Outsourcing as a Supply Chain Strategy
物流术语中英文
物流术语基础术语物品 goods物流 logistics物流活动 logistics activity物流管理 logistics management供应链 supply chain供应链管理 supply chain management服务 service物流服务 logistics service一体化物流服务 integrated logistics service物流系统logistics system第三方物流 the third party logistics物流设施 logistics establishment物流中心 logistics center配送中心 distribution center分拨中心 distribution center物流园区 logistics park物流企业 logistics enterprise物流作业 logistics operation物流模数 logistics modulus物流技术 logistics technology物流成本 logistics cost物流网络 logistics network物流信息 logistics information物流单证 logistics documents物流联盟 logistics alliance物流作业流程 logistics operation process 企业物流 internal logistics供应物流supply logistics生产物流production logistics销售物流 distribution logistics社会物流 external logistics军事物流 military logistics项目物流 project logistics国际物流 International logistics虚拟物流 virtual logistics精益物流 lean logistics反向物流reverse logistics回收物流 return logistics废弃物物流 waste material logistics货物运输量 freight volume货物周转量 turnover volume of freight transport军事物资 military material筹措 raise军事供应链 military supply chain军地供应链管理 military supply chain management军事物流一体化 integration of military logistics and civil logistics物流场 logistics field战备物资储备 military repertory of combat readiness 全资产可见性 total asset visibility配送式保障 distribution-mode support作业服务术语托运 consignment承运 carriage承运人 carrier运输 transportation道路运输 road transport水路运输 waterway transport铁路运输 railway transport航空运输 air transport管道运输 pipeline transport门到门服务 door to door service直达运输 through transportation中转运输 transfer transportation甩挂运输 drop and pull transport整车运输 transportation of truck-load零担运输 sporadic freight transportation联合运输 combined transport联合费率 joint rate联合成本 joint cost仓储 warehousing储存 storing库存 inventory库存成本 inventory cost保管 storage仓单? storage invoice仓单质押融资 Warehouse receipt hypothecating/ Depot bill pledge 库存商品融资Inventory Financing仓储费用? warehousing fee订单满足率 fill rate货垛 goods stack堆码 stacking?配送 distribution拣选 order picking分类 sorting集货 goods consolidation共同配送 joint? distribution装卸 loading and unloading搬运 handling carrying包装? package/packaging销售包装? sales package运输包装 transport? package流通加工 distribution processing检验inspection增值物流服务 value-added logistics service定制物流customized logistics物流客户服务 logistics customer service物流运营服务 logistics operation service物流服务质量 logistics service quality?物品储备 goods reserves缺货率 stock-out rate货损率 cargo damages rate商品完好率 rate of the goods in good condition 基本运价freight unit price理货 tally组配 assembly订货周期 order cycle time库存周期 inventory cycle time技术与设施设备术语标准箱 twenty-feet equivalent unit (TEU)集装运输? containerized transport托盘运输 pallet transport货物编码 goods coding四号定位 four number location零库存技术 zero-inventory technology单元装卸? unit loading & unloading气力输送法 pneumatic conveying system生产输送系统 production line system分拣输送系统 sorting & picking system自动补货 automatic replenishment自动存储取货系统 automated storage & retrieval system (AS/RS) 集装化? containerization?散装化? in bulk托盘包装 palletizing直接换装 cross docking物流系统仿真 logistics system simulation冷链cold chain自营仓库 private warehouse公共仓库 public warehouse自动仓库 automated storage & retrieval system 立体仓库 stereoscopic warehouse交割仓库 transaction warehouse交通枢纽 traffic hinge集装箱货运站container freight station (CFS)?集装箱码头 container terminal控湿储存区 humidity controlled space?冷藏区 chill space冷冻区 freeze space收货区 receiving space区域配送中心 regional distribution center (RDC) 公路集装箱中转站 inland container depot?铁路集装箱场 railway container yard专用线 special railway line基本港口 base port周转箱 container叉车 fork lift truck?叉车属具 attachments of fork lift trucks 托盘 pallet?称量装置 load weighing devices工业用门 industrial door货架 goods shelf重力货架系统 live pallet rack system移动货架系统 mobile rack system驶入货架系统 drive-in rack system集装袋 flexible freight bags集装箱 container特种货物集装箱 specific cargo container 集装单元器具 palletized unit implants全集装箱船 full container ship码垛机器人 robot palletizer起重机械 hoisting machinery牵引车 tow tractor升降台 lift table (LT)输送机 conveyors箱式车 box car自动导引车 automatic guided vehicle? (AGV)自动化元器件 element of automation手动液压升降平台车scissor lift table零件盒 working? accessories条码打印机 bar code printer站台登车桥 dock levelers信息术语条码 bar code商品标识代码 identification code for commodity 产品电子编码 Electronic Product Code (EPC)EPC序列号 serial number对象名称解析服务 object name service (ONS) 对象分类 object class位置码 location number (LN)?贸易项目 trade item物流单元 logistics unit全球贸易项目标识代码 global trade item number 应用标识符 application? identifier (AI)物流信息编码? logistics information code自动数据采集 automatic data capture (ADC)自动识别技术auto identification条码标签 bar code tag条码识读器 bar code reader条码检测仪 bar code verifier条码系统 bar code system条码自动识别技术 bar code auto ID射频标签 RFID tag射频识读器 RFID reader射频识别 radio frequency identification? (RFID) 射频识别系统 RFID systemEPC系统 EPC system数据元 metadata报文 message实体标记语言 Physical Markup Language (PML)电子数据交换 electronic data interchange (EDI) 电子通关 electronic clearance电子认证? electronic authentication电子报表? e-report电子采购? e-procurement电子合同? e-contract电子商务? e-commerce (EC)电子支付? e-payment地理信息系统 geographical information system (GIS) 全球定位系统global positioning system (GPS)智能交通系统 intelligent transportation system (ITS) 货物跟踪系统 goods-tracked system仓库管理系统 warehouse management system (WMS)销售时点系统point of sale (POS)电子订货系统 electronic order system (EOS)计算机辅助订货系统 computer assisted ordering (CAO) 拉式订货系统 pull order system永续存货系统 perpetual inventory system虚拟仓库 virtual warehouse物流信息系统 logistics information system (LIS)物流信息技术 logistics information technology物流信息分类 logistics information sorting分布式的网络软件 savant管理术语仓库布局? warehouse layoutABC分类管理 ABC classification安全库存 safety stock经常库存 cycle stock库存管理 inventory management库存控制 inventory control供应商管理库存 vendor managed inventory (VMI)定量订货制 fixed-quantity system (FQS)定期订货制 fixed-interval system (FIS)经济订货批量 economic order quantity (EOQ)连续补货计划 continuous replenishment program (CRP) 联合库存管理 joint managed inventory (JMI)前置期 lead time?物流成本管理 logistics cost control物流绩效管理 logistics performance management物流战略 logistics strategy物流战略管理 logistics strategy management物流质量管理 logistics quality management物流资源计划? logistics resource planning (LRP)供应链联盟? supply chain alliance供应商关系管理 supplier relationships management (SRM)准时制 just in time (JIT)?准时制物流 just-in-time logistics?有效客户反应 efficient customer response (ECR)快速反应? quick response (QR)?物料需求计划 material requirements planning (MRP)制造资源计划manufacturing resource planning (MRPⅡ)配送需求计划 distribution requirements planning (DRP)配送资源计划? distribution resource planning (DRPⅡ)企业资源计划? enterprise resource planning (ERP)协同计划、预测与补货collaborative planning，forecasting and replenishment (CPFR) 服务成本定价法 cost-of-service pricing服务价值定价法 value-of-service pricing业务外包 outsourcing流程分析法 process analysis延迟策略 postponement strategy业务流程重组? business process reengineering(BPR)物流流程重组? logistics process reengineering有形损耗 tangible loss无形损耗 intangible loss?总成本分析 total cost analysis物流作业成本法 logistics activity-based costing效益悖反 trade off国际物流术语多式联运 multimodal transport国际多式联运 international multimodal transport国际航空货物运输 international airline transport国际铁路联运 international through railway transport班轮运输liner transport?租船运输 shipping by chartering大陆桥运输 land bridge transport保税运输 bonded transport转关运输Tran-customs transportation报关 customs declaration报关行 customs broker不可抗力 accident beyond control保税货物 bonded goods海关监管货物 cargo under custom’s supervision 拼箱货 less than container load (LCL)整箱货 full container load (FCL)通运货物 through goods转运货物 transit cargo自备箱shipper’s own container到货价格 delivered price出厂价 factory price成本加运费cost and freight (CFR)出口退税 drawback过境税 transit duty海关估价 customs ratable price等级标签 grade labeling等级费率 class rate船务代理 shipping agency国际货运代理 international freight forwarding agent无船承运业务 non vessel operating common carrier business无船承运人 NVOCC non vessel operating、common carrier索赔 claim for damages理赔 settlement of claim国际货物运输保险 international transportation cargo insurance 原产地证明 certificate of origin进出口商品检验 commodity inspection清关 clearance滞报金 fee for delayed declaration装运港船上交货 free on board (FOB)进料加工 processing with imported materials来料加工 processing with supplied materials保税仓库 boned warehouse保税工厂 bonded factory保税区 bonded area保税物流中心 bonded logistics center保税物流中心A型 bonded logistics center of A type 保税物流中心B型 bonded logistics center of B type 融通仓 financing warehouse出口监管仓库 export supervised warehouse出口加工区 export processing zone定牌包装 packing of nominated brand中性包装? neutral packing提单(海运提单) bill of lading。
物流英语A卷及答案
物流英语A卷及答案课程名称：物流英语A卷及答案I. Choose the best answer from the four choices. (20 points, 2 for each)1.Taken together, total supply chain costs consume about ______ of corporate annual revenue across all industries.A.7 to 12 percentB.70 to 80 percentC.30 to 40 percentD.about 50 percent2.The public sector ___ an important role in transport, through the construction, ownership and control of roads, railroads and in most countries.A. doB. getC. playD. plays3.Of the five functions of logistics management which one is of the greatest importance?A. coordinationB. controlC. organizationD. planning4.The first challenge for leaders and managers is _______.A.identifying which best practices are most frequently applied by other organizations.B.identifying which best practices are most effective to use in their organization.C.identifying which best practices are most appropriate to use in their organization.D.identifying which best practices are most cost-saving to use in their organization.5.STEP analysis means analysis of __________ factors in the business environment.A.social, technological, economic and political/legalB.social, transportation, ecological, and politicalC.scientific, technological, economic, and pollutionD.science, transportation, economic, and people/legal6. The cost of moving a product back through the system from the consumer to producer may be as much as ________ the cost of moving the same product from producer to consumer.A. 1 timesB. 5 timesC. 2 timesD. 10 times7. The material manager’s customer is _____________ .A. The manufacturing or production departmentB. The intermediate or manufacturingC. The final customer or productionD. The intermediate or final customer8. __________ is one of the important transportation service characteristics affecting customer service.A. densityB. liabilityC. stow-abilityD. dependability9. _________ can be thought of as the output of the logistics function.A. distributionB. customer serviceC. order processingD.inventory level10. Which expressions are correct?A. The demand for outbound transportation is stable.B. The demand for inbound transportation is more predictable.C. Generally the inbound freight is separately calculated.D. firms exercise more control over inbound transport.II. Multiple choice. (20 points, 4 for each)1. The very term “extended enterprise” means:A.breaking down a company’s outer wallB.extending its strategy, structure, and processes to its core partners.C.extending its management scope and layers.D.breaking down the walls between the inner functions in theenterprise.2. The two views about the origin of the concept of logistics in the world logistics study are ____A.economi c causeB.market cause/doc/ef718d0eeff9aef8941e064b.html itary causeD.theoretical cause3.The strategic-level best practices in logistics and supply-chainmanagement include ____.A.recognizing logistics and supply-chain management as a strategicallyimportant set of activities, and developing a mission statement thatdefines their roles, goals, and vision.B.integrating logistics activities into one department or developingprocedures to coordinate logistics activities across the supply chainfor better performance.C.centralizing supply-chain management at the corporate level.D.creating a logistics/supply-chain leader, often called a chief logisticsofficer, to allocate resources among supply-chain functions, tooptimize trade-offs between functions, and to act as an interfacebetween logistics and the other functional areas within a firm, aswell as between the firm and other players in the supply chain.E.developing a clear, transparent set of practices to financesupply-chain management./doc/ef718d0eeff9aef8941e064b.html ing performance metrics extensively and systematically to measure the performance of logistics activities.4. Some valid reasons for holding stock include:A.as a buffer between two production processesB.t o cover demand during suppliers’ lead timeC.to enable savings to be made through bulk purchases or discountsD.to cope with seasonal fluctuationsE.to provide a variety of product in a centralised location.5. Which of the following are correct about logistical integration?A. The first stage is materials managementB. When all logistics activities are coordinated within a firm, it’sbelieved that the firm has realized the intra-functional integrationC. Companies must integrate their internal logistics operations beforerealizing external integrationD. The highest level of logistics integration is supply chain integration Ⅲ. Fill in the blanks with words or phrases from the list below. (20 points, 2 for each)mobile, infrastructure,influence, link, consists, unique, complementary, ranks, shifted, reduced1.The _____elements are also generally cheap.2.This does not only ______to the cargo handling techniques, but alsoto the equipment itself.3.It is the features of the fixed and mobile components of transport thathave _______ the present institutional arrangements in the industry.4.A particularly important ________ between transport anddevelopment is in international interaction.5.A transport system _______ of inland transport, ports and oceangoing vessels.6.The importance of building up a transport that involvesconsiderable cost has made this a widely accepted public task.7.The basic nature of a pipeline is ______in comparison to all othermodes of transport.8.Water transport _______ between rail and motor carrier in respect tofixed cost.9.The replacement of steam by diesel power ______ the railroads’variable cost per ton-mile.10.In many situations road and rail transport may be seen as ______rather than a competitor.Ⅳ. T ranslate the following sentences into Chinese. (20 points, 10 for each) 1. The answer to this is on your feet! Look at the shoes you are wearing; they may look simple, but it took a complex process to get them from raw materials to a product you can wear. The functions in this process are what make up logistics.2. So, what is outsourcing? Outsourcing is contracting with another company or person to do a particular function. Almost every organization outsources in some way. Typically, the function being outsourced is considered non-core to the business. An insurance company, for example, might outsource its janitorial and landscaping operations to firms that specialize in those types of work since they are not related to insurance or strategic to the business. The outside firms that are providing the outsourcing services are third-party providers, or as they are more commonly called, service providers.Ⅴ. T ranslate the following sentences into English. (20 points, 4 for each)1. 物流的定义2. 供应链管理未来的趋势3. 运输的⽬的4. 如何选择⼀个第三⽅物流提供商5. 零售物流在英国参考答案：Ⅰ. 1. D, 2. D, 3. D, 4. C, 5. A. 6. C 7. A8. D 9. B 10. BⅡ. 1. B C, 2. A B C, 3. A C, 4. A B C D, 5. B C DⅢ. 1. mobile, 2. influenced, 3. shifted, 4. link, 5. consists, 6. infrastructure, 7. unique, 8. ranks, 9. reduced, 10. complementary Ⅳ. 1. 答案在你脚上！看看你穿的鞋⼦；瞧上去很简单，但是将原材料制成你能穿的产品却是⼀个复杂的过程。
供应链管理双语英文判断与选择翻译
1) A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。
Answer: FALSE2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. Answer: TRUE供应链由所有各方，直接或间接参与，满足客户要求。
3) A supply chain could be more accurately described as a supply network or supply web. Answer: TRUE供应链可以更准确地描述为供应网络。
4) The objective of every supply chain is to maximize the overall value generated. TRUE每一个供应链的目的是生成的整体价值最大化。
5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain. Answer: FALSE每一个供应链的目标是最大化为供应链的制造组件生成价值。
6) Every supply chain must include all 5 stages. Answer: FALSE每个供应链必须包括所有 5 个阶段。
7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. Answer: TRUE供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。
供应链中英对译
供应链supply chain供应链管理supply chain management纵向一体化vertical integration横向一体化horizontal integration供应链管理战略supply chain management strategy供应链协调与写作supply chain coordination and cooperation供应链风险管理supply chain risk management效率型供应链efficient supply chain响应型供应链responsive supply chain敏捷供应链agile supply chain扩展企业extended corporation集成化供应链管理integrated supply chain management业务外包outsourcing推动式push牵引式pull供应链管理战略supply chain management strategy供应链构建supply chain configuration供应链构建的设计原则the principles of supply chain configuration核心企业core company非核心企业non-core company基于产品的供应链设计策略product-based supply chain design为供应链管理设计产品design for supply chain management供应链重构supply chain reengineering供应链合作关系supply chain partnership战略联盟strategic alliance供应商选择supplier selection客户关系管理customer relationship management供应商关系管理supplier relationship management采购管理purchasing management传统采购模式traditional purchasing mode 基于供应链的采购管理模式purchasing mode under the supply chain management mode准时化采购JIT purchasing全球采购global purchase同步化synchronization能力平衡capacity balancing库存控制inventory control协调coordination生产计划与控制production planning and control订单刘order flow合作计划、预测与补货collaborative planning ，forecasting and replenishment准时生产制just in time零库存zero inventories快速响应quick response产品到达市场的时间time-to-market基于时间的竞争time based competition同步性synchronization民机供应链agile supply chain物流logistics物流管理logistics management物流网络logistics network第三方物流third party logistics一体化物流integrated logistics全球物流global logistics流入物流inbound logistics流出物流outbound logistics逆向物流reverse logistics外包outsourcing库存inventory补给策略replenishment policy周期性检查模型periodic review model连续性检查模型continuous review model供应商管理库存vender managed inventory 联合管理库存joint managed inventory多级库存友华multi-stage inventory optimization连续补给continuous replenishment。
heizer10e_ch11S 运营管理 PPT (10th Edition) by Jay Heizer and Barry Render
Outsourcing implies a legally binding contract
© 2011 Pearson Education, Inc. publishing as Prentice Hall S11 - 10
Desirable Outsourcing Destinations
© 2011 Pearson Education, Inc. publishing as Prentice Hall
S11 - 7
What is Outsourcing?
Outsourcing has become a major strategy as firms move toward specialization
1. Increasing expertise
2. Reduced cost of reliable transportation 3. Rapid deployment of telecommunications and computers – the Internet
© 2011 Pearson Education, Inc. publishing as Prentice Hall S11 - 8
Outline – Continued
Advantages and Disadvantages of Outsourcing
Advantages of Outsourcing Disadvantages of Outsourcing
Audits and Metrics to Evaluate Performance
Ethical Issues in Outsourcing
© 2011 Pearson Education, Inc. publishing as Prentice Hall
供应链 英文加翻译
Leading a Supply Chain Turnaround领导供应链周转Five years ago, salespeople at Whirlpool said the company's supply chain staff were "sales disablers." Now, Whirlpool excels at getting the right product to the right place at the right time-while keeping inventory low. What made the difference?五年前，在Whirlpool的销售人员表示，该公司的供应链的工作人员“销售残疾人”。
但是现在，Whirlpool擅长将正确的产品销售在正确的地方在正确的时间，同时保持低库存。
是什么产生了这样的区别？Things would be very different today-for me, my colleagues, and my company- if the votes of Whirlpool's North American leadership team had swung in a different direction on May 3, 2001. It was a move I hadn't expected; Mike Todman, our executive vice president at the time, decided to go around the table and ask each member of his staff for a thumbs-up or thumbs-down on the investment that Paul Dittmann and I had just formally proposed. Did I look worried? I can't imagine I didn't, even though we'd spent hours in individual meetings with each of them, getting their ideas and buy-in. We thought we had everyone's support. But the facts remained: Our proposal had a bigger price tag than any supply chain investment in the company's history. We were asking for tens of millions during a period of general belt-tightening. Some of it was slated for new hires, even as cutbacks were taking place elsewhere in the company. And Paul and I, the people doing the asking, were coming from the supply chain organization.如果惠而浦在北美的领导团队在5月3日，2001年投票朝向不同的方向上，那么今天，对我来说，我的同事，我的公司，事情变得非常不同的。
毕业论文VMI库存管理第三方物流
摘要随着经济全球化和信息网络化的快速发展，全球业务量不断的提升，在新时代的市场经济要求下，传统的库存管理方法已经不能再发挥出它的必要功能了。
市场竞争已经从企业和企业之间的竞争转变成了供应链企业之间的竞争。
在新市场的要求下，本文将针对供应链环境下苏宁电器的库存管理现状，发现库存的问题，包括：苏宁缺乏供应链的整体观念、物流配送问题、零售商配送中心的运营能力尚不成熟成为供应链的瓶颈、信息孤岛导致牛鞭效应等。
通过参考国内外的库存管理策略方法，进行对苏宁电器的库存管理深入的研究探索。
通过克服现在苏宁电器在供应链库存管理上的多种困难，缺陷，尝试提出苏宁实施供应商管理库存方法。
并为避免苏宁电器实施VMI遇到的困难：大多数企业的信息管理水平较低、VMI收益不均衡且各方收益很难评估、信任问题仍很严重、VMI的成功取决于经济环境。
提出把VMI实施外包给第三方物流企业的策略，完善整条供应链库存管理。
以科学发展观来看待问题，实事求是，为传统库存管理企业搭建一个新型的库存管理平台。
为库存成本降低，企业库存反映速度增快，企业服务质量提高等方面增强企业的竞争优势。
关键词：VMI，库存管理，第三方物流本设计（论文）题目来源于：自选（生产实际）AbstractWith economic globalization and the rapid development of information networks, the global business volume continued to upgrade, in the new era of market economy requirements, the traditional inventory management methods have no longer play its necessary function. Competition in the market has moved from competition among enterprises and enterprises transformed into the supply chain competition among enterprises.In the new market requirements, this paper will focus on supply chain inventory management status of Suning Appliance, find stock of issues, including: Suning the overall concept of lack of supply chain, logistics and distribution problems, retailers, distribution centers operational capacity is not yet mature become a bottleneck in the supply chain, information leading to the bullwhip effect and other island Inventory management by reference to domestic and foreign policy approach to inventory management of the Suning Appliance-depth study and exploration. Suning Appliance by overcoming the present supply chain inventory management in a variety of problems, defects, try to put the implementation of vendor managed inventory Suning method.Suning Appliance for avoiding the difficulties encountered in the implementation of VMI: most of the low level of enterprise information management, VMI earnings gains uneven and difficult to assess all, trust is still very serious, VMI's success depends on the economic environment. Proposed implementation of the VMI outsourcing to a third party logistics enterprise strategy, improve the whole supply chain inventory management. To the scientific development concept to look at the issues and to traditional inventory management company set up a new inventory management platform. To reduce inventory costs, speed up business inventories reflect, improve the quality of business services such as enhanced competitive dvantage.Key words：VMI，Inventory management，The third party logistics目录1绪论 (1)1.1 课题研究背景及目的 (1)1.1.1 研究背景 (1)1.1.2 研究目的 (1)1.2 国内外研究 (2)1.2.1 国内研究 (2)1.2.2国外研究 (3)1.3 课题研究方法 (3)1.4论文结构及研究内容 (3)2库存管理的相关理论概述 (5)2.1 库存管理 (5)2.1.1 库存管理概念 (5)2.1.2 传统的库存管理模型 (5)2.2 供应商管理库存理念 (6)2.2.1 VMI概念 (6)2.2.2 供应商管理库存实施 (7)2.2.3 VMI的实施方法 (8)3苏宁电器库存管理现状与方法分析 (10)3.1苏宁电器简介 (10)3.2 苏宁电器库存管理现状 (11)3.3 苏宁电器库存管理存在问题 (12)3.4 苏宁电器实施VMI的问题 (14)4 苏宁电器供应链库存管理的优化 (16)4.1采用供应商管理库存方法 (16)4.2 VMI项目实施 (16)4.3 建立VMI专业实施组 (18)4.4 第三方物流负责VMI实施 (19)4.4.1 第三方物流负责VMI实施 (19)4.4.2 苏宁实施VMI的运作流程 (21)4.4.3 把VMI交给第三方物流公司的优势分析： (22)4.5 苏宁电器采用VMI策略的改进意见 (22)结论 (24)参考文献 (25)致谢 (26)1绪论1.1 课题研究背景及目的1.1.1 研究背景随着经济全球化和信息网络化的快速发展，全球业务量不断的提升，在新时代的市场经济要求下，传统的库存管理方法已经不能再发挥出它的必要功能了。
物流术语_中英文
物流术语基础术语物品 goods物流 logistics物流活动 logistics activity物流管理 logistics management供应链 supply chain供应链管理 supply chain management服务 service物流服务 logistics service一体化物流服务 integrated logistics service 物流系统logistics system第三方物流 the third party logistics物流设施 logistics establishment物流中心 logistics center配送中心 distribution center分拨中心 distribution center物流园区 logistics park物流企业 logistics enterprise物流作业 logistics operation物流模数 logistics modulus物流技术 logistics technology物流成本 logistics cost物流网络 logistics network物流信息 logistics information物流单证 logistics documents物流联盟 logistics alliance物流作业流程 logistics operation process企业物流 internal logistics供应物流supply logistics生产物流production logistics销售物流 distribution logistics社会物流 external logistics军事物流 military logistics项目物流 project logistics国际物流 International logistics虚拟物流 virtual logistics精益物流 lean logistics反向物流reverse logistics回收物流 return logistics废弃物物流 waste material logistics货物运输量 freight volume货物周转量 turnover volume of freight transport军事物资 military material筹措 raise军事供应链 military supply chain军地供应链管理 military supply chain management军事物流一体化 integration of military logistics and civil logistics 物流场 logistics field战备物资储备 military repertory of combat readiness全资产可见性 total asset visibility配送式保障 distribution-mode support作业服务术语托运 consignment承运 carriage承运人 carrier运输 transportation道路运输 road transport水路运输 waterway transport铁路运输 railway transport航空运输 air transport管道运输 pipeline transport门到门服务 door to door service直达运输 through transportation中转运输 transfer transportation甩挂运输 drop and pull transport整车运输 transportation of truck-load零担运输 sporadic freight transportation联合运输 combined transport联合费率 joint rate联合成本 joint cost仓储 warehousing储存 storing库存 inventory库存成本 inventory cost保管 storage仓单 storage invoice仓单质押融资 Warehouse receipt hypothecating/ Depot bill pledge库存商品融资Inventory Financing仓储费用 warehousing fee订单满足率 fill rate货垛 goods stack堆码 stacking配送 distribution拣选 order picking分类 sorting集货 goods consolidation共同配送 joint distribution装卸 loading and unloading搬运 handling carrying包装 package/packaging销售包装 sales package运输包装 transport package流通加工 distribution processing检验inspection增值物流服务 value-added logistics service定制物流customized logistics物流客户服务 logistics customer service物流运营服务 logistics operation service物流服务质量 logistics service quality物品储备 goods reserves缺货率 stock-out rate货损率 cargo damages rate商品完好率 rate of the goods in good condition基本运价freight unit price理货 tally组配 assembly订货周期 order cycle time库存周期 inventory cycle time技术与设施设备术语标准箱 twenty-feet equivalent unit (TEU)集装运输 containerized transport托盘运输 pallet transport货物编码 goods coding四号定位 four number location零库存技术 zero-inventory technology单元装卸 unit loading & unloading气力输送法 pneumatic conveying system生产输送系统 production line system分拣输送系统 sorting & picking system自动补货 automatic replenishment自动存储取货系统 automated storage & retrieval system (AS/RS) 集装化 containerization散装化 in bulk托盘包装 palletizing直接换装 cross docking物流系统仿真 logistics system simulation冷链cold chain自营仓库 private warehouse公共仓库 public warehouse自动仓库 automated storage & retrieval system 立体仓库 stereoscopic warehouse交割仓库 transaction warehouse交通枢纽 traffic hinge集装箱货运站container freight station (CFS)集装箱码头 container terminal控湿储存区 humidity controlled space冷藏区 chill space冷冻区 freeze space收货区 receiving space区域配送中心 regional distribution center (RDC) 公路集装箱中转站 inland container depot铁路集装箱场 railway container yard专用线 special railway line基本港口 base port周转箱 container叉车 fork lift truck叉车属具 attachments of fork lift trucks托盘 pallet称量装置 load weighing devices工业用门 industrial door货架 goods shelf重力货架系统 live pallet rack system移动货架系统 mobile rack system驶入货架系统 drive-in rack system集装袋 flexible freight bags集装箱 container特种货物集装箱 specific cargo container集装单元器具 palletized unit implants全集装箱船 full container ship码垛机器人 robot palletizer起重机械 hoisting machinery牵引车 tow tractor升降台 lift table (LT)输送机 conveyors箱式车 box car自动导引车 automatic guided vehicle (AGV)自动化元器件 element of automation手动液压升降平台车scissor lift table零件盒 working accessories条码打印机 bar code printer站台登车桥 dock levelers信息术语条码 bar code商品标识代码 identification code for commodity产品电子编码 Electronic Product Code (EPC)EPC序列号 serial number对象名称解析服务 object name service (ONS)对象分类 object class位置码 location number (LN)贸易项目 trade item物流单元 logistics unit全球贸易项目标识代码 global trade item number应用标识符 application identifier (AI)物流信息编码 logistics information code自动数据采集 automatic data capture (ADC)自动识别技术auto identification条码标签 bar code tag条码识读器 bar code reader条码检测仪 bar code verifier条码系统 bar code system条码自动识别技术 bar code auto ID射频标签 RFID tag射频识读器 RFID reader射频识别 radio frequency identification (RFID) 射频识别系统 RFID systemEPC系统 EPC system数据元 metadata报文 message实体标记语言 Physical Markup Language (PML)电子数据交换 electronic data interchange (EDI)电子通关 electronic clearance电子认证 electronic authentication电子报表 e-report电子采购 e-procurement电子合同 e-contract电子商务 e-commerce (EC)电子支付 e-payment地理信息系统 geographical information system (GIS)全球定位系统global positioning system (GPS)智能交通系统 intelligent transportation system (ITS) 货物跟踪系统 goods-tracked system仓库管理系统 warehouse management system (WMS)销售时点系统point of sale (POS)电子订货系统 electronic order system (EOS)计算机辅助订货系统 computer assisted ordering (CAO)拉式订货系统 pull order system永续存货系统 perpetual inventory system虚拟仓库 virtual warehouse物流信息系统 logistics information system (LIS)物流信息技术 logistics information technology物流信息分类 logistics information sorting分布式的网络软件 savant管理术语仓库布局 warehouse layoutABC分类管理 ABC classification安全库存 safety stock经常库存 cycle stock库存管理 inventory management库存控制 inventory control供应商管理库存 vendor managed inventory (VMI)定量订货制 fixed-quantity system (FQS)定期订货制 fixed-interval system (FIS)经济订货批量 economic order quantity (EOQ)连续补货计划 continuous replenishment program (CRP)联合库存管理 joint managed inventory (JMI)前置期 lead time物流成本管理 logistics cost control物流绩效管理 logistics performance management物流战略 logistics strategy物流战略管理 logistics strategy management物流质量管理 logistics quality management物流资源计划 logistics resource planning (LRP)供应链联盟 supply chain alliance供应商关系管理 supplier relationships management (SRM) 准时制 just in time (JIT)准时制物流 just-in-time logistics有效客户反应 efficient customer response (ECR)快速反应 quick response (QR)物料需求计划 material requirements planning (MRP)制造资源计划manufacturing resource planning (MRPⅡ)配送需求计划 distribution requirements planning (DRP)配送资源计划distribution resource planning (DRPⅡ)企业资源计划 enterprise resource planning (ERP)协同计划、预测与补货collaborative planning，forecasting and replenishment (CPFR)服务成本定价法 cost-of-service pricing服务价值定价法 value-of-service pricing业务外包 outsourcing流程分析法 process analysis延迟策略 postponement strategy业务流程重组 business process reengineering(BPR)物流流程重组 logistics process reengineering有形损耗 tangible loss无形损耗 intangible loss总成本分析 total cost analysis物流作业成本法 logistics activity-based costing效益悖反 trade off国际物流术语多式联运 multimodal transport国际多式联运 international multimodal transport国际航空货物运输 international airline transport国际铁路联运 international through railway transport班轮运输liner transport租船运输 shipping by chartering大陆桥运输 land bridge transport保税运输 bonded transport转关运输Tran-customs transportation报关 customs declaration报关行 customs broker不可抗力 accident beyond control保税货物 bonded goods海关监管货物 cargo under custo m’s supervision拼箱货 less than container load (LCL)整箱货 full container load (FCL)通运货物 through goods转运货物 transit cargo自备箱shipper’s own container到货价格 delivered price出厂价 factory price成本加运费cost and freight (CFR)出口退税 drawback过境税 transit duty海关估价 customs ratable price等级标签 grade labeling等级费率 class rate船务代理 shipping agency国际货运代理 international freight forwarding agent无船承运业务 non vessel operating common carrier business无船承运人 NVOCC non vessel operating、common carrier索赔 claim for damages理赔 settlement of claim国际货物运输保险 international transportation cargo insurance 原产地证明 certificate of origin进出口商品检验 commodity inspection清关 clearance滞报金 fee for delayed declaration装运港船上交货 free on board (FOB)进料加工 processing with imported materials来料加工 processing with supplied materials保税仓库 boned warehouse保税工厂 bonded factory保税区 bonded area保税物流中心 bonded logistics center保税物流中心A型 bonded logistics center of A type保税物流中心B型 bonded logistics center of B type融通仓 financing warehouse出口监管仓库 export supervised warehouse出口加工区 export processing zone定牌包装 packing of nominated brand中性包装 neutral packing提单(海运提单) bill of lading。
第八章供应链战略
Outsourcing is defined as the act of moving a firm’s internal activities and decision responsibility to outside providers.
外源（包）就是一个公司把内部的一些活动 和决策的职责移交给外部供应者的行为
The magnification of variability in orders in the supply-chain.
供应链中订货量变化的放大过程
订货量
Retailer’s Orders
零售商订单
Wholesaler’s Orders
批发商订单
Manufacturer’s Orders
制造商订单
they are competitively doing in the industry. 由于该公司的库存周转率往年是10 , 这年降低至4.57 , 则意味着 它的库存周转没有以往那么快。如果不知道这家公司所在行业的 平均周转率，是不可能评论它在行业中有多少竞争力的。
Bullwhip Effect 长鞭效应
Chapter 8 Supply-Chain Strategy
第8章 供应链战略
• Supply-Chain Management Defined 供应链管理的定义
• Measuring Supply-Chain Performance 供应链绩效的测量
• Bullwhip Effect 长鞭（牛鞭）效应 • Outsourcing Defined 外源（外包）的定义 • Value Density Defined 价值密度的定义 • Mass Customization Defined
434国际商务名词解释大全
434国际商务名词解释大全1. 国际商务（International Business）：指跨越国界进行的商业活动，涉及跨国贸易、投资、合作等方面的经济活动。
2. 进出口贸易（Import and Export Trade）：指在国家间进行的商品和服务的买卖活动，包括商品的进口和出口。
3. 跨国公司（Multinational Corporation）：指在多个国家开展经营活动并拥有跨国经营能力的公司，通常在多个国家设有子公司或分支机构。
4. 外包（Outsourcing）：指企业将原本在内部完成的某些工作、业务或服务外部委托给其他公司或机构进行处理。
5. 直接投资（Foreign Direct Investment）：指一国企业或个人直接在其他国家投资设立企业并参与其经营活动。
6. 公司并购（Mergers and Acquisitions）：指一家公司通过购买或合并其他公司来扩大自身规模或进入新的市场。
7. 跨文化沟通（Cross-cultural Communication）：指在不同文化背景下进行交流和互动的过程，需要克服语言、价值观、行为习惯等方面的差异。
8. 贸易壁垒（Trade Barrier）：指国家为保护本国产业或市场而采取的措施，如关税、配额、技术壁垒等，对跨国贸易造成限制。
9. 跨国营销（International Marketing）：指企业根据不同国家或地区的市场需求和特点，制定不同的营销策略和方案。
10. 子公司（Subsidiary）：指一家公司控制或持有另外一家公司的股份，并能对其经营和决策产生影响。
11. 贸易平衡（Trade Balance）：指一个国家或地区在一定时期内商品和服务的出口与进口之间的差额。
12. 竞争优势（Competitive Advantage）：指企业相对于竞争对手在市场中具备的特殊优势，包括技术、创新、成本、品牌等方面的优势。
13. 供应链管理（Supply Chain Management）：指企业在供应商、制造商、经销商和客户之间构建和协调的物流与信息流的整体运作体系。
供应链管理复习题
《供应链管理》复习题一、名称解释1、供应链 supply chain:生产及流通过程中，涉及将产品或服务提供给最终用户活动的上游与下游组织所形成的网链结构。
2、供应链管理;对供应链涉及的全部活动进行计划、组织、协调与控制。
3、业务外包:就是把主要精力放在企业的关键业务（企业核心竞争力）上，充分发挥其优势，同时与全球范围内的合适企业建立战略合作关系，企业中非核心业务由合作企业完成。
4、物流外包 logistics outsourcing:企业为了获得比单纯利用内部资源更多的竞争优势，将其部分或全部物流业务交由合作企业完成。
5、虚拟企业:将供应链网上为了完成共同目标、通力合作、并实现各自利益的这样一些厂家形象地看成是一个厂家，就是虚拟企业。
6、供应链合作关系：供应商与制造商之间，在一定时期内的共享信息、共担风险、共同获利的协议关系。
7、有效顾客响应（ECR）：以足顾客要求和最大限度降低物流过程费用为原则，能及时做出准确反应，使提供的物品供应或服务流程最佳化的一种供应链管理策略。
8、企业竞争力：就是企业和企业家设计、生产和销售产品与服务的能力，其产品和服务的价格和非价格的质量等特性比竞争对象具有更大的市场吸引力。
9、自动补货 automatic replenishment:基于计算机信息技术，快捷、准确地获取客户销售点的需求信息，预测未来商品需求，并据此持续补充库存的一种技术。
10、供应商管理库存 vendor managed inventory（VMI）:按照双方达成的协议，由供应链的上游企业根据下游企业的物料需求计划、销售信息和库存量，主动对下游企业的库存进行管理和控制的供应链库存管理方式。
11、连续补货计划 continuous replenishment program（CRP）:利用及时准确的销售时点信息确定已销售的商品数量，根据零售商或批发商的库存信息和预先规定的库存补充程序确定发货补充数量和配送时间的计划方法。
现代物流-英文版测试题-第六章采购精选全文完整版
可编辑修改精选全文完整版TEST BANKCHAPTER 6: PROCUREMENTMultiple Choice Questions (correct answers are bolded)1. ___________ refers to the raw materials, component parts, and supplies bought from outside organizations to support a company’s operations.a. Inbound logisticsb. Procurementc. Materials managementd. Supply management[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Concept; AACSB Category 3: Analytical thinking]2. Procurement costs often range between ___________ and ___________ percent of an organization’s revenues.a. 60; 80b. 50; 70c. 40; 60d. 30; 50[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Application; AACSB Category 3: Analytical thinking]3. Procurement’s historical focus in many organizations was to ___________.a. incur minimal supply disruptionsb. use a limited number of suppliersc. minimize loss and damaged. achieve the lowest possible cost[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]4. Procurement and ___________ are viewed as synonymous terms.a. materials managementb. supply managementc. purchasingd. inbound logistics[LO 6.1: To compare procurement, purchasing, and supply management; Easy; Concept; AACSB Category 3: Analytical thinking]5. ___________ involves an increased focus on identifying and using data internally and across a supply chain so that a company can consolidate its purchasing power for enhanced value.a. Supply managementb. Strategic sourcingc. Supply chain managementd. Procurement[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Concept; AACSB Category 3: Analytical thinking]6. Which of the following is not a potential benefit associated with procurement cards (p-cards)?a. There is a reduced number of invoices.b. Users can make purchases in a more timely fashion.c. Suppliers can be paid in a more timely fashion.d. They can be used in non-domestic markets.[LO 6.1: To compare procurement, purchasing, and supply management; Difficult; Synthesis; AACSB Category 3: Analytical thinking]7. Which of the following is not a potential procurement objective?a. minimizing procurement costsb. supporting organizational goals and objectivesc. managing the supply based. supporting operational requirements[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]8. A focus on satisfying internal customers is associated with which procurement objective?a. managing the supply baseb. supporting operational requirementsc. supporting organizational goals and objectivesd. managing the purchasing process effectively and efficiently[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]9. The selection, development, and maintenance of supply sources is associated with which procurement objective?a.managing the purchasing process effectively and efficientlyb.supporting operational requirementsc.developing relationships with other functional groupsd.managing the supply base[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]10. Buying the right products, at the right price, from the right source, at the right specifications, in the right quantity, and for delivery at the right time to the right internal customer is associated with what procurement objective?a. managing the supply baseb. managing the purchasing process effectively and efficientlyc. supporting operational requirementsd. supporting organizational goals and objectives[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]11. What is the first step in supplier selection and evaluation?a. Prepare a request for proposal.b. Prepare a procurement budget.c. Identify possible suppliers.d. Identify the need for supply.[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]12. With respect to the supplier selection and evaluation process, ___________ looks at both the internal and external environment within which the supply decision is to be made.a. Identify the need for supply.b. Identify suppliers.c. Perform a situation analysis.d. Evaluate suppliers.[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]13. What is the final step in the supplier selection and evaluation process?a. Provide feedback.b. Select suppliers.c. Implement the decision.d. Evaluate the decision.[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]14. Multiple sourcing uses more than one supplier in hopes of increased competition, improved market intelligence, and ___________.a. greater supply risk mitigationb. lower costs per unitc. increased cooperationd. increased communication[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]15. Single sourcing consolidates purchase volume with a single supplier in hopes of increasing cooperation and communication in the supply relationship as well as ___________.a. greater supply risk mitigationb. increased amounts of competitionc. improved market intelligenced. lower costs per unit[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]16. Which of the following statements is false?a. Supplier selection and evaluation generally involves multiple criteria.b. The evolution of business practices and philosophies may require new supplier selection criteria.c. Selecting suppliers is the final step of the supplier selection and evaluation process.d. Some supplier selection criteria may be contradictory.[LO 6.3: To review supplier selection and evaluation approaches; Difficult; Synthesis; AACSB Category 3: Analytical thinking]17. Which of the following would not be part of a supplier audit?a. supplier’s structureb. supplier’s resourcesc. supplier’s scorecardd. supplier’s financial and risk health[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]18. Kraljic’s Portfolio Matrix ___________.a. provides a framework for evaluating warehousing decisionsb. is used by many managers to classify corporate purchases in terms of their importance and supply complexityc. allows managers to evaluate whether to add, or not add, product linesd. is synonymous with the total cost of ownership[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]19. Bottleneck, leverage, and strategic are categories associated with ___________.a. Kraljic’s Portfolio Matrixb. Supplier Audit Matrixc. Supplier Development Matrixd. Global Procurement Matrix[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]20. A degree of aggressive procurement involvement not normally encountered in supplier selection refers to ___________.a. supply managementb. supplier developmentc. materials managementd. physical supply[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]21. Supplier development is synonymous with ___________.a. supplier selection and evaluationb. procurementc. materials managementd. reverse marketing[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]22. Which of the following is not a reason that purchasers are adopting a more proactive and aggressive role in the procurement process?a. There are myriad inefficiencies associated with suppliers initiating marketing efforts toward purchasers.b. They are achieving a competitive advantage in the supply chain.c. An excess number of suppliers currently exists.d. Purchasers may be aware of important benefits that are not known to the supplier. [LO 6.4: To review Kraljic’s Portfolio Matrix; Difficult; Synthesis; AACSB Category 3: Analytical thinking]23. Which of the following is false?a. In the factor-input strategy, an organization is seeking low-cost or high-quality sources of supply.b. Global procurement refers to buying components and inputs anywhere in the world.c. Planning is the first step in global procurement.d. A market access strategy emphasizes procurement from geographically close countries.[LO 6.5: To establish issues associated with global procurement; Difficult; Synthesis; AACSB Category 3: Analytical thinking]24. What is the first step in a global sourcing development model?a. planningb. specificationc. situation analysisd. problem recognition[LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]25. ___________ is often a major shortcoming of many global procurement plans.a. Confiscationb. Specificationc. Implementationd. Evaluation[LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]26. What concept refers to when firms consider all the costs that can be assigned to the acquisition, use, and maintenance of a purchase?a. activity-based costingb. cost trade-offsc. the systems approachd. total cost of ownership[LO 6.5: To establish issues associated with global procurement; Easy; Application; AACSB Category 3: Analytical thinking]27. Procuring products from s uppliers close to one’s own facilities refers to ___________.a. agglomerationb. near-sourcingc. sustainabilityd. outsourcing[LO 6.5: To establish issues associated with global procurement; Easy; Application; AACSB Category 3: Analytical thinking]28. Which of the following is not a dimension associated with socially responsible procurement?a. profitb. safetyc. the environmentd. human rights[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Synthesis; AACSB Category 3: Analytical thinking]29. With respect to gift giving and gift receiving, a ___________ refers to money paid before an exchange.a. kickbackb. agglomerationc. bribed. dovetailing[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]30. With respect to gift giving and gift receiving, a ___________ refers to money paid after an exchange.a. kickbackb. agglomerationc. bribed. dovetailing[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]31. ___________ identifies opportunities to recover revenues or reduce costs associated with scrap, surplus, obsolete, and waste materials.a. Recyclingb. Reusec. Reverse logisticsd. Investment recovery[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]32. ___________ materials refer to stock that exceeds the reasonable requirements of an organization.a. Wasteb. Excessc. Obsoleted. Scrap[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]33. ___________ materials are no longer serviceable, have been discarded, or are a by-product of the production process.a. Wasteb. Obsoletec. Scrapd. Excess[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]34. ___________ materials have no economic value.a. Wasteb. Scrapc. Obsoleted. Excess[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]35. ___________ refers to a set of technology and finance-based processes that strive to optimize cash flow by allowing businesses to extend their payment terms to their suppliers while simultaneously allowing their suppliers to get paid early.a. Cash flow managementb. Supply chain financec. Flexible payment systemd. Supplier credit float[LO 6.7: To describe the concept of supply chain finance and how it can be used in procurement relationships; Moderate; Concept; AACSB Category 3: Analytical thinking]True-False Questions1.Procurement refers to the raw materials, component parts, and supplies bought from outsideorganizations to support a company’s operations. (True)[LO 6.1: To compare procurement, purchasing, and supply management; Easy; Concept; AACSB Category 3: Analytical thinking]2.Procurement’s costs often range between 40 and 60 percent of an organization’s revenues.(False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Application; AACSB Category 3: Analytical thinking]3.Procurement’s historical focus in many organizations was to minimize the total number ofoutside suppliers. (False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]4. A contemporary procurement manager might have responsibility for reducing cycle timesand for generating additional revenues by collaborating with the marketing department.(True)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]5.Procurement and purchasing are viewed as synonymous terms. (True)[LO 6.1: To compare procurement, purchasing, and supply management; Easy; Concept; AACSB Category 3: Analytical thinking]6.Supply chain management refers to a relational exchange approach involving a limitednumber of suppliers. (False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Concept; AACSB Category 3: Analytical thinking]7.Strategic sourcing involves an increased focus on identifying and using data internally andacross the supply chain so that a company can consolidate its purchasing power for enhanced value. (True)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Application; AACSB Category 3: Analytical thinking]8.One benefit to procurement cards is that they are easily used outside of their domesticmarket. (False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]9.First and foremost, procurement’s objectives must manage the purchasing process effectivelyand efficiently. (False)[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]10.One of procurement’s most important responsibilities involves supplier selection andevaluation. (True)[LO 6.3: To review supplier selection and evaluation approaches; Easy; Application; AACSB Category 3: Analytical thinking]11.The first step in supplier selection and evaluation is situation analysis. (False)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Synthesis; AACSB Category 3: Analytical thinking]12.A benefit to multiple sourcing is increased cooperation and communication in a supplyrelationship. (False)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]13.Single sourcing consolidates purchase volume with a single supplier with the hopes ofenjoying lower costs per unit. (True)[LO 6.3: To review supplier selection and evaluation approaches; Easy; Application; AACSB Category 3: Analytical thinking]14.The final step of the supplier selection process is to evaluate the decision. (True)[LO 6.3: To review supplier selection and evaluation approaches; Easy; Synthesis; AACSB Category 3: Analytical thinking]15.Supplier scorecards involve a ssessments of a supplier’s structure, resources, technology,health, and responsibility. (False)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Concept; AACSB Category 3: Analytical thinking]16.Supplier scorecards can be categorical, weighted point, or cost based in nature. (True)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]17.Supplier selection and evaluation generally involve multiple criteria, and these criteria canvary in both number and importance, depending on the particular situation. (True)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Synthesis; AACSB Category 3: Analytical thinking]18.The Optimal Cost Reliability Model is used by many managers to classify corporatepurchases in terms of their importance and supply complexity. (False)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]19.Bottleneck refers to the low importance, low complexity category of Kraljic’s PortfolioMatrix. (False)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]20.Leverage refers to the high importance, low complexity category of Kraljic’s PortfolioMatrix. (True)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]21.Supply management refers to a degree of aggressive procurement not normally encounteredin supplier selection. (False)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]22.Supplier development is synonymous with reverse marketing. (True)[LO 6.4 To review Kraljic’s Portfolio Matrix; Easy; Concept; AACSB Category 3: Analytical thinking]23.One reason for the growth of the supplier development concept is that achieving competitiveadvantage in the supply chain is predicated on purchasers adopting a more aggressiveapproach. (True)[LO 6.4 To review Kr aljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]24.Global procurement refers to buying components and inputs anywhere in the world. (True) [LO 6.5: To establish issues associated with global procurement; Easy; Concept; AACSB Category 3: Analytical thinking]25.Global procurement is primarily driven by the input-output and market-access strategies.(False)[LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]26.Problem recognition is the first step in global procurement. (False)[LO 6.5: To establish issues associated with global procurement; Moderate; Synthesis; AACSB Category 3: Analytical thinking]27.Because global sourcing increases the distance that components and inputs must be moved,managers must consider the trade-off between transportation and holding costs. (True) [LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]28.Implementation is often a major shortcoming of many global procurement plans. (True) [LO 6.5: To establish issues associated with global procurement; Moderate; Synthesis; AACSB Category 3: Analytical thinking]29.When taking an activity-based costing approach, firms consider all the costs that can beassigned to the acquisition, use, and maintenance of a purchase. (False)[LO 6.5: To establish issues associated with global procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]30.Dovetailing refers to procuring products from suppliers closer to one’s own facilities. (False) [LO 6.5: To establish issues associated with global procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]31.Sustainable procurement refers to the integration of social and environmental considerationsinto all stages of the purchasing process. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]32.Diversity and philanthropy are two dimensions of socially responsible procurement. (True) [LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Application; AACSB Category 3: Analytical thinking]33.With respect to gift giving and gift receiving, bribes refer to money paid after an exchange.(False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]34.The relevance, importance, and challenges associated with socially responsible procurementare likely to lessen in the coming years. (False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Application; AACSB Category 3: Analytical thinking]35.Investment recovery identifies opportunities to recover revenues or reduce costs associatedwith scrap, surplus, obsolete, and waste materials. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]36.Investment recovery is often the responsibility of the finance manager. (False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Application; AACSB Category 3: Analytical thinking]37. Excess materials refer to stock that exceeds the reasonable requirements of an organization. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]38.Scrap materials are no longer serviceable, have been discarded, or are a by-product of theproduction process. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]39.Obsolete materials have no economic value. (False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]40.Supply chain finance refers to a set of technology and finance-based processes that strive tooptimize cash flow by allowing businesses to extend their payment terms to their suppliers while simultaneously allowing suppliers to be paid early. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]。
国家标准供应链术语Excel版
供应链战略规划 | supply chain strategy planning
分析、评估、定义供应链战略的过，程包括网络设计、制造和运输战略，以及库存策略等。
综合规划 | aggregate planning
开发战术计划以支持组织经营规划的过程。注： 综合规划通常包括计划的开发、分析和维护 ，该计划涉及产品 系列的 总销售额、总产量和目标库存及目标客户未结订单等。
请购单 | purchase requisition
向采购组织提交采购申请，请求采购的单据。在商务上落实之后，需要转化为采购订单。
采购订单 | purchase order; PO
采购方向供货商发出的需要物料或产品的要约。采购订单包括未结订单（未完成订单）、已完成订 单、下达的 订单、计划订单等。
订货点 | order point
生产规划 | production planning
一个企业在一段时期内总的活动 ，具有将整个生产产出及其他活动调整至最佳以满足现行销售计划的功能，同 时能实现整个业务计划中的效益、生产率及具有竞争力的交货期等目标。
生产计划与排程 | production planning and scheduling
P2-11 P2-12 P2-13
P2-14
提前期 | lead time
以交货日期为基准倒排计划，推算出工作的开始日期或者订单下达日期，这个期间的时间跨度称为 提前期。
经济订货批量 | economic order quantity; EOQ
通过平衡采购进货成本和保管仓储成本核算，以实现总库存成本最低的最佳订货量。
P1-05 资金流 | fund flow
伴随供应链中商务活动而发生的资金往来的流动过程。
国际物流货代术语
物流术语基础术语物品goods物流logistics物流活动logistics activity物流管理logistics management供应链supply chain供应链管理supply chain management服务service物流服务logistics service一体化物流服务integrated logistics service物流系统logistics system第三方物流the third party logistics物流设施logistics establishment物流中心logistics center配送中心distribution center分拨中心distribution center物流园区logistics park物流企业logistics enterprise物流作业logistics operation物流模数logistics modulus物流技术logistics technology物流成本logistics cost物流网络logistics network物流信息logistics information物流单证logistics documents物流联盟logistics alliance物流作业流程logistics operation process企业物流internal logistics供应物流supply logistics生产物流production logistics销售物流distribution logistics社会物流external logistics军事物流military logistics项目物流project logistics国际物流International logistics虚拟物流virtual logistics精益物流lean logistics反向物流reverse logistics回收物流return logistics废弃物物流waste material logistics货物运输量freight volume货物周转量turnover volume of freight transport 军事物资military material筹措raise 军事供应链military supply chain军地供应链管理military supply chain management军事物流一体化integration of military logistics and civil logistics物流场logistics field战备物资储备military repertory of combat readiness全资产可见性total asset visibility配送式保障distribution-mode support作业服务术语托运consignment承运carriage承运人carrier运输transportation道路运输road transport水路运输waterway transport铁路运输railway transport航空运输air transport管道运输pipeline transport门到门服务door to door service直达运输through transportation中转运输transfer transportation甩挂运输drop and pull transport整车运输transportation of truck-load零担运输sporadic freight transportation联合运输combined transport联合费率joint rate联合成本joint cost仓储warehousing储存storing库存inventory库存成本inventory cost保管storage仓单storage invoice仓单质押融资Warehouse receipt hypothecating/ Depot bill pledge库存商品融资Inventory Financing仓储费用warehousing fee订单满足率fill rate货垛goods stack堆码stacking配送distribution拣选order picking分类sorting集货goods consolidation共同配送joint distribution装卸loading and unloading搬运handling carrying包装package/packaging销售包装sales package运输包装transport package流通加工distribution processing检验inspection增值物流服务value-added logistics service定制物流customized logistics物流客户服务logistics customer service物流运营服务logistics operation service物流服务质量logistics service quality物品储备goods reserves缺货率stock-out rate货损率cargo damages rate商品完好率rate of the goods in good condition 基本运价freight unit price理货tally组配assembly订货周期order cycle time库存周期inventory cycle time技术与设施设备术语标准箱twenty-feet equivalent unit (TEU)集装运输containerized transport托盘运输pallet transport货物编码goods coding四号定位four number location零库存技术zero-inventory technology单元装卸unit loading & unloading气力输送法pneumatic conveying system生产输送系统production line system分拣输送系统sorting & picking system自动补货automatic replenishment自动存储取货系统automated storage & retrieval system (AS/RS)集装化containerization散装化in bulk托盘包装palletizing直接换装cross docking物流系统仿真logistics system simulation冷链cold chain自营仓库private warehouse公共仓库public warehouse 自动仓库automated storage & retrieval system 立体仓库stereoscopic warehouse交割仓库transaction warehouse交通枢纽traffic hinge集装箱货运站container freight station (CFS)集装箱码头container terminal控湿储存区humidity controlled space冷藏区chill space冷冻区freeze space收货区receiving space区域配送中心regional distribution center (RDC) 公路集装箱中转站inland container depot铁路集装箱场railway container yard专用线special railway line基本港口base port周转箱container叉车fork lift truck叉车属具attachments of fork lift trucks托盘pallet称量装置load weighing devices工业用门industrial door货架goods shelf重力货架系统live pallet rack system移动货架系统mobile rack system驶入货架系统drive-in rack system集装袋flexible freight bags集装箱container特种货物集装箱specific cargo container集装单元器具palletized unit implants全集装箱船full container ship码垛机器人robot palletizer起重机械hoisting machinery牵引车tow tractor升降台lift table (LT)输送机conveyors箱式车box car自动导引车automatic guided vehicle (AGV)自动化元器件element of automation手动液压升降平台车scissor lift table零件盒working accessories条码打印机bar code printer站台登车桥dock levelers信息术语条码bar code商品标识代码identification code for commodity 产品电子编码Electronic Product Code (EPC) EPC序列号serial number对象名称解析服务object name service (ONS)对象分类object class位置码location number (LN)贸易项目trade item物流单元logistics unit全球贸易项目标识代码global trade item number 应用标识符application identifier (AI)物流信息编码logistics information code自动数据采集automatic data capture (ADC)自动识别技术auto identification条码标签bar code tag条码识读器bar code reader条码检测仪bar code verifier条码系统bar code system条码自动识别技术bar code auto ID射频标签RFID tag射频识读器RFID reader射频识别radio frequency identification (RFID) 射频识别系统RFID systemEPC系统EPC system数据元metadata报文message实体标记语言Physical Markup Language (PML) 电子数据交换electronic data interchange (EDI) 电子通关electronic clearance电子认证electronic authentication电子报表e-report电子采购e-procurement电子合同e-contract电子商务e-commerce (EC)电子支付e-payment地理信息系统geographical information system (GIS)全球定位系统global positioning system (GPS)智能交通系统intelligent transportation system (ITS)货物跟踪系统goods-tracked system仓库管理系统warehouse management system (WMS)销售时点系统point of sale (POS)电子订货系统electronic order system (EOS)计算机辅助订货系统computer assisted ordering (CAO)拉式订货系统pull order system永续存货系统perpetual inventory system虚拟仓库virtual warehouse物流信息系统logistics information system (LIS) 物流信息技术logistics information technology 物流信息分类logistics information sorting分布式的网络软件savant管理术语仓库布局warehouse layoutABC分类管理ABC classification安全库存safety stock经常库存cycle stock库存管理inventory management库存控制inventory control供应商管理库存vendor managed inventory (VMI)定量订货制fixed-quantity system (FQS)定期订货制fixed-interval system (FIS)经济订货批量economic order quantity (EOQ)连续补货计划continuous replenishment program (CRP)联合库存管理joint managed inventory (JMI)前置期lead time物流成本管理logistics cost control物流绩效管理logistics performance management 物流战略logistics strategy物流战略管理logistics strategy management物流质量管理logistics quality management物流资源计划logistics resource planning (LRP) 供应链联盟supply chain alliance供应商关系管理supplier relationships management (SRM)准时制just in time (JIT)准时制物流just-in-time logistics有效客户反应efficient customer response (ECR) 快速反应quick response (QR)物料需求计划material requirements planning (MRP)制造资源计划manufacturing resource planning (MRPⅡ)配送需求计划distribution requirements planning (DRP)配送资源计划distribution resource planning (DRPⅡ)企业资源计划enterprise resource planning (ERP) 协同计划、预测与补货collaborative planning，forecasting and replenishment (CPFR)服务成本定价法cost-of-service pricing服务价值定价法value-of-service pricing业务外包outsourcing流程分析法process analysis延迟策略postponement strategy业务流程重组business processreengineering(BPR)物流流程重组logistics process reengineering有形损耗tangible loss无形损耗intangible loss总成本分析total cost analysis物流作业成本法logistics activity-based costing 效益悖反trade off国际物流术语多式联运multimodal transport国际多式联运international multimodal transport 国际航空货物运输international airline transport 国际铁路联运international through railway transport班轮运输liner transport租船运输shipping by chartering大陆桥运输land bridge transport保税运输bonded transport转关运输Tran-customs transportation报关customs declaration报关行customs broker不可抗力accident beyond control保税货物bonded goods海关监管货物cargo under custom’s supervision拼箱货less than container load (LCL)整箱货full container load (FCL)通运货物through goods转运货物transit cargo自备箱shipper’s own container到货价格delivered price出厂价factory price成本加运费cost and freight (CFR)出口退税drawback过境税transit duty海关估价customs ratable price等级标签grade labeling等级费率class rate船务代理shipping agency国际货运代理international freight forwarding agent无船承运业务non vessel operating common carrier business无船承运人NVOCC non vessel operating、common carrier索赔claim for damages理赔settlement of claim国际货物运输保险international transportation cargo insurance 原产地证明certificate of origin进出口商品检验commodity inspection清关clearance滞报金fee for delayed declaration装运港船上交货free on board (FOB)进料加工processing with imported materials来料加工processing with supplied materials保税仓库boned warehouse保税工厂bonded factory保税区bonded area保税物流中心bonded logistics center保税物流中心A型bonded logistics center of A type保税物流中心B型bonded logistics center of B type融通仓financing warehouse出口监管仓库export supervised warehouse出口加工区export processing zone定牌包装packing of nominated brand中性包装neutral packing提单(海运提单) bill of lading。
供应链风险管理【外文翻译】
毕业论文外文翻译原文Supply Chain Risk ManagementD.L. Olson and D. WuG lobal competition, technological change, and continual search for competitive advantage have motivated risk management in supply chains.1 Supply chains are often complex systems of networks, reaching hundreds or thousands of participants from around the globe in some cases (Wal-Mart or Dell). The term has been used both at the strategic level (coordination and collaboration) and tactical level (managementof logistics across functions and between businesses).2 In this sense, risk management can focus on identification of better ways and means of accomplishing organizational objectives rather than simply preservation of assets or risk avoidance.Supply chain risk management is interested in coordination and collaborationof processes and activities across functions within a network of organizations. Tang provided a framework of risk management perspectives in supply chains.3 Supply chains enable manufacturing outsourcing to take advantages of global relative advantages, as well as increase product variety. There are many risks inherent in this more open, dynamic system.Supply Chain Risk Management ProcessOne view of a supply chain risk management process includes steps for risk identification,risk assessment, risk avoidance, and risk mitigation.4 These structures for handling risk are compatible with Tang’s list given above, but focus on the broader aspects of the process.Risk IdentificationRisks in supply chains can include operational risks and disruptions. Operational risks involve inherent uncertainties for supply chain elements such as customer demand, supply, and cost. Disruption risks come from disasters (natural in the form of floods, hurricanes, etc.; man-made in the form of terrorist attacks or wars) and from economic crises (currency reevaluations, strikes, shifting market prices). Most quantitative analyses and methods are focused on operational risks. Disruptions are more dramatic, less predictable, and thus are much more difficult to model. Risk management planning and response for disruption are usually qualitative.Risk AssessmentTheoretically, risk has been viewed as applying to those cases where odds are known, and uncertainty to those cases where odds are not known. Risk is a preferable basis for decision making, but life often presents decision makers with cases of uncertainty. The issue is further complicated in that perfectly rational decisionmakers may have radically different approaches to risk. Qualitative risk management depends a great deal on managerial attitude towards risk. Different rational individuals are likely to have different response to risk avoidance, which usually is inversely related to return, thus leading to a tradeoff decision. Research into cognitive psychology has found that managers are often insensitive to probability estimates of possible outcomes, and tend to ignore possible events that they consider to be unlikely.5 Furthermore, managers tend to pay little attention to uncertainty involved with positive outcomes.6 They tend to focus on critical performance targets, which makes their response to risk contingent upon context.7 Some approaches to theoretical decision making prefer objective treatment of risk through quantitative scientific measures following normative ideas of how humans should make decisions. Business involves an untheoretical construct, however, with high levels of uncertainty (data not available) and consideration of multiple (often conflicting) factors, making qualitative approaches based upon perceived managerial risk more appropriate.Because accurate measures of factors such as probability are often lacking, robust strategies (more likely to enable effective response under a wide range of circumstances) are often attractive to risk managers. Strategies are efficient if they enable a firm to deal with operational risks efficiently regardless of major disruptions.Strategies are resilient if they enable a firm to keep operating despite major disruptions. Supply chain risk can arise from many sources, including the following:8● Political events● Product availability● Distance from source● Industry capacity● Demand fluctuation● Changes in technology● Changes in labor markets● Financial instability● Management turnoverRisk AvoidanceThe oldest form of risk avoidance is probably insurance, purchasing some level of financial security from an underwriter. This focuses on the financial aspects of risk, and is reactive, providing some recovery after a negative experience. Insurance is not the only form of risk management used in supply chains. Delta Airlines insurance premiums for terrorism increased from $2 million in 2001 to $152 million in 2002.9 Insurance focuses on financial risks. Other major risks include loss of customers due to supply change disruption.Supply chain risks can be buffered by a variety of methods. Purchasing is usually assigned the responsibility of controlling costs and assuring continuity of supply. Buffers in the form of inventories exist to provide some risk reduction, at a cost of higher inventory holding cost. Giunipero and Al Eltantawy compared traditionalpractices with newer risk management approaches.10 The traditional practice, relying upon extra inventory, multiple suppliers, expediting, and frequent supplier changes suffered from high transaction costs, long purchase fulfillment cycle times, and expensive rush orders. Risk management approaches, drawing upon practices such as supply chain alliances, e-procurement, just-in-time delivery, increased coordination and other techniques, provides more visibility in supply chain operations.There may be higher prices incurred for goods, and increased security issues, but methods have been developed to provide sound electronic business security. Risk MitigationTang provided four basic risk mitigation approaches for supply chains.11 These focus on the sources of risk: management of uncertainty with respect to supply, to demand, to product management, and information management. Furthermore, there are both strategic and tactical aspects involved. Strategically, network design can enable better control of supply risks. Strategies such as product pricing and rollovers can control demand to a degree. Greater product variety can strategically protect against product risks. And systems providing greater information visibility across supply chain members can enable better coping with risks. Tactical decisions include supplier selection and order allocation (including contractual arrangements); demand control over time, markets, and products; product promotion; and information sharing, vendor managed inventory systems, and collaborative planning, forecasting, and replenishment.Supply ManagementA variety of supplier relationships are possible, varying the degree of linkage between vendor and core organizations. Different types of contracts and information exchange are possible, and different schemes for pricing and coordinating schedules. Supplier Selection ProcessSupplier (vendor) evaluation is a very important operational decision. There are decisions selecting which suppliers to employ, as well as decisions with respect toquantities to order from each supplier. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.12 A probabilistic model for this decision has been published to include the following criteria:131. Quality personnel2. Quality procedure3. Concern for quality4. Company history5. Price relative to quality6. Actual price7. Financial ability8. Technical performance9. Delivery history10. Technical assistance11. Production capability12. Manufacturing equipmentSome of these criteria overlap, and other criteria may exist for specific supply chain decision makers. But clearly there are many important aspects to selecting suppliers.Supplier Order AllocationOperational risks in supply chain order allocation include uncertainties in demands, supply yields, lead times, and costs. Thus not only do specific suppliers need to be selected, the quantities purchased from them needs to be determined on a recurring basis.Supply chains provide many valuable benefits to their members, but also create problems of coordination that manifest themselves in the “bullwhip” effect.14 Information system coordination can reduce some of the negative manifestations of the bullwhip effect, but there still remains the issue of profit sharing. Decisions that are optimal for one supply chain member often have negative impacts of the total profitability of the entire supply chain.15Demand ManagementDemand management approaches include using statistics in models for identification of an optimal portfolio of demand distributions16 and economic models to select strategies using price as a response mechanism to change demand.17 Other strategies include shifting demand over time, across markets, or across products. Demand management of course is one of the aims of advertising and other promotional activities. However,it has long been noted as one of the most difficult things to predict over time.Product ManagementAn effective strategy to manage product risk is variety, which can be used to increase market share to serve distinct segments of a market. The basic idea is to diversify products to meet the specific needs of each market segment. However, while this would be expected to increase revenues and market share, it will lead to increase manufacturing costs and inventory costs. Various ways to deal with the potential inefficiencies in product variety include Dell’s make-to-order strategy. Supply Chain DisruptionTang classified supply chain vulnerabilities as those due to uncertain economic cycles, customer demand, and disasters. Land Rover reduced their workforce by over one thousand when a key supplier went insolvent. Dole was affected by Hurricane Mitch hitting their banana plantations in Central America in 1998. September 11, 2001 suspended air traffic, leading Ford Motor Company to close five plants for several days.18 Many things can disrupt supply chains. Supply chain disruptions have been found to negatively impact stock returns for firms suffering them.19Supply Chain RisksRecent research into supply chain risk covers many topics.New Technology RiskGolda and Phillipi20 considered technical and business risk components of the supply chain. Technical risks relate to science and engineering, and deal with the uncertainties of research output. Business risks relate to markets, human responses to products and/or related services. At Intel, three risk mitigation strategies were considered to deal with the risks associated with new technologies:1. Partnerships, with associated decisions involving who to partner with, and at what stage of product development2. Pursue extendable solutions, evolutionary products that will continue to offer value as new technical breakthroughs are gained3. Evaluate multiple options to enable commercializationPartner Selection RiskPartner (to include vendor) evaluation is a very important operational decision. Important decisions include which vendors to employ and quantities to order from each vendor. With the increase in outsourcing and the opportunities provided by electronic business to tap world-wide markets, these decisions are becoming ever more complex. The presence of multiple criteria in these decisions has long been recognized.21Outsourcing RisksOther risks are related to partner selection, focusing specifically on the additional risks associated with international trade. Risks in outsourcing can include:22● Cost – unforeseen vendor selection, transition, or management●Lead time –delay in production start-up, manufacturing process, or transportation● Quality – minor or major finishing defects, component fitting, or structural Defects Outsourcing has become endemic in the United States, especially information technology to India and production to China.23 Risk factors include:● Ability to retain control● Potential for degradation of critical capability● Risk of dependency● Pooling risk (proprietarial information, clients competing among themselves) ● Risk of hidden costsEcological RisksIn our ever-more complex world, it no longer is sufficient for each organization to make decisions in light of their own vested self-interest. There is growing concern with the impact of human decisions on the state of the earth. This is especially true in mass production environments such as power generation,24 but also is important in all aspects of business. Cruz (2008) presented a dynamic framework for modeling and analysis of supply chain networks in light of corporate social responsibility.25 That study presented a framework multiple objective programming model with the criteria of maximizing profit, minimizing waste, and minimizing risk. Multiple Criteria Selection ModelA number of methodologies are applied in practice, to include simple screening and scoring methods,26 supplier positioning matrices to lay out risks by vendor, withassociated ratings,27 and a combination of sorts combining risk categorization with ratings of opportunity, probability, and severity.28 Traditional multiple criteria methods have also been applied, to include analytic hierarchy process.29 The simple multiattribute rating theory (SMART)30 model bases selection on the rank order of the product of criteria weights and alternative scores over these criteria, and will be used here. Note that we are demonstrating, and are not claiming that the orders and ratings used are universal. We are rather presenting a method that real decision makers could use with their own ratings (and even with other criteria that they might think important in a given application).OptionsThere are various levels of outsourcing that can be adopted. These range from simply outsourcing particular tasks (much like the idea of service oriented architecture), co-managing services with partners, hiring partners to manage services, and full outsourcing (in a contractual relationship). We will use these four outsourcing relationships plus the fifth option of doing everything in-house as our options. CriteriaWe will utilize the criteria given below:● Cost (including hidden)● Lead time● Quality● Ability to retain control● Potential loss of critical capability● Risk of dependency● Risk of loss of proprietarial information● Risk of client contentionThe SMART method begins by rank ordering criteria. Here assume the following rank order of importance: 1. Ability to retain control2. Risk proprietarial information loss3. Quality of product and service4. Potential loss of critical capability5. Risk of dependency6. Cost7. Lead time8. Risk of client contentionThe next step is to develop relative weights of importance for criteria. We will do this by assigning the most important criterion 100 points, and give proportional ratings for each of the others as given in Table 5.1:Weights are obtained by dividing each criterion’s assigned point value by the total of points (here 435). This yields weights shown in Table 5.2:Scoring of Alternatives over CriteriaThe next step of the SMART method is to score alternatives. This is an expression by the decision maker (or associated experts) of how well each alternative performs on each criterion. Scores range from 1.0 (ideal performance) to 0 (absolute worst performance imaginable). This approach makes the scores independent of scale, andindependent of weight. Demonstration is given in Table 5.3:Once weights and scores are obtained, value functions for each alternative are simply the sum products of weights times scores for each alternative. The closer to 1.0 (the maximum value function), the better. Table 5.4 shows value scores for the five alternatives:The outcome here is that in-house operations best satisfy the preference function of the decision maker. Obviously, different weights and scores will yielddifferent outcomes. But the method enables decision makers to apply a sound but simple analysis to aid their decision making.译文：供应链风险管理D.L. Olson 和D. Wu全球竞争，技术变化，以及不断寻找具有竞争优势的动机的供应链风险管理。
GSCFmodel全球供应链论坛模型
Leveraging
Technology杠杆技术
Technology has been at the center of changes taking place that affect the supply chain
computing
power the Internet Enhanced
GSCF(Global Supply Chain Forum) Model
全球供应链论坛是由美国俄亥俄州立大学费舍商学 院道格拉斯•兰伯特博士领导的，全球供应链论坛是 一个由非竞争性公司和学院派研究者组成的团体， 兰伯特在其著作（SUPPLY CHAIN MANAGEMENT—Processes， Partnerships， performance》中提出了全球供应链论坛模型。
分销中心
拉动 拉动
几个星期
一天
四天
2-10
2.供应链定义 The definition of Supply Chain
A
supply chain “encompasses all activities associated with the flow and transformation of goods from the raw material stage 但是，供应链 (extraction), through to the end user, as well 至今没有公认 的定义 as the associated information flows.”
2-6
1980 传统的供应链
零部件制造商
总装需求
最终装配
分销中心
零售商
零售商需求 用户需求
用户
采购与供应链管理答案
采购与供应链管理答案【篇一：2014年招标师继续教育答案(采购与供应链管理)】章节:第一部分章节:第二部分章节:第三部分章节:第五部分章节:第六部分章节:第八部分【篇二：供应链管理概论复习题及答案】txt>一、名词解释1. 前导时间(lead time)前导时间（lead time）一般用天数表示，包括需求前置时间lt1和供给前置时间lt2。
lt1是指需求方为了得到商品或服务，必须提前一段时间发出订单，这个提前期叫做需求前置时间。
同理， lt2是指供应方为了在一受到需求方的订单后能够立即提供商品或服务，也必须提前一段时间做好准备，这段提前准备时间叫做供给前置时间。
2. 延迟策略(postpone strategy)所谓的延迟策略，也被称为推迟产品差别性（delay product differentiation）或者延迟定制(late customization)策略，就是对产品结构、供应链过程进行重新设计从而推迟产品差异化点。
换言之，延迟策略就是在供应链中某一点，即产品差异化点之前尽量使产品保持在通用品的状态，以降低与产品多元化有关的风险。
延迟策略从流程设计角度提出了一种可能性，即在不牺牲产品种类多样化的同时，可以有效利用生产的规模优势。
3. 业务外包(outsourcing)供应链管理注重的是合作竞争,充分发挥链上企业的核心能力,创造竞争的整体优势。
作为节点企业可以根据企业的自身特点,专门于核心业务,将非核心业务外包给其它企业,极大提高核心竞争力。
企业内向配置的核心业务与外向配置的业务紧密联系，形成一个关系网络supply chain.企业运作与管理也由“控制导向”转变为“关系导向”。
4. 能力平衡(capacity balance)能力平衡是一种分析生产任务与生产能力之间差距的手段，再根据能力平衡的结果对计划进行修正。
（1）为修正主生产计划和投入出产计划提供依据，这也是能力平衡的传统作用；（2）能力平衡是进行外包决策和零部件（原材料）急件外购的决策依据；（3）在主生产计划和投入出产计划中所使用的上游企业能力数据，反映了其在合作中所愿意承担的生产负荷，可以为供应链管理的高效运作提供保证。
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Outline – Continued
Advantages and Disadvantages of Outsourcing
Advantages of Outsourcing Disadvantages of Outsourcing
Audits and Metrics to Evaluate Performance
Ethical Issues in Outsourcing
© 2011 Pearson Education, Inc. publishing as Prentice Hall
S11 - 3
Learning Objectives
When you complete this supplement you should be able to:
1. Increasing expertise
2. Reduced cost of reliable transportation 3. Rapid deployment of telecommunications and computers – the Internet
© 2011 Pearson Education, Inc. publishing as Prentice Hall S11 - 8
PowerPoint slides by Jeff Heyl
© 2011 Pearson Education, Inc. publishing as Prentice Hall
S11 - 1
Outline
What is Outsourcing? Strategic Planning and Core Competencies
© 2011 Pearson Education, Inc. publishing as Prentice Hall
S11 - 7
What is Outsourcing?
Outsourcing has become a major strategy as firms move toward specialization
S11
Outsourcing as a Supply Chain Strategy
PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management, 8e
Procuring from external suppliers service or products that are normally part of an organization Offshoring is moving processes to a foreign country but retaining control Extension of the long-standing practice of subcontracting
Examples of Outsourcing
Call centers for Brazil in Angola
Legal and finance service in the Philippines
IBM providing travel and payroll for P&G ADP processing payroll for thousands of firms
© 2011 Pearson Education, Inc. publishing as Prentice Hall
S11 - 5
Outsourcing
Outsourcing can replace entire purchasing, information systems, marketing, finance, and operations department Applicable to firms throughout the world
© 2011 Pearson Education, Inc. publishing as Prentice Hall S11 - 4
Supply-Chain Management
The objective is to build a chain of suppliers that focuses on maximizing value to the ultimate customer
Making the between success and failure
© 2011 Pearson Education, Inc. publishing as Prentice Hall S11 - 6
What is Outsourcing?
The Theory of Comparative Advantage
Risks in Outsourcing Evaluating Outsourcing Risk with Factor Rating
© 2011 Pearson Education, Inc. publishing as Prentice Hall S11 - 2
Blue Cross sending patients to India
© 2011 Pearson Education, Inc. publishing as Prentice Hall S11 - 9