現(xiàn)代物流概論總結(jié)

1/23現(xiàn)代物流概論總結(jié)Lec.1Logisticsmanagementisthatpartofthesupplychainmanagementthatplansimplements、領(lǐng)導(dǎo))andcontrols物流管理的對象：theefficienteffectiveforwardandreverseflow(反向流動)andstorage(存儲)ofgoods,servicesandrelatedinformationfromthepointoforigintothepointofconsumption)Logisticsisgetting：therightproduct，intherightquantity(數(shù)量)，intherightcondition(條件)，attherightplace，attherighttime，attherightcost，totherightcustomer。物流(logistics)：物品從供給地向接收地的實體流動過程。根據(jù)實際需要，將運輸、儲存、裝卸、搬運、包裝、流通加工、配送、信息處理等基本功能實施有機(jī)結(jié)合。物流管理(logisticsmanagement)：以最低的物流成本達(dá)到用戶所滿意的服務(wù)水平，對物流活動進(jìn)行的計劃、組織、協(xié)調(diào)與控制。Transport(運輸)：運輸是指用設(shè)備和工具，將物品從一地點向另一地點運送的物流活動。其中包括集貨、分配、搬運、中轉(zhuǎn)、裝入、卸下、分散等一系列操作。舉例：運輸模式、船隊g量和大小、操作類型。訂購多少、何時訂購。方法而采用容器、材料及輔助物等的總體名稱，也指為了達(dá)到上述目的的操作活動。Informationandcontrol：舉例：訂單處理系統(tǒng)、設(shè)計系統(tǒng)、采購控制、預(yù)測。Lec1.2小題：Whenwasphysicaldistributionsubstitutedbylogisticsformallyinthewesternworld?2/23(在西方世界傳統(tǒng)物流正式被現(xiàn)代物流所取代是什么時候？)In1980s.Lec.3小題：Logisticsisthelinksamongdifferententerprisesandindustriesintheeconomysystem.(物流是經(jīng)濟(jì)系統(tǒng)中聯(lián)系企業(yè)和制造業(yè)的存在)Logisticscostisonesignificantelementofsocialtotalcost.(物流成本是社會總成本中一個重LogisticscostasapercentageofGDPtomeasuretherateofeconomygrowth.(物流成本在GDP中的占比可以衡量經(jīng)濟(jì)增長)Formutility(what)形式效用：Referstothevalueaddedtogoodsthrough(指的是商品價值的增加).舉例：manufacturing/productionorassembleprocess(制造業(yè)產(chǎn)品的組裝過程)Placeutility(where)空間效用：Avaluethatlogisticscreatesinaproductbychangingtheproductslocation轉(zhuǎn)移創(chuàng)造價值).舉例：Transportationcreatesplaceutility.Timeutility(when)時間效用：Avaluecreatedinaproductbyhavingtheproductavailableattheandwarehousingcreatetimeutility.Quantityutility(howmuch)數(shù)量效用：Referstodeliveringtheproperquantitiesofanitemtowhereitisdemanded(指將適當(dāng)數(shù)量的物品運送到需要的地方).舉例：Logisticscreatesquantityutilitythroughproductionforecasting,productionschedulingandinventorycontrol.(物流通過產(chǎn)品預(yù)期，產(chǎn)品計劃和庫存控制的方式創(chuàng)造數(shù)量效用)desiretopossessesagoodorbenefitfromaservice.(這種價值通過營銷來增加對物品所有權(quán)和益處的服務(wù)而創(chuàng)造)essreducecostsothatitcanprovidecostadvantage.(成本優(yōu)勢)Effectivelogisticsmanagementcanhelpprovidesuperiorcustomerservicesothatthiscanenhancedifferentiationadvantage(差異性優(yōu)勢)大題：Logisticsinterfacesinthefirm(與企業(yè)其他部門的聯(lián)系):LogisticsInterfaceswithOperations/Manufacturing：Lengthofproductionruns(生產(chǎn)運行時間的長短)：Inventorycost(庫存成本)Seasonaldemand(季節(jié)需求)：Acceptanceofseasonalinventorytobalanceproductiontimes.(尋求季節(jié)性庫存與產(chǎn)品供應(yīng)的平衡)Supply-sideinterfaces：Stockingadequatesuppliestoensureuninterruptedproduction.(儲備充足的物資，保證不間斷生產(chǎn))LogisticsInterfaceswithMarketing：TheMarketingMix–4Ps3/23gisticsInterfaceswithaccountingROAgrossprofitassetLec.4Superiorproductquality(優(yōu)良的產(chǎn)品質(zhì)量)Superiorcustomerservice(優(yōu)良的客戶服務(wù))Widedistributionnetwork(廣泛的配送網(wǎng)絡(luò))Brandloyalty(品牌忠誠)Superiormanagementteamwork(優(yōu)良的管理團(tuán)隊)Lowcostplants(低成本工廠)Ownershipofrawmaterialsupplies(原材料供應(yīng)所有權(quán))Absolutecostadvantage(Lowercoststhancompetitionatalllevels)：(直接成本優(yōu)勢)Superiorproductiontechnology(高級生產(chǎn)技術(shù))、Lowcostinputsupply(低成本投入供給)、Lowcostoperations(低成本運作)、Lowerend-to-enddeliveredcostprovidedbylogisticsmanagement(物流管理所提供的更低的終端到終端的交付費用)Economicscale(經(jīng)濟(jì)規(guī)模)、Experiencecurve(經(jīng)驗曲線)Capacityutilization(能力利用率)、Scheduleintegration(計劃整合)、Lowwaste(低浪費)、Lowinventory(低庫存)Quality(質(zhì)量)、Price、Performance(展示)、Design4/23Service：Availability(可用性)、Pre-saleadvice(售前咨詢)、Finance(資金供給)、Delivery(配送)、Maintenance(維修)、After-salesservice(售后服務(wù))Brandidentity(品牌識別)、Brandimage(品牌形象)、Reputation(信譽)、Corporateimage(企業(yè)形象)Tailoredservice(訂制服務(wù))、Reliability(可靠性)、Information(信息)、Flexibility(靈活性)、Responsiveness(反應(yīng)性)Lec.5系統(tǒng)是由一組相互關(guān)聯(lián),功能相關(guān)的要素、變量、部件,物體組成的統(tǒng)一整體.系統(tǒng)概念是強調(diào)整體有效性而非強調(diào)系統(tǒng)的個體的有效性的一種決策方法.流體、載體、流向、流量、流程、流速、流效Themostefficientsystemsarenotalwayscomprisedofeachsystemcomponentoperatingatitslowestpossiblecost.(最有效的系統(tǒng)不總是每個子系統(tǒng)操作成本最低的系統(tǒng))Thecriticalconcernistohavetheentiresystemoperatingatitslowesttotalcost.(關(guān)鍵是要讓著整個系統(tǒng)以最低的成本運作)Theprocessofmakingsomethingasgoodoraseffectiveaspossiblewithgivenresourcesandconstraints(限制).(在給定資源和約束條件下，使某物盡可能好的方法或盡可能有效的方法)舉例：deliverytimes(交貨時間),minimumproductioncapacity(最小生產(chǎn)能力),financiallimits(金融限制)LevelofOptimalityWithinlogisticscomponents(物流組件內(nèi)部)Betweenlogisticscomponents(物流組件之間)Betweencompanyfunctions(公司行為之間)Betweenthecompanyandexternalorganization(公司與外部組織之間)MaterialsManagementv.PhysicalDistribution：材料管理與傳統(tǒng)物流ndstorageofmaterialsfromsuppliersandvendorsintoproductionprocesses.(物料從供應(yīng)商到生產(chǎn)過程的運動和儲存)Physicaldistribution(outboundlogistics)輸出物流：Theprocessrelatedtothemovementandstorageofproductsfromtheendoftheproductionlinetotheenduser.(從生產(chǎn)線到終端用戶的4differentclassificationsoflogisticssystems：Balancedsystem(平衡系統(tǒng))-e.g.,consumerproducts(消費品)5/23Heavyinbound(偏進(jìn)貨型)-e.g.,aircraft,construction(造船、建筑業(yè))Heavyoutbound(偏出貨型)-e.g.,chemicals(化學(xué)品)Reversesystems(逆向系統(tǒng))-e.g.,returnableproducts(可回收物品)CostCenters：成本中心TotalLogisticscost(物流總成本)：Trunkingcost(primarydelivery,初級配送)點對點：工廠——配送中心Localdeliverycosts(secondarydelivery,二級配送)點對多點：配送中心——很多客戶Orderprocessingcosts(informationsystemcost)(訂單處理成本)Inventoryholdingcosts(庫存持有成本)Warehousing/storagecosts(倉儲成本)Costtrade-off(成本悖反原理)：Theinterrelationshipamongsystemvariablesindicatesthatachangeinonevariablehascostimpactuponothervariables.(系統(tǒng)變量之間的相互關(guān)系表明，一個變量變化也會影響其他變量變化)NodesversusLinks：節(jié)點與連線Nodesarespatialpoints：節(jié)點是空間上的點Linksarethetransportationnetwork：連線構(gòu)成運輸網(wǎng)絡(luò)舉例：鐵路、摩托、空運、管道、水運。LogisticsChannel：物流渠道Thenetworkofintermediaries(n.中介,中間商)involvedin(參與)thelogisticssystem.inwhichparticipants(參與)engagedin(從事)storage,handling,transfer,transportation,andcommunicationsfunctionsthatcontributeto(有助于)theefficientflow(流動)ofgoods.Lec2TheEmpoweredConsumer(日益強大的消費者)：Informedconsumers(Multiplechannelsofinformation)(通知消費者)Time--keyconsiderationfactor(時間——關(guān)鍵考慮要素)Higherqualityrequirement(高質(zhì)量需求)Lessloyalty(更低的忠誠度)Largeretailersmoredemandingandcommanding(大量零售商的需求)Lowcoststrategyeverydaylowprices天低價”)Largeretailers’pressureontheirsupplier(manufacturer)tofocusonlogisticsandsupplychainstrategy(大量的零售商給了供應(yīng)商在注重物流和供應(yīng)鏈戰(zhàn)略上的壓力)Governmentpolicyandregulation(政府的政策和規(guī)制)：解除管制，增加競爭Globalization(全球化)：最主要的驅(qū)動力6/23Globalmarketplace(市場),Globalsourcing(采購),manufacturing(制造),marketing(營銷)anddistribution(分配),etc..Supplychainmanagement=globalsupplychainmanagementTechnology(技術(shù))：Changedriveraswellasafacilitatorofchange(變革的工具);Informationprovidesnewandunrestricted(不受限)accesstotheplaceaspectofbusiness.舉例：互聯(lián)網(wǎng)Warehousetechnology(倉儲技術(shù))Dataprocessinganddataanalysis(數(shù)據(jù)進(jìn)程與數(shù)據(jù)分析)Communication(溝通)SustainableDevelopment(可持續(xù)發(fā)展)：臭氧層、熱帶雨林、全球變暖、酸雨、核廢料、能源儲備、可耕地減少、噪音污染環(huán)境等保EnvironmentalProtectionFactor(環(huán)境保護(hù)因素)GreenLogisticsystem(綠色物流系統(tǒng))Packagingandtransportation(包裝與運輸)是什么：Asupplychaincanbeviewedasaseriesofintegratedenterprises(oranextendedenterprise拓展的企業(yè))做什么：thatshareinformationandcoordinate(協(xié)調(diào))physicalexecution(執(zhí)行)內(nèi)容：toensureasmooth,integrated(完整的)flowofgoods,service,informationandcashthroughthepipeline(渠道).整體指的是：SupplychainmanagementistheINTEGRATION(整體)ofthoseupstream(上游)anddownstream(下游)flowsofproducts,services,informationandcash。參與者：acrossboundariesofsuppliers,manufacturers,wholesalers(批發(fā)商)andretailers(零售商)andendcustomersinasupplychain。目標(biāo)：minimizetotalsystemcost(最小化整體系統(tǒng)成本)andsatisfycustomerservicerequirements(滿足客戶需求)國際定義：Themanagementofupstream(inbound)anddownstream(outbound)relationshipwithsuppliersandcustomerstodeliversuperiorcustomervalueatlesscosttothesupplychainasawhole.(上游輸入物流和下游輸出物流的關(guān)系與顧客和配送顧客低成本供應(yīng)鏈的整體)計劃、組織、協(xié)調(diào)與控制。Supplychainmanagementisverymuchastrategicplanningprocess,withaparticularemphasisonstrategicdecision-makingratherthanontheoperationalsystems.(供應(yīng)鏈管理是一個非常大的戰(zhàn)略規(guī)劃過程，特別強調(diào)戰(zhàn)略決策，而不是業(yè)務(wù)系統(tǒng))Theconceptofsupplychainmanagementisinfactnomorethananextensionofthelogicoflogistics.(供應(yīng)鏈管理的概念實際上是一個物流邏輯的延伸。)Logisticsmanagementisonepartofsupplychainmanagement.(物流管理是供應(yīng)鏈管理的一部7/23Logisticsmanagementisprimarilyconcernedwithoptimizingflowswithintheorganization(物流Supplychainmanagementrecognizesthatinternalintegrationisnotsufficient.(供應(yīng)鏈管理認(rèn)識Supplychainmanagementbuildsupontheframeworkoflogistics.(供應(yīng)鏈管理是建立在物流框Logisticsisaplanningframeworkthatseekstocreateasingleplanfortheflowofproductandinformationthroughabusiness產(chǎn)品和信息通過一個企業(yè)創(chuàng)建Supplychainmanagementbuildsuponthisframeworkandseekstoachievelinkageandco-operationbetweenprocessofotherentitiesinthepipeline.(供應(yīng)鏈管理是建立在這個框架Cashflowhasbecomeoneofthemostimportantmeasuresoffinancialviabilityintoday’sglobalmarkets.Supplychainsareanimportantdeterminantofimprovedcashflowsincetheyimpactordercycletimetocustomers.(現(xiàn)金流已經(jīng)成為當(dāng)今全球市場上最重要的金融措施之一。供影響客戶的訂單周期時間。)Supplychainsareanimportantdeterminantofcapitalconsumptionsincetheyimpactworkingcapital,inventorylevels,andotherassetssuchaswarehouses.(供應(yīng)鏈?zhǔn)琴Y本消費的一個重要其他資產(chǎn)，例如倉庫。)Efficientandeffectivesupplychainscanfreeupvaluableresourcesandimprovecustomerfulfillmentsystemssoastoincreasereturnoninvestmentorassetsandimproveshareholdervalue.(有效率的和有效果的供應(yīng)鏈可以免費提供寶貴的資源，提高客戶的滿足系統(tǒng)，以增收益率，提高股東的資產(chǎn)價值。)Therateofchangeinoureconomyhasacceleratedthenecessityofcontinuingchangesinorganizationsoreventransformationtoremaincompetitive.(經(jīng)濟(jì)的變化率加速了組織的持續(xù)Therateofchangehasbeendrivenbyasetofexternalforcesincludingbutnotlimitedtoglobalization,technology,organizationalconsolidationandshiftsinpowerinsupplychains,anempoweredconsumer,andgovernmentpolicyandregulations.(變化率由一組外部力量推動，Theconceptualbasisofthesupplychainisnotnew.Infact,organizationshaveevolvedfromphysicaldistributionmanagementtologisticsmanagementtosupplychainmanagement.(供應(yīng)SupplychainsneedtofocusonthecustomersattheendofthesupplychainandbeflexibleandTechnologyisimportanttofacilitatechange,butitmustfollowaprocessandeducatepeopletoaddressproblemsandissuesappropriately.(技術(shù)是重要的促進(jìn)變化的因素，但它必須遵循一Transportationmanagementandsecurityhavebecomeincreasinglyimportantinthetwenty-firstcenturybecauseofchangesthathaveoccurred.(運輸管理和安全已經(jīng)在二十一世紀(jì)變得越來8/23Supplychainsareboundaryspanningandrequiremanagingthreeflows—products,information,Supplychainmanagementisajourney,notagoal,andthereareno“silverbullets”sinceallsupplychainsareunique.(供應(yīng)鏈管理是一個旅程，而不是一個目標(biāo)，并不是最終解決方式，Informationispower,andcollaborativerelationshipsinternallyandexternallyareanecessaryingredientforsuccess.(信息就是力量，內(nèi)部和外部的合作關(guān)系是成功的必要因素。)TheperformanceofsupplychainsmustbemeasuredintermsofoverallcorporategoalsforcessDefinedas“focusedeffortstoestimateandmanagecustomers’demand,withtheintentionofusingthisinformationtoshapeoperatingdecisions.”(集中精力來估計和管理客戶需求，并試Theessence(本質(zhì))ofdemandmanagementisto:Increasetheabilityofafirmtoconnectactivitiesrelatedtotheflowsofproduct,service,informationandcapital,(增加一個公司連接相關(guān)的產(chǎn)品，服務(wù)，信息和資本流動的活動的能Inordertocreategreatervaluefortheconsumer(Theenduser).(為末端客戶創(chuàng)造更高的價值)DemandManagement:Objectives(資本流動)WaysofEffectiveDemandManagement：Gatheringandanalyzingknowledgeaboutconsumers,theirproblems,andtheirunmetneeds.(收集和分析消費者的知識，他們的問題和未滿足的需求。)Identifyingpartnerstoperformthefunctionsneededinthedemandchain(確定合作伙伴在需求鏈中需要執(zhí)行的功能)Movingthefunctionsthatneedtobedonetothechannelmemberthatcanperformthemmosteffectivelyandefficiently.(移動功能需要負(fù)責(zé)渠道的成員去完成這樣可以完成的最有效率和Sharingwithothersupplychainmembersknowledgeaboutconsumersandcustomers,availabletechnology,andlogisticschallengesandopportunities.(與其他供應(yīng)鏈成員分享知識、消費者Developingproductsandservicesthatsolvecustomers’problems.(發(fā)展產(chǎn)品和服務(wù)以解決顧客Developingandexecutingthebestlogistics,transportation,anddistributionmethodstodeliverproductsandservicestoconsumersinthedesiredformat.(開發(fā)和執(zhí)行最佳的物流、運輸和分形式將產(chǎn)品和服務(wù)交付給消費者。)Gathering&analyzingdatacollectedaboutconsumer的作用：Developingtherightproductsandservices(發(fā)展合適的產(chǎn)品和服務(wù))Sharingdatawithothersupplychainmembers(與其他供應(yīng)鏈成員分享數(shù)據(jù))9/23IdentifyingSupplychainpartners(確定供應(yīng)鏈合作者)Developbestlogisticsmethods(發(fā)展最有物流方法)Movingthefunctionstochannelmember(渠道成員使用移動行為)Ordermanagementsystemsrepresenttheprincipalmeansbywhichbuyersandsellerscommunicateinformationrelatingtoindividualproductorders.(訂單管理系統(tǒng)是買方和賣方溝Ordermanagementsystemisakeytooperationalefficiencyandcustomersatisfactionandwillcontributetoachievingcompetitiveadvantage.(訂單管理系統(tǒng)是提高運營效率和客戶滿意度Theordercycletraditionallyincludesonlythoseactivitiesthatoccurfromthetimeanorderisplacedtothetimeitisreceivedbythecustomer.(訂單周期傳統(tǒng)意義上僅指的是從訂單發(fā)生到產(chǎn)品被交到客戶手中期間所發(fā)生的行為和整個時間)Referstothenetworkofintermediariesinvolvedinthelogisticssystem(指的是在物流系統(tǒng)中涉及到的企業(yè)網(wǎng)絡(luò))Inwhichparticipantsengagedinstorage,handling,transfer,transportation,andcommunicationsfunctionsthatcontributetotheefficientflowofgoods.(參與者從事貨物的儲存、處理、傳送、細(xì)分又分為物流渠道和營銷渠道：LogisticalChannelreferstothemeansbywhichproductsflowphysicallyformwheretheyareavailabletowheretheyareneeded.(物流渠道指的是產(chǎn)品的流動形態(tài)，企業(yè)可以提供給客戶MarketingChannelsreferstothemeansbywhichnecessarytransactionalelements(交易部分)aremanaged(e.g.customerorders,bills,accountsreceivable,etc.)ornon-physicalaspectsofthistransfer.(營銷渠道指的是必要的交易要素的管理和非物理方面的轉(zhuǎn)移)Typesofdistributionchannel：Manufacturerdirecttoretailstore(制造商直接到零售店)Manufacturer—manufacturer’sdistributioncentretoretailstore(制造商到制造商配送中心再到零售店)Manufacturertowholesalertoretailshop(制造商到批發(fā)商再到零售店)Manufacturer–broker(代理人)-retailshop(制造商到代理人再到零售店)Mailorder(郵件訂單)Internetandshoppingfromhome(家中網(wǎng)絡(luò)購物)Factorytofactory(工廠到工廠)DevelopmentandTrend：Retailchannelsshowingdramatic(戲劇性的)growth.(零售渠道發(fā)生了戲劇性的增長)Massmerchandisers(超級市場)suchasWal-Mart,Kmart,Sears,andTargetsqueezing(擠壓)10/23smallerretailers.(超級市場擠壓小型零售商)Natureoflogisticschangingtoaccommodatecustomizedlogisticssystems.(訂制物流系統(tǒng))(物流自然變化以適應(yīng)客戶定制的物流系統(tǒng))Successfulretailersbaseefficiencyonlogisticssystems.(零售商通過有效的物流系統(tǒng)獲得了成Segmentation(市場細(xì)分)到Targeting(瞄準(zhǔn))到Positioning(定位)Product(產(chǎn)品)：Range(范圍)、Size、Presentation(演示)、Packing(包裝)、Design、Performance(性能)Price(價格)：DiscountGeographicalpricingPricePaymentterms(付款方式)Promotion(促銷):SalesforceAdvertisingConsumer(用戶)、Promotion、Tradepromotion(貿(mào)易推廣)、Directmarketing(直接市場)Place(渠道)：overageDistributionsystemDealersupport(經(jīng)銷商支持)Customerserviceisaprocess(客戶服務(wù)是一個過程)Forprovidingcompetitiveadvantageandaddingbenefitstothesupplychain(為供應(yīng)鏈提供競爭優(yōu)勢同時增加益處)Inordertomaximizethetotalvaluetotheultimatecustomer.(從而給最終客戶帶來最大化價Customerservicehas3levelsofinvolvement,anactivity,performancemeasure,philosophy。(客戶服務(wù)有三種層次，行為，績效衡量，哲學(xué))linginvoicingproductreturnsclaimhandling單，發(fā)票，產(chǎn)品退貨，索賠處理)dersdeliveredontimeinfullPhilosophy：Firm-widecommitmenttoprovidecustomerservice(用全機(jī)構(gòu)承諾給客戶提供服The8“right”ofcustomerservice：Customer,Time,Place,Cost,Quality,Product,Quantity,Condition.包括：Dependability(可靠性)、OrderCycle/ororderleadtime(訂單周期/訂單前置時間)、Communications(溝通)、Convenience(便捷)Dependability(可靠性)：Dependabilityreferstodeliveringacustomerorderwitharegular,consistentleadtime;insafecondition,andinharmonywiththetypeandqualityofitemsthecustomerordered.(可靠性指的是在安全的環(huán)境中，在安全的情況下，提供一個客戶訂單，并與客戶訂購的產(chǎn)品類型和質(zhì)量11/23Leadtimedependability(前置時間的可靠性)Safedeliverydependability(安全運送的可靠性)Correctordersdependability(正確定單的可靠性)Ordercycletimeororderleadtime(訂單周期與訂單前置時間)：Thetimethatelapses(經(jīng)過)fromplacement(安排,發(fā)出)oforderuntilreceiptoforder(訂單收據(jù)).Thisincludestimeforordertransmittal(傳送),processing,preparation(分揀)andshipping.Communication：EDI(電子數(shù)據(jù)交換)orInternetortelephoneCustomerorderinformation(orderentry)Statusofshipment(shipmentdate,thecarrier,theroute)裝運現(xiàn)狀(船期、裝運工具、路線)Monitoringcustomerservicelevel(監(jiān)控客戶服務(wù)水平)Convenientorflexibility：(便捷和靈活)Differentcustomerrequirements(客戶的不同需求)Ordersize(其他尺寸)tabilityrule1.Setstandardsatrealisticlevels.(在現(xiàn)實水平設(shè)置標(biāo)準(zhǔn))2.Qualitylevelssetbelow100%canbeproblematic.(質(zhì)量水平低于100%可以被認(rèn)為是有問題3.Consultcustomersonpoliciesandstandards.(咨詢客戶的政策和標(biāo)準(zhǔn))4.Communicatestandardstocustomers.(向客戶傳達(dá)標(biāo)準(zhǔn))5.Measure,monitor,andcontrolcustomerservicestandards(PM)(測量，監(jiān)控和控制客戶服務(wù)Paretoanalysis(sometimesreferredtoasthe80/20ruleandasABCanalysis)(帕累托分析，又istheclassificationofitemsininventoryaccordingtoimportancedefinedintermsofcriteriasuchassalesvolumeandpurchasevolume.(按標(biāo)準(zhǔn)定義的商品分類，如銷售數(shù)量和購買量等。)20%ofproductorcustomersmayprovide80%ofsalesorprofit,andthissectioniscalled“A”category,;thenext50%orsoarelabeled“B”,providing15%ofsalesorprofit.Thefinal30%areALines=fastmoversBlines=mediummoversClines=slowmoversApplicationsinthecontextoflogistics：Inventorycontrol(庫存控制)Customerprofitability(顧客利潤率)Warehouselayout(倉庫布局)Outbound-tocustomerlogisticssystemshavereceivedthemostattentioninmanycompanies;but,evenintoday’scustomerserviceenvironment,outboundandinboundlogisticssystemsmust12/23becoordinated.(在許多企業(yè)中，輸出給客戶的物流系統(tǒng)已經(jīng)成了最為關(guān)注的部分；但是，Demandmanagementmaybethoughtofas“focusedeffortstoestimateandmanagecustomers’demand,withtheintentionofusingthisinformationtoshapeoperatingdecisions.(需求管理可能被認(rèn)為是“集中精力來估計和管理客戶的需求，用這些信息來決定經(jīng)營決策的意圖。)Supply-demandmisalignmentmaycausesevereproblemsintheoutbound-to-customerlogisticschannel.Causesoftheseproblemsshouldbeidentifiedandremoved.(供應(yīng)需求的失調(diào)可能會致嚴(yán)重的問題，在輸出給客戶物流通道。這些問題的原因，應(yīng)被確定和解決。)Thereisgrowingandpersuasiveevidencethatunderstandingandmanagingmarketdemandisacentraldeterminationofbusinesssuccess.(有越來越多的證據(jù)表明，理解和管理市場需求是Althoughmanyforecastsaremadethroughoutthesupplychain,theforecastofprimarydemandfromtheendusesorconsumerwillbethemostimportant.Itisessentialthatthisdemandinformationbesharedwithtradingpartnersthroughoutthesupplychainandbethebasisforcollaborativedecisionmaking.(雖然在整個供應(yīng)鏈中有許多預(yù)測，但來自最終用途或消費者Therearevariousapproachestoforecasting,eachservingdifferentpurposes.(有各種各樣的方TherecentpopularityofCPFRhasledcompaniestomoremeaningfulandproductivesharingofforecastinformationonaninter-firmbasis.(最近流行的CPFR引導(dǎo)公司使得公司間的信息共享Thethreecriticalelementsofcollaborativeplanningarecollaborativedemandplanning.Jointcapacityplanning,andsynchronizedorderfulfillment.(協(xié)同規(guī)劃的三個關(guān)鍵要素是協(xié)同需求規(guī)Significantattentionneedstobedirectedtoindividualelementsoftheordercycle,thelengthandvariabilityofeach,andtheoverallperformanceoftheordercycle.(訂單周期的各個元素需E-commercefulfillmentcreatesanumberofuniquechallengesforlogisticsmanagement.(電子。)Customerserviceisanareaofkeyinteresttobothmarketingandlogistics.Effectivecustomerservicerepresentsakeywaytocreatevalueforthecustomer.(客戶服務(wù)是營銷和物流的所關(guān)鍵感興趣的領(lǐng)域。有效的客戶服務(wù)是為客戶創(chuàng)造價值的一個重要途徑。)Customerservicemaybeviewedinthreeways,-asanactivity,asaperformancemeasure,andasaphilosophy.(顧客服務(wù)可以以三種方式被視為一種活動，一種表現(xiàn)手段，一種哲學(xué)。)Tobeefficientandeffectiveinprovidingandmanagingcustomerservice,wehavetoprovideperformancestandardsandmeasureperformanceagainstthesestandards.Manystandardshavebeenusedhistorically,andcurrentprioritiesareonmakingsuretheyfocusontheneedsofthebuyeraswellastheseller.(在提供和管理客戶服務(wù)的效率和有效性，我們必須對這些標(biāo)準(zhǔn)提供性能標(biāo)準(zhǔn)和衡量性能。許多標(biāo)準(zhǔn)已經(jīng)被用于歷史，目前的重點是確保他們專注于買方的需大題：MaterialmanagementorInboundlogistics(材料管理或輸入物13/23ItreferstothemovementandstorageofmaterialsfromsuppliersandvendorsintoproductionThesesystemsrefertotheactivitiesandprocessesthatprecedeandfacilitatevalue-addingactivitiessuchasmanufacturingandassemble,andsoon.(先于價值增值活動如生產(chǎn)、裝配等，舉例：采購Procurement(采購)Productionplan(生產(chǎn)計劃)Receiving(接受)Materialqualitycontrol(材料質(zhì)量控制)Salvageandscrapdisposal(廢品及廢料處理)Inventorymanagementcontrol(庫存管理控制)Transportation(運輸)Warehousing(倉儲)Procurementconsistofallthoseactivitiesnecessarytoacquiregoodsandservicesconsistentwithuserrequirements.(采購是為滿足用戶需求而獲取貨物和服務(wù)的所有必要活動。)Identifyorreevaluateneeds(鑒定和評估需要)Defineandevaluateuserrequirements(定義和評估客戶需求)Decidewhethertomakeorbuy(決定制造還是購買)Identifythetypeofpurchase(確定購買的類型)Conductamarketanalysis(進(jìn)行市場調(diào)查)Identifyallpossiblesuppliers(確定所有可能的供應(yīng)商)Prescreen(預(yù)選)allpossiblesources(預(yù)選所有可能的資源)Evaluatetheremainingsupplierbase(評估供應(yīng)商的能力)Chooseasupplier(選擇供應(yīng)商)Receivedeliveryoftheproductorservice(收到產(chǎn)品或服務(wù)的交付)Makeapostpurchaseperformanceevaluation(進(jìn)行事后的采購績效評估)Therearefourpossiblecombinationsinthequadranttechniquemodel:Generics(一般商品)---lowrisk,lowvalue舉例：經(jīng)批準(zhǔn)的供應(yīng)商Commodities(大宗商品)---lowrisk,highvalueDistinctive(特殊商品)---highrisk,lowvalue舉例：戰(zhàn)略合作伙伴Critical(關(guān)鍵商品)---highrisk,highvalue舉例：采購卡14/23Quality(質(zhì)量)、Reliability(可靠性)、Capability(能力)、Financial(財務(wù))、DesirableQualities(預(yù)期素質(zhì))、VendorLocation(地理位置)小題：電子商務(wù)的四種模式Administeredbytheseller(由賣家管理)Usuallyfreetothebuyer(通常平臺免費)rketplacebysellerAdministeredbyathirdparty(由第三方管理)Collectionofelectroniccatalogs(電子化目錄)One-stopsourcingforbuyers(對買家一站式采購)Administeredbythebuyer(由買家管理)Pre-approvesvendoraccess(預(yù)先批準(zhǔn)供應(yīng)商訪問)Expensiveandusuallythedomainoflargecompanies(昂貴，通常屬于大公司的領(lǐng)域)On-linetradingcommunity：(線上交易社區(qū))Maintainedbyathirdparty(第三方管理)Usedbymultiplebuyersandsellers(由多個買家和賣家共同使用)Thesupplychaincanbeviewedasinboundlogisticsandoutboundlogistics:thefocusofthischapterisontheinboundlogisticssystem.Effectivesupplychainmanagementrequiresthecarefulcoordinationofinboundandoutboundsystem.(供應(yīng)鏈可視為輸入物流和輸出物流：本章的重點是對輸入物流系統(tǒng)。有效的供應(yīng)鏈管理需要對輸入和輸出系統(tǒng)的仔細(xì)協(xié)調(diào)。)Inboundlogisticssystemscanvaryintermsofimportance,scope,costandcomplexity,dependingonwherethecompanyislocatedinthesupplychain,thenatureoftheproduct,andthemarketsituationinwhichtheproductissold.(輸入物流系統(tǒng)的在很多方面都很重要：范圍，成本和復(fù)雜性。該產(chǎn)品銷售的不同取決于公司位于供應(yīng)鏈的哪里，產(chǎn)品的性質(zhì)和市場情況。)Theprocurementareaplaysamajorroleinmaterialmanagement,andprocurementisanimportantlinkinthesupplychain.(采購領(lǐng)域在物資管理中占有重要地位，采購是供應(yīng)鏈中的Procurementprocesscanbebrokendownintoasetofactivitiesthatincludeidentifyinganeed,definingandevaluatinguserrequirements,decidingwhethertomakeorbuy,identifyingthetypeofpurchase,performingamarketanalysis,identifyingpotentialsupplier,prescreeningpossiblevendors,evaluatingreamingsuppliers,choosingavendor,receivingdeviltryoftheproductorservice,andmakingapostpurchaseevaluation.(采購過程可以分解為很多部分，包括識別需Notallpurchaseditemsareofequalimportance.Usingthecriteriaofriskandvalue,thequadranttechniqueclassifiesitemsintofourimportancecategories:generics,commodities,distinctive,andcritical.Genericshavelowrisk,lowvalue;commoditieshavelowrisk,highvalue;distinctivehavehighrisk,lowvalue;andcriticalhavehighrisk,highvalue.(并非所有采購項目都是同等重特有商品和關(guān)鍵商品。一般商品具有低風(fēng)險、低價值，大宗商品具有低風(fēng)險、高價值，特有商品具有高風(fēng)險、低價值，關(guān)鍵商品具有高風(fēng)險、高價值。)15/23Theprocurementprocessactivitiescanbemoreeffectivelymanagedbyfollowingafour-stepprocess:(1)determinetypeofpurchase;(2)determinenecessarylevelofinvestment;(3)performtheprocurementprocess;(4)evaluatetheeffectivenessofprocurementprocess.(采購可以更好地被概括為四步的過程：(1)確定購買的類型；(2)確定投資的類型；(3)執(zhí)行采購流程； (4)評價采購過程的有效性。)Inselectingvendors,anumberofcriteriashouldbeutilized,including,quality,reliability,capability,financialviability,andotherfactors,suchaslocation.(在選擇供應(yīng)商時，應(yīng)使用若干Therearefourbasicsourcesofprice:commoditymarkets,pricelists,pricequotationandpricenegotiation.(價格的基本來源有四種：商品市場、價格表、價格和價格談判。)Thepurchasepriceismatterofgreatimportance,butitismuchmorecomplexthanjustthebaseunitprice,sinceitrequirestheanalysisofaddedvaluealongthesupplychaintodelivertheecustomer的價格更為復(fù)雜，因為它需要在供應(yīng)鏈上的附加價值分析，以向最終客戶提供最高的總價Inadditiontoprocurementcost,materialmanagementincludeswarehousing,productionplanningandcontrol,traffic,receiving,qualitycontrolandsalvageandscrapdisposable.(除采購成本外，物料管理包括倉儲、生產(chǎn)計劃和控制、交通、接收、質(zhì)量控制以及回收和報廢。)E-procurementhasbecomewidelyusedinbusinessbecauseofthepubliclyavailableinternet.Theadvantagesincludeloweroperatingcost,improvedefficiency,andreducedprices,withtheprimarydisadvantagesbeingsecurity.Therearefourbasictypesofe-procurementmodels:sell-side,electronicmarketplace,buy–side,andonlinetradingcommunitysystems(由于電子采在線交易社區(qū)系統(tǒng))ryInventoryreferstorawmaterial,work-in-process,finishedgoodsandsuppliesrequiredforthecreationofcompanies’goodsandservices;(庫存指的是原材料、加工品、產(chǎn)成品和供應(yīng)需要的設(shè)備為公司創(chuàng)造的產(chǎn)品和服務(wù))Also,thenumberofunitsand/orvalueofthestockofgoodsacompanyholds(同時也是一個公司倉儲商品的數(shù)量或價值)在和將來的耗用或者銷售而儲備的資源。小題：Stockclassification(存貨分類)1.Byproductionprocess(產(chǎn)品加工角度)packagingstocksWork-in-process(加工過程中的產(chǎn)品)Finishedgoods(產(chǎn)成品)Spareparts(serviceparts)(閑置品)2.Byfunction(行為角度)Cyclestock(周期庫存)16/23Safetystock(安全庫存)work-in-processstock/in-transitstock(在制品庫存、在途庫存)Seasonalstock(季節(jié)庫存)Promotionalstock(促銷庫存)Speculativestock(預(yù)見或投機(jī)庫存)Deadstock1.BatchingEconomies/CycleStocks(計量經(jīng)濟(jì)/周期存貨)2.Uncertainty/SafetyStocks(supplyanddemand)(不確定性/安全庫存)3.In-Transit&Work-In-Process(在途和在加工)4.SeasonalStocks/Perishable(易腐敗的)supply(季節(jié)庫存/易腐敗供給)5.AnticipatoryStocks/Speculativestock(預(yù)期庫存/投機(jī)庫存)Inventoryinterfaceswithotherfunctionalareas(庫存相互作用在其他方面的體現(xiàn))Marketingusesinventorytoprov