物流英語外文資料及中文翻譯

1、<p>　　Logistics English</p><p>　　Luo De,Jin Bo.</p><p>　　Logistics English[M].HIGHER EDUCATION PRESS.2007,(1)</p><p>　　Service response logistics activities</p><p>

2、;　　Service response logistics has three primary activities: waiting time, capacity, and delivery (see Figure 4.1). Waiting time refers to the management of the time a customer must wait before the service is consumed or

3、rendered. Capacity is the management, scheduling, and staffing of people and equipment to meet a predetermined level of customer service that is consistent with preestablished cost trade-offs. Scheduling too little capac

4、ity may lead to lost sales, while scheduling too much may enhan</p><p>　　The three service response logistics activities must operate together to meet customer service requirements. If they do not operate as

5、 a system, they do not yield the full benefits. Also, service response logistics must coordinate with the rest of logistics. Almost all products have service attached to them, and many services have attached products. Th

6、at is why the model in Figure 4.1 shows traditional logistics activities and service response activities as a coordinated system.</p><p>　　Evolution of the integrated logistics concept</p><p>　　

7、To those not involved in integrated logistics, it appeared from out of the blue. This is far from the truth! Integrated logistics has been around throughout human history. The great explorers like Alexander the Great, Co

8、lumbus, and Magellan applied logistics concepts to expand territories and find shorter trade routes. The term “l(fā)ogistics” as used today originated in the military during World War Ⅱ. Military logistics focused on the str

9、ategic movement of military personnel and supplies. When mil</p><p>　　In the early 1960s, Peter Drucker brought the concept to the forefront. In an article entitled“The Economy’s Dark Continent,”Drucker said

10、 that:“We know little more today about distribution than Napoleon’s contemporaries knew about the interior of Africa. We know it is there, and we know it is big, and that’s about all.”</p><p>　　In that same

11、article, Drucker also pointed out that distribution was a last frontier for top management to find strategic efficiencies. Then, distribution referred to many of the activities included in today’s concept of integrated l

12、ogistics.</p><p>　　Many variables affected the evolution and growth of integrated logistics. The first was the growth of consumer awareness and the marketing concept of the 1960s Product lines expanded to me

13、et the rising demand for more selections. This product line expansion put great pressure on distribution channels to move more products and keep costs down, especially in transportation and inventory.</p><p>

14、;　　A second factor was the introduction of the computer. Computer experts and integrated logistics managers quickly found a multitude of computer applications for logistics. These applications offered still greater effic

15、iency in transportation routing and scheduling, inventory control, warehouse layout and design, and every aspect of integrated logistics. In fact, computers allowed integrated logistics managers to model integrated logis

16、tics systems and then analyze the effects of proposed changes; </p><p>　　The third variable leading to the growth of integrated logistics was the worldwide economy in the 1970s and 1980s.Global recessions an

17、d rising interest rates caused many firms to refocus attention on reducing costs, especially in transportation and inventory. To maintain a cost advantage, many firms were forced to reevaluate overall transportation need

18、s. Also, rising interest rates turned attention to maintaining minimum inventory levels because of the cost of capital.</p><p>　　Globalization of business and the development of world trade blocks are a four

19、th factor influencing the growth of integrated logistics. Most firms competing internationally find it increasingly difficult to compete on price without more effective and efficient delivery of their products. Integrate

20、d logistics can provide firms with a cost advantage. Furthermore, trading blocks in Europe, Southeast Asia, Africa, and the Americas (European Union, Association of Southeast Asian Nations and the Asian</p><p&

21、gt;　　The final factor affecting integrated logistics is the growth of just-in-time manufacturing (JIT), supply management, transportation, and electronic data interchange (EDI) in the 1980s and 1990s.As manufacturers ado

22、pted total quality management (TQM), JIT, and EDI, integrated logistics management has come to the forefront. Effective TQM and JIT require optimizing the inbound and outbound transportation and more efficient inventory

23、management. EDI has helped make this possible. EDI applications i</p><p>　　The integrated logistics value-added concept</p><p>　　“Value-added” is another term linked with integrates logistics. I

24、t means to enhance the customer’s perception of a product’s value by creating economic utility. Four economic utilities add value to a product or service. They are (1) form utility, (2) possession utility, (3) time utili

25、ty, and (4) place utility (see Figure 4.2).</p><p>　　Form utility</p><p>　　Manufacturing creates form utility through the production process; it makes a product in the shape, size, and color, an

26、d so on demanded by consumers. Integrated logistics creates form utility through break-bulk operations in the plant, warehouse, or truck terminal. Break-bulk operations separate consolidated shipments into smaller indivi

27、dual shipments, which are then delivered to customers.</p><p>　　Possession utility</p><p>　　Possession utility is defined as the transfer of ownership from one party to another, that is, the sal

28、e of a product or service. Marketing, through its sales function, creates this value-added benefit. The product is of no real value unless the customer possesses</p><p>　　it for use, by either owning or leas

29、ing it.</p><p>　　Place and time utility</p><p>　　Integrated logistics provides place and time utility. Place utility refers to moving a product from one point to another point where demand exist

30、s. In doing so, integrated logistics expands the physical boundaries of a market. That adds economic value to the product because consumers can obtain a product that would otherwise be unavailable. Transportation creates

31、 place utility. Time utility is having the product/ service available when demanded. It is provided through transportation, inventory m</p><p>　　Time and place utilities interest marketing managers who promo

32、te products at selected stores. A firm will lose sales and profits if a product is not available in stores when the promotion begins. Consumers may lose confidence and fail to respond to future promotions. They may purch

33、ase from other stores. This may be due to a lack of replenishment, that is, a stockout, or because a new product has not yet reached the store. The reason for the stockout is irrelevant to the consumer. If the promoted&l

34、t;/p><p>　　The four economic utilities provide value to the customers by allowing them to purchase the desired product when and when they need it. If any utility is missing, the best product has little or no va

35、lue.</p><p>　　Financial impact of integrated logistics on the firm</p><p>　　Macro level impact</p><p>　　Integrated logistics interacts with other functional areas from a financial a

36、s well as a service perspective. At the macro level, integrated logistics costs for the United States reached $862 billion in 1998, or about 10.5 percent of gross domestic product (GDP). Transportation was 6 percent of G

37、DP, while inventory and warehousing were 4.1 percent of GDP. In 1998, inventory carrying costs were 30 percent of the value of goods, up from 24.4 percent in 1996.</p><p>　　Micro level impact</p><

38、p>　　Integrated logistics costs are found in every department of a firm. The major problem is to properly identify what and where the costs are. Logistics costs cannot be controlled if they cannot be traced. The method

39、 used to track logistics costs often interferes with effective control. Current accounting techniques—usually full costing—group costs in a series of natural accounts, rather than by function or activity. In other words,

40、 current accounting practices group all salaries into one account, </p><p>　　Shortcomings of the full cost method include:</p><p>　　Full manufacturing costs are used in calculating costs of good

41、s sold.</p><p>　　Operating costs such as development, selling, and administration are fully allocated to products, often on a percentage–of-sales basis.</p><p>　　Costs such as transportation, wa

42、rehousing, sales commissions, and sales promotions are not reported as separate line items.</p><p>　　When marketing and logistics costs are identified explicitly as expenses, they are usually allocated to pr

43、oducts on a percentage-of-sales basis.</p><p>　　Inconsistencies in terminology are common. When executives refer to contribution margins, they often mean manufacturing contribution.</p><p>　　Opp

44、ortunity costs such as inventory carrying costs, a charge for accounts receivable, and a charge for other assets employed do not appear on profitability reports.</p><p>　　Reports that cover more than one yea

45、r are not adjusted for inflation.</p><p>　　Reports are not adjusted to reflect replacement costs.</p><p>　　Activities–based costing (ABC) offers a solution to the problem of inadequate and inacc

46、urate reporting of logistics cost data. Using this approach, costs are traced from resources to activities and then to specific products, services, or customers. Another method to account for integrated logistics costs i

47、s the contribution approach to profit measurement. This accounting technique looks only at revenues and costs that would change with a decision. Any revenues and costs that do not change becaus</p><p>　　Inte

48、grated Logistics Interfaces within the Firm</p><p>　　Integrated logistics seldom stands alone. Rather, integrated logistics responsibilities may be spread throughout marketing, manufacturing, and finance/acc

49、ounting .This works against integration of the logistics system because one department may not always consider how is logistics decisions will affect other departments. Systems theory is ignored. Integrated logistics sho

50、uld be self–contained. That is, integrated logistics activities should be organized and controlled “l(fā)ess than one roof”, like </p><p><b>　　中文翻譯</b></p><p><b>　　物流英語</b>&l

51、t;/p><p><b>　　羅德，金波.</b></p><p>　　物流英語[M].高等教育出版社.2007,（1）</p><p>　　物流活動——服務(wù)與響應(yīng) </p><p>　　物流的服務(wù)與響應(yīng)有三個首要的活動：等待時間，能力（容積）和送貨（見表4.1）。等待時間指的是消費(fèi)者在所需的服務(wù)被消耗和滿足之前必須等待的

52、時間的管理。能力是行程安排、安置職工和滿足為客戶提供服務(wù)的預(yù)定水平的管理與預(yù)算之間的權(quán)衡。行程安排的過少可能導(dǎo)致銷售額流失，而行程安排的過多可能提高客戶服務(wù)水平但是卻對提高管理費(fèi)用沒有作用。第三個物流的服務(wù)與響應(yīng)活動是送貨，它是選擇物流配送渠道為消費(fèi)者交付產(chǎn)品或服務(wù)。 </p><p>　　為了滿足客戶服務(wù)需求，三個物流的服務(wù)與響應(yīng)的活動必須同時運(yùn)行。如果他們不能系統(tǒng)的運(yùn)行，就不能給物流帶來很好的收益。同時，物

53、流的服務(wù)與響應(yīng)必須與其他的物流活動相協(xié)調(diào)。幾乎所有的產(chǎn)品都有附加的服務(wù)，而且很多的服務(wù)也都有其附屬的產(chǎn)品。這就是為什么在表4.1的模型中顯示出傳統(tǒng)的物流活動和服務(wù)與響應(yīng)活動是一個協(xié)調(diào)的體系。 </p><p>　　那些沒有牽涉到集成物流的出乎意料的出現(xiàn)。這偏離了事實(shí)！集成物流已經(jīng)貫穿了人類歷史。像亞歷山大大帝、哥倫布和麥哲倫一樣偉大的探險者應(yīng)用物流概念去擴(kuò)大版圖和尋找更短的商貿(mào)途徑。我們現(xiàn)在習(xí)慣稱之為的“物流”

54、起源于二戰(zhàn)期間的軍隊(duì)中。軍用物流的重點(diǎn)在于軍用人力和物力的戰(zhàn)略轉(zhuǎn)移。當(dāng)軍事物流從戰(zhàn)爭中回來以后，他們開始把他們所學(xué)到的知識應(yīng)用于商業(yè)物流中。</p><p>　　20世紀(jì)60年代早期，彼得德魯克使物流的概念成為社會的主流。在一本題目為《經(jīng)濟(jì)的黑暗大陸》的文章中彼得德魯克說：“在非洲大陸上，我們對今天的物流配送的了解比拿破侖那個時代了解的更多。我們知道他在那，我們知道他很大，而且那差不多是全部?！痹谶@篇文章中，德魯

55、克也指出物流配送是一個對高層管理尋找戰(zhàn)略效率來說唯一剩下的尚待開發(fā)的領(lǐng)域。然后，物流配送被包括當(dāng)代的集成物流的概念和許多活動所涉及。 </p><p>　　許多變量的影響著集成物流的演變和發(fā)展。第一個就是客戶意識的發(fā)展和20世紀(jì)六十年為了滿足增加更多選擇的需求而帶來的產(chǎn)品種類擴(kuò)張的市場營銷觀念。這種產(chǎn)品種類的擴(kuò)張要運(yùn)送更多的產(chǎn)品和保持低成本，給分銷渠道帶來很大的壓力，特別是在運(yùn)輸和庫存方面。第二個因素就是計(jì)算機(jī)的

56、引進(jìn)。計(jì)算機(jī)專家和集成物流的管理者很快的建立了大量的有關(guān)物流的計(jì)算機(jī)應(yīng)用程序。這些應(yīng)用程序在運(yùn)輸送貨、行程安排、庫存控制、倉庫布局和設(shè)計(jì)、和集成物流的每一個方面帶來了巨大的效率。實(shí)際上，計(jì)算機(jī)容許集成物流管理者建立集成物流系統(tǒng)，并且分析提出變動的影響。這種應(yīng)用程序使系統(tǒng)方法大大的超前。第三個變量就是20世紀(jì)70年代和20世紀(jì)80年代的經(jīng)濟(jì)全球化，它導(dǎo)致了集成物流的發(fā)展。全球的經(jīng)濟(jì)蕭條和日益增長的利率引起許多公司把注意力放在降低成本上，尤

57、其是在運(yùn)輸和庫存方面。為了保持在成本上的有利條件，許多公司被迫重新評估整體的運(yùn)輸需求。同時，由于資本成本，日益增長的利率把公司的注意力轉(zhuǎn)移到維持較低的庫存水平上來。商業(yè)全球化和世界貿(mào)易壁壘的發(fā)展是影響集成物流發(fā)展的第四個因素。許多公司在國際競爭中發(fā)現(xiàn)，沒有更有效的和高效率的配送，他們的產(chǎn)品越來越難在</p><p>　　“增值”是另一個鏈接集成物流的專業(yè)術(shù)語。他意味著通過創(chuàng)造經(jīng)濟(jì)效用來提高客戶對產(chǎn)品價值的感知能力

58、。產(chǎn)品或者服務(wù)有四個增值的經(jīng)濟(jì)效用。他們(1)形式效用，(2)所有權(quán)效用，(3)時間效用，(4)地點(diǎn)效用 </p><p>　　制造商通過生產(chǎn)過程創(chuàng)造形式效用，它憑借消費(fèi)者的需求構(gòu)造一個產(chǎn)品的外形、尺寸、顏色等等方面。集成物流通過工廠卸貨作業(yè)、倉庫、卡車貨運(yùn)站創(chuàng)造形式效用。卸貨作業(yè)把之后要配送給客戶的貨物從統(tǒng)一的船運(yùn)分開，變成小量的單獨(dú)的船運(yùn)。所有權(quán)效用被定義為所有權(quán)從一方轉(zhuǎn)移到另一方，換句話說就是產(chǎn)品和服務(wù)的出

59、售。銷售通過其功能創(chuàng)造出增值收益。除非客戶具有或者租賃并且使用這個產(chǎn)品，否則它沒有真正的價值。集成物流規(guī)定地點(diǎn)效用和時間效用。地點(diǎn)效用就是根據(jù)需求把一個產(chǎn)品從一個地方轉(zhuǎn)移到另一個地方。在這種情況下，集成物流擴(kuò)大了市場的物理邊界。由于客戶可以獲得一個否則將不能利用的產(chǎn)品，它給產(chǎn)品增加了經(jīng)濟(jì)價值。時間效用在對產(chǎn)品/服務(wù)有需求的時候可用。它通過運(yùn)輸、庫存管理和設(shè)施設(shè)備建設(shè)提供出來。同時，時間效用允許臨界時間產(chǎn)品貨架存在，在市場上的結(jié)構(gòu)保持新鮮

60、。時間和地點(diǎn)效用引起了那些在被選擇商店中進(jìn)行產(chǎn)品促銷的市場管理者的興趣。如果在銷售的開始時，公司的產(chǎn)品在商店中不能實(shí)現(xiàn)，那么他將失去銷售額和利潤?？蛻魰バ判模⑶也粫ξ磥淼匿N售做出反應(yīng)。由于庫存的缺乏，換句話說無存貨，或者由于一個新產(chǎn)品還沒有到這個商店，他們可能從其</p><p>　　金融集成物流對公司的影響</p><p>　　宏觀影響，集成物流和服務(wù)遠(yuǎn)景一樣，從金融方面與其他功

61、能領(lǐng)域相互影響和配合。在宏觀環(huán)境下，1998年美國的集成物流成本達(dá)到8620億美元，大約占國民生產(chǎn)總值的10.5%。運(yùn)輸占GDP的6%，倉儲和庫存占GDP的4.1%。1998年，庫存帶來的成本占商品總價值的30%，從1996年上升了24.4%。</p><p>　　微觀影響，集成物流成本涉及到公司的每一個部門。最主要的問題就是恰當(dāng)?shù)恼页鼍凭杀臼鞘裁?，哪里產(chǎn)生了成本。如果他們不能找到原因，那么物流成本就不能被控制

62、。他們用來找出物流成本的方法通常用有效的控制來干擾。當(dāng)前的結(jié)算技術(shù)——常常相當(dāng)于完全成本法——一系列的自然賬戶里的團(tuán)體成本，而不是通過功能和活動。換句話說，當(dāng)前會計(jì)實(shí)務(wù)組所有薪水被記錄到一個賬戶，倉庫和運(yùn)輸成本可能展現(xiàn)出一般開銷或費(fèi)用。為了增加混亂，許多物流成本被拆分，然后被非配給其他功能，例如銷售（外向物流，倉儲領(lǐng)域）、業(yè)務(wù)營運(yùn)（內(nèi)部運(yùn)輸，原材料掌握，倉儲，庫存）、財(cái)會（庫存，區(qū)位優(yōu)勢，設(shè)備獲得）。</p><p&

63、gt;　　完全成本法的缺點(diǎn)包括：</p><p>　　1.完全制造成本被用于計(jì)算銷售成本。</p><p>　　2.開發(fā)、銷售、管理的運(yùn)營成本常常按百分比完全被分配給產(chǎn)品。</p><p>　　3.運(yùn)輸，庫存、銷售回扣、推銷成本沒有被當(dāng)作分開的項(xiàng)目報(bào)告。 </p><p>　　4.當(dāng)銷售和物流成本被確切的當(dāng)作費(fèi)用指出，他們通常按百分比分配給產(chǎn)

64、品。</p><p>　　5.專業(yè)術(shù)語前后矛盾是很常見的。行政部門所提及邊緣貢獻(xiàn)常常意味著生產(chǎn)貢獻(xiàn)。</p><p>　　6.存貨運(yùn)輸成本，應(yīng)收賬款的收費(fèi)，在其他資產(chǎn)不表現(xiàn)在盈利能力方面的報(bào)告費(fèi)用的機(jī)會成本</p><p>　　7.涉及查過一年，沒有調(diào)整通貨膨脹的報(bào)告。</p><p>　　8. 調(diào)查報(bào)告不適應(yīng)考慮重置成本。</p>

65、;<p>　　作業(yè)成本法為不充足和有錯誤的物流成本資料報(bào)告提供了一個解決問題的方法。通過這種方法，成本被從資源到活動追蹤，然后明確產(chǎn)品，服務(wù)員或者是客戶。另一個核算集成物流成本的方法是邊際貢獻(xiàn)法。這個會計(jì)技術(shù)只注重利潤和成本，會因?yàn)橐粋€決定就改變。由于決定不能代表成本而且不會被考慮，所以任何利潤和成本都是不變的。</p><p>　　集成物流在公司內(nèi)部的分界</p><p>

66、　　集成物流很少很突出。在一定程度上，集成物流責(zé)任感可能貫穿整個市場營銷、制造業(yè)、金融或者財(cái)會。這些工作與物流系統(tǒng)的集成思想相反，因?yàn)橐粋€部門可能不能總是考慮到一個物流決定將會給其他部門帶來怎樣的影響。系統(tǒng)理論被忽視了。集成物流應(yīng)該自我包含。也就是說，集成物流活動應(yīng)該是有組織的、受約束的，像營銷、制造業(yè)和金融或者財(cái)會。這未必意味著一個公司必須有一個物流副總裁，但是物流活動應(yīng)該在一個人簡明的操作下統(tǒng)一控制。這樣，集成物流就會為公司的說有部