Chapter 2 Logistics Strategy
专业英语物流与供应链管理 2-文档资料
2.What is customer service?
Questions 1
What is ,in essence, the
distribution function of
the business concern
about?
பைடு நூலகம்
Making the products or service available
Questions 3
Why is it essential for any business to have a clearly identified policy towards customer service?
It is because of the multivariate nature Of customer service and because of The widely differing requirements of
低成本战略可能促成 有效率的物流，但难 以形成有效益的物流。
The impact of logistics and customer service on marketing
消费者特权
Consumer franchise
客户特权
Customer × franchise
供应链效率
市场营销效率
Supply chain
从顾客角度出发，强调理解多重服务要素 的重要性。
Explains of the importance of customer retention and the life time value of a customer.
解释客户保持与客户终身价值的重要性。
物流英语
9.冷藏区 chill space
10.冷冻区 freeze space
11.控湿储存区 humidity controlled space
12.温度可控区 temperature controlled space
13.收货区 receiving space
31.国际铁路联运 international through railway transport
32.国际多式联运 international multimodal transport
33.大陆桥运输 land bridge transport
34.班轮运输 liner transport
freight house 货栈， 堆栈
freight ton [tonnage] 容积吨（数）
freight-in n. （=freight inward， transportation-in）进货运费
freight-out n. （=freight outward， transportation-out）销货运费
4.立体仓库 stereoscopic warehouse
5.虚拟仓库 virtual warehouse
6.保税仓库 boned warehouse
7.出口监管仓库 export supervised warehouse
8.海关监管货物 cargo under customer‘s supervision
13.零库存技术 zero-inventory logistics
14.物流成本管理 logistics cost control
15.物料需要计划 material requirements planning （MRP）
SCM_2
Production/ purchasing costs Inventory carrying costs Facility costs (handling and fixed costs) Transportation costs That is, we would like to find a minimal-annual-cost configuration of the distribution network th at satisfies product demands at specified customer service levels.
Companies may have hundreds to thousands of individual items in their pr oduction lineoduct models and style Same products are packaged in many sizes
Sources: plants vendors ports
Regional Warehouses: stocking points
Field Warehouses: stocking points
Customers, demand centers sinks
Supply
Production/ purchase costs
The number of aggregated points, that is the number of different zones The distribution of customers in each zone.
SCM
Why Aggregate?
The The The The
物流方面中英文术语
第⼀节基本概念术语1 article 物品2 logistics 物流3 logistics activity 物流活动4 logistics operation 物流作业5 logistics modulus 物流模数6 logistics technology 物流技术7 logistics cost 物流成本8 logistics management 物流管理9 logistics center 物流中⼼10 logistics network 物流络11 logistics information 物流信息12 logistics enterprise 物流企业13 logistics documents 物流单证14 logistics alliance 物流联盟15 supply logistics 供应物流16 production logistics ⽣产物流17 distribution logistics 销售物流18 returned logistics 回收物流19 waste material logistics 废弃物物流20 environmental logistics 绿⾊物流21 internal logistics 企业物流22 external logistics 社会物流23 military logistics 军事物流24 international logistics 国际物流25 Third Part Logistics (TPL) 第三⽅物流26 customized logistics 定制物流27 virtual logistics 虚拟物流28 -added logistics service 增值物流服务29 supply chain 供应链30 bar code 条码31 Electronic Data Interchange (EDI) 电⼦数据交换32 tangible loss 有形损耗33 intangible loss ⽆形损耗⼆、物流作业术语34 transportation 运输35 combined transport 联合运输36 throuth transport 直达运输37 transfer transport 中转运输38 drop and pull transport 甩挂运输39 containerized transport 集装运输40 container transport 集装箱运输41 door-to-door 门到门42 door to cy 门到场43 door to cfs 门到站44 Full Container Load (FCL) 整箱货45 Less-than Container Load (LCL) 拼箱货46 storing 储存47 storage 保管48 article reserves 物品储存49 inventory 库存50 cycle stock 经常库存51 safety stock 安全库存52 inventory cycle time 库存周期53 lead time 前置期(或提前期)54 order cycle time 订货处理周期55 goods stack 货垛56 stacking 堆码57 handling carrying 搬运58 loading and unloading 装卸59 unit loading and unloading 单元装卸60 package/packaging 包装61 sales package 销售包装62 packing of nominated brand 定牌包装63 neutral packing 中⽴包装64 transport package 运输包装65 palletizing 托盘包装66 containerization 集装化67 in bulk 散装化68 cross docking 直接换装69 distribution 配送70 joint distribution 共同配送71 distribution center 配送中⼼72 sorting 分拣73 order picking 拣选74 goods collection 集货75 assembly 组配76 distribution processing 流通加⼯77 cold chain 冷链78 inspection 检验第三节物流技术装配及设施术语79 warehouse 仓库80 storehouse 库房81 automatic warehouse ⾃动化仓库82 stereoscopic warehouse ⽴体仓库83 virtual warehouse 虚拟仓库84 boned warehouse 保税仓库85 export supervised warehouse 出⼝监管仓库86 cargo under custom’s supervision 海关监管货物87 chill space 冷藏区88 freeze space 冷冻区89 humidity controlled space 控湿储存区90 temperature controlled space 温度可控区91 receiving space 收货区92 shipping space 发货区93 goods shed 料棚94 goods yard 货场95 goods shelf 货架96 pallet 托盘97 fork lift truck 叉车98 converyor 输送机99 Automatic Guided Vehicle (AGV) ⾃动导引机100 box car 箱式车101 container 集装箱102 Twenty-feet Equivalent Unit (TEU) 换算箱103 speciffic cargo container 特种货物集装箱104 full container ship 全集装箱船105 railway container yard 铁路集装箱场106 inland container depot 公路集装箱中转站107 container terminal 集装箱码头108 international through railway transport 国际铁路联运109 international multimodal transport 国际多式联运110 land bridge transport ⼤陆桥运输111 liner transport 班轮运输112 shipping by chartering 租船运输113 shipping agency 船务代理114 international freight forwarding agent 国际货运代理115 tally 理货116 international transportation cargo insurance 国际货物运输保险117 customs declaration 报关118 customs broker 报关⾏119 commodity inspection 进出⼝商品检验第四节物流管理术语120 logistics strategy 物流战略121 logistics strategy management 物流战略管理122 warehouse management 仓库管理123 warehouse layout 仓库布局124 inventory control 库存控制125 Economic Order Quantity (EOQ) 经济订货批量126 Fixed Quantity System (FQS) 定量订货⽅式127 Fixed Interval System (FIS) 定期订货⽅式128 ABC classification ABC分类管理129 Electronic Order System (EOS) 电⼦订货系统130 Just-in-time (JIT) 准时制131 just-in-time logistics 准时制物流132 zero-inventory logistics 零库存技术133 logistics cost control 物流成本管理134 Material Requirements Planning (MRP) 物料需要计划135 Manufacturing Resource Planning (MRP Ⅱ) 制造资源计划136 Distribution Requirements Planning (DRP) 配送需要计划137 Distribution Resource Planning (DRPⅡ) 配送资源计划138 Logistics Resource Planning (LRP) 物流资源计划139 Enterprise Resource Planning (ERP) 企业资源计划140 Supply Chain Management (SCM) 供应链管理141 Quick Response (QR) 快速反应142 Efficient Customer Response (ECR) 有效客户反应143 Continuous Replenishment Program (CRP) 连续库存补充计划144 Computer Assisted Ordering (CAO) 计算机辅助订货系统145 Vendor Managed Inventory (VMI) 供应商管理库存146 outsourcing 业务外包第五节其他常见术语147 accounting cost 会计成本148 accuracy audit 正确性审计149 Activity Based Classification ABC分类法150 actual weight 实际重量151 added 附加价值152 after-sales service 售后服务153 aggregate shipments 合并出货154 air pollution 空⽓污染155 air freight 空运货件156 Application Service Provider (ASP) 应⽤供应商157 arbitrage 套利158 asset recovery 资源回收159 Automated Storage and Retrieval System (ASRS) ⾃动仓储系统160 Automated Vehicle Identification (AVI) ⾃动车辆识别161 automated warehouse ⾃动仓库162 Automated Vehicle Location (AVL) ⾃动车辆位置163 available vehicle capacity 车辆承载能⼒164 average clear stacking height 平均净堆叠⾼度165 back haul 回程166 backwardation 现货溢价167 bar code label 条形码标签168 bar code scanner 条形码扫描机169 base stock 基本存货170 batch numbers 批号171 bay 区域172 bear 卖空者173 bear market 熊市174 belt conveyor ⽪带式输送带175 bi-directional read 双向读取176 Bill of Lading (B/L) 托运单177 Bill of Materials (BOM) 物料⽤量清单178 broken carton 已拆箱179 broker 经纪⼈180 bulk carrier 散装运送业181 bulk container 散装集装箱182 bull 卖空者183 bull market ⽜市184 Business Process Reengineering (BPR) 业务流程重组185 cancellation charge 取消订单费⽤186 cargo 货物187 cargo booking 预约托运188 cargo inspection 检查货物189 cash discount 现⾦折扣190 centralized dispatching 集中式派车191 centralized procurement 集中采购192 channel of distribution 分销渠道193 check in 进货清点194 Chief Logistics Officer (CLO) 物流主管195 claim 索赔196 closed distribution system 封闭式配送系统197 consumer physical distribution 消费者物流198 container terminal 集装箱码头199 cooperative buying 联合采购200 cost control 成本控制201 crane 起重机202 cubed out 装载率203 customer service 客户服务204 Customer Relationship Management (CRM) 客户关系管理205 data warehousing 数据仓库206 deadhead 空回头车207 declining conveyor 倾斜式输送机208 de-consolidation center 分货中⼼209 delivery costs 配送成本210 delivery cycle 配送周期211 delivery error 误送212 delivery note 出货清单213 delivery terminal 配送站214 demand forecasting 需求预测215 depalletizer 卸托盘机216 design for logistics 为物流⽽设计217 direct distribution 直接配送218 direct store delivery 直接配送到商店219 dispatct area 出货区220 Distributed Resource Planning (DRP) 分销资源计划221 Decision Support System (DSS) 决策⽀持系统222 domestic intercity trucking 国内长途货运223 domestic logistics 国内物流224 double floor stacking 双层堆积225 double pallets handling 双托盘处理226 double - pallet jack 双托盘设备227 duty 关税228 economic stock 经济存货229 electronic clearance 电⼦230 export 出⼝231 exclusive distribution 分销232 Executive Support System (ESS) ⾼层主管⽀持系统233 fact tag 产品说明标签234 factory price 出⼚价235 firewall 防⽕墙236 fixed rack 固定式货架237 flatbed trailer 平台拖车238 fleet 车(船)队239 furniture removal carriers 搬家公司240 gateway 转运站241 Geographic Information System (GIS) 地理信息系统242 Global Positioning System (GPS) 全球定位系统243 global logistics 全球物流244 hand truck ⼿推车245 handheld scanner ⼿提式扫描仪246 heat insulating material 隔热材料247 hot tag 紧急标签248 Industrial Engineering (IE) ⼯业⼯程249 integrated logistics 集成物流250 Integrated Services Digital Network (ISDN) 综合业务数据251 interchange terminal 联运站252 inventory control 库存控制253 joint distribution 共同配送254 kanban system 看板系统255 knowledge management 知识管理256 label making machine 标签机257 laser scanner 激光扫描仪258 logistician 物流师259 logisticis engineering 物流⼯程260 logistics management 物流管理261 loose packages 散装262 make to order 定单⽣产263 market orientation 市场导向264 marking machine 打标机265 market share 市场份额266 materials handing equipment 物料搬运设备267 middleware 中间件268 multi - story warehouse 多层仓库269 net weight 净重270 noise pollution 噪⾳污染271 number plate 牌照272 on season 旺季273 Open DataBase Connectivity (ODBC) 开放数据库互联274 optical scanners 光学扫描仪275 order processing 定单处理276 Order Point System (OPS) 定货点法277 overload 超载278 package 包裹279 process center 处理中⼼280 procurement 采购281 quality control 质量控制282 quarantine 检疫283 quotas 配额284 rack 货架285 regional distribution center 区域物流中⼼286 retail selling 零售287 safety stock 安全库存288 sealing machine 封装机289 supply chain 供应链290 Supply Chain Management (SCM) 供应链管理291 tank container 罐装集装箱292 temporary labor 临时⼯293 Theory of Constraint (TOC) 约束理论294 vacuum packaging 真空包装295 vehicle 车辆296 voice recognition 语⾳识别297 warehousing 仓储298 waste 废弃物299 wholesalers 批发商300 zero stock 零库存。
strategy structure 词根
strategy structure 词根
词根"strategy"意为"战略"，常用于构建相关的词汇。
以下是一
些常见的词根和与之相关的词汇：
1. Strat-：战略的意思，常用于构建词汇如strategic（战略的）、strategize（制定战略）、strategist（战略家）等。
2. -gy：战略的后缀，常用于构建词汇如strategy（战略）、tactics（战术）、logistics（后勤学）等。
3. -ic：表形容词的后缀，常用于构建词汇如strategic（战略的）、tactical（战术的）、logistic（后勤的）等。
4. Plan-：计划的意思，常用于构建词汇如planning（计划）、planetary（计划的）等。
5. -ning：计划的后缀，常用于构建词汇如planning（计划）、organizing（组织）等。
6. Tact-：战术的意思，常用于构建词汇如tactics（战术）、tactician（战术家）等。
7. -ian：战术家的后缀，常用于构建词汇如tactician（战术家）、strategian（战略家）等。
这些词根和后缀可以用于构建与战略相关的词汇，帮助描述战略的制定、计划和执行过程。
讲义2 企业物流战略(Logistics Strategy)
• • • • • 企业物流战略的目标和内容 企业物流战略的制定 基于时间的物流战略 物流战略的选择 工业企业物流战略与对策
不同层次上的决策
层次（Hierarchy） 集合（Aggregation） 分散（disaggregation） 顾客群（Customer grop）
实际系 实际系统 供应 生产 工厂
运输车辆 运输
人力资源
保管 配送 仓库
汽车生産计划管理
月度生产计划 周・日程生产计划 回答供货期 确定生产计划 一周的订单
组装顺序的决定
订单变更
总装线 总装线的生产指示管理 配车管理 汽车销 售公司
• 以产品特性分类的话，汽车是什么生产类型？
生産计划：年度计划，月度计划，日程计划
Analytical IT 提问 Logistics network design 供应 生产 运输 保管 配送 生产计划 配送计划 调度问题 （dispatching ） 分析定 量订货 库存控 制系统 中的处 理性数 据和分 析性数 据
运输计划
排序问题 （Scheduling ）
Transactional IT ERP MRP DRP POS
物流战略
顾客群 产品群 年 半季节 月 时间 实时 operational 排序问题 （Scheduling ） 调度问题 （dispatching ） 顾客 strategic tactical strategic tactical 制约 条件 下合 理化 品种 产品族 tactical 运输计划 生产计划 配送计划 strategic 供应 Logistics network design 生产 运输 保管 配送
国际商务谈判 chapter 2
Chapter 2Choosing your teamBig guns, little gunsHow big should the team be?There are several reasons to keep your negotiation team (NT) as small as possible. The first few deal with the expense and difficulties that arise when your NT must operate overseas. Flights, ground transport, meals, hotels, communication, conference centers, taxes, and cargo can make trip for even a small team extremely expensive. Arranging for passports, visas, inoculations, and potential medical care for a large group can easily become unmanageable. Problems and additional expenses may also arise when attempting to deal with various family and business schedules. Finally, for NT’s operating overseas, keeping track of large groups in a foreign country is nightmarish at best-ask any tour guide.The rest of reasons for keeping the NT compact apply to both domestic and overseas assignments. Primarily, communication is a source of strength within any organization and never more so than within the NT. Premeetings, recaps and midmeeting breaks demand that communication be both precise, as major decisions are made in a matter of seconds. The CN must be able to seek the input of the team quickly, and large group are cumbersome.Secondly, as mentioned earlier, presenting a unified front is key. The CN must be able to redirect tactics as counterparts bring new issues to the table. Agreement on tactics become more difficult in direct proportion to group size, even when there’s agreement on strategy. Keeping the NT small enables the CN to make timely adjustments to the negotiating plan and to disseminate that information quickly. Additionally, small teams are more easily able to withstand the “wedges” that counterparts may attempt to drive between members of large teams.Thirdly, the members of the NT have other job duties unrelated to the negotiations. The fewer you pull away from their regular assignments the better. There’s no sense disrupting the company’s core business. As exciting as the international arena is, keep in mind that someone must oversee the old business while others look for new opportunities.Don’t use the assignment as a rewardA very common mistake that executives or CNs make is assigning membership to the NT as a reward for other success unrelated to the task at hand. This is especially true when the team is headed for exotic locales. Many employees see the trip as a minivacation and a way for them to broaden their personal horizons. Even when the NT will be receiving foreign counterparts at the company offices, being a member if the NT is perceived as adding to internal prestige. Some employees even see it as their right by seniority to be a part of the negotiations. Unfortunately, what (and who) succeeds in the domestic market doesn’t always play well internationally. Wise CNs must keep in mind that the blustering Vice President of sales and marketing isn’t going to impress the reserved Japanese; nor will the brilliant, but reticent, chief engineer be able to withstand the verbal onslaught of the impatient Americans.There can be a great deal of “fallout” when a staff member fails to be selected for the NT. The best way to avoid it is to make it clear that only talents very specific to the success of the NT are being considered. Technical, cultural, linguistic, social, and travel skills should be compiled in checklist form (not dissimilar to that for the CN) and circulated among potential team members. Inclusion on the NT should be based on this profile alone, and CNs will find they have much better grounds for defending their personnel choices when approached by determined, but unsuitable, staffmembers. This is especially true when other executives and managers assume they’re going to be part of the NT. As a way of preserving morale among those left off of the NT roster, some CNs make the deferrees part of the prenegotiation strategy planning process.A balance of skills and strengthsIt’s unlikely that any single team member will embody all of the talents necessary to achieve the company’s strategy. The CN must choose a cross-section of technical skills and personal attributes that will create a compact and efficient team. One team member’s weakness must be offset by another’s strength. Technical prowess must be a accompanied by the ability to communicate and apply that prowess. Putting a team together is similar to assembling a jigsaw puzzle: there’s no success unless all of the pieces fit.A common practice among experienced travelers when packing for trips is to never put anything in the suitcase that has “only one use”; the same applies to choosing NT members. A specialist candidate is eschewed in favor of the generalist unless the technical expertise is absolutely crucial to the effort. If the CN must include these “one trick ponies,” every attempt should be made to make them a part of the wider strategy and tactics discussions. If that’s unsuccessful, these specialist members should be cautioned to advise in private during negotiations and to avoid direct involvement.Painting the “big picture”Although many technical types will disagree, it’s much easier to impart technical knowledge to a good communicator than it is to do the reverse. Members of the NT must be chosen for their ability to effectively execute the company’s strategy and to quickly respond to the tactics of counterparts. This is accomplished only through good communications skills. Scientific and financial technical skills will take a back seat, especially during initial negotiations, as the “big picture” is discussed. Details will be left until much later in the process. Many business cultures prefer to have the details tended to after the contract is signed.Bringing massive technical data to the negotiating table may only slow down the deal-making process.NOTE: Much “expertise can be carried in file or laptop form, in case it should be needed during discussions.Tasks Both Large and smallMajor decisions are made every day during negotiations, but not all of the work is momentous. Some companies and consultant CNs make the mistake of including only “big guns” on the team. This causes problems, as no one relishes doing the necessary but tedious (and decidedly unglamorous ) work that keeps negotiations running smoothly—getting copies, typing policy changes, taking notes, arranging dinners, and so on .Including a few junior managers or administrators in the ranks of the NT for the sole purpose of controlling logistics is a wise move. This is particularly helpful if these members have experience working or traveling in the target market. Should the finances or domestic needs of the company preclude this option, these administrative duties should be assigned to specific members of the team, and it should be made clear that these duties are as important as any of the ,more “spot light”tasks. As is true in other areas of business, what happens behind the scenes determines success on the stage.Home Team Versus VisitorsThe respective sizes of the NT is usually determined by the group that’s visiting.This is particularly true if the visiting team is in the position of . “buying” from the home team or receiving group. The visiting group should forward a list of its members, stipulating the job title and responsibility of each. The receiving group should assemble their NT to correspond to the visiting team.It’s true that the receiving team has the psychological advantage of operating from their home turf, but they should resist the urge to overwhelm their visitors with an imposingly large NT. Since these resources can be called upon at any time, it’s best to see if they, re needed before arraying them. The ability to successfully exploit the discomfort of counterparts is very much related to one’s culture and requirements for a “success”. Some visitors may be in awe of your facilities and staff while others may consider it a visitors may be in awe of your is generally better when making initial contact.“Observer” TrainingCompanies that regularly pursue international trade and investment like to use negotiation as an ongoing training tool by purposely including less experienced members on the team. This allows them to gain experience that can be put to use in future international negotiations. It’s best to make it clear to these junior team members exactly why they’re being included in the NT so that they’re keen to gain as much experience as possible, get “bloodied” by their own mistakes, and learn from those of other team members .It’s also an ideal way for the company to see how their future CNs handle new and difficult situations. Many executives will attest to the fact that the “rising stars from the home office often become confused and ill-at-ease when put into the crucible of international negotiations and travel. Conversely, the mediocre manager may flourish in the new international environment.Those Who Can’“CUT IT”A common question in business when determining whether someone will be a success is , “Can they cut the muster?” (Sorry, folks, it isn’t mustard.) During the Middle Ages, the muster in question was the final pattern cut from cloth by journeymen to be used by the master tailor. Cut improperly, the pattern will never work, and valuable cloth will be ruined. International negotiations have a similar one-chance-is-all-you-get sense of finality. The NT acts as the journeymen and the CN is the master tailor preparing to stitch together a successful negotiation. Below are some types of people to avoid because they won’t be able “to cut it.”WHINERSEmployees who constantly complain, even under good conditions, are going to find travel and the stress of negotiations intolerable. These types love to bring up problems but never offer solutions. Every company has them, but successful negotiating teams don’t.CONNIVERSUnity is paramount for negotiations and people who like to work their own agenda or jockey for position will only undermine the team’s effort. These types are generally keen strategies and they may be useful in planning. However, under no circumstances should they ever take an active role in negotiations.HOTHOUSE FLOWERSMore competent than whiners, these “high maintenance”types can only excel under ideal circumstances. They never complain but are easily set back by the slightest deviation form the norm. Unfortunately, negotiations and overseas travel are rarely conducive to ideal anything. Sometimes, the NT must operate when materials and equipment are lost, or work in environmentsin which electricity is some trials reserved for special occasions. Technically astute or not, these “flowers” won’t travel well. If they must be used, do so only when negotiations are on home turf. An overseas team needs those that can adapt to any environment.BIGOTSNegotiations are a zero-sun game based on finding common ground amid very real and distinct differences. Adding racial, cultural, or class bigotry will only obscure an already complex state of affairs. Bigots (of any ilk) tend to communicate their prejudices more than they realize, and it’s not the kind of communication that leads to a successful deal.The frailRegardless of where the team originated, the world outside of the domestic market is filled with sights, sounds, smells, and tastes that pummel the visitor. Part of the success of the NT will be in its ability to assimilate as quickly as possible into the environment of their target market. The hygienic and culinary habits of counterparts and their culture may not meet the standards of the NT’s domestic scene. Members who can’t quickly and adequately adjust to new environments will only be a burden to the whole team, thus disrupting strategies and assignments. Like the CN, the team must be robust.Overseas? Domestic? One core team?Optimally, once a team is assembled, it should be used for both overseas and domestic negotiations related to international business. (Specialists may be added for individual negotiations.) This is especially true for smaller companies with limited resources. But large companies should not make the mistake of having two separate teams-one for overseas and one for domestic discussions-simply because they can afford the expense. Teams that have operated overseas will understand the stresses and strains being exerted on foreign teams when they come for business visits. This information, used sympathetically or otherwise, can be a key part of the overall strategy and daily tactics. Lastly, using the team for all negotiations will add to its ability to operate as a unit as team members become expert at all aspects of negotiating. They must be able to visit as well as host a negotiation and understand the responsibilities of being on either side of the table.。
物流战略管理
2.3.1物流战略规划
物流战略规划是企业制定的物流目标、任务 、方向，以及实现物流目标的各项政策和措施。 具体说来：它包括确定物流企业战略目标、选择 物流战略制定的方式，制定和选择物流战略方案 。
2.3.1.1 物流战略目标
物流企业战略目标是一种体系。按时间划分 ，有长期目标、中期目标和短期目标；按组织层 次划分，有总体目标、经营单位目标、职能部门 目标。从反映企业竞争性内容的角度，可以把物 流战略目标分成四大类：
物流战略管理
2.1物流战略管理概述
2.1.1 物流战略的含义与特征 2.1.2物流战略管理
2.1.1 物流战略的含义与特征
2.1.1.1 物流战略的定义
所谓物流战略（logistics strategy）是指企业 或其他组织为了适应未来环境的变化，谋求物流 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。
2.2.1.2 行业环境
企业行业环境分析，亦称特殊环境分析，是 企业的直接环境因素。行业环境分析一般包括： 行业因素分析。行业因素包括行业的发展阶段、 规模和趋势、进入该行业的障碍、行业中供应商 的数量和集中度、行业中消费者的基本特征等； 行业竞争结构分析。
2.2.2 物流企业内部条件分析
企业内部条件是相对于外部环境而言的，是 指物流企业发展的内部因素。相对于企业外部环 境来说，企业内部条件是可控因素，是物流企业 发展的基础，企业从事物流活动的能力，取决于 企业内部条件中诸因素之间的联系和比例关系。 同时，企业内部条件也是一个动态的概念，并不 是一成不变的。
（1）物流标准化目标。
（2）物流系统化目标。
（3）物流社会化目标。
（4）物流信息化目标。
物流术语_中英文
物流术语基础术语物品 goods物流 logistics物流活动 logistics activity物流管理 logistics management供应链 supply chain供应链管理 supply chain management服务 service物流服务 logistics service一体化物流服务 integrated logistics service 物流系统logistics system第三方物流 the third party logistics物流设施 logistics establishment物流中心 logistics center配送中心 distribution center分拨中心 distribution center物流园区 logistics park物流企业 logistics enterprise物流作业 logistics operation物流模数 logistics modulus物流技术 logistics technology物流成本 logistics cost物流网络 logistics network物流信息 logistics information物流单证 logistics documents物流联盟 logistics alliance物流作业流程 logistics operation process企业物流 internal logistics供应物流supply logistics生产物流production logistics销售物流 distribution logistics社会物流 external logistics军事物流 military logistics项目物流 project logistics国际物流 International logistics虚拟物流 virtual logistics精益物流 lean logistics反向物流reverse logistics回收物流 return logistics废弃物物流 waste material logistics货物运输量 freight volume货物周转量 turnover volume of freight transport军事物资 military material筹措 raise军事供应链 military supply chain军地供应链管理 military supply chain management军事物流一体化 integration of military logistics and civil logistics 物流场 logistics field战备物资储备 military repertory of combat readiness全资产可见性 total asset visibility配送式保障 distribution-mode support作业服务术语托运 consignment承运 carriage承运人 carrier运输 transportation道路运输 road transport水路运输 waterway transport铁路运输 railway transport航空运输 air transport管道运输 pipeline transport门到门服务 door to door service直达运输 through transportation中转运输 transfer transportation甩挂运输 drop and pull transport整车运输 transportation of truck-load零担运输 sporadic freight transportation联合运输 combined transport联合费率 joint rate联合成本 joint cost仓储 warehousing储存 storing库存 inventory库存成本 inventory cost保管 storage仓单 storage invoice仓单质押融资 Warehouse receipt hypothecating/ Depot bill pledge库存商品融资Inventory Financing仓储费用 warehousing fee订单满足率 fill rate货垛 goods stack堆码 stacking配送 distribution拣选 order picking分类 sorting集货 goods consolidation共同配送 joint distribution装卸 loading and unloading搬运 handling carrying包装 package/packaging销售包装 sales package运输包装 transport package流通加工 distribution processing检验inspection增值物流服务 value-added logistics service定制物流customized logistics物流客户服务 logistics customer service物流运营服务 logistics operation service物流服务质量 logistics service quality物品储备 goods reserves缺货率 stock-out rate货损率 cargo damages rate商品完好率 rate of the goods in good condition基本运价freight unit price理货 tally组配 assembly订货周期 order cycle time库存周期 inventory cycle time技术与设施设备术语标准箱 twenty-feet equivalent unit (TEU)集装运输 containerized transport托盘运输 pallet transport货物编码 goods coding四号定位 four number location零库存技术 zero-inventory technology单元装卸 unit loading & unloading气力输送法 pneumatic conveying system生产输送系统 production line system分拣输送系统 sorting & picking system自动补货 automatic replenishment自动存储取货系统 automated storage & retrieval system (AS/RS) 集装化 containerization散装化 in bulk托盘包装 palletizing直接换装 cross docking物流系统仿真 logistics system simulation冷链cold chain自营仓库 private warehouse公共仓库 public warehouse自动仓库 automated storage & retrieval system 立体仓库 stereoscopic warehouse交割仓库 transaction warehouse交通枢纽 traffic hinge集装箱货运站container freight station (CFS)集装箱码头 container terminal控湿储存区 humidity controlled space冷藏区 chill space冷冻区 freeze space收货区 receiving space区域配送中心 regional distribution center (RDC) 公路集装箱中转站 inland container depot铁路集装箱场 railway container yard专用线 special railway line基本港口 base port周转箱 container叉车 fork lift truck叉车属具 attachments of fork lift trucks托盘 pallet称量装置 load weighing devices工业用门 industrial door货架 goods shelf重力货架系统 live pallet rack system移动货架系统 mobile rack system驶入货架系统 drive-in rack system集装袋 flexible freight bags集装箱 container特种货物集装箱 specific cargo container集装单元器具 palletized unit implants全集装箱船 full container ship码垛机器人 robot palletizer起重机械 hoisting machinery牵引车 tow tractor升降台 lift table (LT)输送机 conveyors箱式车 box car自动导引车 automatic guided vehicle (AGV)自动化元器件 element of automation手动液压升降平台车scissor lift table零件盒 working accessories条码打印机 bar code printer站台登车桥 dock levelers信息术语条码 bar code商品标识代码 identification code for commodity产品电子编码 Electronic Product Code (EPC)EPC序列号 serial number对象名称解析服务 object name service (ONS)对象分类 object class位置码 location number (LN)贸易项目 trade item物流单元 logistics unit全球贸易项目标识代码 global trade item number应用标识符 application identifier (AI)物流信息编码 logistics information code自动数据采集 automatic data capture (ADC)自动识别技术auto identification条码标签 bar code tag条码识读器 bar code reader条码检测仪 bar code verifier条码系统 bar code system条码自动识别技术 bar code auto ID射频标签 RFID tag射频识读器 RFID reader射频识别 radio frequency identification (RFID) 射频识别系统 RFID systemEPC系统 EPC system数据元 metadata报文 message实体标记语言 Physical Markup Language (PML)电子数据交换 electronic data interchange (EDI)电子通关 electronic clearance电子认证 electronic authentication电子报表 e-report电子采购 e-procurement电子合同 e-contract电子商务 e-commerce (EC)电子支付 e-payment地理信息系统 geographical information system (GIS)全球定位系统global positioning system (GPS)智能交通系统 intelligent transportation system (ITS) 货物跟踪系统 goods-tracked system仓库管理系统 warehouse management system (WMS)销售时点系统point of sale (POS)电子订货系统 electronic order system (EOS)计算机辅助订货系统 computer assisted ordering (CAO)拉式订货系统 pull order system永续存货系统 perpetual inventory system虚拟仓库 virtual warehouse物流信息系统 logistics information system (LIS)物流信息技术 logistics information technology物流信息分类 logistics information sorting分布式的网络软件 savant管理术语仓库布局 warehouse layoutABC分类管理 ABC classification安全库存 safety stock经常库存 cycle stock库存管理 inventory management库存控制 inventory control供应商管理库存 vendor managed inventory (VMI)定量订货制 fixed-quantity system (FQS)定期订货制 fixed-interval system (FIS)经济订货批量 economic order quantity (EOQ)连续补货计划 continuous replenishment program (CRP)联合库存管理 joint managed inventory (JMI)前置期 lead time物流成本管理 logistics cost control物流绩效管理 logistics performance management物流战略 logistics strategy物流战略管理 logistics strategy management物流质量管理 logistics quality management物流资源计划 logistics resource planning (LRP)供应链联盟 supply chain alliance供应商关系管理 supplier relationships management (SRM) 准时制 just in time (JIT)准时制物流 just-in-time logistics有效客户反应 efficient customer response (ECR)快速反应 quick response (QR)物料需求计划 material requirements planning (MRP)制造资源计划manufacturing resource planning (MRPⅡ)配送需求计划 distribution requirements planning (DRP)配送资源计划distribution resource planning (DRPⅡ)企业资源计划 enterprise resource planning (ERP)协同计划、预测与补货collaborative planning，forecasting and replenishment (CPFR)服务成本定价法 cost-of-service pricing服务价值定价法 value-of-service pricing业务外包 outsourcing流程分析法 process analysis延迟策略 postponement strategy业务流程重组 business process reengineering(BPR)物流流程重组 logistics process reengineering有形损耗 tangible loss无形损耗 intangible loss总成本分析 total cost analysis物流作业成本法 logistics activity-based costing效益悖反 trade off国际物流术语多式联运 multimodal transport国际多式联运 international multimodal transport国际航空货物运输 international airline transport国际铁路联运 international through railway transport班轮运输liner transport租船运输 shipping by chartering大陆桥运输 land bridge transport保税运输 bonded transport转关运输Tran-customs transportation报关 customs declaration报关行 customs broker不可抗力 accident beyond control保税货物 bonded goods海关监管货物 cargo under custo m’s supervision拼箱货 less than container load (LCL)整箱货 full container load (FCL)通运货物 through goods转运货物 transit cargo自备箱shipper’s own container到货价格 delivered price出厂价 factory price成本加运费cost and freight (CFR)出口退税 drawback过境税 transit duty海关估价 customs ratable price等级标签 grade labeling等级费率 class rate船务代理 shipping agency国际货运代理 international freight forwarding agent无船承运业务 non vessel operating common carrier business无船承运人 NVOCC non vessel operating、common carrier索赔 claim for damages理赔 settlement of claim国际货物运输保险 international transportation cargo insurance 原产地证明 certificate of origin进出口商品检验 commodity inspection清关 clearance滞报金 fee for delayed declaration装运港船上交货 free on board (FOB)进料加工 processing with imported materials来料加工 processing with supplied materials保税仓库 boned warehouse保税工厂 bonded factory保税区 bonded area保税物流中心 bonded logistics center保税物流中心A型 bonded logistics center of A type保税物流中心B型 bonded logistics center of B type融通仓 financing warehouse出口监管仓库 export supervised warehouse出口加工区 export processing zone定牌包装 packing of nominated brand中性包装 neutral packing提单(海运提单) bill of lading。
物流专业英语CHAPTER II
SCM focus on the channel relationship management Thus the focus of supply chain management is upon the
management of relationships in order to achieve a more profitable outcome for all parties in the chain. This brings with it some difficulties since there may be occasions when the narrow self-interest of one party has to be included for the benefit of the chain as a wance of the Supply Chain
供应链物流管理第二章
What is malfunction ?
• Malfunction is concerned with the probability of logistical performance failure, such as damaged products, incorrect assortment, or inaccurate documentation.
• 避免为那些次要的、非关键客户购买的、 盈利能力较弱的产品提供高质量的服务。
没有竞争真空的环境
• It may be necessary to position inventory specific warehouse to gain competitive advantage even if such commitment increases total cost.
• The objective of information management is to reconcile these differentials to improve overall supply chain pe之间的差异，从 而提高供应链绩效。
• The benefit of fast information flow is directly related to work balancing.
• （信息流的快速传递有利于实现各运作环节 之间的平衡）
• ——对客户需求的承诺，从成本结构上来讲， 就是物流价值观。
• Customer requirements are transmitted in the form of orders.
常用物流英语单词.
常用物流英语单词基本概念术语1.物品 article2.物流 logistics3.物流活动 logistics activity4.物流作业 logistics operation5.物流模数 logistics modulus6.物流技术 logistics technology7.物流成本 logistics cost8.物流管理 logistics management9.物流中心 logistics center10.物流网络 logistics network11.物流信息 logistics information12.物流企业 logistics enterprise13.物流单证 logistics documents14.物流联盟 logistics alliance15.供应物流 supply logistics16.生产物流 production logistics17.销售物流 distribution logistics18.回收物流 returned logistics19.废弃物物流 waste material logistics20.绿色物流 environmental logistics21.企业物流 internal logistics22.社会物流 external logistics23.军事物流 military logistics24.国际物流 international logistics25.第三方物流 third-part logistics (TPL26.定制物流 customized logistics27.虚拟物流 virtual logistics28.增值物流服务 value-added logistics service29.供应链 supply chain30.条码 bar code31.电子数据交换 electronic data interchange (EDI32.有形消耗 tangible loss33.无形消耗 intangible loss物流作业术语1.运输 transportation2.联合运输 combined transport3.直达运输 through transport4.中转运输 transfer transport5.甩挂运输 _drop and pull transport6.集装运输 containerized transport7.集装箱运输 container transport8.门到门 door-to-door9.整箱货 full container load (FCL10.拼箱货 less than container load (LCL11.储存 storing12.保管 storage13.物品储存 article reserves14.库存 inventory15.经常库存 cycle stock16.安全库存 safety stock17.库存周期 inventory cycle time18.前置期(或提前期 lead time19.订货处理周期 order cycle time20.货垛 goods stack21.堆码 stacking22.搬运 handling/carrying23.装卸 loading and unloading24.单元装卸 unit loading and unloading25.包装 package/packaging26.销售包装 sales package27.定牌包装 packing of nominated brand28.中性包装 neutral packing29.运输包装 transport package30.托盘包装 palletizing31.集装化 containerization32.散装化 containerization33.直接换装 cross docking34.配送 distribution35.共同配送 joint distribution36.配送中心 distribution center37.分拣 sorting38.拣选 order picking39.集货 goods collection40.组配 assembly41.流通加工 distribution processing42.冷链 cold chain43.检验 inspection物流技术装备及设施术语1.仓库 warehouse2.库房 storehouse3.自动化仓库 automatic warehouse4.4立体仓库 stereoscopic warehouse5.虚拟仓库 virtual warehouse6.保税仓库 boned warehouse7.出口监管仓库 export supervised warehouse8.海关监管货物cargo under customs’s supervision9.冷藏区 chill space10.冷冻区 freeze space11.控湿储存区 humidity controlled space12.温度可控区 temperature controlled space13.收货区 receiving space14.发货区 shipping space15.料棚 goods shed16.货场 goods yard17.货架 goods shelf18.托盘 pallet19.叉车 fork lift truck20.输送机 conveyor21.自动导引车 automatic guided vehicle (AGV22.箱式车 box car23.集装箱 container24.换算箱 twenty-feet equivalent unit (TEU25.特种货物集装箱 specific cargo container26.全集装箱船 full container ship27.铁路集装箱场 railway container yard28.公路集装箱中转站 inland container depot29． station 29．集装箱货运站 container freight station (CFS 30． 30．集装箱码头 container terminal 31． 31．国际铁路联运 international through railway transport 32． 32．国际多式联运 international multimodal transport 33． 33．大陆桥运输 land bridge transport 34． 34．班轮运输 liner transport 35． 35．租船运输 shipping by chartering 36． 36．船务代理 shipping agency 37． 37．国际货运代理 international freight forwarding agent 38． 38．理货 tally 39． 39．国际货物运输保险international transportation cargo insurance 40． 40．报关 customs declaration 41．41．报关行 customs broker 42． 42．进出口商品检验 commodity inspection 奖罚物流管理术语 1．物流战略 logistics strategy logistics 2．物流战略管理 logistics strategy management 3．仓库管理 warehouse management 4．仓库布局 warehouse layout 5．库存控制 inventory control 66．经济订货批量 economic order quantity (EOQ fixed7．定量订货方式 fixed-quantity system (FQS fixed8．定期订货方式 fixed-quantity system (FIS 9．ABC 分类管理 ABC classification 10．电子订货系统 10．电子订货系统 Electronic order system (EOS 11． 11．准时制 just in time (JIT 12． just-in12．准时制物流 just-in-time logistics 13． zero13．零库存技术 zero-inventory logistics 14． 14．物流成本管理 logistics cost control 15． 15．物料需要计划 material requirements planning (MRP 16． (MRP 16．制造资源计划 manufacturing resource planning (MRP II 17．配送需要计划 distribution requirements planning (DRP 17． 18． 18．配送资源计划distribution resource planning (DRP II 19． 19．物流资源计划 logistics resource planning (LRP 20． 20．企业资源计划 enterprise resource planning (ERP 21． 21．供应链管理 supply chain management (SCM 22． 22．快速反映 Quick response (QR 23． 23．有效客户反映 efficient customer response(ECR 24． 24．连续库存补充计划 continuous replenishment program (CRP 25． 25．计算机付诸订货系统 computer assisted ordering ( 726． 26．供应商管理库存 vendor managed inventory (VMI 27． 27．业务外包outsourcing 8。
生产管理chapter2
1.1 基本定义 1）瓶颈生产率(Bottleneck Rate)rb
长期能力最小的加工中心上的生产率（件/小时）， rb 。
2）纯加工时间T0（Raw process time)
生产线上各机器长期平均加工时间之和，即
T0 = ∑Ti
i =1 m
零件无需在机器前等待, 一直流通到最后的各机器加工时间的总和.
或每天能生产12个.
2) 对四台机器, 纯加工时间为 T0=8小时 3) 关键WIP水平
W0 = T0 × rb = 8 × 0.5 =4个
4) 拥挤程度.因为系统内不发生变化, 所以
α=0
1.2 基本定律 介绍三个基本的运作组织的定律.
• Little’s Law：
WIP TH = CT
式中： CT-----Cycle Time TH-----Throughput WIP-----Work in Process
5、资源外包战略(Outsourcing) 、资源外包战略
• 资源外包 资源外包(Outsourcing)业务的价值 业务的价值
15%物流 15%房地产、工厂
30%人力资源、顾 客服务等
40%信息技术
• 外包的主要原因
控制和降低运营成本 改进公司核心业务 进入世界级企业的能力 获得用于其它目的资源 内部资源不足 提高企业重构的效益 难以管理的职能 使资本可用 共担风险 现金流入
– 战略制定雄心勃勃 – 战略执行完全两样
• 运作战略目标与绩效测评
运作系统整体生产率= 顾客满意度 运作过程成本
• 运作战略绩效测评指标
– 顾客满意类 – 运作过程类 – 辅助性指标
• 指标构成 运作系统整体生产率
顾客满意类指标
物流管理术语
品的数量最少进行的有效管理的技术经济措施。
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。
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。
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。
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。
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。
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。
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。
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。
14 物流成本管理 logisticscost control对物流相关费用进行的计划、协调与控制。
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。
供应链管理第三版Unit2习题与答案
Chapter 2Supply Chain Performance: Achieving Strategic Fit and Scope True/False1. A company’s competitive strategy defines the set of customer needs thatit seeks to satisfy through its products and services.Answer: TrueDifficulty: Easy2.The value chain emphasizes the close relationship between all the functionalstrategies within a company.Answer: TrueDifficulty: Moderate3. A company’s product development strategy defines the set of customerneeds that it seeks to satisfy through its products and services.Answer: FalseDifficulty: Moderate4. A company’s product development strategy specifies the portfolio of newproducts that it will try to develop.Answer: TrueDifficulty: Easy5. A company’s supply chain strategy specifies how the market will b esegmented and how the product will be positioned, priced, and promoted.Answer: FalseDifficulty: Easy6. A company’s supply chain strategy determines the nature of procurementand transportation of materials as well as the manufacture and distribution of the product.Answer: TrueDifficulty: Easy7.The degree of supply chain responsiveness should be consistent with theimplied uncertainty.Answer: TrueDifficulty: Easy8.The degree of supply chain responsiveness does not need to be consistentwith the implied uncertainty.Answer: FalseDifficulty: Moderate9.To achieve complete strategic fit, a firm must ensure that all functions in thevalue chain have consistent strategies that support the competitive strategy.Answer: TrueDifficulty: Moderate10.To achieve complete strategic fit, a firm must ensure that all functions in thevalue chain have diverse strategies that support functional goals.Answer: FalseDifficulty: Moderate11.Because demand and supply characteristics change, the supply chain strategymust change over the product life cycle if a company is to continue achieving strategic fit.Answer: TrueDifficulty: Easy12.The supply chain strategy must be established at the beginning of the productlife cycle and not changed if a company is to continue achieving strategic fit.Answer: FalseDifficulty: Easy13.To retain strategic fit, supply chain strategy must be adjusted over the lifecycle of a product and as the competitive landscape changes.Answer: TrueDifficulty: Moderate14.The intercompany scope of strategic fit is essential today because thecompetitive playing field has shifted from company versus company to supply chain versus supply chain.Answer: TrueDifficulty: Moderate15.The intercompany scope of strategic fit is no longer relevant today becausethe competitive playing field has shifted from company versus company to supply chain versus supply chain.Answer: FalseDifficulty: Easy16.The intercompany scope of strategic fit requires firms to evaluate every actionin the context of the entire supply chain.Answer: TrueDifficulty: Moderate17.There is a close connection between the design and management of supplychain flows and the success of a supply chain.Answer: TrueDifficulty: EasyMultiple Choice1. A company’s competitive strategya.defines the set of customer needs that it seeks to satisfy through itsproducts and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the productwill be positioned, priced, and promoted.d.determines the nature of procurement and transportation ofmaterials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set ofskills and abilities to meet customer needs.Answer: aDifficulty: Moderate2. A company’s product development strategya.defines the set of customer needs that it seeks to satisfy through itsproducts and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the productwill be positioned, priced, and promoted.d.determines the nature of procurement and transportation ofmaterials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set ofskills and abilities to meet customer needs.Answer: bDifficulty: Easy3. A company’s marketing and sales strategya.defines the set of customer needs that it seeks to satisfy through itsproducts and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the productwill be positioned, priced, and promoted.d.determines the nature of procurement and transportation ofmaterials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set ofskills and abilities to meet customer needs.Answer: cDifficulty: Moderate4. A company’s supply chain strategya.defines the set of customer needs that it seeks to satisfy through itsproducts and services.b.specifies the portfolio of new products that it will try to develop.c.specifies how the market will be segmented and how the productwill be positioned, priced, and promoted.d.determines the nature of procurement and transportation ofmaterials as well as manufacture and distribution of the product.e.determines how it will obtain and maintain the appropriate set ofskills and abilities to meet customer needs.Answer: dDifficulty: Easy5.Which of the following determines the nature of procurement of raw materials,transportation of materials to and from the company, manufacture of theproduct or operation to provide the service, and distribution of the product to the customer along with follow-up service?petitive strategyb.Product development strategyc.Marketing and sales strategyd.Supply chain strategye.none of the aboveAnswer: dDifficulty: Easy6.Which of the following defines the set of customer needs that a companyseeks to satisfy through its products and services?petitive strategyb.Product development strategyc.Marketing and sales strategyd.Supply chain strategye.none of the aboveAnswer: aDifficulty: Moderate7.Which of the following specifies how the market will be segmented and howthe product will be positioned, priced, and promoted?petitive strategyb.Product development strategyc.Marketing and sales strategyd.Supply chain strategye.none of the aboveAnswer: cDifficulty: Moderate8.Which of the following specifies the portfolio of new products that a companywill try to develop?petitive strategyb.Product development strategyc.Marketing and sales strategyd.Supply chain strategye.all of the aboveAnswer: bDifficulty: Easy9. A supply chain strategy includesa.supplier strategy.b.operations strategy.c.logistics strategy.d.all of the abovee.none of the aboveAnswer: dDifficulty: Moderate10.A supply chain strategy involves decisions regardinga.inventory.b.transportation.c.operating facilities.rmation flows.e.all of the aboveAnswer: eDifficulty: Moderate11.A supply chain strategy involves decisions regarding all of the followingexcepta.inventory.b.transportation.c.new product development.d.operating facilities.rmation flows.Answer: cDifficulty: Moderate12.Which of the following is a key to the success or failure of a company?a.The competitive strategy and all functional strategies must fittogether to form a coordinated overall strategy.b.Each functional strategy must support other functional strategiesand help a firm reach its competitive strategy goal.c.The different functions in a company must appropriately structuretheir processes and resources to be able to execute strategiessuccessfully.d.All of the above are keys to success.e.None of the above are a key to success.Answer: dDifficulty: Moderate13.Which of the following is not a key to the success or failure of a company?a.The competitive strategy and all functional strategies must fit togetherto form a coordinated overall strategy.b.Each functional strategy must support other functional strategies andhelp a firm reach its competitive strategy goal.c.The different functions in a company must appropriately structure theirprocesses and resources to be able to execute strategies successfully.d.All of the above are keys to success.e.None of the above are a key to success.Answer: dDifficulty: Moderate14.Which of the following is not a key to the success or failure of a company?a.The competitive strategy and all functional strategies must fittogether to form a coordinated overall strategy.b.The competitive strategy and all functional strategies operateindependently of each other.c.The different functions in a company must appropriately structuretheir processes and resources to be able to execute strategiessuccessfully.d.Each functional strategy must support other functional strategiesand help a firm reach its competitive strategy goal.e.All of the above are keys to success.Answer: bDifficulty: Moderate15.Which of the following are basic steps to achieving strategic fit?a.Understanding the customer and supply uncertainty.b.Understanding the supply chain capabilities.c.Achieving strategic fit.d.All of the above are basic steps to achieving strategic fit.e.None of the above are a basic step to achieving strategic fit.Answer: dDifficulty: Moderate16.Which of the following is not a basic step to achieving strategic fit?a.Achieving strategic fit.b.Understanding the supply chain capabilities.c.Determining the response time that customers are willing totolerate.d.Understanding the customer and supply uncertainty.e.none of the aboveAnswer: cDifficulty: Moderate17.Customer demand from different segments varies along which of thefollowing attributes?a.The quantity of product needed in each lot.b.The response time that customers are willing to tolerate.c.The variety of products needed.d.The service level required.e.all of the aboveAnswer: eDifficulty: Easy18.Which of the following is not an attribute along which customer demandvaries?a.The uniqueness of the product.b.The quantity of product needed in each lot.c.The variety of products needed.d.The desired rate of innovation in the product.e.All of the above are attributes.Answer: aDifficulty: Moderate19.The uncertainty of customer demand for a product is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: bDifficulty: Moderate20.The uncertainty that exists due to the portion of demand that the supply chainis required to meet is thea.rate of strategic uncertainty.b.demand uncertainty.c.implied demand uncertainty.d.average forecast error.e.none of the aboveAnswer: cDifficulty: Moderate21.Which of the following customer needs will cause implied uncertainty ofdemand to increase?a.Range of quantity required increasesb.Lead time decreasesc.Variety of products required increasesd.Required service level increasese.all of the aboveAnswer: eDifficulty: Easy22.Which of the following customer needs will cause implied uncertainty ofdemand to decrease?a.Range of quantity required increasesb.Lead time decreasesc.Variety of products required increasesd.Required service level increasese.none of the aboveAnswer: eDifficulty: Moderate23.Which of the following customer needs will cause implied uncertainty ofdemand to increase?a.Product marginb.Lead time decreasesc.Average stockout rated.Average forced season end markdowne.none of the aboveAnswer: bDifficulty: Moderate24.Which of the following characteristics of customer demand have a correlationwith implied uncertainty?a.Product marginb.Average forecast errorc.Average stockout rated.Average forced season end markdowne.all of the aboveAnswer: eDifficulty: Moderate25.Which of the following is not a characteristic of customer demand correlatedwith implied uncertainty?a.Product marginb.Unpredictable and low yieldsc.Average stockout rated.Average forced season end markdowne.None of the above are correlated with implied uncertaintyAnswer: bDifficulty: Moderate26.Which of the following supply chain capabilities will cause supply uncertaintyto increase?a.Frequent breakdownsb.Unpredictable and low yieldsc.Poor qualityd.Limited supply capacitye.all of the aboveAnswer: eDifficulty: Easy27.Which of the following supply chain capabilities will cause supply uncertaintyto increase?a.Evolving production processb.Inflexible supply capacityc.Limited supply capacityd.Unpredictable and low yieldse.all of the aboveAnswer: eDifficulty: Easy28.Which of the following supply chain capabilities will cause supply uncertaintyto decrease?a.Evolving production processb.Inflexible supply capacityc.Limited supply capacityd.Unpredictable and low yieldse.none of the aboveAnswer: eDifficulty: Moderate29.Which of the following is not a supply chain capability that will impact supplyuncertainty?a.Evolving production processb.Inflexible supply capacityc.Limited supply capacityd.Product margine.Unpredictable and low yieldsAnswer: dDifficulty: Moderate30.The first step in achieving strategic fit between competitive and supply chainstrategies is toa.understand the supply chain and map it on the responsivenessspectrum.b.understand customers and supply chain uncertainty.c.match supply chain responsiveness with the implied uncertainty ofdemand.d.ensure that all functional strategies within the supply chain supportthe supply chain’s level of responsiveness.e.none of the aboveAnswer: bDifficulty: Hard31.The second step in achieving strategic fit between competitive and supplychain strategies is toa.understand the supply chain and map it on the responsivenessspectrum.b.understand customers and supply chain uncertainty.c.match supply chain responsiveness with the implied uncertainty ofdemand.d.ensure that all functional strategies within the supply chain support thesupply chain’s level of responsiveness.e.none of the aboveAnswer: aDifficulty: Hard32.The final step in achieving strategic fit between competitive and supply chainstrategies is toa.understand the supply chain and map it on the responsivenessspectrum.b.understand customers and supply chain uncertainty.c.match supply chain responsiveness with the implied uncertainty ofdemand.bine customer and supply chain uncertainty and map it on theimplied uncertainty spectrum.e.all of the aboveAnswer: cDifficulty: Moderate33.Supply chain responsiveness includes the ability to do which of the following?a.Respond to wide ranges of quantities demandedb.Meet short lead timesc.Handle a large variety of productsd.Meet a very high service levele.all of the aboveAnswer: eDifficulty: Easy34.Supply chain responsiveness includes the ability to do which of the following?a.Handle supply uncertaintyb.Build highly innovative productsc.Meet short lead timesd.Meet a very high service levele.all of the aboveAnswer: eDifficulty: Easy35.Supply chain responsiveness includes the ability to do which of the following?a.Handle supply uncertaintyb.Understand customers and supply chain uncertaintyc.Match supply chain responsiveness with the implied uncertainty ofdemandd.Ensure that all functional strategies within the supply chain supportthe supply chain’s level of responsivenesse.none of the aboveAnswer: aDifficulty: Moderate36.Supply chain responsiveness includes the ability to do which of the following?a.Understand customers and supply chainb.Meet a very high service levelc.Match supply chain responsiveness with the implied uncertainty ofdemandd.Ensure that all functional strategies within the supply chain support thesupply chain’s level of responsive nesse.none of the aboveAnswer: bDifficulty: Moderate37.Supply chain responsiveness includes the ability to do which of the following?a.Understand customers and supply chainb.Match supply chain responsiveness with the implied uncertainty ofdemandc.Meet short lead timesd.Ensure that all functional strategies within the supply chain support thesupply chain’s level of responsivenesse.all of the aboveAnswer: cDifficulty: Moderate38.The cost of making and delivering a product to the customer is referred to asa.supply chain responsiveness.b.supply chain efficiency.c.cost-responsiveness efficient frontier.d.implied uncertainty.e.none of the aboveAnswer: bDifficulty: Easy39.The curve that shows the lowest possible cost for a given level ofresponsiveness is referred to as thea.supply chain responsiveness curve.b.supply chain efficiency curve.c.cost-responsiveness efficient frontier.d.responsiveness spectrum.e.none of the aboveAnswer: cDifficulty: Moderate40.A firm that is not on the cost-responsiveness efficient frontier can improvea.both responsiveness and cost performance.b.only responsiveness.c.only cost performance.d.responsiveness, but not cost performance.e.neither responsiveness nor cost performance.Answer: aDifficulty: Easy41.A firm that is not on the cost-responsiveness efficient frontier can improvea.both responsiveness and cost performance.b.only responsiveness.c.only cost performance.d.either responsiveness or cost performance, but not both.e.neither responsiveness nor cost performance.Answer: aDifficulty: Moderate42.A firm that is on the cost-responsiveness efficient frontier can improvea.responsiveness only by increasing cost and becoming less efficient.b.cost performance only by reducing responsiveness.c.both responsiveness and cost performance by improving processes andchanging technology to shift the efficient frontier.d.all of the abovee.neither responsiveness nor cost performance.Answer: dDifficulty: Moderate43.A graph with two axes with implied uncertainty along the horizontal axis andresponsiveness along the vertical axis is referred to as thea.implied uncertainty spectrum.b.responsiveness spectrum.c.uncertainty/responsiveness map.d.zone of strategic fit.e.none of the aboveAnswer: cDifficulty: Moderate44.The relationship where increasing implied uncertainty from customers andsupply sources is best served by increasing responsiveness from the supply chain is known as thea.implied uncertainty spectrum.b.responsiveness spectrum.c.uncertainty/responsiveness map.d.zone of strategic fit.e.none of the aboveAnswer: dDifficulty: Moderate45.To achieve complete strategic fit, a firm musta.consider all functional strategies within the value chain.b.ensure that all functions in the value chain have consistentstrategies that support the competitive strategy.c.ensure that all substrategies within the supply chain such asmanufacturing, inventory, and purchasing be consistent with thesupply chain’s level of responsiveness.d.all of the abovee.none of the aboveAnswer: dDifficulty: Hard46.The drive for strategic fit should come froma.the supply chain manager.b.the strategic planning department.c.the highest levels of the organization, such as the CEO.d.middle management.e.sales and marketing.Answer: cDifficulty: Hard47.The important points to remember about achieving strategic fit area.there is one best supply chain strategy for all competitive strategies.b.there is no right supply chain strategy independent of thecompetitive strategy.c.there is a right supply chain strategy for a given competitivestrategy.d.all of the abovee. b and c onlyAnswer: eDifficulty: Hard48.The preferable supply chain strategy for a firm that sells multiple products andserves customer segments with very different needs is toa.set up independent supply chains for each different product orcustomer segment.b.set up a supply chain that meets the needs of the highest volumeproduct or customer segment.c.tailor the supply chain to best meet the needs of each product’sdemand.d.set up a supply chain that meets the needs of the customersegment with the highest implied uncertainty.e.set up a supply chain that meets the needs of product with thehighest implied uncertainty.Answer: cDifficulty: Hard49.Which of the following would not be a demand and supply characteristictoward the beginning stages of a product’s life cycle?a.Demand is very uncertain and supply may be unpredictable.b.Demand has become more certain and supply is predictable.c.Margins are often high and time is crucial to gaining sales.d.Product availability is crucial to capturing the market.e.Cost is often of secondary consideration.Answer: bDifficulty: Moderate50.Which of the following would be a demand and supply characteristic towardthe beginning stages of a product’s life cycle?a.Demand has become more certain and supply is predictable.b.Margins are lower due to an increase in competitive pressure.c.Product availability is crucial to capturing the market.d.Price becomes a significant factor in customer choice.e.none of the aboveAnswer: cDifficulty: Moderate51.Which of the following would not be a demand and supply characteristic int he later stages of a product’s life cycle?a.Demand has become more certain and supply is predictable.b.Margins are lower due to an increase in competitive pressure.c.Product availability is crucial to capturing the market.d.Price becomes a significant factor in customer choice.e.All of the above are characteristics of the later stages.Answer: cDifficulty: Moderate52.The functions and stages that devise an integrated strategy with a sharedobjective are referred to aspetitive strategy.b.supply chain strategy.c.scope of strategic fit.d.scope of marketing strategy.e.scope of product development strategy.Answer: cDifficulty: Moderate53.The most limited scope over which strategic fit is considered is one operationwithin a functional area in a company. This is referred to asa.intracompany intraoperational scope.b.intracompany intrafunctional scope.c.intracompany interoperational scope.d.intercompany interfunctional scope.e.agile intercompany scope.Answer: aDifficulty: Easy54.The scope of strategic fit that includes all operations within a function in acompany isa.intracompany intraoperational scope.b.intracompany intrafunctional scope.c.intracompany interoperational scope.d.intercompany interfunctional scope.e.agile intercompany scope.Answer: bDifficulty: Easy55.The scope of strategic fit where all functional strategies are developed tosupport both each other and the competitive strategy in order to maximize company profit isa.intracompany intraoperational scope.b.intracompany intrafunctional scope.c.intracompany interoperational scope.d.intercompany interfunctional scope.e.agile intercompany scope.Answer: cDifficulty: Easy56.The scope of strategic fit that requires that each company evaluate its actionsin the context of the entire supply chain isa.intracompany intraoperational scope.b.intracompany intrafunctional scope.c.intracompany interoperational scope.d.intercompany interfunctional scope.e.agile intercompany scope.Answer: dDifficulty: Easy57.A firm’s ability to achieve strategic fit when partnering with supply chainstages that change over time is referred to asa.intracompany intraoperational scope.b.intracompany intrafunctional scope.c.intracompany interoperational scope.d.intercompany interfunctional scope.e.agile intercompany scope.Answer: eDifficulty: EasyEssay/Problems1.Discuss the two keys to the success or failure of a company.Answer: A company’s success or failure is thus closely linked to thefollowing keys:1. The competitive strategy and all functional strategies must fit togetherto form a coordinated overall strategy. Each functional strategy mustsupport other functional strategies and help a firm reach its competitive strategy goal.2. The different functions in a company must appropriately structure theirprocesses and resources to be able to execute these strategies successfully.Difficulty: Hard2.List and explain the three basic steps to achieving strategic fit.Answer: There are three basic steps to achieving strategic fit:1. Understanding the customer and supply chain uncertaint y. First acompany must understand the customer needs for each targeted segment and the uncertainty the supply chain faces in satisfying these needs. These needs help the company define the desired cost and service requirements.The supply chain uncertainty helps the company identify the extent ofdisruption and delay the supply chain must be prepared for.2. Understanding the supply chain capabilities. There are many types ofsupply chains, each of which is designed to perform different tasks well. A company must understand what its supply chain is designed to do well.3. Achieving strategic fit. If a mismatch exists between what the supplychain does particularly well and the desired customer needs, the company will either need to restructure the supply chain to support the competitive strategy or alter its strategy.Difficulty: Moderate3.List the attributes along which customer demand from different segmentscan vary.Answer: In general, customer demand from different segments may varyalong several attributes as follows:The quantity of the product needed in each lotThe response time that customers are willing to tolerateThe variety of products neededThe service level requiredThe price of the productThe desired rate of innovation in the productDifficulty: Moderate4.List the abilities included in supply chain responsiveness.Answer: Supply chain responsiveness includes a supply chain’s ability to do the following:Respond to wide ranges of quantities demandedMeet short lead timesHandle a large variety of productsBuild highly innovative productsMeet a very high service levelHandle supply uncertaintyDifficulty: Moderate5.Discuss the impact of the product life cycle on strategic fit betweenimplied demand uncertainty and supply chain responsiveness.Answer: As products go through their life cycle, the demand characteristics and the needs of the customer segments being served change. Supply characteristics also change as the product and production technologies mature. High-tech products are particularly prone to these life cycle swings over a very compressed time span. A product goes through life cycle phases from the introductory phase, when only the leading edge of customers is interested in it and supply is uncertain, all the way to the point at which the product becomes a commodity, the market is saturated, and supply is predictable. Thus, if a company is to maintain strategic fit, its supply chain strategy must evolve as its products enter different phases. As products mature, the corresponding supply chain strategy should, in general, move from being responsive to being efficient. The key point here is that demand and supply characteristics change over a product’s life cycle. Because demand and supply characteristics change, the supply chain。
物流术语中英文
物流术语?基础术语物品 goods物流 logistics物流活动 logistics activity物流管理 logistics management供应链 supply chain供应链管理 supply chain management服务 service物流服务 logistics service一体化物流服务 integrated logistics service 物流系统logistics system第三方物流 the third party logistics物流设施 logistics establishment物流中心 logistics center配送中心 distribution center分拨中心 distribution center物流园区 logistics park物流企业 logistics enterprise物流作业 logistics operation物流模数 logistics modulus物流技术 logistics technology物流成本 logistics cost物流网络 logistics network物流信息 logistics information物流单证 logistics documents物流联盟 logistics alliance物流作业流程 logistics operation process 企业物流 internal logistics供应物流supply logistics生产物流production logistics销售物流 distribution logistics社会物流 external logistics军事物流 military logistics项目物流 project logistics国际物流 International logistics虚拟物流 virtual logistics精益物流 lean logistics反向物流reverse logistics回收物流 return logistics废弃物物流 waste material logistics货物运输量 freight volume货物周转量 turnover volume of freight transport 军事物资 military material筹措 raise军事供应链 military supply chain军地供应链管理 military supply chain management军事物流一体化 integration of military logistics and civil logistics物流场 logistics field战备物资储备 military repertory of combat readiness全资产可见性 total asset visibility配送式保障 distribution-mode support作业服务术语托运 consignment承运 carriage承运人 carrier运输 transportation道路运输 road transport水路运输 waterway transport铁路运输 railway transport航空运输 air transport管道运输 pipeline transport门到门服务 door to door service直达运输 through transportation中转运输 transfer transportation甩挂运输 drop and pull transport整车运输 transportation of truck-load零担运输 sporadic freight transportation 联合运输 combined transport联合费率 joint rate联合成本 joint cost仓储 warehousing储存 storing库存 inventory库存成本 inventory cost保管 storage仓单? storage invoice仓单质押融资 Warehouse receipt hypothecating/ Depot bill pledge 库存商品融资Inventory Financing仓储费用? warehousing fee订单满足率 fill rate货垛 goods stack堆码 stacking?配送 distribution拣选 order picking分类 sorting集货 goods consolidation共同配送 joint? distribution装卸 loading and unloading搬运 handling carrying包装? package/packaging销售包装? sales package运输包装 transport? package流通加工 distribution processing检验inspection增值物流服务 value-added logistics service定制物流customized logistics物流客户服务 logistics customer service物流运营服务 logistics operation service物流服务质量 logistics service quality?物品储备 goods reserves缺货率 stock-out rate货损率 cargo damages rate商品完好率 rate of the goods in good condition基本运价freight unit price理货 tally组配 assembly订货周期 order cycle time库存周期 inventory cycle time技术与设施设备术语标准箱 twenty-feet equivalent unit (TEU) 集装运输? containerized transport托盘运输 pallet transport货物编码 goods coding四号定位 four number location零库存技术 zero-inventory technology单元装卸? unit loading & unloading气力输送法 pneumatic conveying system生产输送系统 production line system分拣输送系统 sorting & picking system自动补货 automatic replenishment自动存储取货系统 automated storage & retrieval system (AS/RS) 集装化? containerization?散装化? in bulk托盘包装 palletizing直接换装 cross docking物流系统仿真 logistics system simulation冷链cold chain自营仓库 private warehouse公共仓库 public warehouse自动仓库 automated storage & retrieval system立体仓库 stereoscopic warehouse交割仓库 transaction warehouse交通枢纽 traffic hinge集装箱货运站container freight station (CFS)?集装箱码头 container terminal控湿储存区 humidity controlled space?冷藏区 chill space冷冻区 freeze space收货区 receiving space区域配送中心 regional distribution center (RDC) 公路集装箱中转站 inland container depot?铁路集装箱场 railway container yard专用线 special railway line基本港口 base port周转箱 container叉车 fork lift truck?叉车属具 attachments of fork lift trucks托盘 pallet?称量装置 load weighing devices工业用门 industrial door货架 goods shelf重力货架系统 live pallet rack system移动货架系统 mobile rack system驶入货架系统 drive-in rack system集装袋 flexible freight bags集装箱 container特种货物集装箱 specific cargo container 集装单元器具 palletized unit implants 全集装箱船 full container ship码垛机器人 robot palletizer起重机械 hoisting machinery牵引车 tow tractor升降台 lift table (LT)输送机 conveyors箱式车 box car自动导引车 automatic guided vehicle? (AGV)自动化元器件 element of automation手动液压升降平台车scissor lift table零件盒 working? accessories条码打印机 bar code printer站台登车桥 dock levelers信息术语条码 bar code商品标识代码 identification code for commodity 产品电子编码 Electronic Product Code (EPC) EPC序列号 serial number对象名称解析服务 object name service (ONS)对象分类 object class位置码 location number (LN)?贸易项目 trade item物流单元 logistics unit全球贸易项目标识代码 global trade item number 应用标识符 application? identifier (AI)物流信息编码? logistics information code自动数据采集 automatic data capture (ADC)自动识别技术auto identification条码标签 bar code tag条码识读器 bar code reader条码检测仪 bar code verifier条码系统 bar code system条码自动识别技术 bar code auto ID射频标签 RFID tag射频识读器 RFID reader射频识别 radio frequency identification? (RFID)射频识别系统 RFID systemEPC系统 EPC system数据元 metadata报文 message实体标记语言 Physical Markup Language (PML)电子数据交换 electronic data interchange (EDI)电子通关 electronic clearance电子认证? electronic authentication电子报表? e-report电子采购? e-procurement电子合同? e-contract电子商务? e-commerce (EC)电子支付? e-payment地理信息系统 geographical information system (GIS)全球定位系统global positioning system (GPS)智能交通系统 intelligent transportation system (ITS) 货物跟踪系统 goods-tracked system仓库管理系统 warehouse management system (WMS)销售时点系统point of sale (POS)电子订货系统 electronic order system (EOS)计算机辅助订货系统 computer assisted ordering (CAO) 拉式订货系统 pull order system永续存货系统 perpetual inventory system虚拟仓库 virtual warehouse物流信息系统 logistics information system (LIS)物流信息技术 logistics information technology物流信息分类 logistics information sorting分布式的网络软件 savant管理术语仓库布局? warehouse layoutABC分类管理 ABC classification安全库存 safety stock经常库存 cycle stock库存管理 inventory management库存控制 inventory control供应商管理库存 vendor managed inventory (VMI)定量订货制 fixed-quantity system (FQS)定期订货制 fixed-interval system (FIS)经济订货批量 economic order quantity (EOQ)连续补货计划 continuous replenishment program (CRP) 联合库存管理 joint managed inventory (JMI)前置期 lead time?物流成本管理 logistics cost control物流绩效管理 logistics performance management物流战略 logistics strategy物流战略管理 logistics strategy management物流质量管理 logistics quality management物流资源计划? logistics resource planning (LRP)供应链联盟? supply chain alliance供应商关系管理 supplier relationships management (SRM) 准时制 just in time (JIT)?准时制物流 just-in-time logistics?有效客户反应 efficient customer response (ECR)快速反应? quick response (QR)?物料需求计划 material requirements planning (MRP)制造资源计划manufacturing resource planning (MRPⅡ)配送需求计划 distribution requirements planning (DRP) 配送资源计划? distribution resource planning (DRPⅡ)企业资源计划? enterprise resource planning (ERP)协同计划、预测与补货collaborative planning，forecasting and replenishment (CPFR)服务成本定价法 cost-of-service pricing服务价值定价法 value-of-service pricing业务外包 outsourcing流程分析法 process analysis延迟策略 postponement strategy业务流程重组? business process reengineering(BPR)物流流程重组? logistics process reengineering有形损耗 tangible loss无形损耗 intangible loss?总成本分析 total cost analysis物流作业成本法 logistics activity-based costing效益悖反 trade off国际物流术语多式联运 multimodal transport国际多式联运 international multimodal transport国际航空货物运输 international airline transport国际铁路联运 international through railway transport 班轮运输liner transport?租船运输 shipping by chartering大陆桥运输 land bridge transport保税运输 bonded transport转关运输Tran-customs transportation报关 customs declaration报关行 customs broker不可抗力 accident beyond control保税货物 bonded goods海关监管货物cargo under custom’s supervision拼箱货 less than container load (LCL)整箱货 full container load (FCL)通运货物 through goods转运货物 transit cargo自备箱shipper’s own container到货价格 delivered price出厂价 factory price成本加运费cost and freight (CFR)出口退税 drawback过境税 transit duty海关估价 customs ratable price等级标签 grade labeling等级费率 class rate船务代理 shipping agency国际货运代理 international freight forwarding agent无船承运业务 non vessel operating common carrier business 无船承运人 NVOCC non vessel operating、common carrier索赔 claim for damages理赔 settlement of claim国际货物运输保险 international transportation cargo insurance 原产地证明 certificate of origin进出口商品检验 commodity inspection清关 clearance滞报金 fee for delayed declaration装运港船上交货 free on board (FOB)进料加工 processing with imported materials来料加工 processing with supplied materials保税仓库 boned warehouse保税工厂 bonded factory保税区 bonded area保税物流中心 bonded logistics center保税物流中心A型 bonded logistics center of A type保税物流中心B型 bonded logistics center of B type 融通仓 financing warehouse出口监管仓库 export supervised warehouse出口加工区 export processing zone定牌包装 packing of nominated brand中性包装? neutral packing提单(海运提单) bill of lading。
物流管理术语
物流管理术语1．物流战略logistics strategy ['strætidʒi]2．物流战略管理logistics strategy management3．仓库管理warehouse management4．仓库布局warehouse layout ['leiaut]5．库存控制inventory control [kən'trəul]6．经济订货批量economic order quantity (EOQ)[,i:kə'nɔmik] ['ɔ:də] ['kwɔntəti]7．定量订货方式fixed-quantity system (FQS) [fikst] ['kwɔntəti] 8．定期订货方式fixed-Interval system (FIS) ['intəvəl] ['sistəm] 9．ABC分类管理ABC classification [/,klæsifi'keiʃən/]10．电子订货系统Electronic order system (EOS) [,ilek'trɔnik] 11．准时制just in time (JIT)12．准时制物流just-in-time logistics13．零库存技术zero-inventory logistics14．物流成本管理logistics cost control [kən'trəul]15．物料需要计划material requirements planning (MRP)[mə'tiəriəl] [ri'kwaiəmənt] ['plæniŋ]16．制造资源计划manufacturing resource planning (MRP II)[,mænju'fæktʃəriŋ] [ri'sɔ:s]17．配送需要计划distribution requirements planning (DRP) 18．配送资源计划distribution [,distri'bju:ʃən]19．物流资源计划logistics resource planning (LRP)20．企业资源计划enterprise resource planning (ERP) ['entəpraiz] 21．供应链管理supply chain management (SCM)22．快速反映Quick response (QR) [kwik] [ri'spɔns]23．有效客户反映efficient customer response(ECR)24．连续库存补充计划continuous replenishment program (CRP)[i'fiʃənt] [ri'pleniʃmənt] ['prəuɡræm] 25．计算机辅助订货系统computer assisted ordering (CAO) [ə'sistid] 26．供应商管理库存vendor managed inventory (VMI)['vendɔ:] ['mænidʒd] ['invəntəri]27．业务外包outsourcing ['aut,sɔ:siŋ]1. order ['ɔ:də]n. 命令；顺序；规则；[贸易] 定单vt. 命令；整理；定购vi. 命令；定货2. enterprise ['entəpraiz]n. 企业；事业；进取心；事业心3. distribution [,distri'bju:ʃən]n. 分布；分配4. inventory ['invəntəri]n. 存货，存货清单；详细目录；财产清册5. strategyn. 战略，策略6. layout ['leiaut]n. 布局；设计；安排；陈列7. economic [,i:kə'nɔmik]adj. 经济的，经济上的；经济学的8. quantity ['kwɔntəti]n. 量，数量；大量；总量9. fixed [fikst]adj. 固执的；处境...的；准备好的；确定的10. system ['sistəm]n. 制度，体制；系统；方法11. Interval ['intəvəl]n. 间隔；间距；幕间休息12. classification [/,klæsifi'keiʃən/]n. 分类；类别，等级13. Electronic [,ilek'trɔnik]adj. 电子的14. control [kən'trəul]n. 控制；管理；抑制；操纵装置vt. 控制；管理；抑制15. material [mə'tiəriəl]n. 材料，原料；物资；布料adj. 重要的；物质的，实质性的；肉体的16. requirements [ri'kwaiəmənt]n. 要求（requirement的复数）；调整需要量，必需品17. planning ['plæniŋ]n. 规划；计划编制v. 计划；设计；预期（plan的ing形式）18. manufacturing [,mænju'fæktʃəriŋ]n. 制造业；工业adj. 制造的；制造业的v. 制造；生产（manufacture的ing形式）19. resource [ri'sɔ:s]n. 资源，财力；办法；智谋20. Quick [kwik]n. 核心；伤口的嫩肉adj. 快的；迅速的，敏捷的；灵敏的adv. 迅速地，快21. response [ri'spɔns]n. 响应；反应；回答22. efficient [i'fiʃənt]adj. 有效率的；有能力的；生效的23. replenishment [ri'pleniʃmənt]n. 补充，补给24. program ['prəuɡræm]n. 程序；计划；大纲vt. 用程序指令；为…制订计划；为…安排节目vi. 编程序；安排节目；设计电脑程式25. assisted [ə'sistid]v. 协助；援助（assist的过去式）adj. 辅助的26. vendor ['vendɔ:]n. 卖主；小贩；[贸易] 自动售货机27. managed ['mænidʒd]v. 管理；负责；设法完成（manage的过去分词）adj. 托管的；与中央化计划及管制有关的28. outsourcing ['aut,sɔ:siŋ]n. 外包；外购；外部采办。
物流专业术语中英文对照
1物品Article2物流Logistics3物流活动Logistics activity4物流作业Logistics operation5物流模数Logistics modulus6物流技术Logistlcs technology7物流成本Logistics cost8物流管理Loglstics management9物流中心Logistics center10物流网络Logistics network11物流信息Logistics information12物流企业Loglstics enterprise13物流单证Logistics documents14物流联盟Logistics alliance15供应物流Supply logistics16生产物流Production logistics17销售物流Distribution logistics18回收物流Returned logistics19废弃物物流waste material logistics 20绿色物流Environmental logistics 21企业物流Internal logistics22社会物流External logistics23军事物流Military logistics24国际物流Interriational logistics25第三方物流Third一part logistics （TPL）26定制物流Customized logistics27虚拟物流Virtual logistics28增值物流服务Value一added logistics service29供应链Supp1y chain30条码Bar code 同义词：条码符号bar code symbol 31电子数据交换Electronic data interchange （EDI）32有形损耗Tangible loss33无形损耗Intangible loss二、物流作业术语1运输Transportation2联合运输bined transport3直达运输Through transport4中转运输Transfer transport5甩挂运输Drop and puIl transport6集装运输Containerized transport7集装箱运输Container transport8门到门Door一to一door9整箱货Full container load（FCL）10拼箱货Less than container load （LCL）11储存Storing12保管Storage13物品储备Article reserves14库存Inventory15经常库存Cycle stock16安全库存Safety Stock17库存周期Inventory cycle time18前置期（或提前期）Lead time19订货处理周期0rder cycle time20货垛Goods stack21堆码Stacking22搬运Handling／carrying23装卸Loading and unloading24单元装卸Unit loading and unloading 25包装Package／packaging26销售包装Sales package27定牌包装Packing of nominated brand 28中性包装Neutral packing29运输包装Transport package30托盘包装palietizing31集装化Containerization32散装化In bulk33直接换装Cross docking34配送Distribution35共同配送Joint distribution36配送中心Distribution center37分拣Sorting38拣选0rder picking39集货Goods collection40组配Assemb1y41流通加工Distribution processing42冷链Cold chain43检验Inspection三、物流技术装备与设施术语1仓库warehouse2库房Storehouse3自动化仓库Automatic Warehouse4立体仓库Stereoscopic Warehouse5虚拟仓库Virtual varehouse6保税仓库Boned Warehouse7出口监管仓库Export supervised warehouse8海关监管货物Cargo under custom’S supervision 9冷藏区Chill space10冷冻区Freeze space11控湿储存区Humldity controlled space12温度可控区Temperature controlled space13收货区Receiving space14发货区Shipping space15料棚Goods shed16货场Goods yard17货架Goods shelf18托盘Pallet19叉车Fork lift truck20输送机Conveyor21自动导引车Automatic guided vehicle （AGV）22箱式车Box car23集装箱Container24换算箱Twenty一feet equiva1ent unit （TEU）25特种货物集装箱Specific cargo container26全集装箱船Full container ship27铁路集装箱场Railway container yard28公路集装箱中转站Inland container depot29集装箱货运站Container freight station（CFS）30集装箱码头Container terminal31国际铁路联运International through raiIway transport 32国际多式联运International multimdal transport33大陆桥运输Land bridge transport34班轮运输Liner transport35租船运输Shipping by chartering36船务代理Shipping agency37国际货运代理Tnternational freight forwarding agent38理货Tally39国际货物运输保险International transportation cargo insurance 40报关Customs declaration41报关行Customs broker42进出口商品检验modity inspection四、物流管理术语1物流战略Logistics strategy2物流战略管理Loglstics strategy management3仓库管理Warehouse management4仓库布局warehouse layout5库存控制Inventory control6经济订货批量Economic order quantity （EOQ）7定量订货方式Fixed一quantity system（FQS）8定期订货方式Fixed一interval system（FIS）9ABC分类管理ABC classification10电子订货系统Electronic order system（E0S）11准时制Just in time（JIT）12准时制物流Just一in一time 1ogistics13零库存技术Zero一inventory Technology14物流成本管理Logistics cost control15物料需求计划Material requirements planning （MRP）16制造资源计划Manufacturing resource planning （MRPⅡ）17配送需求计划Distribution requirements planning （DRP）18配送资源计划Distrlbution resource planning （DRPⅡ）19物流资源计划Logistics resource planning （LRP）20企业资源计划Enterprise resource planning （ERP）21供应链管理Supply chain management （SCM）22快速反应Quick response （QR）23有效客户反应Efficient customer response （ECR）24连续库存补充计划Continuous replenishment program（CRP）25计算机辅助订货系统puter assisted ordering （CA0）26供应商管理库存Vendor managed inventory （VMI）27业务外包0utsourcingHTFB（Hard Tooled Functional Build) 成型机功能建造1PP（First Production Proveout) 第一次试生产FEU（Field Evaluation Unit) 区域评估组TTO（Tool Try-Out) 工装设备试运行。
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物流专业英语
出版社 经管分社
Generally, firms develop strategies for many reasons, including: ①Resources are finite and must be carefully managed. ②Competitors’ strengths and behaviors are uncertain.
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物流专业英语ຫໍສະໝຸດ 出版社 经管分社But which factors are most important for this contribution and should be emphasized in a logist ics strategy? We can start to answer this by takin g a traditional view from marketing which says th at organizations compete by concentrating on the ‘four Ps’—product, place, promotion and price ‚4P‛是营销学基础理论，认为一个好的营销计 划可以从四方面展开，分别是product(产品)，plac e(渠道)，promotion(促销)，price(价格)。
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物流专业英语
出版社 经管分社
2.1.2 Strategic Role of Logistics Logistics is essential for every organization, even those supplying intangible services. It is con cerned with major decisions that have a clear stra tegic impact, such as the design of the supply ch ain, size and location of facilities, relations with ot her organizations, partnerships and alliances.
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物流专业英语
出版社 经管分社
Logistics is a major user of resources, includi ng transport and storage; it has an impact on org anizational performance, including profit and fina ncial measures such as the return on assets; it aff ects lead time, perceived product value, reliability and other measures of customer service; it gives public exposure, raises safety and environmental issues, encourages some operations and prohibit s others.
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物流专业英语
出版社 经管分社
2.2.3 Strategy Options If logistics managers do not understand corp orate strategy, they will not be able to make decis ions that are in the best interest of the organizatio n. Even if logistics managers use the systems ap proach to make decisions and analyze trade-offs trade-off权衡,在物流学科中用于描述各物流要素之 间的效益背反现象。
物流专业英语
出版社 经管分社
All the long-term decisions about logistics for m a logistics strategy. The LOGISTICS STRATE GY of an organization consists of all the strategic decisions, policies, plans and culture relating to th e management of its supply chains.
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物流专业英语
出版社 经管分社
2.1 THE NEED FOR LOGISTICS STRATEGY 2.1.1 Strategy Defined To succeed in today’s changing business e nvironment, firms must have a clearly identified d estination. Strategy provides this direction. To giv e a picture of strategy, and especially of logistics strategy, one must start with the strategic roots. T here is no single, universally accepted definition o f strategy, except from the original Greek word str ategos strategos:战略（希腊语）。
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物流专业英语
出版社 经管分社
③Commitment of resources is irreversible and must be carefully analyzed. ④Decisions today must be coordinated between distant places and over varying time intervals.
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物流专业英语
出版社 经管分社
2.2.4 Lean Strategies No organization can completely avoid the co st of logistics, so the next best option is to make it as cheap as possible. Then a reasonable objectiv e is to minimize the total cost of logistics, while en suring acceptable levels of customer service. Thi s approach is generalized into lean logistics lean l ogistics精益物流。
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物流专业英语
出版社 经管分社
Figure 2.1 Role of logistics managers in strategic decisions
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物流专业英语
出版社 经管分社
2.2.2 Focus of the Logistics Strategy Organizations can only survive by supplying products that customers view as somehow better than those from competitors. Logistics affects the lead time, availability, cost, customer support, da mage, and so on—and hence the customers’ vi ew of a product. In this sense, logistics actually c ontributes to the design, quality, perceived value and success of a product.
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物流专业英语
出版社 经管分社
2.2 STRATEGIC LOGISTICS MANAGEMENT Logistics Strategy 2.2.1 The logistics strategy forms a link between the more abstract, higher strategies and the detailed operations of the supply chain. While the corporat e and business strategies describe general aims, the logistics strategy concerns the actual movem ent of materials needed to support these aims. Th e business strategy of UPS calls for ‚outstandin g service‛ to its customers, and this translates in to a logistics strategy of organizing a very fast par cel delivery service to almost any point in the worl 7 d.
物流专业英语
出版社 经管分社
Chapter 2 Logistics Strategy
After reading this chapter you should be able to: DEFINE the strategy and associated terms UNDERSTAND the strategic role of logistics LIST two main logistics strategies and understand the relationships between them APPROACH the design of a logistics strategy