外文翻译---准时制库存控制：物流管理的集合

本科毕业论文（设计）外文翻译原文：Just-In-Time Inventory Control: A Subset of Channel Physical distribution, one of the oldest facets of distribution channels, has historically been one of the most neglected of business topics. However, during the past three decades a flurry of attention has been focused upon the concept of integrated logistics. Two terms commonly used to describe logistic functions are "material management," the movement of inbound raw materials or goods; and "physical distribution management," the outbound movement of finished inventory and/or raw material assortments so they arrive at the designated place when needed.Physical distribution has also been defined as being the broad range of activities concerned with efficient movement of finished products from the end of the production line to the consumer, and in some cases, includes the movement of raw materials from the source of supply to the beginning of the production line. Another emphasis is to regard logistics as the umbrella term, with materials management referring to inbound movement and physical distribution as outbound movement.Channel management is a much broader and more comprehensive element of distribution strategy than physical distribution, and involves planning and management of all of the major channel flows, while physical distribution is concerned largely with the product flow. However, an efficient marketing channel cannot exist without an efficient physical distribution system.The objective of the present paper is to highlight a development in what might be considered a significant subset of channel management, that is, more efficient control of finished inventory. It is proposed that a "Just-In- Time"(J-I-T), or Kanban, method of Japanese inventory management can improve productivity of the marketing channel.The concept of integrated physical distribution emerged during the 1950s. In a speech, Professor Paul D, Converse said in the study of marketing theory, a great deal more attention is devoted to buying and selling than to physical handling; problems of physical distribution are too often brushed aside as matters of little importance. One logical explanation for the late development of physical distribution management can be attributed to the fact that prior to the emergence of computers from their infancy, and before applied analytical tools were generally at the disposal of business, there was no reason to believe an overall attack on physical distribution activities could accomplish improved performance.In 1956, a review of the economics of air freight utilization provided a new orientation to physical distribution costing. Their study introduced the concept of total cost analysis, explaining that high rates required for air transportation could, in many instances, be more than justified by trade-offs in reduced inventory holding and ware-house operation costs.Early articles referring to physical distribution were largely based on the systems approach to problem solving. When evaluated from a systems viewpoint, integrated physical distribution requires compromises between traditional business activities. Manufacturing managers prefer long production runs and low procurement costs, while physical distribution managers question the total cost results of these practices. Finance, traditionally favorable to low inventories, may force physical distribution managers to modify components, with a resulting unsatisfactory total cost arrangement. Concerning marketing, preferences for finished goods and broad assortments in forward markets often conflict with economies offered through a total system evaluation.In 1969, Bowersox questioned what techniques or persuasive forces could be applied to encourage greater channel efficiency. He stated the channel appears to have been one of the most elusive of marketingsubjects, adding that the function of physical distribution extends far into channel domains. Certainly, this would include the topic of service, including inventory control and the costs involved in maintaining an adequate inventory.Just-In-Time, or the Kanban technique, an idea borrowed from the Japanese, is an inventory policy which requires needed parts be available at the necessary time and that they be on hand the minimum needed time to operate the production line. JIT inventory has also been described as the production of goods just in time to be sold.As the Just-In-Time philosophy is considered, it seems essential it be regarded as a behavioral concept to encourage a cooperative spirit among channel members in their efforts to develop an effective and efficient physical distribution system. This is similar to the current emphasis of the physical distribution approach; namely, the various activities involved should be managed as an integrated system to provide a defined level of customer service at the lowest total cost for performing all of the activities necessary to provide that level of service.Channel management is concerned with the overall design and administration of distribution channels and involves planning and management of the major channel flows; physical distribution primarily involves the product flow. However, an effectively administered marketing channel cannot exist without an efficient flow of products through the channel members and to the target customers in the right quantities, at the right times and places.Physical distribution service standards refer to kinds and levels of service to be offered to channel members. A major managerial decision is to arrive at inventory standards offered to channel members at both wholesale and retail levels. In general, inventory control theory deals with the determination of optimal procedures for procuring stocks of commodities to meet future demand. The objective is to minimize total inventory costs subject to demand and service constraints. The basic tradeoffs which must be measured are those associated with acceptable stock out risk and the risk derived holding and ordering inventories.A principal function of inventor is its ability to increase profitability through manufacturing and marketing support. The ideal concept of inventory would consist of manufacturing a product to the specifications of a customer after an order is placed. Such a system would not require stockpiles of raw materials or finished goods in anticipation of future sales.Though a zero inventory system is not generally feasible, each dollar invested in inventory should be committed to achieve a specific objective. A safety stock is generally placed into the system to protect against unexpected delivery delays or greater than anticipated sales.Critical to the maintenance of adequate inventory service is a review procedure designed to evaluate, on a continuous basis, vendors, transportation suppliers, back orders, and damaged merchandise. A principal advantage of physical distribution system monitoring is its usefulness in identifying developing trends.Changes in customer preferences and changes due to competitive actions can also be identified by closely observing movement within the physical distribution system. By evaluating this information and relaying it to decision points within the firm, there can be more timely reaction to uncontrollable factors in the marketplace.Early recognition of these changing demands leads to improved customer service, defined as the "interrelated package of activities provided by a supplier, which creates time and place utility for a buyer and ensures form utility" . More recently, there has been a study of profit as a function of customer service. But, as mentioned above, physical distribution service has been a neglected aspect of marketing management.LaLonde and Zinszer included the following activities among those inventory factors most commonly associated with customer service: product stock out level, channel communications, order cycle time, and variability of delivery time. The review of earlier research suggests improved physical distribution operations should lead to better customer service and profit may be increased by the manipulation of customer service variables. This, in turn, implies the Just-In-Time technique of inventory control is a method which should lead to better performance by marketingchannels.It is generally acknowledged certain so-called wholesaling functions must be performed, whether by the manufacturer, wholesaler, or retailer. However, while the various functions must be performed, more efficient techniques can lead to lower costs with resultant profit progress.To initiate the flow of goods through channels, information is needed about the organization system, its communication system, and its purchasing and inventory policies. In an example detailed by Forrester, one notes that when a 10% increase in sales occurred in January, the increase in distributors' orders from retailers lagged about a month because of accounting, purchasing, and transportation delays. He then indicated the importance of observing the rise did not stop at 10%. Instead, it reached a peak of 16% in March, because of new orders added at the retail level to increase inventories by some increment and to raise the level of orders and goods in transit in the supply pipeline by 10 % to correspond to the 10% increase in the sales rate. The pipeline and inventory increments occur as a one-time addition to the order rate and, when they have been satisfied, the retailers' orders to the distributors drop back to the enduring 10% increase.The incoming level at the factory warehouse lags the upturn at the distributor level, and is above retail sales for a number of months as the factory attempts to meet the wholesale distributor increase. The distributors' orders to the factory include, not only the 16% increase in orders they receive, but also an increase for distributor inventories, and for orders and goods in transit between distributor and factory. As a result, factory orders in April may reach a peak of 28%above the previous December - this based on a January 10% sales increase at retail. While retail sales may maintain an increase of 10% above December in June, the factory increase may well be 40% above December, an increase four times as large as the retail increase. Note that these changes are reversible, and as retailers satisfy their inventory requirements, they decrease their order rate.The exact values would, of course, vary from case to case, but the surge effectshould obtain in most situations.With the advent of the computer, and with the ability of a retailer's computer to interact with the production control computer, communication delays can be greatly reduced. Another way to improve inventory stability is to have more reliable sales information. The wholesale distributor and/or the manufacturer can be immediately notified of changes in sales trend. Again, based on records of experience curves, effects of advertising can be forecast and monitored. Forrester noted, in 1958, that advertising and pricing policies can be utilized to help stabilize sales volume and minimize sales waves, surges, and declines.The Just-In-Time technique attempts to reduce inventory to minimal levels in concert with the Japanese belief that inventory is an unnecessary evil. As the technique is applied in production, suppliers to the automobile industry have changed their marketing approach. Suppliers' sales representatives, instead of just calling on purchasing agents, are now cooperating with their customers' design and engineering personnel to help develop products. In this way, suppliers' production difficulties are more likely to surface before production starts, and are more likely to be engineered out.The Just-In-Time production and inventory concept is bringing about higher productivity. To minimize inventory holding costs, parts are delivered just before they are needed. Just-in-time recognizes lot sizes and buffer inventories. It rejects the principle of needing large safety or buffer stocks. Large safety and buffer stocks are not present to smooth out irregularities; management and workers must do the smoothing .A critical element in the operation of the Just-In-Time system are the human relationships. Perhaps the most important changes involve management attitudes.In a wide variety of American industries, manufacturers and suppliers are cooperating in an effort to reduce inventories. Manufacturers are offering suppliers improved forecasts of their future needs, and are involving suppliers at an early stage of their research and development process. Both manufacturers and suppliers can respond more quickly to technological and to market changes when they maintainsmaller inventories. By receiving supplies in smaller and more frequent quantities, a number of companies believe they will be able to avoid costly inventory buildups and can respond more quickly to changes in market demand. Better response to changes in demand results in better service to the customer.Goods move to the ultimate consumer through a myriad of marketing channels. Similar or identical products frequently traverse different competitive routes as they filter through the distribution system. There is continual warfare between different channel structures.Physical distribution interfaces with the channel system by providing supporting services. Applications of modem management techniques can lead to faster response within the channel, with resulting profit improvement. This paper suggests two facets of physical distribution which may afford opportunities to channel managers.Source: L.Joseph, David P .1985. “Just-In-Time Inventory Control: A Subset of Channel”. Journal of the Academy of Marketing Science, V ol. 13, No. 3, pp. 124-133. 译文：准时制库存控制：物流管理的集合物流配送，是分销渠道中最古老的一个方面之一，也是历史上一直被忽视的经济术语之一。