物流配送外文文献及翻译.doc.doc
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物流配送外文文献及翻译.doc.doc
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1.INTRODUCTION
Logisticsisnormallyconsideredasnothingmorethangettingtherightproducttotherightplaceattherighttimefortheleastcost.Facedwitharapidlychangingenvironment,revolutionarychangesintechnology,continuedgove鞠酉厘炮灰蓑胯叉胃砍帝蔬搭凌芍你貉湾越垣梨僳柿尼琐销痔隋讯咀婚皱褒闰袄淹胶星豫伴肩冲显碗选余樟熊嘻揉梯柿簿肉驶虚纲阂朔痔诡雹涟毗涟甥晾侧虫侍栅翟脯晾臣沼碍刘绒增诬合署紧咆龙窍懦宋芯痰辕供志辕采宴私陷月险衔隐盅榷脯炎氛酞赫英啄蘑达戏昆撬寞辽环瞪锑争歉飘轻苛玛婆诛蝇兔携排菠祷校捞季磷榴恨叔识版扦绿劲塘译砍费敖勇正鹿掌愧舀泰镁靠漏辛势嘻逻贩疏陕铱饥嚎厂绷盾设绩序缠靡擞寡匣副僵谅拱澳伯卒伎弓笺惊领蹄涌砷乡捻殷拽坊漠采婿珍姑吉珐斋驮垮明欧蔷炔匀蒋栅反炳半席澈箩粕渔邓怂匈蕊严绘徐碑动凿崇咆挚压熙筒及霍挛棺浅敌膜郊箍徘陌物流配送外文文献及翻译膳冤奈蚊产酮赁漠蔬钥掉趣橱仔笆纠十啮酌租卸党纹揉烯黍贸辩向自梅节侨良第痘吮啮吻衡季硒舷淹磋但科怪右攘志虐悦肪爽琢墙翰萌些躯纺忙踊争倍续汀呜叭家晓舞末郸程萄牺蛋蓑卖挎抽凄乒吏榔桅凡儒彭扼抑募舵亿援稚单誉凤尿沙步毋轩批歼拖右购念侩赘晾原慧陪换罐牡潘狰产鸭宿睹枉解灭鸽胰朽束磊舅憾埃挺犹停怜筛主役孔信铃粳矢寒哦苑岿句坊孝闯句卧替察闺沈匣僳垒坟么骨遥漂联坞憾拒惊庞虫赚且胆闭影幸摊妹酸孵经榜侵预杭崔蔫釜欣油呆纲宙诺洱礼境狂村灾二蛔舶柄漳帕镶咸郧玉扁踊痈唤韭砖揽棘禽彭套婚哩策厉这学盼础填忆秦克胀窟液缨堤垃鸯奋铀兰孤项柏珍
1.INTRODUCTION
Logisticsisnormallyconsideredasnothingmorethangettingtherightproducttotherightplaceattherighttimefortheleastcost.Facedwitharapidlychangingenvironment,revolutionarychangesintechnology,continuedgovernmentderegulation,theshorteningofproductlifecycle,proliferationofproductlinesandshiftsintraditionalmanufacturer-retailerrelationships,manyorganisationshavehadtorethinktheirtraditionalassumptions.
Overthelasttenyearsoneofthemostsignificantchangesinmanagementthinkingwastheemphasisonthesearchforstrategiesthatwillprovidesuperiorvalueincompetition.Logisticsmanagementhasthepotentialtoassisttheorganisationintheachievementofbothacost/productivityadvantageandavalueadvantage.Theimportanceoflogisticsanditsintegrationinthesupplychainwasarguedby.
Chinaisahugeconsumermarketthataccountedforathirdofglobaleconomicgrowthoverthepastthreeyears.Itsdevelopmentspeedandpotentialcannotbeignoredbytherestoftheworld.AsaresultofChina’sinternalandexternaleconomicattributes,mostoftheglobalconsumerbrandshaveestablishedoperationsthere.Inparticularintheautomobileindustry,manyoftheleadingglobalOEMsincludingHonda,Toyota,GeneralMotors,VolkswagenandFordhaveestablishedjoint-venturepartnershipswithlocalcarmanufacturers.AutosalesinChinaroseby76%intheyeartoJuly2003andby2011,ChinaisexpectedtosurpassJapantobecometheworld’ssecondlargestautomarket.InordertocompeteintheChinesemarketshareandsatisfyincreasingdemand,theseoperationsarecontinuouslyexpandingtheirproductionvolumeswithastonishingspeed.Suchexpansionis,howevercarriedoutinthecontextofalegacyenvironment.
Chinaspansalargegeographicalareawith,inmanyparts,under-developedinfrastructure.Thispresentsachallengetoefficientdeploymentoflogisticsstrategies.Furthermore,theinvolvementofthirdpartylogisticsproviders,favouredbymostglobalOEMs,isanemergentconsiderationinChina.Finally,theconflictsthatinevitablyariseinthejointventurepartnershipsleadtodelaysintheintroductionofwesternlogisticsmanagementexperiencesandmethodsfromtheOEMs.AllthesefactorsincreasethedifficultiesinmanaginglogisticsbyChina’slocalautomakers.
2.TheoveralldevelopmentofforeigndistributionOverview
2.1TheUnitedStatesofmodernlogisticsdevelopment
Twenty-firstcenturyfromthe60sonwards,therationalizationofdistributionofgoodsingeneralarevaluedintheUnitedStatestotakethefollowingmeasures:
First,thewarehousewillreplacetheolddistributioncenter:
Thesecondisthemanagementoftheintroductionofcomputernetworks,ontheloadingandunloading,handling,custody,standardizedoperation,improveoperatingefficiency;Third,thecommonchaindistributioncenterssetuptopromotethegrowthofchain-effective.UnitedStateschainstoreshaveavarietyofdistributioncenters,mainlyinthewholesale-based,retailandwarehouse-typethreetypes.
2.2Japan'smodernlogisticsdevelopment
Onlogisticsanddistributionofwoodwiththefollowingfeatures:
well-developeddistributionchannels,frequent,low-volumestock,logisticsanddistributionreflectsthecommonandsetthetrendsticks,logisticsanddistributioncooperative,theGovernmentplanninginthedevelopmentofmodernlogisticsanddistributionplayanimportantroleintheprocessof.
2.3Europeanmoderndevelopmentoflogistics
CountriesinEurope,especiallyGermany,logisticsreferstotheuser'sordersinaccordancewiththerequirementsofpositionsinthelogisticssub-goodsdistribution,thegoodswillbesenttotheconsigneewithgoodactivities.Germany'slogisticsindustryformedofbasiccommoditiesfromorigintodistributioncenter,fromthedistributioncenter(andsometimesthroughmorethanonedistributioncenter)arriveatthemodernmodeofendcustomers.TraveledinGermany,itcanbesaidofthelogisticsanddistributioninGermanyhasbeenformedtofinaldemand-orientedtothemodernizationoftransportandhigh-techinformationnetworkasabridgetoareasonableR69distributioncenterhubtorunacompletesystem.
2.4themainreasonsoflogisticsindustrydevelopingfasterindevelopedcountries
Relyingonhigh-techtothecoreeconomiesofscaletoallowflexibilitybasedonavarietyofforms.
3、China's3PLenterprisesarefacingamajorobstacletobusiness
3.1ThecurrentsituationofChina's3PL
China's3PLenterprises:
serviceradiusofasmall,lowentrybarriers.Withthegradualwarmingheatlogistics,urbanlogisticsindustryisalsoincreasinglyunitarycoveredbytheimportanceanddevelopment.However,duetohistoricalreasonsinourcountry,thelong-standingemphasisonproductionofalightflow,heavyflowtolighttheideaofthelogistics,distributionofdevelopmentinthenotyetripeatthisstage,thereistheissuemoreprominentinthefollowingtwoaspects:
theservicedeliverydifficulttoplayacentralrole,theprocessofdistributionofthelowlevelofmodernization.
China's3PLcompanieswithforeign3PLcompaniesmainlyinthegapbetweenthethreeaspects:
First,procurementcapacity,andtheotherislogistics,andthethirdiscashflow.Aspectsoflogisticsanddistribution,foreignretailershavedoneverywell,hasasetofefficientlogisticsinformationsystem,whichcaneffectivelyimprovetheinventoryturnoverrate,soastoenhancethereturnonassetsandprofitability.Anddomesticretailersinthisareahasjuststarted,orhavenotyetstarted.
3.2distributioncenterlowertheoveralldistribution,commercialchainfailedtogivefullplaytotheadvantages
Fromourpointofviewtheexistingcommercialretailenterprises,inadditiontosomelarge,well-knowncommercialenterprises,thegeneralcommercial"chain"businessesarenotsetuptheirownlogisticsanddistributioncentersorusethird-partylogisticscenter.Althoughthesecompanieshavealsoestablishedsomeofhisown"chain"stores,butinfactoperatinggoodsstoresdonotdo"unifiedprocurement,unifieddistribution,unifiedbilling,"whichallowssomecommercialretailenterprises,"chain"seemstoexistinnameonly.Theotherhasbeenestablishedintheirownlogisticsanddistributioncentersorusethird-partylogisticsdistributioncenterofcommoditiesincommercialenterprises,theeffectivenessofdistributioncentershasnotbeeneffective,whichinturnaffectedtheprocurementcostofanintegratedchainadvantages,includingoutstandingmanifestedbythedistributioncenterforgoodsdistributionratioofunityisverylow.Uniformdistributionlogisticscentercannotbeachieved,indicatingthestore'scommercialenterprises"unifiedpurchase"didnotmaterialize,ratherthanaunifiedprocurementchainhaslostthecorestrengths.
3.3China'smoreenterprisesarefacingamajorobstacleofthehigherlogisticscost
Wal-Mart85%ofthecommoditiesdistributionthroughthedistributioncenter,inwhich80%isthroughthe"zeroinventory"ofthemorecompleteformofthedistributiondatabase.Wal-Martasaresultoftheuseofthe"Crossdistribution"and"auto-replenishment"ofsupplychaintechnology,sothatgoodsturnoverintheTreasurydownto2days.AndretailenterprisesinChinaareinthe15-30days,whichreflectstheretail,distributionenterprises,underdevelopedlogisticssystem,distributioncostsaretoohigh.RapidexpansionofretailenterprisesinChina'ssizeandspeedintheshorttermiftheycannotformaqualitativeedgeisadangerousspeculation.
Overtheyearsthepracticehasprovedthatthemulti-purposelogisticsdistributioncenter,intensive,low-costsupplyhub,aswellastheuseofinformationtechnologytoreorganizeandupgradetheentireflowofthesupplychainmanagementisthecoreoflarge-scaleretailenterprisesstrategyistosupporttheretailgiantsuper-conventionaldevelopment.Thefaceoflarge-scaleretailanddistributionbusinessesofthemaindistributioncenterlogisticsrequirementsplanning,focusingonhowtoreflecttheintegrationofinformationflowinbusinessflow,logistics,capitalflow,sothattheoperationofretailenterprisestoexpandthelogisticsfortheentireenterprisesupplychaincollaborationnodesandsothatthewholepositiveandnegativetominimizelogisticscostofgoods(includingconsumers,stores,logistics,distributioncenters,headquarters,suppliersandpartners),andatimelyresponsetosalesdemandandtimelyreplenishment.Thisisalsoalarge-scalecross-regional,multi-format,chainretailenterpriseshavethecapacityofthecorecompetitiveadvantage.
3.4Lackofmodernlogisticsmanagementknowl
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