農(nóng)產(chǎn)品物流外文翻譯--物流和國民經(jīng)濟(jì)

1、<p>　　畢業(yè)論文外文翻譯（一）</p><p>　　外文題目：　 Logistics &the National Economy </p><p>　　出 處： International Journal of Physical Distribution &

2、 LogisticsManagement </p><p>　　作 者： MCB UP Ltd </p><p><b>　　原 文：</b></p><p>　　Logi

3、stics &the National Economy</p><p><b>　　Introduce</b></p><p>　　Logistics has always been a central and essential feature of all economic activity and yet paradoxically it is only

4、 in recent years that it has come to receive serious attention from either the business or academic world. One very obvious reason for this neglect is that, whilst the functions that comprise the logistics task are indiv

5、idually recognised, the concept of logistics as an integrative activity in business has only really developed within the last 20 years.</p><p>　　What is logistics? It can be variously defined, but expressed

6、at its simplest it is:</p><p>　　The process of strategically managing the movement and storage of materials, parts, and finished inventory from suppliers, through the firm on to customers.</p><p&g

7、t;　　Logistics is thus concerned with the management of the physical flow which begins with sources of supply and ends at the point of consumption. It is therefore clearly much wider in its reach than simply a concern wit

8、h the movement of finished goods— a commonly held view of physical distribution. In the logistics scheme of things we are just as much concerned with plant and depot location, inventory levels, materials management and i

9、nformation systems as we are with transport.</p><p>　　One of the features of the logistics concept which is its greatest attraction whilst simultaneously being the greatest drawback to its widespread adoptio

10、n in industry so far is that it places the emphasis on integrating activities that traditionally have been located in different functions of the business. Thus in many companies responsibility for, say, inventory on the

11、one hand and transport on the other may be vested in the production function and the distribution function respectively, and de</p><p>　　It is interesting to trace the evolution of thought in the logistics a

12、ctivity and then to assess its importance for business today.</p><p>　　As early as 1915, writing from that other place — Harvard Business School — Arch Shaw took a view of the logistics activity which was ra

13、dically far-sighted. He said:</p><p>　　The relations between the activities of demand creation and physical supply . . .illustrate the existence of the two principles of interdependence and balance.</p>

14、;<p>　　Failure to co-ordinate any one of these activities with its group-fellows and also with those in the other group, or undue emphasis or outlay put upon any one of these activities, is certain to upset the eq

15、uilibrium of forces which means efficient distribution.</p><p>　　. . . The physical distribution of the goods is a problem distinct from the creation of demand . . . Not a few worthy failures in distribution

16、 campaigns have been due to such a lack of co-ordination between demand creation and physical supply . . .</p><p>　　Instead of being a subsequent problem, this question of supply must be met and answered bef

17、ore the work of distribution begins.</p><p>　　This view of logistics as a bridge between demand creation and physical supply is still as valid today as it was when first expressed 65 years ago. However no ma

18、tter how basic and fundamental this idea was, very little attention seems to have been paid to it and indeed in 1962 one of the gurus of Management, Peter Drucker, writing in Fortune magazine said:</p><p>　　

19、Physical distribution is today's frontier in business. It is the one area where managerial results of great magnitude can be achieved. And it is still largely unexplored territory.</p><p>　　There are sig

20、ns however that management consciousness of the importance of logistics is growing. The last ten years have seen a major upsurge in interest in this area in the UK and the rest of Western Europe. We are still some way be

21、hind the United States in our acceptance of the logistics concept, a situation that is reflected perhaps in the fact that there is only one Chair in Marketing Logistics in Western Europe and that is here at Cranfield, co

22、mpared with more than 50 in the United States.</p><p>　　A number of factors have contributed to the growth of interest in logistics in management. One of these is that inevitably as companies seek out areas

23、for productivity improvement they are forced to confront the major source of corporate costs represented by distribution. Production and marketing have both been subjected to scrutiny by academic commentators and the mor

24、e efficiency-conscious companies. Now it is the turn of the materials flow system that binds production and marketing to receive </p><p>　　Giving increased urgency to this examination is the growth of costs

25、of movement and storage. Energy crises have had a direct impact upon transport costs and soaring interest rates have made the costs of holding stocks into a major expense. Beyond this the vast proliferation in the size o

26、f most companies' product ranges has meant that the total stock-holding investment of these companies has increased dramatically. When one considers that a company such as Birds Eye ten years ago offered a range <

27、/p><p>　　The combination of all these factors has brought the distribution problem into sharp focus. In particular, awareness is growing both of the impact of logistics upon corporate profitability and, underly

28、ing this, its impact upon the national economy.</p><p>　　Logistics and the National Economy</p><p>　　Logistics pervades almost every facet of economic activity. It provides the basic network whe

29、reby our everyday life is supported. This was demonstrated by the crisis brought to the nation by the transport strike of 1979 when all too clearly we saw the effects of a disturbance to the logistics system. Until then

30、few people outside distribution probably ever thought of the central importance to the working of the economy of an efficient distribution system.</p><p>　　It is easy to underestimate the scope of the logist

31、ics activity in the UK economy.Taking a broad definition of logistics-related functions within the economy and including all the distributive trades, a recent study has estimated that 29 per cent of the UK working popula

32、tion are employed in a logistics-related job. The same study also estimated that the total cost to the national economy of logistics in 1976 was £35 billion, or 32.5 per cent of the Gross Domestic Product. These cos

33、ts included th</p><p>　　Clearly any productivity improvement that could be achieved in any part of the logistics system would release resources for use elsewhere in the economy. A study recently commissioned

34、 by the National Council of Physical Distribution Management in the USA suggested that effective productivity improvement programmes in logistics could lead to reductions of between ten and 20 per cent in total corporate

35、 costs. The evidence suggests that such savings are potentially available in this country; in som</p><p>　　It must not be thought however that the logistics activity is merely a cost to the nation and as suc

36、h the only desirable course of action is to reduce it. On the contrary, logistics is a positive contributor to national wealth. It facilitates the economic process and in many ways it is the engine that drives that proce

37、ss.</p><p>　　For example, one important way in which the logistics process affects the national economy is through delivery performance in export markets. Much evidence has been assembled, for instance that

38、contained in a recent survey by the Council of British Chambers of Commerce in Europe, strongly suggesting that a major reason for our declining export performance is our seeming inability as a nation to deliver on time.

39、 In many markets our products have no inbuilt technical or quality advantage over fore</p><p>　　And yet it has not always been this way. It is most instructive, I feel, to look back to the massive economic d

40、evelopment that was under way in this country two hundred years ago and to note the vital role played in our industrial revolution by the development of appropriate and efficient distribution networks.</p><p&g

41、t;　　Logistics and the Industrial Revolution</p><p>　　In the short space of time approximately bounded by the years 1760 and 1830 a transformation of the whole way of life of Britain took place. That this per

42、iod has come to be universally known as the "Industrial Revolution" is easily understandable when it is recalled that industrial activity was metamorphosised within a lifetime from a scattered series of domesti

43、c processes into a highly concentrated, mechanised, factory and urban-based industry. This period is perhaps best remembered for the wor</p><p>　　However it can fairly be claimed that none of this dramatic a

44、nd rapid change from a largely agrarian and cottage industry country to a highly industrialised and trade-oriented nation could have happened without an equivalent revolution in the distributive process. Here the names o

45、f Telford, Brindley, McAdam and, later, Stephenson and Brunei represent the great developments that were made to link the place of production with the point of consumption.</p><p>　　Prior to the mid-eighteen

46、th century, transport throughout Britain was difficult, time-consuming and uncertain. Most roads were little more than dirt-tracks and most of the country's distribution was accomplished by trains of pack horses foll

47、owing ancient tracks and crossing rivers by means of narrow bridges. The coming of the turnpike system changed the whole nature of the road network. Whilst the first of the turnpikes, administered by a local trust of wor

48、thies and entrepreneurs, can be found a</p><p>　　The expansion of trade and industry meant that improved means had to be found for moving goods over a much greater distance. The new methods of production mea

49、nt that markets had to be found over a much wider area; hence the need for more effective distribution systems. As every new Trust set up to establish a turnpike required an Act of Parliament it is possible to infer the

50、onset of industrialization from the great increase in such legislation in the second half of the eighteenth century. Betwe</p><p><b>　　譯 文：</b></p><p><b>　　物流和國民經(jīng)濟(jì)</b>&

51、lt;/p><p><b>　　引言</b></p><p>　　物流一直都是所有經(jīng)濟(jì)活動(dòng)的中心和重要環(huán)節(jié)，但矛盾的是只有在近幾年里才受到商業(yè)和學(xué)術(shù)界的重視。它被忽視的一個(gè)很顯而易見的原因是，僅僅在過去的20年中，物流的概念才作為一個(gè)綜合性的商業(yè)活動(dòng)得到真正的發(fā)展，同時(shí)由物流作業(yè)構(gòu)成的功能才被單獨(dú)承認(rèn)。</p><p>　　什么是物流？它可以有不同

52、的定義，但是最簡單的是：</p><p>　　原材料、零部件和制成品庫存從供應(yīng)者到公司，再到消費(fèi)者的運(yùn)輸和儲存的戰(zhàn)略管理過程。</p><p>　　物流與始于原材料供應(yīng)，終于消費(fèi)的實(shí)物流管理息息相關(guān)，因此很顯然比簡單的關(guān)注于制成品運(yùn)輸所涉及的要廣泛的多——這是大多數(shù)人對于物流所持有的觀點(diǎn)。在物流方案的事情上，跟運(yùn)輸一樣，我們只關(guān)注工廠和倉庫的位置、庫存水平、材料管理和信息系統(tǒng)。</p

53、><p>　　物流概念的特點(diǎn)之一是其強(qiáng)大的吸引力,同時(shí)也成為它最大的缺點(diǎn)，目前為止，它被廣泛應(yīng)用在工業(yè)上，它把重點(diǎn)放在一些傳統(tǒng)上有不同商業(yè)功能的集成活動(dòng)上。因此很多公司要對此負(fù)責(zé)，比如說，存貨是一方面，運(yùn)輸是另一方面，可能被分別歸到生產(chǎn)函數(shù)和分配函數(shù)名下，并且做關(guān)于一個(gè)的決定的時(shí)候常常沒有考慮到另一個(gè)。然而物流觀點(diǎn)迫使決策者認(rèn)識到材料流體系中各環(huán)節(jié)間的聯(lián)系——事實(shí)上它鼓勵(lì)全面的系統(tǒng)思維而不是只注重功能的井蛙之見。&l

54、t;/p><p>　　回溯關(guān)于物流活動(dòng)的思考演變，然后其今天對于商業(yè)的重要性是有趣的。</p><p>　　早在1915年，其他地方的著作——哈佛商學(xué)院——Arch Shaw對物流活動(dòng)的看法從根本上來說是有遠(yuǎn)見的。他說：</p><p>　　“需求創(chuàng)造和實(shí)物供應(yīng)活動(dòng)之間的關(guān)系……說明存在著相互依存和平衡兩個(gè)原則。</p><p>　　未能協(xié)調(diào)組員

55、和其他組的成員活動(dòng)，或者過分強(qiáng)調(diào)或經(jīng)費(fèi)支出在任何一個(gè)活動(dòng)上，必然打破優(yōu)化配置的力的平衡。</p><p>　　……商品的實(shí)物分布是一個(gè)有別于創(chuàng)造需求的問題……由于需求創(chuàng)造和實(shí)物供應(yīng)之間缺乏協(xié)調(diào)，導(dǎo)致了在配送活動(dòng)中不少有價(jià)值的失敗……</p><p>　　在配送工作開始之前，供應(yīng)問題必須得到滿足和回復(fù)，而不是作為一個(gè)后續(xù)問題。</p><p>　　這種物流作為需求創(chuàng)造

56、和實(shí)物供應(yīng)之間的橋梁的觀點(diǎn)在今天依然和65年前一樣有效。然而無論這個(gè)概念多么基本，也很少被注意到，正如1962年的管理大師Peter Drucker在“財(cái)富”雜志說上：</p><p>　　物流是今天的前沿業(yè)務(wù)。在這個(gè)領(lǐng)域能夠?qū)崿F(xiàn)高水平的管理結(jié)果，并且這在很大程度上仍是一個(gè)未被開發(fā)的領(lǐng)域。</p><p>　　然而，有跡象表明，物流管理意識的重要性逐漸增長。過去的十年里，可以看到英國和西歐

57、的其他國家在這一領(lǐng)域的興趣劇增。在對物流概念的接受方面，我們?nèi)赃h(yuǎn)遠(yuǎn)落后于美國，有一種情況可以體現(xiàn)，可能實(shí)際上只有一把椅子在西歐的克蘭菲爾德的市場運(yùn)銷，而與之相比，美國有超過50把。</p><p>　　許多因素促使對物流管理的興趣增長。其中之一是，由于企業(yè)尋找地區(qū)來提高生產(chǎn)力從而使他們被迫面對以配送為代表的企業(yè)成本的主要來源。生產(chǎn)和銷售都受到學(xué)術(shù)評論員和更高效率的企業(yè)的審查?，F(xiàn)在，輪到材料流系統(tǒng)約束生產(chǎn)和銷售來接

58、受同樣的檢驗(yàn)。</p><p>　　運(yùn)輸和儲存的成本的增加給檢驗(yàn)增添了緊迫感。能源危機(jī)對運(yùn)輸成本有直接影響，利率的飆升使得持有股票的成本成為主要的開支。除此之外，多數(shù)企業(yè)的產(chǎn)品范圍的大量擴(kuò)張意味著對這些公司總的持股投資突破性的增加。當(dāng)一個(gè)人認(rèn)為像Birds Eye這樣的公司十年前提供213種項(xiàng)目，而現(xiàn)在總共有531種，那么就可以體會到庫存如今在企業(yè)的資產(chǎn)負(fù)債表中是一個(gè)多么重要的因素。分銷渠道的改變迫使很多制造商和

59、分銷商重新審視他們的分銷系統(tǒng)。這個(gè)國家的雜貨零售業(yè)是一個(gè)典型的例子，它展現(xiàn)了權(quán)力在市場渠道中是如何戲劇性地轉(zhuǎn)手的。23年前這里有150000個(gè)雜貨零售點(diǎn)，現(xiàn)在只有68000個(gè)。顯然這些銷售點(diǎn)的規(guī)模和營業(yè)額大幅增加，使得零售的購買力也比較集中。例如Tesco和Sainsbury的雜貨銷售共占了英國的25%，這對制造商特別是他們的分銷系統(tǒng)具有深遠(yuǎn)的影響。渠道方面同樣的改變也發(fā)生在許多其他的國家。</p><p>　　

60、所有這些因素的結(jié)合使分銷問題變得越來越尖銳。特別是，物流對企業(yè)盈利能力的影響和在這個(gè)基礎(chǔ)上對國家經(jīng)濟(jì)的影響這兩種意識日益增強(qiáng)。</p><p><b>　　物流和國民經(jīng)濟(jì)</b></p><p>　　物流貫穿經(jīng)濟(jì)活動(dòng)的方方面面，它提供了支撐我們?nèi)粘Ｉ畹幕A(chǔ)網(wǎng)絡(luò)。1979年的運(yùn)輸罷工給國家?guī)淼奈C(jī)已經(jīng)證明了這一點(diǎn)，讓我們看到了物流系統(tǒng)的憂慮。直到那時(shí)分銷外的人才意識

61、到一個(gè)有效率的分銷系統(tǒng)對經(jīng)濟(jì)運(yùn)行的核心重要性。</p><p>　　人們很容易低估物流活動(dòng)在英國經(jīng)濟(jì)中的范圍。從一個(gè)寬泛的定義來講，經(jīng)濟(jì)中所有與物流功能相關(guān)的包括所有的分銷貿(mào)易，一項(xiàng)最近的研究估計(jì)，英國從業(yè)人口的29%都受雇于一份與物流相關(guān)的工作。這個(gè)研究也估算了1976年物流在國民經(jīng)濟(jì)中的總成本為35000000英鎊，占GDP的32.5%。這些成本包括持有股票的成本（不包括股票升值）、儲存、材料處理和運(yùn)輸。其他

62、一些研究已經(jīng)證實(shí)了這種數(shù)量級的成本。所以在成本方面，物流活動(dòng)單獨(dú)占據(jù)了很大一部分的國家開支。</p><p>　　很顯然，物流系統(tǒng)任何一部分能取得的生產(chǎn)力的提高都能釋放資源用到經(jīng)濟(jì)的其他方面。美國物流管理全國理事會最近委托進(jìn)行的一項(xiàng)研究表明，有效的提高生產(chǎn)力的物流方案可能會使企業(yè)總成本減少10%到20%。這種跡象表明，這種節(jié)省在這個(gè)國家是潛在可利用的，在某些情況下這種節(jié)省還要高得多。</p><

63、;p>　　然而，不要以為物流活動(dòng)僅僅是一個(gè)成本的國家，而唯一可取的做法是減少它。相反，物流是對國家財(cái)富的積極貢獻(xiàn)。它促進(jìn)了經(jīng)濟(jì)進(jìn)程，在許多方面它是驅(qū)動(dòng)這一過程的引擎。</p><p>　　例如，在物流過程中影響到國民經(jīng)濟(jì)的重要途徑之一是通過出口市場上的交貨執(zhí)行情況。我們已經(jīng)收集了大量證據(jù)，例如，英國商會在歐洲的理事會最近的一項(xiàng)調(diào)查強(qiáng)烈暗示，我們出口表現(xiàn)下滑的一個(gè)主要原因是作為一個(gè)國家來說，在按時(shí)交貨方面看起

64、來很無能。與國外競爭者相比，在許多市場上我們的產(chǎn)品沒有內(nèi)置的技術(shù)或質(zhì)量上的優(yōu)勢，因此，如果送貨服務(wù)被認(rèn)為是劣質(zhì)的，那么銷售就很容易失敗。有無數(shù)的故事，其中許多是不幸言中，英國制造業(yè)公司的失敗要充分顧及海外分銷網(wǎng)絡(luò)。我們可以大膽的猜測，如果和有跟大眾和達(dá)特桑汽車和零部件相匹配的分銷網(wǎng)絡(luò)，多少英國利蘭汽車能夠在美國銷售。</p><p>　　然而并不總是這樣的。我認(rèn)為回顧這個(gè)國家兩百年前巨大的經(jīng)濟(jì)發(fā)展，并注意到分銷網(wǎng)

65、絡(luò)適當(dāng)和高效的發(fā)展在我們的工業(yè)革命中扮演著關(guān)鍵的角色是最有意義的。</p><p><b>　　物流和工業(yè)革命</b></p><p>　　在1760年到1830年這短短的幾年內(nèi)，英國社會的整個(gè)生活方式發(fā)生了轉(zhuǎn)變。很容易理解這個(gè)時(shí)期被人們普遍成為“工業(yè)革命”，當(dāng)回憶起工業(yè)活動(dòng)是一個(gè)從分散的國內(nèi)進(jìn)程變?yōu)楦叨燃械?、機(jī)械化的，以工廠和城市為基礎(chǔ)的工業(yè)變化周期。這段時(shí)期最讓

66、人印象深刻的改變世界的發(fā)展可能是在鋼鐵制造工藝、紡織機(jī)械、蒸汽動(dòng)力和工程學(xué)方面，這也是一個(gè)讓人們記住像Richard Arkwright, James Watt，Matthew Boulton和Darbys這樣的創(chuàng)意天才的年代。</p><p>　　但可以公正的宣稱，在分配過程沒有相當(dāng)?shù)母锩遣豢赡馨l(fā)生這樣巨大和快速的變化，使得從一個(gè)以農(nóng)業(yè)和家庭手工業(yè)為主的國家變成一個(gè)高度工業(yè)化和貿(mào)易導(dǎo)向性的國家。在這里，Tel

67、ford, Brindley, McAdam的名字，和之后的Stephenson和Brunei代表了巨大的發(fā)展，被用來鏈接產(chǎn)地和消費(fèi)點(diǎn)。</p><p>　　18世紀(jì)中期，英國的交通不暢，十分耗時(shí)且存在很多不確定性。大多數(shù)道路只不過是煤渣路，很多國家的分銷是通過馬車沿著古老的道路、通過狹窄的橋梁穿過河流來完成的。高速公路的到來改變了整個(gè)道路網(wǎng)絡(luò)的性質(zhì)。第一條高速公路早在1706年由當(dāng)?shù)赜型拿骱推髽I(yè)家經(jīng)營，然

68、而直到下半世紀(jì)它們的數(shù)量才大幅增加。</p><p>　　貿(mào)易和工業(yè)的擴(kuò)張意味著必須尋求改進(jìn)長距離運(yùn)輸貨物的方法。新的生產(chǎn)方法意味著要尋求更加廣闊的市場，因此需要更有效率的分銷系統(tǒng)。每一個(gè)新成立的信托設(shè)立收費(fèi)公路，需要議會的一項(xiàng)法令，從18世紀(jì)的后半期這種立法的大幅增加可以推斷工業(yè)化的開始。在1750年到1770年之間的高速公路法案是整個(gè)過去的50年的兩倍以上，最顯著的是，英格蘭中西部各郡的新制造業(yè)區(qū)的道路建設(shè)是