設施規(guī)劃與物流分析外文翻譯

1、<p>　　中文2800字，1450單詞，8600英文字符</p><p>　　本科畢業(yè)設計（論文）</p><p><b>　　外文翻譯</b></p><p><b>　　設施規(guī)劃</b></p><p>　　James A. Tompkins </p><p&g

2、t;<b>　　引言</b></p><p>　　設施規(guī)劃在過去的十年間已經被賦予了全新的意義。在過去，設施規(guī)劃一般被認為是一門科學。而在當今競爭激烈的全球市場，設施規(guī)劃成為了一種策略。政府、教育機構和企業(yè)已經不再單獨相互競爭，現在這些實體或企業(yè)將彼此聯(lián)合為合作企業(yè)、組織協(xié)會，并最終合成為供應鏈，將客戶納入到整個供應鏈過程以保持競爭力。</p><p>　　這些年來設

3、施規(guī)劃問題一直是一個熱門話題。盡管它已擁有很悠久的歷史，但在目前的出版物、會議以及研究中，設施規(guī)劃仍是最受歡迎的科目之一。設施規(guī)劃的處理已經從清單式或者菜單式的方法發(fā)展到了高度復雜的數學建模。在本文中，我們使用了一個實用的設施規(guī)劃方法，其利用了實證以及同時包含傳統(tǒng)和現代概念的分析方法。值得提及的是，在本文中擁有很廣泛的設施規(guī)劃應用示例。例如，這本書的內容可以適用于一個新醫(yī)院,一個裝配部門,一個已有的倉庫,或者一個機場的行李部的規(guī)劃。無論

4、問題是發(fā)生在醫(yī)院、生產工廠、配送中心、機場、零售商店、學校、銀行、還是辦公室或者這些設施的任何部分；無論是在一個發(fā)達國家的現代化設施還是在一個發(fā)展中國家的過時設施中，本文給出的材料在進行規(guī)劃時都非常有用。重要的是要認識到現代設施規(guī)劃中將設施當作是一個動態(tài)的實體，一個成功的設施規(guī)劃方案的關鍵因素是其適應性以及適合全新應用的能力。</p><p><b>　　設施規(guī)劃的定義</b></p&

5、gt;<p>　　當今的設施規(guī)劃必須能夠幫助組織實現供應鏈的優(yōu)越性。實現供應鏈的優(yōu)越性是一個有六個步驟、或者說六個等級的過程。一如既往，這些步驟與優(yōu)越性、可見性、協(xié)同性、綜合性、敏捷性等聯(lián)系在一起。</p><p>　　當一家公司最大化供應鏈的各個功能（采購-制造-運輸-儲存-銷售），個體部門（如金融、市場營銷、銷售、采購、信息技術、研發(fā)、生產、分配和人力資源等部門）的目標就是要成為公司最好的部門。

6、組織的有效性不是重點，每個組織內的元素都需要試圖在其個體范圍內表現良好。</p><p>　　只有在每個人的環(huán)節(jié)都實現卓越的績效之后，他或者她才能開始追求整個供應鏈的卓越。為了實現供應鏈的優(yōu)越性，公司必須摧毀內部的壁壘，直到整個組織能夠作為一體來運作。公司通常擁有很多部門和設施，包括工廠、倉庫和配送中心，如果一個組織希望追求卓越的供應鏈，它就必須審視自身的內部，消除或減少部門和設施之間界限，并且開始一個無休無止的

7、持續(xù)改進之旅，在部門，車間，供應鏈等級的設計與系統(tǒng)中必須要有戰(zhàn)略和戰(zhàn)術計劃作為支持。</p><p>　　卓越的供應鏈需要其中的每個人協(xié)同工作。然而，如果他們‘看不到’對方，供應鏈中的人就不能協(xié)同。可視化，作為供應鏈優(yōu)越性的第三個等級，可以揭露供應鏈中的每一個環(huán)節(jié)。它可以精簡化供應鏈，因為其提供了供應鏈環(huán)節(jié)需要的當前情形的信息。它被視為實現真正卓越的供應鏈的第一步。</p><p>　　通

8、過可視化，整個組織已經明白了在供應鏈中自己的角色并認識到其他的環(huán)節(jié)。例如，一家電子公司允許其顧客利用一個網站來查看其電路板生產，同時公司收集這些顧客（感興趣電路板）的信息提供給供應商。因此可視化需要共享信息來使供應鏈清楚接下來的訂單情況，并且這能夠令人驚奇的精簡化供應鏈。</p><p>　　一旦供應鏈做到了可視化，就可以向著協(xié)同化進發(fā)，這是供應鏈優(yōu)越性的第四個等級。通過協(xié)同化，供應鏈就能夠決定如何最好的面對市場

9、需求，供應鏈將作為一個整體運作來最大化顧客的滿意度，同時最小化庫存。協(xié)同化的實現需要通過適當的技術應用和真正可靠的合作伙伴。現在存在著各種各樣的協(xié)同技術，正如可視化軟件的情況一樣，供應鏈必須選擇正確的技術或者能夠協(xié)同運作的一系列技術的組合。而真正的伙伴關系需要供應鏈所有環(huán)節(jié)的完全承諾，這種承諾基于信任和為了供應鏈利益而作為整體工作的共同愿望。</p><p>　　當協(xié)同化也就位之后，供應鏈必須追求不斷提高直到成為

10、綜合體的過程。綜合體是指所有供應鏈的聯(lián)合以形成一個整體。它創(chuàng)造出了在顧客眼中的完整途徑。綜合體的結果如下：</p><p>　　1、增加資產收益率：通過最大化庫存周轉、最小化廢棄庫存、最大化員工參與度、最大化持續(xù)改進來實現。</p><p>　　2、提高顧客滿意度：因為綜合化使得公司能夠通過定制響應客戶的需求。綜合化使得他們更明白什么是增值的活動，同時清楚如何處理彈性的問題和不斷變化的顧客

11、需求。他們完全理解高質量與努力提供高價值服務的意義。</p><p>　　3、降低成本：通過審查運輸成本、配送成本、庫存成本、逆向物流成本、包裝成本等，不斷尋找方法來降低將商品交付給客戶的總成本。</p><p>　　4、整合的供應鏈：利用合作伙伴和各方面的交流溝通整合供應鏈，并專注于最終的客戶。</p><p>　　綜合體不是一蹴而就的。找到供應鏈各個環(huán)節(jié)之間的聯(lián)

12、系并消除其中的界線是需要時間的。然而，如果所有的環(huán)節(jié)都一清二楚并做到了互相協(xié)作，那么綜合化又是觸手可及的。</p><p>　　敏捷指的是這個綜合體能夠光速般的反應和運行。今天的商業(yè)環(huán)境對速度有極大的需求?？蛻衾镁W絡就可以直接給出訂單，而他們期望產品可以盡可能快的到達。敏捷的供應鏈綜合體可以創(chuàng)造出滿足這些要求的多層次全球化網絡——就是那些通過合作伙伴、靈活性、穩(wěn)健設計、不斷適應市場以滿足當今經濟環(huán)境需求的復雜的

13、諸多實體構成的網絡。</p><p>　　設施則是這個多層次全球網絡的關鍵組成，同時也是卓越供應鏈所必須的內容。因此供應鏈中的每個組織都應該與它們頭腦中的供應鏈伙伴進行設施規(guī)劃。適當的設施規(guī)劃可以確保產品按照供應鏈關系（采購-制造-運輸-存儲-銷售）最終流向客戶并保證其滿意度。因此，供應鏈中的所有設備具有以下特點：</p><p>　　1、靈活性：靈活的設施能夠在不改變自身的情況下處理各種

14、各樣的需求。</p><p>　　2、模塊化：模塊化設施指的是能夠配合系統(tǒng)在各種操作環(huán)境下高效協(xié)同運作的設施。</p><p>　　3、可升級性：可升級的設施能夠將設備系統(tǒng)與技術的進步得體的整合起來。</p><p>　　4、適應性：這意味著在設施的使用中要將日歷、周期、最大值等因素的影響考慮進去。</p><p>　　5、操作可選性：這意味

15、著要理解每個設施每個部分的操作并允許其中有操作的應急預案。</p><p>　　6、環(huán)境和能源友好：包括接受能源和環(huán)境設計在設計過程中的領導地位?？梢栽谖鍌€關鍵方面衡量人員和環(huán)境健康：選址的可持續(xù)發(fā)展、節(jié)約水資源、能源高效率、材料選擇和室內環(huán)境質量。</p><p>　　創(chuàng)建這些設施需要一個整體的方法。這個方法含有以下因素：</p><p>　　1、一體化：原材料和

16、信息集成在一個由客戶開始的自上而下的進程中。</p><p>　　2、模糊邊界：消除傳統(tǒng)的客戶/供應商、生產/倉庫之間的界線，以及與訂單、服務、制造、分銷之間的界線。</p><p>　　3、兼并：相似與分離的商業(yè)實體的合并將會減少競爭者，帶來更多的顧客和供應商。兼并還包括從物理角度講的站點，公司和功能的合并。</p><p>　　4、可靠性：強大的系統(tǒng)，包括冗余系

17、統(tǒng)、容錯系統(tǒng)的安裝啟用將保證設施高水平、長時間的運行。</p><p>　　5、可維護性：包括預防性維護和預見性維護。預防性維護是一個連續(xù)的過程，最大限度的減少未來的維護問題；預見性維護是通過一臺機器或一個系統(tǒng)的感應裝置預測潛在的問題。</p><p>　　6、經濟先進性：采用將有助于決策的分散信息集成到一個整體的創(chuàng)新的財政實踐方法。</p><p>　　如此看來，

18、對設施規(guī)劃者而言，持續(xù)改進的卓越供應鏈的概念絕對是設施規(guī)劃周期中不可缺少的因素。無論你是參與規(guī)劃一個全新的設施還是計劃更新現有的設施，設施規(guī)劃的基本過程是不變的。</p><p>　　Facilities Planning（p3-p6）</p><p>　　James A. Tompkins </p><p>　　Introduction </p>

19、<p>　　Facilities planning has taken on a whole new meaning in the past 10 years. In the past, facilities planning was primarily considered to be a science. In today's competitive global marketplace, facilities

20、planning is a strategy. Governments, educational institutions, and businesses no longer compete against one another individually. These entities now align themselves into cooperatives, organizations’ associations, and ul

21、timately synthesized supply chains, to remain competitive by bringing the cu</p><p>　　The subject of facilities planning has been a popular topic for many years. In spite of its long heritage, it is one of t

22、he most popular subjects of current publications, conferences, and research. The treatment of facilities planning as a subject has ranged from checklist, cookbook-type approaches to highly sophisticated mathematical mode

23、ling. In this text we employ a practical approach to facilities planning, taking advantage of empirical and analytical approaches using both traditional and co</p><p>　　Facilities Planning Defined</p>

24、<p>　　The facilities we plan today must help an organization achieve supply chain excellence. Supply chain excellence is a process with six steps, or levels. These steps are business as usual, link excellence, visi

25、bility，collaboration, synthesis, and velocity.</p><p>　　Business as usual is when a company works hard to maximize the individual functions of the supply chain (buy-make-move-store-sell). The goal of individ

26、ual departments, such as finance, marketing, sales，purchasing, information technology. research and development, manufacturing, distribution, and human resources, is to be the best department in the company. Organization

27、al effectiveness is not the emphasis. Each organizational element attempts to function well within its individual silo.</p><p>　　Only after one’s link achieves performance excellence can he or she begin to p

28、ursue supply chain excellence. To achieve link excellence，companies must tear down the internal boundaries until the entire organization functions as one. Companies usually have numerous departments and facilities, inclu

29、ding plants, warehouses, and distribution centers (DCs). If an organization hopes to pursue supply chain excellence, it muse look within itself, eliminate and blur any boundaries between departments an</p><p&

30、gt;　　Supply chain excellence requires everyone along the supply chain to work together. Everyone in the supply chain cannot work together, however, if they cannot see one another. Visibility, the third level of supply ch

31、ain excellence, brings to light all links in the supply chain. It minimizes supply chain surprises because it provides the information links needed to understand the ongoing status. It could be considered the first real

32、step toward supply chain excellence.</p><p>　　Through visibility, organizations come to understand their roles in a supply chain and are aware of the other links. An example is an electronics company with a

33、Web site that allows its customers to view circuit boards and then funnels information about those customers to suppliers. Visibility thus requires sharing information so that the links understand the ongoing order statu

34、s and thus minimize supply chain surprises.</p><p>　　Once a supply chain achieves visibility, it can move to collaboration，the fourth level of supply chain excellence. Thorough collaboration. the supply chai

35、n can determine how best to meet the demands of the marketplace. The supply chain works as a whole to maximize customer satisfaction while minimizing inventories. Collaboration is achieved through the proper application

36、of technology and true partnerships. Various collaboration technologies exist, and. as with visibility software, the supply ch</p><p>　　After collaboration is in place, the supply chain then must pursue the

37、continuous improvement process of synthesis. Synthesis is the unification of all supply chain links to form a whole. It creates a complete pipeline from a customer perspective. The results of synthesis are as follows：<

38、;/p><p>　　?Increased ROA. This is achieved by maximizing inventory turns, minimizing obsolete inventory, maximizing employee participation, and maximizing continuous improvement.</p><p>　　?Improv

39、ed customer satisfaction. This is achieved because synthesis creates companies that are responsive to the customer's needs through customization.</p><p>　　They understand value-added activity. They also

40、understand the issue of flexibility and how to meet ever-changing customer requirements. They completely comprehend the meaning of high quality and strive to provide high value.</p><p>　　?Reduced costs. Thi

41、s is achieved by scrutinizing transportation costs, acquisition costs, distribution costs, inventory carrying costs, reverse logistics costs, packaging costs，and so on and continually searching for ways to drive down the

42、 total delivered — to — customer cost.</p><p>　　?An integrated supply chain. This is achieved by using partnerships and communication to integrate the supply chain and focus on the ultimate customer.</p&

43、gt;<p>　　Synthesis is not achieved overnight. It takes time to take the links of a supply chain and remove the boundaries between them. However，if all links are visible and all collaborate，then synthesis is within

44、 reach.</p><p>　　Velocity is synthesis at the speed of light. Today's business environment demands speed. The Internet has created immediate orders, and customers expect their products to arrive almost a

45、s quickly. Synthesis with speed creates multilevel global networks that meet these demands-these are complex entities that can meet the demands of today’s economy through a combination of partnerships, flexibility, robus

46、t design, and ongoing adaption to marketplace requirements.</p><p>　　Facilities are critical components of the multilevel global networks necessary for supply chain excellence. Each organization in the suppl

47、y chain should therefore plan facilities with its supply chain partners in mind. Proper facilities planning along the supply chain ensures that the product will follow the supply chain series buy — make — move — store —

48、sell to the satisfaction of the ultimate customer. Therefore，all facilities in the supply chain have the following characteristics:</p><p>　　?Flexibility. Flexible facilities are able to handle a variety of

49、 requirements without being altered.</p><p>　　?Modularity. Modular facilities are those with systems that cooperate efficiently over a wide range of operating rates.</p><p>　　?Upgradability. U

50、pgraded facilities gracefully incorporate advances in equipment systems and technology.</p><p>　　?Adaptability. This means taking into consideration the implications of calendars, cycles, and peaks in facil

51、ities use.</p><p>　　?Selective operability. This means understanding how each facility segment operates and allows contingency plans to be put in place.</p><p>　　?Environmental and energy frie

52、ndliness. This involves adopting the process of leadership in energy and environmental design (LEED). A whole-building approach to sustainability recognizes performance in five key areas of human and environmental health

53、： sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality.</p><p>　　Creating these facilities requires a holistic approach. The elements of this

54、approach are as follows：</p><p>　　?Total integration-the integration of material and information flow in a true, top-down progression that begins with the customer.</p><p>　　?Blurred boundarie

55、s—the elimination of the traditional customer/supplier and manufacturing/warehousing relationships, as well as those among order entry, service，manufacturing, and distribution.</p><p>　　?Consolidation-the m

56、erging of similar and disparate business entities that results in fewer and stronger competitors，customers, and suppliers. Consolidation also includes the physical merging of sites, companies, and functions.</p>&

57、lt;p>　　?Reliability-the implementation of robust systems, redundant systems, and fault-tolerant systems to create very high levels of uptime.</p><p>　　?Maintenance-a combination of preventive maintenanc

58、e and predictive maintenance. Preventive maintenance Is a continuous process that minimizes future maintenance problems. Predictive maintenance anticipates potential problems by sensing the operations of a machine or sys

59、tem.</p><p>　　?Economic progressiveness-the adoption of innovative fiscal practices that integrate scattered information into a whole that may be used for decision making.</p><p>　　In this rega

60、rd, for a facilities planner, the notion of continuous improvement for supply chain excellence must be an integral element of the facilities planning cycle. Whether you are involved in planning a new facility or plannin