Benchmarking in Logistics
后勤部岗位职责
后勤部岗位职责英文回答：Logistics Department Responsibilities。
As a seasoned logistics professional, I am intimately familiar with the responsibilities that encompass the logistics department of an organization. These duties are multifaceted and require a comprehensive understanding of supply chain management, inventory control, and distribution networks.1. Supply Chain Management。
The logistics department plays a pivotal role in managing the flow of goods and services throughout the supply chain. This includes:Procurement: Establishing and maintaining relationships with suppliers to acquire raw materials,components, and finished goods.Inventory Control: Managing inventory levels to ensure optimal availability while minimizing waste and storage costs.Transportation: Selecting and coordinating transportation carriers to move goods efficiently and cost-effectively.2. Warehouse Management。
现代物流管理物流PPT英文版
1
Measuring Customer
accommodation
2
Customer Satisfaction
3 Supply Chain Inventory Days
of Supply
4
Total Supply Chain Cost
5
Total supply chain cost
6
Benchmarking
The cash-to-cash conversion concept was introduced in Chapter 1.' It is a measure of an organization's effective use of cash.
Cash-to-cash cycle time is not solely impacted by logistics, although logistics is an important aspect.
5.Total supply chain cost
Logo
ToalCost
RMS
IPOQ
+
ManuFacture Distributors
Reatilers
Logo
SuppIy Chain Response Time
SCRT is computed as the amount of time required for a firm to recognize a fundamental shift in marketplace demand, internalize that finding, replan, and adjust output to meet that demand.
供应链管理基础知识
供应商
制造商
仓储或配送中心 顾客
信息流
供应链结构示意图
物流
1、SCM与传统管理模式的区别
供应链的内涵
SCM把供应链中所有节点企业及其涵盖的物流看作一个整体，包括从供应商 到最终客户的采购、制造、分销、零售等职业领域过程涉及的一切要素
SCM的目标
通过管理库存和合作伙伴关系，实现高水平的长期服务，而不仅仅是完成一定 的市场目标
2. 供应链管理包括物流活动和制造活动；
3. 供应链管理涉及从原材料到产品交付给最终 用户的整个物流增值过程，物流涉及企业之 间的价值流过程，是企业之间的衔接管理活 动。
物流与供应链管理信息技术
1．感测与识别技术
它的作用是扩展人获取信息的感觉器官功能。它包括信息识 别、信息提取、信息检测等技术。它几乎可以扩展人类所有
GPS在供应链管理的应用
1）车辆跟踪 。利用GPS和电子地图可以实时显示出车辆 的实际位置，并任意放大、缩小、还原、换图；可以随 目标移动，利用该功能可对重要车辆和货物进行跟踪。
RFID的应用
2）在车辆管理系统中的应用 ① 高速公路自动收费及交通管理。 ② 停车场智能化管理系统。 ③ 营区、重要部门车辆管理。 ④ 城市车辆动态管理。 ⑤ 公共交通电子车票。 3）在物流管理中的应用 ① 铁路货运编组调度系统。 ② 集装箱识别系统。 ③ 邮件、邮包的自动分拣系统。
RFID在供应链上各环节中的应用
塑料制 造商
纸制品 制造商
包装制 造商
木材公司
化工产品制 造商（石油 公司）
宝洁或其 它制造商
沃尔玛或 第三方分 销中心
沃尔玛 商店
顾客需要 洗涤剂并 走进沃尔 玛商店
洗涤剂供应链环节
供应链降本的方法英文版
供应链降本的方法英文版1、Supplier negotiation: negotiate with suppliers to reduce prices, improve quality, and reduce delivery time.2、Streamlining logistics: optimize logistics operations to reduce transportation costs and inventory carrying costs.3、Inventory management: optimize inventory levels to reduce carrying costs and improve responsiveness to demand changes.4、Process automation: use technology to automate processes and reduce labor costs.5、Cost reduction: identify and eliminate unnecessary costs throughout the supply chain.6、Sourcing strategies: evaluate sourcing options to reduce costs and risks.7、Contracting: negotiate better contracts with suppliers to reduce costs and risks.8、Improving demand forecasting: improve demand forecasting accuracy to reduce overstocking and understocking.9、Cross-functional collaboration: improve collaboration between different functions within the organization to reduce costs and improve efficiency.10、Benchmarking: compare performance with industry standards to identify areas for improvement and cost reduction.1、供应商谈判：与供应商协商以降低价格、提高质量和缩短交货时间。
国际货运代理相关名词中英文对照表
国际货运代理相关名词中英文对照表1．Absolute Offer 绝对发盘2．Acceptance 接受3．Acceptance Credit 承兑信用证4．Accepting Bank 承兑行5．access control 访问控制6．Accountee 账户人7．Acknowledgement of Insurance Declaration 投保回执8．actual gross weight 实际毛重9．actual total loss(atl／ATL) 实际全损10．Addendum Clause 补遣条款11．additional cargo list 加载清单12．Additional Clause 附加条款13．additional duty(Addu) 追加关税14．additional expenses-war risk 海运战争的附加费用险15．Advance Ship Notice(ASN) 提前装船通知16．Advanced B／L 预借提单17．advances 预垫款18．advertising 广告19．Advice of Clean Bill for Collection 光票托收委托书20．Advising Bank 通知行21．Aerodrome of Entry(AOE) 报关机场22．aflatoxin 黄曲霉素险23．agency on long-term basis 长期代理24．agency on trip basis 航次代理25．Agreement 协议26．air courier 航空快递27．air transportation all risks 航空运输一切险28．air transportation cargo insurance 航空运输保险29．air transportation cargo war risks-by train 航空运输货物战争险—附加险30．air transportation risks 航空运输险31．Air Waybill(AW) 货运单费32．Airline Code Number 航空公司的数字代号33．airport of departure 始发站机场34．airport of destination 目的地机场35．all purposes 装卸共用时间36．all risks 一切险37．all risks for frozen products 冷藏一切险38．all time saved 节省全部时间39．all working time saved 节省全部工作时间40．Alteration of Discharging Port Additional 变更卸货港附加费41．Amendment Clause 更正条款42．American Express International(AEI) 美国国际捷运公司43．Americanized Walsh Coal Charter 美国威尔士煤炭合同44．Animal Container(AC) 动物容器租费45．Anti-dated B／L 倒签提单46．Anticipatory Credit 预支信用证(同红条款信用证)47．Anti-Trust Laws 反托拉斯法48．Applicant 开证申请人49．application for insurance 投保单50．Application for L／C Issuing开证申请书51．Application Of L／C 信用证申请书52．applied research 应用研究53．arbitration clause 仲裁条款54．architecture of integrated information systems(ARIS) 集成信息系统框架55．Arrangement 安排、协议、约定56．Assembly Service Fee(AS) 集中货物服务费57．Assignable 可让渡58．at the reachable berth 在可抵达的泊位交船59．atmosphere 气氛60．Attachment of Document 附属单据61．Attendant(AT) 押运员服务费62．Attention，Interest，Desire，Action(AIDA) 注意、兴趣、愿望、行动(促销概念) 63．augmented product 扩展产品64．Australia Grain Charter Party 澳大利亚谷物租船合同65．authentication 身份验证66．Authenticity 信用证的真实性67．Automatic Consecutive(ACEP) 自动连续补货计划68．Automatic Revolving 自动循环69．automatic vending 自动售货70．average laytime 装卸时间平均计算71．baby boomer 生育高峰期出生的人72．back order(BO) 待发货订单73．Back-To-Back Credit 背对背信用证74．Baggage Shipped As Cargo 作为货物运送的行李75．bait pricing 诱饵定价76．Baltic and International Maritime Council(BIMCO) 波罗的海国际海事协会77．Baltic International Freight Futures Exchange(BIFFEX) 波罗的海国际运价期货交易所78．bank guarantee or deposit银行担保或担保金79．Bank Release(BR) 银行放行80．banker’s drafts 银行汇票81．Banker’s Invoice 银行发票82．barcode 条形码83．bare-boat charter／demise charter 光船租船84．barratry of master and mariner 船长船员的不法行为85．Base Freight Rate 基本运价86．Base Port 基本港87．basic research 基础研究88．basing-paint pricing 基点定价89．being irrevocable 不能撤回或收回90．benchmarking 标杆法、基准尺91．Beneficiary 受益人92．Beneficiary’s Certificate 受益人证明93．Beneficiary’s Statement／Beneficiary’s Certificate 寄单声明或寄单证明94．benefit segmentation 利益细分95．Berth Grain Charter Party 谷物泊位运输租船合同96．berth terms 泊位条款97．best practices 最佳实施、做法98．bill of entry(B／E) 报关单99．Bill of Exchange or Draft 汇票100．bill of lading(B／L) 提货单101．Bill of Lading Clause 提单条款102．bills payable(B／P) 应付票据103．bills receivable(B／R) 应收票据104．B／L Weight 提单货量105．blanket policy 总括保险单106．blinder cover note 暂保单107．boat note 过驳清单108．booking 订舱109．booking note(B／N) 托运单110．both parties9’broker 双方当事人经纪人111．both-to-blame collision clause 互有责任碰撞条款112．box rate 包箱费率113．brainstorming 头脑风暴法114．brand 品牌115．brand loyalty 品牌忠诚度116．brand mark 品牌标记117．Brand Quality Monitoring 品牌质量监督118．Break Bulk Agent 分拨代理商119．breakage 破碎120．breakage of parking 包装破裂险121．Broad-body Aircraft 宽体飞机122．broken & damaged cargo list 货物残损单123．Bulk Container 散装集装箱12A．Bulletin Board System 电子公告牌125．Bunker Adjustment Factor(DAF) 燃油附加费126．bunker Clause 燃料条款127．Bunk Surcharge(BS) 燃油附加费128．business analysis 商业分析129．business marketing 产业营销130．business process 业务流程131．business process engineering(BPE) 业务流程工程化132．business process improvement(BPI) 业务流程改进133．business process reengineering(DPR) 业务流程重组134．business service 产业服务135．Business to Administration(B2A) 商业机构对行政机构的电子商务136．Business to Business(B2B) 商业机构对商业机构的电子商务137．Business to Consumer(B2C) 商业机构对消费者的电子商务138．buyer for export 出口购买商139．buying center 购买中心140．Buying Offer 购货发盘141．canceled cargo list 取消货载清单142．Canceling Clause 合同解除条款143．canceling date 解约日144．canceled to order(Cto) 被取消订单145．capsized 倾覆146．Captain Receipt 船长收据147．Car container 汽车集装箱148．Cargo Accounts Settlement System(CASS) 货物财务结算系统149．cargo charges correction advice(CCA) 运费更改通知书150．cargo error 货差151：cargo list 货单152．cargo manifest 舱单153．cargo plan 计划积载图154．Cargo Receipt(C／R) 承运货物收据155．cargo tracer 货物查询单156．cargo transfer manifest(CTM) 转运舱单157．cargo’s Proportion General Average(CGA) 共同海损货方分摊比例158．Carriage and Insurance paid To(CIP) 运费、保险费付至159．Carriage of goods by chartering 租船运输160．carriage paid(Carr．pd．) 运费付讫161．Carriage paid(CP) 运费已付162．Carriage Paid To(CPT) 运费付至163．carrier’s execution Box 承运人填写栏164．cash account(ca) 现金交易165．cash against document(CAD) 凭单据付款166．Cash Credit 现金信用证167．Cash Discount 现金折扣168．cash on delivery(COD) 现款交货169．cash on delivery service(CDS) 货到付款业务170．cash on receipt of merchandise(CRM) 收货后付款171．cash with order(CWO) 订货时付款172．Certificate Authority(CA) 证书管理机构173．Certificate Invoice 证实发票174．Certificate of Sample 寄样证明175．Certificate of Value 价值证明176．cesser clause 责任终止条款177．cesser clause and lien clause 责任终止及留置权条款178．Certificate of Burial 入殓证明书179．CETIFICATE OF ORIGIN 一般原产地证明书180．CFS TO CY 站到场181．CFS TO DOOR 站到门182．Chamber of Shipping Walsh Coal Charter Party 威尔士煤炭租船合同183．Change of contract(COC) 合同的更改184．Change of voyage 航程变更条款185．Charge collect fee(FC) 运费到付手续费186．charge／rate 费率187．charge paid(cge．Pd．) 运费已付188．chargeable weight 计费重量189．charges at destination 在目的站的费用190．Charges Collect Fee(CC Fee) 运费到付货物手续费191．Charges For Shipments Of Dangerous Goods-Handling 危险品处理费192．charges in destination currency 用目的站国家货币付费193．charter party 租船合同194．Charter Party Laytime Definition 1980 1980年租船合同装卸时间定义195．charter period 租期196．charterer 托运人／承运人197．chartering broker 租船经纪人198．chartering market 租船市场199．charting procedure／chartering process 租船程序200．Chief Logistics Officer(CLO) 物流主管201．chief mate 船上大副202．Chilled Cargo 冷却货物203．China Container Freight Index(CCFI) 中国出口集装箱运价指数204．China Ocean Shipping Company(COSCO) 中国远洋运输公司205．clashing 碰损206．Class Cargo Rate(CCR) 等级货物运价207．classification of vessel 船舶分级208．Clean B／L 清洁提单209．Clean Collection 光票托收210．clean receipt 清洁收货单211．Closed Conference 闭锁公会212．closed policy 总括保险单213．closing date 截止签发装货日214．Coal Voyage Charter 普尔煤炭航次租船合同215．cobranding 合作品牌216．Code Maritime International(CMA) 国际海商法217．code of ethics 伦理规范218．Collecting Bank 代收银行219．Collection 托收220．Collision 互撞221．Combination of Rates and Charges 分段相加运价222．combined clause 联合凭证223．Combined Transport(B／L) 集装箱联运提单224．combined transport bill of lading(COMBIBILL) 联合运输提单225．combined transport document(COMBIDOC) 联合运输单据226．combined transportation 多式联运227．Commercial Document 商业单据228．Commercial Invoice 商业发票229．commercialization 商品化230．Commission Clause，etc．佣金条款等231．Committee Maritime International 国际海事委员会232．Commodity Classification Rate 等级货物运价233，Common Customs Tariff(CCT) 共同关税率234．communication 沟通235．compensation trade(CT) 补偿贸易236．competitive advantage 竞争优势237．Competitive Intelligence(CI) 竞争情报238．computer integrated manufacturing system(CIMS) 计算机集成制造系统239．computer-support cooperative work(CSCW) 计算机支持的协同工作240．Concentrated Marketing Strategy 集中性营销策略241．concentrated targeting strategy 集中性选择目标市场策略242．conclusion of charter party 签约243．Conclusive Evidence 绝对证据244．Conditional Firm Offer 条件发盘245．Confirmation 确认书246．Confirmed Credit 保兑信用证Z47．Confirming Bank 保兑行248．Consecutive Voyage Charter 连续航次租船249．Consignee 收货人／收件人250．Consignor 债权人／发件人251．consolidated cargo 集拼货物252．Consolidation 集拼253．Consolidator 集中托运商254．constant 船舶常数255．Construction Rate 比例运价256．constructive total loss(CTL) 推定全损257．Consular Invoice 领事发票258．consumer product(industrial product) 产业用品(工业品) 259．Consumer to Administration(C2A) 消费者对行政机构的电子商务260．Container 集装箱261．Container forklift 集装箱叉车262．Container Freight Station(CFS) 集装箱货运站263．Container Load Plan(CLP) 集装箱装箱单264．contamination 沾污265．contingency Insurance-cover sellers interest only 卖方利益险266．continuous process improvement model 持续式流程改进模式267．Continuous Replenishment(CR) 连续补充268．Contract 合同269．Contractual Cargo 契约货物270．contract definition phase(CDP) 合同确定阶段271．contract logistic 契约后勤272．contract manufacturing 合同生产273．contract of Affreightment(COA) 包运租船274．Convention on the Contract for the International Carriage of Goods by Road(CMR) 国际公路货物运输合同公约275．Conventional Container Ship 集装箱两用船276．coordinated supply chain 协调供应链277．Cost and Freight(CFR) 成本加运费278．cost per contact 单位接触成本279．Cost plus fixed fee(CPFF) 成本加固定费用价格280．Cost，Insurance and Freight(CIF) 成本、保险费加运费(到岸价)281．cost，insurance，freight and commission(CIF&C) 佣金在内的到岸价282．cost，insurance，freight and exchange(CIF&E) 汇费在内的到岸价283．Counter Credit 对开信用证284．counter offer 还盘285．counter trade 对等贸易286．counterfoil 留底287．Counter-offer 还盘288．Courier on Board 专人派送289．Covering all marine Risks 海上一切险290．Covering customary Risks 惯常险别291．Covering Eventual Risks 可能发生的风险292．Cozening Fee 洗舱附加费293．crisis management 危机管理294．Cuba Sugar Charter Party 古巴食糖租船合同295．Cumulative Revolving 累计性循环296．currency adjustment factor(CAF) 币值调整因素／货币附加费297．currency conversion rate 货币兑换比价298．currency of payment(COP) 支付货币299．customary risks 惯常险300．customer behavior 消费者行为301．customer decision-making process 消费者决策过程302．customer relationship management(CRM) 客户关系管理303．customer satisfaction 顾客满意304．customer service and support(CSS) 客户服务与支持305．customer value 顾客价值306．Customers Assigned Number(CAN) 海关指定号码307．customs and excise(CE) 海关与税务308．Customs House(CH) 海关309．Customs invoice(Cust．／Inv．) 海关发票310．CY TO CFS 场到站311．CY TO CY 场到场312．CY TO DOOR 场到门313．D／P at sight 即期付款交单314．DIP at XX days after sight 远期付款315．Damage 破损316．damage caused by sweating & heating 受潮受热险317．Damage for detention 延期损害318．damage to Cargo 货损319．dangerous cargo 危险货物320．dangerous cargo safe stowage certificate 危险货物安全装载书321．dangerous goods(DGR) 危险物品322．Dangerous goods Surcharge(RA) 危险品处理费323．database 数据库技术324．database marketing 数据库营销325．dead freight 亏舱费326．Deadweight Tonnage／deadweight capacity 载重吨／载货能力327．Death Certificate 死亡证明书328．decision support system(DSS) 决策支持系统329．Declaration 声明事项330．declaration of cargo 宣载331．declared value for carriage 供运输用的声明价值332．declared value for customs 供海关用的声明价值333．deductibles 绝对免赔率334．Deferred Payment Credit 延期付款信用证335，Deleted Clause 删除条款336．deliver 发运337．Deliver Notice 提货通知338．Delivered At Frontier 边境交货339．Delivered Duty Paid(DDP) 完税后交货340．Delivered Duty Unpaid(DDU) 未完税交货341．Delivered Ex Quay(DEQ) 目的港码头交货342．Delivered Ex Ship 目的港船上交货343．delivery 交船344．Delivery Order(D／O) 提货单345．Delivery Quantity 卸货数量346．demand 需求347．demand chain 需求链348．demographic segmentation 人口细分349．Demurrage and Dispatch Money Clause 滞期费与速遣费条款350．demurrage time 滞期时间351．Demurrage money 滞期费352．demurrage runs continuously 滞期时间连续计算353．Description 商品说明354．Description of Vessel Clause 船舶说明条款355．Destination Delivery Charge(DDC) 目的地运送费用356．Detailed Invoice 详细发票357．deviation clause(DC) 变更航线条款358．Deviation Surcharge 绕航附加费359．differential advantage 差异化优势360．Differentiated Marketing Strategy 差异型营销策略361．Direct Additional 直航附加费362．Direct B／L 直达提单363．direct cargo 直接运输364．direct channel 直接渠道365．direct marketing 直接营销366．direct retailing 直接销售367．Disbursements and Disbursements Fees 垫付款和垫付费368．Disbursement fee(DB) 代垫付款手续费369．Discount 折扣370．discount store 折扣商店371．dispatch money 速遣费372．dispatch time 速遣时间373．distribution requirement planning 分销需求计划374．Distribution Resource Planning(DRP) 分销资源计划375．Distribution Service 分发服务费376．Divisible 可分开377．Dock Receipt(D／R) 集装箱场站收据378．Document of Title 提货凭证379．Documentary Collection 跟单托收380．Documentary Credit 跟单信用证381．Documentation Charges 货运单费382．documentation to accompany air waybill 货运单所附文件383．Documents against Acceptance(D／A) 承兑交单384．Documents against Payment(D／P) 付款交单385．domestic exchange(DOM EX) 国内兑换386．domestic transport(DOM DR) 国内运输387．Door to Airport 门到机场服务388．Door to CFS 门到站交接389．Door to CY 门到场交接390．Door to Door 门对门交接391．Draft Bill of Exchange 汇票392．Drawn Clause 出票条款393．drop off pilot(DOP) 引航员离船地点394．Dry Cargo Container 干货集装箱395．dual distribution(multiple distribution) 双重流通(多重流通)396．duly endorsed 正确的背书397．dumping 倾销398．e-mail survey 电子邮件调查399．early redelivery 提前还船400．Earthquake 地震401．EDI For Administration Commerce and Transport 电子数据交换系列标准402．elastic demand 富有弹性的需求403．Electronic Commerce(EC) 电子商务404．Electronic Data Interchange(EDI) 电子数据交换405．electronic distribution 电子分销406．Electronic Funds Transfer(EFT) 电子基金转账407．electronic ordering system(EOS) 电子订货系统408．empowerment 授权409．empty return system(ERS) 空箱运回费410．endorsement 批单411．enterprise resource planning(ERP) 企业资源计划412．entrusting order for export goods 出口货运代理委托书413．environmental scanning 环境搜索414．Equipment Interchange Receipt(EIR) 设备交接单415．Escalation Clause 自动递增条款416．estimated maximum loss(E．M．L．) 估计最大损失417．estimated time of arrival(ETA) 预计到达时间418．evaluation 评估419．event condition action(ECA) 事件条件活动420．event-driven process chains(EPCs) 事件驱动的流程链模型421．everyday low prices(EDLP) 每日低价422．Evidence of the Contract of Carried货物运输合同的证明423．Ex Dock 目的港码头交货424．Ex Point of Origin 原产地交货425．Ex Works(EXW) 工厂交货426．exchange rate mechanism(ERM) 汇率机制427．exclusive distribution 独家分销428．executed on(date) 填开日期429．expected time of commencement(ETCL) 预计开始装货时间430．experience curves 经验曲线431．explosion 爆炸432．export agent 出口代理433．export broker 出口经纪人434．export cargo nil 无货出口435，Export Contract 出口合同436．export licensing regulation(ELR) 出口许可证条例437．export M／F 出口载货清单438．extraneous risks 外来风险439．failure of deliver 交货不到险440．feedback 反馈441．fill rate 供应比率442．Final Destination 目的地443．final voyage 最后一个航次444．Financial Document 金融单据445．Fire 火灾446．fire risk extension clause for storage of cargo at destination of Hong Kong，including Kowloon or Macao(FREC) 出口货物到香港、九龙或澳门存仓扩展条例447．Firm Offer 实盘448．First Come，First Serve 先复先交易449．fixed cost 固定成本450．fixture note 确认备忘录451．Floating Container 浮动集装箱452．floating policy 流动保险单453．Flood 洪水454．follow-up 后续工作455．foreign direct investment 外国直接投资456．FORM A 普惠制原产地证明书(格式A)457．For carrier’s use only at destination 仅供承运人在目的站使用458．For Transportation of Chemicals in Tank Vessels 化学品船航次租船合同459．fortuitous accident 意外事故460．forward delivery 远期交货461．Forwarder B／L 货运代理提单462．foul receipt 不清洁收货单463．Found AWD(FDAW) 多收货运单464．Found Cargo(FDCA) 多收货物465．Fractionable 可分割466．franchise 相对免赔率467．franchise outlet 特许经营商店468．free from of general average(F．C．A．) 共同海损不赔469．free on board(FOB) 离岸价格470．free on plane(FOP) 飞机上交货价471．free on quay(FOQ) 码头交货价472．free on rail(FOR) 火车站交货价473．freight all kinds(FAK) 均一费率474．freight and demurrage(F&D) 运费加滞费475．freight basis 计费标准476．freight is reduced in proportion 运费应按比例扣除477．freight list(F／L) 运价表478．Freight to be discount less and non-returnable，ship and／or cargo lost or not lost 不论船货是否损失，运费概不退还479．Freight Ton(FT) 运费吨480．freight traffic manager(FTM) 货运经纪人481．Free Along Side 在运输工具旁边交货482．Free Alongside Ship(FAS) 装运港船边交货483．Free Carrier(FCA) 货交承运人484．free from particular average(FPA) 平安险485．Free In(FI) 舱内收货条款486．Free In and Out(FIO) 舱内收交货条款487．Free In and Out，Stowed and Trimmed(FIOST) 舱内收交货和堆舱、平舱条款488．Free on Board 运输工具上交货489．Free on Board(FOB) 装运港船上交货490．Free Out(FO) 舱内交货条款491．freight 运费492．Freight collect／Freight to be collected 运费到付493．freight manifest 载货运费清单494．freight on non-delivered quantity 未装船货物的运费495．Freight paid 运费已付496．Freight prepaid 运费预付497．freight rate 运价498．fresh & rain water damage 淡水雨淋499．fresh water &／or rain damage(F．W．R．D．) 淡水雨淋险500．Front-handling mobile crane 正面吊501．Frozen Cargo 冷冻货物502．frustration clause 航程挫折条款503．full and complete cargo 满载货物504．Full Container Ship全集装箱船505．Full set B／L ／complete set B／L全套提单506．functional process improvement 功能流程改进507．GASVOY 气体航次租船合同508．general additional risk 一般附加险509．general average(GA) 共同海损510．general average and New Jason clause 共同海损和新杰森条款511．General Average Clause 共同海损条款512．general average contribution 共同海损分摊513．General Cargo Bate(GCR) 普通货物运价514．general inquiry 一般询盘515．general rate increase(GRI) 正常运费普调516．generalized System of Preferences Certificate of Origin Form A 普惠制产地证517．geographic segmentation 市场细分518．Giving of Value 付对价519．Hand-Written Clause 手写条款520．global marketing 全球营销521．global marketing standardization 全球营销标准化522．global positioning system(GPS) 全球定位系统523．global vision 全球观念524．governmental Order Rate 协议运费525．Government tax(GT) 政府捐税526．Greenwich Mean Time(GMT) 格林威治时间527．gross load and discharge，or gross load，or gross discharge 总装卸费，总装货费，总卸货费条款528．Gross Registered Tonnage(GRT) 总登记吨529．gross terms 总承兑条款530．Grounding 搁浅531．handling information 处理事项532．head charter party 原合同533．heavy and lengthy cargo list 重大件清单534．Heavy Lift Additional 超重附加费535．Heavy weather 恶劣气候536．home booking 卸货地订舱537．hook damage 钩损538．House Air Way Bill 航空分运单539．Human remains(HR) 尸体、骨灰附加费540．Ice Clause 冰冻条款541．immediate transportation entry(ITE) 途中报关手续542．implementation 实施543．Import／Export License 进／出口许可证544．import cargo nil 无货进口545．import certificates and delivery verifications system(ICDV) 进口证书与交货检验制度546．Import Contract 进口合同547．import duty risk 进口关税险548．import M／F 进口载货清单549．in dispute 在争论中550．Indemnity 赔偿条款551．initial seaworthy 最初适航552．inquiry 询盘553．inseparability 不可分割性554．Inspecting Certificate 出入境检验检疫证书555．Inspection certificate for damage & shortage 货物残损检验书556．institute cargo clauses A(ICC A) 协会货物A557．institute cargo clauses B(ICC B) 协会货物B558．institute cargo clauses C(ICC C) 协会货物C559．institute strikes clauses-cargo 协会罢工险条款(货物)560．institute war clause-cargo 协会战争险条款561．insurance amount requested 保险金额562．insurance certificate 保险凭证563．Insurance Declaration 投保声明564．Insurance Policy 保险单565．Insurance Premium(IN) 代办保险服务费566．intake Quantity 装货数量567．integrated marketing communications(IMC) 整合营销沟通568．integrity 信息完整性569．intensive distribution 密集分销570．inter bank transfers 银行转账单571．Interior Point Intermodal(IPI) 内陆公共点多式联运572．intermediate clause／in nominate clause 中间性条款573．Intermodal B／L；Multimodal Transport B／L 多式联运单574．International Air Transport Association(IATA) 国际航空运输协会575．International Chamber of Shipping(ICS) 国际航运公会576．International Civil Aviation Organization(ICAO) 国际民用航空组织577．International Convention for the Unification of Certain Rules Relating to Bills of Lading／Hague Rules 《统一关于提单若干法律规定的国际公约》亦称《海牙规则》578．international customs transit(ICT) 国际保税运送579．international logistics(IL) 国际物流580．International Maritime Arbitration Rules(IMAR) 国际海事仲裁规则581．International Navigation Transportation Organization(INTO) 国际航运组织582．International Rules for the Interpretation of Trade Terms(INCOTERMS) 国际贸易术语解释通则583．International Standard Banking Practice 国际标准银行惯例584．International Standard Organization(ISO) 国际标准化组织585．interpersonal communication 人际沟通586，INTERTANKERVOY 油船航次租船合同587．Intranet 局域网／企业内部网588．inventory control system 存货控制系统589．Invitation to Offer 邀请发盘590．invoice 商业发票591．IRP-Notice of non-delivery 无法交付货物通知书592．irrespective of percentage 不计免赔串593．Irrevocable Credit 不可撤销信用证594．Issuing Bank 开证行595．Itinerary Certificate 航程证明596．jettison 投弃597．joint venture 合资企业598．just in time 及时599．just-in-time inventory management 零库存管理600．keystoning 成本加倍定价601．laydays 受载期602．laytime allowed 允许使用时间603．laytime used 实际使用时间604．Law Clause 法律条款605．leakage 渗漏606．1ess expenses saved on the part of the ship owner 减占船舶所有人方面节省的费用607．less specific description 泛指品名608．less-than-truckload(LCL) 零担货运费609．less than a container load(LCL) 未满载集装箱610．letter of Credit(L／C) 信用证611．Letter of subrogation 权益转让书612．liberty clause 自由条款613．liberty to deviate clause 绕航自由条款614．licensing 许可615．lien and Exception Clause 留置权与免责条款616．Lien Clause 留置权条款617．Lighting 雷电618．Liner Conference 班轮公会619．Liner schedule 船期表620．Liner shipping 班轮运输621．liner terms 班轮条款622．Live Animals(LA) 动物处理费623．Live Animal Regulations(LAR) 《活动物规则》624．Loading List 装货清单625．Loading and Discharge Clause 装卸条款626．Loading／Discharging ports or Places 装卸港口或地点627．logistics 物流628．logistics management物流管理629．logistic resource planning(LRP) 物流资源计划630．long Length Additional 超长附加费631．loss 损失632．Lost caused by Fire 烧损633．lower deck 下舱634．Lump-Sum Freight 包干运费635．Maastricht Treaty 《马斯特里赫特条约》636．Mail Transfer(M／T) 信汇637．main deck 主舱638．make 生产639．malicious damage clauses 恶意损害险条款640．mall intercept interview 商场现场采访641．Manifest(M／F) 载货清单642．Manufactures Invoice 厂商发票643．manufacturing requirement planning(MRPⅡ) 制造资源计划644．market efficiency 营销高效性645．market opportunity analysis 市场机会分析646．market share 市场份额647．marketing channel(channel of distribution) 营销渠道(分销渠道) 648．marketing concept 营销观念649．marketing intelligence 营销情报650．marketing mix 营销组合651．marketing research 营销调查652．marketing strategy 营销策略653．Maslow’s hierarchy of needs 马斯洛需求层次论654．Master Air Way Bill 航空主运单655．Mate’Receipt 收货单656．Mate’s Receipt 收货单657．Material Requirement Planning(MRP) 物料需求计划658．material-handling system 原料处理系统659．measurement 如何评估效果660．media 应使用什么媒体661．Memorandum 备忘录662．message 应传送的信息663．Miniland Bridge(MLB) 小陆桥运输664．minimum charge 最低运费665．Minimum Rate／minimum Bill of Lading 起码运费666．Miscellaneous-Due Agent(MA) 代理人收取的杂项费用667．Miscellaneous-Due Carrier(MZ) 承运人收取的杂项费用668．Mislabeled Cargo 贴错标签货物669．mislanded 误卸670．mispresentation 误述671．Missing AWB(MSAW) 少收货运单672．Missing Cargo(MSCA) 少收货物673．Missing label 标签脱落674．mission 广告的目标675．mixed consignments 混运货物运价676．mixed policy 混合保险单677．Mixture 混票678．Modal Law On Electronic Commerce 《电子商务示范法》679．modified rebuy 修正重购680．Modified Uniform Liability 修正的统一责任制681．money 有多少预算可以开支682．more specific description 确指品名683．multi-modal transportation／inter modal transportation 多式联运684．multinational corporation 跨国公司685．multisegment targeting strategy 选择多个细分市场策略686．Name of Commodity商品名称687．Name of the Carrier 承运人名称688．Name of the Receiver收货人名称689．Name of the Shipper 托运人名称690．Name of the Vessel 船名691．Named Vessel 指定船舶692．Narrow-body Aircraft 窄体q机693．National Council of Logistics Management 全美物流管理协会694．Nationality of Vessel 船籍695．Natural calamities 自然灾害696．nature and quantity of goods(incl．dimensions or volume) 货物的品名及数量697．needs assessment 需求评估698．negligence clause 疏忽条款699．negotiable order of withdrawal(NOW) 可转让提款指令700．Negotiating Bank 议付行701．negotiation 谈判702．Negotiation Credit 议付信用证703．Net Registered Tonnage(NRT) 净登记吨704．Network liability 网状责任制705．networking 网络化706．Neutral Invoice 中性发票707．new buy 全新采买708．New Jason Clause 新杰森条款709．new-product strategy 新产品战略710．no cure，no pay 无效果，无报酬711．Nominated Bank 指定银行712．Non-automatic Revolving 非自动循环713．Non-contractual Cargo 非契约货物714．Non-cumulative Revolving 非累计性循环715．non-marketing-controlled information source 非营销控制的信息源716．non-negotiable 禁止流通717．nonprobability sample 非概率样本718．non-repudiation 不可抵赖719．nonstore retailing 无店铺零售720．non—vessel operations common Carrier(NVOCC) 无船公共承运人721．North American Fertilizer Charter Party 北美化肥航次租船合同722．North American Free Trade Agreement(NAFTA) 北美自由贸易协定723．North American Grain Charter Party 北美谷物航次租船合同724．Note of Sea Protest 海事声明725．Notify Party 通知人名称726．notice of abandonment 委付通知727．Notice of Readiness(N／R) 装卸准备就绪通知书728．notice of redelivery 还船通知729．Nould & Mildew 腐烂、变质730．number and kind of packages 件数和包装方式731．NVBALTWOOD 波罗的海木材船租船合同732．object state transition network description(OSTN) 对象状态转化网络描述733．Occupants／Objects／Objectives／Organizations／Operations／Occasions／Outlets 购买者、购头对象、购买目的、购买组织、购买行动、购买时间、购买地点(营销市场70s问题)734．ocean bill of lading(O．B／L) 海运提单735．ocean marine cargo war risk 海运战争险736．ocean marine insurance for frozen products 海洋运输冷藏货物保险737．ocean marine insurance for woodoil bulks 海洋运输散装桐油险738．offer 发盘／报价739．Offer without Engagement 虚盘740．off-hire 停租741．off-hire statement 停租声明742．0ffloaded(OFLD) 卸下，拉货743．on arrival pilot station 到达引航站交船744．on deck risk 舱面险745．on board B／L；／Shipped B／L 已装船提单746．on shipment of cargo 佣金在货物装运时支付747．on signing the contract 佣金在签订合同时支付748．on taking inward pilot 引航员登轮交船749．on the Delivery Quantity of Cargo 按货物的卸货量750．on or before but not after than the due date 在支付日之前或当天支付，不得晚于支付日751．ONE CONTAINER ONLY 仅有一个集装箱752．online database 在线数据库753．online database vendor 在线数据库服务商754．Open B／L；Blank B／L；Bearer B／L 不记名提单755．Open Conference 开放公会756．Open Cover 预约保险757．Open policy 预约保险单758．open rate 费率759．Opener 开证人760．Open-Top Container 开顶集装箱761．optional cargo 选港货762．Optional Surcharge 选港附加费763．Order B／L 指示提单764．other charges 其他运费765．outsourcing 外包766．Overcarried(OVCD) 漏卸(运过境)767．Overland and Common Point(OCP) 内陆公共点运输768．overland transportation all risks 陆运一切险769．overland transportation cargo insurance 陆上货物运输保险770．overland transportation cargo insurance-frozen products 陆上冷藏货物运输保险771．overland transportation cargo war risks-by train 陆上运输货物战争险772．overland transportation risk 陆运险773．overlanded 溢卸774．overlanded & shortlanded cargo list 货物溢短单775．overlap 超期还船776．Owner’s Liabilities and Exceptions Clause 船舶所有人责任与免责条款777．Packaging(PK) 包装服务费778．Packing List／Weight List 装箱单／重量单779．Pacific Coast Grain Charter Party 太平洋沿岸谷物租船合同780．Paramount Clause 首要条款781．partial loss 部分损失782．particular average(PA) 单独海损783．payable after delivery of cargo 交付货物后支付784．Payable on arrival to destination 船舶到达卸货港时支付785．Payable on completion of discharging 卸货完毕时支付786．PayableonComplefonofloading 装货完毕时支付787．Payable on signing of B／L 签发提单时支付788．Payable in certain days after shipment 装货完毕后若干天后支付789．Payee 收款人790．Payer 付款人791．Paying Bank 付款行792．Payment by Cash 现金支付793．Payment Credit 付款信用证794．payment in advance 预付795．Payment of Freight 运费的支付796．Payment of Freight Clause 运费支付条款797．Payment of Hire 租金支付798．Payment Order 付款委托书799．payment slips 银行支付单800．Pen Container 牲畜集装箱801．Penetration 渗透策略802．Perils of Sea 海上风险803．personal selling 人员推销804．physical distribution(PD) 物流805．physical distribution service 物理分销服务806．physical distribution system 物理分销系统807．pilferage 偷窃808．piracy 海盗行为809．Place of Delivery 交货地810．Place of Receipt 收货地811．plan 计划812．Plat Form Based Container 框架集装箱813．point of sale(POS) 销售点信息系统814．policy 保险单815．Port Additional 港口附加费816．port of discharge 卸货港817．port of loading 装货港818．port of trasshipment 转运港819．positioning 定位820．Precarriage 第一程运输丁具。
高级物流师学习单元2 供应链管理概述
供应
生产作业
物流
需求
基于Internet/Intranet的全球信息网络 （信息共享）
各种技术支持
第一节 供应链管理概述 二、供应链管理的内容
(二)供应链管理涉及的主要问题
1．随机性问题 2．供应链结构性问题 3．供应链全球化问题 4．协调机制问题
什么问题？
第一节 供应链管理概述
四、供应链管理与传统管理模式的区别
（3）供应链管理最关键的是需要采用集成的思想和 方法，而不仅仅是节点企业、技术方法等资源简单的 连接。
第一节 供应链管理概述
四、供应链管理与传统管理模式的区别
（4）供应链管理具有更高的目标，通过管理库存和 合作关系去达到高水平的服务，而不是仅仅完成一定 的市场目标。
第二节 供应链管理的战略选择 二、供应链管理的运作模式
1.推动式的供应链
供应商
制造商
什么问题？
规模经济性 选址决策 生产技术选择 产品决策 联盟网络确定
第一节 供应链管理概述 二、供应链管理的内容
(二)供应链管理涉及的主要问题
1．随机性问题 2．供应链结构性问题 3．供应链全球化问题
什么问题？
贸易壁垒 税收 政治环境 产品差异性
第一节 供应链管理概述 二、供应链管理的内容
(二)供应链管理涉及的主要问题
1．随机性问题 2．供应链结构性问题 3．供应链全球化问题 4．协调机制问题
什么问题？
供应—生产协调 生产—销售协调 库存—销售协调
第一节 供应链管理概述
二、供应链管理的内容
(一)供应链管理涉及的主要领域 管理的内容还有!
战略性供应商和用户伙伴关系管理； 供应链产品需求预测和计划； 全球节点企业的定位、设备和生产的集成化计划、跟踪和控制； 企业内部与企业之间物料供应与需求管理； 基于供应链管理的产品设计与制造管理； 基于供应链的用户服务和运输、库存、包装等管理； 企业间资金流管理（汇率、成本等问题）； 基于Internet/Intranet的供应链交互信息原理。
现代物流-英文版测试题-第四章物流的组织管理问题
TEST BANKCHAPTER 4: ORGANIZATIONAL AND MANGERIAL ISSUES IN LOGISTICS Multiple Choice Questions (correct answers are bolded)1. ___________ and ___________ are the two basic organizational structures associated with logistics.a. Centralized; hierarchicalb. Fragmented; centralizedc. Fragmented; unifiedd. Unified; hierarchical[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]2. In a ___________ logistics structure, logistics activities are managed in multiple departments throughout an organization.a. unifiedb. fragmentedc. decentralizedd. matrix[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]3. One problem with a ___________ logistics structure is that because logistics activities are scattered throughout a firm, they likely remain subservient to the objectives of the department in which they are housed.a. fragmentedb. matrixc. decentralizedd. hierarchical[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]4. In a ___________ logistics structure, multiple logistics activities are combined into, and managed as, a single department.a. hierarchicalb. centralizedc. matrixd. unified[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]5. A ___________ logistics organization implies that the corporation maintains a single logistics department that administers the related activities for the entire company from the home office.a. centralizedb. hierarchicalc. unifiedd. command-and-control[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]6. A(n) ___________ logistics organization means that logistics-related decisions are made separately at the divisional or product group level.a. fragmentedb. decentralizedc. flexibled. agile[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]7. A primary advantage of ___________ logistics is its relative efficiency, whereas a primary advantage of ___________ logistics is its customer responsiveness.a. unified; fragmentedb. unified; decentralizedc. centralized; decentralizedd. fragmented; centralized[LO 4.1: To explain organizational structure for logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]8. Which of the following is an advantage of a decentralized logistics organization?a. It can be less expensive than a centralized organization.b. There are good opportunities for freight consolidation.c. There is better control over company data.d. It can be responsive to customer service requirements.[LO 4.1: To explain organizational structure for logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]9. Which of the following is an advantage of a centralized logistics organization?a. It can be less expensive than a decentralized organization.b. It has good opportunities for freight consolidation.c. It can be responsive to customer service requirements.d. It is easier to manage than a decentralized organization.[LO 4.1: To explain organizational structure for logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]10. ___________ organizational design has its foundations in the command-and-control military operation, where decision making and communication often follow a top-down flow.a. Centralizedb. Unifiedc. Matrixd. Hierarchical[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]11. A ___________ organizational design attempts to create an organization that is responsive to the parameters of the contemporary business environment.a. matrixb. networkc. decentralizedd. unified[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]12. A key attribute of network organizational design is a shift from ___________ to___________.a. function; processb. centralization; decentralizationc. process; functiond. decentralization; centralization[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]13. ___________ refers to satisfying current and emerging customer needs.a. Responsivenessb. Flexibilityc. Relevancyd. Accommodation[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]14. ___________ can be defined as an organization’s ability to address unexpected operational situations.a. Relevancyb. Flexibilityc. Accommodationd. Responsiveness[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]15. ___________ refers to the amount of output divided by the amount of input.a. Controlb. Monitoringc. Productivityd. Input–output analysis[LO 4.3: To identify productivity issues and improvement efforts in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]16. Productivity improvement efforts in logistics are often directed toward ___________.a. reducing input while increasing outputb. increasing output by a greater percentage than inputs are increasedc. reducing input while holding output constantd. increasing output while holding input constant[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]17. What is the most important purpose of warehouse work rules?a. to control pilferageb. to keep employees from engaging in unproductive and potentially destructive activitiesc. to protect companies from union grievance proceduresd. to give managers control over warehouse workers[LO 4.3: To identify productivity issues and improvement efforts in logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]18. What major retailer has been testing drones within its warehouses as a potential solution to enhance productivity?a. Amazonb. Home Depotc. Walmartd. Target[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Application; AACSB Category 3: Analytical thinking]19. A ___________ is a device used to monitor and control the actions taken by a driver and his/her vehicle.a. tachographb. tachometerc. speedometerd. regulator[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]20. ___________ refers to an organization making their unused resources available to other organizations.a. Sharing economyb. Flexibilityc. Responsivenessd. Excess capacity[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]21. ___________ is a set of generic standards used to document, implement, and demonstrate quality management and assurance systems.a. Benchmarkingb. Six Sigmac. ISO 9000d. ISO 14000[LO 4.4: To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]22. The quality concept that emphasizes the elimination of business errors is known as___________.a. the Lean approachb. Six Sigmac. benchmarkingd. zero tolerance[LO 4.4: To discuss quality issues in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]23. ___________ refers to the integration of Six Sigma and the Lean approach.a. ISO 9000b. Quality managementc. Supply chain managementd. Lean Six Sigma[LO 4.4: To discuss quality issues in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]24. What is a key difference between IS0 9000 and the Malcolm Baldrige National Quality Award?a. Only the Baldrige Award focuses on quality.b. The Baldrige Award is more externally focused than is ISO 9000.c. ISO 9000 is more externally focused than the Baldrige Award.d. ISO 9000 focuses more on lean practices than does the Baldrige Award.[LO 4.4: To discuss quality issues in logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]25. The ___________ has been established to identify uncertainty sources that can affect the risk exposure for logistics activities.a. Perfect Orderb. Logistics Uncertainty Pyramid Modelc. Department of Homeland Securityd. Logistics Risk Factor[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]26. From a logistics perspective, two of most important government agencies incorporated into the Department of Homeland Security (DHS) were the Transportation Security Administration (TSA) and ___________.a. Department of Transportationb. Federal Maritime Commissionc. Surface Transportation Boardd. Customs and Border Protection (CBP)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Difficult; Application; AACSB Category 3: Analytical thinking]27. The ___________ is responsible for the security of the U.S. transportation system.a. Department of Commerceb. Department of Transportationc. Transportation Security Administration (TSA)d. U.S. State Department[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]28. ___________ refers to a program where public and private organizations work together to prevent terrorism against the United States.a. Container Security Initiative (CSI)b. Importer Security Filing (ISF) rulec. Customs Trade Partnership Against Terrorism (C-TPAT)d. Securing America’s Borders (SAB)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]29. The Importer Security Filing (ISF) rule requires importers to file ___________ pieces of information and carriers to file ___________ pieces of information.a. 10; 2b. 5; 5c. 2; 10d. 4; 8[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]30. Which of the following statements is false?a. Pilferage refers to employee theft.b. T he time and costs associated with theft aren’t always covered by insurance.c. Some organizations avoid locating their facilities in areas characterized by high crime rates.d. Theft refers to stolen merchandise worth more than $500.[LO 4.6: To describe ways to manage theft and pilferage; Difficult; Synthesis; AACSB Category 3: Analytical thinking]31. The materials stolen in ___________ are usually for the employee’s own use.a. theftb. demurragec. non-monetary compensationd. pilferage[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Concept; AACSB Category 3: Analytical thinking]32. What is the primary difference between pilferage and theft?a. There is no difference between the two terms.b. P ilferage involves a firm’s own employees, while theft involves efforts from outsiders.c. Theft refers to stolen merchandise worth more than $500.d. Pilferage refers to stolen merchandise worth more than $500.[LO 4.6: To describe ways to manage theft and pilferage; Difficult; Synthesis; AACSB Category 3: Analytical thinking]33. Approximately ___________ percent of all pirate attacks in recent years have involved petroleum tankers.a. 40b. 30c. 20d. 10[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Application; AACSB Category 3: Analytical thinking]34 The concept of logistics social responsibility, or corporate social responsibility issues that relate directly to logistics, did not emerge until which decade?a. 1970sb. 1980sc. 1990sd. 2000s[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]35. The two areas in logistics systems where most energy costs occur are ___________ and___________.a. warehousing; transportationb. packaging; transportationc. materials handling; packagingd. warehousing; materials handling[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]36. With respect to the design of warehouses, one suggestion for energy savings is to make sure that dock doors are not placed on the ___________ side of a building.a. westb. eastc. northd. south[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]37. Transportation accounts for approximately ___________ of all petroleum consumption in the United States.a. three-quartersb. two-thirdsc. one-halfd. one-third[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]38. Which of the following is not one of the three critical factors associated with the process of managing returned goods?a. why products are returnedb. whether returned goods should be managed internally or outsourced to a third partyc. how to optimize reverse logisticsd. how many products are returned[LO 4.7: To review the concept of logistics social responsibility; Difficult; Synthesis; AACSB Category 3: Analytical thinking]39. ___________ complexity refers to the growing number nodes and the associated changes to the links in the logistics system.a. Processb. Rangec. Networkd. System[LO 4.8: To articulate logistics issues associated with complexity; Moderate; Concept; AACSB Category 3: Analytical thinking]40. ___________ complexity centers on the implications associated with the increasing number of products that most companies continue to face in an effort to differentiate themselves with their customers.a. Processb. Rangec. Networkd. System[LO 4.8: To articulate logistics issues associated with complexity; Moderate; Concept; AACSB Category 3: Analytical thinking]True-False Questions1.The organization of logistics activities within a firm depends on a number of factors,including the number and location of c ustomers and an organization’s size. (True)[LO 4.1: To explain organizational structure for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]2.In a decentralized logistics structure, logistics activities are managed in multiple departmentsthroughout an organization. (False)[LO 4.1: To explain organizational structure for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]3.One problem with a fragmented logistics structure is that because logistics activities arescattered throughout the firm, they likely remain subservient to the objectives of thedepartments in which they are housed. (True)[LO 4.1: To explain organizational structure for logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]4.In a unified logistics structure, multiple logistics activities are combined into, and managedas, a single department. (True)[LO 4.1: To explain organizational structure for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]5. A centralized logistics organization generally results in better customer responsiveness than adecentralized logistics organization. (False)[LO 4.1: To explain organizational structure for logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]6. A decentralized logistics organization means that logistics-related decisions are made at thedivisional or product group level and often in different geographic areas. (True)[LO 4.1: To explain organizational structure for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]7.The majority of companies employ a chief logistics officer (CLO). (False)[LO 4.1: To explain organizational structure for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]8. A matrix organizational design can be very responsive to customer requirements. (True) [LO 4.2: Organizational design for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]9.From a logistics perspective, a network organizational design in logistics is manifested interms of relevancy, responsiveness, and flexibility. (True)[LO 4.2: Organizational design for logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]10.Responsiveness refers to satisfying current and emerging customer needs. (False)[LO 4.2: Organizational design for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]11.The postponement of product assembly and labeling until exact customer requirements areknown is an example of responsiveness. (False)[LO 4.2: Organizational design for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]12.Productivity efforts in logistics are often directed at increasing the amount of output whileholding input constant. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]13.Union work rules are often very specific in the sense that job descriptions spell out theresponsibilities associated with a particular job. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Easy; Application; AACSB Category 3: Analytical thinking]14.Walmart has begun testing drones within its warehouses as a potential solution to enhancewarehouse productivity. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Easy; Application; AACSB Category 3: Analytical thinking]15.The odometer is a recording instrument that produces a continuous, timed record of the truck,its speed, and its engine speed. (False)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]16.Wireless communications, global positioning systems, and graphical information systemsoffer tremendous opportunities to improve driver productivity. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]17.Excess capacity, or unused available space, can be unproductive because it may result in thepurchase of additional equipment or space. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Application; AACSB Category 3: Analytical thinking]18.Coopetition is a concept that entails an organization making its unused resources available toother organizations. (False)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]19.Logistics service quality relates to a firm’s ability to deliver products, materials, and serviceswithout defects or errors to both internal and external customers. (True)[LO 4.4 To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]20.ISO 14000 is a set of generic standards used to document, implement, and demonstratequality management and assurance systems. (False)[LO 4.4 To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]21.The integration of Six Sigma with the Lean approach refers to Lean Six Sigma. (True)[LO 4.4 To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]22.ISO 9000 involves organizations benchmarking themselves against organizations fromoutside their particular industry. (False)[LO 4.4 To discuss quality issues in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]23.The Logistics Uncertainty Index has been established to identify uncertainty sources that canaffect the risk exposure for logistics activities. (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]24.Terrorism can be viewed as an illegal use of or threat of force or violence made by a group oran individual against a person, a company, or somebody’s property with a goal of menacing the target, often grounded in politics or ideology. (True)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]25.From a logistical perspective, the Transportation Security Administration (TSA) and theDepartment of Transportation are two of the most important government entities that were incorporated into the Department of Homeland Security (DHS). (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Synthesis; AACSB Category 3: Analytical thinking]26.The Transportation Worker Identification Credential (TWIC) uses biometric data to excludecertain workers from secure areas at ports and terminals. (True)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]27.Customs and Border Protection (CBP) is responsible for securing U.S. borders to protect theAmerican people and the U.S. economy. (True)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]panies that participate in the Customs Trade Partnership Against Terrorism (C-TPAT)are exempt from all import tariffs and all import quotas. (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]29.The Importer Security Filing (ISF) rule requires carriers to file 10 pieces of information andimporters to file 2 pieces of information. (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]30.Experts recommend that the best pilferage policy should be based on zero tolerance. (True) [LO 4.6: To describe ways to manage theft and pilferage; Easy; Application; AACSB Category 3: Analytical thinking]31.One of the most effective methods of protecting goods from theft or pilferage is to keep themmoving through the system. (True)[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Application; AACSB Category 3: Analytical thinking]32.More than 50 percent of all pirate attacks in recent years have involved petroleum tankers.(True)[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Application; AACSB Category 3: Analytical thinking]33.Logistics does not have an inherent connection to sustainability. (False)[LO 4.7: To review the concept of logistics social responsibility; Easy; Application; AACSB Category 3: Analytical thinking]34.Potential logistics social responsibility dimensions include the environment, diversity, safety,and philanthropy, among others. (True)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Synthesis; AACSB Category 3: Analytical thinking]35.Warehousing and packaging are the two areas in logistics systems where the most energycosts occur. (False)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Synthesis; AACSB Category 3: Analytical thinking]36.Roof color is often overlooked as an area for warehousing energy control. (True)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]37.Transportation accounts for about one-half of all petroleum consumption in the UnitedStates. (False)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]38.Reverse logistics can be four to five times more expensive than forward logistics. (True) [LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]work complexity refers to the growing number of nodes and the associated changes to thelinks in logistics systems. (True)[LO 4.8: To articulate logistics issues associated with complexity; Easy; Concept; AACSB Category 3: Analytical thinking]40.System complexity centers on the implications associated with the increasing number ofproducts that most companies continue to face in an effort to differentiate themselves with their customers. (False)[LO 4.8: To articulate logistics issues associated with complexity; Moderate; Concept; AACSB Category 3: Analytical thinking]。
现代物流-英文版测试题-第四章物流的组织管理问题精选全文完整版
可编辑修改精选全文完整版TEST BANKCHAPTER 4: ORGANIZATIONAL AND MANGERIAL ISSUES IN LOGISTICS Multiple Choice Questions (correct answers are bolded)1. ___________ and ___________ are the two basic organizational structures associated with logistics.a. Centralized; hierarchicalb. Fragmented; centralizedc. Fragmented; unifiedd. Unified; hierarchical[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]2. In a ___________ logistics structure, logistics activities are managed in multiple departments throughout an organization.a. unifiedb. fragmentedc. decentralizedd. matrix[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]3. One problem with a ___________ logistics structure is that because logistics activities are scattered throughout a firm, they likely remain subservient to the objectives of the department in which they are housed.a. fragmentedb. matrixc. decentralizedd. hierarchical[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]4. In a ___________ logistics structure, multiple logistics activities are combined into, and managed as, a single department.a. hierarchicalb. centralizedc. matrixd. unified[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]5. A ___________ logistics organization implies that the corporation maintains a single logistics department that administers the related activities for the entire company from the home office.a. centralizedb. hierarchicalc. unifiedd. command-and-control[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]6. A(n) ___________ logistics organization means that logistics-related decisions are made separately at the divisional or product group level.a. fragmentedb. decentralizedc. flexibled. agile[LO 4.1: To explain organizational structure for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]7. A primary advantage of ___________ logistics is its relative efficiency, whereas a primary advantage of ___________ logistics is its customer responsiveness.a. unified; fragmentedb. unified; decentralizedc. centralized; decentralizedd. fragmented; centralized[LO 4.1: To explain organizational structure for logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]8. Which of the following is an advantage of a decentralized logistics organization?a. It can be less expensive than a centralized organization.b. There are good opportunities for freight consolidation.c. There is better control over company data.d. It can be responsive to customer service requirements.[LO 4.1: To explain organizational structure for logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]9. Which of the following is an advantage of a centralized logistics organization?a. It can be less expensive than a decentralized organization.b. It has good opportunities for freight consolidation.c. It can be responsive to customer service requirements.d. It is easier to manage than a decentralized organization.[LO 4.1: To explain organizational structure for logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]10. ___________ organizational design has its foundations in the command-and-control military operation, where decision making and communication often follow a top-down flow.a. Centralizedb. Unifiedc. Matrixd. Hierarchical[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]11. A ___________ organizational design attempts to create an organization that is responsive to the parameters of the contemporary business environment.a. matrixb. networkc. decentralizedd. unified[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]12. A key attribute of network organizational design is a shift from ___________ to___________.a. function; processb. centralization; decentralizationc. process; functiond. decentralization; centralization[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]13. ___________ refers to satisfying current and emerging customer needs.a. Responsivenessb. Flexibilityc. Relevancyd. Accommodation[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]14. ___________ can be defined as an organization’s ability to address unexpected operational situations.a. Relevancyb. Flexibilityc. Accommodationd. Responsiveness[LO 4.2: To compare traditional and contemporary organizational design for logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]15. ___________ refers to the amount of output divided by the amount of input.a. Controlb. Monitoringc. Productivityd. Input–output analysis[LO 4.3: To identify productivity issues and improvement efforts in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]16. Productivity improvement efforts in logistics are often directed toward ___________.a. reducing input while increasing outputb. increasing output by a greater percentage than inputs are increasedc. reducing input while holding output constantd. increasing output while holding input constant[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]17. What is the most important purpose of warehouse work rules?a. to control pilferageb. to keep employees from engaging in unproductive and potentially destructive activitiesc. to protect companies from union grievance proceduresd. to give managers control over warehouse workers[LO 4.3: To identify productivity issues and improvement efforts in logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]18. What major retailer has been testing drones within its warehouses as a potential solution to enhance productivity?a. Amazonb. Home Depotc. Walmartd. Target[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Application; AACSB Category 3: Analytical thinking]19. A ___________ is a device used to monitor and control the actions taken by a driver and his/her vehicle.a. tachographb. tachometerc. speedometerd. regulator[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]20. ___________ refers to an organization making their unused resources available to other organizations.a. Sharing economyb. Flexibilityc. Responsivenessd. Excess capacity[LO 4.3: To identify productivity issues and improvement efforts in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]21. ___________ is a set of generic standards used to document, implement, and demonstrate quality management and assurance systems.a. Benchmarkingb. Six Sigmac. ISO 9000d. ISO 14000[LO 4.4: To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]22. The quality concept that emphasizes the elimination of business errors is known as___________.a. the Lean approachb. Six Sigmac. benchmarkingd. zero tolerance[LO 4.4: To discuss quality issues in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]23. ___________ refers to the integration of Six Sigma and the Lean approach.a. ISO 9000b. Quality managementc. Supply chain managementd. Lean Six Sigma[LO 4.4: To discuss quality issues in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]24. What is a key difference between IS0 9000 and the Malcolm Baldrige National Quality Award?a. Only the Baldrige Award focuses on quality.b. The Baldrige Award is more externally focused than is ISO 9000.c. ISO 9000 is more externally focused than the Baldrige Award.d. ISO 9000 focuses more on lean practices than does the Baldrige Award.[LO 4.4: To discuss quality issues in logistics; Difficult; Synthesis; AACSB Category 3: Analytical thinking]25. The ___________ has been established to identify uncertainty sources that can affect the risk exposure for logistics activities.a. Perfect Orderb. Logistics Uncertainty Pyramid Modelc. Department of Homeland Securityd. Logistics Risk Factor[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]26. From a logistics perspective, two of most important government agencies incorporated into the Department of Homeland Security (DHS) were the Transportation Security Administration (TSA) and ___________.a. Department of Transportationb. Federal Maritime Commissionc. Surface Transportation Boardd. Customs and Border Protection (CBP)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Difficult; Application; AACSB Category 3: Analytical thinking]27. The ___________ is responsible for the security of the U.S. transportation system.a. Department of Commerceb. Department of Transportationc. Transportation Security Administration (TSA)d. U.S. State Department[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]28. ___________ refers to a program where public and private organizations work together to prevent terrorism against the United States.a. Container Security Initiative (CSI)b. Importer Security Filing (ISF) rulec. Customs Trade Partnership Against Terrorism (C-TPAT)d. Securing America’s Borders (SAB)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]29. The Importer Security Filing (ISF) rule requires importers to file ___________ pieces of information and carriers to file ___________ pieces of information.a. 10; 2b. 5; 5c. 2; 10d. 4; 8[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]30. Which of the following statements is false?a. Pilferage refers to employee theft.b. The time and costs associated with theft aren’t always covered by insurance.c. Some organizations avoid locating their facilities in areas characterized by high crime rates.d. Theft refers to stolen merchandise worth more than $500.[LO 4.6: To describe ways to manage theft and pilferage; Difficult; Synthesis; AACSB Category 3: Analytical thinking]31. The materials stolen in ___________ are usually for the employee’s own use.a. theftb. demurragec. non-monetary compensationd. pilferage[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Concept; AACSB Category 3: Analytical thinking]32. What is the primary difference between pilferage and theft?a. There is no difference between the two terms.b. Pilferage involves a firm’s own employees, while theft involves efforts from outsiders.c. Theft refers to stolen merchandise worth more than $500.d. Pilferage refers to stolen merchandise worth more than $500.[LO 4.6: To describe ways to manage theft and pilferage; Difficult; Synthesis; AACSB Category 3: Analytical thinking]33. Approximately ___________ percent of all pirate attacks in recent years have involved petroleum tankers.a. 40b. 30c. 20d. 10[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Application; AACSB Category 3: Analytical thinking]34 The concept of logistics social responsibility, or corporate social responsibility issues that relate directly to logistics, did not emerge until which decade?a. 1970sb. 1980sc. 1990sd. 2000s[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]35. The two areas in logistics systems where most energy costs occur are ___________ and___________.a. warehousing; transportationb. packaging; transportationc. materials handling; packagingd. warehousing; materials handling[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]36. With respect to the design of warehouses, one suggestion for energy savings is to make sure that dock doors are not placed on the ___________ side of a building.a. westb. eastc. northd. south[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]37. Transportation accounts for approximately ___________ of all petroleum consumption in the United States.a. three-quartersb. two-thirdsc. one-halfd. one-third[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]38. Which of the following is not one of the three critical factors associated with the process of managing returned goods?a. why products are returnedb. whether returned goods should be managed internally or outsourced to a third partyc. how to optimize reverse logisticsd. how many products are returned[LO 4.7: To review the concept of logistics social responsibility; Difficult; Synthesis; AACSB Category 3: Analytical thinking]39. ___________ complexity refers to the growing number nodes and the associated changes to the links in the logistics system.a. Processb. Rangec. Networkd. System[LO 4.8: To articulate logistics issues associated with complexity; Moderate; Concept; AACSB Category 3: Analytical thinking]40. ___________ complexity centers on the implications associated with the increasing number of products that most companies continue to face in an effort to differentiate themselves with their customers.a. Processb. Rangec. Networkd. System[LO 4.8: To articulate logistics issues associated with complexity; Moderate; Concept; AACSB Category 3: Analytical thinking]True-False Questions1.The organization of logistics activities within a firm depends on a number of factors,including the number and location of customers and an organization’s size. (True)[LO 4.1: To explain organizational structure for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]2.In a decentralized logistics structure, logistics activities are managed in multiple departmentsthroughout an organization. (False)[LO 4.1: To explain organizational structure for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]3.One problem with a fragmented logistics structure is that because logistics activities arescattered throughout the firm, they likely remain subservient to the objectives of thedepartments in which they are housed. (True)[LO 4.1: To explain organizational structure for logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]4.In a unified logistics structure, multiple logistics activities are combined into, and managedas, a single department. (True)[LO 4.1: To explain organizational structure for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]5. A centralized logistics organization generally results in better customer responsiveness than adecentralized logistics organization. (False)[LO 4.1: To explain organizational structure for logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]6. A decentralized logistics organization means that logistics-related decisions are made at thedivisional or product group level and often in different geographic areas. (True)[LO 4.1: To explain organizational structure for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]7.The majority of companies employ a chief logistics officer (CLO). (False)[LO 4.1: To explain organizational structure for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]8. A matrix organizational design can be very responsive to customer requirements. (True) [LO 4.2: Organizational design for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]9.From a logistics perspective, a network organizational design in logistics is manifested interms of relevancy, responsiveness, and flexibility. (True)[LO 4.2: Organizational design for logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]10.Responsiveness refers to satisfying current and emerging customer needs. (False)[LO 4.2: Organizational design for logistics; Easy; Concept; AACSB Category 3: Analytical thinking]11.The postponement of product assembly and labeling until exact customer requirements areknown is an example of responsiveness. (False)[LO 4.2: Organizational design for logistics; Moderate; Application; AACSB Category 3: Analytical thinking]12.Productivity efforts in logistics are often directed at increasing the amount of output whileholding input constant. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]13.Union work rules are often very specific in the sense that job descriptions spell out theresponsibilities associated with a particular job. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Easy; Application; AACSB Category 3: Analytical thinking]14.Walmart has begun testing drones within its warehouses as a potential solution to enhancewarehouse productivity. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Easy; Application; AACSB Category 3: Analytical thinking]15.The odometer is a recording instrument that produces a continuous, timed record of the truck,its speed, and its engine speed. (False)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]16.Wireless communications, global positioning systems, and graphical information systemsoffer tremendous opportunities to improve driver productivity. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Synthesis; AACSB Category 3: Analytical thinking]17.Excess capacity, or unused available space, can be unproductive because it may result in thepurchase of additional equipment or space. (True)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Application; AACSB Category 3: Analytical thinking]18.Coopetition is a concept that entails an organization making its unused resources available toother organizations. (False)[LO 4.3 To identify productivity issues and improvement efforts in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]19.Logistics service quality relates to a firm’s ability to deliver products, materials, and serviceswithout defects or errors to both internal and external customers. (True)[LO 4.4 To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]20.ISO 14000 is a set of generic standards used to document, implement, and demonstratequality management and assurance systems. (False)[LO 4.4 To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]21.The integration of Six Sigma with the Lean approach refers to Lean Six Sigma. (True)[LO 4.4 To discuss quality issues in logistics; Easy; Concept; AACSB Category 3: Analytical thinking]22.ISO 9000 involves organizations benchmarking themselves against organizations fromoutside their particular industry. (False)[LO 4.4 To discuss quality issues in logistics; Moderate; Concept; AACSB Category 3: Analytical thinking]23.The Logistics Uncertainty Index has been established to identify uncertainty sources that canaffect the risk exposure for logistics activities. (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]24.Terrorism can be viewed as an illegal use of or threat of force or violence made by a group oran individual against a person, a company, or somebody’s property with a goal of menacing the target, often grounded in politics or ideology. (True)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]25.From a logistical perspective, the Transportation Security Administration (TSA) and theDepartment of Transportation are two of the most important government entities that were incorporated into the Department of Homeland Security (DHS). (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Synthesis; AACSB Category 3: Analytical thinking]26.The Transportation Worker Identification Credential (TWIC) uses biometric data to excludecertain workers from secure areas at ports and terminals. (True)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]27.Customs and Border Protection (CBP) is responsible for securing U.S. borders to protect theAmerican people and the U.S. economy. (True)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]panies that participate in the Customs Trade Partnership Against Terrorism (C-TPAT)are exempt from all import tariffs and all import quotas. (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Application; AACSB Category 3: Analytical thinking]29.The Importer Security Filing (ISF) rule requires carriers to file 10 pieces of information andimporters to file 2 pieces of information. (False)[LO 4.5: To report on programs designed to lessen the impact of terrorism on logistics systems; Moderate; Concept; AACSB Category 3: Analytical thinking]30.Experts recommend that the best pilferage policy should be based on zero tolerance. (True) [LO 4.6: To describe ways to manage theft and pilferage; Easy; Application; AACSB Category 3: Analytical thinking]31.One of the most effective methods of protecting goods from theft or pilferage is to keep themmoving through the system. (True)[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Application; AACSB Category 3: Analytical thinking]32.More than 50 percent of all pirate attacks in recent years have involved petroleum tankers.(True)[LO 4.6: To describe ways to manage theft and pilferage; Moderate; Application; AACSB Category 3: Analytical thinking]33.Logistics does not have an inherent connection to sustainability. (False)[LO 4.7: To review the concept of logistics social responsibility; Easy; Application; AACSB Category 3: Analytical thinking]34.Potential logistics social responsibility dimensions include the environment, diversity, safety,and philanthropy, among others. (True)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Synthesis; AACSB Category 3: Analytical thinking]35.Warehousing and packaging are the two areas in logistics systems where the most energycosts occur. (False)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Synthesis; AACSB Category 3: Analytical thinking]36.Roof color is often overlooked as an area for warehousing energy control. (True)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]37.Transportation accounts for about one-half of all petroleum consumption in the UnitedStates. (False)[LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]38.Reverse logistics can be four to five times more expensive than forward logistics. (True) [LO 4.7: To review the concept of logistics social responsibility; Moderate; Application; AACSB Category 3: Analytical thinking]work complexity refers to the growing number of nodes and the associated changes to thelinks in logistics systems. (True)[LO 4.8: To articulate logistics issues associated with complexity; Easy; Concept; AACSB Category 3: Analytical thinking]40.System complexity centers on the implications associated with the increasing number ofproducts that most companies continue to face in an effort to differentiate themselves with their customers. (False)[LO 4.8: To articulate logistics issues associated with complexity; Moderate; Concept; AACSB Category 3: Analytical thinking]。
综合阶段英语学习讲义-注册会计师(CPA-)第12讲
5.、Porter‟s diamondPorter tried to answer the following questions:Why does a nation become the home base （总部， 根据地） for successful international competitors in an industry? Germany is renowned for car manufacture; Japan is prominent in consumer electronics （消费性电子产品）.Why are firms based in a particular nation able to create and sustain competitive advantage against the world‟s best competitors in a particular field?Why is one country often the home of so many of an industry‟s world leaders? Porter called the answers to these questions the determinants （决定因素） of national competitive advantage. He suggested that there are four main factors which determine national competitive advantage and expressed them in the form of a diamond.迈克尔·波特识别出国家竞争优势的四个决定因素，构建了钻石模型。
Favorable factor conditions: physical resources such as land, minerals and weather;capital; human resources; knowledge and infrastructure.There must be a strong home market demand for the product or service.The success of an industry can be due to its suppliers and related industries. Organization goals can be determined by ownership structure.1. BenchmarkingBenchmarking is the process of systematic comparison of a service, practice or process. Its use is to provide a target for action in order to improve competitive position. 基准分析是企业和竞争对手在劳务、实践或流程等方面系统进行比较的过程。
有关物流方面的英文文献
原文：Chinese Business Review，2010,9(10):51-56 Application of Fuzzy-AHP method in the evaluation of logistics capability in e-commerce environmentYANG Lei1，2 , ZHANG Yi -zhen1(1.Business School, Agricultural University of Hebei,Baoding 071001, China;2.Economic Trade Department, Hebei College of Finance,Baoding 071051, China)Abstract：In order to solve the complex problem of evaluation of logistics capability in e-commerce environment,an index system model of logistics capability is established based on the method of Fuzzy-AHP in this paper. The results show that the method of Fuzzy-AHP is a powerful and flexible multi-criteria decision-making tool for dealing with complex problems where both qualitative and quantitative aspects need to be considered, and the human preference model is uncertain and decision-makers are reluctant or unable to assign exact numerical values to the comparison judgments. The evaluation model of logisticscapability based on method of Fuzzy-AHP can help to make an effective decision in the evaluation of logistics capability. By this way we can effectively deal with the uncertainty and vagueness in the evaluation process of logistics capability. Logistics companies can diagnose their own weaknesses in the area of logistics and enhance their competitiveness.Keywords:Fuzzy-AHP;e-commerce;logistics capability1. IntroductionIn today’s highly competitive environment，many companies are entering the global arena to gain market share. The cost of logistics and transportation has a large impact on a company’s profitability. Global competition in the twenty-first century is forcing companies around the world to reexamine their logistics operations and systems with the objective of reducing costs and improving customer service. E-commerce has brought new opportunities, as well as challenges to logistics management. E-commerce will open an entirely new market for actors in the logistics field. Logistics and distribution systems that function efficiently and effective1y in all respects will be crucial for the success ofthe companies involved. Logistics can be defined as an operational process that includes inputting, storing, transporting and distributing physical goods. E-logistics is an internet-enabled logistics value chain designed to offer competitive logistics services including public warehousing, contract warehousing, transportation management, distribution management, freight consolidation. E-logistics consists of four important components:one-stop value-added services, management of electronic information, a transportation network and automation in warehousing operations. The objectives of e-logistics are reducing operating costs, meeting product delivery deadlines and improving customer services. Nowadays, competitive advantage is often determined by the logistics capability of an organization’s supply chain. As a result, it has become an increasingly important management activity. But the evaluation process of the logistics capability is complex. Much of the data are difficult to obtain and ambiguous or vague to interpret. Many companies are using logistics software and the Internet to run their business more efficiently and meet the needs ofcustomers(Aldin &Stahre,2003). However, there are also many problems in the modern logistics.There are many studies performed on logistics capability and Fuzzy-AHP method, such as:Michigan State University Global Logistics Research Team(referred to as MSUGL-RT)(1995)identified 17types of common logistics capability from 32 possible elements of logistics capability through a survey of 111 companies which come from 17 different countries of North America, Europe and the Pacific Basin. Morash, Droge and Vickery(1996)determined eight kinds of logistics capability for the company’s strategy:per-sale customer service, after-sales customer service, delivery reliability, responsiveness of the target market, which distribution coverage(availability), optional distribution area and low cost distribution. Gimnez and Ventura (2003) pointed out that information and communication technology are very important on the development of supply chain. That means supply chain management （SCM）requires internal and external integration. They analyzed the relationship between internal and external integration processes their effect onfirms’performance and their contribution to the achievement of a competitive advantage. Performance improvement are analyzed through costs, stock out and lead time reductions. And, the achievement of a better competitive position is measured by comparing the firm’s performance with its competitors’ performance. Qureshi, Kumar (2009) used the Fuzzy analytic hierarchy process(Fuzzy-AHP) approach to support a generic logistics benchmarking process. Logistics critical success factors from the literature have been identified and prioritized. Using these critical success factors, performance levels of the LOGINET, a 3PL services provider based in western part of India was benchmarked along with four other services providers.However, these scholar’s study are mainly qualitative description, few of empirical research, especially the study combined with e-commerce environment are very little. In short,there is not a scientific and comprehensive assessment system and few scientific and effective methods can be used to evaluate the logistics capability of companies in the -commerce environment. This impliesthat manufacturing companies, especially logistics companies, must identify and create effective logistics solutions and establish a scientific evaluation system of logistics capability as soon as possible in order to compete on the marketplace.This paper proposes an index system model of logistics capability in e-commerce environment and analyzes it by the method of Fuzzy-AHP. It is organized as follows: Section two establishes a logistics capability index system model; Section three evaluates it based on the method of Fuzzy-AHP; Section four comes into the conclusion.2.Establishing the logistics capability index system model in e-commerce environmentBefore establishing the logistics capability index system model,we must set up an evaluation index system first. Table 1 illustrates an evaluation index system of logistics capability.Table 1 Evaluation index system of logistics capability ine-commerce environment3．Evaluation of logistics capability based on Fuzzy-AHP in e-commerce environmentAnalytic hierarchy process (AHP) is a method for ranking decision alternatives and selecting the best one when the decision maker has multiple criteria. This method was first presented by Saaty (1980). With AHP, the decision maker selects the alternative that best meets his or her decision criteria developing a numerical score to rank each decision alternative based on how well each alternative meets them. The AHP is a powerful and flexible multi-criteria decision-making tool for dealing with complex problems where both qualitative and quantitative aspects need to be considered. So, AHP has been widely used as a useful multiple criteria decision making (MCDM) tool or a weight estimation technique in many areas, such as selection, evaluation, planning and development, decision making, forecasting，and SO on．In general，evaluation and calculation in AHP can be divided into four stages: scoring the alternatives under each criterion, weighting the criterion, calculating the final score and rank and fina1 decision.Though the purpose of AHP is to capture the expert’s knowledge, the conventional AHP still cannot reflect thehum an thinking style. In many practical cases, the human preference model is uncertain, and decision-makers might be reluctant or unable to assign exact numerical values to the comparison judgments. Therefore, a method based on Fuzzy-AHP can help to make an effective decision. By this way, we can deal with the uncertainty and vagueness in the decision process.The Fuzzy-AHP technique can be viewed as an advanced analytical method developed from the traditional AHP. Despite the convenience of AHP in handling both quantitative and qualitative criteria of multi-criteria decision making problems based on decision makers’judgments, fuzziness and vagueness existing in many decision-making problems may contribute to the imprecise judgments of decision makers in conventional AHP approaches (Benyoucef & Canbolat，2007). In more complex system, the experiences and judgments of human are represented by linguistic and vague patterns. Therefore, a much better representation of this linguistics can be developed as quantitative data. This type of data set is then refined by the evaluation methods of Fuzzy set theory.(1)Define decision criteria in the form of a hierarchy of the assessment index of logistics capacityThe hierarchy is structured on different levels: from the top through intermediate levels to the lowest leve1. We can know from Table 1 that various indicators of the logistics capacity are divided into three levels. The first level is defined as U= (U1, U2, U3, U4). The next levels are expressed as Ui=(uil, ui2, ..., uij), i=1, 2, ..., m; j=1, 2, ...,n.(2)Determine the index weight set“Expert Choice”as a tool for crisp AHP can determine the contribution of each ratio in creating inconsistency and the ratio with the most contribution. Using AHP, starting from the research objectives, the authors select twenty senior experts which are good at logistics, supply chain management, e-commerce and so on. Give them the form s of consultation, and repeatedly, sought the comment, then construct the evaluation matrixes of logistics capability.Firstly, weight the criteria, sub-criteria and alternatives as a function of their importance for the corresponding element of the higher leve1. For this purpose,AHP uses simple pair-wise comparisons to determine weights and ratings, so that the analyst can concentrate on just two factors at one time. Construct each level of the evaluation matrixes of logistics capability. Determine the order and relative weights of each element in each level by constructing the comparative matrixes and the mathematical methods. The expert scoring method is mainly used in this step.c= (c), i=1, 2, ...n, j=1,2, ...n, ij c=i c/j cijIn the matri,C means i C relative importance of j C.It isijdescribed by”1-9 scaling”(Cebeci,2009)(see Table 2).Table 2 1-9 ScalingSecondly, after a judgment matrix has been developed, a priority vector to weight the elements of the matrix is calculated. This is the normalized eigenvector of the matrix. Calculate the matrix structure to derive the greatest characteristic root:Then, find the eigenvalues and eigenvectors, and testthe consistency. After a good comparison matrix structure, the authors obtained the relative weight matrix factors:w=T w w w w ）（4321,,, , where, 1w is the influence weight of the ikind of factors. Then test the consistency of the matrix. At first, calculate the index of deviating from the consistency, as 1n n-max -=λCI , find out the index of average random consistency RI and then calculate the proportion of consistency RICI CR =. If CR<0.1, it means that the matrix has satisfying consistency (Yang, 2009). Finally, we can gain the weight results by the single order and total order.(3) Determine the reviews setThe evaluation index system of logistics contains a large number of qualitative indicators that are difficult to quantify. In order to facilitate to evaluate and compare, this article have five(excellent, good, medium, poor, bad) reviews set,namely: V=(V1 ，V2，V3，V4,V5)=(excellent, good, medium, poor, bad). Review set is an aggregate from all kinds of possible evaluation results.(4) Determine the Fuzzy evaluation matrixTo obtain the evaluation set data by Delphi method, the assessment expels give the Fuzzy choices on variousindicators. Statistics the evaluation index system of selection results from the experts, and then calculate in accordance with the established Fuzzy mode1. After finishing the survey results and statistics, we can get Fuzzy evaluation transformation matrix R.where i=1,2,..., n; n =1, 2, 3, ...; k=-I, 2, 3, 4; j =1,2, ...5.(5)Comprehensive evaluationUsing Fuzzy evaluation method to obtain the comprehensive Fuzzy evaluation set. For example, to evaluate U1, U2, U3, U4, and then get the comprehensive evaluation results Bl, B2, B3, B4. Then using the obtained evaluation results, we can get the results B of the first level U, which is the tota1 evaluation result. The comprehensive evaluation results are Fuzzy set of the reviews sets. In practice, we can quantitative the elements of the reviews set in order to reflect all the reviews information, such as V=(excellent, good, medium, poor, bad) = (10, 8, 6, 4, 2). Then we will obtain the comprehensive evaluation scores of logistics suppliers, according to its sort of e-commerce capabilities to select the best logisticssuppliers.4．ConclusionUsing the comprehensive evaluation method of Fuzzy-AHP, not only all factors are considered in the whole evaluation process, but also all the information at all levels of evaluation are kept. The results are in good to reflect the actual situation of logistics capabilities, and can be easily translated into specific points, to facilitate comparison of high and low levels of logistics. Logistics companies can diagnose their own weaknesses in the area of logistics in order to enhance their competitiveness.References:Aldin, N.& Stahre, F.. (2003). Electronic commerce, marketing cannels and logistics platform一A wholesaler perspective. European Journal of Operational Research, 144(1), 270-279.Benyoucef, M. & Canbolat, M.. (2007). Fuzzy AHP-Based supplier selection in e-procurement. International Journal of Services and Operations Management, 3(3), l 72-l 92. Cebeci, U.. (2009). Fuzzy AHP-based decision support system for selecting ERP systems in textile industry byusing balanced scorecard. Expert Systems with Applications, 36(7), 8900-8909.Gimnez, C. & Ventura, E.. (2003). Supply chain management as a competitive advantage in the Spanish grocery sector. The International Journal of Logistic Management , 14(1), 77-88.Morash, E, Droge, C. & Vickery, S.. (1996). Boundary spanning interfaces between logistics, production, marketing and NPD. International Journal of Physical Distribution and Logistics Management, 26(8), 43-62. Qureshi, M. N, Kumar, P. &Kumar, D.. (2009). Framework for benchmarking logistics performance using Fuzzy AHP. International Journal of Business Performance and Supply Chain Modelling, (5), 82-98.Saaty, T. L. (1980). The analytic hierarchy process New York:McGraw-Hil1.Weber, C . L, Hendrickson, C. T, Matthews, H.S, Nagengast, A, Nealer, R. & Jaramillo, P.. (2009). Life cycle comparison of traditional retail and e-commerce logistics for electronic products: A case study of buy.corn. Sustainable Systems and Technology, 5,1-6.Yang, L.. (2009)．Empirical analysis on the development of agri-food logistics in Hebei province. Co-operative Economy and Science, 6-8.。
供应链优化术语解析
供应链优化术语解析ABC库存分类法(ABC Inventory Classification)ABC库存分类法采用柏拉图(Pareto)分析方法来控制库存状态。
根据一些评判标准，如收益，周转率和价值，将库存物品分成三个类别 (即A/B/C三类)。
通常，A类代表数量占20%，而价值占70%~80%的商品。
该方法也被称为使用价值分析。
标杆对比(Benchmarking)标杆对比是一种学习方式，原本指观察并分析不同经营模式下，组织的特定流程的管理方法，前提是具备可比性。
延伸来说，标杆对比现在指与行业中的领先公司比较某个特定流程(如物流流程)的绩效。
传接球(Catchball)传接球流程是一项有助于组织上下所有层面大幅改善反馈和主人翁意识的精益策略，尤其适用于复杂的决策制定和政策部署。
协同计划、预测与补货(CPFR)协同计划、预测与补货(CPFR)是美国产业共同商务标准协会(VICS：Voluntary Interindustry Commerce Solutions Association)的注册商标。
这一概念指通过支持和协助共同作业加强供应链一体化。
CPFR通过对整个供应链的信息共享和协同补货达成合作式的库存管理。
客户关系管理(CRM)客户关系管理是一种市场营销方式，旨在维护客户对公司的忠诚度，这种营销方式可运用人力资源(如呼叫中心)，技术资源(如电邮)和财务资源来维护、更新并理解所有与客户或潜在客户相关的数据，以将市场营销的任务自动化(如群发邮件)并管理客户关系(如客户俱乐部，会员卡)。
周期盘点(Cycle Counting)也被称为永续盘存，周期盘点是一种核对库存准确性的方法，确保库存准确性一直保持高水平。
方法是定期盘点，核对库存数量和库位，如与库存记录不符，则加以调整。
周期盘点通常基于ABC库存分类法进行。
需求驱动型价值网(DDVN)需求驱动型价值网是一种商业体系，引导一定情景中整体的供应链活动，或某种极其高效的采购活动。
现代企业管理名词中英文解释
现代企业管理名词中英文解释1.CE——Concurrent Engineering 并行工程2.QFD——Quality Function Deployment 品质功能展开3、PPM——Parts per Million 10-6百万分之一4、PPb——Parts per Billon 10-9十亿分之一5、ZD——Zero Defect 零缺陷6、VE——Value Engineering价值工程7、V A——Value Analysis价值分析8、AHP——层次分析法软件能力成熟度（the Capability Maturity Model for Software, 简称CMM）9、FTA——Failure tree Analysis故障树分析10、CS——Customer Satisfaction 顾客满意度11、LCE——Life-cycle Engineering生命周期工程12、IPD——一体化产品开发. Integrated Product development.13、SE——Simultaneous Engineering 同步工程14、TD——Team Design 团队设计15、DFM——Design for Manufacture 为制造而设计16、DFA——Design for Assembly 为装配而设计17、CAD——Computer aided Design 计算机辅助设计18、CAM——Computer aided Manufacture 计算机辅助制造19、CIMS——计算机集成制造系统Computer Integrated Manufacturing system20、BPR——Business Process Reengineer 业务流程再造（重组）21、MTBF——Mean Time Between Failure 平均故障周期22、MTTR——Mean Time to Repair 平均维修时间23、TPM——Total Productive Maintenance 全面生产维修24、SMT——表面装配技术（电子元件与PCB板贴装）25、4M1E——人（Man）、机器设备（Machine）、原材料（Material）、操作及检测方法（Method）、和环境（Environment）26、5W1H——Why（采取措施的原因）、What（执行措施预期达到目的）、Where(在哪里执行措施)、Who(谁来执行)、When(何时开始执行，何时完成)、How(如何执行)。
物流关键词——精选推荐
第一章物流和供应链Economic utility 经济效用Possession utility 拥有效用Form utility 形式效用Place utility 地点效用Time utility 时间效用Logistic 物流Reverse logistic 逆向物流Mass logistics 大量物流Tailored logistics 剪裁式物流Market demassification 市场细分化Wal-Mart 沃尔玛Home Depot 家得宝Best Buy 百思买Power retailer 强势零售商System approach 系统方法Stock-keeping units，SKUs 最小存货单位Inbound logistics 内向物流Materials management 物料管理Physical distribution 实物配送Total cost approach 总成本方法Cost-trade offs 成本权衡FOB origin pricing 装运港船上交货定价FOB destination pricing 目的港船上交货定价Land cost 抵岸成本Phantom freight 虚假运费Freight absorption 运费吸收Stockout 缺货Postponement 延迟Ownership channel 所有权渠道Negotiations channel 协商渠道Financing channel 财务渠道promotions channel 促销渠道logistics channel 物流渠道channel facilitators 渠道促进者channel intermediaries 渠道中介第二章供应链管理概念supply chain management，SCM 供应链管理supply chain 供应链supply-chain operation reference，SCOR 供应链运作参考global supply chain forum，GSCF 全球供应链论坛fast supply chain 快速供应链agile supply chain 敏捷供应链perfect order 完美订单partnerships 伙伴关系bullwhip effect 牛鞭效应supply chain collaboration供应链协作data mining 数据挖掘Hershey Food 好时食品公司Ford Motor Company 福特汽车公司Martin-Brower Company 马丁-伯劳尔公司Third-party logistics，3PL 第三方物流Logistics outsourcing 物流外包Contract logistics 合同物流Exel logistics 英运物流FedEx Supply Chain Services 联邦快递供应链服务Kuehne and Nagle 德训UPS Supply Chain Solutions 联合包裹供应链解决方案Deutsche Post 德国邮政Menlo Logistics 门洛物流Fourth-party logistics，4PL 第四方物流Lead logistics provide，LLP 领先物流提供商第三章物流与信息技术Data 数据Information 信息Office automation system 办公自动化系统Communication system 通信系统EDI 电子数据交换Wireless communication 无线通信Global positioning system，GPS 全球定位系统Voice-based order picking 语音识别系统Transaction processing system，TPS 交易处理系统Electronic data interchange，EDI 电子数据交换Radio-frequency identification，RFID 射频识别Logistics information system，LIS 物流信息系统Decision support system，DDS 决策支持系统Simulation 仿真Artificial intelligence，AI人工智能Application-specific software 专业软件SCM供应链管理系统TMS运输管理系统WMS仓库管理系统Enterprise resource planning ERP企业资源计划Electronic commerce 电子商务On-demand software 按需软件需求管理、订单管理和顾客服务Demand management 需求管理Make-to-stock 备货型生产Make-to-order 按订单生产Judgemental forecasting 主观判断预测Time series forecasting 时间序列预测Cause-and-effect forecasting 因果预测Collaborative planning，forecasting and replenishment，CPFR写作计划、预测和补货Order management 订单管理Order cycle 订货周期Order transmittal 订单传递Order processing 订单处理Order triage 订单类选Order picking and assembly 拣货与组合Pick-to-light technology 按灯拣选技术Order delivery 订货交付Transit time 运送时间Customer service 顾客服务Customer satisfaction 顾客满意Order fill rate 订单履行率Benchmarking 标杆管理Service recovery 服务补救第五章保护性包装和物料搬运Building-blocks concept 组块概念Packaging 包装RFID 射频识别Package testing 包装测试Close-loop system 闭环系统Pallet 托盘Skid 平台Unit load 单位装载Unitization 单元化Slip sheet 滑板Shrink-wrap伸缩包装Weighing out 重量满载Material handing 物料搬运Container 集装箱Unit load devices，ULDs 单位装载设备Cubesout 容量满载Ergonomics 人类工效学Picker-to-part system 拣货者至储位系统Part-to-picker system 储位至拣货者系统运输Transportation 运输Rail gauge 轨间距Line-haul 长途运输Consignee 收货人Accessorial service 补充服务Dimensional weight 体积计重Lest-than-truckload，LTL 零担运输Truckload，TL 整车运输Terminal 集散中心Excess capacity 剩余能力Slurry systems 泥浆系统Barge 驳船Piggyback transportation 驮背式运输Intermodal transportation 联合运输TEU 国际标准箱单位Freight forwarders 货运代理人Shippers’associations 托运人委员会Brokers 经纪人Parcel carriers 包裹承运人Environment Protection Agency，EPA 环保局Department of Transportation，DOT 美国交通部Common carrier 公共承运人Contract carrier 契约承运人Exempt carrier 豁免承运人Private carrier 自有车辆承运人第七章运输管理Transportation management 运输管理Shipper 托运人Consignee 收货人Commodity rate 商品费率Class rate system 等级费率系统Density 密度Stowability 易装载性Freight classification 货物分级Rate bases number 费率基数MW 最小重量Weight break 分界重量Amodal shipper 非模式托运人Documentation 单证Bill of loading 提单Freight bill 运费清单Freight claims 货物索赔TAB 运输仲裁委员会Demurrage滞期费Detention 滞留费Diversion 转港Reconsignment 再交付Routing 运输路线选择Routing guide 路径指南Hazardous material 危险品Tracing 货物追踪Expediting 加急运输第八章配送中心、仓库和工厂选址Facility location 设施选址Pure materials 纯材料Weight-losing products 失重产品Weight-gaining products 增重产品Maquiladoras 出口加工区Right-to-work laws 劳动权法Teamsters Union 卡车司机工会Expatriate workers 外派雇员Inventory tax 库存税Empowerment zones 授权区Intermodal competition 模式间竞争Intramodal competition 模式内竞争Just-in-time philosophy 及时理念Supplier parks 供应园区Quality-of-life considerations 生活质量因素Facility relocation 设施搬迁Facility closing 设施关闭第九章库存管理Inventory 库存Inventory turnover 库存周转率Cycle stock 周转库存/Base stock 基本库存Safety stock 安全库存/buffer stock 缓冲库存Pipeline stock 管道库存/in-transit stock 在途库存Nodes 节点Speculative stock 投机性库存Inventory carrying（holding）cost 库存持有成本Inventory shrinkage 库存缩减Stock-out cost 缺货成本Fixed order quantity system 固定订货量系统Fixed order interval system 固定订货期系统Reorder（trigger）point 再订货点Economic order quantity，EOQ 经济订货量Inventory flow diagram 库存流图ABC analysis ABC分类法Just-in-time（JIT）approach 准时制（JIT）方法Just-in-case，JIC 以防万一Vendor-managed inventory，VMI 供方管理库存Complementary products 互补产品Dead inventory 呆滞库存Substitute products 替代产品第十章仓储管理Warehousing 仓储Warehouses 仓库Distribution centers 配送中心Throughput 吞吐量Regrouping function 重组功能Accumulating 积聚Allocating 分配Bulk breaking 拆散Assorting 分类Sorting out 分拣Cross-docking 越库Public warehousing 公共仓储Bonded storage 保税储存Field warehousing 现场仓储Private warehousing 私有仓储Contract warehousing 合同仓储/third-party warehousing 第三方仓储Multiclient warehousing 多客户仓储Fixed slot location 固定的储位布局Variable slot location 可变的储位布局Paperless warehousing 无纸化仓储Warehousing management system，WMS 仓库管理系统Dunnage 货垫。
标杆分析法(benchmarking)
标杆分析法/基准化分析法(Benchmarking)1、定义基准化分析法（Benchmarkting）就是将本企业各项活动与从事该项活动最佳者进行比较，从而提出行动方法，以弥补自身的不足。
benchmarking是将本企业经营的各方面状况和环节与竞争对手或行业内外一流的企业进行对照分析的过程，是一种评价自身企业和研究其他组织的手段，是将外部企业的持久业绩作为自身企业的内部发展目标并将外界的最佳做法移植到本企业的经营环节中去的一种方法。
实施benchmarking的公司必须不断对竞争对手或一流企业的产品、服务、经营业绩等进行评价来发现优势和不足。
总的来说，基准化分析法(Benchmarking)就是对企业所有能衡量的东西给出一个参考值，benchmarking可以是一种管理体系、学习过程，它更着重于流程的研究分析。
菲利普.科特勒解释说：“一个普通的公司和世界级的公司相比，在质量、速度和成本绩效上的差距高达10倍之多。
benchmarking是寻找在公司执行任务时如何比其他公司更出色的一门艺术。
”其实中国古代战略名著孙子兵法也有提到“知己知彼，百战不殆；不知彼而知己，一胜一负；不知彼，不知己，每战必败”。
其实这是很简单的道理。
Benchmarking法起源于Xerox公司，施乐曾是影印机的代名词，但日本公司在第二次世界大战以后，勤奋不懈地努力，在诸多方面模仿美国企业的管理、营销等操作方法。
日本竞争者介入瓜分市场，从1976 年到1982 年之间，占有率从80%降至13%。
施乐于1979 年在美国率先执行benchmarking，总裁柯恩斯1982 年赴日学习竞争对手，买进日本的复印机，并通过“逆向工程”，从外向内分析其零部件，并学习日本企业以TQC推动全面品管，从而在复印机上重新获得竞争优势。
Benchmarking法的主要作用是：（1）做竞争对手的Benchmarking，有助于确定和比较竞争对手经营战略的组成要素。
管理学相关名词中英对照
目标管理（Management by Objectives, MBO）品牌管理（Brand Management）物流管理(Logistics Management/Physical Distribution ) (Physical Distribution 为传统意义上的物流)知识管理（Knowledge Management）T型管理(T Management)K型管理(K Management)例外管理（Exception Management）EVA管理(Economic Value Added, EVA)5S管理法（5S ：Seiri、Seiten、Seigo、Seiketsu、Shitsuke）OEM（Original Equipment Manufacture,定牌生产合作，俗称“贴牌”）ODM(Original Design Manufacturer，原始设计制造商)零缺陷管理（Zero Defects）供应链管理（Supply Chain Management, SCM）客户关系管理（Customer Relationship Management，CRM）OEC管理法(Over All Every Control and Clear)数字化管理(Digital Management)海豚式管理(Management as Porpoise)跨文化管理（Span-Culture Management）六西格玛管理法(Six Sigma)木桶定律（Cannikin Law）墨菲定律(Moffe’s Law)帕金森定律（Parkinson’s Law）鲇鱼效应（Weever Effect）晕轮效应（Halo Effect）马太效应（Matthew Effect）蝴蝶效应（Butterfly Effect）皮格马利翁效应（Pygmalion Effect）或者叫罗森塔尔效应博弈论(Game Theory)80/20原理（80/20 Law）帕雷托原理X理论-Y理论（Theory X- Theory Y）超Y理论（Exceed theory Y）7S模型（Principle of 7S）ABC分析法（ABC-Analysis）SWOT分析(SWOT Analysis)PDCA循环（PDCA Cyc）戴明环平衡记分卡(Balanced Score Card)零库存（In-Time Inventory）业务流程重组(Business Process Reengineer)员工持股计划（Employee Stock Ownership Plan，ESOP）期望模型（Expectancy Model）五力模型(The Five-force Model)德尔菲法（Delphi Technique）首席知识官（Chief Knowledge Officer）学习型组织（Learning Organization）知识型企业（Knowledge Enterprise）高智商企业（Knowledge-Intensive Enterprise）虚拟企业（Virtual Enterprise，VE）宏观环境（Macro Environment）宏观环境变量（Macro Environment Variables）概念技能conceptual skill人际关系技能human skill技术技能technical skill人际关系角色interpersonal roles( 挂名首脑figure head 领导者leader 联络者liaison) 信息传递角色informational roles (监听者monitor 传播者disseminator 发言人spokesperson)决策者定角色decisional roles (企业家entrepreneur 混乱驾驭者disturbance handler 资源分配者resource alligator 谈判者negotiator)基层管理者first-line中层管理者manager middle高层管理者manager top managercompany image 公司形象organization culture 组织文化Qualitative objective 定性目标Quantitative objective 定量目标Promotion 晋升Transfer调动Demotion降职Dismissal 解雇Downsize 裁员外包Outsourcing企业资源规划Enterprise Resource Planning电子商务Electronic Commerce标杆管理Benchmarking企业流程再造Business Process Re-engineering平衡计分卡Balanced Scoredoard股东:(shareholders)非正式组织:(informal organization)ERP------Enterprise Resource Planning (企业资源计划)MRP-------Material Requirements Planning 物料需求计划MRPⅡ----Manufacturing Resource Planning 制造资源计划JIT----------Just In Time 及时生产TQM-------Total Quality Management 全面质量管理Quality certificate―――品质证明书Feedback反馈Reinforcement theory强化理论Jpositive reinforcement正强化Jnegative reinforcement负强化Jextinction消退Jpunishment惩罚(2)Two-factor theory双因素理论(Dual Stimulant Theory)Motivator faction激励因素J hygiene保健因素(3)Equity theory公平理论(4)Hierarchy of needs theory需求层次理论Jphysiological needs生理需求Jsecurity needs安全需求Jaffiliation needs归属需求Jesteem needs尊重需求Jself-actualization needs自我实现的需求(5)Needs theory需求理论Jaffiliation motive归属动机Jachievement motive成就动机Jpower motive权利动机(6)Expectancy theory期望理论Horizontal channels平行沟通(8)Informal channels非正式沟通Delegation\Empowerment授权Centralization：集权化。
供应链绩效评价方法综述
供应链绩效评价方法综述姓名：花龙雪学号：班级：物流工程1242班目录第一章供应链绩效评价相关理论综述......................................................... 错误!未定义书签。
1.1 供应链管理基础理论........................................................................ 错误!未定义书签。
1.1.1 供应链..................................................................................... 错误!未定义书签。
1.1.2 供应链管理............................................................................. 错误!未定义书签。
1.2 供应链绩效评价基础理论................................................................ 错误!未定义书签。
1.2.1 绩效评价................................................................................. 错误!未定义书签。
1.2.2 供应链绩效评价..................................................................... 错误!未定义书签。
第二章供应链绩效评价方法综述................................................................. 错误!未定义书签。
2.1 供应链绩效评价方法介绍................................................................ 错误!未定义书签。
供应链管理的概念及内容
第三节供应链管理的概念及内容以上介绍的是供应链的概念，对供应链这一复杂系统，要想取得良好的绩效，必须找到有效的协调管理方法，供应链管理思想就是在这种环境下提出的。
对于供应链管理，有许多不同的定义和称呼，如有效用户反应（Efficient Consumer Response，ECR）、快速反应（QuickResponse，QR）、虚拟物流（Virtual Logistics，VL）或连续补充（Continuous Replenishment），等等。
这些称呼因考虑的层次、角度不同而不同，但都通过计划和控制实现企业内部和外部之间的合作，实质上它们一定程度上都集成了供应链和增值链两个方面的内容。
一、供应链管理的概念计算机网络的发展进一步推动了制造业的全球化、网络化过程。
虚拟制造、动态联盟等制造模式的出现，更加迫切需要新的管理模式与之相适应。
传统的企业组织中的采购（物资供应）、加工制造（生产）、销售等看似整体，但却是缺乏系统性和综合性的企业运作模式，已经无法适应新的制造模式发展的需要，而那种大而全，小而全的企业自我封闭的管理体制，更无法适应网络化竞争的社会发展需要。
因此，供应链的概念和传统的销售链是不同的，它已跨越了企业界限，从建立合作制造或战略伙伴关系的新思维出发，从产品生命线的“源头开始，到产品消费市场?从全局和整体的角度考虑产品的竞争力，使供应链从一种运作性的竞争工具上升为一种管理性的方法体系，这就是供应链管理提出的实际背景。
供应链管理是一种集成的管理思想和方法，它执行供应链中从供应商到最终用户的物流的计划和控制等职能。
例如，伊文斯（Evens）认为：供应链管理是通过前馈的信息流和反馈的物料流及信息流，将供应商、制造商、分销商、零售商，直到最终用户连成一个整体的管理模式。
菲利浦（Phillip）则认为供应链管理不是供应商管理的别称，而是一种新的管理策略，它把不同企业集成起来以增加整个供应链的效率，注重企业之间的合作。
SCTE 物流术语中英文对照表
SCTE Logistics Glossary (SCTE 物流术语中英文对照表)version 1.00Table of content (目录)Module 1 Warehousing 仓储 (3)Module 2 Supply Chain Management Overview 供应链管理总览 (5)Module 3 Transportation Overview 运输总览 (6)Module 4 Pack Management包装管理 (7)Module 5 Inventory Basics 库存基本原理 (8)Module 7 warehouse operations I 仓库运作I (9)Module 8 warehouse operations II 仓库运作II (11)Module 9 Transportation Operations 运输运作 (12)Module 10 Transportation Planning 运输规划 (13)Module 11 Inventory Operations 库存运作 (14)Module 12 Production Planning 生产规划 (14)Module 13 Production Operations - Strategic Perspective 生产运作—战略角度 (15)Module 14 Supply Chain Planning 供应链规划 (16)Module 15 The Role of Purchasing 采购的地位 (18)Module 1 Warehousing 仓储按订单提取(Order picking)板台起重机(Pallet Jacks)半成品(WIP)包装(Packing)便携式数据终端(Portable data terminal)标杆管理(Benchmarking)标准过道起重车(Standard aisle truck)补充(Replenishment)不能翻转(Nonreversible)仓储(Warehousing)仓库存储中的道深度 (Lane depth)仓库再造(Rewarehousing)叉车(Fork Trucks)产品定制(Product customization)储备(Stockpiling)储备存贮(Reserve storage)处理(Processing)垂直式升举传送带(Vertical lifting conveyor) 存货运作成本(Inventory Carrying Costs)存贮(Storage)存贮和拣取(S/R, AS/RS)大批货物(Bulk load)单边装载叉车(Sideloader)单位装载 (Unit-Load )单元化(Unitize)弹出装置(Pop-up device)道(Lane)订单提取推车(Order picking cart)堆放框(Stacking frame)多纵梁(Flush-stringer)惰性标签(Passive tags)反向平衡起重车(Counterbalanced lift truck) 分拣(Sortation)分件(Breaking bulk)分类(Sortation)覆盖板(Deckboard)阁楼式(Mezzanine)滚轴传送机(Roller conveyor)后进先出(LIFO)后推型货架(Push-back rack)互换式垂直传送带(Reciprocating Vertical Conveyor)滑板(Skids)滑动/流动货架(Sliding rack)滑鞋分拣器(Sliding Shoe)缓冲(Buffering)活/惰性标签(Active /passive tags)集装箱/容器(Container)荚(Pods)驾驶通过式货架(Drive-Through Rack)架子/箱子/抽屉(Shelves/Bins/Drawers)交叉25码(Interleaved 2 of 5)交叉传送带分拣设备(Cross-Belt Transfer Device)交叉运输方式(Intermodal)精益(Leaning)卡车/起重车(Trucks)库存(inventory)块腿(Block legs)链式/滚筒输送机(Roller conveyor)链式传送机(Chain conveyor)零担(LTL)零散分箱订单提取系统(Split-Case Order Picking System) 流动式货架(Flow-Through Rack)轮带传送机(Wheel conveyor)码垛机器人(Robot Palletizer)拿走或留着托盘(Take-it-or-leave-it pallet)排数(Row)平面皮带输送机(Flat Belt Conveyor)前伸式叉车(Reach trucks)区域叠放(Block stacking)人与车同行AS/RS (Man-On-Board AS/RS)设备设置费用(Setup costs)深度(Depth)深巷AS/RS(Deep-Lane AS/RS)识别(Identification)驶入/驶入通过式货架(Drive-in or -through racks)收货(Receiving)手工推车(Hand Truck)输送机(Conveyors)双深度(Double deep)托盘货架条板式输送机(Slat conveyor)条形码(Barcode)托盘(Pallet)托盘货架(Pallet Rack)托盘推车(Pallet jacks)桅杆(Masts)唯一货物代码(UPC)无线射频识别技术(RFID)先进先出(FIFO)掀动设备(Tilting Device)小型装载(Miniload AS/RS)斜道传送机(Chute conveyor)斜地板手推车(Tilt floor hand truck)悬臂货架(Cantilever Rack)延迟(Postponement)业绩(Performance)越库式转运(Cross–docking)运输(Shipping)运输经济(Transport Economies)窄道跨骑叉车(Narrow aisle straddle truck)窄道升举叉车(Narrow aisle lifting truck)整车(TL)置放(Putaway)中心仓库(Hub Warehouse)中转存放(staging)周期盘点(Cycle counting)转叉式叉车(Turret truck)转送提取区域(Forward picking areas)转向器(Diverter)转柱式堆高机(Swingmast)自动存贮拣取系统(AS/RS)自动化存贮系统(Automated Storage Systems)自动旋转存贮货架(Storage Carousel)纵梁(Stringer)走式堆叠卡车(Walkie Stacker)Module 2 Supply Chain Management Overview 供应链管理总览壁垒和屏障(Walls/silos)部门(Function)订货进货间隔时间(Lead time)反向拍卖(Inverse Auction)供应链(Supply Chain Management, SCM)供应链重要绩效指标(KPIs）货物单元(SKU)价值链(Value Chain)可视性(Visibility)库存(Inventory)库存保持成本(Holding cost)库存总利润回报(Gross Margin Return on Inventory or GMROI) 内向物流(Inbound Logistics)失去的时间伤害(Lost time injury)市场脱销(Stock-outs)外向物流(Outbound Logistics)完美的订单(Perfect Order)向前覆盖的天数(Days forward cover)小故障(Glitches)运作(Operations)战壕(Trenches)资产回报(Return On Assets or ROA)Module 3 Transportation Overview 运输总览包装单(Packing Slip)装货港(Port of loading)卸货港(Port of discharge)波动性(Variability)承运商运货单据(Carrier Freight Bill)订货间隔时间(Lead times)复合模式(Multimodal)固定成本(Fixed cost)管道(Pipeline)规模效益(Economies of scale)平坦型价格(Blanket price)线路运输(Line haul)储存的难易程度(Stowability)分级重量(Break weights)国民生产总值(GDP)价率单(Rate Profile)可变成本(Variable cost)空运收据(Airway bill)零担LTL (Less than truck load)路线运输(Line haul)配送计划(Distribution planning)食品药品监督管理局(FDA)以消费者拉动(Consumer-driven)情景规划(Scenario planning)收支平衡(Balance of payment)跟单信用证(Documentary Credit)收货人(Consignee)收货收据(Delivery receipt，D/R)提货单/海运提单(Bill of lading)投诉(Claim)优惠(Allowance)原产地国(Country of Origin)海运保险单(Marine Insurance Policy)出口预定表格(Export booking form)被通知人/买方的代理人(Notify party)运输价率(Rate Profile)运输模式(Transportation mode)折衷/权衡(Tradeoff)整车/满载/TL (Truckload)锥型价格(Tapering price)Module 4 Pack Management包装管理包含(Contain)范畴管理(Category Management)防窃启(Tamper Evident)国际标准化组织(ISO)世界包装法组织(WPO)减少(Reduce)拿回条例(Take-back Law)食品药品监督管理局(FDA)塑料薄膜捆绑(Shrink-wrap)收回(Recall)结构化(Structured)物料清单(Bill of Material)物料需求计划(MRP)再恢复(Recover)再利用(Reuse)再循环(Recycle)Module 5 Inventory Basics 库存基本原理产品系列(Product Families)价格分界(Price break)先进先出(FIFO)分离库存(Decoupling Inventory)分离库存(Decoupling Inventory)半成(WIP)后进先出(LIFO)吞吐处理量(Throughput)启动库存(Launch stock)在收入结算单中的卖出货物的成本(Cost of goods sold，CGS) 基础固定订货量模式(Basic Fixed-Order Quantity Model)安全库存(Safety Stock)定期订货控制系统(Periodic System)定量订货控制系统(Perpetual System)客户管理库存(CMI)库存(Inventory)库存更新率(Inventory Turns)库存更新率(Inventory turns)总进度计划(Master schedules)折衷方案(Tradeoff)换线(Changeover)服务水平(Service level)生产进度安排(Operation scheduling)精益型生产(Lean Production)经济订货量(EOQ)维护Maintenance、修理Repair、操作Operation(MRO)缓冲库存(Buffer inventory)缺货订单(Backorder)覆盖销售的星期数(Weeks of coverage for sales)订货点(Reorder point)设备设置时间(Setup time)输送机(Conveyor)销售商管理库存(VMI)Module 6 Analyzing Supply Chain Information Flows 分析供应链信息流程电子数据交换(EDI)方差分析(Analysis of variance ，ANOVA)数据采集(Data mining)防止误解的说明(Caveats)分析统计(Profiling)供应商关系管理(SRM)客户关系管理(CRM)提前发货通知(ASN)可及性(Accessibility)量身定做/定制(Customization)伙伴关系管理(PRM)企业资源计划系统(ERP)商业对商业(B2B)实地服务(Field Service)实物流(Physical flow)资金流(Monetary flow)信息流(Information flow)损失率(shrinkage)统计回归(Regression)万能丹(Silver bullet”)实体商店、“砖和泥”(Brick and mortar)数据仓库(Data Warehouse)运用传统的方法(Paving cowpaths)战术(Tactical)内包／外包(Insourcing/outsoucing)决策支持系统(DSS)生产执行系统(MES)Module 7 warehouse operations I 仓库运作I包装(Packing)补充(Replenishment)仓库管理系统 (Warehouse Management System，WMS)仓库再造(Rewarehousing)产品序列号(Serial Number)承运商(Carrier)承运商主文件(Carrier Master File)抽屉(Drawers)储备存储区域(Reserve storage)存储单元(Stock Keeping Unit)单元代码(Unit Code)电子产品代码(EPC，Electronic Product Code)订单提取(Order Picking)订单提取中的波(Wave)订单提取中的线(Line)发货(Shipping)防护填充物(Inserts)分拣(Sortation)分拣子系统(Sort subsystem)分箱提取(Split-case picking)封闭隔栏区域(Caged area)归纳子系统(Induct subsystem)国际标准的书编号(ISBN，International Standard Book Numbering)国家的药物代码(NDC，National Drug Code)合并(Consolidation)合并子系统(Merge subsystem)盒子(Tote)后分拣子系统(Post-sort subsystem)混合提取(Mixed picking)货架(Shelves)价格表(Rate schedule)将货物拣至传送带(Pick-to-belt)将货物拣至滚筒(Pick-to-roll)开箱提取(Broken-case picking)客户主文件(Customer Master File)库存细目主文件(Item Master File)库存主文件(Inventory Master File)离散提取(Discrete Picking)联合国标准的产品和服务代码(United Nations Standard Products and Services Code, UNSPSC)零件编号(Part Number)每分钟的箱子数(CPM)排(Bay)牌照(License Plate)批号(Lot Number)批量提取(Batch Picking)企业资源计划(ERP， enterprise resource planning)区段(Segment)区域叠放(Block stacking)区域-批量提取(Zone-Batch Picking)区域提取(Zone Picking)全球产品目录(GPC，Global Product Catalogue)全球的贸易产品数字(GTIN，Global Trade Item Number)确认(Validation)散件提取操作(Piece Picking Operation)商品代码(Commodity Code)食品药品监督管理局(FDA)收货(Receiving)输送机/带(Conveyor)损失率(Shrinkage)通用产品代码(UPC，Universal Product Code)托盘化(Palletizing)托盘货架(Pallet rack)位置主文件(Location Master File)无线电射频识别(RFID)物品代码(Item Code)系列运输容器代码(SSCC，Serial Shipping Container Code)预先发货通知(Advanced Shipment Notification，ASN)越库式转运(Cross-docking)杂项储藏位(Misc. Locations)知识库(Repository)置放(Putaway)置放规则(Putaway algorithm）中转存放(Staging)转送提取区域(Forward picking areas)Module 8 warehouse operations II 仓库运作II A框架分发器(A-Frame Distributor)专用存储(Dedicated Storage)专用存储分配问题(DSAP)中转存放(Staging)仓库存储中的道深度(Lane depth)传送带(Conveyor )储备存储区域(Reserve storage)先进先出(FIFO)分析统计(Profiling)前伸式叉车(Reach truck)区域叠放(Block stacking)升降叉车(Lift trucks)单项指令(SC，single-command)双项指令(Dual-command，DC)可及性(Accessibility)在分类基础上的存储(Class-Based Storage)处理成本(Handling costs)存储单元(Stock Keeping Unit, SKU)存储和取货循环(S/R Cycle)建设成本(Buliding costs)开放储位(Open slot)托盘存储(Pallet Storage)折衷方案(Trade-off)排数(Row)摞(Stack)每订单立方指数(COI )流动密度(Flow density)浮动储位(Float slot)深度(Depth)深道存储(Deep-lane storage)累计(Aggregated)缓冲地带(Off-Set)自动旋转货架(Carousel)蜂巢损失(Honeycomb Loss)装载(Load)资本恢复成本(Captial Recovery Costs)转送提取区域(Forward picking areas)运作成本(Operating Costs)进出口(I/O)道(Lane)随机存储(Randomized Storage)Module 9 Transportation Operations 运输运作JIT (Just In Time)仓库管理系统(Warehouse Management System，WMS)信息技术(Information Technology，IT）全面质量管理(TQM)内向和外向(Inbound and Outbound)分配资源计划DRP(Distribution Resource Planning)反向物流(Reverse logistic)地窖心理(silo mentality )库存(Inventory)延迟(Postponement)拉动(Pull)持有成本(Carrying Costs)月台(Dock)物料需求计划MRP (Materials Requirements Planning)脱销成本(Stockout Costs)订(定)单周期(Order Cycle)订单管理系统(Order Management System，OMS)货品尺寸(Lot sizing)迅速反应(Rapid Response)运输操作(Transportation Operations)运输管理系统(Transportation Management System，TMS)集成/综合物流(Integrated Logistics)Module 10 Transportation Planning 运输规划“横扫”(Sweep)算法“节省”(Saving)算法VRP(车辆路由问题）安全库存(Safety Stock)仓储(Warehousing)产品收回和退货物流(Recall and Return Logistics)电话销售(Telemarketing)方差/变动(Variance)近示最优(Heuristics)开放(Open)政策库存(Inventory)零担(Less Than Truckload，LTL)路由的泪珠模式(tear drop)满载(Truckload，TL)全面质量管理(TQM)设施(Facility)时间窗口(Time windows)食品药品监督管理局(FDA)医药和健康护理产品管理机构(MHRA)吞吐量(Throughput)网络车辆路由选择(Network Vehicle Routing）无线射频识别技术(RFID)物流系统(Logistic System)越库式转运(Cross-dock)运输整合(Consolidation)运行费用(carrying costs)重量分界点(weight-break)自发(Ad hoc)综合物流(Integrated Logistics)Module 11 Inventory Operations 库存运作Kanban(一种用信号来控制生产的系统)上下变化很大(Lumpier)企业(Organization)再存储(Restocking)再订货点(Reorder point)周期盘点(Cycle counting)安全库存(SS)定期和定量检查控制系统(Periodic and perpetual review system) 库存运作(Inventory Operation)批量生产进度计划(Batch scheduling)拉动(Pull)推动(Push)毛需求(Gross requirement)物料需求计划(MRP)精益生产(Lean Production)混合模型序列(Mixed model sequencing)经济订货量(EOQ)计划入库(Planned receipts)计划-执行-检查-行动(Plan-do-check-act)订货间隔时间(Leadtime)适用性强(Robust)配送需求计划(DRP)预期入库(Scheduled receipts)Module 12 Production Planning 生产规划主进度计划(Master Scheduling)供应链管理(Supply Chain Management)先行性评估(Priority measure)净需求(Net requirements)可承诺量(Available-to-Promise, ATP)周期盘点(Cycle counting)往复循环(Closed loop)批量(Lot sizing)按需定量法(Lot-for-lot)敏感度(Nervousness)有限调度(Finite scheduling)有限负荷(Finite loading)毛需求(Gross requirements)物料清单(Bill of material)物料需求计划(Material Requirement Planning)物流 (Logistics)生产(Manufacturing)粗略产能规划(Rough-cut capacity planning)计划入库(Planned receipts)计划订单(Planned orders)订货间隔时间(Leadtime)越格(Cross Bars)销售和运营规划(Sales & operations planning)预先发货通知(ASN)预期入库(Scheduled receipts)预计现有库存(Projected on-hand inventory)主进度计划记录(Master Schedule Record)Module 13 Production Operations - Strategic Perspective 生产运作—战略角度半成品(WIP)备货生产(Make-to-stock)产品寿命周期(Product life cycle)产品组合(Product portfolio)订单的取得要件(Order qualifiers)订单设计(Engineer-to-order)订单赢家(Order winners)订货生产(Make-to-order)订货组装(Assemble-to-order)范围(Horizon)机会成本(Opportunity cost)间隔时间(Lead time)精艺生产(Lean production)开源(Sourcing)库存(Inventory)拉动(Pull)流程(Flow)前台办公室/后台办公室(Front office/back office)取得订单资格(Order Qualifiers)生产能力(Capacity)生产吞吐(Throughput)实际支出成本(Out-of-pocket cost)实际作业车间(Job shops)使命(Mission)投资回报率(ROI)推动(Push)维度(Dimension)业务过程(Process)移情作用(Empathy)赢取订单(Order-Winning)远见(Vision)运作(Operations)主时间安排(Master Scheduling) 主进度计划纵向整合(Vertical integration)Module 14 Supply Chain Planning 供应链规划半成品库存(WIP)本地寻源(Local Sourcing)壁垒(Silos)标准(Benchmarking)第三方物流(3PL)电子数据交换(EDI)订单的取得要件(Order qualifiers)订单截止日期(Cut-offs)订单满足率(Fill Rates)订单赢家(Order winners)订货间隔时间(Lead times)动议(Initiative)端到端(End-to-end)反馈回路(Feedback loop)反应能力(Responsiveness)返工(Reworking)方格(Grid)蜂窝状(Cellular)辅助生产(Secondary Manufacturing)高性价比(Cost effective)供应链管理(SCM)关键路径(Critical path)换线(Changeover)货物保持单元(SKU)基础线(Lining)集成的(Integrated)价值流程(Value Flow)价值溪流(Value Stream)交货(Order to delivery)交流会议(Workshops) 经济增加值(Economic Value Added，EVA)精益生产(Lean Production)精益思维(Lean Thinking)客户格式(AOP)拉动(Pull)配/发送中心(Distribution Center)平衡评分卡(Balanced scorecard)企业再造(Re-engineering)全球集成物流(Global Integrated Logistics)缺货/脱销(Stockout)缺货订单(Backorder)设置时间(Setup time)使命(Mission)售出产品的成本(COGS)外包(Outsourcing)稳健(Robust)物品(Items)现金对现金(C2C)向前覆盖天数(Days of forward coverage) 销售点(POS)销售和生产计划制订(SOP)信息管理系统(MIS)信息可见度(Information visibility)虚拟企业(Virtual enterprise)迅速反应(QR)延迟(Postponement)一种用信号来控制生产的系统(Kanban)营运资金(Working capital)优势(Strengths) 不足(Weaknesses) 机会(Opportunities) 威胁(Threats)(SWOT) 有定义的(Defined)有联系的(Linked)远见(Vision)再造(Re-engineering)折衷(Trade-offs)指标(Indicators)质量保证(QA)周期时间(Cycle times)周转率(Turns)主要业绩目标(KPI)资金流动性(Liquidity)自发的(Ad Hoc)阻碍(Impediments)Module 15 The Role of Purchasing 采购的地位主集装箱(Master shipping container)人力资源流动(Turnover)代理(Agencts)代理制度(Laws of Agency)代理法/代理制度/中介法(Laws of agency)供应基地,/供应库/供应面(Supply Base)信息技术(IT)内部和外部(Inbound and outbound)准时生产制(Just In Time，JIT)出口管理法案(Export Administration Act)制造工具(Tooling)加权评分(Weighted Point)反抵制立法(Anti-Boycott Legislation)合同研究机构(CRO)后门购买(Backdoor buying)国际合同条款(INCOTERMS)增值(Value-adding)外包(Outsourcing)外国腐败行为法案(Foreign Corrupt Practices Act)委托(Principals)实际权力(Actual authority)寻源小组(Sourcing team)寻源活动(Sourcing)应付账款(Accounts payable)意向(Offer)意向者(Offeree)意向者(Offeror)意向请求(Request for proposal，RFP)托盘(Pallets)折旧(Depreciable)报价请求(Request for quotation，RFQ)接受(Acceptance)提货单(Bill of lading)操作说明(SOW)服务水平协议(Service Level Agreements ，SLA)材料包装清单(Material Packing Slip)点购买(Spot buy)电子数据交换(EDI)电子采购(E-Procurement)第三方物流(Third Party Logistics)缺货订单(Back orders)美国统一商法典(Uniform Commercial Code，UCC)考虑(Consideration)联合国对国际销售货物合同的法案(CISG)表现/绩效(Performance)表面权力(Apparent authority)被称作税率表(Tariff)评分卡(Scorecard)质量或生产量等逐渐提高的能力(Ramp-up capacity)购买(Purchase)购买定单(PO)购买过程(Procurement Process)资产负债表和损益表(Balance sheet and income statements) 资本设备(Capital Equipment)过程(Process)还价(Counteroffer)采购(Procurement)间接成本(Overhead costs)防护填充物(Inserts)。
物流管理(双语)笔记_04
第4章需求管理、订单管理和顾客服务Order Management（订单管理）refers to management of the various activities associated with the order cycles（订货周期）.中文：订单管理是对订货周期相关的各项活动进行管理Order cycle can be referred to as replenishment cycle（补货周期）or lead time （提前期）中文：订单周期指的是补货周期或提前期The order cycle can be subdivided into four stages: order transmittal, order processing, order picking and assembly, order delivery中文：订单周期被分为4个部分：订单传递、订单处理、拣货和组合、订单交付订单管理与需求管理和顾客服务的联系体现在：精确地预测需求（包括销售和库存）能够有利于订单管理；顾客服务的好坏标准往往是通过订单管理中的四个部分来分析的。
Order transmittal（订单传送）refers to the time from when the customer places an order until the seller receives the order.中文：指从顾客订货到销售方获得订单这段时间内进行的业务活动。
Hard copy （硬拷贝）：指的是从打印机、传真机打印出来的文件Soft copy （软拷贝）：指的是电脑显示器上显示的电子文件Order processing（订单处理）refers to the time from when the seller receives an order until an appropriate location is authorized to fill the order（履行订单）.中文：订单处理指的是卖方收到订单到指定适合的地点来履行订单的这段时间Typical order processing activities include:1.Checking the order for completeness and accuracy 检查订单完整性和准确性2.Checking the buyer’s ability to purchase 检查买方的购买能力3.Entering the order into the system 将订单输入系统4.Crediting a salesperson with a sale 给销售员加分5.Recording the transaction 记录交易6.Determine the inventory location 确定库存位置7.Arranging for outbound transportation 安排向外运输（向外发货）订单处理中可能涉及到三种相关的相关活动，分别是：订单接收、订单类选和履行订单的地点。
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Compiled by Rulzion Rattray
1
Benchmarking.
• What is benchmarking?
– Ongoing process of measuring products, services, practices & processes against the best that can be identified in order to: Supply Chain
• What to Benchmark?
– Supply Chain Council suggests:
• SCOR (Supply Chain operations reference) Christopher, M. 1998 pp 106): • Plan, Source, Make & Deliver. SCOR is designed to provide a common framework to facilitate cross organisational benchmarking.
6
Cost and Value added:
Value Added
Time place & form perception
Transport Finished product Production Regional Stock
Customer order
Raw material
Time!
Cost Added
Production, Storage & transport costs & the time value of money
Adapted from Christopher, M., (1998), “Logistics and Supply Chain Management. Strategies for Reducing Cost and Improving Service”, Financial Times Pitman Publishing, London. pp 111.
• Who to Benchmark with?
– Competitors – Significant opportunities for firms in non competing industries
4
Benchmarking Logistics Processes
• One method to measure and compare the output. A form of reactive control. • Alternative to concentrate on the processes which requires a number of steps:
– Value Adding Time:
• Time that results in increased value for the customer
– Non Value Adding Time:
• Elimination of this time or activity would not reduce the perceived value of the ultimate consumer.
1 Understand the process. Use those most closely involved and develop flowcharts 2 Identify critical points
5
Mapping Supply Chain Processes
• Producing a flow chart the first step and highlighting “value adding” time and “nonvalue adding time” (Christopher, M. 1998 pp 110).
2
Benchmarking
• A control process.
– Involving employees in the process of evaluation and change. – Philosophy one of self control rather than imposed control, where the person most closely associated with the task is involved in the cross measurement and assessment of practice. – Places personnel in a position where their unquestioned beliefs (paradigm) may be challenged , creating opportunities for innovation and learning.
7
Suppliers and Distributors
• Involve inbound and outbound elements fo the value system. Their cost will add to the ultimate cost! • Establish and Encourage:
• • • • • • • Learn about & improve best practice. Achieve realistic targets. Integrate improvements into your strategy. Use best practice as inspiration for innovation. Be externally focused. Be purposeful about improvement. Measure improvement.