物流專業(yè)英語（莊佩君第5版） 課后習題答案 Ch6 課后練習答案

Ch06第6章PhysicalDistribution

第1課

I.Formphrases

實物配送實物履行

PhysicaldistributionPhysicalfulfillment

訂單處理客戶要求

OrderprocessCustomerrequirements

集約式分銷選擇性分銷

intensivedistributionselectivedistribution

獨家分銷零售價

exclusivedistributionretailprice

ILFillintheblanksandputthesentencesintoChinese

1.Theoverallprocessofgainingandmaintainingcustomerscanbebroadlydividedinto

transaction-crealionandphysical-fulfillmentactivities.

獲得客戶和保持客戶的整個過程大致可以分為交易的產(chǎn)生和實物履行活動。

2.Theyareordertransmission,orderprocassing,orderselection,orderiranspoilation,and

customerdelivery.

它們是訂單傳送，訂單處理，訂單貨揀選，訂單貨運輸和送貨至客戶。

3.Often,thismeansthatmarketingandsaleswouldliketomaintainabroadproductlinewith

highinventoryregardlessofeachproduct'sactualprofitpotential.

通常，這是指市場和銷售（部門）希望保持高庫存的寬的產(chǎn)品線而不考慮每一產(chǎn)品的實際

的潛在利潤。

4.Theveryfactthatphysicaldistributiondealswithcustomerrequirementsmeansthatrelated

operationswillbemoreerraticthancharacteristicofmanufacturingsupportandprocurement

performancecycles.

實物配送需滿足客戶需求的這一事實意味著有關的運作比生產(chǎn)支持的特征和完成采購

周期更具有可變性。

5.physicaldisiribulionperformancecyclesshouldbedesignedtobeasflexibleandresponsive

aspossible.

實物配送的履行周期應該盡可能地設計得富有柔性和具有好的響應性。.

6.Theproduceralsomayrestrictthenumberofretailoutletsiftheproductrequiresspecialized

servicingorsalessupport.

如果產(chǎn)品需要特殊的服務或銷售支持，廠商也限制零售輸出口手的數(shù)量。

III.Pleasecompletethefollowingtabletogetyourselffamiliarwiththeinformationontypes

ofdistribution:

TypeofAppropriatecustomersAppropriateproducts

distribution（合適的顧客）（合適的產(chǎn)品）

IntensivedistributionRetailers,wholesalers1.chewinggum,candybar,soft

drinks,bread,film,andcigarettes;

2.pencils,paperclips,transparent

tape,filefolders,typingpaper,

screws,andnails

selectivedistributionwholesalersorretailers,theclothing,appliances,televisions,

manufacturersstereoequipment,homefurnishings,

andsportsequipment

exclusivedistributionsingleoutletwithanexclusivespecialtyautomobiles,somemajor

franchise,themanufacturersappliances,certainbrandoffurniture,

andlinesofclothingthatenjoyahigh

degreeofbrandloyalty

IV.Listentotheinterview,andanswerthefollowingquestionsandcompletethesentences

Darden'sSupplyChain

Thesupplychainplaysacriticalroleinthesuccessofmodernorganizations

today.Inthecompetitivearoundrestaurants,theattentionpaytomanagementof

supplychaindetailscantoalargedegreewinthedifferentsbetweencustomerraves

andshuttle-offdoors.

Darden\restaurantsownapopularbrandssuchasolivegardenandredlobster,is

wellfaithedinthisfact.Astheworld'slargestpubliclytradedcasualdining

restaurantscompanybasedonmarketshareandcompanyownrestaurantrevenues,it

servesmorethan300millionmealsannuallyinover1450locationsacrosstheUSand

Canda.ThetwoflagshipbrandseachgeneratessalesintheUS$2.4billionrangeeach

year.HowdoesthemanagementteamofDardenrestaurantsdoit,bydevelopingand

managingmultiplesupplychains.Infact,thecompanysuccessfullymanages4

distinctlydifferentsupplychains.

JimLawrence,SeniorVicePresident,suppliermanagementpurchasing,is

responsibleformanagementandoperation.

1)Centraldistributionforsmallware.Oursmallwarewarehouseisreallyaboutnine

foodproducts,soplateware,glasswareandflatware.Plentyofmaterialsarealso

housesofsmallwaresfacility,andwearehearofOrland,Floridasothatwecan

supportallaroundtherestaurants.Overtimewecomingtotheconclusionthatwe

provideagreatlogisticsserviceandweareveryeffctivetoourcustomer

respectivetosupporttherestaurants.Andabout45peoplearesupportingthe

businessandenvironments.

2)Independentsupplychain,wecalledregionalsupplychains.Sometimesmore

localized,sowehavetherestaurantsrequirementsbydiaryproductsfromlocal

diaries,andwehaveproducebakeryhouses,someoneismoreregionalizedand

localizedinthenature.Inthosesupplychains,Ilookitmoreextensiveintermsof

complexity,touchpoints,thenumberofsupplys,thedistributorsweworkwith,but

wehavethesameexpectionsontheregionalsideofbusinessandwehadour

nationaldistributionprograms.

3)Dardendirectdistributionisanewandinessiveway,andwehavelastfbracouple

ofyearswhichreallyemploys3PLmodelforourrestaurants.Soweareworking

withtraditionalfoodservicestrategiesandnon-traditonway.Soweownand

immensionsomeofinventorypositions,allthoseexpertsandfoodservice

distributionmanagerholdwarehouseandtransportation.Sothewaywecan

protectoursupplychainishavethecomponents,themostimportanttousis

tightlycontrolandselfcontrolwhileallthoseexpertstomanagethispiece—

causeconfidences.

4)Seafoodwarehousingnetwork,whichprovidesupporttodistributionandnetwork,

sotheanotherwayofdistributionneedanypointtime,wehaveUS$150million

ormoreseafoodinthewarehousesandallowtoprotectourselffromsomeofthe

volatilityandcursewiththeharvestofseafood,andalsoallowreallybecome

efficientanddistribution,andweareproudofnetworks.

ThesupplychainstrategyisimportantbyDardenaresupportedbyothercritical

components.Eachthesupplychainshaveneedstominimizecostwhatmindour

service.Sooursecretprimaryfacilitylookitclosetotheportlocations.Sowe

decreasetransportationcostthatwemoveinlandgobackouttothedistributionpoint,

soweproperslylocateprimaryfacilitiesinthelargeportlocationssuchasLA,

Jackconville,andnewportVirginia.OurdistributionnetworkareDCthatsupportour

fooddeliverys,reallyIhave-inclaim,inmanycaseswehavetobeabletosupport

existingnetworks.Thesupplier,distributorlikeMBM...,whatwehaveoursuppliers

andrealizethewarehouse,butanothercasewearetryingtobuildofgrounddevelop

fromnetwork,wedefendingtheexistingmodelingthataresupplierbasedor

restaurantslocated,sowelookitalltheefficiencywecanobtain,booktheinbound

sideandoutboundsideoftherestaurantsandderivethecostdown,reallydid,and

shouldwehavetheservicesupportedinthehighlevel,becauseweknowthefurther

wayfbrourrestaurantbasedweare,ourservicebecomemoredifficult,provide

balancingbetweentheserviceandcost.

Whenthecompanyismorelagerstarving,it'snotdifficulttofindsupplieris

interestedinpartnering,thechallengesarefindingthebestmatchforthelongterm.

Sowearelivingwiththevaluesandlegislationoursuppliersandworkinginvery

clevertivepartnerlikeapproaching,Ithinkthatthosesupplierpartiallybuildday-in

andday-outwithwhatwedo,sowetobalanceandensurethewin-winenvironment

forthesuppliercommunity,andmanytimeswearetoldoursupplierisstrictlythatwe

makeabetterbusinessbecausewehavehighexpectations.Wealwayschallenges

ourselvesandoursupplieranddistributors,takevisibleperformaceandthinkit

basically.Sowedohavealotofopportunitiestostickandgoalongwithourrelyships.

Weworkwithalltypesofsuppliers,weworkwithsmallpartsuppliers,otherwaythe

multi-nationalcompanies.Butwealwaystreatthosesupplierswiththesame

respectingcaringandunderstandtheirvaryneedsandinthedaythesupportneedour

restaurantcorrespond,tryingtofindthatbalancebetweensupplierneedandcustomer

need.

PartII

I.Formphrases

配送中心物流結點

DistributioncenterLogisticslink

總裝（配）成批地

FinalassemblyInbound

銷售時點信息系統(tǒng)有效顧客反應

PointofsalesinformationsystemEfficientconsumerresponse

需求鏈外部顧客

Demandchainexternalcustomer

增值活動接受訂單

Value-addedactivitiestakeorders

公共收入年度收入

Publicrevenuesannualrevenue

ILFillintheblanksandputthesentencesintoChinese

1.Distributioncenterisalogisticslinktofulfillphysicaldistributionasitsmainfunction.

配送中心是物流節(jié)點，其主要功能是實現(xiàn)實物配送。

2.Practically,it'sashort-termstoragecenterlocatedclosetoamajortofacilitatetherapid

processingofordersandshipmentofgoodstocustomers.

事實上，這是一種位于主要儲存中心附近的短期儲存中心，以實現(xiàn)快速處理訂單和送貨

給客戶。

3.DCsfocusonmaximizingtheprofitimpactoffulfillingcustomer(externalcustomer)delivery

requirement.

配送中心以完成客戶(外部客戶)送貨要示，最大程度地促進利潤的最大化。

4.Theyclaimthatefficientconsumerresponse(ECR)andJustInTime(JIT)incombination

withpointofsales(POS)datawillfullysynchronizethecompany'sdemandchain.

他們聲稱有效客戶反應(ECR)、準時制(JIT),結合銷售時點(POS)信息，將與公司的

需求鏈完全保持同步。

5.Examplesofthechangingroleofwarehousescanbeseeninconsolidationsofshipments,

cross-docking,andvalue-addedprocesses.

倉庫的不斷變化的作用可從其與運輸結合、直接換裝和增值處理中看出。

III.Pleasewriteaparagraphintroducingtheperformancecycle,activities,data-collecting,

productstoredandthefocusofDC(根據(jù)108頁表格的信息，寫一段落)

PartIII

I.Formphrases

動態(tài)過程增值服務

dynamicprocessv