Warehouse_Problem

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Warehouse解决方案

Warehouse解决⽅案IBM、Oracle、Sybase、CA、NCR、Informix、Microsoft和SAS等有实⼒的公司相继通过收购或研发的途径推出了⾃⼰的数据仓库解决⽅案。

BO和Brio等专业软件公司也前端在线分析处理⼯具市场上占有⼀席之地。

根据各个公司提供的数据仓库⼯具的功能，可以将其分为3⼤类：解决特定功能的产品（主要包括BO的数据仓库解决⽅案）、提供部分解决⽅案的产品（主要包括Oracle、IBM、Sybase、Informix、NCR、Microsoft及SAS等公司的数据仓库解决⽅案）和提供全⾯解决⽅案的产品（CA是⽬前的主要⼚商）。

1 、BusinessObjects（BO）数据仓库解决⽅案BO是集查询、报表和OLAP技术为⼀⾝的IDSS，它使⽤独特的语义层和动态微⽴⽅技术来表⽰数据库中的多维数据，具有较好的查询和报表功能，提供钻取等多维分析技术，⽀持多种数据库，同时还⽀持基于Web浏览器的查询、报表和分析决策。

虽然BO在不断增加新的功能，但从严格意义上讲，只能算是⼀个前端⼯具。

也许正是因为如此，⼏乎所有的数据仓库解决⽅案都把BO作为可选的数据展现⼯具。

BO⽀持多种平台和多种数据库，同时⽀持Internet/Intranet。

BO主要作为第三⽅产品或其它公司的产品结合进⾏使⽤。

BO是集成查询，报表和分析功能⼯具，它还提供了世界上第⼀个通过Web进⾏查询、报表和分析的决策⽀持⼯具Webintelligence，第⼀个可以在Microsoft Excel 集成企业公共数据源中数据的⼯具Businessquery和⾯向主流商业⽤户的数据挖掘⼯具Businessminer，⽤其可以实现深⼊的分析⽤以发掘深层次的数据之间的关系。

2、 IBM数据仓库解决⽅案IBM公司提供了⼀套基于可视数据仓库的商业智能解决⽅案，具有集成能⼒强，⾼级⾯向对象SQL等特性。

包括：VisualWarehouse（VM）、Essbase/DB2OLAP Server 5.0和IBM DB2 UDB，以及来⾃第三⽅的前端数据展现⼯具（如BO）和数据挖掘⼯具（如SAS）。

仓库优化外文专业翻译--英文翻译

Optimizing Warehouse ManagementJoe SciosciaHe is vice president of sales at VABody:The best practices of warehouse layout, management systems, and training are critical to implementing management solutions.warehouse solutions include both the software and hardware used to ensure accuracy of inventory and organization of product services, such as shipping, receiving, inventory management, product or service layout, staff, bins, and purchasing. Having the right software in place is an integral component to a pharmaceutical organization’s supply chain and is crucial to the success of overall business processes. Appropriate software simplifies inventory processing through automation, thus ensuring tight control and lot tracking at all levels of warehouse management, and meets pharmaceutical industry-specific regulations and institutional requirements.Measures for the management of the warehouse, of course, also contain other, such as the warehouse the goods storage area, in addition to the warehouse management personnel and the personnel related to the business need, anyone without approval shall not enter the warehouse. When entering the warehouse, the personnel must first go through the warehouse registration procedure and be accompanied by the warehouse personnel, not to enter the warehouse alone.Although software and the over- all warehouse management solution (WMS) are crucial tools, common mistakes can make it challenging to maintain a successful warehouse operation even when these tools are being used. Common problems include failure to put in place an efficient warehouse lay- out best suited to the products being handled, lack of knowledge of the inventory on hand, and inadequate preparation and training of personnel.Warehouse layoutIt may sound like a simple concept, but having a logical warehouse layout is par-amount to the success of any warehouse solution. Think of a warehouse like an architectural blueprint—an easy to navigate system where each section is clearly defined. Most warehouses store product materials in bins that are often scattered throughout the warehouse floor, which makes it challenging to find a product’s location and causes delays and errors in product shipment. To avoid this, companies can establish a naming convention for bins so warehouse staff can find things quickly and easily, thus creating a logical sequence to bring people to where they need to be. Name the bins and layout the warehouse in such a way that when someone looks at a bin tag, they will know how to find the bin.How well you and your staff know your products and inventory on hand will also help determine the warehouse layout and ultimate success of ware- house software. Place higher moving products near picking lanes that are close to shipping areas, place bulk areas in a location to facilitate bin replenishment, and determine logical areas for items that require cage, cooler, and vault storage. Be aware of how products are moving so that you can periodically re- arrange their location in the warehouse as needed. A good WMS will show how a system is performing and how products are coming in and going out.Within a pharmaceutical manufacturing facility, be sure to segregate products by keeping controlled substances in a locked area. Apply the same logic and flexibility to expensive, dangerous, or hazardous items that need to be kept in a specific place (i.e., safe zone). It is crucial for staff to keep records of date tracking, as most products have expiration dates,which could potentially result in ship- ping of outdated or near-date product.Warehouse management systemWarehouse management system is an important part of modern logistics management, ensure the timely supply of production needs, accelerate turnover, save the goods use, reduce cost and improve the economic benefits of enterprises plays an important role, so the warehouse management system has become an important part of modern company management system, it mainly includes the following several aspects: first, should according to outbound goods and goods management situation and the way of packaging planning the required location and area, make more efficient use of warehouse storage space. According to the different properties of the goods, the region shall be divided into two categories, s uch as goods of similar goods, inspection and non-conforming products to be stored in order to improve management. According to its name, specifications, quantity and so on, the goods are indicated on the material card or warehouse configuration diagram, and the inventory status is displayed at any time. Warehouse staff should master is the most important and dynamic of each location, product specification, and in accordance with the "first in first out, according to the batch outbound" the principle of setting inventory storage solutions, in principle should configure two or more small location each specification for used alternately, in turn to reach the requirement of first in first out.Personnel trainingAssigning and training personnel One of the most important components of developing a logical warehouse is the staff. The number of warehouse personnel will play a crucial role in operational effectiveness. With a large warehouse staff, consider organizing employees into smaller or specialized groups and assign specific employees to specific areas. Each situation will be unique based on the products a company is moving and the size of the staff.When investing in warehouse management software, it is important to test whether the software will operate with other existing technologies, such as RF scanners, and with automation systems, such as conveyors and carousels. Once a warehouse solution has been selected, tested, and implemented, employees should be trained on every component of the system to best maximize the warehouse solution investment and ensure that warehouse inventory is being moved and tracked in the most efficient manner. Whether it is bar code and radio-frequency (RF) data collection, returns, order management, or other software that is leveraged for warehouse management, personnel need to be trained and become comfort- able using this technology.The key to successfully implementing a warehouse solution and ensuring streamlined operations, automated processes, top efficiency, and reduced costs is to make sure that the most important assets—products and staff—are well prepared and organized in all areas of warehouse operations.Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.。

生产相关英语术语

（一）日常用语：1.Good morning早上好2.How are you? 怎么样？I’m fine, thank you.我很好，谢谢！3.What’s the problem? 出现什么问题？It’s a machine problem.是设备的问题。

4.Why?为什么？Because…因为。

5.Who is the team leader?谁是班长？***is the team leader.***是班长6.Thank you.谢谢You’re welcome.不客气。

(二)术语：1.BOM: 材料清单2.Control Plan:控制计划3.FMEA: 潜在失效模式分析4.FDPR:全日式生产estone: 里程碑6.process:工艺 produce:产品 project: 项目 production:生产7.prototype:样件 8.Team:团队9.warehouse:库房 10.WI: 操作指导书11.WIP:在置品 12.supplier:供应商 customer:客户13.assembly line:装配线 14.parts:零件15.machine:机器 b:实验室17.operator:操作工 18. team leader:班长19. supervisor:主管 20.manager:经理21. problem:问题 22.analysis:分析23.trainee:实习生 24. training:培训25. compressor:压缩机 26.solve:解决27. quality:质量 28. logistics:物流29. maintenance:维修 30.6.CPK:过程能力指数7.FTA: 原因树分析 8.PDCA:计划、做、检查、标准化9.PO: 采购订单 10.SQA:供应商质量保证11.PQA: 产品质量保证 12.SMED:快速换模13.SOP: 全面生产 14.TPM:全员生产维护15.Kaizen: 改善 16.Genba:现场17.TRP:设备有效利用率 18.LLC:经验学习卡19.APT: 自主生产班组 20.APZ: 自主生产区域21.DLI: 直接劳动成本指数 22.TRS:设备利用率23.DPM: 客户交付及时率 24.FIFO:先进先出25.VSA:价值流分析 26.Muda:浪费27.Takt time:客户需求节拍 28.Sequencer:排序器29.MPS:主生产计划 30.Total Line Rejects:一次交检不合格率1.APU: 自主生产单元 2.VPS:法雷奥生产体系3.QRQC:快速反应质量控制4.Line QRQC:生产线QRQC5.APU QRQC: APU QRQC6.Plant QRQC: 工厂QRQC8.Genb a:现场9.三现主义：现场，现实，现物10.PDCA: 计划，做，检查，标准化11.FTA:原因树分析12.5Why:5个为什么13.5W2H: what是什么问题？why为什么是个问题？who谁发现的？where在哪儿发现的？how怎么发现的？how many有多少个好件和坏件？14.5轴心：全面质量，供应商一体化，全员参与，不断的技术创新，生产体系15.LLC：经验学习卡16.5S:整理，整顿，清洁，清扫和修养17．TPM：全员生产维护18．TRP：设备有效利用率19．MPS：主生产计划20．Takt Time：客户需求节拍21．FIFO：先进先出通道22．VSA：价值流分析23．排序器：一张管理看板，用于均衡生产订单(平衡和混合)和通过使用看板卡来传递正确的节拍(Takt time 客户需求节拍))给生产。

外贸函电常用回复

1、Telex released b/l 电放提单2、for your reference 做为你的参考3、sign back 签回4、Pls see attachment 请看附件5、Pls sign back the telex releae letter . 请签回电放信6、Pls find attached SO for your reference (yr ref.) 请查收附件做为你的参考7、Pls make sure your cargo will send to our warehouse before tomorrow afternoon(18:00pm).请尽量将你的货在明天下午6点前送到我们的仓库8、Pls see attchment and cfm the b/l of XXX. 请收附件并且确认提单为XXX是否OK9、I receipted the telex released requirment , but no payment receipt , we can’t telex release this mail it to me hurry!我有收到电放函，但未收到付款收据，请尽快Email过来，否则我们不能电放此票货物。

10、Any further question, pls feel free to contact me, tks! 有任何问题，请及时联络我11、Enclosed booking form for yr ref, pls fill it out by return 附件所涵内容给你参考，请填好后回传给我12、Enclosed our airport warehouse address for yr send the cargo tomorrow morning请于明天早上送货，附件为飞机场仓库地址13、Pls find the attached , 1 filed for two TELEX RELEASE B/L to CHICAGO and check it ‘s OK or NOT 请收附件，我已电放好了去芝加哥的两票货物，请检查是否OK14、Have received 已有收到15、Received with tks. 收到，谢谢16、Received and will arrange 已收到且将会安排17、The s/o can use till next week. 这份S/O下星期也可以使用18、Please confirm the attached bill by 请确认附件并传回19、Please kindly advice yr PO#. 请提供PO号码20、Please find the attached invoice for yr 请查收附件中的付款单做参考21、I have release S/O to you , Pls received it . 我已有释放S/O给你，请查收。

物流专业术语

物流专业术语范围本标准确定了物流活动中的基本概念术语、物流作业术语、物流技术装备与设施术语、物流管理术语及其定义.本标准适用于物流及相关领域的信息处理和信息交换,亦适用于相关的法规、文件;引用标准下列标准所包含的条文,通过在本标准中引用而构成为本标准的条文;本标准出版时,所示版本均为有效;所有标准都会被修订,使用本标准的各方应探讨使用下列标准最新版本的可能性;GB/T 1992--1985 集装箱名词术语neq ISO 830：1981GB/T 4122;1--1996 包装术语基础CB/T 17271--1998 集装箱运输术语中文索引AABC分类管理....................................6.9安全库存.......................................4.16B班轮运输.......................................5.34搬运...........................................4.22包装...........................................4.25保管...........................................4.12保税仓库.......................................5.5报关...........................................5.40报关行.........................................5.41C仓库...........................................5.1仓库布局.......................................6.4.仓库管理.......................................6.3叉车...........................................5.19储存...........................................4.11船务代理.......................................5.36D大陆桥运输.....................................5.33单元装卸.......................................4.24第三元物流.....................................3.25电子订货系统...................................6.10电子数据交换...................................3.31定量订货方式...................................6.7定牌包装.......................................4.27定期订货方式...................................6.8定制物流.......................................3.26堆码...........................................4.21F发货区.........................................5.14废弃物物流.....................................3.19分拣...........................................4.37G公路集装箱中转站...............................5.28 供应链.........................................3.29供应链管理.....................................6.21供应商库存.....................................6.26供应物流.......................................3.15共同配送.......................................4.35国际多式联运...................................5.32国际货物运输保险...............................5.39 国际货运代理...................................5.37国际铁路联运...................................5.31国际物流.......................................3.24H海关监管货物...................................5.7换算箱.........................................5.24回收物流.......................................3.18货场...........................................5.16货垛...........................................4.20货架...........................................5.17J集货...........................................4.39集装化.........................................4.31集装箱.........................................5.23集装箱货运站...................................5.29.集装箱码头.....................................5.30集装箱运输.....................................4.7集装运输.......................................4.6计算局付诸订货系统.............................6.25 监管仓库.......................................5.6拣选...........................................4.38检验...........................................4.43进出口商品检验.................................5.42 经常库存.......................................4.15经济订货批量...................................6.6K控湿储存区.....................................5.11.库存...........................................4.14库存控制.......................................6.5库存周期.......................................4.17.库房...........................................5.8快速反应.......................................6.22L冷藏区.........................................5.9冷冻区.........................................5.10冷链...........................................4.42理货...........................................5.38立体仓库.......................................5.3联合运输.......................................4.2连续库存补充计划...............................6.24 料棚...........................................5.15零库存技术.....................................6.13.流通加工.......................................4.41绿色物流.......................................3.20M门到门.........................................4.8P配送...........................................4.34配送需要计划...................................6.17 配送中心.......................................4.36配送资源计划...................................6.18 拼箱货.........................................4.10Q企业物流.......................................3.21企业资源计划...................................6.20 前置期或提前期.............................4.18全集装箱船.....................................5.26S散装化.........................................5.32社会物流.......................................3.22生产物流.......................................3.16收货区.........................................5.13输送区.........................................5.20甩挂运输.......................................4.5T特种货物集装箱.................................5.25铁路集装箱.....................................5.27. 托盘...........................................5.18托盘包装.......................................4.30 W温度可控区.....................................5.12 无形损耗.......................................3.33 物料需要计划...................................6.15 物流...........................................3.2物流成本.......................................3.7.物流成本管理...................................6.14. 物流单证.......................................3.13 物流管理.......................................3.8物流活动.......................................3.3物流技术.......................................3.6物流联盟.......................................3.14 物流模数.......................................3.5物流企业.......................................3.12 物流网络.......................................3.10 物流信息.......................................3.11 物流战略.......................................6.1物流战略管理...................................6.2. 物流中心.......................................3.9物流资源计划...................................6.19. 物流作业.......................................3.4物品...........................................3.1物品储备.......................................4.13. X箱式车.........................................5.22销售包装.......................................4.26 销售物流.......................................3.17 虚拟仓库.......................................5.4虚拟物流.......................................3.27Y业务外包.......................................6.27 有效客户反应...................................6.23 有形损耗.......................................3.32 运输...........................................4.1运输包装.......................................4.29. Z增值物流服务...................................3.28 整箱货.........................................4.9直达运输.......................................4.3直接换装.......................................4.33制造资源计划...................................6.16中性包装.......................................4.28中转运输.......................................4.4装卸...........................................4.23准时制.........................................6.11准时制物流.....................................6.12自动导引车.....................................5.21自动化仓库.....................................5.2租船运输.......................................5.35组配...........................................4.40英文索引AABC classification......................................6.9 Article.................................................3.1Article reserves........................................4.13 Assembly................................................4.40 Automatic guided vehicle AGV .........................5.21 Automatic warehouse.....................................5.3.BBar code................................................3.30Boned warehouse.........................................5.6Box car.................................................5.22CCargo under custom's supervision........................5.8 Chill space.............................................5.9Cold chain..............................................4.42 Combined transport......................................4.2 Commodity inspection....................................5.42 Computer assisted ordering CAO .......................6.25 Container...............................................5.23 Container freight station CFS ........................5.29 Container terminal......................................5.30 Container transport.....................................4.7 Containerization........................................4.31 Containerized transport.................................4.6 Continuous replenishment program CRP .................6.24 Conveyor................................................5.20Cross docking...........................................4.33 Customized logistics....................................3.26 Customs broker..........................................5.41 Customs declaration.....................................5.40Cycle stock.............................................4.15D Distribution............................................4.34 Distribution center.....................................4.36 Distribution logistics..................................3.17 Distribution processing.................................4.41 Distribution requirements planning DRP ...............6.17 Distribution resource planning DRP II ................6.18 Door-to-door............................................4.8Drop and pull transport.................................4.5EEconomic order quantity EOQ ..........................6.6 Efficient customer response ECR ......................6.23 Electronic data interchange EDI ......................3.31 Electronic order system EOS ..........................6.10 Enterprise resource planning ERP .....................6.20 Environmental logistics.................................3.20 Export supervised warehouse.............................5.7 External logistics......................................3.22FFixed-interval system FIS ............................6.8Fixed-quantity system FQS ............................6.7Fork lift truck.........................................5.19Freeze space............................................5.10Full container load FCL ..............................4.9Full container ship.....................................5.26 G Goods collection........................................4.39Goods shed..............................................5.15Goods shelf.............................................5.17Goods stack.............................................4.20Goods yard..............................................5.16HHanding/carrying........................................4.22 Humidity controlled space...............................5.11IIn bulk.................................................4.32Inland container depot..................................5.28 Inspection..............................................4.43 Intangible loss.........................................3.33Internal logistics......................................3.21 International freight forwarding agent..................5.37 International logistics.................................3.24 International multimodal transport......................5.32 International through railway transport.................5.31 International transportation cargo insurance............5.39Inventory...............................................4.14 Inventory control.......................................6.5 Inventory cycle time....................................4.17JJoint distribution......................................4.35Just in time JIT .....................................6.11Just-in-time logistics..................................6.12 LLand bridge transport...................................5.33Lead-time ..............................................4.18Less than container load LCL .........................4.10 Liner transport.........................................5.34 Loading and unloading ..................................4.23 Logistics...............................................3.2Logistics activity......................................3.3Logistics alliance......................................3.14 Logistics center........................................3.9 Logistics cost..........................................3.7Logistics cost control..................................6.14 Logistics documents.....................................3.13 Logistics enterprise....................................3.12 Logistics information...................................3.11 Logistics management....................................3.8 Logistics modulus.......................................3.5 Logistics network.......................................3.10 Logistics operation.....................................3.4 Logistics resource planning LRP ......................6.19 Logistics strategy......................................6.1 Logistics strategy management...........................6.2 Logistics technology....................................3.6MManufacturing resource planning MRP II ...............6.16 Material requirements planning MRP ...................6.15 Military logistics......................................3.23NNeutral packing.........................................4.28OOrder cycle time........................................4.19Order picking...........................................4.38 Outsourcing.............................................6.27PPackage/packaging.......................................4.25 Packing of nominated brand..............................4.27 Pallet..................................................5.18 Palletizing.............................................4.30QQuick response QR ....................................6.22RRailway container yard..................................5.27 Receiving space.........................................5.13 Returned logistics......................................3.18SSafety stock............................................4.16Sales package...........................................4.26 Shipping agency.........................................5.36 Shipping by chartering..................................5.35 Shipping space..........................................5.14 Sorting.................................................4.37Specific cargo container................................5.25 Stacking................................................4.21 Stereoscopic warehouse..................................5.4 Storage.................................................4.12 Storehouse..............................................5.2 Storing.................................................4.11Supply chain............................................3.29 Supply chain management SCM ..........................6.21 Supply logistics........................................3.15T Tally...................................................5.38Tangible loss...........................................3.32 Temperature controlled space............................5.12 Third-part logistics TPL .............................3.25 Through transport.......................................4.3 Transfer transport......................................4.4 Transport package.......................................4.29 Transportation..........................................4.1 Twenty-feet equivalent unit TEU ......................5.24 UUnit loading and unloading..............................4.24VValue-added logistics service...........................3.28 Vendor managed inventory VMI .........................6.26 Virtual logistics.......................................3.27Virtual warehouse.......................................5.5W Warehouse...............................................5.1 Warehouse layout........................................6.4 Warehouse management....................................6.3ZZero-inventory technology...............................6.133．基本概念术语3．1 物品article经济活动中涉及到实体流动的物质资料3．2 物流logistics物品从供应地向接收地的实体流动过程;根据实际需要,将运输、储存、装卸、搬运、包装、流通加工、配送、信息处理等基本功能实施有机结合;3．3 物流活动logistics activity物流诸功能的实施与管理过程;3．4 物流作业logistics operation实现物流功能时所进行的具体操作活动;3．5 物流模数logistics modulus物流设施与设备的尺寸基准;3．6 物流技术logistics technology物流活动中所采用的自然科学与社会科学方面的理论、方法,以及设施、设备、装置与工艺的总称;3．7 物流成本logistics cost物流活动中所消耗的物化劳动和活劳动的货币表现;3．8 物流管理logistics management为了以最低的物流成本达到用户所满意的服务水平,对物流活动进行的计划、组织、协调与控制;3．9 物流中心logistics center从事物流活动的场所或组织,应基本符合以下要求：a 主要面向社会服务；b物流功能健全；c完善的信息网络；d辐射范围大；e少品种、大批量；f存储\吞吐能力强；g物流业务统一经营、管理;3．10 物流网络logistics network物流过程中相互联系的组织与设施的集合;3．11 物流信息logistics information反映物流各种活动内容的知识、资料、图像、数据、文件的总称;3．12 物流企业logistics enterprise从事物流活动的经济组织;3．13 物流单证logistics documents物流过程中使用的所有单据、票据、凭证的总称;3．14 物流联盟logistics alliance两个或两个以上的经济组织为实现特定的物流目标而采取的长期联合与合作;3．15 供应物流supply logistics为生产企业提供原材料、零部件或其他物品时,物品在提供者与需求者之间的实体流动; 3．16 生产物流production logistics生产过程中,原材料、在制品、半成品、产成品等,在企业内部的实体流动;3．17销售物流distribution logistics生产企业、流通企业出售商品时,物品在供与需方之间的实体流动;3．18 回收物流returned logistics不合格物品的返修、退货以及周转使用的包装容器从需方返回到供方所形成的物品实体流动;3．19 废弃物物流waste material logistics将经济活动中失去原有使用价值的物品,根据实际需要进行收集、分类、加工、包装、搬运、储存等,并分送到专门处理场所时形成的物品实体流动;3．20 绿色物流environmental logistics在物流过程中抑制物流对环境造成危害的同时,实现对物流环境的净化,使物流资料得到最充分利用;3．21 企业物流internal logistics企业内部的物品实体流动;3．22 社会物流external logistics企业外部的物流活动的总称;3．23 军事物流military logistics用于满足军队平时与战时需要的物流活动;3．24 国际物流international logistics不同国家地区之间的物流;3．25 第三方物流third-part logistics TPL由供方与需方以外的物流企业提供物流服务的业务模式;3．26 定制物流customized logistics根据用户的特定要求而为其专门设计的物流服务模式;3．27 虚拟物流virtual logistics以计算机网络技术进行物流运作与管理,实现企业间物流资源共享和优化配置的物流方式; 3．28 增值物流服务value-added logistics service在完成物流基本功能基础上,根据客户需要提供的各种延伸业务活动;3．29 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企业,所形成的网链结构;3．30 条码bar code由一组规则排列的条、空及字符组成的,用以表示一定信息的代码;同义词：条码符号bar code symbolGB/T 4122.1-1996中4.173．31 电子数据交换electronic data interchange EDI通过电子方式,采用标准化的格式,利用计算机网络进行结构数据的传输和交换;3．32 有形消耗tangible loss可见或可测量出来的物理性损失、消耗;3．33 无形消耗intangible loss由于科学技术进步而引起的物品贬值;物流作业术语4．1 运输transportation用设备和工具,将物品从一地点向另一地点运送的物流活动;其中包括集货、分配、搬运、中转、装入、卸下、分散等一系列操作; GB/T 4122.1-1996中4.174．2 联合运输combined transport一次委托,由两家以上运输企业或用两种以上运输方式共同将某一批物品运送到目的的运输方式;4．3 直达运输through transport物品由发运地到接收地,中途不需要换装和在储存场所停滞的一种运输方式;4．4中转运输transfer transport物品由生产地运达最终使用地,中途经过一次以上落地并换装的一种运输方式;4．5 甩挂运输drop and pull transport用牵引车拖带挂车至目的地,将挂车甩下后,换上新的挂车运往另一个目的地的运输方式; 4．6 集装运输containerized transport使用集装器具或利用捆扎方法,把裸装物品、散粒物品、体积较小的成件物品,组合成为一定规格的集装单元进行的运输;4．7 集装箱运输container transport以集装箱为单元进行货物运输的一种货运方式; GB/T17271-1998中3.2.14．8 门到门door-to-door承运人在托运人的工厂或仓库整箱接货,负责运抵收货人的工厂或仓库整箱交货;GB/T 17271-1998中3.2.14．9 整箱货full container load FCL一个集装箱装满一个托运人同时也是一个收货人的工厂或仓库整箱交货;GB/T 17271-1998中3.2.4.24．10 拼箱货less than container load LCL一个集装箱装入多个托运人或多个收货人的货物;GB/T 17271-1998中3.2.4.34．11 储存storing保护、管理、贮藏物品; GB/T 4122.1-1996中4.24．12 保管storage对物品进行保存及对其数量、质量进行管理控制活动;4．13 物品储存article reserves储存起来以备急需的物品;有当年储存、长期储存、战略储备之分;4．14 库存inventory处于储存状态的物品;广义的库存还包括处于制造加工状态和运输状态的物品;4．15 经常库存cycle stock在正常的经营环境下,企业为满足日常需要而建立的库存;4．16 安全库存safety stick为了防止由于不确定性因素如大量突发性订货、交货期突然延期等而准备的缓冲库存; 4．17 库存周期inventory cycle time在一定范围内,库存物品从入库到出库的平均时间;4．18 前置期或提前期lead time从发出订货单到货物的时间间隔;4．19 订货处理周期order cycle time从收到订货单到将所订货物发运出去的时间间隔;4．20 货垛goods stack为了便于保管和装卸、运输,按一定要求分门别类堆放在一起的一批物品;4．21 堆码stacking将物品整齐、规则地摆放成货垛的作业;4．22 搬运handing/carrying在同一场所内,对物品进行水平移动为主的物流作业;4．23 装卸loading and unloading物品在指定地点以人力或机械装入运输设备或卸下; GB/T 4122.1-1996中4.54．24 单元装卸unit loading and unloading用托盘、容器或包装物见小件或散装物品集成一定质量或体积的组合件,以便利用机械进行作业的装卸方式;4．25 包装package/packaging为在流通过程中保护产品、方便储运、促进销售,按一定技术方面而采用的容器、材料及辅助物等的总体名称;也指为了达到上述目的而采用容器、材料和辅助物的过程中施加一定技术方法等的操作活动; GB/T 4122.1-1996中2.14．26 销售包装sales package又称内包装,是直接接触商品进入零售网点和消费者或用户直接见面的包装;4．27 定牌包装packing of nominated brand买方要求卖方在出口商品/包装上使用买方指定的牌名或商标的做法;4．28 中性包装neutral packing在出口商品及其内外包装上都不注明生产国别的包装;4．29 运输包装transport package以满足运输贮存要求为主要目的的包装;它具有保障产品的安全,方便储运装卸,加速交接、点验等作用; GB/T 4122.1-1996中2.54．30 托盘包装palletizing以托盘为承载物,将包装件或产品堆码在托盘上,通过捆扎、裹包或胶粘等方法加以固定,形成一个搬运单元,以便用机械设备搬运; GB/T 4122.1-1996中2.174．31 集装化containerization用集装器具或采用捆扎方法,把物品组成标准规格的单元货件,以加快装卸、搬运、储存、运输等物流活动;4．32 散装化containerization用专门机械、器具进行运输、装卸的散装物品在某个物流范围内,不用任何包装,长期固定采用吸扬、抓斗等机械、器具进行装卸、运输、储存的作业方式;4．33 直接换装cross docking物品在物流环节中,不经过中间仓库或站点,直接从一个运输工具换载到另一个运输工具的物流衔接方式;4．34 配送distribution在经济合理区域范围内,根据用户要求,对物品进行拣选、加工、包装、分割、组配等作业,并按时送达指定地点的物流活动;4．35 共同配送joint distribution由多个企业联合组织实施的配送活动;4．36 配送中心distribution center从事配送业务的物流场所或组织,应基本符合下列要求：a 主要为特定的用户服务；b 配送功能健全；c 完善的信息网络；d 辐射范围小；e 多品种、小批量；f 以配送为主,储存为辅;4．37 分拣sorting将物品按品种、出入库先后顺序进行分门别类推放的作业;4．38 拣选order picking按订单或出库单的要求,从储存场所选出物品,并放置指定地点的作业;4．39 集货goods collection将分散的或小批量的物品集中起来,以便进行运输、配送的作业;4．40 组配assembly配送前,根据物品的流量、流向及运输工具的载质量和容积,组织安排物品装载的作业; 4．41 流通加工distribution processing物品在从生产地到使用地的过程中,根据需要施加包装、分割、计量、分拣、刷标志、拴标签、组装等简单作业的总称;4．42 冷链cold chain为保持新鲜食品及冷冻食品等的品质,使其在从生产到消费的过程中,始终处于低温状态的配有专门设备的物流网络;4．43 检验inspection根据合同或标准,对标的物品的品质、数量、包装等进行检查、验收的总称;物流技术装备与设施术语5．1 仓库warehouse保管、储存物品的建筑物和场所的总称;5．2 库房storehouse有屋顶和围护结构,供储存各种物品的封闭式建筑物;5．3 自动化仓库automatic warehouse由电子计算机进行管理和的控制,不需人工搬运作业,而实现收发作业的仓库;5．4立体仓库stereoscopic warehouse采用高层货架配以货箱或托盘储存货物,用巷道队垛起重机及其他机械进行作业的仓库; 5．5 虚拟仓库virtual warehouse建立在计算机和网络通讯技术基础上,进行物品储存、保管和远程控制的物流设施;可实现不同状态、空间、时间、货主的有效调度和统一管理; 5．6保税仓库boned warehouse经海关批准,在海关监管下,专供存放未办理关税手续而入境或过境货物的场所;5．7 出口监管仓库export supervised warehouse经海关批准,在海关监管下,存放已按规定领取了出口货物许可证或批件,已对外买断结汇并向海关办完全部出口海关手续的货物的专用仓库;5．8 海关监管货物cargo under custom's supervision在海关批准范围内接受海关查验的进出口、过境、转运、通关货物,以及保税货物和其他尚未办结海关手续的进出境货物;5．9 冷藏区chill space仓库的一个区域,其温度保持在0'C~10.C范围内;5．10 冷冻区freeze space仓库的一个区域,其温度保持在0'C以下;5．11 控湿储存区humidity controlled space仓库内配有湿度调制设备,使内部湿度可调的库房区域;5．12 温度可控区temperature controlled space温度可根据需要调整在一定范围内的库房区域;5．13 收货区receiving space到库物品入库前核对检查及进库准备的地区;5．14 发货区shipping space物品集中待运地区;5．15 料棚goods shed供储存某些物品的简易建筑物,一般没有或只有部分围壁;5．16 货场goods yard用于存放某些物品的露天场地;5．17 货架goods shelf用支架、隔板或托架组成的立体储存货物的设施;5．18 托盘pallet用于集装、堆放、搬运和运输的放置作为单元负荷的货物和制品的水平平台装置;GB/T 4122.1-1996中4.275．19 叉车fork lift truck具有各种叉具,能够对货物进行升降和移动以及装卸作业的搬运车辆;5．20 输送机conveyor对物品进行连续运送的机械;5．21 自动导引车automatic guided vehicle AGV能够自动行驶到指定地点的无轨搬运车辆;5．22 箱式车box car除具备普通车的一切机械性能外,还必须具备全封闭的箱式车身和便于装卸作业的车门; 5．23 集装箱container是一种运输设备,应满足下列要求：a 具有足够的强度,可长期反复使用；b 适于一种或多种运输方式运送,途中转运时,箱内货物不需换装；c 具有快速装卸和搬运的装置,特别便于从一种运输方式转移到另一种运输方式；d 便于货物装满和卸空；e 具有1立方米及以上的容积;集装箱这一术语不包括车辆和一般包装; GB/T 1992-1985中1.15．24 换算箱twenty-feet equivalent unit TEU又称标准箱;Twenty-feet equivalent unit TEU以20英尺集装箱作为换算单位;GB/T 17271-1998中3.2.4.85．25 特种货物集装箱specific cargo container用以装运特种物品用的集装箱; GB/T 4122.1-1996中1.15．26 全集装箱船full container ship舱内设有固定式或活动式的格栅结构,舱盖上和甲板上设置固定集装箱的系紧装置, 便于集装箱左翼及定位的船舶;GB/T GB/T17271-1998中3.1.1.15．27 铁路集装箱场railway container yard进行集装箱承运、交付、装卸、堆存、装拆箱、门到门作业,组织集装箱专列等作业的场所;GB/T GB/T17271-1998中3.1.3.65．28 公路集装箱中转站inland container depot具有集装箱中转运输与门到门运输和集装箱货物的拆箱、装箱、仓储和接取、送达、装卸、堆存的场所;GB/T GB/T17271-1998中3.1.3.95．29 集装箱货运站container freight station CFS拼箱货物拆箱、装箱、办理交接的场所;5．30 集装箱码头container terminal专供停靠集装箱船、装卸集装箱用的码头;GB/T GB/T 17271-1998中3.1.2.25．31 国际铁路联运international through railway transport使用一份统一的国际铁路联运票据,由跨国铁路承运人办理两国或两国以上铁路的全程运输,并承担运输责任的一种连贯运输方式;5．32 国际多式联运international multimodal transport按照多式联运合同,以至少两种不同的运输方式,由多式联运经营人将货物从一国境内的接管地点运至另一国境内指定交付地点的货物运输;5．33 大陆桥运输land bridge transport用横贯大陆的铁路或公路作为中间桥梁,将大陆两端的海洋运输连接起来的连贯运输方式; 5．34 班轮运输liner transport在固定的航线上,以既定的港口顺序,按照事先公布的船期表航行的水上运输方式;5．35 租船运输shipping by chartering根据协议,租船人向船舶所有人租凭船舶用于货物运输,并按商定运价,向船舶所有人支付运费或租金的运输方式;5．36 船务代理shipping agency根据承运人的委托,代办与船舶进出有关的业务活动;5．37 国际货运代理international freight forwarding agent接受进出口货物收货人、发货人的委托,以委托人或自己的名义,为委托人办理国际货物运输及相关业务,并收取劳务报酬的经济组织;5．38 理货tally货物装卸中,对照货物运输票据进行的理点数、计量、检查残缺、指导装舱积载、核对标记、检查包装、分票、分标志和现场签证等工作;5．39 国际货物运输保险international transportation cargo insurance在国际贸易中,以国际运输中的货物为保险标的的保险,以对自然灾害和意外事故所造成的财产损失获得补偿;5．40 报关customs declaration由进出口货物的收发货人或其代理人向海关办理进出境手续的全过程;5．41 报关行customs broker专门代办进出境保管业务的企业;5．42 进出口商品检验commodity inspection确定进出口商品的品质、规格、重量、数量、包装、安全性能、卫生方面的指标及装运技术和装运条件等项目实施检验和鉴定,以确定其是否与贸易合同、有关标准规定一致,是否符合进出口国有关法律和行政法规的规定;简称"商检";物流管理术语6．1 物流战略logistics strategy为寻求物流的可持续发展,就物流发展目标以及达成目标的途径与手段而制定的长远性、全局性的规划与谋略;6．2 物流战略管理logistics strategy management物流组织根据已制定的物流战略,付诸实施和控制的过程;6．3 仓库管理warehouse management对库存物品和仓库设施及其布局等进行规划、控制的活动;6．4仓库布局warehouse layout在一定区域或库区内,对仓库的数量、规模、地理位置和仓库设施、道路等各要素进行科学规划和总体设计;6．5 库存控制inventory control在保障供应的前提下,使库存物品的数量最少进行的有效管理的技术经济措施;6．6 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;6．7定量订货方式fixed-quantity system FQS当库存量下降到预定的最低的库存数量订货点时,按规定数量一般以经济订货批量为标准进行订货补充的一种库存管理方式;6．8 定期订货方式fixed-quantity system FIS按预先确定的订货间隔期间进行订货补充的一种库存管理方式;6．9 ABC分类管理ABC classification将库存物品按品种和占用资金的多少分为特别重要的库存A类、一般重要的库存B类和不重要的库存C类三个等级,然后针对不同等级分别进行管理与控制;6．10 电子订货系统Electronic order system EOS不同组织间利用通讯网络和终端设备以在线联结方式进行订货作业与订货信息交换的体系; 6．11 准时制just in time JIT在精确测定生产各工艺环节作业效率的前提下按订单准确的计划,消除一切无效作业与浪费为目标的一种管理模式;6．12 准时制物流just-in-time logistics一种建立在JIT管理理念基础上的现代物流方式;6．13 零库存技术zero-inventory logistics在生产与流通领域按照JIT组织物资供应,使整个过程库存最小化的技术的总称;6．14 物流成本管理logistics cost control对物流相关费用进行的计划、协调与控制;6．15 物料需要计划material requirements planning MRP一种工业制造企业内的物资计划管理模式;根据产品结构各层次物品的从属和数量关系,以每个物品为计划对象,以完工日期为时间基准倒排计划,按提前期长短区别各个物品下达计划时间的先后顺序;6．16 制造资源计划manufacturing resource planning MRP II从整体最优的角度出发,运用科学的方法,对企业的各种制造资源和企业生产经营各环节实行合理有效地计划、组织、控制和协调,达到既能连续均衡生产,又能最大限度地降低各种物品的库存量,进而提高企业经济效益的管理方法;6．17 配送需要计划distribution requirements planning DRP一种既保证有效地满足市场需要,又使得物流资源配置费用最省的计划方法,是MRP原理与方法在物品配送中的运用;6．18 配送资源计划distribution resource planning DRP II一种企业内物品配送计划系统管理模式;是在DRP的基础上提高各环节的物流能力,达到系统优化运行的目的;6．19 物流资源计划logistics resource planning LRP以物流为基础手段,打破生产与流通界限,集成制造资源计划、分销需要计划以及功能计划而形成的物资资源优化配置方法;6．20 企业资源计划enterprise resource planning ERP在MRP II 的基础上,通过反馈的物流和反馈的信息流、资金流,把客户需要和企业内部的生产经营活动以及供应商的资源整合在一起,体现完全按用户需要进行经营管理的一种全新的管理方法;6．21 供应链管理supply chain management SCM利用计算机网络技术全面规划供应链中的商流、物流、信息流、资金流等,并进行计划、组织、协调与控制;6．22 快速反映Quick response QR物流企业面对多品种、小批量的买方市场,不是储备了"产品",而是准备了各种"要素",在用户提出要求时,能以最快速度抽取"要素",及时"组装",提供所需服务或产品;6．23 有效客户反映efficient customer responseECR以满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战略;6．24 连续库存补充计划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;6．25 计算机付诸订货系统computer assisted ordering CAO基于库存和客户需要信息,利用计算机进行自动订货管理的系统;6．26 供应商管理库存vendor managed inventory VMI供应商等上游企业基于其下游客户的生产经营、库存信息,对下游客户的库存进行管理与控制;6．27 业务外包outsourcing企业为了获得不单纯利用不、内部资源更多的竞争优势,将其非核心业务交由合作企业完成; 资料来源：http://vip.6to23/our56/study/html/tjzl/wlbz/wlglsy.htm。

2021年12月英语四级真题及参考答案完整版

2021年12月英语四级真题及参考答案完整版四六级试卷采用多题多卷形式，大家核对答案时，请找具体选项内容，忽略套数。

注意：请直接对题目和选项内容，不要纠结套数、ABCD顺序的问题。

听力：3. B)She has had babies before.4. C)It was smooth.5. D)It was built above the sea-water.6. B)Replace the restaurant's wooden deck.7. C)She posted its picture on Facebooks.8. D)Duck hunting remains legal in many parts of the world.9. A) Droughts.10. B) Their neat is not that popular.11. D)They poisoned wild ducks inlarge numbers.12. A) Have her house repainted.13. B) How much the work will cost.14. C) Stay somewhere else.15. B)Painting a house involves more trouble than she thought.16. A) To cultivate good habits.17. B)Create an ideal study environment for them.18. C)Start with something they enjoy.19. A) Workers who meet its body weight standards.20. D) Unfair.21. C)Encourage healthy behaviors.22. A)It has not done enough to help left-handed children.23. D)They tend to have more difficulties in learning.24. D)Keep track of left-handed children's school performance.25. B)Why their numbers are so high.第二套1.B)She was coughing all the time.2.c)Through a surgical operation.3.D)It ran away into a nearby forest.4.A)They rebuilt the fencing around their farm.5.D)The loss of gold from an airplane.6.A)lt made an emergency landing.7.C)They will be questioned by the police.8.B)For future training purposes.9.C)To get her money back for the returned chair.10.D)She was issued a new card.11.C)Update her bank card details on the company's website.12.A)He is feeling exhausted.13.B)Order a delivery.14.D)lt is too spicy.15.C)She is too picky about food16.A)Owner's personalities affect their cats'behavior and wellbeing.17.B)Provide their pets with the best care.18.D)Further investigation.19.B)Running is the best exercise for extending one's life.20.A) Improving their brain function.21.D)They were less affected by sad movies.22.A)He is a tour guide.23.C)He observed his client's life and habits.24.D)A house of a unique design.25.B)They are copies built to the architect's designs.写作第一套【D i r e c t i o n s】Suppose your school is organizing an orientation program（新生训练；新生练习）to help the freshmen adapt to the new environment and academic studies. You are nowto write a proposal, which may include its aim, duration, participants and activities.【参考范文】Dear Student Union,Learning that our school will hold an orientation program to help freshmen become accustomed to the new environment and academicstudies, I am writing to introduce my proposal concerningthis program.Firstly I suppose all of freshmen are welcome to join in this activity on September 9th. From 10:00 a.m. to 12:00 a.m., a senior student would teach freshmen how to be independent, such as making decisions on how to allocate time and how to spend money, and doing somecleaning on their own. Besides, freshmen could be taught howto develop a good habit of self-teaching and how to arrange their schedule. In the afternoon, freshmen might take active partin a collective activity, where they could makemore communication with their classmates so asto help them smoothly adapt to the new environment.I hope you will find my proposal useful, and I would be ready to discuss further details with you .Yours,Zhang Wei 第二套【D i r e c t i o n s】Suppose your university student union is planning to hold a speech contest. You are now to write a proposal for organizing the contest. The proposal may include the topic, aim, procedure and selection of contestants. You will have 30 minutes to write the proposal.【参考范文】Dear Student Union,I am so glad to hear that a speech contest with the purpose of enriching college students’ life would be held in our school next month. As a member of Student Union, I would like to give some advice to make the activity go more smoothly.Firstly, if we could choose a suitable speech subject, such as the employment prospect, the management of free time or some related with students’ life, it would contribute to the attraction of more students. Secondly, the contest could last for about 2-3 hours and we could invite Professor Zhang as the judge to give comments to each contestant. Lastly, as the selection of contestants, I suppose every student in our school could submit application but we should have an interview of first around and define the final 10 competitors.I hope the suggestions above would be useful and practical for you. For any question on the proposal, please feel free to write to me.Yours,Li Hua第三套【Directions】Suppose you have just participated in a school project of collecting used books on campus. You are now to write a report about the project, which may include its aim, organizers, participants and activities. You will have 30 minutes to write the report. You should write at least 120 words but no more than 180 words.【参考范文】Last week, a project of collecting used books was held in our school and it was a huge success .The project was launched by the Student Union last Monday and it lasted for a whole week, aiming to gain students’ attention to second- hand books and inspire them to make the best of used things. It was started from registering basic personal information online, including name, department and the numberof books one would like to give away. Then students could brought their books to the Students Activity Center every day at any time during 8:00 am to 17:00 pm, after which they could get a gift such as pens and notebooks.There were more than 500 students participating in the activity and more than 1000 books were collected. The books were displayed at the Students Activity Center for all students in need.阅读【快速阅读1】There's a stress gap between men and women36.H] Like Ms,Li, many women try to manage the added stress to reach what Dr Joyce said was an unattainable ideal. "Some professional women aim to do it all They want to reach the top of the corporate ladder and fly like super-mom,"she said.…….37.[E] ference,however, is in the nature and scope of these responsibilities in the home ent in particular,"Dr Joyce said. For example, the United Nations reported that nearly three times as much unpaid domestic work as men.……38.[C]It's a common story-one we frequently ridicule and readily dismiss, for example, by claiming that women tend to complain more than men, despite the growing sum of re-search that underlines the problem.·…39.[K] Disconnecting from work and home responsibilities is also obviously important. But it's much casier said than done. It is important to understand what causes your stress in the first place.40.[F] it's not just inside he home, though. Research from Nova Southeastern University found that female managers were more likely than male managers to. display <surface. acting> or forcing emotions that are not wholly felt.41.[I] The stress problem extends beyond mental health when you consider the link between stress a anxiety and heart health.Worse,most of what we know about heart dis-ease comes from studies involving men.……42.[B] Ms. Li said her stress led to sleeplessness. When she did sleep, she experienced"problem-solving dreams,"which left her feeling unrested when she woke up. After I became a first-time mother,I quickly realized i was so busy caring for other people and work that I felt like I'd lost myself,…43.[G] Surface acting is a prime example of "e emotional labor"a concept that the writer Jess Zimmerman made familiar in a 2015 essay. The essay sparkeda massive thread, on the Internet community blog Meta Filter.……44.[J]The good news is, women are more likely than men to take charge of their stress and manage it, the American Psy-chological Association reports. The concept of self-care,at its core, is quite simple."…45.[D]e difference is not really news to me,as a clinical psy-chologist said Erin Joyce,….【快读阅读2】Why it matters that teens are reading less?36.[E] That may be true, but that still does not tell us much about what happens across a whole generation of people when time spent on digital media grows. Large surveys conducted over the course of many years tell us that American youth are not going to the cinema nearly as often as they did in the past.…37.[B]Analysis of surveys of over one million teens in the United States collected since 1976 reveals a major shift in how teens are spending their leisure time.Paper books are being ignored, in favor of screens.…38.[G] Indeed, the number of senior high school students who said they had not read any books for pleasure in the last year was one out of three by 2016.That is triple the number from two decades ago.……39.[D] If teens are spending so much time using electronic devices, does that mean they have to give activities?Maybe not.Over the years,many scholars have insisted that time online does not necessarily take away time spent engaging with traditional media or on other activities.……40.[A] Most of us spend much more time with digital media than we did a decade ago.But today's teens have grown up with smartphones. Compared with teens a couple of de-cades ago, the way they interact with traditional media like books and movies is fundamentally different.…41.[H] This might present problems for young people later on. When high school students go on to college, their past and current reading habits will influence their academic per-formance.·.42.[C] Teens did not always spend that much time with digi-tal media. Online time has doubled since 2006, and social media use has moved from a periodicactivity to a daily one in the same period. By 2016, nearly nine out of ten young women in the 12th grade said they visited social media sites 43.[F]But the treads related to movies are less disturbing compared with the change in how teens spend their time. Research has revealed an enormous decline in reading.In 1980, about 60 percent of senior high school students said they read a book, newspaper or magazine every day that was not assigned for school. By 2016, only 16 percent did.·····44.[B] Analysis of surveys of over one million teens in the United States collected since 1976 reveals a major shift in how teens are spending their leisure time. Paper books are being ignored, in favor of screens.…45.[E] That may be true,but that still does not tell us much about what happens across a whole generation of people when time spent on digital media grows. Large surveys conducted over the course of many years tell us that American youth are not going to the cinema nearly as often as they did in the past.… 【快读阅读3】Why it matters that teens are reading less?36 [E] That may be true, but that still does not tell us much about what happens across a whole generation of people when time spent on digital media grows. Large surveys conducted over the course of many years tell us that American youth are not going to the cinema nearly as often as they did in the past.…37 [B]Analysis of surveys of over one million teens in the United States collected since 1976 reveals a major shift in how teens are spending their leisure time.Paper books are being ignored, in favor of screens.…38 [G] Indeed, the number of senior high school students who said they had not read any books for pleasure in the last year was one out of three by 2016.That is triple the number from two decades ago.……39 [D] If teens are spending so much time using electronic devices, does that mean they have to give activities?Maybe not.Over the years,many scholars have insisted that time online does not necessarily take away time spent engaging with traditional media or on other activities.……40 [A] Most of us spend much more time with digital media than we did a decade ago.But today's teens have grown up with smartphones. Compared with teens a couple of de-cades ago, the way they interact with traditional media like books and movies is fundamentally different.…41 [H] This might present problems for young people later on. When high school students go on to college, their past and current reading habits will influence their academic per-formance.·42 [C] Teens did not always spend that much time with digi-tal media. Online time has doubled since 2006, and social media use has moved from a periodicactivity to a daily one in the same period. By 2016, nearly nine out of ten young women in the 12th grade said they visited social media sites 43 [F]But the treads related to movies are less disturbing compared with the change in how teens spend their time. Research has revealed an enormous decline in reading.In 1980, about 60 percent of senior high school students said they read a book, newspaper or magazine every day that was not assigned for school. By 2016, only 16 percent did.44 [B] Analysis of surveys of over one million teens in the United States collected since 1976 reveals a major shift in how teens are spending their leisure time. Paper books are being ignored, in favor of screens.…45 [E] That may be true,but that still does not tell us much about what happens across a whole generation of people when time spent on digital media grows. Large surveys conducted over the course of many years tell us that American youth are not going to the cinema nearly as often as they did in the past.…【仔细阅读1】With obesity now affecting 29% of the population in England, and expected to rise to 35% by 2030, should we now recognise it as disease?46. C)It should be regarded as a genetic disease47. D)It results from a lack of self-control48. A)Obese people would not feel responsible to take any action49. B)It is too inclusive and thus lacks clarity50.D)It may do little good to patients.Nationwide, only about three percent of early childhood teach- ers are male in the U.s51.C)It is negatively impacted by a lack of male teachers52. A)The importance of broadening children's horizons53. D)Many of them feel prejudiced against socially and culturally54. A)Higher pay.55. B)Taking measures to attract prospective male teachers to work in the field【仔细阅读2】As many office workers adapt to remote work, cities may undergo fundamental change if offices remain under-utilized.46. C)It benefits employers at the expense of employees.47.D)It negatively impacts productivity.48.A)To provide convincing data for serious discussion.49.c)Employers' gain from remote working should go to employees as compensation.50.A) It should be avoided if possible.The human thirst for knowledge is the driving force behindour successful development as a species.51. B)It is the force that pushes human society forward.52.A)It motivates people to seek information.53.D)They work in conjunction with the environment.54.B)They prefer to go after all that is novel.55.A) The cost of humans' curiosity to explore.【仔细阅读3】Have you ever wondered how acceptable it is to hug or touch someone?46.C)Its absence might suggest a lack of warmth in interpersonal relationships.47.D) How close the communicators' relationships are.48.B)They take touching as a cultural norm in social interactions.49.A)Men can show friendship in public through physical affection.50.D)Take other people's preference into consideration.From climate change to the ongoing pandemic（大流行病）and beyond, the issues facing today's world are increasingly com-plex and dynamic.Pm51.A)lt faces problems that are getting more varied and compli-Cated.52.C) People are divided about the nature of interest.53.D)How a growth mindset of interest can contribute to cro ss-disciplinary thinking.54.C)Making innovative products needs multidisciplinary prod-ucts.55.B)Broadening their interests.【选词填空1】The sheets are damp with sweat.You're cold,but your heart is..26.G)fear27.C)avoid28.H)limited29.D)aware30.B)answer31.O)typically32.J)result33.L)rigorous34.K)review35.M)tend【选词填空2】It is commonly believed that the great English dramatist and poet.26.E)exact27.C)conclusively28. L)scarcity29.H)position30.J）probably31.B)classical32. M)senior33.D)emergence34.A)captured35.I)precision【选词填空3】Many people believe that commitment are the foundations of ... 26.O)unique27.I)possess28. D)endure29. C)confused30.J)presence31.B)assess32.F)genius33.A)acknowledge34.M)surprising35.G)highly翻译【第一套】大运河（Grand Canal）是世界上最长的人工河，北起北京，南至杭州。

IBM DB2 Warehouse解决方案说明书

Data warehousingTo support your business objectivesRely on business insight—not just intuition. Guide business strategy more effectively with IBM DB2 Warehouse solutions for small data warehouse implementationsChances are your systems contain all of the hard evidence that business lead-ers need to understand trends and make informed decisions. The problem is you don’t have a way to easily and cost-efficiently compile and analyze the data —so your organization’s decision makers must rely heavily on experience and intuition. But what intuition suggests and what data shows are often surpris-ingly different.Take the example of a small bank in the northwestern United States. Bank management assumed that wealthy clients who made large deposits were the bank’s most profitable clients. However, after implementing a solution that enabled bank leaders to analyze customer profitability, they realized that the opposite was true. Wealthy clients were savvy negotiators who typically negotiated all of the profits out of the instruments they purchased from the bank. In fact, smaller, more modest investors were more profitable —the bank just needed a strategy to attract more of them.Fact or best guess?The decision-making disconnectIn recent years, small and large organizations alike have seen rapid increases in the amounts of company and cus-tomer data available to them.For many companies, however, an inability to easily access and use this information strategically limits theira bility to optimize operational efficien-cies and differentiate themselves from the competition. And given commoditi-zation and intense competitive pressures, businesses need every advantage they can get to deliver higher service levels, increase efficiency and address regula-tory requirements.Transform information into a strategic asset with a data warehouseIn any industry—whether you work in a small business or in a large company— if you can’t compile and analyzeh istorical data, you can’t separate facts from best guesses to maximize your competitive advantage. And the reason that many organizations can’t get to this information is a lack of integration among company data sources ranging from desktops to legacy systems, servers and intranets. While it may be easy to access current sales or financial data in a single system, pulling together differ-ent types of historical data from multiple systems to see whether you can find any business opportunities is another story. Fortunately, there is an easy and cost-effective way to compile and analyze your data for strategic advantage: a data warehouse. In fact, a data ware-house —which is a central repository of information from the systems across your business—can help you improve decision making and give flight to new ideas across key strategic areas of your business, including:Sales analysis. Understand the regions and time periods in which products are selling, and identify the factors that contribute to wins and losses.•Customer relationship manage-ment. Better understand who your customers are, what they want and what they’re buying so you can give them what they want.Resource planning. Identify cost- cutting opportunities and budget trends to support better investment decisions.Make more informed decisions:IBM DB2 Warehouse softwareAn IBM DB2®Warehouse solution canprovide a data warehouse that delivers an up-to-the-moment, single view of company-wide data without overstretch-ing your IT team or bank account. By integrating data sources ranging from spreadsheets to heterogeneous, siloed, legacy systems, DB2 Warehouse can help decision makers capitalize on an organization-wide view of the information. And with the help of online analytical processing (OLAP) and data mining capabilities from IBM Business Partners, the software can help you navigate and find hidden relationships in your data to spark innovative ideas and see new business opportunities.••DB2 Warehouse software includes a powerful graphical tool, called the SQW warehousing tool, for designing, deploying and loading the warehouse to support data mining and analytics activities. And an easy-to-use interface makes it possible for a wide range of employees to access the capabilities. Moreover —unlike some small-scale data warehouse solutions from third-party vendors that support only limited, difficult-to-scale solutions —flexibility is a key attribute of DB2 Warehouse soft-ware. DB2 Warehouse can support both operational and transactional workloads and prioritize different requests, orga-nizations and users. The architecture also enables you to add more complex workloads, and it easily scales as your business requirements demand.A vast network of IBM Business Partners underpins DB2 Warehouse solutions. Business Partners provide an added layer of local support as well as solu-tions that are proven to integrate easily with IBM technology.Clear insight, costs and a growth pathLet’s face it, if you can’t deploy a data warehouse relatively quickly and maintain it with existing staff, then you probably don’t want one. What’s more, if it doesn’t start adding value soon after it’s in place, then it’s hard to justify the investment. Whether it’s by providing new insight through summarized data or through the output of a Business Partner applica-tion analyzing the key metrics for your business, DB2 Warehouse software can begin delivering insight as soon as your data is loaded.To help simplify the deployment of a data warehouse, IBM offers the IBM Balanced Warehouse solution. Specifi-cally designed to jump-start smaller warehousing implementations, the IBM Warehouse C class provides out-of-the-box solutions that include preintegrated, preconfigured DB2 Warehouse software and IBM systems and storage technol-ogy that are pretested to support optimal performance. Based on nonpropri-etary, readily available hardware, IBM B alanced Warehouse solutions can be easily reused and redeployed depending on changing business needs. They’re competitively priced and simple to use, and they scale easily as your business grows, helping to reduce hidden costs related to training, maintenance and growth. If you want to implement a datawarehouse solution on your own hard-ware, you can also choose from threedifferent competitively priced versions ofthe DB2 Warehouse software—basedon the features that make sense foryour business.IBM’s data warehouse offerings areflexible and agile so you can implementa solution that supports your currentbusiness needs and scale it all the wayup to hundreds of terabytes of data.Take comfort in knowing that you cantransform your data into reliable, con-sistent business insight and easily growyour data warehouse if your require-ments change.For more informationTo learn more about the IBM DB2Warehouse or IBM BalancedW arehouse solutions that bestmeet your business needs, visit:/software/bi© Copyright IBM Corporation 2007IBM CorporationSoftware GroupRoute 100Somers, NY 10589U.S.A.Produced in the United States of America03-07All Rights ReservedDB2, IBM and the IBM logo are trademarks ofI nternational Business Machines Corporation in theUnited States, other countries or both.Other company, product and service names may betrademarks or service marks of others.References in this publication to IBM products orservices do not imply that IBM intends to make themavailable in all countries in which IBM operates.The information contained in this documentationis provided for informational purposes only. Whileefforts were made to verify the completeness andaccuracy of the information contained in this docu-mentation, it is provided “as is” without warranty ofany kind, express or implied. In addition, this infor-mation is based on IBM’s current product plans andstrategy, which are subject to change by IBM withoutnotice. IBM shall not be responsible for any dam-ages arising out of the use of, or otherwise relatedto, this documentation or any other documentation.Nothing contained in this documentation is intendedto, nor shall have the effect of, creating any warran-ties or representations from IBM (or its suppliers orlicensors), or altering the terms and conditions of theapplicable license agreement governing the use ofIBM softwareThe IBM home page on the Internet can be foundat .IMB10902-USEN-00。

供应链下的多级存货管理

本科毕业论文设计外文翻译原文Multi-echelon inventory management in supply chains Historically the echelons of the supply chain warehouse distributors retailers etc. have been managed independently buffered by large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive and decrease inventory these firms must use multi-echelon inventory management interactively while reducing operating costs and improving customer service. Supply chain management SCM is an integrative approach for planning and control of materials and information flows with suppliers and customers as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power .SCM is a set of approaches to integrate suppliers manufacturers warehouses and stores efficiently so that merchandise is produced and distributed at right quantities to the right locations and at the right time in order to minimize system-wide costs while satisfyingservice-level requirements .So the supply chain consists of various members or stages. A supply chain is a dynamic stochastic and complex system that might involve hundreds ofparticipants. Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms. Inventory management is to a greater extent relevant when a whole supply chain SC namely a network of procurement transformation and delivering firms is considered. Inventory management is indeed a major issue in SCM i.e. an approach that addresses SC issues under an integrated perspective. Inventories exist throughout the SC in various forms for various reasons. The lack of a coordinated inventory management throughout the SC often causes the bullwhip effect namely an amplification of demand variability moving towards the upstream stages. This causes excessive inventory investments lost revenues misguided capacity plans ineffective transportation missed production schedules and poor customer service. Many scholars have studied these problems as well as emphasized the need of integration among SC stages to make the chain effectively and efficiently satisfy customer requests e.g. reference. Beside the integration issue uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply e.g. lead times and demand information delays associated with the manufacturing anddistribution processes characterize SCs. Inventory management in multi-echelon SCs is an important issue because there are many elements that have to coordinate with each other. They must also arrange their inventories to coordinate. There are many factors that complicate successful inventory management e.g. uncertain demands lead times production times product prices costs etc. especially the uncertainty in demand and lead times where the inventory cannot be managed between echelons optimally. Most manufacturing enterprises are organized into networks of manufacturing and distribution sites that procure raw material process them into finished goods and distribute the finish goods to customers. The terms �6�7multi-echelon�6�8 or �6�7multilevel�6�7production/distribution networks are also synonymous with such networks or SC when an item moves through more than one step before reaching the final customer. Inventories exist throughout the SC in various forms for various reasons. At any manufacturing point they may exist as raw materials work in progress or finished goods. They exist at the distribution warehouses and they exist in-transit or�6�7in the pipeline�6�8 on each path linking these facilities. Manufacturers procure raw material from suppliers and process them into finished goods sell the finished goods to distributorsand then to retail and/or customers. When an item moves through more than one stage before reaching the final customer it forms a �6�7multi-echelon�6�8 inventory system. The echelon stock of a stock point equals all stock at this stock point plus in-transit to or on-hand at any of its downstream stock points minus the backorders at its downstream stock points. The analysis of multi-echelon inventory systems that pervades the business world has a long history. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems many researchers have studied their operating characteristics under a variety of conditions and assumptions. Since the development of the economic order quantity EOQ formula by Harris 1913 researchers and practitioners have been actively concerned with the analysis and modeling of inventory systems under different operating parameters and modeling assumptions .Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology. Clark and Scarf were the first to study the two-echelon inventory model. They proved the optimality ofa base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and Veinott extended the Clark and Scarf model to include general arbores cent structures. The depot-warehouse problem described above was addressed by Eppen and Schrage who analyzed a model with a stockless central depot. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms. Owing to the complexity and intractability of the multi-echelon problem Hadley and Whitin recommend the adoption of single-location single-echelon models for the inventory systems. Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stock outs at the retailers are completely backlogged. Also Sherbrooke constructed the METRIC multi-echelon technique for coverable item control model which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a bud get constraint. This model is the first multi-echelon inventory model for managing the inventory of service parts. Thereafter a large set of models which generally seek to identifyoptimal lot sizes and safety stocks in a multi-echelon framework were produced by many researchers. In addition to analytical models simulation models have also been developed to capture the complex interaction of the multi-echelon inventory problems. So far literature has devoted major attention to the forecasting of lumpy demand and to the development of stock policies for multi-echelon SCs Inventory control policy for multi-echelon system with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized planning available in periodic review policies can be obtained in continuous review policies by defining the reorder levels of different stages in terms of echelon stock rather than installation stock. Rau et al. Diks and de Kok Dong and Lee Mitra and Chatterjee Hariga Chen Axsater and Zhang Nozick and Turnquist and So and Zheng use a mathematic modeling technique in their studies to managemulti-echelon inventory in SCs. Diks and de Kok�6�8s study considers a divergent multi-echelon inventory system such as a distribution system or a production system and assumes that the order arrives after a fixed lead time. Hariga presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series.Chen Axsater and Zhang and Nozick and Turnquist consider a two-stage inventory system in their papers. Axsater and Zhang and Nozickand Turnquist assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee examine De Bodt and Graves�6�8 model 1985 which they developed in their paper�6�8 Continuous-review policies for a multi-echelon inventory problem with stochastic demand�6�8 for fast-moving items from the implementation point of view. The proposed modification of the model can be extended to multi-stage serial and two -echelon assembly systems. In Rau et al.�6�8s model shortage is not allowed lead time is assumed to be negligible and demand rate and production rate is deterministic and constant. So and Zheng used an analytical model to analyze two important factors that can contribute to the high degree of order-quantity variability experienced by semiconductor manufacturers: supplier�6�8s lead time and forecast demand updating. They assume that the external demands faced by there tailor are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts. Furthermore they assume that the supplier�6�8s delivery lead times are variable and are affected by the retailer�6�8s orderquantities. Dong and Lee�6�8s paper revisits the serialmulti-echelon inventory system of Clark and Scarf and develops three key results. First they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf. Second they show that the structure of the optimal stocking policy of Clark and Scarf holds under time-correlated demand processing using a Martingale model of forecast evolution. Third they extend the approximation to thetime-correlated demand process and study in particular for an autoregressive demand model the impact of lead times and autocorrelation on the performance of the serial inventory system. After reviewing the literature about multi-echelon inventory management in SCs using mathematic modeling technique it can be said that in summary these papers consider two three or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed zero constant deterministic or negligible. They gain exact or approximate solutions. Dekker et al. analyses the effect of the break-quantity rule on the inventory costs. The break-quantity rule is to deliver large orders from the warehouse and small orders from the nearest retailer where a so-called break quantity determineswhether an order is small or large. In mostl-warehouse–N-retailers distribution systems it is assumed that all customer demand takes place at the retailers. However it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a considerable reduction in theretailer�6�8s inventory costs. In Dekker et al. the results of Dekker et al. were extended by also including the inventory costs at the warehouse. The study by Mohebbi andPosner�6�8s contains a cost analysis in the context of a continuous-review inventory system with replenishment orders and lost sales. The policy considered in the paper by Vander Heijden et al. is an echelon stock periodic review order-up-to policy under both stochastic demand and lead times. The main purpose of Iida�6�8s paper is to show that near-myopic policies are acceptable for a multi-echelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song�6�8s objective is to minimize the long-run average costs in the system. In the system by Chen et al. each location employs a periodic-review or lot-size reorder point inventory policy. They show that each location�6�8s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al. theimpact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of local stock points is investigated. Chiang and Monahan present a two-echelon dual-channel inventory model in which stocks are kept in both a manufacturer warehouse upper echelon and a retail store lower echelon and the product is available in two supply channels: a traditional retail store and an internet-enabled direct channel. Johansen�6�8s system is assumed to be controlled by a base-stock policy. The independent and stochastically dependent lead times are compared. To sum up these papers consider two- or N-echelon inventory systems with generally stochastic demand except for one study that considers Markov-modulated demand. They generally assume constant lead time but two of them accept it to be stochastic. They gain exact or approximate solutions. In multi-echelon inventory management there are some other research techniques used in literature such as heuristicsvary-METRIC method fuzzy sets model predictive control scenario analysis statistical analysis and GAs. These methods are used rarely and only by a few authors. A multi-product multi-stage and multi-period scheduling model is proposed by Chen and Lee to deal with multiple incommensurable goals for amulti-echelon SC network with uncertain market demands and product prices. The uncertain market demands are modeled as a number of discrete scenarios with known probabilities and the fuzzy sets are used for describing the sellers�6�8 andbuyers�6�8 incompatible preference on product prices. In the current paper a detailed literature review conducted from an operational research point of view is presented addressing multi-echelon inventory management in supply chains from 1996 to 2005.Here the behavior of the papers against demand and lead time uncertainty is emphasized. The summary of literature review is given as: the most used research technique is simulation. Also analytic mathematic and stochastic modeling techniques are commonly used in literature. Recently heuristics as fuzzy logic and GAs have gradually started to be used. Source: A Taskin Gu¨mu¨s and A Fuat Gu¨neri Turkey 2007. “Multi-echelon inventory management in supply chains with uncertain demand and lead times: literature review from an operational research perspective”. IMechE Vol. 221 Part B: J. Engineering Manufacture. June pp.1553-1570. 译文供应链下的多级存货管理从历史上看多级供应链、仓库、分销商、零售商等已经通过大量的库存缓冲被独立管理。

warehouse术语-概述说明以及解释

warehouse术语-概述说明以及解释1.引言1.1 概述仓库是指用于存放货物或物资的地方，其作用是为了方便货物的管理、保管和流通。

随着供应链管理的发展和市场需求的不断增长，仓库作为供应链的重要组成部分，扮演着至关重要的角色。

在现代物流管理中，仓库不再只是简单的货物存放场所，更多的是要求其运作效率高、货物存放有序、管理科学化。

仓库的设计、布局和管理是为了最大程度地提高货物的周转率、减少成本和提高服务质量。

本文将着重探讨仓库的相关术语和概念，帮助读者更加深入地了解仓库管理和运作，为实际工作中的操作提供一定的参考依据。

json"1.2 文章结构": {"本文将分为三个主要部分来探讨warehouse的相关术语。

首先将介绍仓库概念，包括仓库的定义和功能；接着将讨论仓库布局，包括仓库设计和优化；最后将探讨仓库管理系统，包括各种仓库管理软件和技术。

通过这三个部分的讨论，读者将对warehouse相关术语有更加深入的了解。

"}1.3 目的本文旨在通过深入探讨warehouse术语，帮助读者全面了解仓库管理领域的相关概念和术语。

仓库作为物流管理中至关重要的一环，其管理和运作直接影响着企业的供应链效率和客户满意度。

通过了解仓库的概念、布局和管理系统，读者可以更好地理解仓库的运作机制和优化方法，从而提高仓库管理的效率和效益。

同时，本文也将展望warehouse领域的未来发展趋势，为读者提供对未来趋势的深入思考和瞭望。

期望本文能够为读者带来关于warehouse术语的全面了解，为仓库管理工作提供有益的参考和指导。

2.正文2.1 仓库概念:仓库是指供货物或原料存放、保管的场所。

在物流管理中，仓库扮演着至关重要的角色，它不仅是货物的存放地点，更是物流流程中的重要节点。

仓库的主要职责包括货物的接收、入库、存储、拣选、包装和出库等环节。

仓库的分类通常根据其用途、存放物品的属性以及规模大小来区分。

Warehouse_Layout_and_Design

Warehouse Layout and DesignA warehouse is a warehouse. It’s a big box in which you store inventory. Well, today’s warehouse isn’t the warehouse that it was twenty years ago and it’s going to be totally different in the future. The whole role and strategic purpose of warehousing is changing and it’s changing very rapidly.The warehouse is no longer a repository of inventory that comes to rest. Hopefully, we’re turning our inventories more. We’re expanding the number of shipments we make with less inventory. Therefore, the whole logic of the former design of the warehouse has changed. In the past, we needed large storage areas and small assembly areas for shipments. That’schanged. Now we need larger assembly areas for the shipment and smaller storage areas. We need larger picking areas, more pick slots, and less backupinventory. The design effort is really a balance of the right amount of space, labor, and time along side an understanding of strategy, location, and all otherbusiness information. So if your warehouse’s role has changed to become a cross-dock operation versus a storage of safety stocks and seasonal inventories, then the strategic purpose of the warehouse has changed and its design needs to change also.Warning Signs of the Need to Re-designIn all too many warehouses we are now trying to do two and three times what they were designed for. So what happens? We have inventory sitting in the aisles. We have multiple SKU’s on the same pallet. We have multiple pallets in the same pick spot. This plays havoc with our productivity. It plays havoc witheverything that the warehouse was designed for. Andunfortunately, it creates a whole lot of other problems, which are indicators of the need to re-design the warehouse.The Strategic Role of the Warehouse Has ChangedNeed for warehouse space has increasedOperating costs are rising faster than throughput Labor costs have significantly changedSpace available to conduct warehouse activities has decreasedCongestion is increasingShipping errors and other service measurements have decreasedOrder cycle time has significantly decreased Outside facilities are being used Short-term “fixes” are requiredInventory control/management issues are on the riseOperating costs proceed to increase faster than throughput. As you run into storage problems orstrategic changes in your warehouse and the design no longer fits the need, your operating costs are going to go up. Your costs per unit rather than going down based on higher volumes through a fixed costoperation, will go up. Your labor costs will also go up on a per unit pick basis. Why do your labor costs go up? Because you have to move those pallets of goods that are sitting in the aisles, right in the way of where you need to go to pull stock or to put stock away.Your space availability to conduct warehouseactivities will decrease. For example, the assembly area for shipments had been 2,000 sq. feet, but because the number of SKU’s has doubled, you’ve now turned part of that area into quick-pick storage or dead storage space. So consequently the space available to conduct those all-critical warehouse activities decreases at a time when, because of the strategic change, it probably needed to increase.Shipping errors increase and other servicemeasurement decline. Not only do efficiency and productivity go down, but probably more importantly from a customer service standpoint, shipment errors go up and those other service measurements, such as line fill, tend to go down.Line fill goes down at a time when you have more inventory than you need but, because you can’t find what you need, you ship it out in less than a complete shipment.Order cycle time increases. Just the opposite of what we should be trying to achieve lower productivity, higher shipping errors, and increased cycle time. Congestion is increasing. You have to move things. You’re going to have to double and triple stack in your staging area. Which means that when the carrier comes in, it’s going to take longer to load them, which means that you’re going to get less carriers to the dock in the prescribed period of time. You’re going to have to expand your shipping time or you’re going to have to find some other way to be able to handle that efficiently, like adding more dock doors or adding more staging areas.More outside space and facilities will need to be used. When you reach the point of saturation you go to the outside to store slow moving goods, obsolete goods, excess inventory and seasonal goods. The theory is very good but let’s look at those slow moving goods. They are the ones that are going to guarantee that if they are not in your warehouse, you are not going to get 100% fill rate, because you are probably not going to ship them in the order. And those are the ones that are going to lengthen your order cycle time if you have to go to another facility and bring them back to combine them. Thus, it just slowed down your cycle time.Short-term fixes are required. Most all warehouses require some short-term fixes, but when the fix becomes standard procedure in your warehouse it’s definitely time to re-design your warehouse. You’ve reached the point where you are no longer making efficient use of the facility instead what you are doing is making the exception the rule.Inventory control and management problems increase. When you have a warehouse that’s not functioning as it was designed to function you’re going to have shipping errors. As soon as you start having shipping errors, it is inevitable that you are going to have inventory control and inventory management issues. You send somebody to a location to pick something and it isn’t there because they made a shipping error on the last shipment and shipped that item to someone thinking it was something else. This guarantees multiple errors. A congested, crowded, over-capacity, improperly designed warehouse assures you of such inventory control issues and that, in turn, will assure you of other management issues such as shipping errors, complaints, and damage. These are some of the telltale signs that you need to re-design your warehouse. Design ApproachThe overall approach to a good warehouse design is heavily impacted by the collection of data, the understanding of business issues, and the development of concepts.Data CollectionThe most important aspect of warehouse design or re-design is data collection. The major problem is generally the lack of good data on which to base a design. People often don’t know how much the SKU’s will expand, nor the size or cube, or weight of what they are going to store. If you don’t have that kind of information, it is extremely difficult to design any degree of accuracy into your facility. It does not make it impossible to develop a good warehouse design. It does though require that you collect whatever data and information is available and make some assumptions and use those assumptions to replace the information that is not available.What data do you need to have in order to do a warehouse design? You need to know how many SKU’s you have. Not only today, but what are the future projections of the number of SKU’s you will have? Are you in an industry that is dynamically changing? Are you in a business where you are going to continually expand the number of SKU’s? The number of SKU’s is going to define how many pick-face locations you need and how many overflow stock locations you need. It is going to define the characteristics of your order picking. How many products are you going to have? How many SKU’s are you going to have in 3 years or 5 years? Will you beadding new lines? Will you be making acquisitions? Will there be a proliferation of package sizes, or colors, or flavors, or styles? What you generally do is to start with the current number of SKU’s and look at some of the changes which are to be anticipated, and forecast a rate of growth based upon those changes. Design specification of the SKU, such things as how big are they? What do they weigh? What are their cubic dimensions? You can’t design a warehouse for one size SKU’s when you have many different sized SKU’s.Throughput - annually, monthly, or seasonally? Is there seasonality to your production lines? Do you have an end of the month peak? Do you have an end of the quarter peak? Do you get 60% of your volume in the last week of the month and the other 40% spread out evenly in the third week of the month and nothing in the first and second? You have to design a facility to handle the peak, not the average. Receiving characteristics - how much, how often, how large? Does it all come in on Friday? Does it all come in on Monday? Does it all come in one month a year? Shipping characteristics - how much, how often, how large? Does it all go out on Friday? Does it all go out on Monday?Storage characteristics –how many, what size, weight, etc.?Inventory TurnsAll of us would like to see at least 6 turns on most inventory, in some cases more than that. If you’re in the replacement parts business you may have parts that are going to sit on the shelves for maybe 2 or 3 years before you sell one. As long as you’re making adequate margin on them there is nothing wrong with that, but it does impact how you’re going to design the facility to handle those items. You may have items that are going to fly off the shelf. Maybe they are going to turn 30 times a year or even more. Well, if they are going to be stored in the same facility as those replacement parts for the 1952 Studebaker, you will need different storage methods or layouts for each. So consequently, you’re going to have different zones in the warehouse and you are going to have a facility that is designed differently for the different types of products. So you must understand the storage characteristics of all of the SKU’s. What can you expect out of those products from an inventory standpoint and from a storage standpoint? Do they need refrigerated storage, frozen storage, low humidity storage? Can they be stored outdoors, etc.? Receiving and ShippingYou need information on daily activity regarding receiving and shipping. You need to know the number and the type of receipts. Are you dealing with full pallets or full truckloads of goods?Are there multiple SKU’s per shipment or are there a lot of parcel shipments? It is extremely important to know, not only what are you doing today, but what are the future projections of what your company will be doing. More shipments are being made to customers in a shorter period of time today than before, and this will only increase. That means customers are ordering smaller quantities, which means the direction is to more frequent orders, but smaller shipments. Some companies, which were truckload shippers, are now LTL shippers. You need to know what’s going to happen to your shipping operations.Customer location and serviceHow many ship-to points do you have on an average day, on a peak day, on a typical day? Are you shipping to a thousand customers or are you shipping to 10 customers?Receive-from vendors and locationsHow many receive-from vendors do you have? How many received-from locations do you have? This is going to determine how much inbound staging area you will need. This is going to determine how many truck docks you will need. This is going to help you understand how many inbound receipts you’re going to have to handle.Operational costs and assumptionsWhat is it that your company bases its operational costs on and what kind of assumptions do they make? Do they assume that any location you have will be a union operation and that it will have set work rules? Do they assume that a benefit rate will amount to a particular percentage of your actual paid wages? Do they make assumptions as to what your labor rate is going to be and what the labor rate increases are going to be? All of that is important to determine if there will be an adequate return on the investment you want to make.Number of SKU’sDesign Specifications of SKU’s Throughput Annually, Monthly, SeasonallyGrowth Projections Receiving Characteristics Order Characteristics Shipping Characteristics Storage CharacteristicsWarehouse design typically involves three distinct phases:I. Pre-engineeringII. EngineeringIII. ImplementationI. PRE-ENGINEERINGThe first thing you have to do is to understand what is management’s strategy. What is the strategic purpose of the facility today and tomorrow and the future direction of your organization, division, group, and facility? Is it going to be a storage facility or is it going to be a cross-dock facility? Will it become a reverse logistics depot?The next step is information and data collection. Once you have collected that data you have to do some statistical analysis. You know how many cartons you are going to handle. You know how much cube each SKU is. You know how many SKU’s, how often you are going to turn the inventory, now you can calculate how much storage space you need, at least in gross terms.Conceptual designOnce you know how much gross space you need, you can begin doing a conceptual design. It doesn’t tell you the details of how you’re going to store goods. It doesn’t give you any specifics, but it gives you gross calculations. So you can decide how big this facility needs to be, so that you can begin to determine how much it is going to cost.Layout planningYou can then start doing the layout planning of where those different activities should exist in relationship to one another. Once you do that, you can begin determining how much manpower the facility will require if you lay it out that way. If you have storage at one end of the building and receiving at the other end of the building, then it is going to take “x” number of people to move the product from one end of the building to the other end of the building. Once you have done that, you can start doing the investment and the operating costs analysis of the different alternatives that you have developed. The concept phase developed each of these alternatives. Now you’ll need to do the evaluation of what those alternatives will cost. For instance, are you going to use pallet jacks or guided trains loaded with pallets, or are you going to use fork trucks to move the product? You need an economic evaluation of each operational design to determine which will be the most economical. Which would be more practical for the type of layout and operation you’re going to design? Then you can begin developing the general management and information system requirements. You can put together a prospective rendition of what this facility will look like.Trade-off principlesWhen you have various alternatives to look at, you need certain rules to determine which is the best. There are certain financial evaluations you can make, but there are some general trade-off principles you want to consider in any design. The larger the item, the less you want to handle and move it. It’s all right to move smaller parts that require less labor, but if you have large items, you don’t want to have to have multiple handling of them.You want the shortest path, the shortest travel distance, thus the lowest labor and equipment to move things from one point to the other. That’s the reason you have the basic concept of the fastest moving goods closest to the door because that limits the amount of travel time to take out and put away inventory and ship it back out again.Smallest space - the smaller the space that you can put the inventory into, by definition, the less the travel distance will be because if you can put all your SKU’s in just one room, then you can pick in this one room and don’t have to travel amongst multiple rooms.Less handling, less labor - the less times you have to move an item the less handling, the less labor, the less cost. Of course as soon as you start having less handling, less labor, less cost, you start having larger storage spaces and therefore you have violated the previous rule which had to do with smaller space, shorter travel. So you have to balance between these multiple principles.Stock groupings - you want to take a number of items that are similar and put them into a single area.Longer run times - if you are picking a particular type of item you want to pick all of that item before you go from one area to another.Balancing activities - if you have multiple activities like shipping, picking, receiving, and packing, you want to balance the time requirements of each of those so that you reduce the amount of time spent on each activity on a per unit basis by getting longer run sizes, so to speak. If you have separate people picking the order, then packing the order, then shipping the order you will have less set up time and less interruptions, but greater travel times in between each station.Single Deep Configuragion 18" clear stack height38,000 sq. ft. - 48,000 sq. ft. The diagram is an example of a facility with an 18 ft. ceiling height where you have single-deepracking with a narrow aisle and another with double deep racking. The difference has to do with the amount of inventory you can store within thesame amount of floorspace. So the deep and double deep. in this case is that if you are storing 40,000 cases you can save 15,000 sq. ft of facility with a double deepconfiguration.Floor space measurement on different applications - standard width aisles use a counter balance fork-lift which require a 10 ft. aisle. Narrow aisle equipment requires a 7 ft. aisle or 30% less space. This will vary depending on the specific equipment and the design of that equipment.In most warehouses, you will find traditional fork lifts and two types of storage: bulk storage without racks and rack storage with a lot of single deep racking. The opportunities for improving space utilization will be particularly applicable in re-designing such a warehouse. By going from single-deep racking to double-deep racking or from a traditional wide aisle application to a narrow aisle application, the size and number of aisles will be reduced, therefore eliminating the square footage you’ve devoted to aisle. Therefore it increases the utilization you get from the same square footage of facility.Another issue is height. The higher you go, the less square foot footage you need. So why not always go to 60’, for instance? Because as you go higher two things happen. Your racking and handling equipmentbecome more expensive and your operating costs go up, even though your cost per square foot goes down.Economic tradeoffs need to be looked at - the cost of equipment, the cost of maintenance, the cost of the labor, the total investment in the equipment and parts, and the recoverable or scrape value of that equipment. In addition to economic tradeoffs, you will also need to look at things such as what impact is it going to have on your cycle time? Will you be able to get out orders quicker if you have an automated operation or a manual operation? What will it do to your flexibility in case your product line changes?Trade-off issues: EconomicEnvironmentalSafety and health FlexibilityWhich is cheapest is only a portion of the design criteria. You also have to consider qualitative factors such as:flexibility of the layout,reliability of the layout – for example if you have a highly automated system what happens if you have power failure, serviceability, customer service, safety, housekeeping, noise.In fact, all these factors and more, that influence the investment, design, service, implementation and ongoing operation of your new facility must beunderstood. If each has been adequately considered the new facility will offer significant benefits and minimal risk.II. ENGINEERINGIn the detailed design or engineering phase, you will do the engineered system layout drawings. Before you knew you needed 100,000 sq. ft. Now you need to determine where the aisles are going to be, where the racks are going to be, how much space each is going to take, and what does that do in regards to the columns that support the building?At the same time you do the engineered system layout drawings, you have to start to determine electrical, lighting, and computer wiring requirement drawings. Where do you need terminals? Where do you need lights? You will need to make equipment drawings. Depending upon the degree of sophistication in the material handling equipment, those drawings mayDouble Deep Configuragion 18' clear stack height 23,000 sq. ft. - 31,000 sq. ft.40,000 boxes - 64,000 boxesbecome very detailed. You’re going to need to design and engineer equipment and control specifications. You will need to do an outline of building criteria or alterations.To build or to modifyIn most cases, you’re going to move into a warehouse that is a pre-existing building. And in many cases that pre-existing building may need certain alterations to be able to fit with the design of the facility you have put together. If you’re given the opportunity to design from scratch, you will want to outline what the building requirements should be.Operating procedures manualsThis is probably one of the most overlooked areas. You have designed a facility, an operating system, and the material handling equipment, now the next step is developing a detailed operations procedure that says how you are going to do what, when, where. How many people are going to do it? What is the type of equipment? How do you use the equipment? Where will the equipment be stored? How do you service the equipment? If you are going to have an efficient long-running operation, somewhere along the line, somebody has to develop such operating procedures. It makes a lot more sense to develop this at the time you are designing the facility, then to try to develop it later based upon bad practices or misuse of operations or facility design.III. IMPLEMENTATION PHASENow you are ready for the implementation phase in which you are going to issue requests for proposals to equipment suppliers based upon your needs. These will specify exactly what is needed, such as what the weight capacity must be, how long the battery has to hold a charge, etc. Then you can review and analyze the responses because you have sent out the same proposal based upon the same specifications to multiple vendors so that you can actually compare apples to apples.A good warehouse design depends on how well you understand your business. The facility must ultimately support your company’s strategic logistics plan, customer service objectives, and bottom line target. Unless it meets all of these objectives and your organization’s unique needs, both now and over the planning horizon, the best “state of the art” facility may not solve your real requirements.ABOUT THE AUTHORThomas L. Freese is principal of Freese & Associates, Inc. a management and logistics consulting firm in Chagrin Falls, Ohio. Mr. Freese received his B.S. in business administration and marketing, and an M.B.A. with a concentration in business logistics, from The Ohio State University. His experience spans a wide spectrum of products and industries, from bulk chemicals to consumer goods, frozen fruit, and fresh poultry. He has consulted to numerous manufacturers, wholesalers, and retailers.He is an active member of the Association of Transportation Law, Logistics and Policy (ATLLP), the Council of Logistics Management (CLM), and Warehousing Education and Research Council (WERC). He is a frequent speaker at professional conferences and seminars and has contributed articles to the Journal of Business Logistics, Traffic Management, Food Business, and Distribution Center Management. His chapter on "Warehouse Site Selection" appears in The Logistics Handbook published by Free Press and his chapter on “Third Party Warehousing” is a part of The Warehouse Management Handbook, Tompkins Press。

英语翻译有哪些需要注意的事项

英语翻译有哪些需要注意的事项英语翻译有哪些需要注意的事项对于的者来说，我们有必要知道需要注意一些翻译方面的事项。

快来看看店铺为你准备了英语翻译需要注意的一些事项，欢迎大家阅读!英语翻译的4大注意事项一、戒“从一而终”汉语言简意赅，句子灵活，往往是一个汉语词汇对应N个英语词汇，具体到在本句中应该采用那个意项，务必抓住精神实质，不可以不变应万变。

至于怎么应变，这就是显示译者功力的地方了。

比如：都是“问题”，下面的翻译各不相同，几乎是打一枪换一个地方。

共同关心的问题 questions of common interest解决问题 solve a problem问题的关键 the heart of the matter关键问题 a key problem原则问题 a question/ matter of principle悬而未决的问题 an outstanding issue没有问题 Without any mishap摩托车有点问题。

Something is wrong with the motorcycle.问题不在这里。

That is not the point.最近揭发出相当严重的贪污、受贿和官僚主义问题。

Serious cases of embezzlement, bribery, and bureaucracy have been brought to light recently.译者要掌握这种汉英翻译中的“游击战术”，翻译家应是不同“文化王国”边境线上的“游击战略家”。

沙博里将《水浒传》译为：Outlaws of the Marsh(沼泽地上的亡命之徒)。

杨宪益译将屈原的《国殇》译为：For Those Fallen for Their Country，北外出版社将《儒林外史》译为：The Scholars。

这些都是译者吃透了原文的原意而译出的佳作。

二、戒望文生义，机械直译这多半是初学者犯的毛病，他们易于被表面现象所迷惑，做出令人啼笑皆非的事情。

IBM Cognos Transformer V11.0 用户指南说明书

Dimensional Modeling Workflow................................................................................................................. 1 Analyzing Your Requirements and Source Data.................................................................................... 1 Preprocessing Your ...................................................................................................................... 2 Building a Prototype............................................................................................................................... 4 Refining Your Model............................................................................................................................... 5 Diagnose and Resolve Any Design Problems........................................................................................ 6

多级存货管理外文文献原文+翻译译文 4800多字

文献出处：Gümüs, A. Taskin, and A. Fuat Güneri. "Multi-echelon inventory management in supplychains with uncertain demand and lead times: literature review from an operational research perspective." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of EngineeringManufacture 221.10 (2007):1553-1570.原文Multi-echelon inventory management in supply chains with uncertain demandand lead times: literature review from an operational research perspectiveA Taskin Gu¨mu¨s* and A Fuat Gu¨neriAbstract:Historically, the echelons of the supply chain, warehouse, distributors, retailers, etc., have been managed independently, bufferedby large inventories. Increasing competitive pressures and market globalization are forcing firms to develop supply chains that can quicklyrespond to customer needs. To remain competitive and decrease inventory,these firms must use multi-echelon inventory management interactively,while reducing operating costs and improving customer service. The currentpaper reviews the literature, addressing multiechelon inventory managementin supply chains from 1996 to 2005. The behavior of the papers against demandand lead-time uncertainty is the key analysis point of the literature reviewpresented here and it is conducted from an operational research point ofview. Finally, directions for future research are suggested.Keywords: supply chain, multi-echelon inventory management, demand uncertainty, lead-time uncertainty1 INTRODUCTIONSupply chain management (SCM) is an integrative approach for planningand control of materials and information flows with suppliers and customers,as well as between different functions within a company. This area has drawn considerable attention in recent years and is seen as a tool that provides competitive power. SCM is a set of approaches to integrate suppliers, manufacturers, warehouses, and stores efficiently, so that merchandise is produced and dis-tributed at right quantities, to the right locations, and at the right time, in order to minimize system- wide costs while satisfying service-level requirements. So the supply chain consists of various members or stages. A supply chain is a dynamic, stochastic, and complex system that might involve hundreds of participant.Inventory usually represents from 20 to 60 per cent of the total assets of manufacturing firms. Therefore inventory management policies prove critical in determining the profit of such firms [4]. Inventory management is, to a greater extent, relevant when a whole supply chain (SC), namely a network of procurement, transformation, and delivering firms, is considered. Inventory management is indeed a major issue in SCM, i.e. an approach that addresses SC issues under an integrated perspective.Inventories exist throughout the SC in various forms for various reasons [6]. The lack of a coordinated inventory management throughout the SC often causes the bullwhip effect, namely an amplification of demand variability moving towards the upstream stages. This causes excessive inventory investments, lost revenues, misguided capacity plans, ineffective transportation, missed production schedules, and poor customer service [5].Many scholars have studied these problems, as well as emphasized the need of integration among SC stages, to make the chain effectively and efficiently satisfy customer requests (e.g. reference [7]). Beside the integration issue, uncertainty has to be dealt with in order to define an effective SC inventory policy. In addition to the uncertainty on supply (e.g. lead times) and demand, information delays associated with the manufacturing and distribution processes characterize SCs.Inventory management in multi-echelon SCs is an important issue, becausethere are many elements that have to coordinate with each other. They must also arrange their inventories to coordinate. There are many factors that complicate successful inventory management, e.g. uncertain demands, lead times, production times, product prices, costs, etc., especially the uncertainty in demand and lead times where the inventory cannot be managed between echelons optimally.In the current paper, a detailed literature review is presented, addressing multi-echelon inventory management in SCs from 1996 to 2005. Here, the behavior of the papers against demand and lead time uncertainty is emphasized. First, echelon concept and multi-echelon inventory management in SCs are defined. Then, the literature review conducted from an operational research point of view between 1996 and 2005, is presented. Finally, directions for future research are suggested.2 MULTI-ECHELON INVENTORY MANAGEMENT IN SUPPLY CHAINSMost manufacturing enterprises are organized into networks of manufacturing and distribution sites that procure raw material, process them into finished goods, and distribute the finish goods to customers. The terms ‘multi-echelon’ or ‘multilevel ‘production/ distribution networks are also synonymous with such networks (or SC), when an item moves through more than one step before reaching the final customer. Inventories exist throughout the SC in various forms for various reasons. At any manufacturing point, they may exist as raw materials, work in progress, or finished goods. They exist at the distribution warehouses, and they exist in-transit, or ‘in the pipeline’, on each path linking these facilities.Manufacturers procure raw material from suppliers and process them into finished goods, sell the finished goods to distributors, and then to retail and/ or customers. When an item moves through more than one stage before reaching the final customer, it forms a ‘multi-echelon’ inventory system [8]. The echelon stock of a stock point equals all stock at this stock point, plus in-transit to or on-hand at any of its downstream stock points, minusthe backorders at its downstream stock points.The analysis of multi-echelon inventory systems that pervades the business world has a long history [10]. Multi-echelon inventory systems are widely employed to distribute products to customers over extensive geographical areas. Given the importance of these systems, many researchers have studiedtheir operating characteristics under a variety of conditions and assumptions [11]. Since the development of the economic order quantity (EOQ) formula by Harris (1913), researchers and practitioners have been actively concerned with the analysis and mod elling of inventory systems under different operating parameters and modelling assumptions [2]. Research on multi-echelon inventory models has gained importance over the last decade mainly because integrated control of SCs consisting of several processing and distribution stages has become feasible through modern information technology [8, 9, 12].Clark and Scarf [13] were the first to study the two echelon inventory model [8, 9, 10, 14–17]. They proved the optimality of a base-stock policy for the pure-serial inventory system and developed an efficient decomposing method to compute the optimal base-stock ordering policy. Bessler and Veinott [18] extended the Clark and Scarf [13] model to include general arborescent structures. The depot warehouse problem described above was addressed by Eppen and Schrage [19] who analysed a model with a stockless central depot [20]. They derived a closed-form expression for the order-up-to-level under the equal fractile allocation assumption. Several authors have also considered this problem in various forms [11, 14–17, 20–30]. Owing to the complexity and intractability of the multi-echelon problem, Hadley and Whitin [31] recommend the adoption of single-location, single-echelon models for the inventory systems .Sherbrooke considered an ordering policy of a two-echelon model for warehouse and retailer. It is assumed that stockouts at the retailers arecompletely backlogged [8]. Also, Sherbrooke [32] constructed the METRIC (multi-echelon technique for recoverable item control) model, which identifies the stock levels that minimize the expected number of backorders at the lower-echelon subject to a budget constraint. This model is the first multi-echelon inventory model for managing the inventory of service parts [6, 10, 33]. Thereafter, a large set of models, which generally seek to identify optimal lot sizes and safety stocks in a multi-echelon framework, were produced by many researchers [27, 34–37]). In addition to analytical models, simulation models have also been developed to capture the complex interactions of the multi-echelon inventory problems.Figure 1 shows a multi-echelon system consisting of a number of suppliers, plants, warehouses, distribution centres, and customers [27, 42, 43].So far literature has devoted major attention to the forecasting of lumpy demand, and to the development of stock policies for multi-echelon SCs [13]. Inventory control policy for multi-echelon systems with stochastic demand has been a widely researched area. More recent papers have been covered by Silver and Pyke. The advantage of centralized planning, available in periodic review policies, can be obtained in continuous review policies, by defining the reorder levels of different stages, in terms of echelon stock rather than installation stock3 LITERATURE REVIEW: FROM 1996 TO 2005In this section, a detailed literature review, conducted from an operational research point of view, is presented. It addresses multi-echelon inventory management in SCs, from 1996 to 2005. The selection criteria of the papers that are reviewed are: using operational research techniques to overcome multiechelon inventory management problems, and being demand and lead time sensitive (there are uncertain demand and lead times). Here, the behavior of the papers against demand and lead time uncertainty is emphasized.The papers reviewed here are categorized into groups on the basis ofthe research techniques in which they are used. These techniques can be grouped as:(a) mathematic modelling (only);(b) mathematic modelling and other techniques (in the same paper);(c) METRIC modelling;(d) Markov decision process;(e) simulation (only);(f) Stackelberg game;(g) literature review;(h) other techniques (vari-METRIC method, heuristics, scenario analysis, fuzzy logic, etc.).While the research techniques are common for papers that are grouped according to their research techniques, the number of echelons they consider, inventory/system policies, demand and lead time assumptions, the objectives, and the solutions’ exact ness may be different. Therefore these factors are also analysed.Mathematic modelling techniqueRau et al. [8], Diks and de Kok [9], Dong and Lee, Mitra and Chatterjee [45], Hariga [46], Chen, Axsater and Zhang [48], Nozick and Turnquist, and So and Zheng [50] use a mathematic modelling technique in their studies to manage multi-echelon inventory in SCs. Diks and de Kok’s study [9] con siders a divergent multi-echelon inventory system, such as a distribution system or a production system, and assumes that the order arrives after a fixed lead time. Hariga [46], presents a stochastic model for a single-period production system composed of several assembly/processing and storage facilities in series.Chen [47], Axsater and Zhang [48], and Nozick and Turnquist [49] consider a two-stage inventory system in their papers. Axsater and Zhang [48] and Nozick and Turnquist [49] assume that the retailers face stationary and independent Poisson demand. Mitra and Chatterjee [45] examine De Bodt andGraves’model(1985),which they developed in their paper ‘Continuous-review policies for a multi-echelon inventory problem wi th stochastic demand’, for fast moving items from the implementation point of view. The proposed modification of the model can be extended to multi-stage serial and two-echelon assembly systems. In Rau et al.’s [8] model, shortage is not allowed, lead time is assumed to be negligible, and demand rate and production rate is deterministic and constant. So and Zheng [50] used an analytical model to analyse two important factors that can contribute to the high degree of order-quantity variability experienced by semiconductor manufacturers: supplier’s lead time and forecast demand updating. They assume that the external demands faced by the retailer are correlated between two successive time periods and that the retailer uses the latest demand information to update its future demand forecasts.Furthermore, they assu me that the supplier’s deli very lead times are variable and are affected by the retailer’s order quantities. Dong and Lee’s paper revisits the serial multi-echelon inventory system of Clark and Scarf [13] and develops three key results. First, they provide a simple lower-bound approximation to the optimal echelon inventory levels and an upper bound to the total system cost for the basic model of Clark and Scarf [13]. Second, they show that the structure of the optimal stocking policy of Clark and Scarf [13] holds under time-correlated demand processing using a Martingale model of forecast evolution. Third, they extend the approximation to the time-correlated demand process and study, in particular for an autoregressive demand model, the impact of lead times, and autocorrelation on the performance of the serial inventory system.After reviewing the literature about multiechelon inventory management in SCs using mathematic modelling technique, it can be said that, in summary, these papers consider two, three, or N-echelon systems with stochastic or deterministic demand. They assume lead times to be fixed, zero, constant, deterministic, or negligible. They gain exact or approximate solutions.Mathematic modelling and other techniques togetherDekker et al. analyses the effect of the break quantity rule on the inventory costs. The break quantity rule is to deliver large orders from the warehouse, and small orders from the nearest retailer, where a so-called break quantity determines whether an order is small or large. In most l-warehouse N-retailers distribution systems, it is assumed that all customer demand takes place at the retailers [19, 22, 24, 70, 71]. However, it was shown by Dekker et al. that delivering large orders from the warehouse can lead to a consid erable reduction in the retailer’s inventory costs. In Dekker et al. [54] the results of Dekker et al. [72] were extended by also including the inventory costs at the warehouse. The study by Mohebbi and Posner’s [53] contains a cost analysis in the context of a continuous-review inventory system with replenishment orders and lost sales. The policy considered in the paper by van der Haiden et al. [56] is an echelon stock, periodic review, order up-to (R,S) policy, under both stochastic demand and lead times.Andersson and Markland’s [57] approach is based on an approximate cost-evaluation technique. Axsater presents a method for exact evaluation of control policies that provides the complete probability distributions of the retailer inventory levels. Mitra and Chatterjee [65] examine the effect of utilizing demand information in a multi-echelon system. Seferlis and Giannelos [41] present an optimization-based control approach that applies multivariable model-predictive control principles to the entire network. The invent ory system under Seifbarghy and Jokar’s [68] consideration uses continuous review inventory policy (R,Q) and assumes constant lead times. In Moinzadeh’s paper [62], each retailer places their order to the supplier according to the well-known ‘Q,R’ policy. It is assumed that the supplier has online information about the demand, as well as inventory activities of the product at each retailer, and uses this information when making order/replenishment decisions. Tang formulae aredeveloped for solving the optimal planned lead times with the objective of minimizing total stock out and invent or holding costs. Axsater [43] assumes that the system is controlled by continuous review installation stock (R,Q) policies with given batch quantities and presents a simple technique for approximate optimization of the reorder points.Cachon and Fisher [58] and Tsiakis et al. [61] use mathematical modelling and scenario analysis in their studies. Cachon and Fisher [58] consider a twoechelon inventory system with stochastic demand, while Tsiakis et al.[61] consider a four-echelon inventory system with time-invariant demand, differently from most studies. Cachon and Fisher [58] study the value of sharing demand and inventory data in a two-echelon inventory system, while Tsiakis et al.’s objective is the minimization of the total annualized cost of the network Chiu and Huang [64] use mathematical modelling and simulated annealing algorithm in their studies and consider an N-echelon serial SC. Their paper proposes a multi-echelon integrated just-in-time inventory (MEIJITI) model with random-delivery lead times for a serial SC in which members exchange information to make purchase, production, and delivery decisions jointly.Parker and Kapuscinski [30] use mathematical modelling and Markov decision processes in their paper, and consider a two-echelon inventor system with stochastic demand. Extending the Clark and Scarf [13] model to include installations with production capacity limits, they demonstrate that a modified echelon base-stock policy is optimal in a twostage system when there is a smaller capacity at the downstream facility.A multi-product, multi-stage, and multi-period production and distribution planning model is proposed in Chen and Lee [66] to tackle the compromised sales prices and the total profit problem of a multi-echelon SC network with uncertain sales prices. They use mathematical modelling (mixed integer non-linear programming) and fuzzy optimization in their study.Jalbar et al. [67] use mathematical modelling, Schwarz heuristic, Graves and Schwarz procedure, Muckstadt and Roundy approach, and O(N log N) heuristic in their paper, and consider a two-echelon inventory system with one-warehouse and N-retailers.The goal is to determine single-cycle policies that minimize the average cost per unit time, that is, the sum of the average holding and set-up costs per unit time at the retailers and at the warehouse.In Routroy and Koda li’s paper [2] mathematical mod elling and differential evolution algorithms are used. A three-echelon inventory system is considered consisting of a retailer, a warehouse, and a manufacturer.Han and Damrongwongsiri’s [69] purpose is establishing a strategic resource allocation model to capture and encapsulate the complexity of the modern global SC management problem. A mathematical model is constructed to describe the stochastic multi-period two-echelon inventory with the many to-many demand–supplier network problem. Genetic algorithm (GA) is applied to derive near optimal solutions through a two-stage optimization process. Demand in each period can be represented by the probability distribution, such as normal distribution or exponential distribution.Most of the papers reviewed here use simulation with mathematical modelling. They consider intensively two-echelon inventory system with stochastic demand, 1, 3, or N-echelon systems are rarely considered. They gain exact or approximate solutions.METRIC modelling techniqueMoinzadeh and Aggarwal [11] use METRIC modelling and simulation techniques in their study, while Andersson and Melchiors [42] and Wang et al. [73] use METRIC modelling only. The three of them consider a two-echelon inventory system with stochastic demand, and obtain approximate solutions.Moinzadeh and Aggarwal [11] study a (S-1,S)-type multi-echelon inventory system where all the stocking locations have the option toreplenish their inventory through either a normal or a more expensive emergency resupply channel. Wang et al. [73] study the impact of such centre-dependent depotreplenishment lead times (DRLTs) on system performance. Andersson and Melchiors [42] evaluate and optimize S-1,S-policies for a two-echelon inventory system consisting of one central warehouse and an arbitrary number of retailers.Markov decision process techniqueIida [74], Chen and Song [75], Chen et al. [76], and Minner et al. [77] use the Markov decision process in their studies, while Chiang and Monahan [10] use Markov decision process and scenario analysis, and Johansen [78] uses Markov decision process, simulation, and Erlang’s loss formula together. Iida [74] and Chen and Song [75] consider an N-echelon inventory system, but under stochastic demand in the first study and Markov-modulated demand in the second one, respectively. Chen et al. [76], Minner et al. [77], and Chiang and Monahan [10] consider a two-echelon inventory system with stochastic demand. Johansen [78] considers a single-item inventory system and a sequential supply system with stochastic demand.The main purpose of Iida’s [74] paper is to show that near-myopic policies are acceptable for a multiechelon inventory problem. It is assumed that lead times at each echelon are constant. Chen and Song’s[75] objective is to minimize the long-run average costs in the system. In the system by Chen et al. [76], each location employs a periodic-review (R,nQ), or lot-size reorder point inventory policy. They show that each location’s inventory positions are stationary and the stationary distribution is uniform and independent of any other. In the study by Minner et al. [77], the impact of manufacturing flexibility on inventory investments in a distribution network consisting of a central depot and a number of localOther techniquesIn multi-echelon inventory management there are some other research techniques used in literature, such as heuristics, vari-METRIC method, fuzzysets, model predictive control, scenario analysis, statistical analysis, and GAs. These methods are used rarely and only by a few authors.The paper by Chandra and Grabis quantifies the bullwhip effect in the case of serially correlated external demand, if autoregressive models are applied to obtain multiple steps demand forecasts. Here, under autoregressive demand, inventory management of a two-echelon SC consisting of a retailer and a distributor is considered. It is assumed that the lead time is deterministic. The papers using the other techniques consider (one-, two-, three-, four-, five-, or N-echelon systems) assume stochastic, constant, fuzzy, or deterministic demand and lead times. All of them obtain approximate solutions.4 FINDINGS OF THE LITERATURE REVIEWLimited echelons of a multi-echelon inventory system is usually considered in the literature. They rarely generalize their models to N-echelon. Similarly, they usually consider serial systems, instead of a tree conformation.The authors generally assume demand and lead times to be stochastic, deterministic, constant, or negligible. There are only a few studies that find these variables with heuristics, fuzzy logic, and GAs. These techniques are not examined adequately yet in inventory management in multi-echelon SC.In addition, the papers present mostly approximate models. There are a small amount of papers that give exact solutions.译文不确定的需求和交货期供应链下的多级存货管理：运筹学的角度的一个文献回顾塔斯金；费阿德摘要：从历史上看,供应链下的仓储、分销商、零售商等各层级一直都是独立管理，通过维持很多库存来保证价交易的正常进行。

仓库发货流程问题及分析

仓库发货流程问题及分析Warehouse shipping process is a crucial aspect of any business operations, as it involves the timely and accurate delivery of goodsto customers. However, there are often issues that arise in the warehouse shipping process that can impede efficiency and lead to customer dissatisfaction. 仓库发货流程是任何企业运营的关键方面，因为它涉及将货物准时准确地送达客户手中。

然而，在仓库发货流程中经常出现一些问题，这些问题可能影响效率，导致客户不满。

One common issue in the warehouse shipping process is inaccurate inventory management, which can result in delays and errors in fulfilling customer orders. When the inventory records do not match the actual quantities of products in stock, it can lead to wrong items being shipped or orders being partially fulfilled. This can cause frustration for customers who are expecting their orders to arrive on time and in full. 仓库发货流程中一个常见问题是库存管理不准确，这可能导致交付客户订单时出现延迟和错误。

库房管理个人问题清单及整改措施2023

库房管理个人问题清单及整改措施2023As the person responsible for warehouse management, I have recognized that there are various personal issues that need to be addressed in order to improve the overall efficiency and effectiveness of the warehouse operations. 我作为负责库房管理的人员，意识到有各种个人问题需要解决，以提高库房运营的整体效率和效果。

One of the key personal issues that need to be addressed is time management. Effective time management is crucial in ensuring that tasks are completed in a timely manner and that the workflow in the warehouse is optimized. 时间管理是需要解决的关键个人问题之一。

有效的时间管理对确保任务及时完成和优化库房工作流程至关重要。

Another personal issue that needs attention is communication. Clear and open communication is essential for the smooth operation ofthe warehouse, as it ensures that all team members are on the same page and working towards common goals. 另一个需要关注的个人问题是沟通。

线索问题清仓工作总结

线索问题清仓工作总结英文回答：Clue Problem Liquidation Work Summary.In the past few weeks, I have been involved in a challenging task of clearing out a warehouse filled with clues. This work required meticulous attention to detail and a systematic approach to ensure that all clues were properly identified, sorted, and disposed of. It was a demanding job, but I am proud of the progress we made and the efficient manner in which we completed the task.One of the key challenges we faced was the sheer volume of clues that needed to be processed. The warehouse was filled with boxes upon boxes of items, each potentially holding valuable clues. It was like searching for a needle in a haystack, and we had to come up with a strategy to tackle this overwhelming task.To address this challenge, we divided the warehouseinto different sections and assigned teams to each section. Each team was responsible for thoroughly examining the items in their assigned area and identifying any potential clues. This division of labor allowed us to work simultaneously and expedited the process of identifying and sorting the clues.Another challenge we encountered was the variety of clues we came across. Some were obvious, such as documents or photographs, while others were more subtle, like hidden messages or symbols. It required a keen eye and a deep understanding of the case to identify and interpret these clues correctly.To overcome this challenge, we held regular team meetings to share our findings and discuss any puzzling clues. This collaborative approach proved to be highly effective as it allowed us to pool our knowledge and perspectives, leading to breakthroughs in deciphering some of the more cryptic clues.Additionally, we utilized technology to aid us in our work. We employed advanced software and tools to analyze digital clues, such as encrypted files or deleted data. This not only saved us time but also ensured that no potential clue went unnoticed.Throughout this liquidation work, we encountered various conflicts and contradictions. For example, we found conflicting testimonies from witnesses, which required us to carefully analyze the information and determine the truth. In one instance, a witness claimed to have seen the suspect at the crime scene, but another witness provided an alibi for the suspect. Resolving these conflicts required us to gather additional evidence and conduct further investigations.In conclusion, the clue problem liquidation work was a challenging but rewarding task. Through careful organization, collaboration, and the use of technology, we were able to efficiently process a large volume of clues and make progress in our investigation. The experience taught me the importance of attention to detail, teamwork,and adaptability in solving complex problems.中文回答：线索问题清仓工作总结。

介绍仓库的英语作文怎么写

When writing an essay in American English about a warehouse, youll want to cover several key points to provide a comprehensive overview. Heres a sample essay to guide you:Title: The Functionality and Importance of WarehousesWarehouses are an integral part of the modern supply chain, serving as the backbone for storage and distribution of goods. They are large storage facilities designed to hold a vast array of products, from raw materials to finished goods, ready for distribution or further processing.IntroductionA warehouse is more than just a building with walls and a roof its a hub of activity that plays a crucial role in the logistics and distribution process. The primary purpose of a warehouse is to store goods and materials in a secure and organized manner, ensuring that they are readily available for the next step in the supply chain.FunctionalityThe functionality of a warehouse is multifaceted. It includes:1. Storage: Warehouses provide a secure place to store goods, protecting them from theft, damage, and the elements.2. Inventory Management: With the help of advanced inventory management systems, warehouses can track the movement of goods, ensuring that stock levels are maintained and replenished as needed.3. Order Fulfillment: Warehouses are equipped to process orders efficiently, picking, packing, and shipping products to customers or other businesses.4. Distribution: As a central point, warehouses facilitate the distribution of goods to various destinations, optimizing routes and reducing transportation costs.Design and LayoutThe design of a warehouse is tailored to its intended use. Some are designed forhighvelocity storage and retrieval, while others focus on longterm storage. The layout typically includes:Racking Systems: To maximize space utilization and organize products systematically. Dock Facilities: For the efficient loading and unloading of goods.Security Measures: Including surveillance systems and restricted access areas. Technological IntegrationModern warehouses are increasingly reliant on technology. Automation, robotics, and data analytics are used to enhance efficiency, accuracy, and speed in operations. For example, automated storage and retrieval systems AS/RS can quickly locate and retrieve items without human intervention.Environmental ConsiderationsIn recent years, there has been a growing emphasis on the environmental impact of warehouses. Energyefficient lighting, solar panels, and sustainable building materials are becoming more common. Additionally, efforts are made to reduce the carbon footprint through optimized transportation routes and practices.ConclusionWarehouses are vital components of the global economy, facilitating the flow of goods from production to consumption. As technology continues to advance, warehouses are becoming more sophisticated, efficient, and environmentally friendly. Understanding the role and importance of warehouses is essential for anyone involved in supply chain management or logistics.This essay provides a structured approach to writing about a warehouse, covering its purpose, functionality, design, technological integration, and environmental considerations. Adjust the content based on the specific aspects you wish to emphasize or the word count requirements of your assignment.。

WM逻辑梳理

基本概念1、仓库号：对应的仓库可以是实体的也可以是虚拟的。

一般来说，如果仓库设施位于不同的城市，或实际距离较远的话，最好将一组存储设施分配一个单独的仓库号和存储地点。

2、存储类型：也称作存储区域，包括仓储设备和仓储区。

仓储区域在仓库号下面定义，可以是物理的也可以是逻辑的区域，是根据仓储技术（例如自动仓、半自动仓、高价货架等），使用空间区域，组织形式或者功能等对复杂的仓库联合体进行的分割定义单元。

在系统中已经有一些预定义类型：高架区、堆放区、拣货区等，有不同的控制参数，例如上架策略、下架策略、盘点方法等。

可以参考这些设置并更改以满足需要。

3、存储区：在WM中存储分区是存储类型下面一个细分组织结构，是一些具有共同入库管理特性的仓位的集合。

存储分区的划分方法比较灵活，可以根据存放货物的重量进行存储分区，例如快速移动货物分区，缓慢移动货物分区等。

复杂的方式还可以结合几种划分标准，例如快速移动重型货物分区，快速移动轻型货物分区等，通常存储类型和存储分区是一对多的关系。

存储分区主要设计用来实现入库仓位定向选择，所以存储分区的定义一定要有目的性和实际意义，通常存储分区集中在同一个物理区域。

如果觉得没有必要进一步细分，也可以不细分存储分区，但是WM系统强制要求必须为每一个存储类型至少定义一个存储分区，只建立一个分区实际上相当于没有对存储类型进行细分，存储分区和存储类型这时候是一对一的关系。

存储分区里不能定义任何控制参数，这些控制参数通常是从存储类型传递下来的。

4、仓位：是存放物料地点的最小单位。

5、仓位类型：对仓位特征的分类，例如大仓位、小仓位等。

6、仓储单元：例如，一个托盘及托盘中的物品为一个仓储单元。

7、仓储单元类型：例如欧式托盘1m，用于将仓储单元进行大小、重量等的分类。

如果存储类型和仓库同时都激活了SU管理，那么在进行库存转储的同时，除了生成TO，也会生成SU号，当该SU的物料全部被下架消耗之后，无法通过该SU 查询所在仓位。