Business_Logistics_-_1_Introduction
U1General introduction to logistics
When it comes to sth.
• 意思为”说到某事” • When it comes to the question of suppliers, I think we need fewer suppliers than we have now. • 说到供应商. 我认为我们所需的供应商的数量比我们现有 的要少一些. • 造句:说到物流,它已经成为一种职业了. When it comes to logistics, it has been a profession. 2. 他表现向来积极,但说到住房,他就沉默了. He is acting actively, but when it comes to housing he kept silent.
• Coming into being with the advent of civilization, logistics is anything but a newborn baby. • 结构: coming into being,是现在分词做状语, 表示时间.在句中的作用等同于由表及里 when 引导的从句:when it came into being with the advent of civilization….
Unit One
General Introduction to Logistics 物流概论
学习重点
1.词汇: logistics(物流), warehouse(仓库,仓 储), inventory(库存), procurement(获得,取 得), packaging(包装), inbound(往内地的,归 航的), outbound(往外地的,往国外的), handling(搬运), coordination(协调), strategic planning(战略计划). 2.语法:动词后接动名词(-ing)和动词不定式 ( to do)的区别.
物流专业英语unit 1 Introduction to Logistics教材
origin to point of consumption and the effective combination of such basic functions as transportation, warehousing and storage, load and unload, goods handling, packing, distribution processing, delivery, information management, and so on.
procurement, movement and storage of materials ,parts and finished inventory (and the related information flows) through the organization and its marketing channels in such a way that current and future profitability are maximized through the costeffective fulfillment of orders.
information technology
物流是关于时间的资源配置或总供应链的战略管理。供应 链是满足顾客的事件序列。包括相关联的运输、存储和信 息技术。
Logistics terminologies of the People’s Republic of
China National Standard(GB/T18354-2001):
Question： What are the reasons for the importance of logistics ?
Unit11BusinessReports世纪商务英语翻译教程(第三版)
Unit 11
Business Reports
返回
Business Reports
知识目标： 1. 了解商务报告的基本知识 2. 掌握商务报告的语言特点及其常用翻译技巧 3. 熟悉定语从句的翻译方法
能力目标： 1. 能够正确翻译商务报告中的常见词汇、语句和段落 2. 能够运用所学翻译技巧熟练地翻译各类常见商务报告 3. 能够较为熟练地翻译各类定语从句
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Sec 8
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SECTION 3
I. 商务报告的语言特点（1）
Sec 1
商务报告在内容上要讲求客观，忠于事实；观点上要求思路清晰，引证
Sec 2
准确；结构上要求语篇完整，布局合理；文体上讲究风格自然, 语言正式。有
人把商务报告的特点概括为：篇幅可长可短，体例必须规范；内容或繁或简，
Sec 4
Now we have our own truck to transport the building materials on the construction site. The expenditure of the department would be lower. This would enable the company to operate more smoothly.
SECTION 1
Sec 2 Sec 3 Sec 4 Sec 6 Sec 7 Sec 8
例文：
Report On An Event Date of report:23-Sept-2008
To the board of directors: With the fund granted for the purchasing of a truck of the
商务英语课件logistics
province distributions.
The Dawn of Modern Logistics (1985-1995)
China Logistics
• The People’s Liberation Army (PLA) was the first organization in the post-revolution China to understand the importance of modern logistics.
• What is Logistics? – Logistics management – Business logistics management – Integrated logistics management – Materials management – Physical distribution management – Marketing logistics – Industrial logistics – Distribution
MSC EVERGREEN CMA CGM NYK line MOL
地中海航运 长荣海运 达飞国家海运 日本邮船 商船三开
瑞士 中国台湾 法国 日本 日本
Survey on distribution infrastructure of goods and service efficiency (The World Competitiveness Yearbook 1999)
Collective
1213 3117 8523 8783 12135 16464 26472 33623 39232 43347 45730 44607
商业物流管理【英文】
Council of Supply Chain Management The art and science of management, engineering, and technical activities concerned with requirements, design, and supplying and maintaining resources to support objectives, plans, and operations
Learning Objectives (cont.)
After reading this chapter, you should be able to do the following:
Understand the relationship between logistics and other important functional areas in an organization, including manufacturing, marketing, and finance. Discuss the importance of management activities in the logistics function. Analyze logistics systems from several different perspectives to meet different objectives. Determine the total costs and understand the cost tradeoffs in a logement for the plant (inbound logistics) and distribution Management for the firm’s customers materials requirements, purchasing, transportation, inventory management, warehousing, materials handling, industrial packaging, facility location analysis, distribution, return goods handling, information management, customer service, and all other activities concerned with supporting the internal customer (manufacturing) with materials and the external customer (retail stores) with product
物流专业英语参考答案
ReferencesUnit 1 An Introduction to Business LogisticsPart II. Exercises for Dialogue 1Answer the following questions according to the dialogue.1.Logistics means to supply the right product at the right time in theright quantity in the right condition at the right place for the right customer at the right price.2.It includes the procurement, maintainance, distribution andreplacement of personnel and material.3.These two concepts are the same meanings. Logistics is generalmeaning and includes military definition and business definition.Business logistics stresses special term on a trade or business. Exercises for Dialogue 21.(Opening)2.(Opening)Part III. Practical ReadingsExercises for Text 1I. Answer the following questions:1. Business logistics means to be defined as a business-planning framework for the management of material, service, information and capital flows.2. Business logistics involves the following activities: demand forecasting,procurement, materials handling, packaging, warehouse and inventory management, ordering processing, logistics communications, transport, customer service and so on.3. The role of logistics is to maintain the balance between the minute details and the main elements involved in a product.II.1.商务物流管理有不同版本的不同定义 2 必要资源的利用3. 逆向货物的搬运4. 人员和材料的补充5. 复杂信息6. 现代的商业环境7. 需求预测8. 设施场地选择9. 公司最重要的财富10. 公司战略抉择走势评定III. definitions—heart---output---service---strategyIV. 1. 这一非常宽广的物流观点把单一的供应链与贸易公司的方方面面整合在一起。
1 General Introduction to Logistics 物流英语 unit1
(CLM,美国物流管理协会)
Logistics is a unique global "pipeline" that operates 24 hours a day, seven days a week and 52 weeks a year, planning and coordinating the transport and delivery of products and service to customers the world over. Q1: What figure speech is involved in this paragraph? Q2: Why is "pipeline"? Logistics compared as a
P15 1,2
Imagining what you’re going to achieve in
career after 10 years ， then design a business card for yourself.
The End
Unit 1
Language Points
Coming into being with the advent of civilization, logistics is anything but a new-born baby. Coming into being : 出现，产生 E.g: The Red Army came into being after the defeat of the first great revolution.
(完整word版)《物流专业英语》课程教学大纲
《物流概论》双语教学大纲一、课程的性质和任务课程的性质：本课程是对国际贸易和市场营销专业的学生开设的一门专业双语课程(英语），同时也是一门实践性较强的课程。
课程的任务：通过该课程的学习，使学生掌握一定量的专业英语词汇，提高英语的阅读、听说水平。
从而在学习专业知识的基础上，加强学生的社会适应能力。
1．掌握一定量的物流专业英语词汇及必要的商务英语词汇；2．掌握物流管理的基本概念及基本原理；3．熟悉物流企业的管理技巧与方法；4．具备相当水平的商务事务处理等实际运用能力。
前导课程：《大学英语》、《物流管理概论》、《供应链管理》、《综合运输》后续课程：毕业设计二、教学基本要求通过该课程的学习，除了使学生掌握一定量的专业英语词汇,提高英语的阅读、听说水平外，还应使学生在学习专业知识的基础上，加强学生的社会适应能力。
(一）理论部分1．掌握一定量的物流专业英语词汇及必要的商务英语词汇。
2．掌握物流管理的基本概念及基本原理.（二)实务部分1．提高学生英语的听、说、读、写的能力；2．熟悉物流企业的管理技巧与方法。
3．具备相当水平的商务事务处理等实际运用能力。
三、教学条件1.课堂教学时,需使用多媒体教学设备，易于学生掌握所学知识。
四、教学内容及学时安排三、课程教学内容Chapter 1 Logistics主要讲授:the introduction of logistics，what’s logistics，evolution of the logistics management concept, components of a logistics system, five key issues for logistics effectiveness重点：the introduction of logistics，what's logistics，evolution of the logistics management concept，components of a logistics system, five key issues for logistics effectiveness难点：five key issues for logistics effectivenessChapter 2 Supply Chain Management主要讲授：Role of Logistics in the Supply Chain，What is Supply Chain Management?重点：Developing a Supply Chain，The Possibility of Creating a Supply Chain,难点：How to set up a supply chain management.Chapter 3 Transportation主要讲授：transportation facility , the transportation modes（rail network ，motor carriers，water transport ,pipelines，air transport) ,transportation management 重点：transportation facility ，the transportation modes，transportation management难点：water transport，the economic factors of transportationChapter 4 A Third Party Logistics Provider主要讲授:What is Outsourcing？, Definition of Third Party Logistics重点：Searching the 3PL Companies，Evaluating 3PL companies难点：How to Select a Third Party Logistics ProviderChapter 5 Retailing Logistics主要讲授：Retail Supply Chains，Retailing Logistics in UK重点：The Retail Logistics Landscape Is so Diverse, We Are Totaly Convinced about the Potential of RFID难点：How to understand retail supply chainChapter 6 Chain Store主要讲授：Standardization of the Operation of Chain Stores Opinion, The Definition of Chain Stores重点:The conception about chain stores难点：How to understand a chain storeChapter 7 Distribution Center主要讲授:distribution center, the ABC catering services ltd。
译文 《商务英语》UNIT1 LOGISTICS(物流)
UNIT I LOGISTICS第一单元物流PART ⅠThe Definition of LogisticsPART Ⅰ物流的定义The introduction of Logistics物流简介[Para1]“Logistics” is a term, which originates from both the army an d French. According to the French, the Baron of Jomini, who of Swiss origin who had served in Napoleon’s army before joining the Russians and who later founded the Military Academy of St. Petersburg, first used the term in the early 19th century. So in a m ilitary sense, the term ‘logistics’ encompasses transport organization, army replenishments and material maintenance.“物流”或“后勤”一词其实源于军队，对其词义解释亦有多个不同版本，根据法国人阐述之词义，该词早于十九世纪初被祖文尼男爵率先采用。
祖文尼是一名原藉瑞士的军官，他在投奔俄罗斯军队之前在拿破伦军中服役，其后一手创立“圣彼得堡军事学院”。
就军事意识而言，物流管理―词意即运输编制、军队补给和物料保养。
[Para2] In the business world however, the concept of “logistics” was applied solely to “Material Replenishment Programs” (MRP) and was confined to the manufacturing sector at the beginning. Therefore the extension of the concept to involve company operations is a relatively new one and the earliest usage dates back to the 1950s in the USA.然而在商务界中，“物流管理”的概念仅仅用于“物料需求计划”，并且最初是在制造业的部门开始使用。
商务导论Chapter 1
How Resources Limit the Ability to Satisfy Wants and Needs
Resources limit the number of needs and wants people can satisfy. Example: You may want a new pair of jeans and a new camera. You may have only enough money to buy one of these two things.
How to Define Business
Business is any commercial activity that seeks profit by providing goods and services to others in exchange for money. Profit is the money left over after a business has paid the cost of providing its goods and services.
Wants and Needs Drive the Economy
• Private wants A group of people share the same wants. Individual people also have private wants. • Public wants Wants widely shared by many people.
The Significance of Competition
The result is that goods and services are produced and sold at the lowest possible cost.
Chapter_1__Introduction_to_Supply_Chain_Management
Background Emerging new channel Standardization of product and tech Severe competition Speed management Internet booming Shorter product life cycle
Supply Chain Management
Yuhua Zhang
Professor of Guangdong University of Foreign Studies
Tel: 020-39328850 E-mail: zhyh58@
Chapter1 Introduction to Supply Chain Management Chapter2 Logistics Network Configuration Chapter3 Inventory Management, Supply Contracts and Risk Pooling Chapter4 The Value of Information Chapter5 Supply Chain Integration Chapter6 Strategic Alliances Chapter7 Procurement and Outsourcing Chapter8 International Issues in SCM Chapter9 Design for Supply Chain Management Chapter10 Pricing and Customer Value
物流英语PPT课件
Coordinate with customers and carriers to ensure timely delivery of products according to the delivery schedule
Return processing
Return receipt
Transport Terminology
Mastering transportation related terminology is the key to learning logistics English.
Transportation is the core link of logistics, involving terms such as "sea freight", "air freight", "land transportation", "multimodal transportation", "container transportation", etc. Understanding these terms helps to better understand the transportation methods and operations in the logistics process.
Improving competitiveness
By ensuring effective logistics operations, companies can gain a competitive edge over their competitors
Enhancing business operations
Logistics Process Introduction
Qty Per 17 3 62 1
1139 48
983 20 2 65 11 6 13 5 2 1 3
用量 68850 12150
251100 4050
4612950 194400
3981150 81000 8100
263250 44550 24300 52650 20250 8100 4050 12150
第三，从税收的角度分析，一般贸易的进口要缴纳进口环节税， 出口时在征收增值税后退还部分税收；加工贸易进口料件不征收 进口环节税，而实行海关监管保税，出口时也不再征收增值税。
8
Flash China Logistics Model
加工贸易
ed 2. 国内厂商结转— bonded 3. 国内厂商增值税采购— non-bonded
Check documentations Trade-book Chinese name and HS code
12
Trade book content
Item Part number Description Chinese name HS code Usage Forecast qty ( E-tradebook no qty) Unit price Amount
13
序号 品名 1 标签 2 插座 3 电感 4 电路板 5 电容 7 电容 8 电阻
7
加工贸易与一般贸易的区别
第一，从参与贸易的货物来源角度分析，一般贸易货物主要是来 自本国的要素资源，符合本国的原产地规则；而加工贸易的货物 主要来自国外的要素资源，不符合我国的原产地规则，只是在我 国进行了加工或装配。
第二，从参与贸易的企业收益分析，从事一般贸易的企业获得的 收益主要来自生产成本或收购成本与国际市场价格之间的差价； 而从事加工贸易的企业实质上只收取了加工费。
物流专业英语教程(吴尚义)——上学期考试复习资料
•Unit 1•Logistics system •Logistics management •Supply chain management (SCM) •Raw material•In process inventory •Finished goods •Customer service •Inventory control •Transportation •Warehousing•Material handling •Distribution center (DC) •Business logistics•Service logistics•Military logistics•Event logistics(翻译见下)•物流系统•物流管理•供应链管理•原材料•在制品库存，在制品•完成品•客户服务•库存控制•运输•仓储•物料搬运•配送中心•企业物流•服务物流•军事物流•活动物流•Unit 2•Supply chain•Supplier•Manufacturer•Distributor•Retailer•Intangible assets•Tangible assets•Supply system •Distribution system•Pull system•Push system•Pull-push system翻译见下•供应链•供应商•制造商•分销商•零售商•无形资产•有形资产•供应系统•分销系统•拉式系统•推式系统•推拉结合系统•Unit 3•product promotion •inventory management •warehouse operations •product transportation •customer support •after-sales service •product selection •transportation services •warehousing services •Financial service •make loans•credit analysis•due invoices翻译见下•产品促销•存货管理•仓库运营•产品运输•客户支持•售后服务•产品选择•运输服务•仓储服务•金融服务•提供贷款•信贷分析•到期发票•Unit3•客户满意•客户维系•交易营销•关系营销•常旅客计划•内部客户•外部客户•客户忠诚•前置时间•完美订单•服务细分（翻译见下）•Customer satisfaction•Customer retention•Transactional marketing•Relationship marketing•Frequent Flyer Program•Internal customer•External customer•Customer loyalty•Lead time•Perfect order•Service segment•Unit 4•indoor operation入库作业•warehouse management在库管理•warehouse operation出库操作•Replenishment补货•Order picking订单拣选•Order selection订单拣选•delivery note 提货单•Temporary storage (planned storage)计划性库存•Semi-permanent storage (extended storage)非计划性库存•Seasonal items配合季节性产品•Erratic demand items 需求变动大的产品•Product conditioning产品状态的控制•Speculative purchases推测性产品•Discount products折扣性产品•Public warehouse公共仓库•Private warehouse自用仓库•Contract warehouse契约仓库•general merchandise warehouse for manufactured goods普通仓库•refrigerated storage warehouse冷藏库•bonded warehouse保税仓库•special commodity warehouse特种商品仓库•bulk storage warehouse散装仓库•perishable items易腐烂产品•Customized (tailored) service定制服务•tank storage 灌储•unit 5•cycle (base) inventory 周期基本库存•safety (buffer) inventory 安全缓冲库存•in-transit( pipeline) inventory 在途供应线库存•speculative inventory 投机库存•dead stock 呆滞库存•average inventory平均库存•订货周期(order cycle time)•个案完成率(case fill rate)•产品线完成率(line fill rate)•订单供货率（order fill rate) •Opportunity cost机会成本•marginal cost 边际成本•Risk cost 风险成本•Fixed re-order inventory level定量订货法•Fixed time re-ordering 定期订货法•Economic order quantity 经济订货批量•Just in time production 准时制生产•Inventory turnover ratio库存周转率•Zero Inventory 零库存•Push system or Make-to-stock (MTS)推动式系统•Pull system or Make-to-order (MTO)拉动式系统•Hybrid system 混合系统•Dependent demand相关需求•Independent demand独立需求•VMI: Vendor-managed Inventory供应商管理库存•CRP: Continuous Replenishment持续补货•QR: Quick Response快速响应•ECR: Efficient Consumer Response有效客户反应•Unit 6•the consumer package消费者包装•the industrial package工业包装•集装袋（flexible container）•托盘（pallet）•集装箱（container）货柜•射频技术Radio Frequency Identification•运输标志（Shipping Mark）唛头•指示性标志（Indicative Mark）•警告性标志（Warning Mark）•Unit 7•Economy of scale规模经济•Economy of distance距离经济•Intermodal transportation 多式联运•Hybridsegment。
JOURNALOF BUSINESS LOGISTICS1
JOURNALOF BUSINESS LOGISTICS, Vol.21, No. 2.2000 173 THIRD-PARTY LOGISTICS: LEVERAGING INFORMATION TECHNOLOGYIra LewisNaval Postgraduate SchoolandAlexander TalalayevskyChapman UniversityGlobal competition and the rapid evolution of information technology (IT) have led to a significant trend toward outsourcing of logistics services among major U.S. firms. The market for third-party logistics in the U.S. is expected to grow from $25 billion in 1996 to perhaps $50 billion by 2000.1 Third-party logistics (also called contract logistics) has been defined as multiple logistics services provided by a single vendor on a contractual basis. As service providers, the mission of third-party logistics firms is to help their customers become tougher competitors.2 The increasing use of third-party logistics providers is a part of general trend toward an emphasis on markets rather than hierarchies to accomplish corporate goals. By outsourcing logistics activities, firms can better focus on their core competencies, such as manufacturing and retailing, while allowing third-party specialists to take care of functions such as transportation, distribution, and warehousing.The movement to outsource distribution also is consistent with a tendency to reduce the number of suppliers and establish closer, longer-term relationships with those that remain. These partnerships encourage mutual investment in IT in order to support innovation and responsiveness.3 In light of these trends, this article examines the influence of IT on outsourcing from the perspective of the customer.La Londe and Masters have described the Implementation of powerful and inexpensive information technology as the environmental factor that has had the greatest positive influence on the operation of logistics systems over the past decade. A Council of Logistics Management study finds that the value ofthe logistics function is significantly enhanced through "the capability to integrate product, information, and cash flows for decision-making purposes that link both internal and external processes."4The type of IT known as an interorganizational system (IOS) lies at the heart of the ability of IT to support the outsourcing of logistics activities to third-party firms. Such outsourcing means that firms whose core competencies lie elsewhere can concentrate on activities best managed internally and gain access to superior logistics performance at equal or lower cost.5Firms tend to choose transactions that economize on coordination costs.6 These include the costs of the information processing necessary to coordinate the work of people and machines that perform a primary process, such as manufacturing a product or providing a service.7 IT allows buyers and sellers to communicate directly over data-rich, easy-to-use information channels, which reduces coordination costs faster than in-house production costs and promotes the trend toward outsourcing. For example, in the textile industry, IT has allowed disaggregation of procurement, spinning, weaving, finishing, logistics, and retailing, with each function contracted out to a specialist in the field.8This article wilt discuss how the evolution of IT has allowed the largest users of logistics services, typically manufacturers and retailers, to focus on their core competencies and contract out logistics services. We will also review research in IOS that supports the trend toward third-party logistics. Finally, we will demonstrate the structural efficiencies of IOS and information-driven structures compared to traditional distribution structures.INFORMATION TECHNOLOGY AND OUTSOURCINGInformation technology refers to the hardware, databases, software, and other devices that support an information system. The term is often used interchangeably with information system, which is acollection of components that collects, processes, stores, analyzes, and disseminates information for a specific purpose. We are concerned here with computer-based information systems that use IT to automate the input, processing, output, and transmission of information.9 Information systems perform three vital roles in any type of organization: they support business operations, managerial decision-making, and strategic competitive advantage.10The speed, cost, accuracy, and reliability of IT makes capturing, analyzing, and sharing information much easier. For example, the exchange of large amounts of data between shippers and carriers allows both to understand traffic patterns and trends and develop strategic partnerships based on mutually agreed goals. "The logistics integration activity typically involves the sharing of very timely and very sensitive demand and sales data, inventory data, and shipment status data. Data sharing often involves a firm giving direct access to its computerized data bases to its supply chain partners."11The core competencies of third-party logistics firm.s are in fields such as inventory management, distribution,and transportation. With IT these companies can develop an understanding of their clients' activities, such as manufacturing, retailing, or marketing, that previously would have been infeasible due to the workload involved in manually collecting and analyzing large quantities of data. According to Sink and Langley : The customer of a third-party logistics firm must be careful to identify accurately the activity or process for which the corporation is core competent. For example, a firm that outsources its transportation and warehousing/distribution activity may not have core competence in that area but in its ability to manage the relationships with firms that do excel in that activity.12Accordingly, the outsourcing of logistics leads to the emergence of new structures for the coordination of logistics functions. Coordination has been defined as "the management of dependencies between activities," and the IT-enabled partnerships that have developed between shippers and third-party providers are coordination-intensive structures for managing the supply chain.13As firms contract out activities, the degree of risk increases because of the potential for opportunistic behavior by partners. This type of behavior, known as agency, can be moderated by IT. By allowing access to performance-related data by all partners in the supply chain, IT can create the conditions for sharing that are in the interests of all. For example, IT monitoring capabilities can be used to moderate the tendency for just-in-time supply systems to simply shift inventory upstream in the supply chain.14THIRD-PARTY LOGISTICS AND INTERORGANIZATIONAL SYSTEMS Supply chains represent an example of business process change enabled by an interorganizational system. Bakos defines an IOS as "an information system that links one or more firms to their customers or their suppliers, and facilitates the exchange of products and services."15 The key enabler of an I0S is telecommunications network, such as the Internet or private network provided by Electronic Data Interchange (EDI) vendors, that links the terminals and computers or businesses with their customers and suppliers, resulting in new business alliances and partnerships.16 According to Handfield and Nichols, appropriate IOS use provides decision-makers with timely access to all required information, in an appropriate format, from any location within the supply chain.17 The essential requirement for an IOS is a computer-based, electronic link between two or more members of a supply chain, such as manufacturers, distributors, transportation firms, retailers, or customers. This link automates some element of the logistics workload, such as order processing, order status inquiries, inventory management, or shipment tracking. Without IOS, these activities are carried out by personal visits, mailing of paper documents, phone, or fax.18A simple example of an IOS is the online book retailer , which allows a customer's PC to connect to its Web site. A customer can search the database of titles, order and pay for books, check on order status, and request notification of new books by author or subject. At the same time, shipment instructions are provided by to one of its distributors who sends the book to the customer by the method of transportation (mail or FedEx) indicated by the customer. When FedEx is used, a shipment number is generated and passed to the distributor (to be placed on the shipping label) and the customer (for tracking purposes). The IOS links the company customers, book distributors, FedEx, and the banks that process credit-card orders.An IOS can be categorized in a number of different ways; there are two broad classifications. The first type is an electronic hierarchy, and the organizations involved have a long-term contract and align their internal processes with one another. An example is series of entities along a supply chain that are electronically connected to each other (but only to the neighboring nodes).The second type is a market designed to match buyers and sellers who generally do not share a long-term relationship. Markets can be centralized or decentralized. Centralized markets utilize brokers. Buyers and sellers need only connect to one or more of these intermediaries to carry out a transaction; a stock exchange is a good example. In a decentralized market, all the participants can contact one another directly, and no intermediaries are present. The direct relationship between multiple industrial buyers and suppliers is an example.Essentially, the relationship between a client firm and third-party provider is like a centralized market with a limited number of connections. The client communicates with just one or a very small number of third-party providers. These third-party firms act as brokers. Interaction between the third party and other firms (such as independent motor carriers) is more fully connected. Given that the quality of information available to decision-makers at all levels (including the third-party providers or brokers) is high, centralized (or brokered) markets make it efficient to negotiate contracts under favorable conditions. If the third party is not well positioned to obtain or process information in the marketplace, the client firm would do better to use hierarchical alternatives for each shipment. In other words, the shipper can deal more efficiently with carriers and other suppliers directly, using in-house staff.19BASIS FOR COMPARING STRUCTURESDistribution structures traditionally consist of two hierarchical substructures. One gathers inputs and channels them through a set of intermediaries toward an internal logistics department. The other distributes the output/goods to consumers through another set of intermediary layers. Figure 1 provides an example of the conceptual input and output substructures that are mirror images.Goods have traditionally followed this pattern, but information need not. Optimization of information storage and use requires that the organization and storage of data throughout the supply chain be consistent so that the data are accessible to multiple entities at different levels. Accordingly, the information substructure can be star-shaped, such that all nodes are directly connected to the information medium. Figure 2 provides an example of a structure in which each node of the corresponding goods structure is linked to an IT-based node.Logistics structures can be contrasted through complexity comparison20of their basic organizationalcharacteristics. Our methodology is adapted from the criteria previously applied to organizational structure comparisons by Baligh and Richaitz,21 Malone,22 and Talalayevsky and Hershauer.23 We use the following as the basis of comparison: (1) number of nodes within each structure, (2) number of connections for each structure, (3) number of intermediaries/managers/information systems used within the structure, and (4) number of levels for each structure. Initially, each structure is described using the following dimensions:n = number of leaf (end nodes in figures 1 and 2) nodes or structure breadthsc = span of controlThis small set of variables allows comparison of each structure's behavior and characteristics using a realistic, quantitative method. The formulation assumes, however, that the magnitudes of the organizational dimensions remain the same throughout the structures.The total number of nodes within a hierarchy varies with the number of leaf nodes (n) and the span of control (sc) and is formalized by Talalayevsky and Hershauer as n(sc/(sc-1)).24Given the mirrored hierarchical structure, the total number of nodes for the whole structure becomes 2n(1/(sc-1)). A flat information substructure would also reduce the number of information nodes within a structure from 2n(1/(sc-1))to only one. As intermediate information processing levels are eliminated, the span of control is effectively increased. For hierarchical structures, the number of connections is the same as the number of nodes.The number of levels within a simple hierarchical structure is a derived variable that varies with the span of control {sc) and the number of leaf nodes (n). The resulting formulation is log sc n. The number of levels in the mirrored structure depicted in Figure 1 requires doubling that amount to quantify the number of levels for both hierarchies resulting in 2(log sc n)Table 1 contrasts the differences for the two structural alternatives within the four evaluation criteria. Traditional distribution (Figure 1) has the characteristics of a goods distribution substructure for both the goods and information distribution substructures. In other words, both the goods and the information associated with those goods follow the same routes.Advantages ofthe infortnation-dnven structures over the traditional structures are apparent in the last twodimen.sions of coniparisoti(in Table 1): number of intermediary information forms/systems and the number of levels. Fewer forms are a result of the standardization that is driven by the involvement of a third party. With IOS. a direct link is established between supply chain entities, which traditional structures chose to isolate through intermediaries.Additional benefits may result from an IOS and the configurations and relationships it creates. Over time, there may be a secondary effect of disintermediation for the information-driven structure (right-hand column in Table 1); the number of actual nodes and connections may decline. This reduction will take place as a result of a decrease in the value that intermediaries provide within the supply chain.SEARCH EFFECIENCY DIFEERENCES BETWEEN STRUCTURES Reconfiguration of distribution structures not only changes the fixed cost and size of configurations but also has the potential to improve variable or search costs. Figure 3 demonstrates the results of an analytical proof for comparing the use of decentralized and centralized markets with an in-house hierarchy in terms of search costs.-' It highlights the tradeoffs between markets and hierarchies by comparing .search alternatives for the full range of information possibilities. Traditionally, firms tended to buy (instead of make) or outsource goods and services when they lacked the skill to produce on their own. The right hand side of Figure 3 provides a scenario in which decentralized markets outperform other alternatives.Driven by inter-organizational systems, firms have found another reason to gravitate towards the brokered systems epitomized by third-party logistics firms. The perfect information side of Figure 3 depicts that area of opportunity for brokered markets. A third-party logistics firm can only provide value to a client and compete with other structural alternatives if it not only has access to many alternatives but can also effectively discriminate among its choices. In other words, access and information are the key issues.Additional economies result from reducing the number of intermediaries (or brokers). When these decrease within a centralized structure, the area of dominance (i.e., lowest cost) for centralized markets as compared to hierarchies becomes larger. As the number of intermediaries declines, the decentralized market structure loses all its advantages over the centralized structure: Brokered structures may make open (decentralized) market transactions obsolete.Structures enabled by electronic connection provide additional motivation for outsourcing and explain the shift toward IT-enabled intermediaries. An example of this trend is the use of EDI systems to connect shippers with third-party logistics providers.26Electronic structures have two effects: (1) reduce transaction cost between organizational entities and (2) reduce duplication within the structures in terms of contacts (or the number of connections) and information processing requirements. In summary, IT allows client firms ready access to external logistics resources through electronic, brokered centralized markets in a more cost-efficient manner. That IT-enabled access paves the way for extensive outsourcing opportunities.INTERORGANIZATIONAL SYSTEM APPLICATIONS IN LOGISTICS Traditional research on how IT affect the firm has concentrated on interorganizational issues, and the environment (including other firms in the supply chain) is treated as a given, or an exogenous variable. There is also a need for research that links functional integration (such as that achieved by and IOS) to measures of logistics performance.27Only recently has the research focus expanded to include an IOS such as that used to implement supply chain management.28 As explained by Gustin, Daugherty and Stank:"The dynamics of today's competitive environment require interorganizational information exchange and coordination to achieve common goals. Relationships such as partnerships and alliances are highly dependent upon information support. It is especially critical that supply chain partners have access to information on activities that they do not directly control."29In the past, effective control depended on a hierarchical chain of command. IT has allowed for the development of relationships that ensure the execution of logistics activities without it being necessary for a firm to have physical control over logistics assets. In fact, many third-party logistics firms do not control any logistics-related assets themselves. Their core competencies reside in purchasing and integrating services from transportation, warehousing, and related operators.30A study of the use of EDI by Japan Air Lines (JAL) and its suppliers found that outsourcing of logistics functions using an IOS allowed JAL to transform its physical value chain into a virtual one. JAL developed new capabilities as it reduced customer response times and pursued joint new product development with suppliers. A key enabler was the integration of EDI with JAL's internal information systems. The study concluded that the "embeddedness" ofthe IOS allowed EDI to play a central role in JAL's supply chain coordination. The increased speed and flexibility of information and knowledge transfer allowed for more efficient coordination, and eventually higher revenues and profits, for all members ofthe supply chain.31IOS allows for flexible, non hierarchical communications among members ofthe supply chain. The resulting exchange of knowledge facilitates outsourcing ofthe logistics function. In effect, the type of collaboration that previously could only take place within a single corporate structure now can be extended to outside partners using IOS. As Bowersox and Daugherty explain, "given available information technology, it is no longer necessary to support centralized operations to maintain adequate control" in logistics.32The implementation of information networks through IOS improves the efficiency of gathering and communicating information among the participating organizations, which creates such efficiencies as better management of inventory levels, higher levels of interorganizational communication, and lower coordination costs.A survey of 122 purchasing managers found that the implementation of EDI reduced the number of buyers and the required degree of supplier performance monitoring. The authors concluded that EDI tends to promote long-termbuyer-supplier relationships.33 Another survey of 292 contract warehouse operators found a direct relationship between information availability, responsiveness to customer requests, and operating performance. These findings support the importance of IT to third-party logistics firms. Eor example, information sharing should allow firms to reduce their inventory levels across the supply chain.34Implementing networked organizations remains a major managerial challenge. There is a need to learn how lo manage interdependence in networked firms, such as those that are members of integrated supply chains. The partnership approach is not suitable for all interfirm relationships, some of which are best managed at arm's length. Extensive management time and commitment are needed to develop and maintain close partnerships. Given the critical role that logistics plays in corporate strategy, outsourcing of logistics functions requires a great deal of information exchange and shared creativity. This imposes a limit on the number of third-party firms with which a company that wishes to outsource its distribution functions can coordinate simultaneously.35 The effect of IT on firms extends not only to how tasks are performed but also to how firms organize the flow of goods and services through the supply chain. Advances in IT wilt result in increasing use of markets rather than hierarchies by firms to carry out their responsibilities.36 Furthermore, by allowing the collection, analysis, and dissemination of large amounts of information, IT can support the use of market-like mechanisms to evaluate the performance of internal logistics operations.37CONCLUSIONThe development of IOS will lead to greater use of centralized markets for logistic structures. Third-party logistics firms are an example of a broker or intermediary in a centralized market. Such markets feature more direct access for the different entities in the supply chain such as shippers, and consumers. Acting as a broker, third party firms standardize communication within the supply chain. In addition, the emergence of third parties in logistics supports a reduction in the number of intermediaries necessary to carry out routine transactions. As the quality and availability of information continues to improve through advances in IT, firms will increasingly shift to centralized or electronic markets.The evolution of IT has promoted the growth of third-party logistics firms. As products proliferate and product life cycles get shorter, efficient distribution becomes more complex and beyond the reach of many firms, whose core competencies reside in other areas, such as marketing, manufacturing, or retailing. Centralized markets, such as those offered by third-party logistics providers, are becoming increasingly feasible. The principal reason is that significant improvements in information technology are leading to lower transaction costs and allow all the participants in a supply chain to deal with increased complexity.NOTES1 Robert C. Lieb and Hugh L. Randall, "A Comparison of the Use of Third-Party Logistics Services by Large American Manufacturers, 1991.1994.and 1995 " Journal of Business Logistics 17, no. 1 (1996): 305-320; Lisa H. Harrington, "Quality and the Outsourcing Decision", 1996 (/logistics).2Mohammed Abdur Razzaque and Chang Chen Sheng, "Outsourcing of Logistics Functions:A Literature Survey," Intemational Journal ofPhysical Distribution and Logistics Management 28, no.2(1998): 89-107 3Arnold B. Maltz and Lisa M. Ellram, "Total Cost of Relationship: An Analytic Framework for the Logistics Outsourcing IDecision," Journal of Business Logistics 18. no. 1 (1997), 45-66; Thomas W. Malone. JoAnne Yates, and Robert 1. Benjamin. "Electronic Markets and Electronic Hierarchies,"Communications ofThe ACM 30, (June 1987): 484-497; John F. Rockart and James E. Short,"The Networked Organization and the Management of Interdependence," in Michael S. Scott Morton, ed., The Corporation ofthe 1990s: Information Technology and Organizational Transformation (New York: Oxford University Press. 1991): 189-219; J. Yannis Bakos and Erik Brynjolfsson,"Information Technology, Incentives, and the Optimal Number of Suppliers," Journal of Management Information Systems 10, (Fall 1993): 37-53.4Bernard J. La Londe and James M. Masters, "Emerging Logistics Strategies:Blueprints for the Next Century," Intemational Journal ofPhysical Distribution and Logistics Management 24, no. 7 (1994): 35-47; Robert A. Novacket al.. Creating Logistics Value: Themes for the Future (Oak Brook, IL: Council of Logistics Management, 1995).5Donald J. Bowersox and Patricia J. Daugherty, "Logistics Paradigms: The Impact of Information Technology," Journal of Business Logistics 16, no. I (1995): 65-80; E.M. Pint and L.H. Baldwin, Strategic Sourcing: Theory and Evidence from Economics and Business Management. Document MR-865- AF (Santa Monica, CA: The RAND Corporation, 1997); John Micklethwait and Adrian Wooldrige, TTte Witch Doctors: Making Sense ofthe Management Gurus (New York: Times Books/Random House, 1997): 109-111; Gary Hamel and C.K. Prahalad, Competing for the Future (Boston: Harvard Business School Press, 1994).6Troy J. Strader and Michael J. Shaw, "Differentiating between Traditional and Electronic Markets: Toward a Co n su mer-Ba sed Co st M o d el," 1997A sso ci a t i o n F o r In f o rma t i o n S yst e ms P ro ceed i n g s (/ramsower/ais.ac.97/ papers/strader.htm); Ira Lewis and AlexanderTalalayevsky, "Logistics and Information Technology: A Coordination Perspective," Journal of Business Logistics 18, no. 1 (1997), 141-1567 Robert I. Benjamin and Rolf Wigand, "Electronic Markets and Virtual Value Chains on the Information Highway," Sloan Management Review 36 (Winter 1995): 62-72.8Thomas W. Malone and Kevin Crowston, "The Interdisciplinary Study of Coordination,"ACM Computing Surveys 26 (March 1994): 87-119; Patrick Butler et al., "A Revolution in interaction,"rfteA/cXmsfyeMarter/v no, 1,1997:4-23.9Efraim Turban, Ephraim McLean, and James Wetherbe, Information Technology for Management: Improving Quality and Productivity (New York: John Wiley and Sons, 1996): 7-9.10James A. O' Brien, Management Information Systems: Managing Information Technology in the Networked Enterprise {Chicago: \rv/in, 1996): 15-17.11Same reference as note 4 to La Londe and Masters.12Harry L. Sink and C. John Langley, "A Managerial Framework for the Acquisition of Third-Party Logistics S&rv'ices," Journal of Business Logistics 18, no. 2(1997): 163-189.13Same reference as note 8 to Malone and Crowston.14Vijay Gurbaxani and Seungjin Whang, "The Impact of Information Systems on Organizations and Markets,"Communications of the ACM 34 (January 1991): 59-73; J. Yannis Bakos, "Information Links and Electronic Marketplaces: The Role of Interorganizational Information Systems in Vertical Markets," Journal of Management Information Systems 8 (Fall 1991): 31 -52; Robert Landeros, Robert Reck, and Richard E. Plank, "Maintaining Buyer-Supplier Relationships," International Journal of Purchasing and Materials Management 2i\ (Summer 1995): 3-11.15Same reference as note 14 to Bakos.16Same reference as note 10 to O'Brien17Robert B. Handfield and Ernest L. Nichols, Jr., Introduction to Supply Chain Management(Upper Saddle River, NJ: Prentice-Hall, 1999): 19.18Stephanie S. Banett, "Strategic Altematives and Inter-organizational System Implementations:An Overview," Journal of Management Information Systems 3 (Winter 1986-1987): 5-16.19Alexander Talalayevsky and James C. Hershauer, "Coordination Cost Evaluation of Network Configurations," Journal of Organizational Computing and Electronic Commerce 7, no. 2&3(1997): 185-199.20If the notion of transaction cost economics is applied to structure comparisons, then these comparisons contrast differences in complexities between alternatives. For example, if altematives are defined in terms of organizational variables and dimensions and some structure A is shown to perform proportionally to some variable x. where the performance of B is proportional to x2, then it can be said that the cosl of A will always be lower than B because x < jr (as long as x > 1). See H. H. Baligh and L. E. Richartz, Vertical Market Structures, (Boston: Allyn and Bacon, 1967); Thomas W. Malone, "Modeling Coordination in Organizations and Markets," Management Science 33 (October 1987): 1317-1332; Thomas W. Malone and Stephen A. Smith, "Modeling the Performance of Organizational Stmctures," Operations Research 36 (May-June 1988): 421-436.21Same reference as note 20 to Baligh and Richartz.22Same reference as note 20 to Malone.23Same reference as note 19.24Same reference as note 19.25For the derivation of Figure I, see Talalayevsky and Hershauer reference in Note 19.26Same reference as note 3 in Malone et al.,; Haydee S. Sheombar, "EDI-Induced Redesign of Co-ordination in Logistics," International Journal of Physical Distribution and Logistics Management22, no. 8 (1992): 4-14; Haydee S. Sheombar, "Logistics Coordination in Dyads: Some Theoretical Foundations for EDMnduced Redesign," Journal of Organizational Computing and Electronic Commerce 7, no. 2&3 (1997): 153-184.27Paul D. Larson, "An Empirical Study of Inter-Organizational Functional Integration and ToiSi\ Costs," Journal of Business Logistics 15, no. 1 (1994): 153-169.28Akemi Takeoka Chatfield and Niels Bj0m-Andersen, "The Impact of lOS-Enabled Business Process Change on Business Outcomes: Transformation ofthe Value Chain of Japan Airlines," Journal of Management Information Systems 14 (Summer 1997): 13-40; Kannan Srinivasan, Sunder Kekre, and Tridas Mukhopadhyay, "Impact of Electronic Data Interchange Technology on JIT Shipments," Management Science 40 (October 1994): 1291 -1304.29Craig M. Gustin, Patricia J. Daugherty, and Theodore P Stank, "The Effects of InformationAv^\abi\ity on Logisticslntegraiion," Journal of Business Logistics 16, no. 1 (1995): 1-21.30Same reference as note 2 to Razzaque and Sheng.31 Same reference as note 28 to Chatfield and Bj0m-Andersen.32Same reference as note 5 to Bowersox and Daugherty.33Ven Sriram and Snehamay Banerjee, "Electronic Data Interchange: Does ItsAdoption Change Purchasing Policies and Procedures?" International Journal of Purchasing and Materials Management 30 (WmiCT 1994):31-40.34PatriciaJ. Daugherty, Alexander E. Ellinger and Dale S. Rogers, "Information Accessibility: Customer Responsiveness and Enhanced Performance," International Journal of Physical Distribution and Logistics Management25.no. \ (1995): 4-17.35Martha C. Cooper et al., "Meshing Multiple Alliances," Jouma/o/Business Logistics 18,no. 1(1997): 67-89.36Same, Yates and Benjamin reference as note 3 to Malone et al.37William E. Halal, "From Hierarchy to Enterprise: Intemal Markets are the New Foundation of Management," Academy of Management Executive 8, (November 1994): 69-83.。
unit1Introductiontologistics详解
Unit 1 What Is the Logistics?
Notes
1. Logistics is the management of the flow of the goods, information and other resources in a repair cycle between the point of origin and the point of consumption in order to meet the requirements of customers. 本句虽然很长，但为 简单句；句中in order to引导出目的状语。全句可译为：物流是从原产地到消费地之 间，在维修周期内对产品、信息和其他资源的一种管理流程，其目的是满足消费者 的需要。 2. Logistics management is that part of the supply chain which plans, implements and controls the efficient, effective forward and reverse flow and storage of goods, services and related information between the point of origin and the point of consumption in order to meet customer and legal requirements. 本句为定语从句； 由which引导的定语从句修饰supply chain。全句可译为：物流管理是供给链中负责 规划。执行和控制往返物品迅速有效地流动和储存，提供原产地及消费地之间的服 务及相关信息，以满足顾客需要并符合法律规定。
The term logistics comes from the Greek logos (λόγος), meaning "speech, reason, ratio, rationality, language, phrase", and more specifically from the Greek word logistiki (λογιστική), meaning accounting and financial organization. lodge Its original use was to describe the science of movement, supplying & maintenance of military forces in the field. Later on it was used to describe the management of materials flow through an organization, from raw materials through to finished goods.
Logistics物流的概念
Unit 1 introduction to logisticsText 1 What Is Logistics[Para 1]1The Definition of Logistics(物流的概念)There are various definitions of different edition．But in general，there are mainly two types of definition in practice．In Chinese Logistics Terms，logistics means the physical movement goods from the supplier to the receiver．Based on practical need，integrated organically the variety of the basic functional activities including transportation，storage，loading And unloading, handling，package，distribution，information management，etc．The Council of Logistics Management has adopted the following definition of logistics：Logistics is that part of the supply chain process that plans，implements，and controls the efficient，effective flow and storage of goods，services，and related information from the point of origin to the point of consumption in order to meet customers’requirements．[Para 2]The Importance of logistics(物流的重要性)Since the beginning of human civilization，there has been the “move”of the goods，SO we should say，“Logistics is anything but a newborn baby．”However，when it comes to modern logistics，most professionals in the business consider it one of the most competitive and exciting jobs，invisible as itis．“Logistics is a unique global pipeline that operates 24 hours a day，seven days a week and 52 weeks a year，planning and coordinating the delivery of products and service to customers all over the world．’’[Para 3】Importance of Logistics Management物管的重要性In practice，logistics refers to the systematic management of the various activities required from the point of production to the customers．However，logistics management means different things to different organizations．In today’S volatile economic environment，logistics management is becoming more important than ever before．Getting the right amount of goods to the right place at the right time is critical, especially in an age when budgets are tight and customers’demands are unpredictable．[Para 4】Development of Logistics Management(物流管理的发展)Logistics management has evolved over the last three decades from the narrowly defined distribution management to the integrated management and to the global supply chain．The mission of logistics management is to plan and coordinate all activities to achieve desired levels of delivered service and quality at the lowest possible cost．In order to succeed in today’S global marketplace，companies must be ever cognizantof these trends and develop a logistics management strategy that capitalizes on the best-of-breed technology solution available today，So that they can meet the demands of their customers today and be well prepared for the future．Text 2 Activities in Logistics SystemA logistics system can be made up of many different functional activities，some of which are described briefly below．[Para 1】Customer Service(客户服务)In a broad sense，customer service is the output of the entire logistics system．It involves making sure that the right person receive the right product with the right quantity at the right place at the right time in the right condition at the right cost．At present，many logistics companies may have a customer service department that handle complaints，special orders，damage claims，returns，billing problems，etc．[Para 2】Demand Forecasting(需求预测)Demand forecasting estimates the need for precise amount of products and services that customers will require in the future．The logistics system can ensure the right products or services are available to meet those requirements．It involves in forecasting how much should be ordered from its suppliers，and how much of finished products should be transported ineach market．[Para 3] Transportation(运输)Transportation refers to the physical movement of goods from one place to another place．It includes specific activities such as selecting the transport mode，choosing the particular route，selecting the right carrier，and complying with various local transportation regulations．Transportation is usually the most costly logistics activity．It may account for 40％一60％of a company’S total logistics cost．[Para 4] Warehousing(仓储)Warehousing is an integral part of every logistics system．It plays an important role in providing a desired level of customer service at the lowest possible total cost．It refers to places where goods can be stored for a particular period of time．Generally，the greater the time lags between production and consumption，the larger the level of warehousing required．[Para 5】Inventory Management(库存管t11)Inventory management deals with balancing the cost of maintaining additional products on hand against the risk of not having those items when the customer wants them．This task has become more complex as firms have gradually lowered inventory levels．[Para 6] Packaging(包装)Industrial packaging focuses on protecting the product while it is being transported and stored．It conveys important information to inform the customer and provide protection during storage and transport．In a marketing sense，the package acts as a form of promotion or advertising．Its size，weight，color，and printed information attract customers and convey knowledge about the product．[Para 7】Procurement(采购)Procurement is the purchase of materials and services from outside to support the firm’s operations from production to marketing，sales and logistics．It includes the selection of supply source location，timing of purchases，price determination，quality control and many other facets．[Para 8] Material Handling(物资搬运)Material handling is a broad sense concerning all short—distance movements of raw materials，work in process，or finished goods within a factory or warehouse．As material handling tends to add costs rather than value to logistics systems，managers tend to minimize the number of handling whenever possible．[Para 9] Information Management(信息管理)Information links all areas of the logistics systemtogether．Information processing is becoming increasingly automated，complex，and rapid．It is critical t0 the efficient [Para 10]Other Logistics Activities(其他物流活动)Other activities such as waste disposal，return goods handling，etc．are also important．Logistics managers have to consider the social costs associated with waste disposal．The handling of returned goods，often referred to as reverse distribution，is an important part of the logistics process．Text3 Main Logistics Documents[Para 1】Introduction to Logistics Documents(物流单据介绍) Logistics documents refer to all documents involve in the course of logistics. Generally speaking，logistics documents contain two kinds of documents：cargo documents and transport documents. They are applied for various purposes in the whole process of transport of goods. The following paragraphs are introduction to bill of lading, air waybill, packing list, commercial invoice, insurance policy and certificate of origin.[Para 2】Bill of Lading(提单)One of the most important documents in maritime is the bill of lading(abbreviated to B／L)．It is used primarily in international sales of goods where the carriage of goods is by sea. It must be presented at the port of final destination by theimporter in order to claim goods. A B/L is nearly always prepared on a pre-printed form. Whatever its form，a B／L may contain some main elements，such as quantity of goods，accurate cargo description and condition, date of the B／L, names of shipper and consignee, party to be notified ,name of vessel, ports of loading and discharge，terms and conditions of carriage and payment of freight.The functions of the maritime B／L can be classified into three categories:·a receipt for the goods shipped·evidence of the contract of carriage·document of title for the goods[Para 3】Air Waybill(空运运单)An air waybill is a form of B／L。
商业物流系统原理及数据结构分析
商业物流系统原理及数据结构分析商业物流系统原理及数据结构分析1.基础资料1.01客户资料1、处理流程：客户资料存放在基础资料表t_Item和客户资料表t_Organization中。
新增客户资料时，系统先从种子表t_identity取得t_Item的FitemID内码，保存时，系统分别往基础资料表t_Item、客户资料表t_Organization、基础资料权限表t_ItemRight、基础资料相关属性表t_BaseProperty四个表中插入数据。
在t_Item中，其中fitemclassid=1表示是客户数据，Fdetail=1表示明细项目，Fdetail=0表示非明细用于项目分组，Flevel表示项目的级数，FparentID表示父级代码（只有一级项目的FParentID=0，多级的FParentID等于其上级的fitemid值）。
在t_Item中Fdetail=1 且FItemClassID=1的记录才会匹配t_Organization里。
2、相关的数据结构：主表1：t_Item（基础资料表）：FItemClassID=1为客户数据主表2：t_Organization（客户资料表）：在表t_Item 的Fdetail=1 且FItemClassID=1的记录才会匹配到t_Organization里。
3、相关说明：客户管理不仅是销售管理的重要组成部分，同时也是应收款管理、信用管理、价格管理所不可或缺的基本要素，因此应对客户资料的设置给予高度重视。
客户资料信息分为基本资料标签页和应收资料标签页，基本资料标签页主要保存客户的一些基本信息，如名称、地址等；应收资料标签页保存的客户资料主要是在应收系统中需要使用到的一些客户信息；在应收资料中如果输入了对应的分管部门和专营业务员后，在录入单据时，当录入了此客户后，系统会把对应的部门和职员都给带出，为录入单据提供方便；在应收资料中的最后交易日期、最后交易金额是系统从最后一笔销售发票上提取的数据，且只能从应收系统录入的其他应收单或销售发票上提取，从物流传入的销售发票不会更新此数据；最后收款日期、最后收款金额是系统从最后一笔收款单上提取的数据。
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Module Outline (Ctn.) 5. Process Mapping, Data Collection and Information system 6. Reverse Logistics Reclamation and recycling, sustainability, product tracking and recall 7. Manufacturing 8. Retailing 9. Service Industry
(The Chartered Institute of Logistics and Transport (CILT) UK, 2010)
Readings:
Essential Reading Slack, N., Chambers, S., and Johnston, R. (2010), Operations Management, 6th Ed. Harlow : Pearson Education Limited.
Recycle
Remanufacture Refurbish
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Module Outline
1. Operations Management Production of Goods and Services, Supply chain as a whole 2. Inbound Logistics Supplier Manufacturer Retailer Customers Source and supply of raw materials and components 3. Internal Logistics Manufacturing/Service Processes Processes which convert materials and customers into completed sales 4. Outbound Logistics Supplier Manufacturer Retailer Customer Delivery, service elements, warehousing and after sales support
Readings:
Additional Reading 1) Fernie, J. And Sparks, L. (Eds) (2009) Logistics and Retail Management : Emerging Issues and New Challenges In the Retail Supply Chain. 3rd Ed. London: Kogan Page. 2) Fitzsimmons, J. A. and Fitzsimmons, M. J (2008) Service Management : Operations, Strategy, and Information Technology. 6th Ed. London: McGraw-Hill. 3) Johnston, R., Chambers, S., Slack, N., Harrison, A. and Harland, C. (2002) Cases in Operations Management. 3rd Ed. Harlow : Financial Times Prentice Hall. 4) Simchi-Levi, D., Kaminsky, P. and Simchi-Levi, E. (2008) Designing and Managing The Supply Chain: Concepts, Strategies, and Case Studies. 3rd Ed. London: McGrawHill/Irwin. 5) Taylor, D. (1997) Global Cases In Logistics and Supply Chain Management. London: International Thompson Business.
Dr. Juanling (Jenny) Huang Week 1, 2010
What is Business Logistics? Definition of Logistics (Slack, 2010): The management of materials and information flow from a business, down through a distribution channel, to the retail store or direct to consumers.
(Skills for Logistics, 2010)
• Graduate initial salaries can range from £15,000 to £18,000 and could have doubled within five years if progressing to managerial level.
The Global Logistics Market • 2007 – £500bn, 7.3% increase • 2012 – £640bn, 29.3% since 2007 • Retail logistics services dominate the global logistics market with 63.9% of the market value.
Business Logistics (Comprehensive)
Closed-Loop Supply Chain
Forward Logistics Supplier Manufacturer Return Retailer Cuቤተ መጻሕፍቲ ባይዱtomers Return 3rd Party Provider Collection Inspection Dismantle Reverse Logistics Waste Disposal (Landfill)
Logistics Supplier Logistics Logistics Logistics Customers Manufacturer Wholesaler Retailer Internet
Boundary Logistics Supply Chain
Activities that occur between members of a Supply Chain Networks of companies that work together
Aim of Business Logistics
Get the right Material To the right Place At the right Time from the right Source With the right Quality At the right Price To achieve high customer satisfaction. It must provide a high quality product / service with low / acceptable costs. (Waters, 2003)
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Business Logistics - Level 5 Teaching and Assessment
Business Logistics
• Lectures and Workshops (Weekly): Spring Term Jan 17th – Apr 8th, 2011 • Assessment: Individual Coursework: 2000 words (100%) to be handed in on Friday April 8th, 2011
Focus
Procurement Distribution Maintenance Inventory Management Logistics Activities Marketing New Product Development Finance Customer Service
Supply Chain
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Others: • E-Journals • News (TV, Internet, Newspaper, and etc.) • Your eyes and ears
Something about You … 1. What do you know about Business Logistics? 2. What do you want to learn about Business Logistics? 3. Do you have any work experience? 4. Are there Business that you are familiar with?
(Datamonitor, 2009)
The UK Logistics Industry • Worth £74.45billion to the UK economy and employs around 2.3 million people in over 196,000 companies. One in twelve working people in the UK works in logistics.
Be aware of what’s going on in the (Business) World !!
Individual Case Study Report: (2000 words) An organisation of your choice - Produces goods or services - Must involve international business operation Primary Research, with the support of secondary research if necessary 1) Company Background and Industrial Environment 2) Operations Management in the Case Company 3) Process Map 4) Analysis: e.g. SWOT, PEST, etc 5) Evaluation and Summary