企业物流管理英文新版

（单选 10 多选 10 填空 20 简答 40 论述 20）
1、supply chain -----------P4
The supply chain encompasses all activities associated with the flow and transformation of goods from the raw materials stage (extraction), through to the end user ,as well as the associated information flows.
2、supply chain management。

--------P 4
Supply chain management is defined as the systematic ,strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across business within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole.
3、the reason of product packaging----P52
The reason may be to：
·facilitate storage and handling
·promote better utilization of transport equipment
·provide product protection
·promote the sale of the product
·change the product density
·facilitate the use of the product
·provide reuse value for the customer
4、P8 图 1-4
5、P21 图1-7
Relationship of Logistics to Marketing and Production
6、overview of corporate strategic planning to functional strategic planning. ----------P26表格图2-1
7、Flow of Logistics Planning P29 2-2
8、logistics costs P34 2-5 2-6
A Cost Conflict in Logistics
More Cost Conflicts
9、characteristics of supply-to-stock and supply-to-order---P42 表2-8
10、P51 图 3-2 3-3
Effect of Value-Weight Ratio on Logistics Costs
Effect of Transport Service and Inventory Level on Logistics Costs
二、论述
一）、logistics/SC organizational choices。

----------P423起
When the need for some form of organizational structure has been established, there are basic choices from which a firm may select. These can be categorized as informal, semiformal, and formal types. That is, the logistics organizational form is often sensitive to the particular personalities within the firm, to the traditions regarding organization, and to the importance of logistics activities.
1、The informal organization
（1）The major objective for logistics/SC organization is to achieve coordination among logistics activities for their planning and control.
For firms that have designated separate areas of responsibility for such key activities an transportation, inventory control, and order processing, an incentive system can sometimes be created to coordinate them.
（2）The use of coordinating committees is another informal approach to logistics organization. These committees are made up of members from each of the important logistics areas. Providing a means through which communication can take place, then coordination may result.
(3) A chief executive’s review of logistics decisions and operations is a particularly effective way of encouraging coordination. Top management has the necessary position in the organizational structure to easily observe suboptimal decision making within the organization.
2、The semiformal organization
The semiformal organization form recognizes that logistics planning and operation usually cut across the various functions within a firm’s organizational structure. The logistician, or supply chain coordinator, is then assigned to coordinate projects that involve the supply chain and that cover several functional areas.
3、The formal organization
The formal organization is an that establishes clear lines of authority and responsibility for logistics/SC .This typically involves (1)placing a manager in a superior position relative to logistics activities; and (2)placing the manager’s authority on a level in the functional areas of the firm (finance, operations, and marketing ).
This formal design accomplishes several important ends. First, logistics/SC is elevated to a position in the organization where it is managed with the same authority as the other major functions. Second, a limited number of subareas are created under the chief logistics/SC officer.
二）、selecting the proper channel strategy. ----------P41起
Selecting the proper channel design greatly affects the efficiency and effectiveness of the supply chain. Fundamentally, two strategies are significant
---supply-to-stock and supply-to-order. These are the end points in a mixture of alternatives strategies blended to meet a variety of product and demand characteristics.
A supply-to-stock strategy is one where the supply channel is set up for maximum efficiency. That is, inventories are used to achieve good economies by allowing economical production runs, purchasing in quantity, batch order processing, and transporting in large shipment sizes. Safety stocks are maintained to realize high levels of product availability. Demand is usually met from inventories, but careful control holds inventory levels to a minimum.
In contrast, a supply-to-order strategy is one where the supply channel is set up for maximum responsiveness. The channel characteristics are excess capacity, quick changeovers, short lead times, flexible processing, premium transportation, and single order processing.
Postponement strategies are used to delay the creation of product variety as long and as far down the supply channel as possible. The costs associated with responsiveness are offset by the minimization of finished goods inventories. The predictability of demand and the profit margin of products are the primary determinants of supply channel choice.
On the other hand, products that are highly unpredictable frequently carry a higher profit margin than unpredictable ones.。