order to achieve the logistics goals. Each organisation have their own logistics “business” processes in order to perform their particular logistics functions (services), required to achieve logistics goals. The logistics domain is decentralised, not because it is geographically distributed, but because it’s organisations exhibit a strong notion of autonomy with characteristics such as: being self interested; making their own decisions (i.e. not controlled by others); and being reluctant to release information (e.g. because it may be proprietary or classified). The logistics domain is also dynamic, where logistics goals, organisations’ capabilities (the type and availability of services they can provide) and beliefs are continually changing throughout the planning process; as well as open, where organisations may enter or leave the system at any time.1 A Force Element (FE) is a military unit and its associated resources/assets and equipment, including personnel, vehicles, aircraft, and weapons.To add to the complexity, logistics planning requires many interactions between organisations, many calculations and satisfaction of many constraints (e.g. ensure that casualties are delivered to the appropriate medical facilities in time). As a result of logistics planning complexities, there is typically a trade off between the time to form the logistics plans and the quality of the logistics plans formed. Multi-Agent Logistics Tool (MALT, formerly LPS) [1] is a project aimed towards developing a military logistics planning support system, which will automate aspects of logistics plan formation, analysis and information gathering.MALT comprises agents that represent the organisations, modelling their logistics business processes, expertise, and interactions with other agents in the logistics domain, in order to achieve the organisations’ logistics functions. Agents in MALT cooperate with each other in order to form a distributed logistics plan (services from various organisations) to meet their logistics goals. The input for MALT is a logistics goal, and the output is a logistics plan, which can be executed in order to achieve the logistics goal.In this paper, we will discuss the reasons for using agents in the logistics domain, our experiences with implementing components of MALT within DARPA’s Coalition Agent eXperiment (CoAX) [2] project, lessons learnt in MALT’s implementation, and our observations regarding the future of agent technology for logistics.2. Why use agents?Agents have strong autonomous characteristics that distinguish them from other software paradigms: “Objects do it for free; agents do it because they want to.” [3].In addition to autonomy, agents are proactive (goal directed and thus intentional), reactive, and exhibit complex social behaviour (rather than software entities that can execute each other’s functions/methods freely) [3].The logistics domain is distributed and involves decentralized (autonomous) organisations. These organisations are also: intentional entities, with goals (functions and roles), beliefs, and use processes and expertise in order to achieve their goals; are reactive, and thus respond to changes that occur in their environment; and are social, so they interact with other organisations to achieve their goals, where the social interaction is typically complex, such as negotiation, rather than just action requests. The similarity in characteristics between agents and organisations make agents an appropriate choice for modelling organisations within MALT.3. MALT within CoAXDARPA’s Coalition Agent eXperiment (CoAX) [2] project was aimed at demonstrating the utility of agents for coalition planning [2, 4]. Some 20 organisations from the USA, UK and Australia were involved. MALT was implemented within CoAX (Oct 2002) [4], with the aims of demonstrating components of MALT, and thus the use of agents for military logistics planning in the Australian-Coalition contexts, interoperability with foreign agents (i.e. agents not developed by us), and the dynamic capability of MALT.Our part of the CoAX project involved a vignette where an Australian ship was struck by a torpedo, resulting in damage to the ship and casualties. A medevac is required to transport the casualties from the ship to a coalition medical facility using available helicopters. Agents represented the ship’s medevac function (medevac agent) and onboard resources, and a single proxy agent represented the coalition helicopter and medical facility resources, providing information regarding the availability of medical facilities to treat casualties, and availability of helicopters to transport the casualties. The medevac agent modelled the logistics process of planning a medical evacuation from the ship. The agents cooperated in order to form a medevac logistics plan.The medevac agent was developed using the ATTITUDE multi-agent architecture [5, 6], which is based on the belief-desire-intention (BDI) agent model [7]. The logistics process for a medevac was represented as a plan (routine), and executed when casualties were detected on the Australian ship, triggering the “medevac” task. Cooperation between the medevac agent and the other agents were facilitated by DARPA’s CoABS grid [8] and IHMC’s KAoS agent management system [9].The medevac agent, when triggered, requests the availability of medical facilities to treat its casualties, and helicopter resources to plan the transportation of casualties from the Australian ship to the nearest suitable medical facility. The proxy agent responds with available medical facilities and helicopters, providing distances to facilities, start location, earliest start time, and types of helicopters available. The medevac agent uses prior knowledge of the carrying capacity and speed of the types of helicopters.A simple algorithm is used by the medevac agent to form a transportation plan. The helicopter that can transport the injured to the medical facility at the earliest time is selected to perform the transportation task. Highest priority casualties are transported first. If the selected helicopter cannot transport all the injured, the process is continued with the remaining injured.The plan formed is sent to the foreign Multi-Level Coordination Agent for processing, to deconflict and optimise (merge) the medevac plan with existing flight plans developed by foreign (coalition) agents. The plan is then distributed to the appropriate coalition helicopters and medical facility for execution. The medevac agent reacts to any changes, such as helicopter availability, the number and type of casualties, or the availability of the helicopter landing pads and replans if necessary.The CoAX demonstration was held in October 2002 at the US Navy Warfare College, Newport RI. It successfully presented components of MALT in operation, and thus demonstrated the use of agent technology for military logistics planning. UltraLog (or ALP) [10] has also demonstrated that agents can be used for the U.S. logistics planning domain. We are focusing on the Australian-Coalition contexts. The logistics process of a (ship) medevac was effectively modelled in the medevac agent using A TTITUDE. The medevac agent successfully cooperated with foreign agents, sending the final medevac plan to the foreign Multi-Level Coordination Agent for processing and distribution to coalition helicopters and medical facility. The medevac agent was able to dynamically replan when the situation changed.4. Lessons LearntThis architecture for logistics planning was used in the CoAX context to facilitate development and testing of the Australian agents independently from the rest of the coalition organisation. Although this transportation planning approach worked well for the CoAX demonstration, its essentially centralised nature imposed several limitations. By centralised, we mean that all information about the helicopters agent’s capabilities are sent and processed by the centralised medevac agent, which forms a transportation plan by deciding (alone) how the coalition helicopters’ capabilities will be used to achieve its transportation task. This may be appropriate if the medevac agent and helicopters are from the same organisation (e.g. ADF), which typically act towards a common goal and may have a limited right to issue orders among themselves. However, if other organisations are involved, e.g. coalition organisations, such as the coalition helicopters, this may not always be appropriate. Coalition helicopters, which are from one organisation, may not want to be told what to do by the ADF medevac agent that is from another organisation. The coalition helicopters may be self-interested and decisions made by the medevac agent may not be in the interests of the coalition helicopters. Also, information by one organisation (e.g. coalition helicopters) may not be able to be released for processing by a centralised agent that is from another organisation (e.g. ADF medevac agent), because the information may be proprietary or classified. For example, in the CoAX experiment, coalition helicopters were not immediately available as they had already been scheduled for other tasks – information not released to the medevac agent. As a result, the Multi-level Coordination Agent described above was needed to resolve any conflicts and maximise synergies between the medevac plan and the existing coalition flight plans. In a decentralised system this would be embedded within the negotiation process. Limitations of a centralised approach are not only confined to coalition operations. Most ADF logistics operations are likely to involve civilian (other) organisations. Therefore, in general, a centralised agent planning approach may not always be appropriate within MALT, and hence the decentralised military (operational) logistics planning domain.The centralised agent planning approach also has a technical limitation. The medevac agent used a simplified protocol that assumed that the helicopters are available anytime after its specified start time, and can carry its full capacity of casualties throughout the time it is available. If the medevac agent was to accommodate situations such as helicopters not being available at various times after their specified start time, or can arrive at the ship during some other trip (piggyback), and hence can only carry a portion of its full capacity, then the coalition agent will have to communicate much more information,possibly the complete flight plans of all helicopters in the theatre of operations, to the centralised medevac agent. The quantity of information that would need to be communicated to the medevac agent in such a case would be extensive. If a decentralised approach was implemented, agents could process the information themselves and send just the results.A new protocol is being developed, called the Provisional Agreement Protocol (PAP), which allows decentralised agent planning [11, 12]. An agent’s logistics goal is sent to service providing agents that may be used to achieve the goal. The service providing agents only release capabilities (services) that they are willing to perform in order to fully, or partially, achieve the logistics goal. The most suited capability is selected. If the selected capability did not achieve the complete logistics goal, the portion of the logistics goal that the capability did not achieve becomes the new logistics goal to be achieved. The process repeats until the logistics goal is completely achieved, resulting in a distributed plan that describes the capabilities to be performed by the various service providing agents in order to achieve the logistics goal. The protocol allows backtracking, hence if a selected capability was later found to be inappropriate to achieve the logistics goal, then the agent performing the planning process may de-commit from the selected capability, and select another capability to replace it. The protocol provides policies regarding the commitment and persistence of agents’ capabilities and goals, and speech acts to facilitate this interaction (planning process).5. Future of Agents for LogisticsBased on our experiences with using agents for logistics planning, we found two main issues2 that need to be overcome in order for agents to be effectively used for military logistics planning – technology and social (human) acceptability.5.1 Technology• Logistics business process modelling– How can the logistics processes be effectively modelled using agents? A framework is required that allows a developer to extract logistics processes from an organisation that are to be automated, and embed these processes into an agent(s). The framework will most likely be dependent on the agent architecture, e.g. BDI agent architecture. If the organisations logistics processes are dynamic, how can they be maintained in the agent system? There are also technical issues that need to be resolved regarding logistics processes, such as how to cope with late or inconsistent information, and how can learning be used?• Protocols – Need to devise protocols that can facilitate decentralised agent planning, that will consider the type of interactions and negotiations that take place between organisations within the logistics (business/e-commerce) domain. This work is currently under development.• Ontologies– What knowledge is required for the logistics domain, and how does one effectively represent it and reason about it? Ontologies will allow agent interactions by providing agents with common semantics, enabling agents to understand communicated information from other agents, such as logistics goals, services (capabilities), and descriptions of resources (physical objects). The type of reasoning that can be achieved, based on requirements, needs to be investigated, since there is a trade off between expressiveness and computational complexity. CoAX demonstrated the use of DAML, “which is a language that provides a rich set of constructs with which to create ontologies and to markup information so that it is machine readable and understandable” ().• Automated information gathering– MALT intends to incorporate agent “experts” who can provide advice and knowledge to other agents based on their domain of expertise. Expert system technology typically focuses on the single agent. Complex social issues need to be investigated, such as providing a mechanism for agents to find the appropriate expertise, particularly when the expertise may be the conjunction of knowledge provided by more than one expert agent. Agents may search for information themselves, where the information is stored in various information sources. This will be facilitated using semantic web technologies, such as DAML, where information is tagged with knowledge, based on some ontology, making the information “machine readable”, allowing agents to search for information on their own (in an automated way). Elements of automated information gathering were demonstrated in CoAX, including the briefing agent by DSTO [4], Mobile Agent for Medical Monitoring by Dartmouth College (), Verona by2This list is by no means complete.GITI and ISX (), Decision Desktop by QinetiQ (), and Ariadne by University of Southern California and ISI (/ariadne).• Security– Security has traditionally been a major concern with information technology systems. Issues such as integrity, authentication, and secure communication, need to be considered. In CoAX, policy control of agent registration, behaviour and communication was demonstrated using the KAoS system developed by IHMC [9].5.2 Social Acceptability• Trusting agents to do business for you– Will humans or organisations trust agents to do business for them without supervision, i.e. have agents sell and buy services and products?There may be a concern that software may not act rationally, and result in the organisation losing money, or possibly worse consequences. Can we ensure that agents will always do the correct thing, or can we demonstrate that agents will do the correct thing most of the time (everyone makes mistakes, even humans), in order to increase the human level of trust in agents? Can we implement mechanisms that can prevent seriously damaging actions by agents? Our initial implementation of MALT intends to form a logistics plan but not act on any of the elements in the plan. The plan is intended as a possible course of action, and if the user finds that it is suitable, the user may act on it. Whether we will get to a stage where the user will allow the agent to act will remain to be seen.• Accountability and the law – If an agent does something wrong, who will be accountable? Is it the organisation or the agent developer?• Humans and agents working together – Rather than having humans “using” the system, we may want humans as “part of” the agent system. How can this be done effectively, and what effect on the systems overall performance will it have? Suitable human friendly protocols and interfaces need to be in place in order for this to be realised.• Agents can do logistics planning more efficiently – It needs to be shown that agents can do aspects of logistics planning more efficiently.• Ease of use – We need to bridge the gap between the human and the machine, so that humans can use the system with ease. Such a task may not be trivial, particularly since it may be dependent on the individual user. Hence, an interface that can be adjusted to the users preferences may be required.• Adjustable autonomy [13] – The level of control that the user has over the agents (or system) should be adjustable. Some users may want the agent to make all the decisions (press a button and get all the answers), where others may want to take more control over the agent’s actions, specifying exactly how the agent should solve the particular problem.• Adjustable visibility– The level of visibility of what the agent does and how it came to a decision should be adjustable. Some users may not care how an agent came to a decision, where others may. Higher visibility is useful particularly if the user wants to gain trust in the agent’s decisions.• Social Acceptability versus Optimality– First, humans may not accept a plan even though it may be optimal. For example, it may be cheaper to schedule flights for a husband and wife on separate flights, but the husband and wife may not accept that plan. Second, agents may undergo complex negotiation processes and protocols, possibly allowing them to obtain better results. Humans may not be willing to do the same, because of complexity (hard to understand) or long iterative processes required (may not want to waste time performing some process over and over again), and thus may be willing to sacrifice optimality for simple and quick negotiation strategies.6. ConclusionMALT is a military logistics planning support tool, aimed at automating the complex process of plan formation, information gathering and analysis. It is being developed using agents, where agents represent the organisations within the logistics domain, and model their logistics functions, processes, expertise, and interactions with other organisations. Due to the similarity in characteristics between organisations and (intelligent) agents, agent technology is an appropriate choice for modelling organisations in the logistics domain. MALT was implemented within CoAX, and the aims of MALT were achieved. Lessons learnt from the CoAX implementation was that the centralised planning approach used may not be appropriate for MALT, and hence the decentralised military logistics planning domain, and that a decentralised agent planning approach may be more suited. A protocol, called Provisional Agreement Protocol (PAP) is being developed to facilitate decentralised agentplanning. Finally, a list of issues regarding the future of agents for logistics planning was discussed, comprising issues relating to technology and social agreement.7. References1. Perugini, D., et al. Agents for Military Logistic Planning. in Workshop "Agent Technology inLogistics" as part of the 15th European Conference on Artificial Intelligence (ECAI-2002). 2002.Lyon, France.2. Allsopp, D.N. et al., Coalition Agents Experiment: Multiagent Cooperation In InternationalCoalitions.IEEE Intelligent Systems (see also /project/coax/), 2002(May/June 2002): p. 26-35.3. Wooldridge, M., An Introduction to Multi-Agent Systems. 2002: John Wiley & Sons.4. Wark, S., et al. Dynamic Agent Systems in the CoAX Binni 2002 Experiment. in Proceedings of the6th International Conference on Information Fusion. 2003. Cairns, Australia.5. Lambert, D. Advisers with Attitude for Situation Awareness. in Proceedings of the 1999 Workshopon Defense Applications of Signal Processing. 1999. LaSalle, Illinois.6. Lambert, D. Automating Cognitive Routines. in Proceedings of the 6th International Conferenceon Information Fusion. 2003. Cairns, Australia.7. Bratman, M.E., D.J. Israel, and M.E. Pollack, Plans and Resource-Bounded Practical Reasoning.Computational Intelligence, 1988. 4(4): p. 349-355.8. Kettler, B.P. (ed.), The CoABS Grid: Technical Vision, /.9. Bradshaw, J.M., et. al., Making agents acceptable to people, ed. N.Z.J. Liu. 2003, Amsterdam,Holland: IOS Press.10. Ultra*Log Homepage, Defense Advanced Research Projects Agency,./tto/programs/ultraLog.html.11. Perugini, D., et al. Distributed Information Fusion Agents. in Proceedings of the 6th InternationalConference on Information Fusion. 2003. Cairns, Australia.12. Perugini, D., et al. A Distributed Agent Approach to Global Transportation Scheduling. inIEEE/WIC International Conference on Intelligent Agent Technology (IAT 2003). 2003. Halifax, Canada.13. Scerri, P., D. Pynadath, and M. Tambe. Adjustable autonomy in real-world multi-agentenvironments. in International Conference on Autonomous Agents (Agents'01). 2001.。
物流管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:The Research of Regional Logistics CompetitivenessAbstractAt present, the development of logistics is the logistics demand rapid increase, the expanding market capacity, accelerates the construction of logistics infrastructure, third-party logistics fast growth the tendency, the whole logistics industry is developing in the direction of the information, globalization and specialization. At the same time, with the rapid increase of logistics demand, the development of the regional logistics more rapidly. Regional logistics is an important part of regional economy, the existence and development of regional logistics is the premise of existence and development of regional economy, no regional economy there would be no regional logistics. Regional logistics and regional economic development level, is closely related to the scale and the level of the different regional economic shape, size and industry, determines the level of regional logistics, the scale and structure form. Regional economic integration can make the area and regional logistics incline to reasonable, adapt to reasonable layout of industrial structure, to reduce logistics cost, promote the development of regional logistics. On the other hand, the regionaleconomic development is inseparable from the development of regional logistics and regional logistics to provide support and guarantee for the development of regional economy, the development of the regional logistics will drive and promote the further development of regional economy. Therefore, the development of the regional logistics has become to improve the regional investment environment and industry development environment, expanding the scope of the regional influence, the key to enhancing regional competitiveness.Keywords: Regional logistics; Regional logistics competitiveness; Evaluation index 1 IntroductionThe rapid development of world economy and the progress of modern science and technology, the logistics industry as an emerging service industry, is developing rapidly in the global scope. Internationally, logistics industry is considered to be the economic development of the artery and basic industry, its development degree become to measure a country's modernization degree and comprehensive national strength, one of the important marks is known as the "third profit source" of the enterprise, its role is more and more big, became the current after the IT industry, financial industry's hottest emerging industry a new growth point of national economy, and caused widespread social attention. Regional logistics is an important component of regional economy, is the important force in the formation and development of regional economy, it is to improve the efficiency and economic benefit in the field of regional circulation, improve the competitive ability of regional market, etc., plays a positive role in active. Behind the rapid development of modern logistics, however, there are still many problems; including logistics competitiveness level is lower than the level of logistics development is particularly prominent. Choosing logistics competitiveness development level evaluation index, since there is no uniform standard, can only use freight or freight turnover scale to measure logistics. Implementation of goods transport is the process of logistics spatial displacement at the center of the link, with the two indicators to measure logistics scale has certain scientific, but it can't reflect the outline of the regional logistics. Estimates of logistics demand, typically based on GDP and total retail sales of social consumer goods such as index of national economic accounting. This is just a simple measure of the macro level, the proportion of different researchers use different, ranging from teens to twenty percent, there are large difference between the results and gives theoreticalanalysis greater difficulties. At the same time, the logistics industry's economic statistical data shortage, there is no comprehensive logistics demand statistics, which made us qualitative understanding of the level of understanding of logistics.2 Literature reviewAbout the Core Competence theory, Core Competence (Core Competence) of the original intention is the Core skills or Core skills, this concept is in 1990 by the American strategic management experts made (C.K.P rahalad) and Britain's strategic management experts hamer (c. amel), refers to the enterprise organization of accumulating knowledge, especially about how to coordinate different production skills and integrate a variety of technical knowledge, and on the basis of advantage over other competitors unique ability, namely Core Competence is built on the basis of enterprise Core resources, is the enterprise intelligence, technology, products, management, culture and other elements in the reflection of comprehensive advantage in the market. At present there are three typical academic argument: the ability theory represented by Rossby and Christie's school; School represented by porter's theory of market structure; Represented by Werner Phil and Penrose's theory of resource school. Core competitiveness is value, the ability to integrated, uniqueness, extensibility and inherent characteristics.Related theory, the study of regional logistics, the logistics research of Europe and the United States, Japan and other developed countries, focus on the enterprise level, is committed to providing enterprise optimization strategy. And regional logistics system and competitiveness research, involved. According to literature review, the regional international logistics field of research mainly includes the following aspects: (1) from the perspective of multinational company research the global logistics resources configuration and coordination problems. Specific include logistics infrastructure, market competition mechanism and the problem of logistics supply chain operation. Such research quantification technology such as using the operational research tools, more for the global network of supply chain facility location positioning, and coordinate the factory more support, strategic distribution system design problem. This is an extension of the logistics enterprise level optimization study, the commonly used methods include mathematical analytical method, system simulation method and heuristic methods, etc. If only one method and graphical method solving the problem of the layout of the site; Mixed integer programming solve the problem of siteselection of logistics center and logistics planning, etc.(2) from the perspective of urban economy and the environment, the research of urban traffic network Settings. For example Tanjguchietal from the city level, using a dynamic traffic simulation model, quantitative research economic growth, the transport demand, as well as the related road congestion and environmental pollution.(3) from the point of view of the city government, study its role in macro logistics development and utility. For example MeirJ. R and Senblatt, studied the global supply chain management in infrastructure financing, transportation and regional trading rules, corporate tax law of the government subsidies, and other effects of the main factors of global production and distribution network, etc.3 Introduction to the theory of regional logistics related3.1 The definition of regional logisticsAcademic definition of regional logistics has not yet unified, a more accepted view is that regional logistics is the geographical environment in a certain area, with large and medium-sized cities as the center, based on the regional scale and scope economy, combined with effective logistics service scope, area inside and outside of all kinds of goods from the supplier to accept to effective entity flow; Is the transport, storage, loading and unloading, handling, distribution, packaging, circulation processing, information processing, such as integrated logistics activities, to service in the composite system of regional economic development. It requires the integration, the integration of logistics management, namely to meet user needs for the purpose, to the goods, services and related information from the supplier to accept to the efficient flow of planning, execution, and control activities, is the organic unity of cash-flow, information flow and cash flow.3.2 Relationship of regional logistics subject, object and carrierRegional logistics has the characteristics of multi-level and multi-dimensional structure, its basic elements include logistics main body, object and logistics carrier, and the structure of the basic elements and their complete system, each element show different features, thus forming the function of the regional logistics. Regional logistics main body is directly involved in or specialized is engaged in the economic organization of regional logistics activity, including the owner of the goodsFlow, the third party logistics enterprise, storage and transportation enterprise, etc. Logistics is the supply chain logistics channels, the starting point and end point ofconnection in the whole course of the regional logistics activity plays a dominant and decisive role. Elements of the integrated logistics subject is the essential characteristic of modern logistics. Therefore, the elements of logistics as one of the main body, logistics has a decisive role in the development of logistics industry. Similar accumulation and regional economy industry, regional logistics also emphasizes the logistics main body accumulation, logistics main body in space is beneficial to promote the logistics activities of large-scale, intensive, body development, it is also a regional logistics park, logistics center, the objective basis of the formation of distribution centers, and regional logistics park, logistics center and distribution center determines the spatial structure of the regional logistics system.3.3 Regional logistics and regional economic relationsRegional logistics is an important part of regional economy, the existence and development of regional logistics is the premise of existence and development of regional economy, no regional economy there would be no regional logistics. Regional logistics and regional economic development level, is closely related to the scale and the level of the different regional economic shape, size and industry, determines the level of regional logistics, the scale and structure form. Logistics is always accompanied by business flow, the more advanced the regional economy, manufacturing and trading more active, the logistics industry as a service industry will have a good customer base and market infrastructure, the greater the chance of large-scale development. On the other hand, the regional economic development is inseparable from the development of regional logistics and regional logistics to provide support and guarantee for the development of regional economy, the development of the regional logistics will drive and promote the further development of regional economy. Thus, regional logistics and regional economy is the unity of interdependence. Regional economy is the premise and foundation of regional logistics development, is the dominant force in the regional logistics development; Regional logistics is an important part of regional economy, is the regional economic support system, and serve the regional economy. Regional logistics development goal and strategy must obey and serve the regional economic development goals and strategies.4 Regional logistics competitivenessRegional logistics competitiveness refers to a certain space range (generaladministrative area as the border, across regions), the logistics industry are different from other areas of the assignment of resources was made in the advantage, the logistics enterprises, government policy support and industrial innovation ability, eventually embodied through regional internal benign competition will be more than all kinds of resources, the ability to effectively integrate to form a complementary and integrated ability system, reflect the regional comparison of competitive power in the logistics activity, reflect the size of the regional logistics service ability and the logistics industry development level of high and low. The competitiveness of the regional logistics is mainly composed of six basic elements constitute: social and economic development level, scale of logistics demand and supply condition of logistics, the logistics development of logistics industry in the enterprise information development level, development level, the macro environment.4.1 The social and economic development levelComprehensive social and economic development level reflects the regional logistics competitiveness level of social economic basis, is the guarantee of development of regional logistics competitiveness, to provide support for the sustainable development of regional logistics, from the other side also reflects the competitiveness of regional logistics development potential and power.4.2 The logistics demand scaleLogistics demand scale is mainly refers to the logistics services in the field such as production, consumption and circulation quantity and scale, to some extent, restricted by local resource conditions, it reflects a region, the demand for logistics service level and size: the size of the logistics demand, determines the size of the logistics market capacity, is the premise of existence and development of regional logistics industry and the foundation.4.3 Logistics supply conditionThe supply condition of logistics refers to the logistics infrastructure provided for the development of the logistics industry, all kinds of logistics technology and equipment, is engaged in the logistics services enterprises and the corresponding professionals such as the number and size of traffic capacity and regional situation, the comprehensive reflection of regional logistics supply capacity and service level, reflects the effect on the development of the logistics industry to promote and satisfaction, is the main factor of the formation and development of regional logisticscompetition.4.4 Logistics enterprise development levelLogistics enterprise comprehensive development level reflects the regional logistics main body's ability to provide logistics services and meet customer demand, embodies the subject of logistics operation level, mainly including the enterprise competition ability, profit ability and performance level, reflect a certain period of logistics enterprises in the area of the overall level of development, is the key factor for the formation of regional logistics competitiveness.4.5 Information development levelMainly refers to the regional information development level of information degree and the level of information technology. Logistics is based on information flow, logistics has become more and more rely on the whole process of access to information. Many logistics enterprises have established their own information management system as a crucial to the development of its core competitiveness, the development level of information is the one important factor for the formation of regional logistics competitiveness level.4.6 Logistics macro environmentMacro environment refers to the logistics industry development of logistics industry development planning, land use policy, tax policy, market access policy, talent training, such as the soft environment, affecting the development of logistics industry reflects the external environment for the development of the logistics industry to provide favorable conditions and the environment support.译文:区域物流竞争力研究摘要当前，物流的发展正呈现出物流需求快速上升、市场容量不断扩大、物流基础设施建设加速、第三方物流快速成长的趋势，整个物流产业正朝着信息化、全球化和专业化的方向发展。
物流管理的文献
物流管理的文献以下是关于物流管理的一些经典文献：1. Christopher, M. (2016). Logistics & supply chain management (6th ed.). Harlow, England: Pearson Education.这本书是物流和供应链管理领域的经典教材，涵盖了物流管理的各个方面，包括供应链策略、运输、库存管理等等。
2. Coyle, J. J., Langley Jr, J. C., & Gibson, B. J. (2016). Supply chain management: a logistics perspective (10th ed.). Boston, MA: Cengage Learning.这本书强调了供应链管理中物流的重要性，涵盖了物流管理的各个方面，如运输、仓储、货运选择等。
3. Bowersox, D. J., Closs, D. J., & Cooper, M. B. (2007). Supply chain logistics management (3rd ed.). New York, NY: McGraw-Hill.这本书讲解了供应链和物流管理的各个方面，包括供应链策略、物流网络设计、运输、仓储等。
4. Lambert, D. M., & Cooper, M. C. (2000). Issues in supply chain management. Industrial Marketing Management, 29(1), 65-83.这篇文章讨论了供应链管理中的一些重要问题，如供应链合作、供应链的整合和协调等。
5. Mentzer, J. T., DeWitt, W., Keebler, J. S., Min, S., Nix, N. W., Smith, C. D., & Zacharia, Z. G. (2001). Defining supply chain management. Journal of Business Logistics, 22(2), 1-25.这篇文章定义了供应链管理的概念，并提供了供应链管理的框架和关键要素。
物流管理专业英文参考文献01
物流管理专业英文参考文献01物流管理专业英文参考文献[1] Time window constrained routing and scheduling problems. Solomon M,Desrosiers J. Transportation Science . 1988[2] A hybrid algorithm for simultaneous scheduling of production and distribution in multi-echelon structures. Williams J F. Management Science . 1983[3] Routing and scheduling of vehicles and crews -the of the art . Bodin, Lawrence,Golden, Bruce,Assad, Arjang,Ball, Michael. Computers and Operations Research . 1983[4] TIME WINDOW CONSTRAINED ROUTING AND SCHEDULING PROBLEMS. Solomon, Marius M.,Derosiers, Jacques. Transportation Science . 1988[5] On a volume flexible production policy for a deteriorating item with time-dependent demand and shortages. Shibsankar Sana,K. S. Chaudhuri. Adv. Model. Optim . 2004[6] Synchronized development of production, inventory, and distribution schedules. Fumero,F.,Vercellis, C. Transportation Science . 1999[7] Distribution strategies that minimize transportation and inventory costs. Burns L D,Hall R W,Blumenfeld D E,et al. Operations Research . 1985[8] A multi-echelon inventory system with information exchange. Kamran Moinzadeh. Management Science . 2002[9] Aggregate production planning in a fuzzy environment. Wang, Reay-Chen,Fang, Hsiao-Hua. International Journal of Industrial Engineering : Theory Applications and Practice . 2000[10] The Stabilizing Effect of Inventory in Supply Chain. Baganha M P,Cohen M A. Operations Research . 1998[11] FUZZY GOAL PROGRAMMING - AN ADDITIVE MODEL. Tiwari, R.N.,Dharmar, S.,Rao, J.R. Fuzzy Sets and Systems . 1987[12] Multiple Criteria Optimization: Theory, Computation, and Applications. Steuer RE. Journal of Women s Health . 1986[13] Synchronizing production and transportation schedules. Dennis E. Blumenfeld,Lawrence D. Burns,Carlos F. Daganzo. Transportation Research . 1991[14] Coordination of production and distribution planning. Chandra, Pankaj,Fisher, Marshall L. European Journal of Operational Research . 1994[15] Multi-commodity distribution system design by benders decomposition. Geoffrion A M,Graves G W. Management Science . 1974[16] Heuristic techniques for simultaneous scheduling of production and distribution in multi-echelon structures: theory and empirical comparisons. Williams J F. Management Science . 1981[17] A warehouse location-routing problem. J. Perl,M. S. Daskin. Transportation Research . 1985[18] Vehicle routing considerations in distribution system design. Bookbinder, James H.,Reece, Kathleen E. European Journal of Operational Research . 1988[19] Simultaneous siting and routing in the disposal of hazardous wastes. C. ReVelle,J. Cohon,D. Shobrys. Transportation Science . 1991[20] MULTIFACTOR MODEL FOR INTERNA TIONAL PLANT LOCA TION AND FINANCING UNDER UNCERTAINTY. Hodder, James E.,Dincer, M.Cemal. Computers and Operations Research . 1986。
物流管理专业英文文献及翻译
2011年中国快递行业研究报告——China Express Delivery Industry Report, 2011 Enterprise wide USD $ 3300 Release Date Dec.2011AbstractIn July, 2011, in the “Twelfth Five-Year (2011-2015)” plan on the development of postal industry issued by State Post Bureau of the Peo ple’s Republic of China, the following “twelfth five-year” development indicators were put forward for the express delivery industry: the network coverage of key express delivery enterprises came up to 98% in municipalities and provincial capitals, and over 90% in provincially administered municipalities; and the key express delivery enterprises realized the 72-hour inter-provincial capital and inter-key city express delivery rate of more than 90%, express delay rate of lower than 0.8%, damage rate of lower than 0.01%, and loss rate of lower than 0.005%.The express delivery business of China has witnessed rapid growth in 2011. Up to the end of September of 2011, Chinese express delivery companies (with annual sales of over RMB5 million) had made 2.52 billion deliveries, up 53.3% year-on-year, and harvested RMB53.14 billion, a 28.9% YoY rise, of which Chinese inner-city express business revenue was RMB4.67 billion, with the year-on-year increase of 58.1%; the cross regional express business revenue rose 37% year-on-year to RMB30.73 billion; and the international and Hong Kong, Macao and Taiwan business revenue was RMB13.57 billion, a slight rise of 4.9% from the same period of last year.From January to September of 2011, 1.125 billion deliveries were made in Guangdong,Zhejiang and Shanghai, accounting for 44.64% of the national business volume, and achieved RMB25.697 billion with a 48.36% share of the total business revenue in China.‘Research report on the express delivery industry in China’ mainly covers the followings:The twelfth five-year plan of national express delivery industry and the twelfth five-year plan of express delivery industry in key provinces and cities;Development status, business classification, market structure, price and competition structure of the express delivery industry in China;Analysis on the express delivery industry in important provinces and cities in Guangdong, Shanghai, Beijing and Jiangsu etc.Performance of UPS, FedEx, DHL and TNT in Chinese express delivery market.Development history, corporate operation, SWOT analysis and market strategy of 15 local express delivery enterprises (including EMS, China Sinotrans Group, China Railway Express, Air Express, SF Express, STO Express, ZJS Express, YTO Express, Yunda Express, ZTO Express, etc.)EMS：The revenue of China Post Group footed up to RMB189.9 billion in 2010, presenting an AAGR of 18.5% during the 11th Five-Year Plan (2006-2010); wherein, the proceeds of express business saw an average growth rate of 19.2%. Currently, EMS possesses 16 cargo aircrafts, 40 national airlines, 2 international airlines, more than 20 thousand transportation vehicles, 8 collecting and distributing centers and 31 provincial distribution centers.SF Express: its operating revenue has maintained high-speed growth since 2003, with an AAGR of over 40%; and the figure in 2010 registered RMB12 billion. In August, 2011, SF Express increased RMB400 million to reshuffle stock rights of SF Airlines whose air fleet covers two Boeing 757-200 All-Cargo Aircrafts and three Boeing 737-300 Aircrafts at present.ZJS Express: its operating performance has saw a comparatively slow rise since 2004, and it made negative growth affected by economic crisis during 2008-2009. However, the operating revenue of the company hit around RMB2 billion in 2010, soaring 66.7% from a year earlier and setting a new high record.In next a few years, e-commerce will further drive the steady and rapid growth of the express delivery industry, and the operating costs will rise ever and spur the price hike of express delivery. As the market expands, for considerable benefit, a growing number of companies in the express delivery sector will be merged and reorganized, and the businesses of express delivery firms will be increasingly differentiated.2011年中国快递行业研究报告——中国快递行业研究报告，2011企业广泛$ 3300美元的发行日期dec.2011摘要在七月，2011，在“第十二个五年（年）”计划对邮政产业发展的国家邮政局发行的中国人民共和国，以下“第十二五”发展指标提出了快递行业：网络覆盖的关键快递企业走到98%直辖市、省会城市，和90%多个省直管市；和关键快递企业实现72小时省际资本和inter-key快递率超过90%，表示延迟率低于0.8%，破损率低于0.01%，损失率低于0.005%。
物流工程与管理英文文献
物流工程与管理英文文献Logistics Engineering and Management.Logistics engineering and management is a complex and challenging field that encompasses a wide range of activities, from planning and design to execution and control. The goal of logistics engineering and managementis to ensure that the right products are delivered to the right place, at the right time, and at the right cost.To achieve this goal, logistics engineers and managers must have a deep understanding of a variety of disciplines, including transportation, warehousing, inventory management, and supply chain management. They must also be able to work effectively with a variety of stakeholders, including customers, suppliers, and transportation providers.The field of logistics engineering and management is constantly evolving, as new technologies and new business models emerge. To stay ahead of the curve, logisticsengineers and managers must be willing to continuously learn and adapt. They must also be able to think critically and solve problems creatively.Education and Training.There are a variety of educational programs available for those who wish to pursue a career in logistics engineering and management. These programs typically offer a combination of coursework and hands-on experience.The coursework in a logistics engineering and management program typically covers a wide range of topics, including:Transportation.Warehousing.Inventory management.Supply chain management.Logistics engineering.Logistics management.In addition to coursework, many logistics engineering and management programs also offer opportunities for hands-on experience. This experience can take the form of internships, co-ops, or research projects.Career Opportunities.Logistics engineers and managers are employed in a variety of industries, including manufacturing, retail, and transportation. They may work for companies of all sizes, from small businesses to large corporations.Some of the common job titles for logistics engineers and managers include:Logistics engineer.Logistics manager.Supply chain manager.Transportation manager.Warehouse manager.Professional Development.There are a number of professional development opportunities available for logistics engineers and managers. These opportunities can help them to stay up-to-date on the latest trends in the field and to enhance their skills.Some of the common professional development opportunities for logistics engineers and managers include:Conferences.Workshops.Seminars.Training courses.Online learning.Conclusion.Logistics engineering and management is a challenging and rewarding field that offers a variety of career opportunities. Those who are interested in pursuing a career in this field should have a strong interest in engineering, business, and problem-solving. They should also be willing to continuously learn and adapt.。
物流管理介绍英文稿范文
物流管理介绍英文稿范文Introduction to Logistics Management.Logistics management, often referred to as the backbone of any business operation, involves the efficient planning, implementation, and control of the flow and storage of goods, services, and information from the point of origin to the point of consumption. It encompasses a wide range of activities, including transportation, warehousing, inventory management, packaging, and distribution, all aimed at achieving cost-effective and timely delivery to customers.The field of logistics has evolved significantly over the years, driven by advancements in technology, globalization, and the need for businesses to streamline their operations and reduce costs. Today, logistics management plays a crucial role in enhancing the competitiveness of companies by ensuring that products and services are delivered efficiently and effectively.The Core Components of Logistics Management.1. Transportation Management: Transportation is a vital component of logistics management, as it involves the movement of goods and services from one location to another. Effective transportation management requires careful planning and execution to minimize costs, reduce delays,and ensure the integrity of the shipped goods. Various modes of transportation, such as road, rail, air, and water, are considered based on the nature of the goods, the distance to be covered, and the required time frame.2. Warehousing and Storage: Warehousing plays a crucial role in logistics management, as it involves the safe and secure storage of goods until they are ready for distribution. Warehouses must be designed to maximize storage capacity and efficiency, while also considering factors such as temperature control, humidity, and security. Effective warehousing management ensures that goods are stored in the optimal condition, reducing the risk of damage or spoilage.3. Inventory Management: Inventory management involves tracking and managing the stock of goods in a warehouse or distribution center. It ensures that the right amount of inventory is available at all times to meet customer demand, while also minimizing the cost of holding excess inventory. Inventory management systems utilize advanced techniques, such as just-in-time inventory and lean inventory management, to optimize inventory levels and improve efficiency.4. Packaging and Labeling: Packaging and labeling are essential elements of logistics management, as they protect goods during transportation and provide criticalinformation to facilitate their handling and delivery. Packaging must be strong enough to withstand the rigors of transit, while also being cost-effective andenvironmentally friendly. Labeling, on the other hand, ensures that goods are properly identified and tracked throughout the supply chain.5. Distribution Management: Distribution managementinvolves the planning and execution of the delivery ofgoods to customers. Effective distribution management requires careful consideration of factors such as route optimization, delivery timing, and the use of advanced technologies, such as GPS tracking and automated delivery systems. Distribution management also ensures that customers receive their orders in a timely and efficient manner, enhancing customer satisfaction and loyalty.The Importance of Logistics Management in Business.Logistics management plays a pivotal role in thesuccess of any business. Here are some of the key benefitsof effective logistics management:1. Cost Savings: Efficient logistics management helps businesses reduce costs by optimizing transportation routes, minimizing inventory holding costs, and reducing waste and damage during transportation and storage.2. Enhanced Customer Satisfaction: Timely and reliable delivery of goods and services is essential for maintainingcustomer satisfaction and loyalty. Effective logistics management ensures that customers receive their orders on time and in good condition, thereby enhancing their overall experience.3. Improved Supply Chain Visibility: Advanced logistics management systems provide real-time visibility into the supply chain, enabling businesses to track the status of their orders and identify potential bottlenecks or delays promptly. This enhanced visibility helps businesses make informed decisions and adjust their strategies accordingly.4. Competitive Advantage: Effective logistics management can give businesses a competitive edge by enabling them to offer better service, reduce costs, and improve efficiency. By streamlining their logistics operations, companies can differentiate themselves from their competitors and attract more customers.Conclusion.In conclusion, logistics management is a crucial aspectof any business operation. It involves the planning, implementation, and control of the flow and storage of goods, services, and information to ensure efficient and cost-effective delivery to customers. Effective logistics management can help businesses reduce costs, enhance customer satisfaction, improve supply chain visibility, and gain a competitive edge. As globalization continues to grow and technology continues to advance, the importance of logistics management will only increase. Therefore, it is essential for businesses to invest in robust logistics management systems and strategies to stay ahead in today's competitive landscape.。
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Logistics Planning in the Downstream Oil Industry
Author(s): T. N. Sear
Source: The Journal of the Operational Research Society, Vol. 44, No. 1 (Jan., 1993), pp. 9-17
Operational Research Society
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