疫苗供应链和冷链物流运输外文文献翻译2020
冷链物流运输管理外文翻译（节选）
冷链物流运输管理外文翻译（节选）1150单词，7000英文字符，2400汉字出处：Vesper J, Kartoglu ü, Bishara R, et al. A case study in experiential learning: pharmaceutical cold chain management on wheels.[J]. Journal of Continuing Education in the Health Professions, 2010, 30(4):229–236.原文A Case Study in Experiential Learning: Pharmaceutical Cold ChainManagement on WheelsVESPER, KARTO, RAFIK , THOMASAbstractPeople who handle and regulate temperature-sensitive pharmaceutical products require the knowledge and skills to ensure those products maintain quality, integrity, safety, and efficacy throughout their shelf life. People best acquire such knowledge and skills through “experiential learning” that involves working with other learners and experts.The World Health Organization developed a weeklong experiential learning event for participants so they could gain experience in how temperature-sensitive products are handled, stored, and distributed throughout the length of the distribution supply chain system. This experiential learning method enabled participants to visit, critically observe, discuss and report on the various components of the cold chain process. An emphasis was placed on team members working together to learn from one another and on several global expert mentors who were available to guide the learning, share their experiences, and respond to questions.The learning event, Pharmaceutical Cold Chain Management on Wheels, has been conducted once each year since 2008 in Turkey with participants from the global pharmaceutical industry, health care providers, national regulatory authorities, and suppliers/vendors. Observations made during the course showed that it was consistent with the principles of experiential and social learning theories. Questionnaires and focus groups provided evidence of the value of the learning event and ways to improve it.Discussion: Reflecting the critical elements derived from experiential and social learning theories, five factors contributed to the success of this unique experiential learning event. These factors may also have relevance in other experiential learning courses and, potentially, for experiential e-learning events.Key Words:experiential learning, social learning, pharmaceutical cold chain, handling of pharmaceutical products IntroductionCold Chain DescribedMany pharmaceutical products are temperature-sensitive and must be stored and transported at controlled temperatures—for instance, 2 to 8 degrees Centigrade. Exposure to temperatures outside the recommended range can result in damage to the product and cause safety issues or lack of effectiveness.A “cold chain” is the integrated system of equipment (eg, cold rooms, shipping containers, refrigerators, and vehicles), procedures, records, and activities used to handle, store, transport, distribute, and monitor temperature-sensitive products. The allusion to a chain is apt. As with a physical chain, a cold chain is only so strong as its weakest link.People are a critical element of a cold chain. They must correctly execute procedures and take appropriate actions in the event of a problem.Beyond the people directly involved in the coldchain are those who design and develop equipment and devices used in handling pharmaceutical products. Everyone involved must have the appropriate knowledge and skills to perform their jobs, as well as a vision of how the whole handling operation can be maintained and enhanced.The Need for Knowledge and Skills—The ProblemThe World Health Organization’s Global Learning Opportunities for Vaccine Quality (previously called Global Training Network) recognized the need to develop the knowledge and skills of those involved in the pharmaceutical cold chain. Specifically, the challenge was how to provide an engaging learning event for manufacturers, health care providers, regulators, and other partners in the supply chain of temperature-sensitive products so they could critically evaluate a pharmaceutical “cold chain” system to ensure the q uality, integrity, safety, and efficacy of the pharmaceutical product to the patients.Learning through Experiences with Others—The SolutionAcquiring knowledge and skills from experience is one important method for developing competence in a task, occupation, or profession. Internships, clinical rotations, and practicums are examples of experiential learning, a highly regarded component of adult learning theory. Kolb defined experiential learning as “The process whereby knowledge is created through the transformation of experience. Knowledge results from the combination of grasping and transformingexperience.” FIGURE 1 depicts Kolb’s cycle as modified by Boisot.These stages form a dynamic learning cycle that a learner can enter at any stage, based on the unique characteristics of the individual. The four stages can be categorized into two sets of activities. First, concrete experience and abstract conceptualization occur when the learner “grasps” experiences. Second, reflective observation and active experimentation allow the learner to transform experience into knowledge and skill.MethodsThe developers of the PCCMoW course looked for ways that would be richer and more engaging than a series of illustrated lectures. Specifically, they looked for ways that a group of participants ranging from regulatory authorities to health care providers from around the world could share their knowledge and learn together while working on authentic tasks. Participants represented a variety of roles within the cold chain, such as national regulatory authorities; manufacturing and quality assurance personnel from the pharmaceutical, biopharmaceutical, and vaccine industries; health care professionals who administer temperature-sensitive pharmaceuticals; and others involved in the supply, packaging, distribution, logistics, and cold chain management areas.Additionally, the intent was to form a learning community that extended beyond the conclusion of the course. Therefore, a password-protected alumni community was developed wherein members cooperate and support each other via e-mail and online discussions as well as at conferences focused on cold-chain topics.Enrollment in each PCCMoW course is limited to 15participants carefully selected by the course director. Three mentors with extensive, comprehensive experience in the international pharmaceutical industry support the participants throughout the course by coaching participants during their assignments, facilitating discussions following presentations, sharing best practices, and guiding the group toward sound conclusions.The course encourages participants to make direct observations at the storage, warehousing,distribution, and health care delivery facilities that they visit, as they physically travel with mentors by bus down the length of the cold chain. Throughout the course, guided observation exercises take place at the visited facilities under the supervision of the mentors. Participants are provided with guidance notes and tools to support their critical observations. Participants inter- act with operational staff and management at these facilities. Presentations and group discussions take place on the bus, in restaurants, and in the open air before and after the visits to the facilities. Turkey was selected as the course venue in part because of the availability of the tour coordinator who arranged the logistics and helped with the extensive planning required.ResultsThe PCCMoW course exhibits many attributes of experiential and social learning, consistent with the work of Kolb and V ygotsky. In Kolb’s four-stage model, learners may enter the process at any point, in part based on the individual’s learning style. For simplicity, we will enter the process at the Concrete Experience stage.ConclusionIn examining the PCCMoW course, we see that its design andexecution include the four aspects of experiential learning identified by Kolb and two important elements of social learning described by Vygotsky. We found some evidence that course participants were able to apply the knowledge and skills they acquired during the course in their jobs and practices. We identified 5 critical success factors necessary for an effective experiential learning course. Participant feedback indicates that a well-designed and executed experiential learning event can make an indelible mark on the participants.译文一个案例研究：药品冷链物流运输管理维斯珀；卡特；拉菲克；托马斯摘要操作和管理热敏医药产品的人需要具备一定的知识和技能，以确保这些产品在它们的保质期内的质量、完整性、安全性和有效性。
供应链管理外文文献及翻译
供应链管理外文文献及翻译供应链管理的实践和理论已经在全球范围内得到广泛应用和研究。
本篇文献回顾了最近的文献，旨在提供一个有关供应链管理的广泛和多样化的视角。
本文献主要关注采购、生产和物流等方面。
本文献指出了供应链管理的重要性以及不断变化的环境对供应链管理的挑战。
作者还强调了合作伙伴关系、信息共享、风险管理和绩效评估等方面的关键因素。
总的来说，对于供应链管理的研究，应该包括广泛的实践案例和深入的理论研究。
只有这样，才能理解不断变化的环境对供应链管理的影响，从而制定更好的供应链管理策略。
翻译：Supply Chain Management Foreign Literature and TranslationThe practice and theory of supply chain management have been widely applied and studied worldwide. This literature review aims toprovide a broad and diversified perspective on supply chain management, focusing mainly on procurement, production, and logistics.The literature points out the importance of supply chain management and the challenges that the constantly changing environment poses to it. The authors also emphasize critical factors such as partnership relationships, information sharing, risk management, and performance assessment.In general, research on supply chain management should include diverse practical cases and in-depth theoretical studies. Only in this way can we understand the impact of the constantly changing environmenton supply chain management and formulate better supply chain management strategies.。
物流配送外文参考文献 物流配送外文文献及翻译
物流配送外文参考文献物流配送外文文献及翻译导读：就爱阅读网友为您分享以下“物流配送外文文献及翻译”资讯，希望对您有所帮助，感谢您对的支持!1. INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to the right place at the right time for the least cost. Faced with a rapidly changing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditional manufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions.Over the last ten years one of the most significant changes in management thinking was the emphasis on the search for strategies that will provide superior value in competition.Logistics management has the potential to assist the organisation in the achievement of both a cost/productivity advantage and a value advantage. The importance of logistics and its integration in the supply chain was argued by.China is a huge consumer market that accounted for a third of global economic growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a result of China’s internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobile industry, many of the leading global OEMs including Honda, Toyota, General Motors, Volkswagen and Ford have established joint-venture partnerships with local car manufacturers. Auto sales in China rose by 76% in the year to July 2003 and by 2011, China is expected to surpass Japan to become the world’s second largest auto market. In order to compete in the Chinese market share and satisfy increasing demand, these operations are continuously expanding their production volumes with astonishing speed. Such expansion is, however carried out in the context of a legacy environment.China spans a large geographical area with, in many parts, under-developed infrastructure. This presents a challenge to efficient deployment of logistics strategies. Furthermore, the involvement of third party logistics providers, favoured by most globalOEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and methods from the OEMs. All these factors increase the difficulties in managing logistics by China’s local auto makers.2. The overall development of foreign distribution Overview2.1 The United States of modern logistics development Twenty-first century from the 60s on wards, the rationalization of distribution of goods in general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operation, improve operating efficiency; Third, the common chain distribution centers set up to promote thegrowth of chain-effective. United States chain stores have a variety of distribution centers, mainly in the wholesale-based, retail and warehouse-type three types.2.2 Japan’s modern logistics developmentOn logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of modern logistics and distribution play an important role in the process of .2.3 European modern development of logisticsCountries in Europe, especially Germany, logistics refers to the user’s orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods will be sent to the consignee with good activities. Germany’s logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers. Traveled in Germany, it can be said of the logistics and distribution in Germany has been formed to final demand-oriented to themodernization of transport and high-tech information network as a bridge to a reasonable R69 distribution center hub to run a complete system.2.4 the main reasons of logistics industry developing faster in developed countriesRelying on high-tech to the core economies of scale to allow flexibility based on a variety of forms.3、China’s 3PL enterprises are facing a major obstacle to business3.1 The current situation of China’s 3PLChina’s 3PL enterprises: service radius of a small, low entry barriers. With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development. However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics, distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role, the process of distribution of the low level of modernization.China’s 3PL companies with for eign 3PL companiesmainly in the gap between the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow. Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory turnover rate, so as to enhance the return on assets and profitability. And domestic retailers in this area has just started, or have not yet started.3.2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantages From our point of view the existing commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial “chain” businesses are not set up their own logistics and distribution centers or use third-party logistics center. Although these companies have also established some of his own “chain” stores, but in factoperating goods stores do not do “unified procurement, unified distribu tion, unified billing,” which allows some commercial retail enterprises, “chain” seems to exist in name only. The other has been established in their own logistics and distribution centers or use third-party logisticsdistribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distribution ratio of unity is very low. Uniform distribution logistics center can not be achieved, indicating the store’s commercial enterprises “unified purchase” did not materialize, rather than a unified procurement chain has lost the core strengths.3.3 China’s more enterprises are facing a major obstacle of the higher logistics costWal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the “zero inventory” of the more complete form of the distribution database. Wal-Ma rt as a result of the use of the “Cross distribution” and “auto-replenishment” of supply chain technology, so that goods turnover in the Treasury down to 2 days. And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high. Rapid expansion of retail enterprises in China’s size and speed in the short term if they can not form a qualitativeedge is a dangerous speculation.Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development. The face of large-scale retail and distribution businesses of the main distribution center logistics requirements planning, focusing on how to reflect the integration of information flow in business flow, logistics, capital flow, so that the operation of retail enterprises to expand the logistics for the entire enterprise supply chain collaboration nodes and so that the whole positive and negative to minimize logistics cost of goods (including consumers, stores, logistics, distribution centers, headquarters, suppliers and partners), and atimely response to sales demand and timely replenishment. This is also a large-scale cross-regional, multi-format, chain retail enterprises have the capacity of the core competitive advantage.3.4 Lack of modern logistics management knowledge andexpertise of logistics personnel.This is the third-party logistics industry in restricting the development of China’s most important one of the bottlenecks. Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditional business integration of its business fields Far too simple to become connected with transport and storage of raw materials, semi-finished products supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated system of systems.。
1453-冷链物流-冷链物流外文参考文献
The Cold Chain and its LogisticsAuthors: Dr. Jean-Paul Rodrigue and Dr. Theo Notteboom1. OverviewWhile Globalization has made the relative distance between regions of the world much smaller, the physical separation of these same regions is still a very important reality. The greater the physical separation, the more likely freight can be damaged in one of the complex transport operations involved. Some goods can be damaged by shocks while others can be damaged by undue temperature variations. For a range of goods labeled as perishables, particularly food, their quality degrades with time since they maintain chemical reactions which rate can be mostly mitigated with lower temperatures. It takes time and coordination to efficiently move a shipment and every delay can have negative consequences, notably if this cargo is perishable. To ensure that cargo does not become damaged or compromised throughout this process, businesses in the pharmaceutical, medical and food industries are increasingly relying on the cold chain technology.The cold chain refers to the transportation of temperature sensitive products along a supply chain through thermal and refrigerated packaging methods and the logistical planning to protect the integrity of these shipments. Specialization has led many companies to not only rely on major shipping service providers such as the United Parcel Service (UPS) and FEDEX, but alsomore focused industry specialists that have developed a niche logistical expertise around the shipping of temperature sensitive products. The potential to understand local rules, customs and environmental conditions as well as an estimation of the length and time of a distribution route make them an important factor in global trade. As a result, the logistics industry is experiencing a growing level of specialization and segmentation of cold chain shipping in several potential niche markets within global commodity chains. Whole new segments of the distribution industry have been very active in taking advantage of the dual development of the spatial extension of supply chains supported by globalization and the significant variety of goods in circulation. From an economic development perspective, the cold chain enables many developing countries to take part in the global perishable products market. From a geographical perspective, the cold chain has the following impacts:Global. Specialization of agricultural functions permitting the transport of temperature sensitive food products to distant markets. Enables the distribution of vaccines and other pharmaceutical or biological products.Regional. Can support the specialization of functions and economies of scale, such as specialized laboratories.Local. Timely distribution to the final consumer, namely grocery stores and restaurants.2. Emergence of Cold Chain LogisticsWhile global commodity chains are fairly modern expansions in the transportation industry, the refrigerated movement of temperature sensitive goods is a practice that dates back to 1797 when British fishermen used natural ice to preserve their fish stock piles. This process was also seen in the late 1800s for the movement of food from rural areas to urban consumption markets, namely dairy products. Cold storage was also a key component of food trade between colonial powers and their colonies. For example, in the late 1870s and early 1880s, France was starting to receive large shipments of frozen meat and mutton carcasses from South America, while Great Britain imported frozen beef from Australia and pork and other meat from New Zealand. By 1910, 600,000 tons of frozen meat was being brought into Great Britain alone. The first reefer ship for the banana trade was introduced in 1903 by the United Food Company. This enabled the banana to move from an exotic fruit that had a small market because it arrived in markets too ripe, to one of the world's most consumed fruit. The temperature controlled movement of pharmaceuticals and medical supplies is a much more modern transit option than the shipping of refrigerated or frozen food. Since the 1950s, logistical third party companies began to emerge and institute new methods for successfully transporting these global commodities. Before their emergence, cold chain processes were mostly managed in house by the manufacturer. In the United States, Food and Drug Administration restrictions and accountability measures over the stability of the cold chain incited many of these companies to rely on specialty couriers rather thancompletely overhauling their supply chain facilities. A specialized industry was thus born. The value of the cold chain in the preservation of expensive vaccines and medical supplies was only beginning to be recognized when these logistical providers started to appear. As awareness began to grow, so did the need for efficient management of the cold chain.The reliance on the cold chain continues to gain importance. Within the pharmaceutical industry for instance, the testing, production and movement of drugs relies heavily on controlled and uncompromised transfer of shipments. A large portion of the pharmaceutical products that move along the cold chain are in the experiment or developmental phase. Clinical research and trials is a major part of the industry that costs millions of dollars, but one that also experiences a failure rate of around 80%. According to the Healthcare Distribution Management Association, of the close to 200 billion dollars in pharmaceutical distribution, about 10% are drugs that are temperature sensitive. This makes the cold chain responsible for transporting a near 20 billion dollar investment. If these shipments should experience any unanticipated exposure to variant temperature levels, they run the risk of becoming ineffective or even harmful to patients.Temperature control in the shipment of foodstuffs is a component of the industry that has continued to rise in necessity with international trade. As a growing number of countries focus their export economy around food and produce production, the need to keep these products fresh for extended periods of timehas gained in importance. Increasing income levels create a change in diet with amongst others a growing appetite for fresh fruit and higher value foodstuffs such as meat and fish. Persons with higher socioeconomic status and with more economic means are more likely to consume vegetables and fruit, particularly fresh, not only in higher quantities but also in greater variety. Consumers with increasing purchase power have become preoccupied with healthy eating, therefore producers and retailers have responded with an array of exotic fresh fruits originating from around the world.Any major grocery store around the world is likely to carry tangerines from South Africa, apples from New Zealand, bananas from Costa Rica and asparagus from Mexico. Thus, a cold chain industry has emerged to service these commodity chains. In 2002, an estimated 1200 billion dollars' worth of food was transported by a fleet of 400,000 refrigerated containers (Reefers). Alone, the United States imports about 30% of its fruits and vegetables and 20% of its food exports can be considered perishables. The uncompromised quality and safety of this food is often taken for granted, despite being the main reason behind the ability to sell the food. The cold chain serves the function of keeping food fresh for extended periods and eliminating doubts over the quality of the food products. In all the supply chains it is concerned with, cold chain logistics favor higher levels of integration since maintaining temperature integrity requires a higher level of control of all the processes involved. It may even incite third party logistics providers to acquire elements of the supply chainwhere time and other performance factors are the most important, even farming. This may involve the acquisition of produce farms (e.g. oranges) to insure supply reliability.3. Providing Temperature Controlled EnvironmentsThe success of industries that rely on the cold chain comes down to knowing how to ship a product with temperature control adapted to the shipping circumstances. Different products require different temperature level maintenance to ensure their integrity throughout the travel process. For instance, the most common temperature standards are "banana" (13 °C), "chill" (2 °C), "frozen" (-18 °C) and "deep frozen" (-29 °C). Staying within this temperature is vital to the integrity of a shipment along the supply chain and for perishables it enables to insure and optimal shelf life. Any divergence can result in irrevocable and expensive damage; a product can simply lose any market or useful value.Being able to ensure that a shipment will remain within a temperature range for an extended period of time comes down largely to the type of container that is used and the refrigeration method. Factors such as duration of transit, the size of the shipment and the ambient or outside temperatures experienced are important in deciding what type of packaging is required. They can range from small insulated boxes that require dry ice or gel packs, rolling containers, to a 53 footer reefer which has its own powered refrigeration unit. The major cold chain technologies involve:Dry ice. Solid carbon dioxide, is about -80°C and is capable of keeping a shipment frozen for an extended period of time. It is particularly used for the shipping of pharmaceuticals, dangerous goods and foodstuffs. Dry ice does not melt, instead it sublimates when it comes in contact with air.Gel packs. Large shares of pharmaceutical and medicinal shipments are classified as chilled products, which means they must be stored in a temperature range between 2 and 8°C. The common method to provide this temperature is to use gel packs, or packages that contain phase changing substances that can go from solid to liquid and vice versa to control an environment. Depending on the shipping requirements, these packs can either start off in a frozen or refrigerated state. Along the transit process they melt to liquids, while at the same time capturing escaping energy and maintaining an internal temperature.Eutectic plates. The principle is similar to gel packs. Instead, plates are filled with a liquid and can be reused many times.Liquid nitrogen. An especially cold substance, of about -196°C, used to keep packages frozen over a long period of time. Mainly used to transport biological cargo such as tissues and organs. It is considered as an hazardous substance for the purpose of transportation.Quilts. Insulated pieces that are placed over or around freight to act as buffer in temperature variations and to maintain the temperature relatively constant. Thus, frozen freight will remain frozen for a longer time period, often long enough not to justify the usage of more expensive refrigeration devices. Quilts can also beused to keep temperature sensitive freight at room temperature while outside conditions can substantially vary (e.g. during the summer or the winter). Reefers. Generic name for a temperature controlled container, which can be a van, small truck, a semi or a standard ISO container. These containers, which are insulated, are specially designed to allow temperature controlled air circulation maintained by an attached and independent refrigeration plant. The term increasingly apply to refrigerated forty foot ISO containers.Perishable or temperature sensitive items are carried in refrigerated containers (called "reefers"), that account for a growing share of the refrigerated cargo being transported around the world. While in 1980 33% of the refrigerated transport capacity in maritime shipping was containerized, this share rapidly climbed to 47% in 1990, 68% in 2000 and 90% in 2010. About 1.69 million TEUs of reefers were being used by 2009. All reefers are painted white to increase the albedo (share of the incident light being reflected; high albedo implies less solar energy absorbed by the surface) with the dominant size being 40 high-cube footers (45R1 being the size and type code). For instance a low albedo container can have its internal temperature increase to 50 °C when the external temperature reaches 25 °C on a sunny day while a high albedo container see its internal temperature increase to only 38 °C under the same conditions.The refrigeration unit of a reefer requires an electric power source during transportation and at a container yard. Regular containerships have 10 to 20% oftheir slots adapted to carry reefers, with some ships having up to 25% of their slots being dedicated. It is important to underline that the refrigeration units are designed to maintain the temperature within a prefixed range, not to cool it down. This implies that the shipment must be brought to the required temperature before being loaded into a reefer, which requires specialized warehousing and loading / unloading facilities. A new generation of reefers is coming online, which are equipped with an array of sensors monitoring effectively the temperature and shutting the cooling plant when unnecessary. This enables to improve the reliability of temperature control and well as extend the autonomy of the reefer.The growth of the intermodal transportation of reefers has increasingly required transport terminals, namely ports, to dedicate a part of their storage yards to reefers. This accounts between 1% to 5% of the total terminal capacity, but can be higher for transshipment hubs. The stacking requirements simply involve having an adjacent power outlet, but the task is more labor intensive as each container must be plugged and unplugged manually and the temperature to be monitored regularly as it is the responsibility of the terminal operator to insure that the reefers keep their temperature within preset ranges. This may also forbid the usage of an overhead gantry crane implying that the reefer stacking area can be serviced by different equipment. Even if reefers involve higher terminal costs, they are very profitable due to the high value commodities they transport.4. The Setting and Organization of Cold ChainsMoving a shipment across the supply chain without suffering any setbacks or temperature anomalies requires the establishment of a comprehensive logistical process the maintain the shipment integrity. This process concerns several phases ranging from the preparation of the shipments to final verification of the integrity of the shipment at the delivery point:Shipment preparation. When a temperature sensitive product is being moved, it is vital to first assess its characteristics. A key issue concerns the temperature conditioning of the shipment, which should be already at the desired temperature. Cold chain devices are commonly designed to keep a temperature constant, but not to bring a shipment to this temperature, so they would be unable to perform adequately if a shipment is not prepared and conditioned. Other concerns include the destination of the shipment and the weather conditions for those regions, such as if the shipment will be exposed to extreme cold or heat along the transport route.Modal choice. Several key factors play into how the shipment will be moved. Distance between the origin and the final destination (which often includes a set of intermediary locations), the size and weight of the shipment, the required exterior temperature environment and any time restrictions of the product all effect the available transportation options. Short distances can be handled with a van or truck, while a longer trip may require an airplane or a container ship. Custom procedures. If the freight crosses boundaries, custom procedures can become very important, since cold chain products tend to be time sensitive andmore subject to inspection than regular freight (e.g. pharmaceuticals and biological samples). The difficulty of this task differs depending on the nation (or economic bloc) and the gateway since there are variations in procedures and delays.The "Last Mile". The last stage is the actual delivery of the shipment to its destination, which in logistics is often known as the “last mile”. Key considerations when arranging a final delivery concern not only the destination, but the timing. Trucks and vans, the primary modes of transportation for this stage, must meet the specifications necessary to transfer the cold chain shipment. Also important is the final transfer of the shipment into the storage facilities as there is potential for a breach of integrity.Integrity and quality assurance. After the shipment has been delivered, any temperature recording devices or known temperature anomalies must be recorded and made known. This is the step of the logistical process that creates trust and accountability, particularly if liability for a damaged shipment is incurred. If problems or anomalies that compromise a shipment do occur, an effort must be made to identify the source and find corrective actions. Therefore, the setting and operation of cold chains is dependent on the concerned supply chains since each cargo unit to be carried has different requirements in terms of demand, load integrity and transport integrity.5. Food TransportationThere is a variety of methods for the transport of food products with the banana accounting for the world's most significant commodity transported in the food cold chain with 20% of all seaborne reefers trade. Land, sea and air modes all have different structures for keeping food fresh throughout the transport chain. Innovations in packaging, fruit and vegetable coatings, bioengineering (controlled ripening), and other techniques reducing the deterioration of food products have helped shippers extend the reach of perishable products. For food products such as fruits and vegetables, time has a direct impact on their shelf life and therefore on the potential revenue a consignment may generate. Concomitantly, new transport technologies have permitted the shipment of perishable products over longer distances. For instance, improved roads and intermodal connections along the African coast reduced transport time for food to European markets from 10 days to 4 days.Certain domestic or transnational supply chains may only require one transportation mode, but many times ground shipments are one link in a combination of transport modes. This makes intermodal transfer critical for the cold chain. Intermodal shipments typically use either 20 or 40 footers refrigerated containers that are capable of holding up to 26 tons of food. The container makes loading and unloading periods shorter and less susceptible to experiencing damage. The environments in these containers are currently controlled electronically by either plugging into a generator or power source on the ship or truck, but early food shipments would cycle air from stores of wet ordry ice to keep the food refrigerated. The efficiency of cold chain logistics permitted the consolidation of cold storage facilities.Moving away from ice refrigeration has allowed for much greater distances to be traveled and has greatly increased the size of the global food market, enabling many developing countries to capture new opportunities. Another efficient mode for transporting foodstuffs is air travel. While this is a preferred form of travel for highly perishable and valuable goods due to its ability to move much faster over longer distances, it does lack the environment control and transfer ease of the ground and sea transports. Also, during the flight the cargo is stored in a 15°C – 20°C environment, but close to 80% of the time the package is exposed to exterior weather while waiting to be loaded onto the plane or being moved to and from the airfield. This is troubling considering the value of the food and the importance placed behind quality and freshness. In order for this form of food transport to experience growth among market users, more uncompromising strategies and regulations will have to be embraced and enacted.Food transportation is an industry that has fully adapted to the cold chain and can, despite the problems with air transport, be considered the most resilient, particularly since a large majority of food products have a better tolerance to temporary variations of transport temperatures. As a result, small errors can be compounded without the concern of irreversible damage. For instance, for the transportation of produces, for every hour of delay in the pre-cooling of shipments, an equivalent one day loss of shelf life must be accounted. The usageof refrigerated containers has particularly helped, since they account for more than 50% of all the refrigerated cargo transported in the world. Source loading can be an important factor extending the shelf life of a cold chain product since it is loaded in a reefer directly at the place of production without additional handling. For instance, source loading into a reefer can expand the shelf life of chilled meat by about 25 days (from 30-35 days to 55-60 days) from conventional methods and thus considerably expand the market potential of the product.The efficiency and reliability of temperature controlled transportation has reached a point which allows the food industry to take advantage of global seasonable variations, meaning that during the winter the southern hemisphere can export perishable goods to the northern hemisphere while an opposite trade, generally of smaller scale, takes place during the summer. Countries such as Chile have substantially benefited from this and have developed an active agricultural and food transformation industry mainly servicing the North American market during the winter, but also with several niche markets such as wine. A similar issue concerns some African countries such as Kenya that have developed a fresh produce and flower industries catering the European market. The fast food industry is also an active user of cold chain logistics as every outlet can be considered as a factory, with dozens of workers with schedules and shifts, inventory management and the supply chain of components (many ofwhich are temperature sensitive), and which are assembly lines producing quality-controlled and high-volume products.。
(完整word版)物流外文文献翻译
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their coreenergy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
外文文献综述
1.冷链物流随着国家对生物技术产业支持力度的进一步加大，以生物制品为主的药品冷链物流行业也得到了较快的发展，关于药品冷链物流定义，国内比较有代表性的研究为易静薇(2009)，认为药品冷链物流是指为满足人们需要，以疾病预防、诊断和治疗为目的，而进行的冷藏药品从生产者到使用者之间转移的一项系统工程，其中包括药品生产、运输、储存、使用等各环节。
从文献调研来看，国外对药品冷链物流研究开始较早，但研究重点相对分散。
Alan P. Kendal, (1999 )针对冷藏药品的运输环节，研究了美国公共医疗保险项目中疫苗运输所采用设备的验证状况，对运输疫苗的专用冷藏箱情况进行了温度实验，并对冷藏药品包装提出建议。
S. Chatterjee, K G Pandey ( 2003)根据疫苗的长距离运输要求，设计了电力保温冷藏箱，并检测在外温45℃下冷藏箱内疫苗的稳定性，证明了该设计的有效性。
L. Perianez Parraga, (2011)针对当下药品冷链“断链”频发现象进行了分析，通过物流流程角度提出了保证冷藏药品全程冷链的方法和措施，并研究建立超温药品检测与处理系统，对该系统进行了实证研究。
2.药品安全自美国食品药品监督管理局(FDA)制定并于1963年发布世界上第一个GNP规范，世界卫生组织(WHO)于1969年在第22届卫生决议中提出WHO GMT以来，世界各国在药品安全管理方面的研究取得了丰硕的成果，涉及到药品安全规制、方法、技术等各个方面。
2.1对药品安全规制方面的研究。
Abraham J(2002)认为，为了降低变质药品对公众的伤害程度，管理者应采取安全有效的干预政策作为立即响应信号，而不是仅让独立于药品生产商之外的调查者来评估信号的意义。
Yee (2005)的研究结果表明，监管制度的建立确实提高了药品的公信度。
Joyce Weaver(2008)提出作为药品安全工具的管制措施的运用，设置类似紧急部门((ED)用以监测药品相关事件。
有关冷链物流的英文文献
有关冷链物流的英文文献Title: Literature Review on Cold Chain LogisticsAbstract: Cold chain logistics is an essential aspect of the supply chain for perishable goods. This paper provides a literature review on cold chain logistics, including its definition, importance, challenges, and solutions. The review also covers the latest trends and technologies in the field, such as Internet of Things (IoT), blockchain, and artificial intelligence.Introduction: Cold chain logistics refers to the transportation and storage of temperature-sensitive products, such as food, vaccines, and pharmaceuticals, in a controlled environment. The goal is to maintain the product quality and safety from the point of origin to the point of consumption. Cold chain logistics is critical for ensuring the availability and accessibility of perishable goods, particularly in the healthcare and food industries.Importance: Cold chain logistics plays a vital role in reducing food waste, improving food safety, and increasing access to healthcare products. It enables the transportation and storage of perishable goods over long distances and across borders, opening up new markets andopportunities for businesses. Cold chain logistics is also essential in emergency situations, such as natural disasters or disease outbreaks, where timely delivery of vaccines and medical supplies can save lives.Challenges: Cold chain logistics faces various challenges, such as infrastructure limitations, lack of standardization, and high costs. The complexity of the supply chain, coupled with the need for temperature monitoring and control, requires significant coordination and collaboration among different stakeholders. The risk of product spoilage or contamination also poses a significant challenge.Solutions: To address these challenges, various solutions have been proposed, such as investing in infrastructure and technology, adopting industry standards, and improving supply chain visibility and transparency. The emergence of new technologies, such as IoT, blockchain, and artificial intelligence, has also provided opportunities for innovation and optimization in cold chain logistics.Conclusion: Cold chain logistics is a critical component of the supply chain for perishable goods. It is essential for ensuring product quality and safety, reducing waste, and increasing accessibility to healthcare products. However, cold chain logistics faces various challenges, whichrequire collaboration and innovation from different stakeholders. The latest trends and technologies offer new opportunities for optimization and improvement in cold chain logistics.。
供应链英语翻译（译文和原文）
供应链英语翻译（译文和原文）Perspectives in supply chain risk managementChristopher S. TangUCLA Anderson School, 110 Westwood Plaza, UCLA, Los Angeles, CA 90095,USAReceived 3 November 2005; accepted 16 December 2005Available online 2 March 2006AbstractTo gain cost advantage and market share, many firms implemented various initiatives such as outsourced manufacturing and product variety. These initiatives are effective in a stable environment, but they could make a supply chain more vulnerable to various types of disruptions caused by uncertain economic cycles, consumer demands, and natural and manmade disasters. In this paper, we review various quantitative models for managing supply chain risks. We also relate various supply chain risk management (SCRM) strategies examined in the research literature with actual practices. The intent of this paper is three-fold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.Keywords:Supply chain risk management; Quantitative models; Review1. IntroductionOver the last 10 years, earthquakes, economic crises,SARS, strikes, terrorist attacks have disrupted supply chain operations repeatedly. Supply chain disruptions can have significant impact on a firm’s short-term performance. For example, Ericsson lost 400 million Euros after their supplier’s semiconductor plant caught on fire in 2000, andApple lost many customer orders during a supply shortage of DRAM chips after an earthquake hit Taiwan in 1999. Supply chain disruptions can have long-term negative effects on a firm’s financial performance as well. For instance, Hendricks and Singhal (2005) report that companies suffering from supply chain disruptions experienced 33–40% lower stock returns relative to their industry benchmarks.T o mitigate supply chain disruptions associated with various types of risks (uncertain economic cycles,uncertain consumer demands, and unpredictable natural andman-made disasters), many researchers have developed different strategies/models for managing supply chain risks. In this paper, we review primarily quantitative models that deal with supply chain risks. Also, we relate various supply chain risk management (SCRM) strategies examined in the literature with actual practices. The intent of this paper is threefold. First, we develop a unified framework for classifying SCRM articles. Second, we hope this review can serve as a practical guide for some researchers to navigate through the sea of research articles in this important area. Third, by highlighting the gap between theory and practice, we hope to motivate researchers to develop new models for mitigating supply chain disruptions.2. Supply managementTo gain cost advantage, many firms outsourced certain non-core functions so as to maintain a focus on their core competence (cf., Porter (1985)). Since the 1980s, we witnessed a sea change in which firms outsourced their supply chain operations including design, production, logistics, information services, etc. Essentially, supply management deal with five inter-related issues:1. supply network design,2. supplier relationship,3. supplier selection process (criteria and supplierselection),4. supplier order allocation,5. supply contract.3.Demand managementIn Section 2, we describe how manufacturers can use different supply management strategies to mitigate various supply chain operational risks However, these supply management strategies are ineffective when the underlying supply mechanism is inflexible. For instance, in the service industry or in the fashion goods manufacturing industry, the supply mechanism is inflexible because the capacity is usually fixed. When the supply capacity is fixed, many firms have attempted to use different demand management strategies so that they can manipulate uncertain demands dynamically so that the modified demand is better matched with the fixed supply.Due to space limitation, we are unable to review the dynamic pricing or clearance pricing literature. The reader is referred to Elmaghraby and Keskinocak (2003) for an extensive review of dynamic pricing models and clearance pricing models for selling a fixed number of units over a finite horizon. Also, we do not plan to review literature that deal with coordination ofpricing and ordering decisions. The reader is referred to Yano and Gilbert (2004),Petruzzi and Dada (1999), Eliashberg and Steinberg (1993) for three comprehensive reviews in this area. Instead, we shall focus on articles that emphasize on the use of demand management strategies to‘‘shape’’ uncertain demand so that a firm can use an inflexible supply to meet the modified demand.4. Product managementTo compete for market share, many manufacturers expand their product lines. As reported in Quelch and Kenny (1984), the number of stock keeping units (SKUs) in consumer packaged goods has been increasing at a rate of 16% every year between 1985 and 1992. Marketing research shows that product variety is an effective strategy to increase increasing market share because it enables a firm to serve heterogeneous market segments and to satisfy consumer’s variety seeking behavior. However, while product variety may help a firm to increase market share and revenue, product variety can increase manufacturing cost due to an increasein manufacturing complexity. Moreover, product variety can increase inventory cost due to an increase in demand uncertainty. These twoconcerns have been illustrated in an empirical study conducted by MacDuffie et al. (1996). They show that the production and inventory costs tend to increase as product variety increases. Therefore, it is critical for a firm to determine an optimal product portfolio that maximizes the firm’s profit. The reader is referred to Ramdas (2003) for a comprehensive review of literature in the area of product variety.5. Information managementAs explained in Fisher (1997), most consumer products can be classified as fashion products or functional products. Basically, fashion products usually have shorter life cycles and higher levels of demand uncertainties than the functional products. Therefore, different information management strategies would be needed to manage for different typesof products especially in the presence of supply chain risks. For this reason, we shall classify the work in this section according to the product types: fashion products and functional products.6.Robust strategies for mitigating operational and disruption risksUpon examining the underlying assumptions of the models reviewed so far, it appears most of the quantitative models are designed for managing operational risks. Even though these quantitative models often provide cost effective solutions for managing operational risks, there do not address the issue of disruption risks in an explicit manner. Before we present some potential research ideas for managing supply chain disruption risk in the next section, we shall examine how disruptions risks are managed in practice and relate these practices to the models reviewed earlier. After reviewing some qualitative analyses presented in various risk management and SCRM articles, we can summarize the key findings as follows:1.Managers’attitude towards risks：Sharpira (1986) and March and Sharpira (1987) study managers’ attitude towards risks and they conclude that:(1)Managers are quite insensitive to estimates of the probabilities of possible outcomes.(2) Managers tend to focus on critical performance targets, which affect the way they manage risk.(3) Managers make a sharp distinction between taking risks and gambling.2.Managers’ attitude towards initiatives for managing supply chaindisruption risks.7. ConclusionsIn this paper, we have reviewed various quantitative models for managing supply chain risks. We found that these quantitative models are designed for managing operational risks primarily, not disruption risks. However, we argue that some of these strategies have been adopted by practitioners because these strategies can make a supply chain become more efficient in terms of handling operational risks and more resilient in terms of managing disruption risks. Since there are few supply chain management models for managing disruption risks, we would like to present six potential ideas for future research.1.Demand and supply process：Virtually, all models reviewed in this paper are based on the assumption that the demand or the supply process is stationary. To model various types of disruptions mathematically, one may need to extend the analysis to deal with non-stationary demand or supply process. For instance, one may consider modeling the demand or the supply process as a ‘‘jump’’ process to capture the characteristics of major disruptions.2.Objective function：The performance measures of the models reviewed in this paper are primarily based on the expected cost or profit. The expected cost or profit is an appropriate measure for evaluating different strategies for managing operational risks. When dealing with disruption risks that rarely happen, one may need to consider alternativeobjectives besides the expected cost/profit.3.Supply management strategies：When developing supply management strategies for managing disruption risks, both academics and practitioners suggest the idea of ‘‘back-up’’ suppliers.4.Demand management strategies: Among the demand management strategies presented in Section 3, it appears that dynamic pricing/ revenue management has great potential for managing disruption risks because a firm can deploy this strategy quickly after a disruption occurs. In addition, revenue management looks promising especially after successful implementations of different revenue management systems in the airline industry for managing operational risks.5. Product management strategies: When selling products on line, e-tailers can change their product assortments dynamically according to the supply and demand of different products. This idea can be extended to brick and mortar retailers for managing disruption risks./doc/a12863039.html,rmation management strategies: Among the information management strategies described in Section 6, we think the CPFR strategy is promising because it fosters a tighter coordination and stronger collaboration among supply chain partners.站在供应链风险管理的角度作者：Christopher S. Tang摘要：为了获得成本优势和抢占市场份额，很多企业采取了各种措施，比如外包生产制造和产品多样化生产。
(完整word版)供应链管理外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goodswarehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides the product, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of the supply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is also important to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chain depends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2007, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines in inventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay for it. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supply chain profitability.Supply chain profitability is the total profit to be shared across all supply chainstages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction in overall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain. Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared totheir Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distribute locally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smaller deliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknessesin their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt its performance. Dell Computer is another example of a company that had to revise its supply chain design in response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2010 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
冷链物流外文翻译
冷链与其物流Jean-Paul Rodriguez 博士和Theo Notteboom 博士1．概观虽然全球化使世界小得多的地区之间的相对距离，这些地区的物理分离仍是一个非常重要的现实。
更大的物理分离，更可能的货运可以在一个复杂的运输业务涉与损坏。
有些货物可能会被损坏受到冲击，而有些人可以不让的温度变化而损坏。
对于易腐物品，特别是食品标示的商品的范围，他们的质量下降，因为他们保持率可大多较低温度下减轻化学反应随着时间的推移。
这需要时间的协调，有效地移动货物，每延迟可以产生消极后果，特别是如果这是易腐货物。
以确保货物不会成为损坏或破坏整个过程中，在制药，医疗，食品等行业的企业正越来越多地依靠冷链技术。
冷链是指温度敏感产品的运输，以与通过热和冷藏包装方法的供应链和后勤规划，以保护这些货物的完整性。
专业化，导致许多企业不仅依靠重要的航运服务提供商，如美国联合包裹服务公司（UPS）和联邦快递，但也更集中的行业专家已经开发出一个利基周围的温度敏感产品的运输后勤专长的潜力，以了解当地的规则，海关和环境条件，以与估计的长度和时间的分布路线，使它们在全球贸易中的重要因素。
因此，物流业经历了几个潜在的利基市场，在全球商品链中的冷链运输的专业化和分割的增长水平。
整个分销业的新的细分市场一直很活跃，以优势的双重发展空间扩展的供应链全球化和各种货物流通的重要支持。
从经济发展的角度，的冷链使许多发展中国家采取易腐产品在全球市场的一部分。
从地理的角度，冷链有下列影响：•全球。
专业化的农业功能，允许对温度敏感的食品运送到遥远的市场。
使疫苗和其他药品或生物制品的分销。
•区域。
可以支持的功能和规模经济，如专门的实验室，专业化的。
•地方。
与时分发到最终消费者，即杂货店和餐馆。
2．冷链物流的兴起虽然全球商品链是相当现代的扩张，在交通运输行业的冷藏温度敏感货物运动是一种实践，可以追溯到1797时，英国渔民使用天然冰，以保护鱼类桩。
这个过程也被看作从农村到城市的消费市场，即乳制品食品运动在19世纪末期。
冷链物流外文参考文献
冷链物流外文参考文献The Cold Chain and its LogisticsAuthors: Dr. Jean-Paul Rodrigue and Dr. Theo Notteboom 1. Overview While Globalization has made the relative distance between regionsof the world much smaller, the physical separation of these same regions is still a very important reality. The greater the physical separation, the more likely freight can be damaged in one of the complex transport operations involved. Some goods can be damaged by shocks while others can be damaged by undue temperature variations. For a range of goods labeled as perishables, particularly food, their quality degrades with time since they maintain chemical reactions which rate can be mostly mitigated with lower temperatures. It takes time and coordination to efficiently move a shipment and every delay can have negative consequences, notably if this cargo is perishable. To ensure that cargo does not become damaged or compromised throughout this process, businesses in the pharmaceutical, medical and food industries are increasingly relying on the cold chain technology.The cold chain refers to the transportation of temperature sensitive products along a supply chain through thermal and refrigerated packaging methods and the logistical planning to protect the integrity of these shipments.Specialization has led many companies to not only rely on major shipping service providers such as the United Parcel Service (UPS) andFEDEX, but also more focused industry specialists that have developed a niche logistical expertise around the shipping of temperature sensitive products. The potential to understand local rules, customs and environmental conditions as well as an estimation of the length and time of a distribution route make them an important factor in global trade. As a result, the logistics industry is experiencing a growing level of specialization and segmentation of cold chain shipping in several potential niche markets within global commodity chains. Whole new segments of the distribution industry have been very active in taking advantage of the dual development of the spatial extension of supply chains supported by globalization and the significant variety of goods in circulation. From an economic development perspective, the cold chain enables many developing countries to take part in the global perishable products market. From a geographical perspective, the cold chain has the following impacts:, Global. Specialization of agricultural functions permitting the transport of temperaturesensitive food products to distant markets. Enables the distribution of vaccines and otherpharmaceutical or biological products., Regional. Can support the specialization of functions and economies of scale, such asspecialized laboratories., Local. Timely distribution to the final consumer, namely grocery stores and restaurants. 2. Emergence of Cold Chain Logistics While global commodity chains are fairly modern expansions in the transportation industry, the refrigerated movement of temperature sensitive goods is a practice that dates back to 1797 when British fishermen used natural ice to preserve their fish stock piles. This process was also seen in the late 1800s for the movement of food from rural areas to urban consumption markets, namely dairy products. Cold storage was also a key component of food trade between colonial powers and their colonies. For example, in the late 1870s and early 1880s, France was starting to receive large shipments of frozen meat and mutton carcasses from South America, while Great Britain imported frozen beef from Australia and pork and other meat from New Zealand. By 1910,600,000 tons of frozen meat was being brought into Great Britain alone. The first reefer ship for the banana trade was introduced in 1903 by the United Food Company. This enabled the banana to move from an exoticfruit that had a small market because it arrived in markets too ripe, to one of the world's most consumed fruit. The temperature controlled movement of pharmaceuticals and medical supplies is a much more modern transit option than the shipping of refrigerated or frozen food. Since the 1950s, logistical third party companies began to emerge andinstitute new methods for successfully transporting these global commodities. Before their emergence, cold chain processes weremostly managed in house by the manufacturer. In the United States, Food and Drug Administration restrictions and accountability measures over the stability of the cold chain incited many of these companies to rely on specialty couriers rather than completely overhauling their supply chain facilities. A specialized industry was thus born. The value of the cold chain in the preservation of expensive vaccines and medical supplies was only beginning to be recognized when these logistical providers started to appear. As awareness began to grow, so did the need for efficient management of the cold chain. The reliance on the cold chain continues to gain importance. Within the pharmaceutical industry for instance, the testing, production and movement of drugs relies heavily on controlled and uncompromised transfer of shipments. A large portion of the pharmaceutical products that move along the cold chain are in the experiment or developmental phase. Clinical research andtrials is a major part of the industry that costs millions of dollars, but one that also experiences a failure rate of around 80%. According to the Healthcare Distribution Management Association, of the close to 200 billion dollars in pharmaceutical distribution, about 10% are drugs that are temperature sensitive. This makes the cold chain responsible for transporting a near 20 billion dollar investment. If these shipments should experience any unanticipated exposure to variant temperature levels, they run the risk of becoming ineffective or even harmful to patients.Temperature control in the shipment of foodstuffs is a component of the industry that has continued to rise in necessity with international trade. As a growing number of countries focus their export economy around food and produce production, the need to keep these products fresh for extended periods of time has gained in importance. Increasing income levels create a change in diet with amongst others a growing appetite for fresh fruit and higher value foodstuffs such as meat and fish. Persons with higher socioeconomic status and with more economic means are more likely to consume vegetables and fruit, particularly fresh, not only in higher quantities but also in greater variety. Consumers with increasing purchase power have become preoccupied with healthy eating, therefore producers and retailers have responded with an array of exotic fresh fruits originating from around the world.Any major grocery store around the world is likely to carry tangerines from South Africa, apples from New Zealand, bananas from Costa Rica and asparagus from Mexico. Thus, a cold chain industry has emerged to service these commodity chains. In 2002, an estimated 1200 billion dollars' worth of food was transported by a fleet of 400,000 refrigerated containers (Reefers). Alone, the United States imports about 30% of its fruits and vegetables and 20% of its food exports can be considered perishables. The uncompromised quality and safety of this food is often taken for granted, despite being the main reason behind the ability to sell the food. The cold chain serves the function of keeping food fresh for extended periods and eliminating doubts over thequality of the food products. In all the supply chains it is concerned with, cold chain logistics favor higher levels of integration since maintaining temperature integrity requires a higher level of control of all the processes involved. It may even incite third party logistics providers to acquire elements of the supply chain where time and other performance factors are the most important, even farming. This may involve the acquisition of produce farms (e.g. oranges) to insure supply reliability.3. Providing Temperature Controlled EnvironmentsThe success of industries that rely on the cold chain comes down to knowing how to ship a product with temperature control adapted to the shipping circumstances. Different products require different temperature level maintenance to ensure their integrity throughout the travel process. For instance, the most common temperature standards are "banana" (13 ?C), "chill" (2 ?C), "frozen" (-18 ?C) and "deep frozen" (-29 ?C). Staying within this temperature is vital to the integrity of a shipment along the supply chain and for perishables it enables to insure and optimal shelf life. Any divergence can result in irrevocable and expensive damage; a product can simply lose any market or useful value.Being able to ensure that a shipment will remain within a temperature range for an extended period of time comes down largely to the type of container that is used and the refrigeration method. Factors such as duration of transit, the size of the shipment and the ambient or outside temperatures experienced are important in deciding what type ofpackaging is required. They can range from small insulated boxes that require dry ice or gel packs, rollingcontainers, to a 53 footer reefer which has its own powered refrigeration unit. The major coldchain technologies involve:, Dry ice. Solid carbon dioxide, is about -80?C and is capable of keeping a shipment frozen for an extended period of time. It is particularly used for the shipping of pharmaceuticals, dangerous goods and foodstuffs. Dry ice does not melt, instead it sublimates when it comes in contact with air., Gel packs. Large shares of pharmaceutical and medicinal shipments are classified as chilled products, which means they must be stored in a temperature range between 2 and 8?C. The common method to provide this temperature is to use gel packs, or packages that contain phase changing substances that can go from solid to liquid and vice versa to control an environment. Depending on the shipping requirements, these packs can either start off in a frozen or refrigerated state. Along the transit process they melt to liquids, while at the same time capturing escaping energy and maintaining an internal temperature. , Eutectic plates. The principle is similar to gel packs. Instead, plates are filled with a liquid and can be reused many times., Liquid nitrogen. An especially cold substance, of about -196?C, used to keep packages frozen over a long period of time. Mainly used totransport biological cargo such as tissues and organs. It is consideredas an hazardous substance for the purpose of transportation., Quilts. Insulated pieces that are placed over or around freight to act as buffer in temperature variations and to maintain the temperature relatively constant. Thus, frozen freight will remain frozen for alonger time period, often long enough not to justify the usage of more expensive refrigeration devices. Quilts can also be used to keep temperature sensitive freight at room temperature while outsideconditions can substantially vary (e.g. during the summer or the winter)., Reefers. Generic name for a temperature controlled container,which can be a van, small truck, a semi or a standard ISO container. These containers, which are insulated, arespecially designed to allow temperature controlled air circulation maintained by anattached and independent refrigeration plant. The term increasingly apply to refrigeratedforty foot ISO containers.Perishable or temperature sensitive items are carried inrefrigerated containers (called "reefers"), that account for a growing share of the refrigerated cargo being transported around the world.While in 1980 33% of the refrigerated transport capacity in maritime shipping was containerized, this share rapidly climbed to 47% in 1990, 68% in 2000 and 90% in 2010. About 1.69 million TEUs of reefers werebeing used by 2009. All reefers are painted white to increase the albedo(share of the incident light being reflected; high albedo implies less solar energy absorbed by the surface) with the dominant size being 40 high-cube footers (45R1 being the size and type code). For instance alow albedo container can have its internal temperature increase to 50 ?C when the external temperature reaches 25 ?C on a sunny day while a high albedo container see its internal temperature increase to only 38 ?C under the same conditions.The refrigeration unit of a reefer requires an electric power source during transportation and at a container yard. Regular containerships have 10 to 20% of their slots adapted to carry reefers, with some ships having up to 25% of their slots being dedicated. It is important to underline that the refrigeration units are designed to maintain the temperature within a prefixed range, not to cool it down. This implies that the shipment must be brought to the required temperature before being loaded into a reefer, which requires specialized warehousing and loading / unloading facilities. A new generation of reefers is coming online, which are equipped with an array of sensors monitoringeffectively the temperature and shutting the cooling plant when unnecessary. This enables to improve the reliability of temperature control and well as extend the autonomy of the reefer.The growth of the intermodal transportation of reefers hasincreasingly required transport terminals, namely ports, to dedicate a part of their storage yards to reefers. This accounts between 1% to 5%of the total terminal capacity, but can be higher for transshipment hubs.The stacking requirements simply involve having an adjacent power outlet, but the task is more labor intensive as each container must be plugged and unplugged manually and thetemperature to be monitored regularly as it is the responsibility of the terminal operator to insure that the reefers keep their temperature within preset ranges. This may also forbid the usage of an overhead gantry crane implying that the reefer stacking area can be serviced by different equipment. Even if reefers involve higher terminal costs, they are very profitable due to the high value commodities they transport.4. The Setting and Organization of Cold ChainsMoving a shipment across the supply chain without suffering any setbacks or temperature anomalies requires the establishment of a comprehensive logistical process the maintain the shipment integrity. This process concerns several phases ranging from the preparation of the shipments to final verification of the integrity of the shipment at the delivery point:, Shipment preparation. When a temperature sensitive product isbeing moved, it is vitalto first assess its characteristics. A key issue concerns the temperature conditioning of theshipment, which should be already at the desired temperature. Cold chain devices arecommonly designed to keep a temperature constant, but not to bring a shipment to thistemperature, so they would be unable to perform adequately if a shipment is not preparedand conditioned. Other concerns include the destination of the shipment and the weatherconditions for those regions, such as if the shipment will be exposed to extreme cold orheat along the transport route., Modal choice. Several key factors play into how the shipment will be moved. Distancebetween the origin and the final destination (which often includes a set of intermediarylocations), the size and weight of the shipment, the required exterior temperatureenvironment and any time restrictions of the product all effect the available transportationoptions. Short distances can be handled with a van or truck, while a longer trip mayrequire an airplane or a container ship., Custom procedures. If the freight crosses boundaries, custom procedures can becomevery important, since cold chain products tend to be time sensitive and more subject toinspection than regular freight (e.g. pharmaceuticals and biological samples). Thedifficulty of this task differs depending on the nation (or economic bloc) and the gatewaysince there are variations in procedures and delays., The "Last Mile". The last stage is the actual delivery of the shipment to its destination,which in logistics is often known as the “last mile”. Key considerations when arranging afinal delivery concern not only the destination, but the timing. Trucks and vans, theprimary modes of transportation for this stage, must meet the specifications necessary totransfer the cold chain shipment. Also important is the final transfer of the shipment intothe storage facilities as there is potential for a breach of integrity., Integrity and quality assurance. After the shipment has been delivered, anytemperature recording devices or known temperature anomalies must be recorded andmade known. This is the step of the logistical process that creates trust and accountability,particularly if liability for a damaged shipment is incurred. If problems or anomalies thatcompromise a shipment do occur, an effort must be made to identify the source and findcorrective actions.Therefore, the setting and operation of cold chains is dependent on the concerned supply chains since each cargo unit to be carried has different requirements in terms of demand, load integrity and transport integrity.5. Food TransportationThere is a variety of methods for the transport of food productswith the banana accounting for the world's most significant commodity transported in the food cold chain with 20% of all seaborne reefers trade. Land, sea and air modes all have different structures for keeping food fresh throughout the transport chain. Innovations in packaging,fruit and vegetable coatings, bioengineering (controlled ripening), and other techniques reducing the deterioration of food products have helped shippers extend the reach of perishable products. For food products such as fruits and vegetables, time has a direct impact on their shelf life and therefore on the potential revenue a consignment may generate. Concomitantly, new transport technologies have permitted the shipment of perishable products over longer distances. For instance, improved roads and intermodal connections along the African coast reduced transport time for food to European markets from 10 days to 4 days.Certain domestic or transnational supply chains may only require one transportation mode, but many times ground shipments are one link in a combination of transport modes. This makes intermodal transfer critical for the cold chain. Intermodal shipments typically use either 20 or 40 footers refrigerated containers that are capable of holding up to 26 tons of food. The container makes loading and unloading periods shorter and less susceptible to experiencing damage. The environments in these containers are currently controlled electronically by either plugging into a generator or power source on the ship or truck, but early food shipments would cycle air from stores of wet or dry ice to keep the food refrigerated. The efficiency of cold chain logistics permitted the consolidation of cold storage facilities. Moving away from ice refrigeration has allowed for much greater distances to be traveled and has greatly increased the size of the global food market, enabling many developing countries to capture new opportunities. Another efficient mode for transporting foodstuffs is air travel. While this is a preferred form of travel for highly perishable and valuable goods due to its ability to move much faster over longer distances, it does lack the environment control and transfer ease of the ground and sea transports. Also, during the flight the cargo is stored in a 15?C – 20?C environment, but close to 80% of the time the package is exposed to exterior weather while waiting to be loaded onto the plane or being moved to and from the airfield. This is troubling considering the value of the food and the importance placed behind quality and freshness. Inorder for this form of food transport to experience growth among market users, more uncompromising strategies and regulations will have to be embraced and enacted. Food transportation is an industry that has fully adapted to the cold chain and can, despite the problems with air transport, be considered the most resilient, particularly since a large majority of food products have a better tolerance to temporaryvariations of transport temperatures. As a result, small errors can be compounded without the concern of irreversible damage. For instance, for the transportation of produces, for every hour of delay in the pre-cooling of shipments, an equivalent one day loss of shelf life must be accounted. The usage of refrigerated containers has particularly helped, since they account for more than 50% of allthe refrigerated cargo transported in the world. Source loading can be an important factor extending the shelf life of a cold chain product since it is loaded in a reefer directly at the place of production without additional handling. For instance, source loading into a reefer can expand the shelf life of chilled meat by about 25 days (from 30-35 days to 55-60 days) from conventional methods and thus considerably expand the market potential of the product. The efficiency andreliability of temperature controlled transportation has reached a point which allows the food industry to take advantage of global seasonable variations, meaning that during the winter the southern hemisphere can export perishable goods to the northern hemisphere while an opposite trade, generally of smaller scale, takes place during the summer.Countries such as Chile have substantially benefited from this and have developed an active agricultural and food transformation industry mainly servicing the North American market during the winter, but also with several niche markets such as wine. A similar issue concerns some African countries such as Kenya that have developed a fresh produce and flower industries catering the European market. The fast food industry is also an active user of cold chain logistics as every outlet can be considered as a factory, with dozens of workers with schedules and shifts, inventory management and the supply chain of components (many of which are temperature sensitive), and which are assembly lines producing quality-controlled and high-volume products.。
物流配送中心外文文献原稿和译文
外文文献原稿和译文原稿logistics distribution center location factors:(1) the goods distribution and quantity. This is the distribution center and distribution of the object, such as goods source and the future of distribution, history and current and future forecast and development, etc. Distribution center should as far as possible and producer form in the area and distribution short optimization. The quantity of goods is along with the growth of the size distribution and constant growth. Goods higher growth rate, the more demand distribution center location is reasonable and reducing conveying process unnecessary waste.(2) transportation conditions. The location of logistics distribution center should be close to the transportation hub, and to form the logistics distribution center in the process of a proper nodes. In the conditional, distribution center should be as close to the railway station, port and highway.(3) land conditions. Logistics distribution center covers an area of land in increasingly expensive problem today is more and more important. Is the use of the existing land or land again? Land price? Whether to conform to the requirements of the plan for the government, and so on, in the construction distribution center have considered.(4) commodities flow. Enterprise production of consumer goods as the population shift and change, should according to enterprise's better distribution system positioning. Meanwhile, industrial products market will transfer change, in order to determine the raw materials and semi-finished products of commodities such as change of flow in the location of logistics distribution center should be considered when the flow of the specific conditions of the relevant goods.(5) other factors. Such as labor, transportation and service convenience degree, investment restrictions, etc.How to reduce logistics cost，enhance the adaptive capacity and strain capacity of distribution center is a key research question of agricultural product logistics distribution center．At present，most of the research on logistics cost concentrates off theoretical analysis of direct factors of logistics cost, and solves the problem of over-high logistics Cost mainly by direct channel solution．This research stresses on the view of how to loeate distribution center, analyzes the influence of locating distribution center on logistics cost．and finds one kind of simple and easy location method by carrying on the location analysis of distribution center through computer modeling and the application of Exeel．So the location of agricultural product logistics distribution center can be achieved scientifically and reasonably, which will attain the goal of reducing logistics cost, and have a decision．making support function to the logisties facilities and planning of agricultural product．The agricultural product logistics distribution center deals with dozens and even hundreds of clients every day, and transactions are made in high-frequency. If the distribution center is far away from other distribution points，the moving and transporting of materials and the collecting of operational data is inconvenient and costly. costly．The modernization of agricultural product logistics s distribution center is a complex engineering system，not only involves logistics technology, information technology, but also logistics management ideas and its methods，in particular the specifying of strategic location and business model is essential for the constructing of distribution center. How to reduce logistics cost，enhance the adaptive capacity and strain capacity of distribution center is a key research question of agricultural product logistics distribution center. The so—called logistics costs refers to the expenditure summation of manpower, material and financial resources in the moving process of the goods．such as loading and unloading，conveying，transport，storage，circulating，processing, information processing and other segments. In a word。
供应链管理外文文献
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request. The supply chain includes not only the manufacturer and suppliers, but also transporters, warehouses, retailers, and even customers themselves. Within each organization, such as a manufacturer, the supply chain includes all functions involved in receiving and filling a customer request. These functions include, but are not limited to, new product, development, marketing, operations, distribution, finance, and customer service.Consider a customer walking into a Wal-Mart store to purchase detergent. The supply chain begins with the customer and his or her need for detergent. The next stage of this supply chain is the Wal-Mart retail store that the customer visits. Wal-Mart stocks its shelves using inventory that may have been supplied from a finished-goodswarehouse or a distributor using trucks supplied by a third party. The distributor in turn is stocked by the manufacturer (say, Procter &Gamble [P&G] in this case). The P&G manufacturing plant receives raw material from a variety of suppliers, who may themselves have been supplied by lower-tier suppliers. For example, packaging material may come from Pactiv Corporation (formerly Tenneco Packaging) while Pactiv receives raw materials to manufacture the packaging from other suppliers. This supply chain is illustrated in Figure 1—1, with the arrows corresponding to the direction of physical product flow.A supply chain is dynamic and involves the constant flow of information, product, and funds between different stages. In our example, Wal-Mart provides theproduct, as well as pricing and availability information, to the customer. The customer transfers funds to Wal-Mart. Wal-Mart conveys point-of-sales data as well as replenishment orders to the warehouse or distributor, who transfers the replenishment order via trucks back to the store. Wal-Mart transfers funds to the distributor after the replenishment. The distributor also provides pricing information and sends delivery schedules to Wal-Mart. Wal-Mart may send back packaging material to be recycled. Similar information, material, and fund flows take place across the entire supply chain.In another example, when a customer makes a purchase online from Dell Computer, the supply chain includes, among others, the customer, Dell's Web site, the Dell assembly plant, and all of Dell's suppliers and their suppliers. The Web site provides the customer with information regarding pricing, product variety, and product availability. Having made a product choice, the customer enters the order information and pays for the product. The customer may later return to the Web site to check the status of the order. Stages further up the supply chain use customer order information to fill the request. That process involves an additional flow of information, product, and funds among various stages of the supply chain.These examples illustrate that the customer is an integral part of the supply chain. In fact, the primary purpose of any supply chain is to satisfy customer needs and, in the process, generate profit for itself. The term supply chain conjures up images of product or supply moving from suppliers to manufacturers to distributors to retailers to customers along a chain. This is certainly part of the supply chain, but it is alsoimportant to visualize information, funds, and product flows along both directions of this chain. The term supply chain may also imply that only one player is involved at each stage. In reality, a manufacturer may receive material from several suppliers and then supply several distributors. Thus, most supply chains are actually networks. It may be more accurate to use the term supply network or supply web to describe the structure of most supply chains, as shown in Figure 1-2.A typical supply chain may involve a variety of stages, including the following: Customers, Retailers, Wholesalers/distributors, Manufacturers, Component/raw material suppliersEach stage in a supply chain is connected through the flow of products, information, and funds. These flows often occur in both directions and may be managed by one of the stages or an intermediary.Each stage in Figure 1-2 need not be present in a supply chain. As discussed in Chapter 4, the appropriate design of the supply chain depends on both the customer's needs and the roles played by the stages involved. For example, Dell has two supply chain structures that it uses to serve its customers.For its corporate clients and also some individuals who want a customized personal computer (PC), Dell builds to order; that is, a customer order initiates manufacturing at Dell. For these customers, Dell does not have a separate retailer, distributor, or wholesaler in the supply chain. Since 2023, Dell has also sold its PCs through Wal-Mart in the United States and the GOME Group, China's largest electronics retailer. Both Wal-Mart and the GOME Group carry Dell machines ininventory. This supply chain thus contains an extra stage (the retailer) compared to the direct sales model also used by Dell.In the case of other retail stores, the supply chain may also contain a wholesaler or distributor between the store and the manufacturer.The objective of every supply chain should be to maximize the overall value generated. The value (also known as supply chain surplus) a supply chain generates is the difference between what the value of the final product is to the customer and the costs the supply chain incurs in filling the customer's request.Supply Chain Surplus=Customer Value-Supply Chain CostThe value of the final product may vary for each customer and can be estimated by the maximum amount the customer is willing to pay for it. The difference between the value of the product and its price remains with the customer as consumer surplus. The rest of the supply chain surplus becomes supply chain profitability, the difference between the revenue generated from the customer and the overall cost across the supply chain. For example, a customer purchasing a wireless muter from Best Buy pays $60, which represents the revenue the supply chain receives. Customers who purchase the muter clearly value it at or above $60. Thus, part of the supply chain surplus is left with the customer as consumer surplus. The rest stays with the supply chain as profit. Best Buy and other stages of the supply chain incur costs to convey information, produce components, store them, transport them, transfer funds, and so on. The difference between the $60 that the customer paid and the sum of all costs incurred by the supply chain to produce and distribute the muter represents the supplychain profitability.Supply chain profitability is the total profit to be shared across all supply chain stages and intermediaries. The higher the supply chain profitability, the more successful is the supply chain.For most profit-making supply chains, the supply chain surplus will be strongly correlated with profits. Supply chain success should be measured in terms of supply chain profitability and not in terms of the profits at an individual stage. (In subsequent chapters, we see that a focus on profitability at individual stages may lead to a reduction in overall supply chain profits.)A focus on growing the supply chain surplus pushes all members of the supply chain toward growing the size of the overall pie.Having defined the success of a supply chain in terms of supply chain profitability, the next logical step is to look for sources of value, revenue, and cost. For any supply chain, there is only one source of revenue: the customer. The value obtained by a customer purchasing detergent at Wal-Mart depends upon several factors, including the functionality of the detergent, how far the customer has to travel to Wal-Mart, and the likelihood of finding the detergent in stock. The customer is the only one providing positive cash flow for the Wal-Mart supply chain. All other cash flows are simply fund exchanges that occur within the supply chain, given that different stages have different owners. When Wal-Mart pays its supplier, it is taking a portion of the funds the customer provides and passing that money on to the supplier. All flows of information, product, or funds generate costs within the supply chain.Thus, the appropriate management of these flows is a key to supply chain success. Effective supply chain management involves the management of supply chain assets and product, information, and fund flows to maximize total supply chain surplus. A growth in supply chain surplus increases the size of the total pie, allowing contributing members of the supply chain to benefit.In this book, we have a strong focus on analyzing all supply chain decisions in terms of their impact on the supply chain surplus. These decisions and their impact can vary for a wide variety of reasons. For instance, consider the difference in the supply chain structure for fast-moving consumer goods observed in the United States and India. U.S. distributors play a much smaller role in this supply chain compared to their Indian counterparts. We argue that the difference in supply chain structure can be explained by the impact a distributor has on the supply chain surplus in the two countries.Retailing in the United States is largely consolidated, with large chains buying consumer goods from most manufacturers. This consolidation gives retailers sufficient scale that the introduction of an intermediary such as a distributor does little to reduce costs and may actually increase costs because of an additional transaction. In contrast, India has millions of small retail outlets. The small size of Indian retail outlets limits the amount of inventory they can hold, thus requiring frequent replenishment-an order can be compared with the weekly grocery shopping for a family in the United States. The only way for a manufacturer to keep transportation costs low is to bring full truckloads of product close to the market and then distributelocally using "milk runs" with smaller vehicles. The presence of an intermediary who can receive a full truckload shipment, break bulk, and then make smaller deliveries to the retailers is crucial if transportation costs are to be kept low. Most Indian distributors are one-stop shops, stocking everything from cooking oil to soaps and detergents made by a variety of manufacturers. Besides the convenience provided by one-stop shopping, distributors in India are also able to reduce transportation costs for outbound delivery to the retailer by aggregating products across multiple manufacturers during the delivery runs. Distributors in India also handle collections, because their cost of collection is significantly lower than that of each manufacturer collecting from retailers on its own would be. Thus, the important role of distributors in India can be explained by the growth in supply chain surplus that results from their presence. The supply chain surplus argument implies that as retailing in India begins to consolidate, the role of distributors will diminish.There is a close connection between the design and management of supply chain flows (product, information, and funds) and the success of a supply chain. Wal-Mart, Amazon, and Seven-Eleven Japan are examples of companies that have built their success on superior design, planning, and operation of their supply chain. In contrast, the failure of many online businesses such as Webvan can be attributed to weaknesses in their supply chain design and planning. The rise and subsequent fall of the bookstore chain Borders illustrates how a failure to adapt its supply chain to a changing environment and customer expectations hurt its performance. Dell Computer is another example of a company that had to revise its supply chain designin response to changing technology and customer needs. We discuss these examples later in this section.Wal-Mart has been a leader at using supply chain design, planning, and operation to achieve success. From its beginning, the company invested heavily in transportation and information infrastructure to facilitate the effective flow of goods and information. Wal-Mart designed its supply chain with clusters of stores around distribution centers to facilitate frequent replenishment at its retail stores in a cost-effective manner. Frequent replenishment allows stores to match supply and demand more effectively than the competition. Wal-Mart has been a leader in sharing information and collaborating with suppliers to bring down costs and improve product availability. The results are impressive. In its 2023 annual report, the company reported a net income of more than $14.3 billion on revenues of about $408 billion. These are dramatic results for a company that reached annual sales of only $1 billion in 1980. The growth in sales represents an annual compounded growth rate of more than 20 percent.。
冷链物流外文翻译文献综述
冷链物流外文翻译文献综述(文档含中英文对照即英文原文和中文翻译)（AbstractQuality control and monitoring of perishable goods during transportation and delivery services is an increasing concern for producers, suppliers, transport decision makers and consumers. The major challenge is to ensure a continuou s …cold chain‟ from producer to consumer in order to guaranty prime condition of goods. In this framework, the suitability of ZigBee protocol for monitoring refrigerated transportation has been proposed by several authors. However, up to date there was not any experimental work performed under real conditions. Thus, the main objective of our experiment was to test wireless sensor motes based in the ZigBee/IEEE 802.15.4 protocol during a real shipment. The experiment was conducted in a refrigerated truck traveling through two countries (Spain and France) which means a journey of 1,051 kilometers. The paper illustrates the great potential of this type of motes, providing information about several parameters such as temperature, relative humidity, door openings and truck stops. Psychrometric charts have also been developed for improving the knowledge about water loss and condensation on the product during shipments.1. IntroductionPerishable food products such as vegetables, fruit, meat or fish require refrigerated transportation. For all these products, Temperature (T) is the most important factor for extending shelf life, being essential to ensure that temperatures along the cold chain are adequate. However, local temperature deviations can be present in almost any transport situation. Reports from the literature indicate gradients of 5 °C or more, when deviations of only a few degrees can lead to spoiled goods and thousands of Euros in damages. A recent study shows that refrigerated shipments rise above the optimum temperature in 30% of trips from the supplier to the distribution centre, and in 15% of trips from the distribution centre to the stores. Roy et al. analyzed the supply of fresh tomato in Japan and quantified product losses of 5% during transportation and distribution. Thermal variations during transoceanic shipments have also been studied. The results showed that there was a significant temperature variability both spatially across the width of the container as well as temporally along the trip, and that it was out of the specification more than 30% of the time. In those experiments monitoring was achieved by means of the installation of hundreds of wired sensors in a single container, which makes this system architecture commercially unfeasible.Transport is often done by refrigerated road vehicles and containers equipped with embedded cooling systems. In such environments, temperatures rise very quickly if a reefer unit fails. Commercial systems are presently available for monitoring containers and trucks, but they do not give complete information about the cargo, because they typically measure only temperature and at just one point.Apart from temperature, water loss is one of the main causes of deterioration that reduces the marketability of perishable food products. Transpiration is the loss of moisture from living tissues. Most weight loss of stored fruit is caused by this process. Relative humidity (RH), T of the product, T of the surrounding atmosphere, and air velocity all affect the amount of water lost in food commodities. Free water or condensation is also a problem as it encourages microbial infection and growth, and it can also reduce the strength of packagingmaterials.Parties involved need better quality assurance methods to satisfy customer demands and to create a competitive point of difference. Successful transport in food logistics calls for automated and efficient monitoring and control of shipments. The challenge is to ensure a continuous …cold chain‟ from producer to consumer in order to guaranty prime condition of goods .The use of wireless sensors in refrigerated vehicles was proposed by Qingshan et al. as a new way of monitoring. Specialized WSN (Wireless Sensor Network) monitoring devices promise to revolutionize the shipping and handling of a wide range of perishable products giving suppliers and distributors continuous and accurate readings throughout the distribution process. In this framework, ZigBee was developed as a very promising WSN protocol due to its low energy consumption and advanced network capabilities. Its potential for monitoring the cold chain has been addressed by several authors but without real experimentation, only theoretical approaches. For this reason, in our work real experimentation with the aim of exploring the limits of this technology was a priority.The main objective of this project is to explore the potential of wireless ZigBee/IEEE 802.15.4 motes for their application in commercial refrigerated shipments by road. A secondary objective was to improve the knowledge about the conditions that affect the perishable food products during transportation, through the study of relevant parameters like temperature, relative humidity, light, shocking and psychrometric properties.2. Materials and Methods2.1. ZigBee MotesFour ZigBee/IEEE 802.15.4 motes (transmitters) and one base station (receiver) were used. All of them were manufactured by Crossbow. The motes consist of a microcontroller board (Micaz) together with an independent transducer board (MTS400) attached by means of a 52 pin connector. The Micaz mote hosts an Atmel ATMEGA103/128L CPU running the Tiny Operating System (TinyOS) that enables it to execute programs developed using the nesC language. The Micaz has a radio device Chipcon CC2420 2.4 GHz 250 Kbps IEEE 802.15.4. Power is supplied by two AA lithium batteries.The transducer board hosts a variety of sensors: T and RH (Sensirion SHT11), T and barometric pressure (Intersema MS5534B), light intensity (TAOS TSL2550D) and a two-axis accelerometer (ADXL202JE). A laptop computer is used as the receiver, and communicates with the nodes through a Micaz mounted on the MIB520 ZigBee/USB gateway board.Each Sensirion SHT11 is individually calibrated in a precision humidity chamber. The calibration coefficients are used internally during measurements to calibrate the signals from the sensors. The accuracies for T and RH are ±0.5 °C (at 25 °C) and ±3.5% respectively.The Intersema MS5534B is a SMD-hybrid device that includes a piezoresistive pressure sensor and an ADC-Interface IC. It provides a 16 bit data word from a pressure and T (−40 to +125°C) dependent voltage. Additionally the module contains six readable coefficients for a highly accurate software calibration of the sensor.The TSL2550 is a digital-output light sensor with a two-wire, SMBus serial interface. It combines two photodiodes and an analog-to digital converter (ADC) on a single CMOS integrated circuit to provide light measurements over a 12-bit dynamic range. The ADXL202E measures accelerations with a full-scale range of ±2 g. The ADXL202E can measure both dynamic acceleration (e.g., vibration) and static acceleration (e.g., gravity).2.2. Experimental Set UpThe experiment was conducted in a refrigerated truck traveling during 23 h 41 m 21 s from Murcia (Spain) to Avignon (France), a distance of 1,051 km. The truck transported approx.14,000 kg of lettuce var. Little Gem in 28 pallets of 1,000 × 1,200 mm . The lettuce was packed in cardboard boxes with openings for air circulation.The length of the semi-trailer was 15 m with a Carrier Vector 1800 refrigeration unit mounted to the front of the semi-trailer. For this shipment the set point was 0 °C.The truck was outfitted with the wireless system, covering different heights and lengths from the cooling equipment, which was at the front of the semi-trailer. Four motes were mounted with the cargo (see Figure 1): mote 1 was at the bottom of the pallets in the front side of the semi-trailer, mote 2 was in the middle of the semi-trailer, mote 3 was in the rear at the top of the pallet, and mote 4 was located as shown in Figure 1, about a third of the distance between the front and the rear of the trailer. Motes 1, 2 and 3 were inside the boxes beside the lettuce. The program installed in the motes collects data from all the sensors at a fixed sample rate (7.2 s), with each transmission referred to as a “packet”. The RF power in the Micaz can be set from −24 dBm to 0 dBm. D uring the experiment, the RF power was set to the maximum, 0dBm (1mW approximately).2.3. Data AnalysisA specialized MATLAB program has been developed for assessing the percentage of lost packets (%) in transmission, by means of computing the number of multiple sending failures for a given sample rate (SR). A multiple failure of m messages occurs whenever the elapsed time between two messages lies between 1.5 ×m ×SR and 2.5 ×m ×SR. For example, with a sample rate of 11 s, a single failure (m = 1) occurs whenever the time period between consecutives packets is longer than 16.5 s (1.5 × 1 × 11) and shorter than 27.5 s (2.5 × 1 × 11). The total number of lost packets is computed based on the frequency of each failure type. Accordingly, the total percentage of lost packets is calculated as the ratio between the total number of lost packets and the number of sent packets.The standard error (SE) associated to the ratio of lost packets is computed based on a binomial distribution as expressed in Equation 1, where n is the total number of packets sent,and p is the ratio of lost packets in the experiment.2.4. Analysis of VarianceFactorial Analysis of Variance (ANOV A) was performed in order to evaluate the effect of the type of sensor in the registered measurements, including T (by means of Sensirion and Intersema), RH, barometric pressure, light intensity and acceleration module. ANOV A allows partitioning of the observed variance into components due to different explanatory variables. The STATISTICA software (StatSoft, Inc.) was used for this purpose [14]. The Fishers‟s F ratio compares the variance within sample groups (“inherent variance”) with the variance between groups (factors). We use this statistic for knowing which factor has more influence in the variability of the measurements.2.5. Psychrometric DataPsychrometry studies the thermodynamic properties of moist air and the use of these properties to analyze conditions and processes involving moist air. Psychrometric chartsshow a graphical representation of the relationship between T, RH and water vapor pressure in moist air. They can be used for the detection of water loss and condensation over the product.In our study, the ASAE standard D271.2 was used for computing the psychrometric properties of air. Equations 2–5 and Table 1 enable the calculation of all psychrometric data of air whenever two independent psychrometric properties of an air-water vapour mixture are known in addition to the atmospheric pressure:where Ps stands for saturation vapor pressure (Pa), T is the temperature (K), Pv is the vapor pressure (Pa), H the absolute humidity (g/kg dry air), Patm is atmospheric pressure (Pa) and A, B, C, D, E, F, G and R are a series of coefficients used to compute Ps, according to Equation 3.3.Results and Discussion3.1. Reliability of TransmissionSignal propagation through the lettuce lead to absorption of radio signals, resulting in great attenuations in RF signal strength and link quality at the receiver. During the experiment, only motes 3 and 4 were able to transmit to the coordinator. No signals were received from mote number 1, at the bottom of the first pallet, and number 2, in the middle of the pallet. Mote 3 was closer to the coordinator than mote 4, but mote 3 was surrounded by lettuce which blocks the RF signal. However between mote 4 and the coordinator there was free space for transmission. Thus, the maximum ratio of lost packets found was 100% for two of the motes and the minimum 4.5% ± 0.1%, for mote 4.Similar ratios were reported by several authors who performed experiments with WSN under real conditions, like for example in monitoring vineyards. Also, Baggio and Haneveld, after one year of experimentation in a potato field using motes operating at the band of 868/916MHz, reported that 98% of data packets were lost. However, during the second year the total amount of data gathered was 51%, which represents a clear improvement. Ipema et al. monitored cows with Crossbow motes, and found that the base station directly received less than 50% of temperature measurements stored in the mote buffer. Nadimi et al., who also monitored cows with this type of motes, showed packet loss rates of about 25% for wireless sensor data from cows in a pasture even the distance to the receiver (gateway) was less than 12.5 m away.Radio propagation can be influenced by two main factors: the properties of propagation media and the heterogeneous properties of devices. In a commercial shipment, if the motes are embedded within the cargo, a significant portion of the Fresnel zone is obstructed. This is a big challenge in our application. Changing the motes‟ location, for example the one at the bottom of the pallets (mote 1, at the front of the semitrailer) or the one in the middle of the compartment (mote 2), might have yielded in better data reception rates but would have resulted in a loss of spatial information near the floor or at mid-height. The sensors should be as close as possible to the products transported; otherwise the measurements would not give precise information. Thus, one solution, if the same motes are to be used, could be to includeintermediates motes that allow peer to peer communication to the base station. Another solution could be to use lower frequencies; however this is not possible using ZigBee, because the only radio frequency band available for ZigBee worldwide is the 2.4 GHz one. The other ISM (Industrial, Scientific and Medical) bands (868 MHz and 915 MHz) differ from USA to Europe. Other options include developing motes with more RF power that can achieve longer radio ranges. The transmission could also be improved by optimizing antenna orientation, shape and configuration. The standard antenna mounted in the Micaz is a 3 cm long 1/2 wavelength dipole antenna. The communications could be enhanced using ceramic collinear antennas or with use of a simple reflecting screen to supplement a primary antenna, which can provide a 9dB improvement. Link asymmetry and an irregular radio range can be caused by the antenna position. In a real environment, the pattern of radio transmitted at the antenna is neither a circular nor a spherical shape. Radio irregularity affects the motes performance and degrades their ability to maintain connection to other nodes in the network. However, in our experiment Micaz motes were deployed in its best position according to a recent study. Another issue is the received signal strength indicator (RSSI), it should be recorded in further experiments in order to detect network problems and estimate the radio link quality. RSSI is a way for the radio to report the strength of the radio signal that it is receiving from the transmitting unit.Sample rates configured in the motes were very short in order to get the maximum amount of data about the ambient conditions. In practice, a reduction in the sampling frequency of recording and transmission should be configured in order to extend battery life. According to Thiemjarus and Yang this also provides opportunities for data reduction at the mote level. It is expected that future wireless sensor motes will have on-board features to analyze recorded data and detect certain deviations. The level of a deviation determines whether the recording or transmitting frequency should be adapted .One important feature in the motes came from the miniaturized sensors mounted on the motes that allow, in a small space (2.5 ×5 ×5 cm), to provide data not just about temperature, but also RH, acceleration and light, according to the proposal of Wang and Li. Those variables were also measured and analyzed.3.2. Transport ConditionsFor the analysis of T conditions, the average value of the two sensors mounted in each mote is considered. The set-point of the transport trailer‟s cooling system was 0 °C, but the average temperature registered during the shipment was 5.33 °C, with a maximum of 8.52 °C and a minimum of −3.0 °C. On average, 98% of the time the temperature was outside of the industry recommended range (set-point ± 0.5 °C).Figure 2 shows the temperature fluctuations registered during the shipment, where four different markers are used corresponding to two T sensors per mote. There are large differences between the temperatures recorded with each sensor on the same mote even thought individual calibration curves were used. The SHT11 measures consistently higher temperatures than the Intersema. This behaviour could be due to the closer location of the SHT11 to the microcontroller, causing sensor self-heating effects.In other studies, like for example Tanner and Amos, it was observed that the cargo was within the industry recommended T interval for approximately 58% of the shipment duration. Rodriguez-Bermejo et pared two different cooling modes in a 20‟ reefer container. For modulated cooling the percentage of time within the recommendation ranged between 44% and 52% of the shipment duration, whereas for off/on control cooling it ranged between 9.6% and 0%. In those experiments, lower percentages of time within industry recommended intervals are found for high T set points.The analysis of variance of the T data shows that the variability in temperature depended both in the type of sensor and on the mote used. The interaction between these two factors also has an impact on the T measurements. The critical value of F at 95% probability level is much lower than the observed values of F, which means that the null hypothesis is false. The mote is the factor that has most influence on the variability of the measurements (highest Fishers‟s F); this fact seems to be due to the location of the node. Mote 4 is closer to the cooling equipment which results in lower temperature measurements.The node is a very significant factor in the measurements registered. In the case of RH, pressure, light and acceleration, the node location has great influence in data variability . However, node location has more impact on the measured RH than on the other variables.Inside the semi-trailer RH ranged from 55 to 95% (see Figure 3). The optimal RH forlettuce is 95%. Humidity was always higher at mote 4 (at the top middle of the semi-trailer; average RH 74.9%) than at mote 3 (located at the rear; average RH 62.1%).摘要生产商、供应商、运输决策者和消费者越来越关心易腐货物在运输和交付服务中对质量的掌握和把控。
仓储物流外文文献翻译中英文原文及译文2023-2023
仓储物流外文文献翻译中英文原文及译文2023-2023原文1：The Current Trends in Warehouse Management and LogisticsWarehouse management is an essential component of any supply chain and plays a crucial role in the overall efficiency and effectiveness of logistics operations. With the rapid advancement of technology and changing customer demands, the field of warehouse management and logistics has seen several trends emerge in recent years.One significant trend is the increasing adoption of automation and robotics in warehouse operations. Automated systems such as conveyor belts, robotic pickers, and driverless vehicles have revolutionized the way warehouses function. These technologies not only improve accuracy and speed but also reduce labor costs and increase safety.Another trend is the implementation of real-time tracking and visibility systems. Through the use of RFID (radio-frequency identification) tags and GPS (global positioning system) technology, warehouse managers can monitor the movement of goods throughout the entire supply chain. This level of visibility enables better inventory management, reduces stockouts, and improves customer satisfaction.Additionally, there is a growing focus on sustainability in warehouse management and logistics. Many companies are implementing environmentally friendly practices such as energy-efficient lighting, recycling programs, and alternativetransportation methods. These initiatives not only contribute to reducing carbon emissions but also result in cost savings and improved brand image.Furthermore, artificial intelligence (AI) and machine learning have become integral parts of warehouse management. AI-powered systems can analyze large volumes of data to optimize inventory levels, forecast demand accurately, and improve operational efficiency. Machine learning algorithms can also identify patterns and anomalies, enabling proactive maintenance and minimizing downtime.In conclusion, warehouse management and logistics are continuously evolving fields, driven by technological advancements and changing market demands. The trends discussed in this article highlight the importance of adopting innovative solutions to enhance efficiency, visibility, sustainability, and overall performance in warehouse operations.译文1：仓储物流管理的当前趋势仓储物流管理是任何供应链的重要组成部分，并在物流运营的整体效率和效力中发挥着至关重要的作用。
供应链管理外文翻译文献
供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
医药物流供应链中英文对照外文翻译文献
医药物流供应链中英⽂对照外⽂翻译⽂献中英⽂对照外⽂翻译⽂献(⽂档含英⽂原⽂和中⽂翻译)译⽂：标题：伊朗市药品供应链风险评估(层次分析法和简易加权法)摘要⽬标：在供应药品过程中，药品供应链是卫⽣系统的重要组成部分，在⼤多数国家，主要药物由当地制药公司提供。
在评估药品供应链过程中，虽然不存在以往的评估风险研究对制药企业风险和评估的⼲扰，但任何影响医药企业的风险都可能会破坏供应药品和医疗系统的效率。
这项研究的⽬标是评估伊朗医药⾏业的风险，考虑进程的优先级，风险和风险的概率。
⽅法：对4个阶段进⾏研究，通过⽂献回顾、专家访谈、风险分析等⽅法，通过问卷调查、专家咨询、专家分析、专家访谈、风险分析等⽅法，采⽤层次分析法、评定量表法和简易加权重法进⾏风险评价。
结果：总的来说，从药品供应链的⾓度来看，86个主要风险被制药公司分为11类。
在这项研究中，⼤量风险描述与⾦融和经济范畴相关。
同时财务管理被认为是最重要的因素考虑。
结论：在研究期间，虽然医药⾏业和供应链的受到伊朗当前政治因素的影响，但医药供应链中的总风险的⼀半，仍被认为是内部风险，可以定位到公司的内部。
我们可以看出，政治因素和相关的风险迫使企业更加注重财务和供应管理，导致质量管理⽅⾯的疏忽。
关键词：医药供应链，风险评估，层次分析法，简单相加加权法，伊朗医药产业简介药品供应是发展中国家的主要优先事项之⼀。
因此，有效的药品供应链管理是⾮常重要。
⼀个⾼效的药品供应链，是在适当的时间，以最佳的价格为客户提供满意质量，正确数量的药品物资⽽产⽣的所有利益相关者的利益药品供应链是健全⽅案的重要组成部分，其中包括所有的程序，信息，资源和参与者如供应商，制造商，中间商，第三⽅服务提供商，物流活动，营销和销售活动，财务和信息技术的医疗卫⽣规划。
制药公司在供应药品⽅⾯发挥重要的作⽤，特别是供应量由本地公司提供的。
制药公司在伊朗有重要的作⽤，在供应链中，95％以上的药品市场（以体积计算），是由本⼟⼚商提供的。
疫苗供应链和冷链物流运输外文文献翻译2020
疫苗供应链和冷链物流运输外文翻译2020英文Cold chain transportation decision in the vaccine supply chainBenjamin LevAbstractVaccines are a special kind of drug, the quality of which is highly sensitive to temperature and directly related to public health. Recently, numerous vaccine-related adverse events have occurred in the world, especially in developing countries, due to vaccines being exposed to inappropriate temperatures during their transportation. This paper considers the vaccine supply chain including a distributor and a retailer (hospital or clinic). The distributor decides to use a cold chain or non-cold chain to transport the vaccines. The retailer performs an inspection when receiving the vaccines. First, a basic model is developed to study the conditions under which the distributor will transport the vaccines via a cold chain or non-cold chain. Then, two common inspection policies (a single-step one and a two-step one) are introduced into the basic model to explore the impact of the retailer's inspection at the end of transportation on the distributor's original decision. We show that the retailer's single-step inspection influences the distributor to choose the cold chain option. Interestingly, we prove that the two-step inspection policy is less effective than the single-step one in this effect. We suggest that theretailer's role in improving the distributor's non-cold chain transportation behavior should be fully used.Keywords：Supply chain management，V accine transportation，Cold chain，Distributor decision，Retailer inspectionVaccines are one of the most cost-effective methods to prevent infectious diseases. The World Health Organization (WHO, 2018) reported that vaccinations could prevent two to three million deaths per year. According to estimates, the mortality reductions in nine diseases due to vaccinations averaged 97.8% (Ventola, 2016). However, in recent years, quite a few vaccine-related adverse events put many recipients at risk, especially in developing countries. For example, in Indonesia, counterfeit polio vaccine production resulted in polio outbreaks in 2005 and 2016. In the Philippines, more than 730,000 children over the age of 9 were inoculated with dengue vaccines that were produced by Sanofi Pasteur in 2017, but the vaccines may be harmful to people who had not been previously infected. In China, Changsheng Biotechnology Company violated childhood vaccine production standards and counterfeited production records in 2018, which raised widespread concern in China. In Australia, vaccines were found to be incorrectly stored or expired at a practice in Sydney in 2019, which caused that 3000 patients who received vaccinations here since 2010 had to be vaccinated again.Unlike other common drugs, vaccines are unique drugs, which arevery sensitive to temperature. When vaccines are exposed to temperatures outside the appropriate range, their potency diminishes (WHO, 2015). That is, the vaccines become useless. Therefore, in order to maintain their quality, vaccines should be continuously kept within their determined temperature range from production to use. The lack of proper storage and transportation temperatures for vaccines is one of the common factors limiting full and equitable immunization in many countries (Brison & LeTallec, 2017). In this paper, we define a non-cold chain as that a company does not use a cold chain or that it uses a cold chain but fails to meet standards. Some stingy companies in the vaccine industry will use non-cold chains to store or transport vaccines. For instance, in 2016, 25 kinds of vaccines were found to be illegally distributed to medical facilities in at least 24 provinces in China without approved temperature conditions since 2011, causing economic losses of more than 88 million dollars (Cao, Zheng, Cao, Cui & Xiao, 2018; Qiu, Hu, Zhou & Liu, 2016).A person is naturally protected with their immune system against diseases. Vaccines are an extra layer of protection. Some stingy companies will use non-cold chains assuming that the individual will not be infected and therefore will never discover useless vaccines. For example, less than 5% of healthy adults who are infected with hepatitisB will develop chronic infections (WHO, 2019). In other words, for healthyadults who are infected with hepatitis B, there is a small probability of developing chronic infections, even if the recipients receive useless vaccines. Most individuals do not have the means, knowledge, or capability to differentiate between effective and ineffective vaccines, which can only be done using special equipment and professional technicians. Additionally, many developing countries do not have sufficient cold chain capacity (Ashok, Brison & LeTallec, 2017) and effective vaccine regulation policies and penalties. Moreover, unreliable electricity power systems and poor road conditions in many developing countries often result in cold chain breakdowns (Duijzer, Jaarsveld & Dekker, 2018; Lauton, Rothkopf & Pibernik, 2019). The WHO and UNICEF (the United Nations International Children's Emergency Fund) assessments in 65 low and lower-middle income developing countries revealed that few countries met minimum standards for effective vaccine storage, distribution, handling, and stock management (Lydon, Raubenheimer, Arnot-Krüger & Zaffran, 2015). Hence, it is reasonable to deduce that the China's vaccine distribution scandal in 2016 is not an isolated case in developing countries. For instance, transportation of some kinds of vaccines requires refrigeration and freezing (Goldberg & Karhi, 2019). However, it was reported that 35.3% of shipments and 21.9% of refrigerators were found to be at temperatures below the WHO recommended freezing temperature range for vaccines (Matthias,Robertson, Garrison, Newland & Nelson, 2007). Murhekar et al. (2013) found that up to two-thirds of vaccines were damaged by freeze exposure in transit between state stores and administration sites across ten states in India and that exposure to subzero temperatures was frequent during vaccine storage at peripheral facilities and vaccine transportation.Unsound vaccines that are caused by non-cold chain storage and transportation put a large population at long-term risk of potential outbreaks of some diseases. Thus, non-cold chain storage and transportation has drawn public attention and has taken a center stage of concern within the vaccine management research community. The increased awareness of the risks arising from unsound vaccines has prompted relevant studies. Duijzer et al. (2018) discuss 65 publications that deal with topics that are related to vaccination in top Operations Research/Operations Management journals. They classify those publications into the four groups of product, production, allocation, and distribution, and then they identify the promising research directions in this relatively new field. In our paper, we focus on the distribution part of the vaccine supply chain, since it is the longest portion of the transportation process and has many handling steps that are subject to inappropriate temperatures.In this paper, we discuss the distributor's transportation decision to adopt a cold chain for vaccines or not. Then, we explore how the retailer'sinspection at the end of transportation affects the distributor's decision at the beginning. We make the following contributions. First, we develop a basic model to discuss the distributor's cold chain transportation decision and the conditions under what the distributor will use a cold chain or non-cold chain for vaccines. Second, we show that the retailer's inspection at the end of transportation affects the distributor's decision at the beginning and influences the distributor towards the cold chain option (and away from the non-cold chain option). Third, the analysis of two commonly used inspection policies of the retailer shows that the two-step inspection policy that seems stricter than the single-step one is less effective in this influence. Overall, we illustrate the retailer's role in influencing the distributor's cold chain or non-cold chain decision and suggest that the retailer's role in improving the distributor's non-cold chain transportation behavior should be fully used.Due to the significant role of vaccines in preventing the outbreaks of infectious diseases, researchers have been interested in and studied the vaccine supply chain from various perspectives. Lemmens, Decouttere, Vandaele and Bernuzzi (2016)review the relevant literature to determine whether the decisions at the strategic, tactical, and operational levels are able to address the vaccine supply chain's key issues, such as limited shelf life, cold chain distribution, and accessing remote areas. Dai, Cho and Zhang (2016) study a supply chain contracting problem considering theuncertainties surrounding the design, delivery, and demand of the influenza vaccine. They construct a buyback-and-late-rebate (BLR) contract in order to coordinate the supply chain and provide full flexibility for dividing the profits between the members of the supply chain. Chick, Hasija and Nasiry (2017) explore the government procurement of the influenza vaccine whose supplier is for-profit and has an uncertain production yield, private information, and potentially unverifiable production efforts. They provide the optimal menu within practically implementable contracts. Lee and Haidari (2017) indicate that the failure to understand and properly address issues in the vaccine supply chain will greatly reduce vaccines’ effects. They discuss how the different roles in vaccine decision-making are affected by considering the vaccine supply chain's effects. Buyuktahtakin, des-Bordes and Kibiş (2018) introduce a new epidemics-logistics mixed-integer programming model to control an infectious disease outbreak. Duijzer, van Jaarsveld and Dekker (2018) model disease progression using the seminal SIR (Susceptible-Infected-Recovered) model and discuss the benefits of combining early aspecific vaccination with later specific vaccination. Shamsi, Ali Torabi and Shakouri (2018) use the SIR model to develop a contract for provisioning vaccines from two suppliers in order to ensure the timely and adequate supply of vaccines in disastrous situations. Rahimian, Bayraksan and Homem-de-Mello (2019) usedistributionally robust optimization to control risk and demand ambiguity in newsvendor models that are fundamental to many operations models, such as vaccine production. Wu, Wang and Shang (2019) study the multi-sourcing and vertical information sharing problem in the supply chain where firms often employ multi-sourcing facing supply uncertainty, such as vaccine supply. These studies illustrate the importance of the vaccine supply chain to vaccines’ effects.Among the literature on the vaccine supply chain, vaccine quality issues are of particular relevance to our work. Crawford et al. (2014) compare the passive and active surveillance of adverse events following immunization (AEFI) and discuss the role of the active surveillance in vaccine safety programs. Liu et al. (2015) review the development, status, and key aspects of the Chinese AEFI surveillance system and describe the challenges and plans for vaccine safety assessments in China. Shimabukuro, Nguyen, Martin and DeStefano (2015) describe the fundamental vaccine safety concepts. They refer to a vaccine adverse event as an adverse event following immunization, i.e., an adverse health event or problem that occurs following or during the administration of a vaccine. Lopalco (2016) indicates that during the last decades, effective communication has become increasingly more important due to the progressive lack of public confidence towards vaccination. Evidence-based communication that is supported by reliableinformation on vaccine effectiveness and safety may be central for improving vaccine confidence and assuring mutual protection. Clements, Lawrence and Macartney (2017) describe the efforts that have been taken to ensure that a vaccine is manufactured, tested, and administered within a safe environment and identify how vaccine safety is measured and monitored after a vaccine is licensed for use in the population. The research work on vaccine quality issues mainly focuses on the in-process surveillance and subsequent response of AEFI, while it lacks in-advance causal analysis and prevention. In addition, the focus of much of the existing work is on vaccine quality issues with respect to the vaccines themselves, while less attention is paid to the vaccine quality issues that are caused by external factors, such as non-cold chain transportation.Although the existing literature on vaccine quality issues has yet to be supplemented, extensive work has been carried out on product quality issues in other settings. Villas-Boas (1998) models a product line design problem for the distribution channel where different products are identified by different quality levels and the customer market is composed of different segments that value quality differently. Wertheimer, Chaney and Santella (2003) examine the problem of drug counterfeiting and its effects around the world in order to consider the likely directions that this problem will take. Starbird and Amanor-Boadu (2008) believe that information asymmetry is one of the main causes for agriculturalproducts’ quality and safety problems. Xu (2009) discusses and compares the joint wholesale pricing and product quality decision problems of the manufacturer in two distribution channels considering different features of its marginal revenue function. Shi, Liu and Petruzzi (2013) study the optimal quality decision of the manufacturer with different distribution channel structures whose effect on product quality depends on the type of consumer heterogeneity and consumer distribution in the market. Degardin, Roggo and Margot (2014) show that medical counterfeiting is a serious worldwide issue involving manufacturing and distribution issues. The huge profits that are made by counterfeiters and the complexity of drug markets are the two main reasons for the expansion of this phenomenon. For instance, in 2007, Changzhou SPL, one of Baxter's contract manufacturers, used hypersulfated chondroitin sulfate to produce an adulterated blood-thinning drug, Heparin. In 2015, the New York Attorney General's Office exposed four retailers, Wal-Mart, GNC, Target, and Walgreens, for selling counterfeit dietary supplements. Eser, Kurtulmusoglu, Bicaksiz and Sumer (2015) summarize the demand and supply sides of counterfeits and analyze the counterfeit supply chain in Turkey based on semi-structured interviews. Liu, Shi and Petruzzi (2018)analyze how market size uncertainty affects the effects of centralized and decentralized channel distribution on the manufacturer's optimal quality provision for themarket where consumers are heterogeneous in valuing product quality, and then they prove that the market size uncertainty decreases the quality differential. Zhang, Cao and He (2019) analyze the interrelationship between an e-retailer platform's contract choice and a manufacturer's product quality decision. They find that product quality, whether exogenously or endogenously given, affects a platform's contract choice.Some research discusses how to deal with product quality issues. Mackey and Liang (2011) propose a global policy framework utilizing public-private partnership (PPP) models with centralized surveillance for cooperation and coordination in order to combat the counterfeit drug industry. Babich and Tang (2012) compare three mechanisms for managing product adulteration problems: deferred payments, inspection, and combined mechanisms. Tang and Babich (2014) discuss how to use social and economic motives to reduce Chinese product adulteration. They first identify four underlying motives: severe price pressure, short-term opportunism, asymmetric information, and rampant government corruption and ineffectual legal system. Zhang and Xue (2016) conduct an aggregated analysis on food fraud and economically motivated adulteration in China based on 1553 media reports on food safety scandals and concerns.Our work is also related to the literature on the implication of the cold chain. Matthias et al. (2007) point out that the specificity of vaccinemanagement puts additional pressure on the already fragile cold chain, the distribution network, and the procedure that is used to maintain vaccine quality from the manufacturer to recipients. Due to the temperature sensitivity of biopharmaceuticals, the cold chain has become an increasingly significant part of the overall pharmaceutical supply chain (Bishara, 2006). Cai, Chen, Xiao and Xu (2010) consider a long-distance transportation supply chain in which the distributor procures a kind of fresh product from the producer and then has to make an appropriate effort to preserve the freshness of the products. A model is developed considering factors including the level of the freshness keeping effort and the selling price that is affected by the freshness. Lan, Zhao, Su and Liu (2014) analyze the food cold chain equilibrium based on the collaborative replenishment policy. The supplier and the retailer participate in the non-cooperative game to achieve the equilibrium in terms of quantity and price while considering the relationship between food quality and its price. Yu and Xiao (2017) develop two Stackelberg models to investigate the pricing and service level decisions of a fresh agri-product supply chain consisting of a supplier, a retailer, and a third-party logistics provider while considering the exogenous cold chain service price. Hibbs et al. (2018) search the V AERS database from 2008–2012 for reports describing vaccines being kept outside the recommended temperature range and analyze those reports in order to determine whether cold chainmanagement breakdowns will make vaccines unsound. They suggest that the lack of vigilance, inadequate training, and equipment failure are the reasons that are cited for cold chain management breakdowns. The literature in this area mainly discusses two topics of the cold chain. One is the significance of the cold chain to temperature-sensitive products, and the other is the decision models regarding the cold chain as an exogenous variable that impacts product quality. Our work differs from the previous literature by focusing on the cold chain transportation decision in the vaccine supply chain and taking its impact on vaccine quality into account.Overall, scholars study the topics related to the vaccine supply chain, vaccine and product quality issues, and the implication of the cold chain. Their work provides ideas and methods that are helpful to our work. However, the existing research on vaccine quality issues and the vaccine cold chain is limited. To the best of our knowledge, our work is the first one to discuss the distributor's cold chain transportation decision. Our work studies under what conditions the distributor will use a cold chain or non-cold chain to transport vaccines considering the impact of a cold chain on vaccine quality. Further, we introduce the role of the retailer into the basic model. We explore how the retailer's inspection at the end of transportation affects the distributor's original decision.In this study, we focus on the distributor's cold chain transportationdecision problem of temperature-sensitive vaccines in developing countries. We examine the distributor's motives to transport vaccines using a cold chain or non-cold chain and analyze how the retailer's inspection affects the distributor's decision-making in its transportation mode for vaccines. By establishing and using the basic model, we determine under what conditions the distributor will use a cold chain or non-cold chain to transport vaccines. Further, two commonly used inspection policies of the retailer are introduced into the basic model. First, we find that the retailer's single-step inspection influences the distributor to choose the cold chain option. Second, the comparison between these two inspection policies shows that the two-step inspection is less effective than the single-step one in this influence. These results suggest that the retailer should improve their inspection policy in order to identify the distributor's decision and the malfunctions situations. We also show that the asymmetric information of the cold chain costs between the two parties has a positive effect on ensuring the retailer to perform an inspection.In the future, some follow-up studies could be conducted to further discuss the impact of the retailer's inspection on the distributor's decision considering a repeated game between the two parties and the retailer's random inspection policy. In this paper, we assume that the retailer will accept the vaccines that are transported using a non-cold chain when itsincome from the vaccines will cover its expected loss in a vaccine-related adverse event and the vaccine price. Such an assumption may lead to collusion between the distributor and the retailer. It is not enough to only depend on the retailer to prevent invalid vaccines from entering the market. It will make sense to explore how policy makers regulate and improve the distributor's and the retailer's behavior using measures, such as regulation frequency, penalty or reward.中文疫苗供应链中的冷链运输决策本杰明列夫摘要疫苗是一种特殊的药物，其质量对温度高度敏感，并与公共卫生安全直接相关。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
疫苗供应链和冷链物流运输外文翻译2020英文Cold chain transportation decision in the vaccine supply chainBenjamin LevAbstractVaccines are a special kind of drug, the quality of which is highly sensitive to temperature and directly related to public health. Recently, numerous vaccine-related adverse events have occurred in the world, especially in developing countries, due to vaccines being exposed to inappropriate temperatures during their transportation. This paper considers the vaccine supply chain including a distributor and a retailer (hospital or clinic). The distributor decides to use a cold chain or non-cold chain to transport the vaccines. The retailer performs an inspection when receiving the vaccines. First, a basic model is developed to study the conditions under which the distributor will transport the vaccines via a cold chain or non-cold chain. Then, two common inspection policies (a single-step one and a two-step one) are introduced into the basic model to explore the impact of the retailer's inspection at the end of transportation on the distributor's original decision. We show that the retailer's single-step inspection influences the distributor to choose the cold chain option. Interestingly, we prove that the two-step inspection policy is less effective than the single-step one in this effect. We suggest that theretailer's role in improving the distributor's non-cold chain transportation behavior should be fully used.Keywords：Supply chain management，V accine transportation，Cold chain，Distributor decision，Retailer inspectionVaccines are one of the most cost-effective methods to prevent infectious diseases. The World Health Organization (WHO, 2018) reported that vaccinations could prevent two to three million deaths per year. According to estimates, the mortality reductions in nine diseases due to vaccinations averaged 97.8% (Ventola, 2016). However, in recent years, quite a few vaccine-related adverse events put many recipients at risk, especially in developing countries. For example, in Indonesia, counterfeit polio vaccine production resulted in polio outbreaks in 2005 and 2016. In the Philippines, more than 730,000 children over the age of 9 were inoculated with dengue vaccines that were produced by Sanofi Pasteur in 2017, but the vaccines may be harmful to people who had not been previously infected. In China, Changsheng Biotechnology Company violated childhood vaccine production standards and counterfeited production records in 2018, which raised widespread concern in China. In Australia, vaccines were found to be incorrectly stored or expired at a practice in Sydney in 2019, which caused that 3000 patients who received vaccinations here since 2010 had to be vaccinated again.Unlike other common drugs, vaccines are unique drugs, which arevery sensitive to temperature. When vaccines are exposed to temperatures outside the appropriate range, their potency diminishes (WHO, 2015). That is, the vaccines become useless. Therefore, in order to maintain their quality, vaccines should be continuously kept within their determined temperature range from production to use. The lack of proper storage and transportation temperatures for vaccines is one of the common factors limiting full and equitable immunization in many countries (Brison & LeTallec, 2017). In this paper, we define a non-cold chain as that a company does not use a cold chain or that it uses a cold chain but fails to meet standards. Some stingy companies in the vaccine industry will use non-cold chains to store or transport vaccines. For instance, in 2016, 25 kinds of vaccines were found to be illegally distributed to medical facilities in at least 24 provinces in China without approved temperature conditions since 2011, causing economic losses of more than 88 million dollars (Cao, Zheng, Cao, Cui & Xiao, 2018; Qiu, Hu, Zhou & Liu, 2016).A person is naturally protected with their immune system against diseases. Vaccines are an extra layer of protection. Some stingy companies will use non-cold chains assuming that the individual will not be infected and therefore will never discover useless vaccines. For example, less than 5% of healthy adults who are infected with hepatitisB will develop chronic infections (WHO, 2019). In other words, for healthyadults who are infected with hepatitis B, there is a small probability of developing chronic infections, even if the recipients receive useless vaccines. Most individuals do not have the means, knowledge, or capability to differentiate between effective and ineffective vaccines, which can only be done using special equipment and professional technicians. Additionally, many developing countries do not have sufficient cold chain capacity (Ashok, Brison & LeTallec, 2017) and effective vaccine regulation policies and penalties. Moreover, unreliable electricity power systems and poor road conditions in many developing countries often result in cold chain breakdowns (Duijzer, Jaarsveld & Dekker, 2018; Lauton, Rothkopf & Pibernik, 2019). The WHO and UNICEF (the United Nations International Children's Emergency Fund) assessments in 65 low and lower-middle income developing countries revealed that few countries met minimum standards for effective vaccine storage, distribution, handling, and stock management (Lydon, Raubenheimer, Arnot-Krüger & Zaffran, 2015). Hence, it is reasonable to deduce that the China's vaccine distribution scandal in 2016 is not an isolated case in developing countries. For instance, transportation of some kinds of vaccines requires refrigeration and freezing (Goldberg & Karhi, 2019). However, it was reported that 35.3% of shipments and 21.9% of refrigerators were found to be at temperatures below the WHO recommended freezing temperature range for vaccines (Matthias,Robertson, Garrison, Newland & Nelson, 2007). Murhekar et al. (2013) found that up to two-thirds of vaccines were damaged by freeze exposure in transit between state stores and administration sites across ten states in India and that exposure to subzero temperatures was frequent during vaccine storage at peripheral facilities and vaccine transportation.Unsound vaccines that are caused by non-cold chain storage and transportation put a large population at long-term risk of potential outbreaks of some diseases. Thus, non-cold chain storage and transportation has drawn public attention and has taken a center stage of concern within the vaccine management research community. The increased awareness of the risks arising from unsound vaccines has prompted relevant studies. Duijzer et al. (2018) discuss 65 publications that deal with topics that are related to vaccination in top Operations Research/Operations Management journals. They classify those publications into the four groups of product, production, allocation, and distribution, and then they identify the promising research directions in this relatively new field. In our paper, we focus on the distribution part of the vaccine supply chain, since it is the longest portion of the transportation process and has many handling steps that are subject to inappropriate temperatures.In this paper, we discuss the distributor's transportation decision to adopt a cold chain for vaccines or not. Then, we explore how the retailer'sinspection at the end of transportation affects the distributor's decision at the beginning. We make the following contributions. First, we develop a basic model to discuss the distributor's cold chain transportation decision and the conditions under what the distributor will use a cold chain or non-cold chain for vaccines. Second, we show that the retailer's inspection at the end of transportation affects the distributor's decision at the beginning and influences the distributor towards the cold chain option (and away from the non-cold chain option). Third, the analysis of two commonly used inspection policies of the retailer shows that the two-step inspection policy that seems stricter than the single-step one is less effective in this influence. Overall, we illustrate the retailer's role in influencing the distributor's cold chain or non-cold chain decision and suggest that the retailer's role in improving the distributor's non-cold chain transportation behavior should be fully used.Due to the significant role of vaccines in preventing the outbreaks of infectious diseases, researchers have been interested in and studied the vaccine supply chain from various perspectives. Lemmens, Decouttere, Vandaele and Bernuzzi (2016)review the relevant literature to determine whether the decisions at the strategic, tactical, and operational levels are able to address the vaccine supply chain's key issues, such as limited shelf life, cold chain distribution, and accessing remote areas. Dai, Cho and Zhang (2016) study a supply chain contracting problem considering theuncertainties surrounding the design, delivery, and demand of the influenza vaccine. They construct a buyback-and-late-rebate (BLR) contract in order to coordinate the supply chain and provide full flexibility for dividing the profits between the members of the supply chain. Chick, Hasija and Nasiry (2017) explore the government procurement of the influenza vaccine whose supplier is for-profit and has an uncertain production yield, private information, and potentially unverifiable production efforts. They provide the optimal menu within practically implementable contracts. Lee and Haidari (2017) indicate that the failure to understand and properly address issues in the vaccine supply chain will greatly reduce vaccines’ effects. They discuss how the different roles in vaccine decision-making are affected by considering the vaccine supply chain's effects. Buyuktahtakin, des-Bordes and Kibiş (2018) introduce a new epidemics-logistics mixed-integer programming model to control an infectious disease outbreak. Duijzer, van Jaarsveld and Dekker (2018) model disease progression using the seminal SIR (Susceptible-Infected-Recovered) model and discuss the benefits of combining early aspecific vaccination with later specific vaccination. Shamsi, Ali Torabi and Shakouri (2018) use the SIR model to develop a contract for provisioning vaccines from two suppliers in order to ensure the timely and adequate supply of vaccines in disastrous situations. Rahimian, Bayraksan and Homem-de-Mello (2019) usedistributionally robust optimization to control risk and demand ambiguity in newsvendor models that are fundamental to many operations models, such as vaccine production. Wu, Wang and Shang (2019) study the multi-sourcing and vertical information sharing problem in the supply chain where firms often employ multi-sourcing facing supply uncertainty, such as vaccine supply. These studies illustrate the importance of the vaccine supply chain to vaccines’ effects.Among the literature on the vaccine supply chain, vaccine quality issues are of particular relevance to our work. Crawford et al. (2014) compare the passive and active surveillance of adverse events following immunization (AEFI) and discuss the role of the active surveillance in vaccine safety programs. Liu et al. (2015) review the development, status, and key aspects of the Chinese AEFI surveillance system and describe the challenges and plans for vaccine safety assessments in China. Shimabukuro, Nguyen, Martin and DeStefano (2015) describe the fundamental vaccine safety concepts. They refer to a vaccine adverse event as an adverse event following immunization, i.e., an adverse health event or problem that occurs following or during the administration of a vaccine. Lopalco (2016) indicates that during the last decades, effective communication has become increasingly more important due to the progressive lack of public confidence towards vaccination. Evidence-based communication that is supported by reliableinformation on vaccine effectiveness and safety may be central for improving vaccine confidence and assuring mutual protection. Clements, Lawrence and Macartney (2017) describe the efforts that have been taken to ensure that a vaccine is manufactured, tested, and administered within a safe environment and identify how vaccine safety is measured and monitored after a vaccine is licensed for use in the population. The research work on vaccine quality issues mainly focuses on the in-process surveillance and subsequent response of AEFI, while it lacks in-advance causal analysis and prevention. In addition, the focus of much of the existing work is on vaccine quality issues with respect to the vaccines themselves, while less attention is paid to the vaccine quality issues that are caused by external factors, such as non-cold chain transportation.Although the existing literature on vaccine quality issues has yet to be supplemented, extensive work has been carried out on product quality issues in other settings. Villas-Boas (1998) models a product line design problem for the distribution channel where different products are identified by different quality levels and the customer market is composed of different segments that value quality differently. Wertheimer, Chaney and Santella (2003) examine the problem of drug counterfeiting and its effects around the world in order to consider the likely directions that this problem will take. Starbird and Amanor-Boadu (2008) believe that information asymmetry is one of the main causes for agriculturalproducts’ quality and safety problems. Xu (2009) discusses and compares the joint wholesale pricing and product quality decision problems of the manufacturer in two distribution channels considering different features of its marginal revenue function. Shi, Liu and Petruzzi (2013) study the optimal quality decision of the manufacturer with different distribution channel structures whose effect on product quality depends on the type of consumer heterogeneity and consumer distribution in the market. Degardin, Roggo and Margot (2014) show that medical counterfeiting is a serious worldwide issue involving manufacturing and distribution issues. The huge profits that are made by counterfeiters and the complexity of drug markets are the two main reasons for the expansion of this phenomenon. For instance, in 2007, Changzhou SPL, one of Baxter's contract manufacturers, used hypersulfated chondroitin sulfate to produce an adulterated blood-thinning drug, Heparin. In 2015, the New York Attorney General's Office exposed four retailers, Wal-Mart, GNC, Target, and Walgreens, for selling counterfeit dietary supplements. Eser, Kurtulmusoglu, Bicaksiz and Sumer (2015) summarize the demand and supply sides of counterfeits and analyze the counterfeit supply chain in Turkey based on semi-structured interviews. Liu, Shi and Petruzzi (2018)analyze how market size uncertainty affects the effects of centralized and decentralized channel distribution on the manufacturer's optimal quality provision for themarket where consumers are heterogeneous in valuing product quality, and then they prove that the market size uncertainty decreases the quality differential. Zhang, Cao and He (2019) analyze the interrelationship between an e-retailer platform's contract choice and a manufacturer's product quality decision. They find that product quality, whether exogenously or endogenously given, affects a platform's contract choice.Some research discusses how to deal with product quality issues. Mackey and Liang (2011) propose a global policy framework utilizing public-private partnership (PPP) models with centralized surveillance for cooperation and coordination in order to combat the counterfeit drug industry. Babich and Tang (2012) compare three mechanisms for managing product adulteration problems: deferred payments, inspection, and combined mechanisms. Tang and Babich (2014) discuss how to use social and economic motives to reduce Chinese product adulteration. They first identify four underlying motives: severe price pressure, short-term opportunism, asymmetric information, and rampant government corruption and ineffectual legal system. Zhang and Xue (2016) conduct an aggregated analysis on food fraud and economically motivated adulteration in China based on 1553 media reports on food safety scandals and concerns.Our work is also related to the literature on the implication of the cold chain. Matthias et al. (2007) point out that the specificity of vaccinemanagement puts additional pressure on the already fragile cold chain, the distribution network, and the procedure that is used to maintain vaccine quality from the manufacturer to recipients. Due to the temperature sensitivity of biopharmaceuticals, the cold chain has become an increasingly significant part of the overall pharmaceutical supply chain (Bishara, 2006). Cai, Chen, Xiao and Xu (2010) consider a long-distance transportation supply chain in which the distributor procures a kind of fresh product from the producer and then has to make an appropriate effort to preserve the freshness of the products. A model is developed considering factors including the level of the freshness keeping effort and the selling price that is affected by the freshness. Lan, Zhao, Su and Liu (2014) analyze the food cold chain equilibrium based on the collaborative replenishment policy. The supplier and the retailer participate in the non-cooperative game to achieve the equilibrium in terms of quantity and price while considering the relationship between food quality and its price. Yu and Xiao (2017) develop two Stackelberg models to investigate the pricing and service level decisions of a fresh agri-product supply chain consisting of a supplier, a retailer, and a third-party logistics provider while considering the exogenous cold chain service price. Hibbs et al. (2018) search the V AERS database from 2008–2012 for reports describing vaccines being kept outside the recommended temperature range and analyze those reports in order to determine whether cold chainmanagement breakdowns will make vaccines unsound. They suggest that the lack of vigilance, inadequate training, and equipment failure are the reasons that are cited for cold chain management breakdowns. The literature in this area mainly discusses two topics of the cold chain. One is the significance of the cold chain to temperature-sensitive products, and the other is the decision models regarding the cold chain as an exogenous variable that impacts product quality. Our work differs from the previous literature by focusing on the cold chain transportation decision in the vaccine supply chain and taking its impact on vaccine quality into account.Overall, scholars study the topics related to the vaccine supply chain, vaccine and product quality issues, and the implication of the cold chain. Their work provides ideas and methods that are helpful to our work. However, the existing research on vaccine quality issues and the vaccine cold chain is limited. To the best of our knowledge, our work is the first one to discuss the distributor's cold chain transportation decision. Our work studies under what conditions the distributor will use a cold chain or non-cold chain to transport vaccines considering the impact of a cold chain on vaccine quality. Further, we introduce the role of the retailer into the basic model. We explore how the retailer's inspection at the end of transportation affects the distributor's original decision.In this study, we focus on the distributor's cold chain transportationdecision problem of temperature-sensitive vaccines in developing countries. We examine the distributor's motives to transport vaccines using a cold chain or non-cold chain and analyze how the retailer's inspection affects the distributor's decision-making in its transportation mode for vaccines. By establishing and using the basic model, we determine under what conditions the distributor will use a cold chain or non-cold chain to transport vaccines. Further, two commonly used inspection policies of the retailer are introduced into the basic model. First, we find that the retailer's single-step inspection influences the distributor to choose the cold chain option. Second, the comparison between these two inspection policies shows that the two-step inspection is less effective than the single-step one in this influence. These results suggest that the retailer should improve their inspection policy in order to identify the distributor's decision and the malfunctions situations. We also show that the asymmetric information of the cold chain costs between the two parties has a positive effect on ensuring the retailer to perform an inspection.In the future, some follow-up studies could be conducted to further discuss the impact of the retailer's inspection on the distributor's decision considering a repeated game between the two parties and the retailer's random inspection policy. In this paper, we assume that the retailer will accept the vaccines that are transported using a non-cold chain when itsincome from the vaccines will cover its expected loss in a vaccine-related adverse event and the vaccine price. Such an assumption may lead to collusion between the distributor and the retailer. It is not enough to only depend on the retailer to prevent invalid vaccines from entering the market. It will make sense to explore how policy makers regulate and improve the distributor's and the retailer's behavior using measures, such as regulation frequency, penalty or reward.中文疫苗供应链中的冷链运输决策本杰明列夫摘要疫苗是一种特殊的药物，其质量对温度高度敏感，并与公共卫生安全直接相关。