物流管理中英文对照外文翻译文献
物流管理外文资料翻译
Logistics is referred to the article flow, but not including the flow of the people.Daskin defined logistics as ……the design and operation of physical, managerial and informational systems needed to overcome time and space.‟The concept of article in logistics includes tangible goods and intangible service, such as customer service, freight agents and logistics network design.Three major functions of logistics(1) Creating time value: same goods can be valued different at different times. Goods often stop during the transfer process, which is professionally called the storage of logistics. It creates the time value for goods.(2) Creating location value: same goods can be valued differently at different locations. The value added during the transfer process is the location value of logistics.(3) Distribution processing value: sometimes logistics create distribution processing value, which changes the length, thickness and packages of the goods. Like popular saying, “ cutting into smaller parts” is the m ost commonly seen distribution processing within logistics create added value for goods.After completing a commercial transaction, logistics will execute the transfer of goods from the supplier( seller) to the customer( buyer) in the most cost-effective manner. This is the definition of logistics. During the transfer process, hardware such as logistics facilities and equipment( logistics carriers) are needed, as well as information control and standardization. In addition, supports from the government and logistics association should be in place.Logistics is a new commercial area, developing from the traditional stage to a modern one.Logistics is changing at a rapid and acceleration rate. There are two reasons are its rapid growth: Firstly, pressure to change by the development of the system itself(1) High–speed computing and data transmission can instantly transmit and react to user demand(2) More flexible and accurate logistic planning and control through computers and data processing(3) Flexible computer facilities help problem solving and increase decisions accuracy(4) Awareness of total cost measurement and management accountingSecondly, pressures for changes from the wider economy.(1) Be flexible in handling markets of different sizes for better competition(2) There is increasing specialization in markets and growth in retailing.(3) Life cycles for products are shortening. Logistics systems need to be more efficient, faster and more flexible(4) Move from mass production towards flexible manufacturing system( FMS). These systems enable a company to switch production quickly from one product to another(5) Competitive pressures lead to more efforts to improve customer service.Information technologies are most important for modern logistics. Bar Code, POS, EDI and GPS systems dramatically improve the efficiency and accuracy of the logistics activities. Internet further assists the market development, operation and management of the logistics industry.The 21st century is the era of information ,and e-commerce will become a development trend of commercial activity in this period . Our country , as a developing chuntry , is just at theearly-stage in the e-business field .The e-business has wide development space and huge market potential . Logistics delivery in E-Business can not only reduce industrial storage, accelerate funds revolvling, increase logistics efficiency, decrease logistics cost, but also it can stimulate social demand. It is propitious to whole social macroscopical control and it can gain whole social economical benefits, hasten the development of E-Business in depth.But under the rapid development there are also some problems exsit ,including the Internet technology, online payment, policies and regulations, logistics and so on .and logistics is a 'bottleneck' problem that immediately restricted the development of the e-business in our country .In the logistics information system, EDI plays the most important role.The revolution of information started with the introduction of the personal computer, followed by the optical fiber network, the explosion of the Internet and the World Wide Web. Internet assists market development, operational planning and management decisions in the logistics industry. Electronic commerce (EC) is the tool to be used to make deal between the seller and buyer by Internet in a paperless environment.Electronic Data Interchange (EDI) refer to a computer-to-computer information sharing of business documents in a standard format. EDI is widely applied in the field of commerce with the legal effect. Virtual logistics is based on logistics network, but more computerized and systematized than logistics operation. Logistics information system can be made up by three parts: inputs by terminal, data managed by CPU, the outputs managed by optical fiber. Virtual warehousing is not real logistics network but an information network based on warehouse management. Intranet is the internal network within an organization that promotes sharing of internal company related information, using similar technology as the InternetB2C is the Internet commerce designed for direct communications and commercial relationship between a firm and its end customer.With the development of network and electronic technology, logistics distribution has become the bottleneck of the E-commerce increasingly.The logistics distribution have important functions in B2C E-commerce, there are three existing loistics distribution models ,and the advantages and dissadcantages of the three models.In the circumstance of fixed sell quantity,if the scale of the logistics distribution gets larger, the cost will be lower.The need for outsourcing creates Third Party Logistics. Third Party Logistics refers to specialized logistics service providers that provide specific services for suppliers and customers.Third Part Logistics provides all the logistics services. They act as a bridge or facilitator between the first part( supplier or producer) and the second part( buyer or customer). The primary objectives of third part logistics providers are to lower the total cost of logistics for the supplier and improve the service level to the customer.Third Part Logistics have been growing rapidly. Cost reduction and demands for batter and cheaper services are the main drives behind the growth. A third part logistics provider will be in a position to consolidate business from several companies and offer frequent pick–ups and deliveries, whereas in–house transportation cannot. Other reasons are as follows:The company does not specialize in logistics;The company does not have sufficient resources;Eager to implement better logistics operation or does not have time to develop the requiredcapabilities in–house;The company is venturing into a new business with totally different logistics requirements; Merger or acquisition may make outsourcing logistics operations more attractive than to integrate logistics operations.Costs for logistics are similar to all other businesses and include fixed cost, variable cost and management cost.Transport does not need to change packages of goods or stop in any place between the departure point and destination location.Transportation creates location value in logistics. Transportation is usually the biggest logistic costs for most companies.The primary factor to influence transport cost is distance and competition.There are three kinds of freight in transport: full-car load, Less-than-truck load and Container. Transportation using multiple transportation means is also called combined transport. Grouping small shipment into large ones is the primary method to lower cost per unit of weight in transportation.Factors Influencing Transportation CostsAs transportation cost can be significant, the firm must identify and control the factors that affect these costs. In general, factors influencing transportation costs can be grouped into two major categories–product related factors and market–related factors.Factors to influence the cost of transportation can be grouped into the categories: (1) transport distances; (2) transport linkages; (3) transport equipment, and (4) transport time.Important market–related factors also affect transportation costs. The most significant ones include: (1) competition from different carriers; (2) location of markets; (3) government regulation of transportation carriers; (4) freight traffic in a region; (5) seasonality of product movements; and (6) whether the product is being transported domestically or internationally. Each of these factors will affect the overall transportation costs.Logistics system includes customer service, packaging, transportation, storage, distribution processing and information control. A standarized logistic system ensures better time management, location choices and distribution capacities.Distribution is one of functions in logistics, which deliver goods to customers directly according to the order in the most economic way. Distribution includes logistics activities related to the sales and delivery of goods. Distribution capacity is value added in the logistic system. Distribution center is a large and highly automated multi-store building destined to receive goods from various suppliers, take orders, fill them in container efficiently, deliver goods to the customer as quickly and satisfyingly as possible.Distribution center is a short-term storage center located close to a major market to facilitate the rapid processing of orders and shipment of goods to customers. The national distribution center is linked to the metropolitan‟s outer expressway, providing easy access to and from key ports, roads and other distribution channels for importers. The regional distribution center provides customized solution for supply chain management, warehousing and sea, air freight transport in theinternational logistics market. The distribution centers focus on maximizing the profit impact of fulfilling customer delivery requirement and distribution processing.Storage is a process in which goods are stored, protected and managed. Every manufacturer and wholesaler need inventory.Goods that are stored in warehouses for distribution and sales are called inventory. Warehouse rental represent a very significant proportion of total warehouse cost. Goods handling may account for only 50% of the direct labor cost in warehouse and 70% in distribution center.The size of warehouses are determined by the needs of the customer groups, such as their inventory level planning.Cycle stock is the maximum inventory based on the maximum needs. Safe stock refers to minimum inventory level given the forecasted market demand. The average time when the goods is moved in and out of warehouse is inventory cycle time. Inventory control is the method to keep the best inventory level and position with the minimum cost to satisfy the demand. When the inventory is reduced to a specific level, purchase for new parts and material will start. It is called the Order Point System. Zero stock is the best way for inventory control. Zero stock is means zero inventory.物流是指物品流动，不包括人的流动。
物流管理英文文献以及翻译
An internet-based logistics management system for enterprise chainsN. Prindezis, C.T. KiranoudisSchool of Chemical Engineering, National Technical University, 15780 Athens,GreeceReceived 13 September 2003; received in revised form 20 December 2003; accepted27 January 2004Available online 10 December 2004.Developing the internet-based application toolWeb services offer new opportunities in business landscape, facilitating a global marketplace where business rapidly create innovative products and serve customers better. Whatever that business needs is, Web services have the flexibility to meet the demand and allow to accelerate outsourcing. In turn, the developer can focus on building core competencies to create customer and shareholder value. Application development is also more efficient because existing Web services, regardless of where they were developed, can easily be reused.Many of the technology requirements for Web services exist today, such as open standards for business to-business applications, mission-critical transaction platforms and secure integration and messaging products. However, to enable robust and dynamic integration of applications, the industry standards and tools that extend the capabilities of to days business-to-business interoperability are required. The key to taking full advantage of Web services is to understand what Web services are and how the market is likely to evolve. One needs to be able to invest in platforms and applications today that will enable the developer to quickly and effectively realize these benefits as well as to be able to meet the specific needs and increase business productivity.Typically, there are two basic technologies to be implemented when dealing with internet-based applications; namely server-based and client-based. Both technologies have their strong points regarding development of the code and the facilities they provide. Server-based applications involve the development of dynamically created web pages. These pages are transmitted to the web browser of the client and contain code in the form of HTML and JA V ASCRIPT language. The HTML part is the static part of the page that contains forms and controls for user needs and the JA V ASCRIPT part is the dynamic part of the page. Typically, the structure of the code can be completely changed through the intervention of web server mechanisms added on the transmission part and implemented by server-based languages such as ASP, JSP, PHP, etc. This comes to the development of an integrated dynamic page application where user desire regarding problem peculiarities (calculating shortest paths, execute routing algorithms, transact with the database, etc.) is implemented by appropriately invoking different parts of the dynamic content of such pages. In server-based applications all calculations are executed on the server. In client-based applications, JA V A appletsprevail. Communication of the user is guaranteed by the well-known JA V A mechanism that acts as the medium between the user and code.Everything is executed on the client side. Data in this case have to be retrieved, once and this might be the time-consuming part of the transaction.In server-based applications, server resources are used for all calculations and this requires powerful server facilities with respect to hardware and software. Client-based applications are burdened with data transmission (chiefly related to road network data). There is a remedy to that; namely caching. Once loaded, they are left in the cache archives of the web browser to be instantly recalled when needed.In our case, a client-based application was developed. The main reason was the demand from the users point of view for personal data discretion regarding their clients. In fact, this information was kept secret in our system even from the server side involved.Data management plays major role in the good function of our system. This role becomes more substantial when the distribution takes place within a large and detailed road network like this of a major complex city. More specifically, in order to produce the proposed the routing plan, the system uses information about:●the locations of the depot and the customers within the road network of the city(their co-ordinates attached in the map of the city),●the demand of the customers serviced,●the capacity of the vehicles used,●the spatial characteristics of road segments of the net work examined,●the topography of the road network,●the speed of the vehicle, considering the spatial characteristics of the road and thearea within of which is moved,●the synthesis of the company fleet of vehicles.Consequently, the system combines, in real time, the available spatial characteristics with all other information mentioned above, and tools for modelling, spatial, non-spatial, and statistical analysis, image processing forming a scalable, extensible and interoperable application environment.The validation and verification of addresses of customers ensure the accurate estimation of travel times and distances travelled. In the case of boundary in the total route duration, underestimates of travel time may lead to failure of the programmed routing plan whereas overestimates can lower the utilization of drivers and vehicles, and create unproductive wait times as well (Assad, 1991). The data corresponding to the area of interest involved two different details. A more detailed network, appropriately for geocoding (approximately 250,000 links) and a less detailed for routing (about 10,000 links). The two networks overlapped exactly. The tool that provides solutions to problems of effectively determining the shortest path, expressed in terms of travel time or distance travelled, within a specific road network, using the Dijkstra’s algorithm(Winston,1993). In particular, the Dijkstra’s algorithm is used in two cases during the process of developing the routing plan. In the first case, it calculates the travel times between all possible pairs of depot and customers so thatthe optimizer would generate the vehicle routes connecting them and in the second case it determines the shortest path between two involved nodes (depot or customer) in the routing plan, as this was determined by the algorithm previously. Due to the fact, that U-turn and left-,right-turn restrictions were taken into consideration for network junctions, an arc-based variant of the algorithm was taken into consideration (Jiang, Han, & Chen, 2002).The system uses the optimization algorithms mentioned in the following part in order to automatically generate the set of vehicle routes (which vehicles should deliver to which customers and in which order) minimizing simultaneously the vehicle costs and the total distance travelled by the vehicles This process involves activities that tend to be more strategic and less structured than operational procedures. The system helps planners and managers to view information in new way and examine issues such as: ●the average cost per vehicle, and route,●the vehicle and capacity utilization,●the service level and cost,●the modification of the existing routing scenario by adding or subtractingcustomers.In order to support the above activities, the interface of the proposed system provides a variety of analyzed geographic and tabulated data capabilities. Moreover, the system can graphically represent each vehicle route separately, cutting it o? from the final routing plan and offering the user the capability for perceiving the road network and the locations of depot and customers with all details.基于互联网的连锁企业的物流管理系统N. Prindezis，C.T. Kiranoudis化工学院，国立技术大学，15780雅典，希腊收到2003年9月13日，在经修订的形式收到的2003年12月20号，接受2004年1月27日可在线二〇〇四年十二月十日翻译曹蓝发展基于互联网的应用工具Web服务提供的商业景观的新机会，促进全球市场在业务快速推出创新的产品和客户提供更好的服务。
物流配送英文文献及翻译
物流配送中英文对照英文文献及翻译1. INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to the right place at the right time for the least cost. Faced with a rapidly changing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditional manufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions.Over the last ten years one of the most significant changes in management thinking was the emphasis on the search for strategies that will provide superior value in competition. Logistics management has the potential to assist the organisation in the achievement of both a cost/productivity advantage and a value advantage. The importance of logistics and its integration in the supply chain was argued by.China is a huge consumer market that accounted for a third of global economic growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a result of China’s internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobileindustry, many of the leading global OEMs including Honda, T oyota, General Motors, Volkswagen and Ford have established joint-venture partnerships with local car manufacturers. Auto sales in China rose by 76% in the year to July 2003 and by 2011, China is expected to surpass Japan to become the world’s second largest auto market. In order to compete in the Chinese market share and satisfy increasing demand, these operations are continuously expanding their production volumes with astonishing speed. Such expansion is, however carried out in the context of a legacy environment.China spans a large geographical area with, in many parts, under-developed infrastructure. This presents a challenge to efficient deployment of logistics strategies. Furthermore, the involvement of third party logistics providers, favoured by most global OEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and methods from the OEMs. All these factors increase the difficulties in managing logistics by China’s local auto makers.2. The overall development of foreign distribution Overview2.1 The United States of modern logistics developmentTwenty-first century from the 60s on wards, the rationalization ofdistribution of goods in general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operation, improve operating efficiency; Third, the common chain distribution centers set up to promote the growth of chain-effective. United States chain stores have a variety of distribution centers, mainly in the wholesale-based, retail and warehouse-type three types.2.2 Japan's modern logistics developmentOn logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of modern logistics and distribution play an important role in the process of .2.3 European modern development of logisticsCountries in Europe, especially Germany, logistics refers to the user's orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods will be sent to the consignee with good activities. Germany's logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode ofend customers. Traveled in Germany, it can be said of the logistics and distribution in Germany has been formed to final demand-oriented to the modernization of transport and high-tech information network as a bridge toa reasonable R69 distribution center hub to run a complete system.2.4 the main reasons of logistics industry developing faster in developed countriesRelying on high-tech to the core economies of scale to allow flexibility based on a variety of forms.3、China's 3PL enterprises are facing a major obstacle to business3.1 The current situation of China's 3PLChina's 3PL enterprises: service radius of a small, low entry barriers. With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development. However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics, distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role, the process of distribution of the low level of modernization.China's 3PL companies with foreign 3PL companies mainly in the gapbetween the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow. Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory turnover rate, so as to enhance the return on assets and profitability. And domestic retailers in this area has just started, or have not yet started.3.2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantagesFrom our point of view the existing commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial "chain" businesses are not set up their own logistics and distribution centers or use third-party logistics center. Although these companies have also established some of his own "chain" stores, but in fact operating goods stores do not do "unified procurement, unified distribution, unified billing," which allows some commercial retail enterprises, "chain" seems to exist in name only. The other has been established in their own logistics and distribution centers or use third-party logistics distribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distribution ratio of unity isvery low. Uniform distribution logistics center can not be achieved, indicating the store's commercial enterprises "unified purchase" did not materialize, rather than a unified procurement chain has lost the core strengths.3.3 China's more enterprises are facing a major obstacle of the higher logistics costWal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the "zero inventory" of the more complete form of the distribution database. Wal-Mart as a result of the use of the "Cross distribution" and "auto-replenishment" of supply chain technology, so that goods turnover in the Treasury down to 2 days. And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high. Rapid expansion of retail enterprises in China's size and speed in the short term if they can not form a qualitative edge is a dangerous speculation.Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development. The face of large-scale retail and distribution businesses of the main distribution center logistics requirements planning, focusing on how to reflect the integration of。
物流成本控制中英文对照外文翻译文献
物流成本控制中英文对照外文翻译文献中英文翻译原文Logistics costs and controllingAbstractLogistic costs are defined differently in companies. In many cases, the reported logistic costs of companies even within the same business differ more than justified by their operations. Some companies do not count interest and depreciation on inventories as logistic costs. Others include the distribution costs of their suppliers or the purchasing costs. In some cases, even the purchase value of the procured goods is included in the logistic costs (Baumgarten et al. 1993; Gudehus and Kotzab 2004; Weber 2002).Logistic costs are defined differently in companies. In many cases, the reported logistic costs of companies even within the same business differ more than justified by their operations. Some companies do not count interest and depreciation on inventories as logistic costs. Others include the distribution costs of their suppliers or the purchasing costs. In some cases, even the purchase value of the procured goods is included in the logistic costs (Baumgarten et al. 1993; Gudehus and Kotzab 2004; Weber 2002).Another problem, which arises not only in logistics, is costing and pricing of intangible goods. Intangible goods, such as logistic services, provide immediate utility and are generally not storable. Therefore, the conventional methods of accounting, costing and pricing, which have been developed for tangible goods, are of limited value for logistics (Cooper 1992; Horvàth1999; Johnson 1987).More appropriate for the calculation of performance costs are process-related cost accounting and activity based costing. However, in logistics as well as in other areas of business, the definition and calculation of process costs differs (Bragg 2001; Hicks 2002; Horvàth 1999; Pohlen and LaLonde 1994; Poist 1974). This holds especially for the performance costs of multifunctional logistic systems, for pricing of integrated performances and for the consideration of fixed costs.As long as they are defined, measured and calculated differently, logistic costs, cost rates and prices cannot be compared. Any benchmarking based on such doubtful indicators is misleading (see Sect. 4.5). Hence, reported market volumes and market shares of logistics are at best educated guesses (Baumgarten et al. 1993; Kille and Klaus 2007; Müller-Steinfahrt 1998).The situation in logistic controlling and supply chain controlling is even worse (Cooper and Kaplan 1998; Manrodt et al. 1999; Seuring 2006). Only a minority of companies records and monitors logistic costs separately and continuously (Weber 2002). Whereas in industry the total logistic costs range between 5 and 15% of turnover, in trade companies they make up between 10 and 25% of turnover (Baumgarten et al. 1993; Gudehus 1999/2007). For retailers, logistic costs can use up more than one third of the profit margin. Despite this, it is still the exception for retailers to record and monitor the logistic costs from the ramp of the suppliers to the point of sales.Logistic controlling does not only include calculation, budgeting and recording of costs, but also the monitoring of performance and quality. Controlling should consultmanagement in the planning, set up and operation of optimal systems. To enable this, it has to determine and specify for improvements in service, performance, quality, and costs (Cooper 1992; Darkow 2001; Horvàt h 1999; Johnson 1987; Weber et al. 1993, 2002).Where and with what accuracy costs, performances and quality should be recorded and monitored depends on the contribution of logistics to the value creation, on the core competencies and objectives of the company, and on current projects. In logistic controlling, as in other areas, less is more: it is better to control a smallnumber of meaningful key performance indicators (KPI) with adequate accuracy in longer time spans, than to monitor all possible performance, quality and cost data with high precision permanently without knowing the demand for these information (Manrodt et al. 1999). For controlling, not the precision of the performance and cost data, but their practical use and application are decisive.In this chapter, the logistic costs are consistently defined, the fundamental issues of logistic costing are presented, and practicable methods for the calculation of use dependent cost rates are developed. This includes a discussion of the fixed-cost dilemma of logistics, the relationship between logistic costs and performance rates and the most effective options for reducing logistic costs. Using the results of this chapter, in the following chapter cost-based prices and pricing systems for logistic performances and services are derived.Cost Accounting and Performance CostingCorresponding to the stationary or structural aspect and to the dynamic or process aspect, two different types of accountingare necessary. Cost accounting for longer periods keeps a stationary point of view, while performance costing for shorter periods reflects the dynamic perspective.Logistic Cost CalculationAs the general cost calculation of a company, the logistic cost calculation comprises standard cost calculation, accompanying cost calculation and final cost calculation (Horváth 1999; Weber 2002; W?he and D?ring 2008).Standard Cost CalculationSubjects of standard cost calculation or planned cost calculation are the future operating costs for an existing or a planned system. Results are standard logistic costs and target performance costs.Standard cost calculation is necessary for investment decisions, for planning systems, processes and projects, for cost accounting and benchmarking of future periods and for the calculation of prices and tariffs.Accompanying Cost CalculationAccompanying cost calculation aims for a continuous control of all costs caused by the execution of logistic tasks and services during the current accounting period. The result of accompanying cost calculation is information for management about the current costs and utilization of resources.Knowing the costs and the utilization of the resources allows initiating appropriate measures for reducing costs, adaptation of resources and improving capacity utilization in due time. The results of the accompanying cost calculation can be used also for invoicing and compensation of logistic service providers, if costs-based prices have been agreed.Final Cost CalculationSubjects of final cost calculation or post calculation are the operating costs of closed periods in the past. The real logistic costs and cost rates can be compared with the respective target values and benchmarks. This allows conclusions for standard costing and pricing.Most important causes for deviations of real costs from the target values in logistics are:●Cost factors, especially personnel costs, have been planned, assumed orexpected too high or too low.●Utilization of resources, such as transport means, storage systems,machines, and production facilities, has been planned or expectedfalsely.●Empty runs of transport means and filling degrees of transport and loadunits were incorrectly planned.●The actual utilization structure of the logistic system differs from theanticipated structure.The first two reasons for differences between real and target costs are normally caused by the planner and the operator of a logistic system. A too high share of empty runs and bad utilization of storage capacities is in many cases also the result of unqualified planning or poor scheduling. However, this can be caused also by a user, who changed transport relations, demand structure or stock levels. An insufficient utilization can also be initiated by a wrong demand forecast or false information from the customers.For a dedicated logistic system, which is used for a longer period of time by one or a small number of companies based on individual contracts, the users must bear the risk of changing demand and the cost differences resulting from a deviating utilization of the ready held resources. Final cost calculation for dedicated logistic systems can be used for the utilization based allocation of surpluses or additional costs to the different users For a multi-user logistic system, where tasks and services are offered on the market and used only for shorter periods of time by many different customers, the risk for changing demand and insufficient utilization is born by the logistic service provider. This risk is compensated by the chances for higher profit from better utilization or favorable demand structure. Furthermore, the service provider can influence the demand by his sales efforts and by offering utilization dependent prices. For multi-user logistic systems the structure and utilization risk are incorporated in the pricesComponents of Logistic CostsThe total logistic costs are a sum of specific logistic costs, additional logistic costs and administrative costs:●Specific logistic costs are all costs of a performance station,a profit centeror a company, which are caused by executing the genuine operativelogistic tasks transport, handling, storing and commissioning.●Additional logistic costs are caused by executing additional operative taskswhich are directly connected with the genuine logistic tasks, such aspacking, labeling, loading and unloading, quality control orhandling ofempties.●Administrative logistic costs are costs for related administrative services,such as scheduling, quality management and controlling, which go alongwith the execution of logistic performances and additional services.Costs for non-logistic tasks, such as research and development, construction, production, assembling, marketing, sales and general administration, are not part of the logistic costs. Also, the costs for buying and procuring merchandise, parts, material and equipment are not logistic costs as long as they are not directly caused by the execution of logistic tasks and related services. For instance, the costs for packing sales units are production costs, whereas the costs for packing material, pallets, bins and load carriers are material costs of logistics.When designing and optimizing company logistics as well as when scheduling orders and inventories, it is necessary to keep in mind that many logistic activities also have an effect on non-logistic costs and revenues. They influence setup costs, out-of-stock costs, disruption costs and ordering costs as well as prices, profit margins and turnover. Hence, logisticians always have to bear in mind the economic principle:Logistic activities as all other activities in the company should maximize the difference between revenues and costs at lowest capital investment.Elements of Logistic Costs●Personnel costs: wages for workers and salari es for employees with logisticresponsibilities, including personal taxes, vacation, illness, absence, etc.●Space and area costs: Depreciation and interest for the owned assets andbuildings, rents and leasing fees for external buildings, halls and areas,including related heating, climate, maintenance and surveillance costs.●Route and network costs: Depreciation and interest for own and fees forexternal driveways, routes, roads, highways, railroads and transshipmentpoints●Costs for logistic equipment:Depreciation, interest and operating costs forown as well as rental fees and leasing costs for external logistic equipmentsuch as racks, forklifts, transport means, cranes, conveyors and handlingequipment, control systems and process computers, including theequipment-caused energy, cleaning, repair and maintenance costs.●Load carrier costs: Depreciation and interest for own as well as rental feesand leasing costs for external load carriers, such as pallets, bins, barrels,racks, cassettes and containers, including the costs for cleaning, repair,maintenance and empties management.●Logistic material costs: Expenditures for packing material, transportpacking, load securing, labels and other material, which is needed in orderto perform logistic tasks and services.●Logistic IT-costs: Depreciation, interest and operating costs for ownIT-systems as well as costs for external IT-systems as far as used forlogistic purposes.●Third party logistic expenses: Freights, rental fees and other expenses forlogistic service providers.●Taxes, duties and insurance fees, which accumulate during the execution oflogistic tasks and services, as far as related to logistic purposes.●Planning and project costs: Depreciation and interest on activated expensesfor planning, project management and implementation accumulated up tothe start of the economic utilization of a logistic system.●Inventory holding costs: Interest and write offs on all stationary andmoving inventories, in stocks, on buffer places and in transport.In some companies the inventory holding costs include only the interest caused by the capital commitment. Obsolescence costs as well as write-offs due to non-marketability, deterioration or stock decline are often neglected. However, the write-offs oninventories of fashion, perishable, high value or electronic goods can be as high as or even higher than the interest.译文物流成本和控制物流成本定义在不同公司是不同的。
(完整word版)物流外文文献翻译
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their coreenergy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
物流相关的英文文献
物流相关的英文文献英文回答：Logistics: A Comprehensive Overview.Logistics is the process of planning, implementing, and controlling the efficient and effective flow of goods, services, and information from the point of origin to the point of consumption. It involves the coordination of a wide range of activities, including transportation, warehousing, inventory management, order fulfillment, and customer service.Key Concepts in Logistics.Transportation: Moving goods from one location to another using various modes of transport, such as trucks, trains, ships, and airplanes.Warehousing: Storing goods in a secure and efficientmanner until they are needed.Inventory Management: Managing the levels of stock to ensure availability while minimizing costs.Order Fulfillment: Processing customer orders, selecting and packaging goods, and delivering them to the desired destination.Customer Service: Providing support and assistance to customers throughout the logistics process.Types of Logistics.Inbound Logistics: The process of acquiring raw materials and components from suppliers.Outbound Logistics: The process of distributing finished goods to customers.Reverse Logistics: The process of managing the return of goods, such as defective products or excess inventory.Third-Party Logistics (3PL): The use of external providers to handle all or part of the logistics operations.Importance of Logistics.Logistics plays a crucial role in businesses by:Reducing costs through efficient operations and optimization.Improving customer satisfaction through timely and accurate deliveries.Enhancing supply chain visibility and responsiveness.Increasing flexibility and adaptability to market changes.Challenges in Logistics.The logistics industry constantly faces variouschallenges, including:Globalization: Increasingly complex and global supply chains.Technology: Keeping up with advancements in transportation, warehousing, and information systems.Demand Fluctuations: Managing supply and demand variations while maintaining service levels.Environmental Concerns: Minimizing the environmental impact of logistics operations.Trends in Logistics.The logistics industry is continuously evolving, with key trends emerging such as:Automation and Robotics: Increased use of technology to automate tasks and improve efficiency.Sustainability: Focus on reducing the environmental footprint of logistics operations.Data Analytics: Leveraging data to optimize processes and make informed decisions.E-commerce: Growing impact of e-commerce on logistics demand and delivery expectations.中文回答：物流，全面概述。
英语物流论文带翻译
2.练习口头交流：定期练习用英语进行口头交流对提高流利度和准确性至关重要。可以通过角色扮演场景、参与英语会议和与同事和客户交流来实现这一目标。
3. Use English in Daily Operations: Actively using English in daily logistics operations, such as writing emails, creating reports, and communicating with international partners, can help reinforce language skills and build confidence in using English in professional settings.
Case Study: The Impact of English Proficiency on Logistics Operations
To illustrate the importance of English proficiency in logistics, let's consider a case study of a multinational logistics company that operates in China. The company's staff includes both Chinese and foreign employees, and the official language of the company is English. However, the Chinese employees have varying levels of English proficiency, which has resulted in miscommunications and errors in operations. For example, during a shipment delivery, a misinterpretation of an English instruction led to the wrong product being sent to the customer, causing a delay and customer dissatisfaction. This case highlights the significant impact of English proficiency on the effectiveness and efficiency of logistics operations.
物流管理文献翻译 原文及译文
【最新资料,Word版，可自由编辑！】An internet-based logistics management system forenterprise chainsN. Prindezis, C.T. KiranoudisSchool of Chemical Engineering, National Technical University, 15780Athens, GreeceReceived 13 September 2003; received in revised form 20 December 2003;accepted 27 January 2004Available online 10 December 2004AbstractThis paper presents an Internet-Based Logistics Management System to coordinate and disseminate tasks and related information for solving the heterogeneous vehicle routing problem using appropriate metaheuristic techniques, for use in enterprise chain net works. Its architecture involves a JAVA Web applet equipped with interactive communication capabilities between peripheral software tools. The system was developed in distributed software fashion technology for all computer platforms utilizing a Webbrowser, focusing on the detailed road network of Athens and the needs of the Athens Central Food Market enterprises. 2004 Elsevier Ltd. All rights reserved.Keywords: Decision support system; e-Logistics; Transportation; Vehicle routing problem1.IntroductionEnterprise chains are the business model of the present and future regarding markets that involve small and medium company sizes. Clearly, grouping activities towards a focused target facilitates an understandably improved market penetration guaranteed by a successful trade mark of a leading company in the field. Several collaboration models that basically include franchising are introduced as a part of this integrated process. When such a network is introduced in order to exploit a commercial idea or business initiative and subsequently expanded as market penetration grows, several management issues arise regarding the operations of the entire network. Such a network is the ideal place for organizing and evaluating in a more centralized way several ordinary operations regarding supply chain and logistics Infact, tools developed for organizing management processes and operational needs of each individual company, can be developed in a more centralized fashion and the services provided by the tool can be offered to each network member to facilitate transactions and tackle operations similarly. Web-based applications are an ideal starting place for developing such applications. Typically suchsystems serve as a central depot for distributing common services in the field of logistics. The commercial application is stored in a central server and services are provided for each member of the group. A prototype of such a server is described in a previous work (Prindezis, Kiranoudis, & Marinos-Kouris,2003). This paper presents the completed inter net system that is installed in the central web server of the Athens Central Food Market that deals with the integrated problem of distribution for 690 companies that comprise a unique logistics and retail chain of enterprises. The needs of each company are underlined and the algorithms developed are described within the unified internet environment. The problem solved and services provided for each company is the one involving distribution of goods through a heterogeneous fleet of trucks. New insights of the metaheuristics employed are provided. A characteristic case study is presented to illustrate the effectiveness of the proposed approach for a real-world problem of distribution through the detailed road network of Athens.2. Distribution through heterogeneous vehicle fleetsThe fleet management problem presented in this paper requires the use of a heterogeneous fleet of vehicles that distribute goods through a network of clients(Tarantilis, Kiranoudis, & Vassiliadis, 2003, 2004).Therefore, the system was designed in order to automatically generate vehicle routes (which vehicles should de-liver to which customers and in which order), using rational, quantitative, spatial and non-spatial information and minimizing simultaneously the vehicle cost and the total distance travelled by the vehicles, subject to the following constraints:●each vehicle has a predetermined load capacity, typically differentfrom all other vehicles comprising the fleet (heterogeneous nature), ●the capacity of a vehicle cannot be exceeded,● a single vehicle supplies each customers demand,●the number of vehicles used is predetermined.The problem has an obvious commercial value and has drawn the attention of OR community. Its great success can be attributed to the fact that it is a very interesting problem both from the practical and theoretical points of view. Regarding the practical point of view, the distribution problem involved definitely plays a central role in the efficiency of the operational planning level of distribution management, producing economical routes that contribute to the reduction of distribution costs, offering simultaneously significant savings in all related expenses (capital,fuel costs, driver salaries). Its Importance in the practical level, motivated in tense theoretical work and the development of efficient algorithms.For the problem by academic researchers and professional societies in OR/MS, resulting in a number of papers concerning the development of a number of Vehicle Routing Information Systems (VRIS) for solving the problem. The problem discussed is an NP-hard optimization problem, that is to say the global optimum of the problem can only be revealed through an algorithm of exponential time or space complexity with respect to problem size. Problems of this type are dealt with heuristic or metaheuristic techniques. Research on the development of heuristic algorithms (Tarantilis & Kiranoudis, 2001,2002a, 2002b) for the fleet management problem has made considerable progress since the first algorithms that were proposed in the early 60s. Among them, tabu search is the champion (Laporte, Gendreau, Potvin, & Semet,2000). The most powerful tabu search algorithmsare now capable of solving medium size and even largesize instances within extremely small computational environments regarding load and time. On the algorithmic side, time has probably come to concentrate on the development of faster, simpler (with few parameters) and more robust algorithms, even if this causes a small loss in quality solution. These attributes are essential if an algorithm is to be implemented in a commercial package.The algorithm beyond the system developed is of tabu search nature. As mentioned before, since the algorithms cannot reveal the guaranteed global optimum, the time that an algorithm is left to propose a solution to the problem is of utmost importance to the problem. Certainly, there is a trade-off between time expected for the induction of the solution and its quality. This part was implemented in a straightforward way. If the system is asked by the user to produce a solution of very high quality instantly, then an aggressive strategy is to be implemented. If the user relaxes the time of solution to be obtained, that is to say if the algorithm is left to search the solution space more effciently, then there is room for more elaborate algorithms.The algorithm employed has two distinct parts. The first one is a generalized route construction algorithm that creates routes of very good quality to be improved by the subsequent tabu phase. The construction algorithm takes into account the peculiarities of the heterogeneous nature of fleet and the desire of the user to use vehicles of his own desire, owned or hired, according to his daily needs.The Generalized Route Construction Algorithm employed, is a two-phase algorithm where unrouted customers are inserted into already constructed partial solutions. The set of partial solutions is initially empty, and in thiscase a seed route is inserted that contains only the depot. Rival nodes to be inserted are then examined.All routes employed involve single unrouted customers. The insertion procedure utilizes two criteria c1(i,u,j) and c2(i,u,j) to insert a new customer u between two adjacent customers i and j of a current partial route. The first criterion finds the best feasible insertion point (i *,j *) that minimizes the Clark and Wright saving calculation for inserting a node within this specific insertion point,C1(i,u,j)=d(I,u)+d(u,j)-d(I,j) (1) In this formula, the expression d(k,l) stands for the actual cost involved in covering the distance between nodes k and l. The Clark and Wright saving calculation introduced in this phase serves as an appropriate strong intensification technique for producing initial constructions of extremely good quality, a component of utmostnecessity in tabu improvement procedure.The second phase involves the identification of the actual best node to be inserted between the adjacent nodepair (i* ,j *) found in the first phase (Solomon, 1987). From all rival nodes, the one selected is the one that maximizes the expressionC2 (i*, u, j *)=[d(0,u)+d(u,0)]- C1(i*, u, j *) (2)where 0 denotes the depot node. The expression selected is the travelling distance directly from/to the depot to/ from the customer and the additional distance expressedby the first criterion. In all, the first phase of the construction algorithm seeks for the best insertion point in all possible route seeds and when this is detected, the appropriate node is inserted. If no feasible node is found, a new seed route, containing a single depot, is inserted.The algorithm iterates until there are no unrouted nodes. It must be stretched that the way routes are filled up with customers is guided by the desire of the user regardingthe utilization of his fleet vehicles. That is to say, vehicles are sorted according to the distribution and utilization needs of the dispatcher. Vehicles to be used first (regarding to user cost aspects and vehicle availability) will be loaded before others that are of lower importance to the user. Typically, all users interviewed expressed the desire for the utilization of greater tonnage vehicles instead of lower tonnage, so vehicles for loading were sorted in descending order of capacity.For the subsequent aggressive part of the algorithm a tabu search metaheuristic was implemented. The basic components of this algorithm employed in this application are the neighbourhood definition, theshort-term memory and the aspiration criterion.2.1. NeighbourhoodThe neighbourhood is defined as a blend of the most favorable local search moves that transforms one solution to another. In particular, in its tabu search iteration the type of move adopted is decided stochastically. A predefined probability level is assigned to each move type. After that, it is decided whether the move operation is performed within a single route or between different routes, once more stochastically. This time, for both operations, the probability level is assigned a value of 50%. Subsequently, the best neighbour that the selected move implies is computed. The move types employed are the 2-Opt move (Bell et al., 1983), the 1–1 Exchange move (Evans& Norback , 1985), the1–0 Exchangemove (Evans & Norback, 1985), on both single route and different routes.2.2. Short-term memoryShort-term memory, known as tabu list, is the most often used component of tabu search. Tabu list is imposed to restrict the search from revisiting solutions that were considered previously and to discourage the search process from cycling between subsets of solutions. For achieving this goal, attributes of moves, more precisely the reversals of the original ones, are stored in a tabu list. The reversal moves that contain attributes stored in tabu list are designated tabu and they are excluded from the search process. Regarding the tabu search variant implemented, these attributesare the nodes involved in the move (all the moves used in the this method can be characterized by indicating only two nodes) and the corresponding routes where these nodes belong to. The number ofiterations that arcs’mobil ity is restricted is known as tabu list size or tabu tenure. The management of the tabu list is achieved by removing the move which has been on the tabu list longest.2.3. Aspiration criterionThe aspiration criterion is a strategy for overriding the short-term memory functions. The tabu search method implemented, uses the standard aspiration criterion: if a move gives a higher quality solution than the best found so far, then the move is selected regardless its tabu status.Tabu Search algorithm terminates when the number of iterations conducted is larger than the maximum number of iterations allowed. 3. Developing the internet-based application toolWeb services offer new opportunities in business landscape, facilitating a global marketplace where business rapidly create innovative products and serve customers better. Whatever that business needs is, Web services have the flexibility to meet the demand and allow to accelerate outsourcing. In turn, the developer can focus on building core competencies to create customer and shareholder value. Applicationdevelopment is also more efficient because existing Web services, regardless of where they were developed, can easily be reused.Many of the technology requirements for Web services exist today, such as open standards for business to-business applications, mission-critical transaction platforms and secure integration and messaging products. However, to enable robust and dynamic integration of applications, the industry standards and tools that extend the capabilities of to days business-to-business interoperability are required. The key to taking full advantage of Web services is to understand what Web services are and how the market is likely to evolve. One needs to be able to invest in platforms and applications today that will enable the developer to quickly and effectively realize these benefits as well as to be able to meet the specific needs and increase business productivity.Typically, there are two basic technologies to be implemented when dealing with internet-based applications; namely server-based and client-based. Both technologieshave their strong points regarding development of the code and the facilities they provide. Server-based applications involve the development of dynamically created web pages. These pages are transmitted to the web browser of the client and contain code in the form of HTML and JAVASCRIPT language. The HTML part is the static part of the page thatcontains forms and controls for user needs and the JAVASCRIPT part is the dynamic part of the page. Typically, the structure of the code can be completely changed through the intervention of web server mechanisms added on thetransmission part and implemented by server-based languages such as ASP, JSP, PHP, etc. This comes to the development of an integrated dynamic page application where user desire regarding problem peculiarities (calculating shortest paths, execute routing algorithms, transact with the database, etc.) is implemented by appropriately invoking different parts of the dynamic content of such pages. In server-based applications allcalculations are executed on the server. In client-based applications, JAVA applets prevail. Communication of the user is guaranteed by thewell-known JAVA mechanism that acts as the medium between the user and code.Everything is executed on the client side. Data in this case have to be retrieved, once and this might be the time-consuming part of the transaction.In server-based applications, server resources are used for all calculations and this requires powerful server facilities with respect to hardware and software. Client-based applications are burdened with data transmission(chiefly related to road network data). There is a remedy to that; namely caching. Once loaded, they are left in the cache archives of the web browser to be instantly recalled when needed.In our case, a client-based application was developed. The main reason was the demand from the users point of view for personal data discretion regarding their clients. In fact, this information was kept secret in our system even from the server side involved.Data management plays major role in the good function of our system. This role becomes more substantial when the distribution takes place within a large and detailed road network like this of a major complex city. More specifically, in order to produce the proposed the routing plan, the system uses information about:●the locations of the depot and the customers within the road networkof the city (their co-ordinates attached in the map of the city),●the demand of the customers serviced,●the capacity of the vehicles used,●the spatial characteristics of road segments of the net work examined, ●the topography of the road network,●the speed of the vehicle, considering the spatial characteristics of theroad and the area within of which is moved,●the synthesis of the company fleet of vehicles.Consequently, the system combines, in real time, the available spatial characteristics with all other information mentioned above, and tools for modelling, spatial, non-spatial, and statistical analysis, image processing forming a scalable, extensible and interoperable application environment. The validation and verification of addresses of customers ensure the accurate estimation of travel times and distances travelled. In the case of boundary in the total route duration, underestimates of travel time may lead to failure of the programmed routing plan whereas overestimates can lower the utilization of drivers andvehicles, and create unproductive wait times as well (Assad, 1991). The data corresponding to the area of interest involved two different details. A more detailed network, appropriately for geocoding (approximately 250,000 links) and a less detailed for routing (about 10,000 links). The two networks overlapped exactly. The tool that provides solutions to problems of effectively determining the shortest path, expressed in terms of travel time or distance travelled, within a specific road network, using the Dijkstra’s algorithm(Winston,1993). In particular, the Dijkstra’s algorithm is used in two cases during the process of developing the routing plan. In the first case, it calculates the travel times between all possible pairs of depot and customers so that the optimizer would generate the vehicle routes connecting them and in the second case itdetermines the shortest path between two involved nodes (depot or customer) in the routing plan, as this was determined by the algorithm previously. Due to the fact, that U-turn and left-,right-turn restrictions were taken into consideration for network junctions, an arc-based variant of the algorithm was taken into consideration (Jiang, Han, & Chen, 2002). The system uses the optimization algorithms mentioned in the following part in order to automatically generate the set of vehicle routes (which vehicles should deliver to which customers and in which order) minimizing simultaneously the vehicle costs and the total distance travelled by the vehicles This process involves activities that tend to be more strategic and less structured than operational procedures. The system helpsplanners and managers to view information in new way and examine issues such as:●the average cost per vehicle, and route,●the vehicle and capacity utilization,●the service level and cost,●the modification of the existing routing scenario by adding orsubtracting customers.In order to support the above activities, the interface of the proposed system provides a variety of analyzed geographic and tabulated data capabilities. Moreover, the system can graphically represent each vehicleroute separately, cutting it o? from the final routing plan and offering the user the capability for perceiving the road network and the locations of depot and customers with all details.4. Case studyThe system developed was used in the Central Food Market of Athens, Greece. The specific Market involves 2 an area of 320,000m in thesouth-west region of Athens greater area (Agios Ioannis Rentis, Athens, Greece) at the boundary of port of Pireaus, Greece. This Market is basically a hybrid of two submarkets; the first one involves fresh vegetables and fruits and the second one fresh meat. A Central Food Market is an organization that involves numerous small enterprises that sell and distribute fresh food products, chiefly fresh vegetables, fruits fish and meat. It is considered to be the place where supply and demand come together and where prices are determined in conditions of transparency and open exchange. Every day, the market is visited by thousands of operators and traders who consider it the best place in which to carry out their transactions. The market is used by companies specializing in the food sector, traditional retailers, the city markets, supermarkets, hypermarkets, hotel and catering establishments.The fresh vegetables and fruits market involves 690 small and medium enterprises that cover an area of 2 7,100m , while the Meat market involves105 small 2 and medium enterprises that cover an area of 6050m . As a complementary area to the Markets, Athens Central Food Market has a Services and Warehouses Area, to serve the growing economic activity generated by the Food Unit. Cash& Carry, purchase centers, distribution and logistics, storage, handling and packaging, cold stores available for rent, motor vehicle services .Inshort, all the services operators required. The market need for effcient logistics requires specialization and investment(trucks, cold stores, etc.), in order to be competitive and provide the growing level of service demanded. Every day, this market complex offers a selection of fruits and vegetables, both in the range of products and varieties and in the sheer volume on offer, which makes it the largest fruit and vegetable market in Greece and one of the largest in Europe. Athens Central Market responds to the challenge of effciently and reliably serving the most important food sector in Greece, offering a wide variety of vegetables, fruits, meats, meat products in unrivalled conditions of hygiene and safety. The Meat Market is concerned not only with distribution but also with production. Many farmers participate directly in the Athens Central Market, as it actively promotes products with denomination of origin and quality certificates. Athens Central Market installations involve roughly 500 parking places.The application can be found at the internet address cookie entrance. The system was appropriately coded in the form of a java applet encapsulated in a Web page accessible by the users through the Web Server of the organization. There were several restrictions that were taken into consideration as user requirements. The application had to be compact, user-friendly, the data entered that would concern a specific enterprise could not be transparent to others, including the organization and full reports ready to use by truck drivers had to be generated.5. ConclusionsThis paper presented an system to coordinate and disseminate tasks and related spatial and non-spatial information for solving the heterogeneous vehicle routing problem using metaheuristic algorithms. This system used to automatically generate vehicle routing plans such that all customers demands were met, no constraints were violated and a combination of vehicle costs and distance travelled was minimized. The architecture of the system was based on an integrated JAVA Web Applet equipped with interactive communication capabilities between peripheral software tools. The system that was developed in distributed software fashion technology for all Web browsers running on any platform, and it was successfully applied to the area of Greater Athens for the benefits of Athens Central Food Market enterprises.基于互联网的连锁企业的物流管理系统N. Prindezis，C.T. Kiranoudis化工学院，国立技术大学，15780雅典，希腊收到2003年9月13日，在经修订的形式收到的2003年12月20号，接受2004年1月27日可在线二〇〇四年十二月十日摘要本文介绍了一种基于Internet的物流管理系统，以协调和传播解决异构车辆路径问题采用适当的启发式技术，任务和相关信息，为企业的连锁网络作品的使用。
物流外文文献翻译精选文档
物流外文文献翻译精选文档TTMS system office room 【TTMS16H-TTMS2A-TTMS8Q8-外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in:1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their core energy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and the United States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of percent, the average flow of goods from days to days, stock % lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is a strategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics managementThe purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the established level of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal, logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price at the right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and information constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the use of modern management methods and modern technology so that all aspects of information sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit of their own in various areas of the lowest cost, because the logistics of the link between the benefits ofmutual influence, the tendency of mutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems inWhile third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in the competition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over toothers, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies.4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practical business, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal information system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of information technology, logistics and human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but in practical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence.Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional form of every match with a center. China's logistics enterprises in the operating mode of the problems of foreign logistics enterprises in the management model should be from the domestic logistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and space utility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regionalbranches of the density problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computer information network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises must increase investment in information systems can change their market position.Concentration and integration is the third-party logistics trends in the development of enterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of an efficient global third party logistics inputs required for increasing the capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”，军事后勤保障的原意，在二战结束后的第二面。
第三方物流成本的管理外文翻译(适用于毕业论文外文翻译+中英文对照)
The application of third party logistics to implement the Just-In-Time system with minimum cost under a global environmentAbstractThe integration of the Just-In-Time (JIT) system with supply chain management has been attracting more and more attention recently. Within the processes of the JIT system, the upstream manufacturer is required to deliver products using smaller delivery lot sizes, at a higher delivery frequency. For the upstream manufacturer who adopts sea transportation to deliver products, a collaborative third party logistics (3PL) can act as an interface between the upstream manufacturer and the downstream partner so that the products can be delivered globally at a lower cost to meet the JIT needs of the downstream partner. In this study, a quantitative JIT cost model associated with the application of third party logistics is developed to investigate the optimal production lot size and delivery lot size at the minimum total cost. Finally, a Taiwanese optical drive manufacturer is used as an illustrative case study to demonstrate the feasibility and rationality of the model.1. IntroductionWith the globalization of businesses, the on-time delivery of products through the support of a logistics system has become more and more important. Global corporations must constantly investigate their production systems, distribution systems, and logistics strategies to provide the best customer service at the lowest possible cost.Goetschalckx, Vidal, and Dogan (2002)stated that long-range survival for international corporations will be very difficult without a highly optimized, strategic, and tactical global logistics plan. Stadtler (2005) mentions that the activities and processes should be coordinated along a supply chain to capturedecisions in procurement, transportation, production and distribution adequately, and many applications of supply chain management can be found in the literature (e.g. Ha and Krishnan, 2008, Li and Kuo, 2008and Wang and Sang, 2005).Recently, the study of the Just-In-Time (JIT) system under a global environment has attracted more attention in the Personal Computer (PC) related industries because of the tendency towards vertical disintegration. The JIT system can be implemented to achieve numerous goals such as cost reduction, lead-time reduction, quality assurance, and respect for humanity (Monden, 2002). Owing to the short product life cycle of the personal computer industry, downstream companies usually ask their upstream suppliers to execute the JIT system, so that the benefits, like the risk reduction of price loss incurred from inventory, lead times reduction, on-time delivery, delivery reliability, quality improvement, and lowered cost could be obtained (Shin, Collier, & Wilson, 2000). According to the JIT policy, the manufacturer must deliver the right amount of components, at the right time, and to the right place (Kim & Kim, 2002). The downstream assembler usually asks for higher delivery frequency and smaller delivery lot sizes so as to reduce his inventory cost in the JIT system (Kelle, khateeb, & Miller, 2003). However, large volume products are conveyed using sea transportation, using larger delivery lot sizes to reduce transportation cost during transnational transportation. In these circumstances, corporations often choose specialized service providers to outsource their logistics activities for productivity achievement and/or service enhancements (La Londe & Maltz, 1992). The collaboration of third party logistics (3PL) which is globally connected to the upstream manufacturer and the downstream assembler will be a feasible alternative when the products have to be delivered to the downstream assembler through the JIT system. In this study, the interaction between the manufacturer and the 3PL will be discussed to figure out the related decisions such as the optimal production lot size of the manufacturer and the delivery lot size from the manufacturer to the 3PL, based on its contribution towards obtaining the minimum total cost. In addition, the related assumptions and restrictions aredeliberated as well so that the proposed model is implemented successfully. Finally, a Taiwanese PC-related company which practices the JIT system under a global environment is used to illustrate the optimal production lot size and delivery lot size of the proposed cost model.2. Literature reviewThe globalization of the network economy has resulted in a whole new perspective of the traditional JIT system with the fixed quantity-period delivery policy (Khan & Sarker, 2002). The fixed quantity-period delivery policy with smaller quantities and shorter periods is suitable to be executed among those companies that are close to each other. However, it would be hard for the manufacturer to implement the JIT system under a global environment, especially when its products are conveyed by transnational sea transportation globally. Therefore, many corporations are trying to outsource their global logistics activities strategically in order to obtain the numerous benefits such as cost reduction and service improvement. Hertz and Alfredsson (2003) have stated that the 3PL, which involves a firm acting as a middleman not taking title to the products, but to whom logistics activities are outsourced, has been playing a very important role in the global distribution network. Wang and Sang (2005)also mention that a 3PL firm is a professional logistics company profiting by taking charge of a part or the total logistics in the supply chain of a focal enterprise. 3PL also connects the suppliers, manufacturers, and the distributors in supply chains and provide substance movement andlogistics information flow. The core competitive advantage of a 3PL firm comes from its ability to integrate services to help its customers optimize their logistics management strategies, build up and operate their logistics systems, and even manage their whole distribution systems (Wang & Sang, 2005).Zimmer (2001) states that production depends deeply on the on-time delivery of components, which can drastically reduce buffer inventories, when JIT purchasingis implemented. When the manufacturer has to comply with the assembler under the JIT system, the inventories of the manufacturer will be increased to offset the reduction of the assembler’s inventories (David and Chaime, 2003, Khan and Sarker, 2002and Sarker and Parija, 1996).The Economic Order Quantity (EOQ) model is widely used to calculate the optimal lot size to reduce the total cost, which is composed of ordering cost, setup cost, and inventory holding cost for raw materials and manufactured products (David and Chaime, 2003, Kelle et al., 2003, Khan and Sarker, 2002and Sarker and Parija, 1996). However, some issues such as the integration of collaborative 3PL and the restrictions on the delivery lot size by sea transportation are not discussed further in their studies. For the above involved costs, David and Chaime (2003) further discuss a vendor–buyer relationship to include two-sided transportation costs in the JIT system. Koulamas, 1995and Otake et al., 1999 describe that the annual setup cost is equal to the individual setup cost times the total number of orders in a year. McCann, 1996and Tyworth and Zeng, 1998both state that the transportation cost can be affected by freight rate, annual demand, and the products’ weight. Compared to the above studies which assume that the transportation rate is constant per unit, Swenseth and Godfrey (2002)assumed that the transportation rate is constant per shipment, which will result in economies of scale for transportation. Besides, McCann (1996)presented that the total logistics costs are the sum of ordering costs, holding costs, and transportation costs. A Syarif, Yun, and Gen (2002)mention that the cost incurred from a distribution center includes transportation cost and operation cost. Taniguchi, Noritake, Yamada, and Izumitani (1999)states that the costs of pickup/delivery and land-haul trucks should be included in the cost of the distribution center as well.The numerous costs involved will be formulated in different ways when the manufacturer operates the JIT system associated with a collaborative 3PL under a global environment. Kreng and Wang (2005) presented a cost model, which can beimplemented in the JIT system under a global environment, to investigate the most appropriate mode of product delivery strategy. They discussed the adaptability of different transportation means for different kinds of products. In this study, the implementation of sea transportation from the manufacturer to the 3PL provider will be particularized, and the corresponding cost model will also be presented to obtain the minimum total cost, the optimal production lot size, and the optimal delivery lot size from the manufacturer to the 3PL provider. Finally, a Taiwanese company is used for the case study to illustrate and explore the feasibility of the model.3. The formulation of a JIT cost model associated with the 3PLBefore developing the JIT cost model, the symbols and notations used throughout this study are defined below:B3PL’s pickup cost per unit product (amount per unit)Cj3PL’s cost of the j th transportation container type, where j= 1, 2, 3,…,n (amount per year)DP annual demand rate of the product (units per year)Dr annual demand of raw materials (units per year)D customers’ demand at a specific interval (units per shipment)E annual inventory holding cost of 3PL (amount per year)F transportation cost of the j th transportation container type from themanufacturer to the 3PL, where j= 1, 2, 3, …, n (amount per lot)F freight rate from the 3PL provider to the assembler (amount per kilogram)Hp inventory holding cost of a unit of the product (amount per year)Hr inventory holding cost of raw materials per unit (amount per year)Ij average product inventory of the j th transportation container type in the manufacturer, where j= 1, 2, 3, …, n (amount per year)I annual profit margin of 3PL (%)K ordering cost (amount per order)Kj number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is Qj with the j th transportation container type, where j= 1, 2, 3, …, n(kj=Qj/d)M∗ optimal number of shipments that manufacturer delivers with the optimal total costactual number of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nMj number of shipments of the j th transportation container type, where j= 1, 2, 3, …, nnumber of shipments of the j th transportation container type with the minimum total cost, where j= 1, 2, 3, …, nN∗ optimal production lot size of the manufacturer (units per lot)optimal production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nj production lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)Nr ordering quantity of raw material (units per order)P production rate of product (units per year)maximum delivery lot size of the j th transportation container type, where j= 1, 2, 3, …, n (units per lot)q∗ optimal delivery lot size of the manufacturer (units per lot)qj actual delivery lot size of the j th transportation container type, where j= 1, 2, 3, …,n (units per lot)Rj loading percentage of the j th transportation container type, where j= 1, 2, 3, …,n(Rj=qj/Qj)Rj real number of shipments from the 3PL provider to the assembler when the delivery lot size from the manufacturer to the 3PL provider is qj with the j th transportation container type, where j= 1, 2, 3, …,n(rj=qj/d)S setup cost (amount per setup)W weight of product (kilogram per unit)Λ quantity of raw materials required in producing one unit of a product (units)Tomas and Griffin (1996)considered that a complete supply chain should consist of five participants, including the raw materials supplier, the manufacturer, the assembler, the warehouse operator, and the consumer. This study mainly focuses on the relationships among the manufacturer, the 3PL provider and the assembler within the JIT system under a global environment. In order to achieve the fixed quantity-period JIT delivery policy, which implies that the actual delivery lot size has to be determined by identifying the downstream assembler’s needs instead of the upstream manufact ure’s economical delivery lot size, higher transportation costs with higher delivery frequency are necessary. Since the JIT system are more appropriately executed among those companies that are close to each other, a collaborative 3PL connected the upstream manufacture with the downstream assembler is necessary when the products have to be delivered from the upstream manufacture to the downstream assembler by sea transportation over a long distance. This study proposes a JIT cost model to obtain the optimal production lot size, the actual delivery lot size, the most suitable transportation container type, and the exact number of shipments from the manufacturer to the 3PL provider at the minimum total cost.This study makes assumptions of the JIT system as follows:(1) There is only one assembler and only one manufacturer for each product.(2) The production rate of the manufacturer is uniform, finite, and higher thanthe demand rate of the assembler.(3) There is no shortage and the quality is consistent in both raw materials and products.(4) The demand for products that the assembler receives is fixed and is at regular intervals.(5) Qj is much greater than demand at a regular interval,d.(6) The transportation rates from the manufacturer to the 3PL and from the 3PL to the assembler are computed by the number of shipments and the product’s weight, respectively, and,(7) The space of th e manufacturer’s warehouse is sufficient for keeping all inventories of products that the manufacturer produces.According to the above assumptions from (1), (2), (3)and (4), Fig. 1illustrates the relationships among the manufacturer, the 3PL provider, and the assembler, where the Fig. 1represents the inventory of manufacturer’s raw materials, the inventory of products inside the manufacturer, the inventory of the 3PL provider, and the inventory of the assembler from top to bottom (Kreng & Wang, 2005). This study also adopts the Fig. 1 to demonstrate the collaboration of the 3PL provider which will be an interface connecting the manufacturer and the assembler. During the period T1, the inventory of products with the manufacturer will be increased gradually because the production quantity is larger than the demand quantity. However, during the period T2, the inventory of products will be decreased because the production has been stopped.中文翻译：在全球环境下第三方物流以最小的成本实现了Just-In-Time系统的应用摘要：JUST-IN-TIME（JIT）系统，供应链管理的整合，最近已经吸引了越来越多的关注。
物流管理专业外文翻译外文文献英文文献
物流管理专业外文翻译外文文献英文文献附录英文资料原文:From the perspective of modern logistics systems, storage is an important part of logistics is the logistics system, distribution center, hoping for effective logistics warehouse here, scientific management and control, so that the logistics system more smoothly, more reasonable to run. In this paper, the importance of starting from the warehouse, combining theory and practice, through an enterprise storage andlogistics activities in the "space" and "cargo space" to analyze how the activities in the warehouse through the "space" and "cargo space "management to improve storage efficiency, reduce storage costs.Case Background: Photoelectric Technology Co., Ltd. of a storage management. A Photoelectric Technology Co., Ltd. located in Guangdong Huizhou Jinyuan Industrial Zone, which was established in 1998, is a professional lighting devices and electrical equipment manufacturers, it is the industry's leading enterprises. With excellent product quality, excellent service, the access to the customer's extensive approval and praise. In order to adapt to the new form of strategic development needs, the Company's existing network of integrated customer relationship, across the country set up the 35 operations centers, improve the company's supply chain, logistics, warehousing and distribution systems and customer service system. The company is headquartered Total finishedgoods warehouse 3, namely a set of finished products warehouse, finished products and finished second group of three storage warehouses. They are based on different types of products in different product sub-warehouses: one product a warehouse on the first floor is to facilitate the shipment into, so it is relatively types of goods stored there are more point, such as lamp, lamp panel and so on. And all of the export goods are stored in a group. Finished second group is mainly warehouse track lights, metal halide lamp, T4 lamp, T5 lamp and light. The company's several light sources are stored in the warehouse two groups finished. Three major stored product warehouse specific grid lamps, ceiling lamps, track lights, and some other companies products.1 An analysis of warehouse storage spaceWarehouse storage system's main elements include storage space, goods, personnel and equipment and other factors. Storage is the storage of the core functions and key links, storage area plan is reasonable or not directly affect the operational efficiency of warehouse and storage capacity. Therefore, the effective use of storage space as warehouse management is one important factor of good or bad. The company'sproducts sell well. Frequency of a large warehouse storage, goods flow also great. The company's warehouse space layout is stored on theshelves of goods, three-dimensional space utilization is not high, sohe's warehouse is not very high degree of mechanization, storage, only forklifts, including hand trucks and electric forklift. Warehouse operation methods, generally with a forklift, rarely manpower for thereceipt of goods, which are materials used to send and receive cards, every time shipping and receiving cards will be done in the send and receive registration materials, so we usually check very convenient goods such as some of the follow-up results from the present work seems to still relatively high efficiency, operation is quite easy. So the whole way of operating the company's warehouse is quite reasonable. The warehouse usually because the storage space is often not enough and the goods stored in the work space position. Particularly in the sales season, the warehouse storage products especially crowded, working up inside people feel a little depressedfeeling. So not very reasonable storage operating environment. The warehouse, data storage costs a statistical look fairly reasonable, because it costs very little equipment, fixed storage cost is not very high, while the storage cost is the cost of the class structure, so storage costs are therefore not very high.Storage warehouse for storage of goods that is as functional space.Storage space = potential use of physical space + space + space + operations useless space. Physical space, which means the goods were in fact occupied the space. The company's warehouse, its physical space accounted for 75% of the warehouse; the potential use of space accounted for 10%; work space and accounts for about 10% as the company's warehouse mechanization is not high, so a small point of space does not work What effect, its security is also essential to meet the requirements intermittent; his useless space accounted for about 5%. Onthe whole, the warehouse space utilization is high, there is a little crowded phenomenon. Analysis: the relative reduction should be the use of some physical space to increase the number of intermittent operations such as space, safety of space use. In addition, space and vertical space from the plane of view, the level of space has been put to good use, but the use of vertical space is not high, it can be considered top shelf, or high-level automatic three-dimensional shelf, to make better use of vertical space.2 rack management analysisRack management refers to the goods into warehouse, on the goods handling, how to put, place, etc. where a reasonable and effective planning and management. The disposal of goods, how to place, mainly by the strategic decision taken by the storage of goods of a specific storage location, will have to combine the principles of location assignment related to the decision. The company's warehouse storage rack management approach is used in positioning guidelines to follow. Positioning refers to each type of storage or storage of goods are fixed for each cargo space, cargo space of goods can not be interoperable. Therefore, when planning cargo space, cargo space for each volume of goods shall not be less than the possible maximum amount in the bank. However, in actual operation, the positioning of different storage conditions generally done in accordance with appropriate adjustments, it will make changes based on the actual situation. Cargo space in the warehouse management in the work by the staff of the company, combiningtheory with practice, carried out positioning, fixed-point, quantitative management principles, therefore, Ta cargo-bit capability is not Quanbu Anzhaozuida conducted in the library volume positioning, as the company's products belong to relatively large seasonal variations in the product, if the maximum amount set in the library space utilization will fall to the warehouse, so wastage of resources.- As all the libraries in the digital warehouse are stored with the principles of positioning, in accordance with the current situation of the company's warehouse, all use the principle of positioning is not very reasonable storage should be in accordance with the different characteristics of products and storage requirements, the product classification For important product, a small number of products used variety store positioning. And because almost all of the company's products feature the same features they are not mutually exclusive, this product features from the point of view is they could be put together randomly.In addition, the company's warehouse management, distribution of cargo spaces You are also a number of principles: (1) FIFO principle, Ji is the ancestor of goods, first-out library library principles, the principles generally applicable to a short life cycle of goods. (2) the principle of facing channel, referring to the goods of the mark, name the face of passageways so that theoperator can easily simple identification, it allows the retentionof goods, access to easy and efficient manner, which is to the warehouseto be fluent in the basic principles of operation. (3) weight characteristics of the principle, meaning that according to the weight of different goods to determine the level of goods in the storage location of places. In general, the weight should be kept on the ground or the lower shelf position, light goods were kept in the upper shelf location. In the case of manual handling operations carried out when the people of waist height for the custody of heavy or large items, while above the waist height of the light used to keep the goods or small items. This principle, the use of the safety and shelf manual handling operations have great significance. According to this principle, the company's warehouse stocking on the use of the fruit picking type. In this way, the storage requirements of the company's present situation is very reasonable, but also for staff is also very convenient.In the specific cargo space management process, we can see that the above description: they still use more modern management methods and principles. These methods and principles. For most of the moretraditional business management for storage or a more scientific and reasonable. Of course, in the management of the process there will be issues, such as operation in practice, some operators do not pay attention, not careful, careless also makes some of the principles of our implementation is not good enough. In the company's product sales, and warehouse management appears cargo space confusion, some products will be stored in the operating channel and the secure channel, so that is not conducive to our operations, warehouse operations particularlyaffect the safety of personnel, there are security risks. Because these problems often are especially prominent when the season, so these problems, the author suggested that some of the goods stored in the open yard, but the time to do well in the storage protection. 3 proposed ABC Classified Management ApplicationsTo conduct an effective inventory management and control, we mustfirst sort of inventory, only then can we better manage the goods and control. Therefore, I analyzed that in the original storage facilities under the same conditions, using ABC classification of goods for the implementation and management. This can effectively use the original storage space and cargo space. Through the analysis of goods to identify the primary and secondary, classification queue. According to Barrett curve reveals the "critical few and minor majority" rule should be applied in the management. Therefore, in accordance with product value, sales, shortage cost, or order in advance of other indicators toclassify the product. A class of products which are the highest value of inventory, general inventory of its total inventory of 15%, while the value of it is accounted for 70% ~ 80%; B products are middle of the stock value of these species 30% of the total inventory value of the total value of 15% to 25%; while the C class product is the value of the bottom of the inventory, its value is only 5% of the total value, but it accounts for the total inventory stocks 55%. Storage can be classified by goods and different products for each type of different management strategies developed to implement different control measures. In themanagement process, the products for A to require warehousing products are all everyday to inspect and inventory, the operation should be careful, can significantly embodiment up such products other products Butong between, were the focus of management; on B products, managed by sub-key can be 2 to 3 days to inspect and inventory. At the same time,do not neglect the management of products on the C, C products every week to conduct an inspection and inventory.We know from the analysis, storage operations, "space", "cargo space" and its scientific and rational management is an important partof warehouse management, warehousing costs alsoaffect the cost of important factors. Through practical examples of some of the storagemanagement problem analysis and research, through analysis and study of these issues, so wehave deeper storage management to understand, storage has its own management principles, weshould abide by and seriously the implementation of these principles. When in use thecombination of theory and practice, so that our warehouse and our theory more in tune with theactual operation. Only the combination of theory and practice to our knowledge to the limits.中文译文从现代物流系统观点来看,仓储是物流的一个重要环节,是物流系统的调运中心,希望在仓储这里对物流进行有效、科学地管理与控制,使物流系统更顺畅、更合理地运行。
物流外文文献 中译英 英译中
一、英译汉Unit1 Exercise1（1）flow of goods 货物流通（2）point of consumption 消费地（3）requirements of consumers 消费需求（4）time and place utility 时间与地点效用（5）military logistics 军事物流（6）production logistics 生产物流（7）third-party logistics 第三方物流（8）supply chain management 供应链管理（9）inbound logistics 进货物流（10）outbound logistics 出货物流Unit2 Exercise2（1）infant formula 婴幼儿配方奶粉（2）specialized technical test 专业技术测试（3）mad-cow disease 疯牛病（4）foot-and-month disease 手足口病（5）agenda item 议程项目（6）U.S. bottoms 美国货船（7）Federal Transition Administration 美国联邦公共交通总署（8）cargo preference rules 货物优先规则Unit3 Exercise3（1）per-captia income 人均收入（2）inherent incentives 内在激励（3）technological leapfrogging 技术跨越（4）stepchild model 继子模式（5）routinely stockpile 例行库存（6）outright theft 公然盗窃（7）corrupt practice 腐败行为（8）excess manufacturing capacity 产能过剩（9）hazardous wastes 危险废物（10）fraudulent price 价格欺诈二、汉译英Unit1 Exercise1（1）增值过程value adding process（2）出货量batch size（3）追踪追寻track and tracing（4）正向货流forword flow of goods（5）逆向货流reverse flow of goods（6）文件流documentation flow（7）处理退货handling returns（8）订单处理order processing（9）废物处理salvage scrap disposal（10）内部运作perform in-houseUnit2 Exercise2（1）空运垄断Air carrier monopoly （2）施加压力keep the pressure on（3）移民部门immigration agents（4）双边协定bilateral agreements（5）价格均衡rate equalize（6）政府抵制governments' boycott （7）海上禁运maritime blockade（8）全球配额global quota（9）四四二分成the 40/40/20 split（10）坚强后盾the strong backingUnit3 Exercise3（1）过期食品outdated food（2）兽医用品veterinary products（3）完税价格dutiable value（4）货币储备reserves of currency（5）优惠汇率preferential exchanges rates （6）产业政策industrial policy（7）发展重点development emphasis （8）机场重建airport reconstruction （9）游牧人口nomadic populations （10）伦理困境ethical dilemma。
物流外文文献翻译
外文文献原稿和译文原稿Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related inFormation to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . "Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of inFormation. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance.Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company.According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users areactively considering the use of third-party logistics services. As athird-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.First, the advantages of using a third-party logisticsThe use of third-party logistics enterprises can yield many benefits, mainly reflected in: 1, focus on core businessManufacturers can use a third-party logistics companies to achieve optimal distribution of resources, limited human and financial resources to concentrate on their core1energy, to focus on the development of basic skills, develop new products in the world competition, and enhance the core competitiveness of enterprises.2, cost-savingProfessional use of third-party logistics providers, the professional advantages of mass production and cost advantages, by providing the link capacity utilization to achieve cost savings, so that enterprises can benefit from the separation of the cost structure. Manufacturing enterprises with the expansion of marketing services to participate in any degree of depth, would give rise to a substantial increase in costs, only the use of professional services provided by public services, in order to minimize additional losses. University of Tennessee in accordance with the United States, United Kingdom and theUnited States EXEL company EMST & YOUNG consulting firm co-organized a survey: a lot of cargo that enable them to use third-party logistics logistics costs declined by an average of 1.18 percent, the average flow of goods from 7.1 days to 3.9 days, stock 8.2% lower.3, reduction of inventoryThird-party logistics service providers with well-planned logistics and timely delivery means, to minimize inventory, improve cash flow of the enterprise to achieve cost advantages.4, enhance the corporate imageThird-party logistics service providers and customers is astrategic partnership, the use of third-party logistics provider of comprehensive facilities and trained staff on the whole supply chain to achieve complete control, reducing the complexity of logistics, through their own networks to help improve customer service, not only to establish their own brand image, but also customers in the competition.Second, The purpose of the implementation of logistics management The purpose of the implementation of logistics management is to the lowest possible total cost of conditions to achieve the establishedlevel of customer service, or service advantages and seek cost advantages of a dynamic equilibrium, and thus create competitive enterprises in the strategic advantage. According to this goal,logistics management to solve the basic problem, simply put, is to the right products to fit the number and the right price atthe right time and suitable sites available to customers.Logistics management systems that use methods to solve the problem. Modern Logistics normally be considered by the transport, storage, packaging, handling, processing in circulation, distribution and inFormation constitute part of all. All have their own part of the original functions, interests and concepts. System approach is the useof modern management methods and modern technology so that all aspectsof inFormation sharing in general, all the links as an integrated system for organization and management, so that the system can be as low as possible under the conditions of the total cost, provided there Competitive advantage of customer service. Systems approach that the system is not the effectiveness of their various local links-effective simple sum. System means that, there's a certain aspects of the problem and want to all of the factors affecting the analysis and evaluation. From this idea of the logistics system is not simply the pursuit oftheir own in various areas of the lowest cost, because the logistics of the link between the benefits of mutual influence, the tendency ofmutual constraints, there is the turn of the relationship between vulnerability. For example, too much emphasis on packaging materials savings, it could cause damage because of their easy to transport and handling costs increased. Therefore, the systems approach stresses the need to carry out the total cost analysis, and to avoid the second best effect and weigh the cost of the analysis, so as to achieve the lowest cost, while meeting the established level of customer se rvice purposes.Third, China's enterprises in the use of third-party logistics problems in While third-party logistics company has many advantages, but not many enterprises will be more outsourcing of the logistics business, the reasons boil down to:1, resistance to changeMany companies do not want the way through the logistics outsourcing efforts to change the current mode. In particular, some state-owned enterprises, we reflow will also mean that the dismissal of outsourcing a large number of employees, which the managers of state-owned enterprises would mean a very great risk.2, lack of awarenessFor third-party logistics enterprise's generally low level of awareness, lack of awareness of enterprise supply chain management in the enterprise of the great role in thecompetition.3, fear of losing controlAs a result of the implementation of supply chain companies in enhancing the competitiveness of the important role that many companies would rather have a small but complete logistics department and they do not prefer these functions will be handed over to others, the main reasons it is worried that if they lose the internal logistics capabilities, customers will be exchanges and over-reliance on other third-party logistics companies. 4, the logistics outsourcing has its own complexitySupply chain logistics business and companies are usually other services, such as finance, marketing or production of integrated logistics outsourcing itself with complexity. On a number of practicalbusiness, including the integration of transport and storage may lead to organizational, administrative and implementation problems. In addition, the company's internal inFormation system integration features, making the logistics business to a third party logistics companies have become very difficult to operate.5, to measure the effect of logistics outsourcing by many factorsAccurately measure the cost of inFormation technology, logisticsand human resources more difficult. It is difficult to determine the logistics outsourcing companies in the end be able to bring the cost of how many potential good things. In addition, all the uniqueness of the company's business and corporate supply chain operational capability, is usually not considered to be internal to the external public information, it is difficult to accurately compare the inter-company supply chain operational capability.Although some manufacturers have been aware of the use of third-party logistics companies can bring a lot of good things, but inpractical applications are often divided into several steps, at the same time choose a number of logistics service providers as partners in order to avoid the business by a logistics service providers brought about by dependence. Fourth, China's third-party logistics companies in the development of the problems encounteredA successful logistics company, the operator must have a larger scale, the establishment of effective regional coverage area, with a strong command and control center with the high standard of integrated technical, financial resources and business strategy.China's third-party logistics companies in the development of the problems encountered can be summarized as follows:1, operating modelAt present, most of the world's largest logistics companies take the head office and branch system, centralized headquarters-style logistics operation to take to the implementation of vertical business management. The establishment of a modern logistics enterprise must have a strong, flexible command and control center to control the entire logistics operations and coordination. Real must be a modern logistics center, a profit center, business organizations, the framework, the institutional Form of every match with a center. China's logistics enterprises in the operating mode of the problems of Foreign logistics enterprises in the management model should be from the domesticlogistics enterprises.2, the lack of storage or transport capacityThe primary function of logistics is to create time and spaceutility theft. For now China's third-party logistics enterprises, some companies focus on storage, lack of transport capacity; other companies is a lot of transport vehicles and warehouses throughout the country little by renting warehouses to complete the community's commitment to customers. 3, network problemsThere are a few large companies have the logistics of the entire vehicle cargo storage network or networks, but the network coverage area is not perfect. Customers in the choice of logistics partner, are very concerned about network coverage and network of regional branches of thedensity problem. The building of the network should be of great importance to logistics enterprises.4, information technologyThe world's largest logistics enterprises have "three-class network", that is, orders for information flow, resources, global supply chain network, the global Resource Network users and computerinformation network. With the management of advanced computer technology, these customers are also the logistics of the production of high value-added products business, the domestic logistics enterprises mustincrease investment in information systems can change their market position.Concentration and integration is the third-party logistics trendsin the development ofenterprises. The reasons are: firstly, the company intends to major aspects of supply chain outsourcing to the lowest possible number of several logistics companies; the second, the establishment of anefficient global third party logistics inputs required For increasingthe capital; the third Many third-party logistics providers through mergers and joint approaches to expand its service capabilities.译文物流已广泛应用于经济领域中的英文单词“物流”,军事后勤保障的原意,在二战结束后的第二面。
物流管理介绍英文稿范文
物流管理介绍英文稿范文Introduction to Logistics Management.Logistics management, often referred to as the backbone of any business operation, involves the efficient planning, implementation, and control of the flow and storage of goods, services, and information from the point of origin to the point of consumption. It encompasses a wide range of activities, including transportation, warehousing, inventory management, packaging, and distribution, all aimed at achieving cost-effective and timely delivery to customers.The field of logistics has evolved significantly over the years, driven by advancements in technology, globalization, and the need for businesses to streamline their operations and reduce costs. Today, logistics management plays a crucial role in enhancing the competitiveness of companies by ensuring that products and services are delivered efficiently and effectively.The Core Components of Logistics Management.1. Transportation Management: Transportation is a vital component of logistics management, as it involves the movement of goods and services from one location to another. Effective transportation management requires careful planning and execution to minimize costs, reduce delays,and ensure the integrity of the shipped goods. Various modes of transportation, such as road, rail, air, and water, are considered based on the nature of the goods, the distance to be covered, and the required time frame.2. Warehousing and Storage: Warehousing plays a crucial role in logistics management, as it involves the safe and secure storage of goods until they are ready for distribution. Warehouses must be designed to maximize storage capacity and efficiency, while also considering factors such as temperature control, humidity, and security. Effective warehousing management ensures that goods are stored in the optimal condition, reducing the risk of damage or spoilage.3. Inventory Management: Inventory management involves tracking and managing the stock of goods in a warehouse or distribution center. It ensures that the right amount of inventory is available at all times to meet customer demand, while also minimizing the cost of holding excess inventory. Inventory management systems utilize advanced techniques, such as just-in-time inventory and lean inventory management, to optimize inventory levels and improve efficiency.4. Packaging and Labeling: Packaging and labeling are essential elements of logistics management, as they protect goods during transportation and provide criticalinformation to facilitate their handling and delivery. Packaging must be strong enough to withstand the rigors of transit, while also being cost-effective andenvironmentally friendly. Labeling, on the other hand, ensures that goods are properly identified and tracked throughout the supply chain.5. Distribution Management: Distribution managementinvolves the planning and execution of the delivery ofgoods to customers. Effective distribution management requires careful consideration of factors such as route optimization, delivery timing, and the use of advanced technologies, such as GPS tracking and automated delivery systems. Distribution management also ensures that customers receive their orders in a timely and efficient manner, enhancing customer satisfaction and loyalty.The Importance of Logistics Management in Business.Logistics management plays a pivotal role in thesuccess of any business. Here are some of the key benefitsof effective logistics management:1. Cost Savings: Efficient logistics management helps businesses reduce costs by optimizing transportation routes, minimizing inventory holding costs, and reducing waste and damage during transportation and storage.2. Enhanced Customer Satisfaction: Timely and reliable delivery of goods and services is essential for maintainingcustomer satisfaction and loyalty. Effective logistics management ensures that customers receive their orders on time and in good condition, thereby enhancing their overall experience.3. Improved Supply Chain Visibility: Advanced logistics management systems provide real-time visibility into the supply chain, enabling businesses to track the status of their orders and identify potential bottlenecks or delays promptly. This enhanced visibility helps businesses make informed decisions and adjust their strategies accordingly.4. Competitive Advantage: Effective logistics management can give businesses a competitive edge by enabling them to offer better service, reduce costs, and improve efficiency. By streamlining their logistics operations, companies can differentiate themselves from their competitors and attract more customers.Conclusion.In conclusion, logistics management is a crucial aspectof any business operation. It involves the planning, implementation, and control of the flow and storage of goods, services, and information to ensure efficient and cost-effective delivery to customers. Effective logistics management can help businesses reduce costs, enhance customer satisfaction, improve supply chain visibility, and gain a competitive edge. As globalization continues to grow and technology continues to advance, the importance of logistics management will only increase. Therefore, it is essential for businesses to invest in robust logistics management systems and strategies to stay ahead in today's competitive landscape.。
物流成本仓储管理系统中英文对照外文翻译文献
文献信息：文献标题：Logistics Cost Calculation of Implementation Warehouse Management System: A Case Study（实施仓储管理系统的物流成本计算：案例研究）国外作者：Tomáš Ku era文献出处：《MATEC Web of Conferences》, 2017字数统计：英文 2741 单词，13573 字符；中文 4043 汉字外文文献：Logistics Cost Calculation of Implementation Warehouse Management System: A Case StudyAbstract Warehouse management system can take full advantage of the resources and provide efficient warehousing services. The paper aims to show advantages and disadvantages of the warehouse management system in a chosen enterprise, which is focused on logistics services and transportation. The paper can bring new innovative approach for warehousing and presents how logistics enterprise can reduce logistics costs. This approach includes cost reduction of the establishment, operation and savings in the overall assessment of the implementation of the warehouse management system. The innovative warehouse management system will be demonstrated as the case study, which is classified as a qualitative scientific method, in the chosen logistics enterprise. The paper is based on the research of the world literature, analyses of the internal logistics processes, data and finally enterprise documents. The paper discovers costs related to personnel costs, handling equipmentcosts and costs for material identification. Implementation of the warehouse management system will reduce overall logistics costs of warehousing and extend the warehouse management system to other parts of the logistics chain.1.IntroductionAt present time companies try to minimize the costs of logistics. The concept of warehousing is very closely linked to logistics and distribution. Warehousing is within the logistics chain, one of the activities cannot be omitted. Warehousing addresses many crucial issues, inventory levels, ordering cycles, warehouse equipment and their spatial distribution, distribution of warehouse and inventory management. At high inventory levels incurred by companies fixed cost for each additional unit of inventory. Possession of inventory on hand may be necessary for the company due to preserve their source of supply. Warehousing is one of the most important parts of the entire logistics system. Warehousing is a link between manufacturers and customers, it provides storage for many products (e.g. raw materials, parts, semi-finished products, components and finished products). Warehouses allow to bridge space and time. Manufacturing inventories ensure optimal continuity of the production. Inventories of goods for ensuring smooth supply of the final customer.2.Theoretical background and methodologyWith the constant technological advancement, the companies started to invest in new systems to support competitiveness in the market in which they operate. The trend of reducing the cost of warehousing is the maximum use of warehouse space, the minimum number of transfers, effective solution to the warehousing points or reducing the number of species of stored inventory. These costs are significant, if the free warehouse space on someone's rented, or if with a higher warehousing amount of enterprise must pay for additional rented premises, or energy, or heat. Warehousemanagers are usually interested in providing high quality services to their customers at minimum cost. From a tactical, strategic and operational point of view, the main issues concern both the warehouse and the inventory management.Warehousing systems and material handling systems play a pivotal and critical role in the supply chain, and requirements for warehousing and handling operations have significantly increased in recent years.Warehousing refers to activities associated with inventory management. These activities take place within the warehouse area, it is mainly the receipt of goods, purchase goods handling, picking, gathering and activities related to sorting.Warehouse management is not just a purchase, warehousing and transport within the warehouse; this is a more complex system that exceeds the physical boundaries of warehouses. Warehouse Management System (hereinafter WMS) is used to increase performance and warehousing for better management decisions for holding only strictly necessary supplies needed for the manufacturing process. WMS can take full advantage of the resources and provide efficient warehousing services provided by the plan, organize, control and coordination processes. WMS is a necessary approach for every warehouse. An automated warehousing system provides less effort, more efficient, and reliable results compared to manual handled system. WMS is designed to help reduce costs through effective warehouse processes. The tool known as WMS is a system that facilitates the handling operations and storage materials through defined parameters, but the deployment of this system need to go through steps that impact positively and negatively the company's various sectors.The need for automating the warehouse arises from the fact that manual handling may cause human errors which may affect the warehouse utilization.The case study, as one of the qualitative research methods, was chosen because it counts among the most frequently used methods within the research focused on the implementation of different management approaches into practice of organizations.Case study is defined as an empirical survey of the current phenomenon in its natural environment, using multiple sources of evidence. Study cases are selected based on pre- defined conditions of the case.The aim of this paper is to show advantages and disadvantages of the warehouse management system in a chosen logistics service provider (Ewals Cargo Care), which is focused on logistics services and transportation. The paper will bring new innovative approach for warehousing and presents how the logistics enterprise can reduce logistics costs, mainly personnel costs. This is especially thanks to the implementation of warehouse management system. Data used in the case study is based on real logistics processes in logistics service provider. The paper discovers costs related to personnel costs, handling equipment costs and costs for material identification.3.Case study: Warehouse management system in logistics service providerThe case study is focused on new innovative approach for warehousing and presents how logistics service provider (Ewals Cargo Care) can reduce logistics costs, thanks to the implementation of warehouse management system. Ewals Cargo Care (hereinafter ECC) is a transport and logistics company operating in the market for more than 110 years. For its customers, primarily in the automotive, electronics, paper and packaging industry, manufacturers and distributors of consumer electronics provides services both in the field of transport, as well as services related to warehousing and handling of goods.The company's goal is always to find the optimal solution for shipping process on the way from supplier to customer, with the possibility of combining shipment, transhipment or use consolidation warehouses. ECC fully uses its years of experience, skills and knowledge to find and implemented for customers the most effective solution with the least impact on the environment.The case study compares two models. The first one is the existing warehouse system and the second one is the new innovative WMS. For the design of WMS implementation was used analysis of current warehouse management based on fixed warehouse positions and common software that keeps track of inventory about individual stock items. The current system of fixed positions does not allow variable use of empty warehouse cells for current needs income and material warehouse. Proposal for the implementation of WMS in turn allows almost 100% utilization of warehouse capacity and reducing the administrative handling time needed to process goods receipt, put-away, warehousing and distribution of goods to the production. For the current calculation of measured values required for the proposal to introduce managed warehouse was used ECC customer production plan in 2017. Of these production plans, can derive data needed to analyse the personnel and technical complexity in the case of implementation of WMS.Tab. 1 shows the personnel costs in the existing warehouse system. Personnel costs are governed by wage regulation in the ECC. Based on the number of employees (32 people) are determined by the total personnel costs, which amounts to 1,183,000 CZK per month.Table 1. Personnel costs – current state – existing warehouse systemRequired operating personnel warehouse in 2017 could be changed about the implementation of WMS. In tab. 2 lists the personnel costs in the warehouse after implementation of WMS. Out of 32 employees after the implementation of softwareand hardware WMS has been optimized six workers. Personnel costs would be reduced from the amount 1,183,000 CZK to 967,000 CZK per month.Table 2. Personnel costs – state after implementation of WMSIn tab. 3 is an overview of the necessary handling equipment in the warehouse before and after the implementation of WMS. The changes that have occurred since the implementation of WMS are saving one forklift (yellow highlighted box in the tab.3). Number of forklifts can be reduced because WMS reduces the number of forklift drivers. Monthly savings is 24,242 CZK.Table 3. Handling equipment costsTab. 4 shows the hardware and software costs of implementation WMS. These costs include software and hardware equipment (radio frequency terminal equipment, radio frequency network including installation and the necessary printers for printing identification cards). The monthly depreciation of software is 36,944 CZK and maintenance is 7,875 CZK. Monthly depreciation on hardware is 19,168 CZK. Total monthly costs for software and hardware of WMS are 63,987 CZK.Table 4. Hardware and software costs of implementing WMSTab. 5 expresses the logistics costs for material identification in the ECC warehouse. From the available data to determine the total number of printed identification cards (hereinafter IDC) is 660,294 pieces. Print of one IDC worth 0.61 CZK, so they are identifiable costs to the total number of IDC calculated the amount to 402,779 CZK. Costs of hardware and software (column HW and SW) are fixed monthly 29,637 CZK. This amount includes the use of personal computer and printers including consumables. Total yearly costs for material identification are 758,423 C ZK. Table 5. Logistics costs for material identification, HW and SW equipment – existing warehousesystemTab. 6 shows the costs for material identification in case of implementation WMS. IDC costs will change, because new IDCs are cheaper. One identification card costs only 0.24 CZK. Changes that occur with this implementation shall remain in hardware and software. Monthly operating costs of hardware and software of WMSare from tab. 4 totally 63,987 CZK per month. As is apparent from a comparison of the tables, the implementation of WMS will increase the total cost of the material identification from 758,423 CZK to 926,318 CZK per year.Table 6. Logistics costs for material identification, HW and SW equipment – WMSTab. 7 expresses the total cost evaluation, the use of an existing type of warehousing at fixed positions. The right part of the table shows implementation of the WMS. The total savings would be 6 people, so it would reduce personnel costs. WMS could reduce the costs of the warehouse equipment of the forklift. Costs for material identification would increase slightly, but the total yearly cost savings would amount to 2,715,009 CZK.Table 7. Yearly evaluation of total costs4.ConclusionWMS brings many positive impacts. WMS means in practice that all movement of the material is controlled by software, material is identified by a bar code transmitted with a radio frequency terminal. Workers are minimized errors and increasing the productivity. Processes performed by the warehouse staff can monitor and evaluate at any moment. The system minimizes the complaint allows the merging of orders and guarantees compliance with FIFO (First In First Out).The aim of this paper was reduced the logistics costs of warehousing in the ECC and propose the implementation of WMS for reasons of logistics cost savings. With the implementation of WMS will be savings on the cost side. Overall it will be reduced the necessary operating staff consists of 32 to 26 workers, also will be reduced the required handling (warehouse equipment) and slightly will be increased the logistics costs for material identification. Total yearly savings are 2,715,009 C ZK.中文译文：实施仓储管理系统的物流成本计算：案例研究摘要仓储管理系统可充分利用资源，提供高效的仓储服务。
物流管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:The Research of Regional Logistics CompetitivenessAbstractAt present, the development of logistics is the logistics demand rapid increase, the expanding market capacity, accelerates the construction of logistics infrastructure, third-party logistics fast growth the tendency, the whole logistics industry is developing in the direction of the information, globalization and specialization. At the same time, with the rapid increase of logistics demand, the development of the regional logistics more rapidly. Regional logistics is an important part of regional economy, the existence and development of regional logistics is the premise of existence and development of regional economy, no regional economy there would be no regional logistics. Regional logistics and regional economic development level, is closely related to the scale and the level of the different regional economic shape, size and industry, determines the level of regional logistics, the scale and structure form. Regional economic integration can make the area and regional logistics incline to reasonable, adapt to reasonable layout of industrial structure, to reduce logistics cost, promote the development of regional logistics. On the other hand, the regionaleconomic development is inseparable from the development of regional logistics and regional logistics to provide support and guarantee for the development of regional economy, the development of the regional logistics will drive and promote the further development of regional economy. Therefore, the development of the regional logistics has become to improve the regional investment environment and industry development environment, expanding the scope of the regional influence, the key to enhancing regional competitiveness.Keywords: Regional logistics; Regional logistics competitiveness; Evaluation index 1 IntroductionThe rapid development of world economy and the progress of modern science and technology, the logistics industry as an emerging service industry, is developing rapidly in the global scope. Internationally, logistics industry is considered to be the economic development of the artery and basic industry, its development degree become to measure a country's modernization degree and comprehensive national strength, one of the important marks is known as the "third profit source" of the enterprise, its role is more and more big, became the current after the IT industry, financial industry's hottest emerging industry a new growth point of national economy, and caused widespread social attention. Regional logistics is an important component of regional economy, is the important force in the formation and development of regional economy, it is to improve the efficiency and economic benefit in the field of regional circulation, improve the competitive ability of regional market, etc., plays a positive role in active. Behind the rapid development of modern logistics, however, there are still many problems; including logistics competitiveness level is lower than the level of logistics development is particularly prominent. Choosing logistics competitiveness development level evaluation index, since there is no uniform standard, can only use freight or freight turnover scale to measure logistics. Implementation of goods transport is the process of logistics spatial displacement at the center of the link, with the two indicators to measure logistics scale has certain scientific, but it can't reflect the outline of the regional logistics. Estimates of logistics demand, typically based on GDP and total retail sales of social consumer goods such as index of national economic accounting. This is just a simple measure of the macro level, the proportion of different researchers use different, ranging from teens to twenty percent, there are large difference between the results and gives theoreticalanalysis greater difficulties. At the same time, the logistics industry's economic statistical data shortage, there is no comprehensive logistics demand statistics, which made us qualitative understanding of the level of understanding of logistics.2 Literature reviewAbout the Core Competence theory, Core Competence (Core Competence) of the original intention is the Core skills or Core skills, this concept is in 1990 by the American strategic management experts made (C.K.P rahalad) and Britain's strategic management experts hamer (c. amel), refers to the enterprise organization of accumulating knowledge, especially about how to coordinate different production skills and integrate a variety of technical knowledge, and on the basis of advantage over other competitors unique ability, namely Core Competence is built on the basis of enterprise Core resources, is the enterprise intelligence, technology, products, management, culture and other elements in the reflection of comprehensive advantage in the market. At present there are three typical academic argument: the ability theory represented by Rossby and Christie's school; School represented by porter's theory of market structure; Represented by Werner Phil and Penrose's theory of resource school. Core competitiveness is value, the ability to integrated, uniqueness, extensibility and inherent characteristics.Related theory, the study of regional logistics, the logistics research of Europe and the United States, Japan and other developed countries, focus on the enterprise level, is committed to providing enterprise optimization strategy. And regional logistics system and competitiveness research, involved. According to literature review, the regional international logistics field of research mainly includes the following aspects: (1) from the perspective of multinational company research the global logistics resources configuration and coordination problems. Specific include logistics infrastructure, market competition mechanism and the problem of logistics supply chain operation. Such research quantification technology such as using the operational research tools, more for the global network of supply chain facility location positioning, and coordinate the factory more support, strategic distribution system design problem. This is an extension of the logistics enterprise level optimization study, the commonly used methods include mathematical analytical method, system simulation method and heuristic methods, etc. If only one method and graphical method solving the problem of the layout of the site; Mixed integer programming solve the problem of siteselection of logistics center and logistics planning, etc.(2) from the perspective of urban economy and the environment, the research of urban traffic network Settings. For example Tanjguchietal from the city level, using a dynamic traffic simulation model, quantitative research economic growth, the transport demand, as well as the related road congestion and environmental pollution.(3) from the point of view of the city government, study its role in macro logistics development and utility. For example MeirJ. R and Senblatt, studied the global supply chain management in infrastructure financing, transportation and regional trading rules, corporate tax law of the government subsidies, and other effects of the main factors of global production and distribution network, etc.3 Introduction to the theory of regional logistics related3.1 The definition of regional logisticsAcademic definition of regional logistics has not yet unified, a more accepted view is that regional logistics is the geographical environment in a certain area, with large and medium-sized cities as the center, based on the regional scale and scope economy, combined with effective logistics service scope, area inside and outside of all kinds of goods from the supplier to accept to effective entity flow; Is the transport, storage, loading and unloading, handling, distribution, packaging, circulation processing, information processing, such as integrated logistics activities, to service in the composite system of regional economic development. It requires the integration, the integration of logistics management, namely to meet user needs for the purpose, to the goods, services and related information from the supplier to accept to the efficient flow of planning, execution, and control activities, is the organic unity of cash-flow, information flow and cash flow.3.2 Relationship of regional logistics subject, object and carrierRegional logistics has the characteristics of multi-level and multi-dimensional structure, its basic elements include logistics main body, object and logistics carrier, and the structure of the basic elements and their complete system, each element show different features, thus forming the function of the regional logistics. Regional logistics main body is directly involved in or specialized is engaged in the economic organization of regional logistics activity, including the owner of the goodsFlow, the third party logistics enterprise, storage and transportation enterprise, etc. Logistics is the supply chain logistics channels, the starting point and end point ofconnection in the whole course of the regional logistics activity plays a dominant and decisive role. Elements of the integrated logistics subject is the essential characteristic of modern logistics. Therefore, the elements of logistics as one of the main body, logistics has a decisive role in the development of logistics industry. Similar accumulation and regional economy industry, regional logistics also emphasizes the logistics main body accumulation, logistics main body in space is beneficial to promote the logistics activities of large-scale, intensive, body development, it is also a regional logistics park, logistics center, the objective basis of the formation of distribution centers, and regional logistics park, logistics center and distribution center determines the spatial structure of the regional logistics system.3.3 Regional logistics and regional economic relationsRegional logistics is an important part of regional economy, the existence and development of regional logistics is the premise of existence and development of regional economy, no regional economy there would be no regional logistics. Regional logistics and regional economic development level, is closely related to the scale and the level of the different regional economic shape, size and industry, determines the level of regional logistics, the scale and structure form. Logistics is always accompanied by business flow, the more advanced the regional economy, manufacturing and trading more active, the logistics industry as a service industry will have a good customer base and market infrastructure, the greater the chance of large-scale development. On the other hand, the regional economic development is inseparable from the development of regional logistics and regional logistics to provide support and guarantee for the development of regional economy, the development of the regional logistics will drive and promote the further development of regional economy. Thus, regional logistics and regional economy is the unity of interdependence. Regional economy is the premise and foundation of regional logistics development, is the dominant force in the regional logistics development; Regional logistics is an important part of regional economy, is the regional economic support system, and serve the regional economy. Regional logistics development goal and strategy must obey and serve the regional economic development goals and strategies.4 Regional logistics competitivenessRegional logistics competitiveness refers to a certain space range (generaladministrative area as the border, across regions), the logistics industry are different from other areas of the assignment of resources was made in the advantage, the logistics enterprises, government policy support and industrial innovation ability, eventually embodied through regional internal benign competition will be more than all kinds of resources, the ability to effectively integrate to form a complementary and integrated ability system, reflect the regional comparison of competitive power in the logistics activity, reflect the size of the regional logistics service ability and the logistics industry development level of high and low. The competitiveness of the regional logistics is mainly composed of six basic elements constitute: social and economic development level, scale of logistics demand and supply condition of logistics, the logistics development of logistics industry in the enterprise information development level, development level, the macro environment.4.1 The social and economic development levelComprehensive social and economic development level reflects the regional logistics competitiveness level of social economic basis, is the guarantee of development of regional logistics competitiveness, to provide support for the sustainable development of regional logistics, from the other side also reflects the competitiveness of regional logistics development potential and power.4.2 The logistics demand scaleLogistics demand scale is mainly refers to the logistics services in the field such as production, consumption and circulation quantity and scale, to some extent, restricted by local resource conditions, it reflects a region, the demand for logistics service level and size: the size of the logistics demand, determines the size of the logistics market capacity, is the premise of existence and development of regional logistics industry and the foundation.4.3 Logistics supply conditionThe supply condition of logistics refers to the logistics infrastructure provided for the development of the logistics industry, all kinds of logistics technology and equipment, is engaged in the logistics services enterprises and the corresponding professionals such as the number and size of traffic capacity and regional situation, the comprehensive reflection of regional logistics supply capacity and service level, reflects the effect on the development of the logistics industry to promote and satisfaction, is the main factor of the formation and development of regional logisticscompetition.4.4 Logistics enterprise development levelLogistics enterprise comprehensive development level reflects the regional logistics main body's ability to provide logistics services and meet customer demand, embodies the subject of logistics operation level, mainly including the enterprise competition ability, profit ability and performance level, reflect a certain period of logistics enterprises in the area of the overall level of development, is the key factor for the formation of regional logistics competitiveness.4.5 Information development levelMainly refers to the regional information development level of information degree and the level of information technology. Logistics is based on information flow, logistics has become more and more rely on the whole process of access to information. Many logistics enterprises have established their own information management system as a crucial to the development of its core competitiveness, the development level of information is the one important factor for the formation of regional logistics competitiveness level.4.6 Logistics macro environmentMacro environment refers to the logistics industry development of logistics industry development planning, land use policy, tax policy, market access policy, talent training, such as the soft environment, affecting the development of logistics industry reflects the external environment for the development of the logistics industry to provide favorable conditions and the environment support.译文:区域物流竞争力研究摘要当前，物流的发展正呈现出物流需求快速上升、市场容量不断扩大、物流基础设施建设加速、第三方物流快速成长的趋势，整个物流产业正朝着信息化、全球化和专业化的方向发展。
仓储物流外文文献翻译中英文原文及译文2023-2023
仓储物流外文文献翻译中英文原文及译文2023-2023原文1：The Current Trends in Warehouse Management and LogisticsWarehouse management is an essential component of any supply chain and plays a crucial role in the overall efficiency and effectiveness of logistics operations. With the rapid advancement of technology and changing customer demands, the field of warehouse management and logistics has seen several trends emerge in recent years.One significant trend is the increasing adoption of automation and robotics in warehouse operations. Automated systems such as conveyor belts, robotic pickers, and driverless vehicles have revolutionized the way warehouses function. These technologies not only improve accuracy and speed but also reduce labor costs and increase safety.Another trend is the implementation of real-time tracking and visibility systems. Through the use of RFID (radio-frequency identification) tags and GPS (global positioning system) technology, warehouse managers can monitor the movement of goods throughout the entire supply chain. This level of visibility enables better inventory management, reduces stockouts, and improves customer satisfaction.Additionally, there is a growing focus on sustainability in warehouse management and logistics. Many companies are implementing environmentally friendly practices such as energy-efficient lighting, recycling programs, and alternativetransportation methods. These initiatives not only contribute to reducing carbon emissions but also result in cost savings and improved brand image.Furthermore, artificial intelligence (AI) and machine learning have become integral parts of warehouse management. AI-powered systems can analyze large volumes of data to optimize inventory levels, forecast demand accurately, and improve operational efficiency. Machine learning algorithms can also identify patterns and anomalies, enabling proactive maintenance and minimizing downtime.In conclusion, warehouse management and logistics are continuously evolving fields, driven by technological advancements and changing market demands. The trends discussed in this article highlight the importance of adopting innovative solutions to enhance efficiency, visibility, sustainability, and overall performance in warehouse operations.译文1：仓储物流管理的当前趋势仓储物流管理是任何供应链的重要组成部分，并在物流运营的整体效率和效力中发挥着至关重要的作用。
物流配送外文文献及翻译
1. INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to the right place at the right time for the least cost. Faced with a rapidly changing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditional manufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions.Over the last ten years one of the most significant changes in management thinking was the emphasis on the search for strategies that will provide superior value in competition. Logistics management has the potential to assist the organisation in the achievement of both a cost/productivity advantage and a value advantage. The importance of logistics and its integration in the supply chain was argued by.China is a huge consumer market that accounted for a third of global economic growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a result of China’s internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobile industry, many of the leading global OEMs including Honda, Toyota, General Motors, V olkswagen and Ford have established joint-venture partnerships with local car manufacturers. Auto sales in China rose by 76% in the year to July 2003 and by 2011, China is expected to surpass Japan to become the wo rld’s second largest auto market. In order to compete in the Chinese market share and satisfy increasing demand, these operations are continuously expanding their production volumes with astonishing speed. Such expansion is, however carried out in the context of a legacy environment.China spans a large geographical area with, in many parts, under-developed infrastructure. This presents a challenge to efficient deployment of logistics strategies. Furthermore, the involvement of third party logistics providers, favoured by most globalOEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and methods from the OEMs. All these factors increase the difficulties in managing logistics by China’s local auto makers.2. The overall development of foreign distribution Overview2.1 The United States of modern logistics developmentTwenty-first century from the 60s on wards, the rationalization of distribution of goods in general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operation, improve operating efficiency; Third, the common chain distribution centers set up to promote the growth of chain-effective. United States chain stores have a variety of distribution centers, mainly in the wholesale-based, retail and warehouse-type three types.2.2 Japan's modern logistics developmentOn logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of modern logistics and distribution play an important role in the process of .2.3 European modern development of logisticsCountries in Europe, especially Germany, logistics refers to the user's orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods will be sent to the consignee with good activities. Germany's logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers. Traveled in Germany, it can be said of the logistics and distribution in Germanyhas been formed to final demand-oriented to the modernization of transport and high-tech information network as a bridge to a reasonable R69 distribution center hub to run a complete system.2.4 the main reasons of logistics industry developing faster in developed countriesRelying on high-tech to the core economies of scale to allow flexibility based on a variety of forms.3、China's 3PL enterprises are facing a major obstacle to business3.1 The current situation of China's 3PLChina's 3PL enterprises: service radius of a small, low entry barriers. With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development. However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics, distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role, the process of distribution of the low level of modernization.China's 3PL companies with foreign 3PL companies mainly in the gap between the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow. Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory turnover rate, so as to enhance the return on assets and profitability. And domestic retailers in this area has just started, or have not yet started.3.2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantagesFrom our point of view the existing commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial "chain" businesses are not set up their own logistics and distribution centers or use third-party logistics center. Although these companies have also established some of his own "chain" stores, but in factoperating goods stores do not do "unified procurement, unified distribution, unified billing," which allows some commercial retail enterprises, "chain" seems to exist in name only. The other has been established in their own logistics and distribution centers or use third-party logistics distribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distribution ratio of unity is very low. Uniform distribution logistics center can not be achieved, indicating the store's commercial enterprises "unified purchase" did not materialize, rather than a unified procurement chain has lost the core strengths.3.3 China's more enterprises are facing a major obstacle of the higher logistics costWal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the "zero inventory" of the more complete form of the distribution database. Wal-Mart as a result of the use of the "Cross distribution" and "auto-replenishment" of supply chain technology, so that goods turnover in the Treasury down to 2 days. And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high. Rapid expansion of retail enterprises in China's size and speed in the short term if they can not form a qualitative edge is a dangerous speculation.Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development. The face of large-scale retail and distribution businesses of the main distribution center logistics requirements planning, focusing on how to reflect the integration of information flow in business flow, logistics, capital flow, so that the operation of retail enterprises to expand the logistics for the entire enterprise supply chain collaboration nodes and so that the whole positive and negative to minimize logistics cost of goods (including consumers, stores, logistics, distribution centers, headquarters, suppliers and partners), and atimely response to sales demand and timely replenishment. This is also a large-scale cross-regional, multi-format, chain retail enterprises have the capacity of the core competitive advantage.3.4 Lack of modern logistics management knowledge and expertise of logistics personnel.This is the third-party logistics industry in restricting the development of China's most important one of the bottlenecks. Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditional business integration of its business fields Far too simple to become connected with transport and storage of raw materials, semi-finished products supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated system of systems.4 to enhance core competitiveness, the implementation of integrated management"integrated management" is the original English Integrated SupplyProcess, refers to the production enterprises, office, life of a non-core business areas of the operation and management of integration as a Overall, as a business-oriented to manage outsourcing projects, by the special "integrated management" of the suppliers to provide full-service projects. "Integrated management" is not simply puts together the management of the business, but to improve management efficiency and reduce management costs as the core, combined with advanced information technology and network management features such as one organically integrated. Compared with the general outsourcing services, integrated management has the following characteristics:(1) It is not a business, but a complete outsourcing business from the operation of themanagement integration of outsourcing;(2) Outsourcing is not a core operation, but a comprehensive business management. Responsible for the entire business as a first-class suppliers, and its main task is to use itsunique resources to conduct a comprehensive knowledge management, the operation of the specific is it managed by the secondary and tertiary suppliers to implement, so in the management of outsourcing functions based on the specific operation of the outsourcing; (3) In the case of the most important first-level suppliers, other than remuneration in the fixed service, its the only way to increase revenue for users to save costs as much as possible in order to share the proceeds of cost savings, rather than as general outsourcing as suppliers, mainly through an increase in turnover, that is, to increase spending to increase the user's own earnings. "Double bottom" principle of cooperation between the two sides can make a stable and lasting.5 The third party logistics enterprise strategic choiceSummarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:（1）Lean Logistics StrategySince the lag theory and practice of logistics, our most extensive third-party logistics company or business, it can not accurately position their logistics services. If you do not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role. Lean production theory of logistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities. Lean Logistics concept originated in lean manufacturing. It is produced from the Toyota Motor Corporation 70 years in the last century by the original "Toyota Production System", after research by the Massachusetts Institute of Technology professor and summary, was published in 1990 published "change the world of machines), a book. Lean thinking is the use of various modern management methods and means, based on the needs of society to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new Management philosophy. Lean Logistics Lean Thinking is the application inlogistics management, logistics development must reflect. The so-called Lean Logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction. The aim of Lean Logistics according to customer needs, providing customers with logistics services, while pursuing the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services. Lean logistics system is characterized by its high-quality, low cost, continuous improvement, driven by customer demand oriented logistics system. It requires establishing the customer first thought, on time, accurate and fast delivery of goods and information.In short, Lean Logistics, as a new management ideas, bound to have a third-party logistics enterprises in China have far-reaching impact, it will change the appearance of the extensive third party logistics management concept, the formation of third party logistics Core competitiveness.the establishment of small and medium third party logistics value chain allianceThird-party logistics enterprises of small and medium can not be independent because of their one-stop logistics services to provide full shortcomings, and because the small size of assets, services, not wide area so that small and medium enterprises in China's logistics third party logistics industry at a disadvantage. Therefore, third party logistics for small and medium enterprises, starting from their own resources to construct their own core competence is the key. As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is an effective capacity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics. Value chain is the use of systems approach to investigate the interaction between business and the analysis of all activities and their access to the resources of competitive advantage. Value of the business activities fall into two categories: basic activities and support activities. Basic activities are involved in product creation and sale of the material transferred to the buyer and after-sales service activities. Basic activities of supporting activities is to assist therevenue by providing outsourcing, technology, human resources and a variety of functions to support each other. Theory to analyze the value chain study the value of third party logistics chain composition, can be found in auxiliary activities, third party logistics enterprise and general business is no different, the basic activities in the third-party logistics companies has its own characteristics. Third-party logistics enterprises there is generally no commodity production process, only the re-circulation process, does not account for major components of a wide range of third-party logistics companies and thus become the basic operating activities of storage, transport, packaging, distribution, customer service and marketing, etc. link. Various aspects of the basic work activities, due to their own limited resources and capacity, can not have every aspect of an advantage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function not complete, lack of corresponding competitiveness and comparative advantage in some sectors of the value chain due to lack of overall effect should not play. Therefore, third party logistics industry, small and medium sized logistics enterprises within the Union, should be based on the value chain between complementary on the basis of cooperation, make full use of professional logistics companies and logistics functions of specialized logistics organization and coordination of agents Flexible complementary integrated logistics capabilities. Third-party logistics for small and medium enterprises, value chain should start with the advantage of links to explore and develop the core competitiveness of enterprises, through the reconstruction of the value chain to avoid weaknesses.（2）Large third-party logistics enterprise virtualization of strategyRapid development in IT and the Internet era, companies can not fight alone singles, but must be in the competition and collaboration, in cooperation and development. Thus, under modern conditions resulting from modern large-scale virtualized development of third-party logistics has a strong necessity. Large third-party logistics enterprise virtualization is the logistics management resources of others who will have "all", through the network, the other part into its own logistics, with the help of others break the power of physical boundaries, extending to achieve their various Function, and thus expand their ability to enhance theirstrength. Therefore, the logistics information technology, virtualization is a means for the connection and coordination of temporary and dynamic alliance in the form of virtual logistics. Integrated logistics virtualization technology as a means of electronic communication, customer-focused, based on the opportunity to participate in members of the core competencies as a condition to an agreement for the common pursuit of goals and tasks, the different parts of the country's existing Resources to quickly mix into a no walls, beyond the space constraints, by means of electronic networks, contact the unified command of the virtual business entity, the fastest launch of high-quality, low-cost logistics service.Modern large-scale virtualization, including third-party logistics functions, organization, geographic three virtualization. Virtualization capabilities with third-party logistics enterprise IT technology will be distributed in different locations, different companies take different functions within the logistics resources (information, human, material and other resources) organized to accomplish a specific task, to achieve the optimization of social resources. Virtualization refers to the organizational structure of the logistics organization is always dynamically adjusted, not fixed, but also decentralized, flexible, self-management, flat network structure, its objectives and in accordance with changes in the environment re-combination, in a timely manner Reflect the market dynamics. Virtual is the regional third party logistics network through the Internet link the global logistics resources, removing barriers and national barriers, to production management to achieve "virtual neighbors. "1 导言物流通常被认为是将恰当的产品以最低的成本，在恰当的时间送达恰当的地点。
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中英文资料外文翻译1. The Definition of LogisticsAfter completing a commercial transaction, logistics will execute the transfer of goods from the supplier( seller) to the customer( buyer) in the most cost-effective manner. This is the definition of logistics. During the transfer process, hardware such as logistics facilities and equipment( logistics carriers) are needed, as well as information control and standardization. In addition, supports from the government and logistics association should be in place.Three major functions of logistics(1) Creating time value: same goods can be valued different at different times. Goods often stop during the transfer process, which is professionally called the storage of logistics. It creates the time value for goods.(2) Creating location value: same goods can be valued differently at different locations. The value added during the transfer process is the location value of logistics.(3) Distribution processing value: sometimes logistics createdistribution processing value, which changes the length, thickness and packages of the goods. Like popular saying, “cutting into smaller parts”is the most commonly seen distribution processing within logistics create added value for goods.2. Logistics is a new commercial area, developing from the traditional stage to a modern one. The main differences between these two stage include:(1) Modern logistics adopts containerization techniques. The goods transfer process starts with packaging, followed by transportation, storage and distribution. The whole process is operated under logistics standards. Based on the logistics base module of 600×400mm, from the logistics module of 1,200×1,000mm, and enlarge to the size of 2,591×2,438mm-the size of high×wide of the container. It can be adjusted to the standard sizes of containers for trains, trucks and ships.(2) Information technologies are most important for modern logistics. Bar Code, POS, EDI and GPS systems dramatically improve the efficiency and accuracy of the logistics activities. Internet further assists the market development, operation and management of the logistics industry.3.International LogisticsAn increasing number of companies are involving in international markets through exporting, licensing, joins ventures, and ownership. This trend should continue. With such expansion there is a need to develop worldwide logistics networks. Integrated logistics management and cost analysis will be more complex and difficult to manage.There are some future trends in internationalization:(1) More logistics executives with international responsibilities(2) Expansion of the number and size of foreign trade zones.(3) Reduction in the amount of international paperwork and documentation(4) More foreign warehousing is owned and controlled by the exporting firm(5) Increasing number of smaller firm(6) Foreign ownership of logistics service firms, e. g., public warehousing and transportation carriers.(7) Increasing multiple distribution channelsThe international transport and the international logistics are same things in some way. So, when the international tradinginvolved, the firm must establish international logistics systems to provide the products and service demanded. The most significant development in international logistics will be the increasing sophistication information system adopted and independent departments to operate.4.Packaging. Packaging performs two basic functions–marketing and logistics. In marketing the packaging acts promotion and advertising. Its size, weight, color, and printed information attract customers and convey knowledge of the product. When firms are involved in international marketing, packaging becomes even more important. Products sold to foreign countries travel greater distances and undergo more handling operations. The logistics package is to protect the products during the process of logistics.Scrap disposal. The logistics process must effectively and quickly handle, transport, and store waste products. If they can be reused or recycled, logistics company should arrange and move them to the re–production and re–processing locations. Return goods handling. The handling of return goods is often called reverse distribution. Buyers may return items to the seller for a number of reasons. Most logistics systems are notgood enough to handle such cases. In many industries, consumers return products for warranty repair, replacement, or recycling, reverse distribution costs may be very high. Reverse distribution will become more important as customers demand more flexible and favorable return policies.5.Third Part Logistics ( TPL)Third Part Logistics provides all the logistics services. They act as a bridge or facilitator between the first part( supplier or producer) and the second part( buyer or customer). The primary objectives of third part logistics providers are to lower the total cost of logistics for the supplier and improve the service level to the customer.Third Part Logistics have been growing rapidly. Cost reduction and demands for batter and cheaper services are the main drives behind the growth. A third part logistics provider will be in a position to consolidate business from several companies and offer frequent pick–ups and deliveries, whereas in–house transportation cannot. Other reasons are as follows:* The company does not specialize in logistics;* The company does not have sufficient resources;* Eager to implement better logistics operation or does nothave time to develop the required capabilities in–house;* The company is venturing into a new business with totally different logistics requirements;* Merger or acquisition may make outsourcing logistics operations more attractive than to integrate logistics operations.6.Global LogisticsDeveloped countries often deal with globalization in two ways: to be more cost competitive with third world countries, and to look for new partners in other countries to manufacture components, subassemblies and even the final products. The second approach forces most developed countries to get into a new area called “ global logistics”.Benefits of global operations include cheap raw materials and end products, lower labor cost, better quality, increased internal competition and better customer service. Some of the disadvantages are unreliable delivery, poor communication and longer time from design to finish production. Challenges are often cultural and linguistic differences, legal requirements, logistics suppliers or manufacturers, exchange rates.There are three major flows involved in global logistics: material flow, document flow and cash flow.7.Logistics into the FutureLogistics is changing at a rapid and acceleration rate. There are two reasons are its rapid growth:Firstly, pressure to change by the development of the system itself(1) High–speed computing and data transmission can instantly transmit and react to user demand(2) More flexible and accurate logistic planning and control through computers and data processing(3) Flexible computer facilities help problem solving and increase decisions accuracy(4) Awareness of total cost measurement and management accountingSecondly, pressures for changes from the wider economy. (1) Be flexible in handling markets of different sizes for better competition(2) There is increasing specialization in markets and growth in retailing.(3) Life cycles for products are shortening. Logistics systems need to be more efficient, faster and more flexible(4) Move from mass production towards flexible manufacturingsystem( FMS). These systems enable a company to switch production quickly from one product to another(5) Competitive pressures lead to more efforts to improve customer service.8.The process of logistical integration can be divided into four stages:Stage 1. Began in the early 1960s in the USA and involved the integration of all activities associated with distribution. Separate distribution departments were to coordinate the management of all processes within physical distribution management( PDM).Stage 2. PDM was applied to the inbound movement of materials, components, and subassemblies, generally known as “ materials management”. By the late 1970s, many firms had established “ logistics department” with overall responsibility for the movement, storage, and handling of products upstream and downstream of the production operation.Stage 3. Logistics plays an important coordinating role, as it interfaces with most other functions. With the emergence of business process re–engineering( BPR) in the early 1990s, the relationship between logistics and related functions wasredefined. “ System integration” occurred. Cross–functional integration should achieve greater results.物流的定义在完成商业交易之后,物流将以最低成本和最高效益的方式执行将商品从供应商(卖方)流转到顾客(买方)的过程。