冷鏈儲存和配送問題外文翻譯

外文翻譯原文Problemsofcoldstorage&distributionMaterialSource:InternationalJournalofRetail&DistributionManagementAuthor:BillTibbalsTherecentremarkableheat-wavehasfocussedattentionontheimportanceof"thecoldchain"inthedistributionoffreshfoods,andchangesinfoodbuyinghabitsmeanthatthequestionoftemperaturecontrolledstorageanddistributionisbecomingincreasinglyimportanttotheretailer.InthisfeaturewelookatsomeofthetrendswhichwereevidentintherecentTemperatureControlledStorageandDistributionShowatWembley,andtalktoafewoftheprincipalcompaniesinthebusiness.BillTibbalsTHEFOODbuyinghabitsofthehousewifein1983musthavebeenradicallychangedsincetheadventoftherefrigeratorand,inrecentyears,thedeepfreeze:bynowthefirstislargelyuniversalandsincetheblisteringsummersof'75and'76theincidenceofthelatterveryhigh.Certainly,thisyear'sfreakheatwaveswillbegoodnewsforthedeepfreezemanufacturersandfreezercentres.Theoldmyththatbuying'inbulk'wouldsavethehousewifehundredsofpoundsayear,simplybyinvestinginadeepfreeze,haslongbeendebunked.Whatyoudohearis:"Idon'tactuallysavemoney.Wetendtoeatmore;andit'samazinglyconvenient."Butthedeepfreezehasdefinitelymadeadifferencetobuyinghabits;ithasbroadenedtheselectionofitemschosenforthesupermarkettrolley.Theshoppinglisthasdisappearedinfavorofarandomselectionofrememberedlabelsbasedonthe'we-eat-a-lot-of-that'premise.EventheheatwavesofJulymusthavemadelittledifferencetosuchaconsumershoppingpattern.Therearenoprizesforsuggestingthaticecreamsaleswereup(Wall'sdoubledproductioninmid-July),orcannedsoftdrinks,ordelicatessenmeatsforsalads.Butaconsumerrestockingthedeepfreezewouldcertainlyhavemadenochangestotheroutineofvisitingthesupermarketandfreezercentre.Domesticrefrigerationhashadamarkedimpactonthewholestructureoffoodretailing.Ifyouallowthatthedeepfreezepermitsthecustomertobuylessfrequently,butinlargerquantities,thenitisclearthateveryfacetofretailingisaffectedbythisfactor.Weknowthatmorepeoplearebuyingdeepfreezers,andwillthuschangetheirpurchasinghabitsaccordingly.Wealsoknowthatretailersareturningincreasinglytothedisplayandpromotionoflineswhichareeitherforthedeepfreeze,orchilled.TheWembleyshowEarlierthisyeartheTemperatureControlledStorageandDistribution'83ShowatWembley,demonstratedthatthesheercomplexityofthephysicaldistributionoffrozenandmeat,poultry,icecream.Forexample,ChristianSalvesenandtransportationindustry,ingeneral,andfleetoperatorsinparticular.Anditwouldalsoseemthatthisopportunityhasbeenacceleratedbymajorretailersmovingsteadilytowardsmorelow-temperatureselling.Maximisingontheconvenienceofthedeepfreezedovetailswithsocialchange—freedomfromshoppingspecificallyforthenextdayorso—leavingthebulk-buyingoperationtoonceaweek,orevenonceafortnight.Thesignificantthingabouttheexhibitionwasthatitdemonstratedthecontinuingtrendbyretailerstoanticipateconsumerpreferenceforfoodlineswhichareeitherfrozenforalong-termmenuchoice,orchilled.Thepercentageisontheincrease:delicatessensectionsofsupermarketswouldhaveonceonlybeenfoundontheContinent,butnowtheyarebecomingcommonplacehere.Cookedmeatlinesandpatesrequirechillinginstorageandtransit,andultimatelywhenondisplay—quitedifferentfromtheconceptofdeepfreezingmeat,poultry,icecream.Chillingextendstofreshfruitandvegetables.Forthemajorsupermarketchainchillingprovidesanextraguaranteeoffreshnessandquality.Intheirfightforthemarketsharethesupermarketleansincreasinglytowardshighqualityinteriors.AcaseinpointisthenewTesco'sinSevenSisters,NorthLondon.Herethereisahighproportionofbothdeepfrozenproductsandchilledlines—withtheemphasissquarelyonqualitydisplay.OwnaccountoperatorsManyfoodproducersusetheirowntransportsystem,althoughevenwhenoperatedatitsmostefficient,ithastorepresentaconsiderableoverhead.Thecapitalcostofthevehiclesalonemeansthatmoneyistiedupinadistributionoperation,moneywhichcouldbeusedfordevelopingthefoodproductionareaofthebusiness.Thereisthecostofhousingthevehicles,maintenancecosts(includingdowntimewhenreplacementvehiclesmustbehired),andmanpower.Addtothistheindefinableadministrationofthedistributionfunction.Andthereisthehorrendouscostofthedistribution.Theproblemisnotsomuchthetechnicalaspectofhandlingdeepfrozenorchilledloads,butthelogisticsofdistribution.Theanswertothecomplexproblemforfoodmanufacturershasbeentosub-contract,butunlikeotherformsofcontracttransportationitisnotjustamatterofwheelsontheroad.Thecruxofthematteristhatofdistributioninitsentirety.Tomaximiseefficiencyinhandlingfoodlines,intheconstantsearchforthebestsolutiontokeepingtheunitpriceatthemostcompetitive,distributionhastobehighlycosteffective.Understandably,ithasbecomeajobforthespecialists—thosewhoknowabouttransportationandwarehousing,andtherehavebeenanumberofhighlysuccessfulcompanieswhichhavedevelopedlow-temperaturestorageanddistributiontotheenthdegree.Forexample,ChristianSalvesen(FoodServices)Limitedhavelookedateveryconceivableaspectofdistributingfrozenlinestobothwholesalersandretailersandprovideda'product'tomeetthedemand.Therewouldappeartobenosimpleanswertodistributingfrozenorchilledproductsandifyoulookatthe￡3millioncommittedin1981totheirCourtaboeufcentre20kmsouthwesofParis,itiseasytoseewhatsuchaninvestmentprovidesforthecompany'scustomers.LiketheirUKoperations,Courtaboeufprovidesthemostsophisticatedtechniquesfordistributingcustomers'lines.Goodsarereceivedforstoragedirectfromthefoodmanufacturer'sownfactoryorfromsuppliers.Bulkgoodsinwardaredividedaccordingtodestinationbyorderpickingtospecification.Deliveryofordersismadetolocaldepotsandwholesalers,ortoretailersinacustomer'sownvehicleorinSalvesen'stemperaturecontrolledfleet.Inspiteofmanycommondenominatorfactors,eachcustomerhasanindividualsetofrequirementsandSalvesentailorthesystemtomakeeconomicsensetocustomersbothlargeandsmall.Forexample,computerisedstockcontrolsystemscoordinategoodshandling;customershavemorecontroloverstock,reducingthenumberofshelf'stockouts'inwholesaleorretailoutlets.Centraliseddistributionmeansthatonevehiclecanmakethedropswhichwouldotherwisebemadebyseveral.ComputerisedstocklocationThecoldstoreshavemobilerackingandanindependentcomputersystemproducesprintedstocklocationcardsforindividualpallets.Thecomputerwillalsoprovidetotalrecallforstockchecks;stockcontrol;plannedstockrotation;order-pickingslotreplenishment;in-storestocktransfers.Itwillalsoprovidetheall-importantstatisticalinformationonthemovementfrequencyofalllines.Multi-levelorderpickingtechniquesdovetailwithin-storeconveyorsystemstoexpediterapidmovementofbulkgoods.Anadvancevehiclebooking-insystemensuresrapidturnaround.Tofreezeupto20-tonnesofproductperday,thereisa500cubicmetreblastfreezingunitwhichoperatesat-40℃.Atrendwhichisbecomingincreasinglyapparentistheuseofsharedtransportation,whereseveralcustomershavethebenefitofaservicewhichwouldotherwisebeconsidereduneconomic.Themeteoricriseinthegrowthofsuchoperationsdemonstratestheirvalue.TempcoInternational,with16-millioncubicfeetofstoragespaceintheUKalsoprovidescheduleddistributionintotheHighStreetonashare-servicebasis.Theeconomicsofthistypeofserviceprovideboththeretailerandhissupplierswithaconsiderablebenefit.Moresignificantly,theyreducethenumberofvehiclesrequiredfordeliveriesandpreventcongestionatdeliverybays.LikeSalvesen,Tempcoofferasharedservicetoanysizeofclientirrespectiveofwhethertheyareretailer,manufacturerorsupplier.Tempcostatesthatindustryisnowrespondingtogreaterpressurefromretailersandwithmanufacturerscontrollingtheirstocksmoreclosely,thewholedistributionchainisineffectbecomingmorerapidlyresponsivetoconsumerdemand.Itisclearthattheindustryismovingawayfrombeingbigcoldstoreoperatorstoplayingamuchmoreimportantroleinbringingfoodtotheconsumer.Tempcoofferblastfreezing,fruitprocessing,repackingfacilities,orderpickinganddetaileddistribution;theyhave10percentofallpubliccoldstorecapacityintheUKplusonemillioncubicfeetofcoldstorageinDublin.TheirtenthTempcocoldstore—oftwochambersrepresenting1.25millioncubicfeet,iscurrentlyunderconstructionatYate,Bristol.AndamajorpartofthishasalreadybeenleasedbyBirdsEyeWallsasadistributioncentrefortheSouthWestofEngland.Thebalancewillbepubliccoldstoragetoaddtothenationalnetwork.Completionisduein1984.ComputingthenormComputingisbecomingincreasinglypartofthenormwithinsuchcomplexandall-embracingdistributionnetworks.Tempcoemploysdirecttransmissionfromcustomers'computerstoterminalsatTempcolocations,viatelephonelines.Theyalsousefacsimiletransmissions,telexandoffertelephonesalesdirecttoretailoutletsonbehalfofclients.Butcomputerdevelopmenthasbeencautious.Theirtechniqueistoensurethateverythingisworkingperfectlywithamanualsystem,andthentransfertheperfectedformattothecomputer.Theirfleetconsistsofamixofrigidandarticulatevehicles,temperaturecontrolledtrailerstoholdupto18pallets,themajorityfittedwithtailliftstofacilitatedeliveriesatHighStreetaddresses.Butalthoughthetotalpackageisdoubtlesstempting,othersareexpandingrapidlywiththelesscomplicatedformatofcontracthire.Oneofthebiggestnamesintheworld—RyderTruckRental,offerawiderangeofvehiclesforhirealthoughtheirrefrigeratedvehiclesareonlyavailableonrentalandentracthireterms.Vehiclesare7500kggvwand16,250kggvwwithPettertransportrefrigerationunits,doubledoors,loadrestraints,and1500kgtailliftswiththeheaviervehicles.TheTCS&DShowhadcompaniesofferingpurelycoldstoragefacilities,and/orcomplementaryrefrigeratedtransport.WestKentColdStorageCompanyofSevenoaksoffersleasingfacilitiesofcoldstores,depotareasandofficestogetherwithaWestKentstafftocarryoutrefrigerationmaintenance.WestinghouseCoolStorageLtdofTraffordParkManchester,specialisesin'chilled'distribution,eitherinstoreoronthemove.TheirfleetcoversawideareaincludingtheNortherncounties,NorthWales,theMidlandsandnationally,byarrangement.Theirtruckscarryfromfourto18pallets,withatemperaturerangefromambientdownto0degC.TraffordParkiswellsituatedinacentrallocationandtheChristianSalvesen(FoodServices)LtdcoldstoreinWarrington—justovertwoyearsold—iswithin20milesinanydirectionof40percentofBritain'spopulation.Theyhave1.5-millioncubicfeetofcoldstorage.TheWincantonGroup,apartofUnigate,isoneofEurope'slargestoperatorsofrentalandcontrolhirevehicleswithsome2,500unitsofwhichabout1,500arerefrigerated.Threeoftheircompaniesaredirectlyconcernedwithfreight:theirrentaldivisionaredirectlyconcernedwithshorttermrentalandtheirsisthelargestfleetofrefrigeratedvehiclesinthecountry.ContracthireiswhereacustomeracquiresitsvehiclesfromWincanton,usingtheirowndrivers;Wincantonretainsownershipofthevehiclesbuttakesoveralladministration.Theadvantageisknowingwhatyourtransportcostsaregoingtobeovertheperiodofthecontract.Wincanton'schilleddistributionembracesbothstorageanddistribution;theyhave35,600squarefeetofstorageatChippenham,UttoxeterandBrentford.譯文冷鏈儲存和配送問題資料來源：國際零售與分銷管理期刊作者：BillTibbals近來，“冷鏈”在生鮮食品配送中的重要性的異常熱浪已經(jīng)引起了人們的普遍關(guān)注，食品購買習(xí)慣性的變化意味著溫度控制儲存和分配的問題對零售商來說變得日益重要。在這個(gè)特性上，我們看到在溫布利顯示的證明最近溫度控制貯存和配送的某些趨勢，并聊了一些在業(yè)務(wù)上的主要的公司。比爾李提波茲在1983年，家庭主婦購買食品的習(xí)慣必須徹底改變由于冰箱的到來，并且，近幾年來，速凍：由現(xiàn)在的第一個(gè)主要是普遍的，因?yàn)樵?5、76后，酷熱的夏天，發(fā)生率是很高的。當(dāng)然，今年的反常高溫天氣對制造廠和冷凍冷藏中心會(huì)是一個(gè)好消息。古老的神話里說，買散裝將給家庭主婦每年節(jié)省數(shù)百英鎊，僅僅靠一個(gè)速凍的投資，長期以來被反駁。你所聽到的是：“我實(shí)際上并不省錢，我們往往吃的更多，他的方便性令人驚訝?！钡賰鲆呀?jīng)明確的做出了與購買習(xí)慣的差異。他擴(kuò)大了超市手推車項(xiàng)目的選擇。購物清單由于在“我們吃了很多”的記憶的標(biāo)簽隨機(jī)選擇的前提下已經(jīng)消失。即使是七月的熱潮，也必須使消費(fèi)者的購物模式?jīng)]什么差別。建議冰激凌銷售增長沒有獎(jiǎng)品（華爾街的一倍生產(chǎn)在七月中旬），或罐裝汽水，或熟食沙拉。但消費(fèi)者儲備的速凍肯定會(huì)使來訪的超市冷柜中心的例行改變。家用制冷的產(chǎn)生已經(jīng)對食品零售的整體結(jié)構(gòu)產(chǎn)生了顯著了影響。如果你贊成速凍食品允許顧客多量少批次的購買，那么很顯然，每一個(gè)零售方面都是受這個(gè)因素的影響。我們知道，越來越多的人購買速凍食品，并將因此改變他們的購買習(xí)慣。我們也知道，零售商越來越多的向速凍和冷藏渠道轉(zhuǎn)變。溫布利展會(huì)今年早些時(shí)候，溫度調(diào)控和分配83年在溫布利的顯示，證明了冷凍肉類，家禽，冰激凌的物理分配的純屬復(fù)雜性。例如，基督教和運(yùn)輸業(yè)，一般來說，特別是車隊(duì)運(yùn)營商。而這也似乎是一個(gè)邁向更低溫的主要零售商銷售穩(wěn)步加快的機(jī)會(huì)。速凍食品銷售的便利和社會(huì)變化相吻合的最大化是從第二天左右開始自由購物，離開批量購買行動(dòng)，每周一次，甚至兩周一次。展會(huì)的意義就在于，它體現(xiàn)了零售商預(yù)測消費(fèi)者對食物的持續(xù)性，或者是長期冷凍的菜單選擇，或者是冷藏。這個(gè)百分比是在增加的：超市的部分熟食曾經(jīng)只出現(xiàn)在歐洲大陸，但現(xiàn)在越來越頻繁的出現(xiàn)在這里。熟制肉類線決勝在儲存、運(yùn)輸和最終展示在貨架上。這和需要深度冷藏的速凍肉類、家禽、冰激凌是相當(dāng)不同的概念。冷鏈延伸到新鮮水果和蔬菜。對于大型連鎖超市的冷凍保鮮提供了額外的質(zhì)量保證。為爭奪市場，超市日益向高品質(zhì)傾斜。一個(gè)典型的例子是北倫敦七姐妹的新的特易購。這里有一個(gè)既是速凍食品又是冷凍線的高比例，重點(diǎn)強(qiáng)調(diào)的是優(yōu)質(zhì)的展示。經(jīng)營者自己的賬戶許多食品生產(chǎn)商使用他們自己的運(yùn)輸系統(tǒng)，即使當(dāng)其在最有效的運(yùn)作時(shí)，它也代表著一個(gè)相當(dāng)大的開銷。車輛的資本成本單單是指金錢被綁在分銷業(yè)務(wù)上，錢，可以用于食品生產(chǎn)的業(yè)務(wù)領(lǐng)域。還有就是住房、車輛的成本、維修費(fèi)用（包括替換車輛必須雇用的停機(jī)時(shí)間），和人力。除此之外，還有分布函數(shù)說不清的管理。而這就是可怕的分配成本。問題是沒有那么多的處理深度冷凍或冷藏技術(shù)方面的負(fù)荷，而只有配送的物流。食品生產(chǎn)廠家復(fù)雜的問題的答案一直是分包合同，但不想其他形式的運(yùn)輸合同，它不只是一個(gè)車輪上的問題。整體的配送是問題的關(guān)鍵。為了最大效率的處理食品線，在合同中尋找最佳的解決方案來保持單價(jià)的競爭力，分配必須有高度的成本效益。可以理解的，它已成為了一個(gè)在職的專家——那些知道運(yùn)輸、倉儲的人，而且有一批已經(jīng)發(fā)展了低溫倉儲和配送的高度成功的企業(yè)。例如，基督教餐飲服務(wù)有限公司看著每一個(gè)可想象可接受的分銷冷凍行，包括批發(fā)商、零售商和提供滿足需求的產(chǎn)品的廠家。似乎沒有簡單的答案來分配冷藏或冷凍的產(chǎn)品，如果你看到300萬英鎊承諾在1981年距中心20鞏俐的巴黎南部維斯，很容易看到為公司的顧客提供這樣的投資。像他們英國的業(yè)務(wù)，巴夫?yàn)榉咒N客戶線提供最現(xiàn)金的技術(shù)。貨物存儲的接收直接來自于生產(chǎn)商自己的工廠或供應(yīng)商。散裝的向內(nèi)的貨物根據(jù)采摘到目的地的規(guī)范而被割分。訂單交貨是由當(dāng)?shù)氐膫}庫和批發(fā)商，或在客戶自己的汽車的溫度控制船隊(duì)的零售商。盡管有許多共同的因素，每個(gè)客戶有一系列獨(dú)立的需求和定制系統(tǒng)來使大型和小型客戶具有經(jīng)濟(jì)意義。例如，計(jì)