物流外文翻译

外文原文：Warehouse managementWarehouse management is frequently treated as an operational issue, its strategic importance largely overlooked. But as price and quality become indistinguishable from one company to another and distribution cost becomes a significant part of a product’s value, the invisible hand of logistics becomes a key competitive advantage, and warehouse optimization becomes critical to the logistics chain from supplier to customer.One home furniture manufacturer recognized the strategic necessity of maintaining easy access to its finished products and was able to turn its strategic business purpose into the operational details of a warehouse optimization process. This article describes the optimization journey of this 50-year-old company of nearly 1,000 employees.SituationBecause it had no central distribution center, this furniture manufacturer and importer was operating 13 satellite warehouses ranging from 8,600 square feet to 100,000 square feet within a 100-mile radius. Domestically manufactured products were stored at the producing facility’s warehouse. In total, each warehouse was handling more than 150 incoming and outgoing pieces of furniture on a daily basis—both domestically manufactured and imported products from suppliers in Asia were shipped to customers. More than 100 containers were received from suppliers through a freight forwarder using multiple ocean carriers. What was the result of all this activity?First, the company suffered from reduced throughput due to split, partial, and wrong shipments. Shipping became a major challenge and a large part of the corporate overhead. A special traffic department was created to consolidate shipments,route trucks,and schedule pickups at different locations. Split or partial shipments that were unnecessary and unrequested occurred frequently.Second,operating costs rose due to three factors:• Handling damage. Unnecessary product moves were creating major damages, which were having a significant impact on the company’s financial situat ion. Customer returns and allowances had reached 10 percent of net sales. A large number of pieces were put on hold and could not be shipped due to internally inflicted damage, delaying customer order fulfillment and increasing repair costs.• Exception c harges. Demurrage and per diem charges were a major financial hit to the company. Demurrage charges were incurred due to lack of space in warehouse facilities. Entire shipments were voluntarily held at port to avoid an overflow situation, not only increasing operating expenses but also delaying customer response time. Per diem charges (incurred when a container is not unloaded in a timely manner and held at the facility) were common due to the lack of a scheduling system for incoming containers.• Ineffici ent product flow. Direct labor cost was becoming a major part of the company’s cost structure. Excess handling, along with not being able to make good use of economies of scale, were driving inefficiencies up.These poor warehouse management practices resulted in excess operating costs. The lack of an adequate inventory method and the relatively short product life cycles created an obsolescence problem.Another problem was insufficient inventory turns due to the absence of first-in, first-out principles. Typically, pieces were received and warehoused in no orderly fashion, which did not allow the space required for a FIFO system and causes new and old products to be mixed. The jumble of products was generating color mismatches that were attributed to different supplier cuttings or even sourcing changes. The lack of an adequate information system worsened the situation because there was no way to track inventory location inside and outside each warehouse. Employees had to keep track of product locations manually or mentally, often creating duplicate locations and excess handling.ApproachThe warehouse optimization design was based on the principles of agility, lean manufacturing, and the theory of constraints. The goal was to be an agile company bybeing responsive to the customer. The material flows and storage concepts were designed to streamline flow and maximize throughput.In a time when every furniture company is importing from the same suppliers, there is little room to be creative and differentiate a company’s product because cost and quality end up the same. Cost and service become key aspects in the differentiation effort. Typically, consolidating and optimizing a warehouse can help both factors, which are translated into the following objectives:• Maximize throughput by providing agile response to customer orders because they do not have to be consolidated from different warehouses.• Minimize operating costs and be better than the industry benchmark by streamlining material handling in the warehouse, reducing handling damage by eliminating unnecessary shipping steps, decreasing exception charges, and reducing rent expense by consolidating warehouses.• Maximize inventory turns through FIFO inventory practices to reveal inventory problems to management quickly. Because products, their characteristics, and the global supply chain are rapidly changing in the furniture industry, today’s solution will not necessarily fit tomorrow’s needs. New product introduction or changing demand patterns could throw a perfectly optimized warehouse off balance. The company wanted to implement a solution that could support changing business conditions.Operational stepsThere are two major phases of warehouse optimization: planning and implementation. A project that involves and affects so many people requires an extraordinary effort to bring people on board at the start. Without the buy-in and cooperation of employees, this project would not have been successful, even with a flawless analysis and implementation. Steps taken are represented in Figure 1.PLANNINGFigure 1. The two major phases of warehouse optimizationPlanning phase. Cross-functional teams representing each affected unit wereformed to ensure project success and feasibility. The teams crossed organizational and functional boundaries, including personnel from safety,warehousing, information technology,finance,traffic, and senior management, which made the project a popular companywide effort.Data collection was an important piece that would help determine factors such as space requirements, products rate of sale, and inventory levels. Because of the seasonality of certain product lines, it was important to determine which periods were representative to use as a sample.The next step was to assign the product groups priorities and proximity to the shipping and receiving docks . An analysis of customers’ shipments helped the team establish a shipping pattern, which was typically a particular bedroom or dining group. Considering incoming product from the suppliers in Asia revealed the same conclusion— incoming and outgoing products move in sets (bed, nightstand, dresser, armoire, and mirror together) as opposed to individual pieces. It would not make sense to store the nightstand far from the dresser and bed of the same set. Therefore, a priority rating based on rate of sale for each collection as a whole was established. For cases in which the product weight was extreme, the rate of sale rule was overridden and the product was placed closer to shipping and receiving docks.The next phase of the optimizing process involved analyzing the warehouse capacity and managing the available space. Based on the space requirements and space available, the strategy for storing and managing inventory would vary. The requirements fell into three main categories: space required for peak inventory season, space required for temporary overflow situations, and space required for implementing the FIFO system.The amount of inventory required during peak periods for every product, not just at the collection level, was established. Allocating space for overflow situations required understanding the product’s inventory level fluctuation. Based on its variance, each product was assigned an extra percentage —ranging from 3 percent to 15 percent—of the total inventory required for peak season. The selected execution method for implementing a FIFO system was to allow extra space for product rotation.Product was to be pulled for customer shipments from one end and stored from supplier shipments at the other end. This required the product to be rotated within its assigned space. To facilitate the product rotation, an extra 5 percent (based on the space required for peak inventory) was allowed.With the help of the warehouse manager, stacking rules for each product category were determined, which would later become a guideline for how many of each product could be stacked without incurring damage. The main criteria for the stacking rules were product weight and height.When space is scarce, there are other techniques that could be applied to reduce space requirements at the expense of some handling. Combining product groups by their seasonality is one of them. If, for example, a particular category’s seasonality is offset from another by a given period of time, it would be wise to put each category next to each other and reduce the overall space required to handle peak season.Scenarios and trade-off analyses were developed after priorities were established and space allocated. A warehouse draft layout was created to visualize the results of the analysis and develop the alternate scenarios. This draft included all relevant product information (rate of sale, physical parameters, stacking rules, etc.) for understanding and handling ease. The warehouse manager and staff brought qualitative information to the decision-making process. An alternate scenario was developed to optimize the solution even further. Based on current business projections and anticipated product mix changes, the team increased the long-run potential savings.Implementation phase. A complete layout —including product positioning, space breakdown (baseline, FIFO, and overflow space), and quality control and staging areas —was developed and shared with the people involved. Safety and environmental personnel were asked to help develop escape routes and any other protection measures.The next part of the implementation phase was to develop operating procedures with the customer in mind. The three main issues addressed were training, exception charges, and pickups by appointment. Employees were trained on how to care for theproduct.Implementation took place in phases. Based on incoming container schedules, incoming product was mainly stored at the new location, while shipments took place out of the satellite warehouses. Within two months, most satellite warehouses were closed, and all the shipping and receiving operations were moved to the new 800,000-square-foot warehouse.ResultsWithin three months, the company began seeing benefits. The results over the two years since the implementation. The total warehouse space was reduced by 28 percent, which directly affected the amount of rent paid. In fact, the rent savings were around 36 percent.Operations-related exception charges were decreased. The new warehouse had enough capacity to sustain the peak inventory situation that would have previously caused product overflow and, therefore, demurrage charges. The newly implemented pick-up appointment system eliminated per diem charges.Labor efficiency improvements were achieved by eliminating unnecessary steps while handling the product in receiving and shipping. Excess internal transfers of product for consolidation also played a mayor role in reducing operating expenses.The implemented FIFO inventory practices brought to light existing inventory problems. Line-of-sight visibility allowed management to be aware of the problem and quickly devise a solution, which helped avoid obsolescence and improve inventory turns.Among other reasons, reduced material handling was responsible for decreased customer complaints and chargebacks. Handling-related returns and allowances were reduced significantly, creating a major boost in company profits.ConclusionThere is a systematic process that can be used to optimize warehouses to create a lean, agile organization. It is important first to identify all elements required for success, like this furniture company did. No matter what the space constraints are or which methodology is used, the strategic value to the company must be identified andthe right people must be involved if the project is to be successful.There are four key factors to a successful implementation of any project, regardless of the methodology, approach, or assumptions used:• Business purpose. Always start with the strategic business goal in mind. The company needed a long-term plan to compete in the global market. Warehousing is an unavoidable activity incurred by organizations. It is becoming a way to differentiate products and services from competitors.• Involve key personnel. Moving into a new workplace and operating under new procedures is not easy for employees. To make the transition easier and to get full support at all levels of the organization, involve key personnel from the start. Such action breaks existing boundaries and generates a sense of ownership, which will help during the implementation process as well as future success.• Design with the customer in mind. Consolidating produ cts under one roof, implementing a FIFO technique for inventory management, and establishing an appointmentdriven pick-up system are not just approaches to reduce operating costs. The intangible benefits of becoming more customer-friendly (which are key in a world driven by inter-mediaries) are tough to measure, but in the long run, they surely surpass the benefits of reducing operating expenses.• Develop flexible, qualitative, and experience-driven models. The model developed was not created simply from data. Involving experience-driven people added a qualitative element that cannot be captured by pure data in an analysis.Source：Justus Klemperer,Sekar Sundararajan,and Emory Zimmers Jr.2003.“careful with that warehouse” Industrial Engineer.September.pp.40-45中文译文：仓储管理仓储管理常常被认为是一种在战略上的重要性在很大程度上被管理者所忽略的操作问题。

物流管理风险防范外文翻译文献(含：英文原文及中文译文)英文原文China's third-party logistics problems, causes and strategic choice AbstractChina's logistics industry has just started. Third-party logistics and other aspects of the theory and practice are relatively weak. The paper points out the problems of the Third Party Logistics is the gap between domestic and international third party logistics, logistics efficiency is not high, the lack of systematic management, and logistics platform to build lag behind the concept of logistics management, and so on. Analyzed the causes of such problems arising and proposed lean logistics, small and medium enterprise value chain alliances third party logistics, large third-party logistics companies such as virtualization strategy choice of three third-party logistics enterprise development strategies. Keywords: Third party logistics; lean logistics strategy; value chain alliances; virtualization strategyIntroductionFor a long time, domestic companies in China have poor control over procurement, transportation, warehousing, agency, packaging, processing, distribution, and other aspects. Losses and waste caused by “purchasing black holes” and “logistic traps” are difficult to calculate.Therefore, the study of third-party logistics has very important theoretical and practical significance for promoting the overall economic benefits of China. This article attempts to analyze and discuss the problems and causes of China's three-party logistics, and proposes several possible strategic choices for third-party logistics.The Main Problems Existing in the Third-party Logistics Industry in China(1) There is a large gap between China's three-party logistics companies and foreign third-party logistics companies. The specific performances are as follows:1. The economies of scale and capital gap are obvious. As the large-scale third-party logistics companies abroad start from the strategy of global operations, their scale and capital advantages are undoubted. In particular, China’s strategic three-party logistics industry at the time of its inception has a very small scale. The strong capital of foreign giants has made domestic Enterprises pale in comparison.2. The level of logistics service and quality control provided by China’s three-party logistics industry enterprises are far inferior to foreign counterparts. When some domestic companies still understand logistics as “truck plus warehouse”, foreign logistics companies have already completed a series of standardized transformations. At the same time, foreign logistics organization capabilities are very strong. For example, aGerman third-party logistics company has logistics experts in all aspects of the company throughout Europe. If there are customers whose goods need to reach different countries, then these experts from across Europe will design an optimal logistics solution online. This ability to provide solutions is the core capability of this third-party logistics company, unlike the number of ships and vehicles that domestic companies claim to have.3. After China's accession to the WTO, the threshold of the logistics industry will be reduced. In the logistics service industry, China has committed all service industries to cancel most of the foreign equity restrictions after a reasonable transition period, without restricting foreign service suppliers from entering the current market, and not limiting the existing market access for all service industries. activity. At the same time, similar commitments have been made in the services of auxiliary distribution. These restrictions will be gradually eliminated in the next 3-4 years. During this period, foreign service providers can establish 100% wholly-owned branches or operating agencies, and the domestic logistics service industry will face international competition.(b) Severe waste of resources and low efficiency of third-party logistics. From a microscopic point of view, due to the influence of the planned economic system, many companies, especially state-owned enterprises, have long been taking the path of “bigger andall-encompassing” and “small and complete”. They have their own warehouses, fleets, and even ocean-going vessels. The team has caused a large amount of waste in the logistics process, which is manifested as the idleness of the warehouse, the scattered operation of the logistics industry, the low degree of organization, and weak horizontal integration. There are few third-party logistics companies that can provide integration, modernization, specialization, punctuality, and efficient service. From a macro perspective, the third-party logistics failed to keep up with the pace of economic development to form a model of industrialized operation, but only with the integration and cooperation of transportation, post and telecommunications, commercial materials, foreign trade and other industries.(c) Lack of systematic management and low standardization of equipment. At present, most of the third-party logistics enterprises in China are developed on the basis of the material circulation enterprises under the traditional system. The service content mainly resides in warehousing and transportation, lacks systematic management, and the efficiency of logistics is low. The functions of third-party logistics are not effective. Play. In addition, the division of the logistics sector in China makes the transportation methods and equipment standards in the logistics sector not uniform, and the standards for the logistics facilities do not match, resulting in an increase in the number of third-partylogistics ineffective operations and a decrease in speed and cost.(4) The construction of third-party logistics platforms has lagged behind and the degree of informationization is low. Third-party logistics distribution platforms include physical networks and information networks. Physical networks refer to physical networks formed by the rational distribution of logistics facilities, transportation vehicles, transportation hubs, etc.; information networks refer to the use of information technology by third-party logistics companies and customers. Integrate their respective information resource chains to form a shared information resource network. The status quo of China's physical network is: the level of third-party logistics equipment is low, and the information network also lacks the necessary public logistics exchange platform.(5) The concept of logistics management of domestic enterprises is still very backward, which greatly restricts the development of third-party logistics. For example, some companies think that information such as inventory is a trade secret and must be managed by the company itself, and the management philosophy of outsourcing such enterprise activities is difficult to accept, often resulting in a low level of enterprise's own logistics control and management, and weakening the market competition of enterprises. force.The cause of the problem(a) The lack of modern logistics knowledge and professionallogistics management personnel. This is one of the most important bottlenecks restricting the development of China's third-party logistics industry. Logistics knowledge, especially modern integrated third-party logistics knowledge, is far from universal, but it is known that its main business area is providing transportation and warehousing services, but it is not aware that it is a new integration of these traditional businesses, and its business areas are also Far beyond simple transportation and warehousing, it has become a comprehensive service system covering the entire process of connecting raw materials, semi-finished products, material flow in the production process, and finished product distribution. It has become a system that encompasses business flow, real logistics, capital flow, and information flow.(b) Failure to make effective use of modern technology. This situation has greatly hampered the cultivation of third-party logistics companies, and has affected the overall competitiveness of enterprises. After China's accession to the WTO, domestic third-party logistics companies will face strong competition from abroad, and it is difficult for the domestic third-party logistics industry to provide low-cost, high-quality, and high-efficiency services. (c) Constrained by traditional management systems. Under the traditional system of partitioning, many activities of third-party logistics have been fragmented into various sectors such as transportation, post and telecommunications, foreign trade,and domestic trade. Only the transportation industry involves the Ministry of Railways and the Ministry of Communications. The lack of efficient collaboration between several departments and departments has resulted in a large amount of time and costs for the rotation of various modes of transportation during the transportation process, which has become a “trap” in the logistics process. In addition, some provisions in customs management procedures, material procurement, etc. also affected the improvement of the comprehensive service level of logistics enterprises and the expansion of business areas, which in turn restricted the rapid development of the third-party logistics industry.The Third Party Logistics' Strategic ChoiceSummarizing several of the latest logistics theories in foreign countries, combined with the current practice of foreign third-party logistics development, the strategic choices of third-party logistics companies can be as follows:(a) Lean logistics strategyDue to the lag in logistics theory and practice, most of the third-party logistics companies in China are still operating extensively, and they cannot accurately locate their own logistics services. If this situation is not reversed as soon as possible, it will restrict the development of the third-party logistics industry in China. The emergence of lean logistics theory has provided a new development idea forthird-party logistics companies in China, providing opportunities for these companies to survive and develop in the new economy. Lean logistics originated from the concept of lean manufacturing. It originated from the "Toyota Production System", which was originally created by Japan's Toyota Motor Corporation in the 1970s. It was later studied and summarized by professors at the Massachusetts Institute of Technology and published in 1990 in the book "The Machine for Changing the World." Lean thinking refers to using a variety of modern management methods and means, based on social needs, to give full play to the role of people as a fundamental, effective allocation and rational use of corporate resources, a new type of business to maximize economic benefits for the company Management concept. Lean logistics is the application of lean thinking in logistics management and is an inevitable reflection of logistics development.The so-called lean logistics means to reduce customer's satisfaction by eliminating non-value added waste in production and supply. The goal of lean logistics is to provide customer-satisfied logistics services based on customer needs, while at the same time seeking to minimize waste and delays in the provision of logistics services, and continuously improve the value-added benefits of logistics service processes. The lean logistics system is characterized by high quality, low cost, continuous improvement, and a demand-driven logistics system. It requires theestablishment of customer-first thinking, timely delivery, accurate and rapid delivery of logistics and information flow. In short, lean logistics as a new management idea is bound to have a profound impact on China's third-party logistics companies, its emergence will change the third-party logistics company's extensive management concept, the formation of the third-party logistics company's core competition force.(b) Establishing a Value Chain Alliance for Small and Medium Third-Party Logistics EnterprisesThe small and medium-sized third-party logistics companies cannot provide the full-stop one-stop logistics service because of their own shortcomings. At the same time, small- and medium-sized third-party logistics companies are at a disadvantage in China's logistics industry due to their small scale of assets and unrestricted service areas. Therefore, for small and medium-sized third-party logistics companies, it is crucial to build their own core competitiveness from the company’s own resources. Due to the single and incomplete functions of small and medium-sized third-party logistics companies, the establishment of cooperation in the logistics business based on their respective core competencies is a feasible way to effectively compensate for the defects in the company's capabilities and constitute a competitive advantage in logistics. The value chain is a systematic approach to examining all corporate activities and their interactions, as well as analyzing the various resources available togain competitive advantage in the enterprise. The company's value activities fall into two categories: basic activities and auxiliary activities. Basic activities are activities involving the creation and sale of products, transfer to buyers and after-sales services. Ancillary activities are complementary to basic activities and support each other by providing outsourced revenue, technology, human resources, and various functions. Using the theory of value chain to analyze the value chain structure of the third-party logistics companies, we can see that the third-party logistics companies are no different from the general enterprises in terms of auxiliary activities, and the third-party logistics companies have their own characteristics in terms of basic activities. Third-party logistics companies generally do not have a commodity production process. Only the reprocessing process of circulation links does not occupy the main link. The basic operation activities of a wide range of third-party logistics companies thus become storage, transportation, packaging, distribution, customer service, and markets. Link. Each link of the basic operation activities, due to the limited resources and capabilities of the enterprise itself, cannot have advantages in every aspect. This lack of certain aspects of the value chain has caused the incompleteness of the company's overall logistics function. Corresponding competitiveness has made some of the value chain links with comparative advantages unable to exert their due effects due to the overall deficiencies. Therefore, the alliance of small-and medium-sized third-party logistics companies in the logistics industry should be based on complementary cooperation based on the value chain between each other, making full use of the flexibility of specialized logistics companies' specialized logistics functions and organizational coordination of logistics agency companies. Complementarity of comprehensive logistics capabilities. For small and medium-sized third-party logistics companies, they should start with the advantages of the company's value chain, explore and form the company's core competitiveness, and retreat through the value chain to avoid weaknesses.(III) Virtualization Strategy of Large Third-Party Logistics EnterprisesIn the era of rapid development of IT and the Internet, companies cannot go it alone, but must seek cooperation in competition and seek development in collaboration. Therefore, the development of the virtualization of modern large-scale third-party logistics arising from modern conditions is very necessary. The virtualization of large-scale third-party logistics companies refers to the fact that the logistics operator regards other people's resources as their “all”, transforms others into part of their logistics through the Internet, and uses the power of others to break through the physical boundaries, extending and realizing their own Function, and then expand their ability to enhance their own strength. Therefore, the virtualization of logistics is the virtual logistics in the formof a temporary, dynamic alliance based on information technology as a means of connection and coordination. The virtualization of modern integrated logistics is based on electronic communication technology, customer-centric, opportunity-based, conditional on the core competencies of participating members, and the common pursuit of agreement goals and tasks, bringing the existing of different regions and countries. The resources are rapidly combined into a virtual business entity that does not have walls, surpasses space constraints, links through electronic networks, and directs the unity, and provides high-quality, low-cost logistics services at the fastest speed.The virtualization of modern large-scale third-party logistics includes virtualization in terms of function, organization, and area. Functional virtualization is the use of IT technology by third-party logistics companies to organize logistics resources (information, human resources, material, and other resources) distributed in different locations and within different companies to accomplish specific tasks and optimize social resources. Organizational virtualization refers to the fact that the structure of logistics organizations is always dynamically adjusted, not fixed, and has a decentralized, flexible, autonomous management, flat network structure, and can be reorganized according to changes in goals and environments. Reflect market dynamics. Geographical virtuality means that third-party logistics companies connect global logisticsresources through the Internet to eliminate obstacles and national barriers.中文译文我国第三方物流中存在的问题、原因及战略选择摘要我国物流业发展刚刚起步,第三方物流的理论和实践等方面都比较薄弱。

译文出处：Source: Economic Geography, V ol. 81, No. 3 (Jul., 2005), pp. 283-303译文标题：地理的生产联系在爱尔兰和苏格兰的微机行业:物流的作用译文：摘要:20世纪70年代中期的经济危机，标志着从福特主义传统的产业组织模式，以一个基于时间竞争（TBC）的过渡。

它已经假定，TBC的上升将导致在地方和区域的生产联系的增加。

争论的一部分是,相关的搜索后勤效率和采用即时(JIT)原则会拉近买家与供应商之间的买卖距离。

在这篇文章中，我们测试这个想法的相关性，在爱尔兰和苏格兰的微机硬件业为例。

大部分的数据收集与附属公司的所有业务中的两个国家之一的全球微机组装期间的多次采访。

研究结果显示，而不是局部或区域采购，装配导入绝大多数来自爱尔兰和英国以外地区的物质投入，特别是来自远东，大多数组件的内部物流管道涉及库存，往往在当地中心仓库。

这种供给系统已被解释为伪JIT，最理想的进货物流，传统的福特主义原则组织系统。

我们认为，物流系统和供应联系的地理不应该这样解释。

入境库存，严格管理，导致适度的目标缓冲区水平和发货频率高。

即使在JIT供应，生产联系和物流系统的细节的地理配置一系列的背景条件和元件特性上保持高度依赖。

这项研究的结果表明，围绕跨国企业的子公司的垂直综合生产集群的战略不再适用于爱尔兰和苏格兰，至少不会在微机行业的背景下。

关键词:计算机行业,生产的联系,物流。

据一些资料表明，20世纪70年代中期，标志着从福特主义传统的产业组织模式过渡到基于时间竞争（TBC）（Schoenberger1997年秸秆1988;秸秆和豪特，1990）。

作为工业的典范，“老”的理想型，后福特主义是一个“装配线基于大规模生产标准化的商品（Asheim1992）的系统。

制作了大型垂直整合，往往跨国公司集中控制的地方。

机械化、追求内部规模经济，详细的任务分工，加强工作（阿明1994年）的基础上提高生产力。

2011年中国快递行业研究报告——China Express Delivery Industry Report, 2011 Enterprise wide USD $ 3300 Release Date Dec.2011AbstractIn July, 2011, in the “Twelfth Five-Year (2011-2015)” plan on the development of postal industry issued by State Post Bureau of the Peo ple’s Republic of China, the following “twelfth five-year” development indicators were put forward for the express delivery industry: the network coverage of key express delivery enterprises came up to 98% in municipalities and provincial capitals, and over 90% in provincially administered municipalities; and the key express delivery enterprises realized the 72-hour inter-provincial capital and inter-key city express delivery rate of more than 90%, express delay rate of lower than 0.8%, damage rate of lower than 0.01%, and loss rate of lower than 0.005%.The express delivery business of China has witnessed rapid growth in 2011. Up to the end of September of 2011, Chinese express delivery companies (with annual sales of over RMB5 million) had made 2.52 billion deliveries, up 53.3% year-on-year, and harvested RMB53.14 billion, a 28.9% YoY rise, of which Chinese inner-city express business revenue was RMB4.67 billion, with the year-on-year increase of 58.1%; the cross regional express business revenue rose 37% year-on-year to RMB30.73 billion; and the international and Hong Kong, Macao and Taiwan business revenue was RMB13.57 billion, a slight rise of 4.9% from the same period of last year.From January to September of 2011, 1.125 billion deliveries were made in Guangdong, Zhejiang and Shanghai, accounting for 44.64% of the national business volume, and achieved RMB25.697 billion with a 48.36% share of the total business revenue in China.‘Research report on the express delivery industry in China’ mainly covers the followings:The twelfth five-year plan of national express delivery industry and the twelfth five-year plan of express delivery industry in key provinces and cities;Development status, business classification,λ market structure, price and competition structure of the express delivery industry in China;Analysis on the express delivery industry in importantλprovinces and cities in Guangdong, Shanghai, Beijing and Jiangsu etc.Performance of UPS, FedEx, DHL and TNT in Chinese express deliveryλ market.Development history, corporate operation, SWOT analysis and marketλstrategy of 15 local express delivery enterprises (including EMS, China Sinotrans Group, China Railway Express, Air Express, SF Express, STO Express, ZJS Express, YTO Express, Yunda Express, ZTO Express, etc.)EMS：The revenue of China Post Group footed up to RMB189.9 billion in 2010, presenting an AAGR of 18.5% during the 11th Five-Year Plan (2006-2010); wherein, the proceeds of express business saw an average growth rate of 19.2%. Currently, EMS possesses 16 cargo aircrafts, 40 national airlines, 2 international airlines, more than 20 thousand transportation vehicles, 8 collecting and distributing centers and 31 provincial distribution centers.SF Express: its operating revenue has maintained high-speed growth since 2003, with an AAGR of over 40%; and the figure in 2010 registered RMB12 billion. In August, 2011, SF Express increased RMB400 million to reshuffle stock rights of SF Airlines whose air fleet covers two Boeing 757-200 All-Cargo Aircrafts and three Boeing 737-300 Aircrafts at present.ZJS Express: its operating performance has saw a comparatively slow rise since 2004, and it made negative growth affected by economic crisis during 2008-2009. However, the operating revenue of the company hit around RMB2 billion in 2010, soaring 66.7% from a year earlier and setting a new high record.In next a few years, e-commerce will further drive the steady and rapid growth of the express delivery industry, and the operating costs will rise ever and spur the price hike of express delivery. As the market expands, for considerable benefit, a growing number of companies in the express delivery sector will be merged and reorganized, and the businesses of express delivery firms will be increasingly differentiated.2011年中国快递行业研究报告——中国快递行业研究报告，2011企业广泛$ 3300美元的发行日期dec.2011摘要在七月，2011，在“第十二个五年（年）”计划对邮政产业发展的国家邮政局发行的中国人民共和国，以下“第十二五”发展指标提出了快递行业：网络覆盖的关键快递企业走到98%直辖市、省会城市，和90%多个省直管市；和关键快递企业实现72小时省际资本和inter-key快递率超过90%，表示延迟率低于0.8%，破损率低于0.01%，损失率低于0.005%。

外文翻译原文Green Logistics (The Paradoxes of)Material source：The Handbook of Logistics and Supply-Chain Management Author：Brewer, K.J. Button and D.A. HensherIntroduction: The Issue of Green LogisticsThe two words that make up the title of this chapter are each charged with meaning, but combined, they form a phrase that is particularly evocative. ‘Logistics’ are at the heart of modern transport systems. As has been demonstrated earlier, the term implies a degree organization and control over freight movements that only modern technology could have brought into being. It has become one of the most important developments in the transportation industry. ‘Greenness’ has become a code-word for a range of environmental concerns, and is usually considered positively. It is employed to suggest compatibility with the environment, and thus, like ‘logistics’ is something that is beneficial. When put together the two words suggest an environmentally-friendly and efficient transport and distribution system. The term has wide appeal, and is seen by many as eminently desirable. However, as we explore the concept and its applications in greater detail, a great many paradoxes and inconsistencies arise, which suggest that its application may be more difficult than what might have been expected on first encounter.In this chapter we begin by considering how the term has been developed and applied in the transportation industry. Although there has been much debate about green logistics over the last ten years or so, the transportation industry has developed very narrow and specific interests. When the broader interpretations are attempted it will be shown that there are basic inconsistencies between the goals and objectives of ‘logistics’ and ‘greenness’. We conclude this chapter by exploring how these paradoxes might be resolved.Development and Application of Green LogisticsIn common with many other areas of human endeavour, ‘greenness’ became a catchword in the transportation industry in the late 1980s and early 1990s. It grew out of the growing awareness of environmental problems, and in particular with well-publicised issues such as acid rain, CFCs and global warming. The World Commission on Environment and Development Report, with its establishment ofenvironmental sustainability as a goal for international action, gave green issues a significant boost in political and economic arenas. The transportation industry is a major contributor to environmental degradation through its modes, infrastructures and traffics). The developing field of logistics was seen by many as an opportunity for the transportation industry to present a more environmentally-friendly face. During the early 1990s there was an outpouring of studies, reports and opinion pieces suggesting how the environment could be incorporated in the logistics industry. It was reported that the 1990s would be ‘the decade of the environment’.As we look back on the decade we can observe that interest in the environment by the logistics industry manifested itself most clearly in terms of exploiting new market opportunities. While traditional logistics seeks to organise forward distribution, that is the transport, warehousing, packaging and inventory management from the producer to the consumer, environmental considerations opened up markets for recycling and disposal, and led to an entire new sub-sector: reverse logistics. This reverse distribution involves the transport of waste and the movement of used materials. While the term ‘reverse logistics’ is widely used, other names h ave been applied, such as ‘reverse distribution’, ‘reverse-flow logistics’, and ‘green logistics’.Inserting logistics into recycling and the disposal of waste materials of all kinds, including toxic and hazardous goods, has become a major new market. There are several variants. An important segment is customer-driven, where domestic waste is set aside by home-dwellers for recycling. This has achieved wide popularity in many communities, notably because the public became involved in the process. A second type is where non-recyclable waste, including hazardous materials, is transported for disposal to designated sites. As land fills close to urban areas become scarce, waste has to be transported greater distances to disposal centres. A different approach is where reverse distribution is a continuous embedded process in which the organisation (manufacturer or distributor) takes responsibility for the delivery of new products as well as their take-back. This would mean environmental considerations through the whole life-cycle of a product (production, distribution, consumption and disposal). For example, BMW is designing a vehicle whose parts will be entirely recyclable.How the logistics industry has responded to the environmental imperatives is not unexpected, given its commercial and economic imperatives, but by virtually overlooking significant issues, such as pollution, congestion, resource depletion,means that the logistics industry is still not very ‘green’. This conclusion is borne out by published surveys. Murphy et al (1994) asked members of the Council for Logistics Management what were the most important environmental issues relating to logistics operations. The two leading issues selected were hazardous waste disposal and solid waste disposal. Two thirds of respondents identified these as being of ‘great’ or ‘maximum’ importance. The least important issues identified were congestion and land use, two elements usually considered of central importance by environmentalists. When asked to identify the future impact of environmental issues on logistical functions, again waste disposal and packaging were chosen as leading factors. Customer service, inventory control, production scheduling –logistical elements –were seen to have negligible environmental implications.This suggests that at the beginning of the 21st Century the logistics industry in general is still a long way from being considered green. Reverse logistics has been its major environmental pre-occupation. While this is an important step, recycling being one of the important elements in sustainability, many other environmentally significant considerations remain largely unaddressed. Are the achievements of transport logistics compatible with the environment?The Green Paradoxes of Logistics in Transport Systems1 CostsThe purpose of logistics is to reduce costs, notably transport costs. In addition, economies of time and improvements in service reliability, including flexibility, are further objectives. Corporations involved in the physical distribution of freight are highly supportive of strategies that enable them to cut transport costs in the present competitive environment. The cost-saving strategies pursued by logistic operators are often at variance with environmental considerations, however. Environmental costs are often externalized. This means that the benefits of logistics are realised by the users (and eventually to the consumer if the benefits are shared along the supply chain), but the environment assumes a wide variety of burdens and costs. Society in general, and many individuals in particular, are becoming less willing to accept these costs, and pressure is increasingly being put on governments and corporations to include greater environmental considerations in their activities.Although there is a clear trend for governments, at least in their policy guidelines, to make the users pay the full costs of using the infrastructures, logistical activities have largely escaped these initiatives. The focus of much environmentalpolicy is on private cars (emission controls, gas mixtures and pricing). While there are increasingly strict regulations being applied to air transport (noise and emissions), the degree of control over trucking, rail and maritime modes is less. For example diesel fuel is significantly cheaper than gasoline in many jurisdictions, despite the negative environmental implications of the diesel engine. Yet trucks contribute on average 7 times more per vehicle-km to nitrogen oxides emissions than cars and 17 times more for particulate matter. The trucking industry is likely to avoid the bulk of environmental externalities it creates, notably in North America.The external costs of transport have been the subject of extensive research. Early gross estimates suggested congestion costs to account on average for 8.5% of the GDP and from 2.0 to 2.5% for safety. Recent estimates in Europe suggest that annual costs amount to a figure between 32 and 56 billion ECU. Cooper et al (1998) estimate the costs in Britain at 7 billion ECU, or twice the amount collected by vehicle taxation.In addition, the hub structures of logistical systems result in a land take that is exceptional. Airports, seaports and rail terminals are among the largest consumers of land in urban areas. For many airports and seaports the costs of development are so large that they require subsidies from local, regional and national governments. The dredging of channels in ports, the provision of sites, and operating expenses are rarely completely reflected in user costs. In the United States, for example local dredging costs, were nominally to come out of a harbour improvement tax but this has been ruled unconstitutional and channel maintenance remains under the authority of the US Corps of Army Engineers. In Europe, national and regional government subsidies are used to assist infrastructure and superstructure provision. The trend in logistics towards hub formation is clearly not green.The actors involved in logistical operations have a strong bias to perceive green logistics as a mean to internalize cost savings, while avoiding the issue of external costs. As underlined earlier, a survey among the managers of logistical activities pointed out that the top environmental priority is reducing packaging and waste (Murphy et al 1994). Managers were also strongly against any type of governmental regulation pertaining to the environmental impacts of logistics. These observations support the paradoxical relationship between logistics and the environment that reducing costs does not necessarily reduce environmental impacts.2 ReliabilityAt the heart of logistics is the overriding importance of service reliability. Itssuccess is based upon the ability to deliver freight on time with the least threat of breakage or damage. Logistics providers often realise these objectives by utilising the modes that are perceived as being most reliable. The least polluting modes are generally regarded as being the least reliable in terms of on-time delivery, lack of breakage and safety. Ships and railways have inherited a reputation for poor customer satisfaction, and the logistics industry is built around air and truck shipments... the two least environmentally-friendly modes.3 WarehousingLogistics is an important factor promoting globalization and international flows of commerce. Modern logistics systems economies are based on the reduction of inventories, as the speed and reliability of deliveries removes the need to store and stockpile. Consequently, a reduction in warehousing demands is one of the advantages of logistics. This means however, that inventories have been transferred to a certain degree the transport system, especially the roads. This has been confirmed empirically. In a survey of 87 large British firms cited by McKinnon (1998), there had been a 39 per cent reduction in the number of warehouses and one third of the firms indicated an increased amount of truck traffic, although the increase was thought to be small in most cases. Inventories are actually in transit, contributing still further to congestion and pollution. The environment and society, not the logistical operators, are assuming the external costs.Not all sectors exhibit this trend, however. In some industrial sectors, computers for example, there is a growing trend for vertical disintegration of the manufacturing process, in which extra links are added to the logistical chain. Intermediate plants where some assembly is undertaken have been added between the manufacturer and consumer. While facilitating the customizing of the product for the consumer, it adds an additional external movement of products in the production line.译文绿色物流（即悖论）资料来源：物流与供应链手册作者：布鲁尔，K.J.巴顿和D.A.寒舍尔简介：关于绿色物流的一个问题绿色和物流这两个词构成了本文标题意义，两者相结合，就形成一个短语，特别令人回味。

附件1: 外文资料翻译译文物流横向合作的机遇和障碍Frans Cruijssen, Martine Cools, Wout Dullaert1 绪论全球市场的激烈竞争，产品生命周期的缩短以及顾客期望较高的服务已迫使托运人和物流服务提供商投资来建立彼此之间密切的互惠互利关系。

例如纵向的合作，包括了供应商，生产商，配送商，顾客和物流服务提供商，该理论被广泛的学术研究所支持。

Gibson et al. (2002)指出该研究主要在于鉴别潜在的机遇（例如Gentry, 1993），关键成功因素法（例如Tate, 1996）和合伙人选择的标准。

最普遍和最好的研究是关于托运人雇佣第三方物流服务提供商来完成他们的物料管理和产品配送业务的全部或部分业务的研究(Simchi-Levi et al., 1999)。

Tyan et al. (2003)阐述了被第三方物流服务提供商整合的供应链的优势，这种经济规模能够让他们获得单个托运人所不能获得的大规模的设施。

Leahy et al. (1995)评定了托运人和第三方物流服务提供商之间纵向合作成功的决定性因素。

横向合作被European Union (2001)定义为市场上具有相同水平的公司在运作时的协调惯例。

物流中的横向合作所获得的推动主要是在西欧。

在比利时和荷兰，《欧洲物流中心的引力》一书中，作者在书中指出欧洲有30家正式的物流合伙企业。

通过紧密的合作，物流服务提供商的合伙人可以提高生产力，例如通过优化运输路线，减少空运里程和降低非核心作业的成本来增加物流网络的竞争力。

横向合作方面的物流文献还比较地不成熟，虽然海洋运输(see e.g. Shepperd and Seidman, 2001)和空运行业(Fan et al., 2001; Oum et al., 2002)方面的横向合作的文献比较普遍并且研究也非常的成熟，但是在物流横向合作方面的文献却非常地匮乏。

这个问题只被Bahrami (2003), Cruijssen and Salomon (2004), Erdmann(1999), and V os et al. (2003)研究过，他们研究的重点在于通过仿真研究来确定合作能够带来潜在的节约成本和列举了一些成功的案例。

1、 INTRODUCTIONLogistics is normally considered as nothing more than getting the right product to theright place at the right time for the least cost、 Faced with a rapidly changing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditional manufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions、Over the last ten years one of the most significant changes in management thinking wasthe emphasis on the search for strategies that will provide superior value in competition、Logistics management has the potential to assist the organisation in the achievement of botha cost/productivity advantage and a value advantage、 The importance of logistics and its integration in the supply chain was argued by、China is a huge consumer market that accounted for a third of global economic growthover the past three years、 Its development speed and potential cannot be ignored by the restof the world、 As a result of China’s internal and external economic attributes, most of the、 In particular in the automobileglobal consumer brands have established operations thereindustry, many of the leading global OEMs including Honda, Toyota, General Motors, Volkswagen and Ford have established joint-venture partnerships with local car manufacturers、 Auto sales in China rose by 76% in the year to July 2003 and by 2011,、 InChina is expected to surpass Japan to become the wor ld’s second largest auto marketorder to compete in the Chinese market share and satisfy increasing demand, these operations are continuously expanding their production volumes with astonishing speed、Such expansion is, however carried out in the context of a legacy environment、China spans a large geographical area with, in many parts, under-developed infrastructure、 This presents a challenge to efficient deployment of logistics strategies、Furthermore, the involvement of third party logistics providers, favoured by most globalOEMs, is an emergent consideration in China、 Finally, the conflicts that inevitably arise inthe joint venture partnerships lead to delays in the introduction of western logistics management e xperiences and methods from the OEMs、All these factors increase the、difficulties in managing logistics by China’s local auto makers2、 The overall development of foreign distribution Overview2、1 The United States of modern logistics developmentTwenty-first century from the 60s on wards, the rationalization of distribution of goodsin general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operation, improve operating efficiency; Third, the common chain distribution centers set up to promote the growth of chain-effective、 United States chain stores have a variety of distribution centers, mainly in the wholesale-based, r etail and warehouse-type three types、2、2 Japan's modern logistics developmentOn logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of modern logistics and distribution play an important role inthe process of 、2、3 European modern development of logisticsCountries in Europe, especially Germany, logistics refers to the user's orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods will be sent to the consignee with good activities、Germany's logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers、 Traveled in Germany, it can be said of the logistics and distribution in Germany has been formed to final demand-oriented to the modernization of transport and high-techinformation network as a bridge to a reasonable R69 distribution center hub to run a complete system、2、4 the main reasons of logistics industry developing faster in developed countriesRelying on high-tech to the core economies of scale to allow flexibility based on a variety of forms、3、China's 3PL enterprises are facing a major obstacle to business3、1 The current situation of China's 3PLChina's 3PL enterprises: service radius of a small, low entry barriers、 With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development、However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics, distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role,the process of distribution of the low level of modernization、China's 3PL companies with foreign 3PL companies mainly in the gap between the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow、Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory turnover rate, so as to enhance the return on assets and profitability、 And domestic retailers in this、area has just started, or have not yet started3、2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantagesFrom our point of view the existing commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial "chain" businesses are not set up their own logistics and distribution centers or use third-party logistics center、Although these companies have also established some of his own "chain" stores, but in fact operating goods stores do not do "unified procurement, unified distribution, unified billing,"、 The which allows some commercial retail enterprises, "chain" seems to exist in name onlyother has been established in their own logistics and distribution centers or use third-party logistics distribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distribution ratio of unity is very low、 Uniform distribution logistics center can notbe achieved, indicating the store's commercial enterprises "unified purchase" did not、materialize, rather than a unified procurement chain has lost the core strengths3、3 China's more enterprises are facing a major obstacle of the higher logistics costWal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the "zero inventory" of the more complete form of the distribution database、Wal-Mart as a result of the use of the "Cross distribution" and "auto-replenishment" of supply chain technology, so that goods turnover in the Treasury down to 2 days、 And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high、 Rapid expansion of retail enterprises in China's size and speed in the short term if they can not form a qualitative edge is a dangerous speculation、Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development、The face of large-scale retail and distribution businesses o f the main distribution center logistics requirements planning, focusing on how to reflect the integration of information flow in business flow, logistics, capital flow, so that the operation of retail enterprises to expand the logistics for the entire enterprise supply chain collaboration nodes and so that the whole positive and negative to minimize logistics cost of goods (including consumers, stores, logistics, distribution centers, headquarters, suppliers and partners), and a timely response t o sales demand and timely replenishment、This is also a large-scalecross-regional, multi-format, chain retail enterprises have the capacity of the core competitive advantage、3、4 Lack of modern logistics management knowledge and expertise of logistics personnel、This is the third-party logistics industry in restricting the development of China's most important one of the bottlenecks、Logistics knowledge, especially in modern integrated third party logistics knowledge is far from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditional business integration of its business fields Far too simple to become connected with transport and storage of raw materials, semi-finished products supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated systemof systems、4 to enhance core competitiveness, the implementation of integrated management"integrated management" is the original English Integrated SupplyProcess, refers to the production enterprises, office, life of a non-core business areas of the operation and management of integration as a Overall, as a business-oriented t o manage outsourcing projects, by the special "integrated management" of the suppliers to provide full-service projects、"Integrated management" is not simply puts together the management of the business, but to improve management efficiency and reduce management costs as the core, combined with advanced information technology and network management features such as one organically integrated、Compared with the general outsourcing services, integrated management has the following characteristics:(1) It is not a business, but a complete outsourcing business from the operation of themanagement integration of outsourcing;(2) Outsourcing is not a core operation, but a comprehensive business management、Responsible for the entire business as a first-class suppliers, and its main task is to use its unique resources to conduct a comprehensive knowledge management, the operation of the specific is it managed by the secondary and tertiary suppliers to implement, so in themanagement of outsourcing functions based on the specific operation of the outsourcing; (3) In the case of the most important first-level suppliers, other than remuneration in thefixed service, its the only way to increase revenue for users to save costs as much as possible in order to share the proceeds of cost savings, rather than as general outsourcing as suppliers, mainly through an increase in turnover, that is, to increase spending to increase the user's own earnings、 "Double bottom" principle of cooperation between the two sides can make a stable and lasting、5 The third party logistics enterprise strategic choiceSummarized the latest of several foreign logistics theory and the development ofthird-party logistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:(1)Lean Logistics StrategySince the lag theory and practice of logistics, our most extensive third-party logistics company or business, it can not accurately position their logistics services、 If you do not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role、 Lean production theory of logistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities、 Lean Logistics concept originated in lean manufacturing、 Itis produced from the Toyota Motor Corporation 70 years in the last century by the original "Toyota Production System", after research by the Massachusetts Institute of Technology professor and summary, was published in 1990 published "change the world of machines), a book、 Lean thinking is the use of various modern management methods and means, based on the needs of society to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new Management philosophy、 Lean Logistics Lean Thinking is the application in logistics management, logistics development must reflect、The so-called Lean Logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction、 The aim ofLean Logistics according to customer needs, providing customers with logistics services, while pursuing the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services、Lean logistics system is characterized by its high-quality, low cost, continuous improvement, driven by customer demand oriented logistics system、 It requires establishing the customer first thought, on time, accurate and fast delivery of goods and information、In short, Lean Logistics, as a new management ideas, bound to have a third-party logistics enterprises in China have far-reaching impact, it will change the appearance of the extensive third party logistics management concept, the formation of third party logistics Core competitiveness、the establishment of small and medium third party logistics value chain allianceThird-party logistics enterprises of small and medium can not be independent because of their one-stop logistics services to provide full shortcomings, and because the small size of assets, services, not wide area so that small and medium enterprises in China's logistics third party logistics industry at a disadvantage、 Therefore, third party logistics for small and medium enterprises, starting from their own resources to construct their own core competence is the key、 As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is an effective capacity to make up for deficiencies, constitutes a feasible way of competitive advantage of logistics、 Value chain is the use of systems approach to investigate the interaction between business and the、 Value analysis of all activities and their access to the resources of competitive advantageof the business activities fall into two categories: basic activities and support activities、Basic activities are involved in product creation and sale of the material transferred to the buyer and after-sales service activities、 Basic activities of supporting activities is to assistthe revenue by providing outsourcing, technology, human resources and a variety of functions to support each other、 Theory to analyze the value chain study the value of third party logistics chain composition, can be found in auxiliary activities, third party logisticsenterprise and general business is no different, the basic activities in the third-party logistics companies has its own characteristics、 Third-party logistics enterprises there is generally no commodity production process, only the re-circulation process, d oes not account for major components of a wide range of third-party logistics companies and thus become the basic operating activities of storage, transport, packaging, distribution, customer service and marketing, etc、 link、 Various aspects of the basic work activities, due to their own limited resources and capacity, can not have every aspect of an advantage in that value chain in terms of some of the deficiencies, resulting in their overall logistics function not complete, lack of corresponding competitiveness and comparative advantage in some sectors of the value chain due to lack of overall effect should not play、 Therefore, third party logistics industry, small and medium sized logistics enterprises within the Union, should be based on the value chain between complementary on the basis of cooperation, make full use of professional logistics companies and logistics functions of specialized logistics organization and coordination of agents Flexible complementary integrated logistics capabilities、Third-party logistics for small and medium enterprises, value chain should start with the advantage of links to explore and develop the core competitiveness of enterprises, through the reconstruction of the value chain to avoid weaknesses、(2)Large third-party logistics enterprise virtualization of strategyRapid development in IT and the Internet era, companies can not fight alone singles, but must be in the competition and collaboration, in cooperation and development、Thus, under modern conditions resulting from modern large-scale virtualized development of third-party logistics has a strong necessity、Large third-party logistics enterprise virtualization is the logistics management resources of others who will have "all", through the network, the other part into its own logistics, with the help of others break the power of physical boundaries, extending to achieve their various Function, and thus expand their ability to enhance their strength、Therefore, the logistics information technology, virtualization is a means for the connection and coordination of temporary and dynamic alliance in the form of virtual logistics、 Integrated logistics virtualization technology as ameans of electronic communication, customer-focused, based on the opportunity to participate in members of the core competencies as a condition to an agreement for the common pursuit of goals and tasks, the different parts of the country's existing Resources to quickly mix into a no walls, beyond the space constraints, by means of electronic networks, contact the unified command of the virtual business entity, the fastest launch of high-quality, low-cost logistics service、Modern large-scale virtualization, including third-party logistics functions, organization, geographic three virtualization、Virtualization capabilities with third-party logistics enterprise IT technology will be distributed in different locations, different companies take different functions within the logistics resources (information, human, material and other resources) organized to accomplish a specific task, to achieve the optimization of social resources、 Virtualization refers to the organizational structure of the logistics organization is always dynamically adjusted, not fixed, but also decentralized, flexible, self-management, flat network structure, its objectives and in accordance with changes in the environmentre-combination, in a timely manner Reflect the market dynamics、 Virtual is the regional third party logistics network through the Internet link the global logistics resources, removing barriers and national barriers, to production management to achieve "virtual neighbors、 "1 导言物流通常被认为就是将恰当的产品以最低的成本,在恰当的时间送达恰当的地点。

物流专业外文翻译--物流配送的重要意义与专业有关的英文及译文The significance of logistics distributionModern distribution differs with common logistics, logistics is the product of the business and physical separation, and the distribution is, the unity of content, the distribution itself is more like a form of business, while the distribution in the concrete implementation, there are implemented in the form of business separation, but from the distribution trend of development, business flow and logistics more and more tightly integrated, distribution is the important guarantee of success. The significance of distribution can be analyzed from the following two aspects:(a) the Angle of economicsFrom the point of view of economics, resource allocation and distribution of final configuration of resources in the form of modern shipping economic activity. (1) distribution is part of the allocation of resources, because of the economic system is to distribute or a mechanism of resource allocation in distribution can be regarded as a form of economic system. (2) distribution in the resource allocation function of it is "" at the end of the configuration of resources, is close to the customer's configuration, and as close as possible to the customer is the enterprise management strategy is critical success factors, distribution is an important way of logistics, has very important strategic value for many enterprises, but the limitations make it can't solve all the problems in the field of logistics and distribution. (3) distribution of the main economic activity is delivery. Emphasizes the modern shipping, here shows difference with traditional delivery method, the distribution of major means of economic activity is the modern productive forces, the new labor as support, relying on science and technology, is a "match" and "send"a means of organic combination.(2) the distribution of the implementation of the wayFrom the perspective of the distribution way of implementation of logistics is in accordance with the requirements of customers orders, and in the distribution center or other logistics nodes equipped with goods, and sent to the users with the most reasonable way. (1) distribution is close to the user of the flow field during the process of resource allocation. Distribution is the essence of the delivery, but and general delivery is different: in general can be a random delivery, and distribution is a fixed form, there is a certain organization, channels, with modern technology to support, form a set of complete scientific management system, the distribution is a high level ofshipping method. (2) the distribution is a "transfer" form. Delivery from the logistics node to the user a special shipping method. Look from delivery function, its particularity is shown as: is full-time circulation enterprises engaged in shipping, not production enterprises; Distribution is a "transit" type of delivery, and general delivery especially to the user's delivery is often direct from the factory; Usually send what is the production, delivery and distribution is what companies need to send what. And to do what you need to send what, must be in transit link collection that need, and delivery must take the form of "transit". 3. Distribution is the combination of "match" and "send". Distribution and delivery, is the important difference between distribution by using effective sorting, distribution and so on tally work, make delivery reached a certain scale, in order to take advantage of scale achieved lower delivery cost. Without sorting, distribution, there is one shipment, need a send a, can greatly increase the consumption of manpower and material resources, cost less than pick up the goods delivery. So, want to reflect the advantage of distribution, sorting, distribution and so on a work is necessary. (4) distribution to users requirements as the starting point. Distribution from the user's interests, according to user requirements of an activity. Therefore, must be clear to set up "the user first", "quality first" concept. Distribution companies as a service provider, should from the user's interests first, on the basis of fully consider the interests of the users obtain the benefits of this enterprise. Distribution enterprises cannot use their own distribution channels to control to control the users of goods, cannot use distribution department division, industry division, cannot use distribution as department division, industry division, where the market approach.Logistics is along with the mass production and large circulation and appear a complete resource allocation and to meet consumer demand. Logistics due to realize the timing and quantitative, punctuality, planning, real-time, low cost, and even can realize zero inventory, customers that can completely replace the customer original supply system in the supply of the supply of higher quality and lower cost, realize the supply to the customer, to realize the integration of enterprise sales and customer supply.Second, the important role of logistics distributionLogistics is refers to the goods from supplier to recipient entity flow process. According to the actual need, transportation, storage, loading and unloading, handling, packaging, circulation processing, distribution, information processing and other basic functions. According to the concept of logistics and the definition of system,logistics system is to complete the goods entity flow from supplier to recipient and will transport, storage, loading and unloading handling, distribution processing, packaging and logistics information together, constitute the functional system of logistics system. The role of distribution performance in:(a) enterprises to adopt distribution systemDistribution system on which distribution, which can reduce logistics costs, improve service levels, in order to expand sales, expand the market, strengthen enterprise competition ability. (2) the product distribution system, distribution need how many, how much production, can realize products zero inventory, you can get the most economical and the biggest benefit. In (3) procurement and distribution system, can achieve how many enterprise, supplier delivery how much, when you need to, when suppliers on delivery. So companies don't need to set up raw material inventory, circulation enterprises don't need to set up inventory, can achieve zero inventory management, greatly reduce operating costs. 4. Zero inventory management, saved a large number of reserve funds, can improve enterprise's financial position, enhance the enterprise economic strength, promote enterprise development. (5) business in distribution system, leading to production system and distribution system as well as the procurement system corresponding revolutionary change, improve enterprise management level.(2) for the masses of users, to improve the logistics service level. Distribution to volume, variety complete, door-to-door delivery on time, on the one hand, the user on a business trip from purchasing transportation replenish onr's stock, such as labor, simplify the procedures, convenient for users, save the cost and improve the efficiency; On the other hand guarantee the supplies, and guarantee the normal production and circulation enterprises, can meet the needs of the people production and living supplies and services to enjoy.(3) distribution can improve the utilization rate of materials and inventory turns.Distribution in distribution center inventory, can use limited warehouse, make limited inventory might be used for a wider more customers, demand is bigger, the market is wide, will greatly improve the material utilization rate and inventory turnover ratio. Still can make warehousing and distribution译文物流配送的重要意义现代配送与普通物流的不同之处在于，物流是商、物分离的产物，而配送则是商物合一的产物，配送本身更像一种商业形式，虽然配送在具体实施时，也有以商物分离形式实现的，但从配送的发展趋势，商流与物流越来越紧密地结合，是配送成功的重要保障。

外文翻译原文Port-centric logisticsMaterial Source: Author: John Mangan and Chandra Lalwani1. Ports and supply chainsPorts and maritime transport have existed for some thousands of years and have developed in line with the evolution of International trade which has been inherent in shaping the modern world. Some 6 billion tones of freight moves by maritime transport each year and is estimated to comprise 45 percent liquid bulks,23 percent dry bulks and 32percent general cargo. Total freight movements vary according to region, commodity and freight origin/destination. According to the World Bank(2001), there are more than 2,000 ports around the world, from single berth locations handling a few hundred tones a year to some of the world’s largest p orts such as Shanghai, Singapore and Rotterdam, which individually handle multiples of this (in the case of Shanghai, for example, the 2005 estimate is 443 million metric tones American Association of Port Authorities, 2005).Ports and maritime transport thus play an important role today in global commerce. It is important to first define exactly what is meant by the term “port”. According to Stopford (1997), a port is “a geographical area where ships are brought alongside land to load and discharge cargo –usually a sheltered deep water area such as a bay of river mouth”. Often ports comprise multiple terminals, a terminal being “a section of the port consisting of one or more berths devoted to a particular type of cargo handling”. Ports handle various diff erent categories of freight. Maritime freight is typically classified as: liquid bulk (the most significant sub-category here is oil), dry bulk(such as coal and some agricultural products), unitised freight (which comprises both lift-on/lift-off containers, i.e. Lo-Lo and roll-on/roll-off units, i.e. Ro-Ro), and other general freight. Some ports handle all categories of freight, while others focus on particular categories; different types of handling equipment at ports are usually required for these different categories of freight.Robinson suggests that: the role of ports and the way in which ports position themselves must be defined within a paradigm of ports as elements in value-driven chain systems, not simply as places with particular, if complex, functions. Reflectingwider logistics and supply chain management issues, there has also been recognition within the literature concerning the evolution of the demand for maritime transport. Panayides (2006) for example notes that: the demand for maritime transport nowadays cannot be solely considered to be a derived demand emanating from the need for products, but rather as an integrated demand emanating from the need to minimise costs, improve reliability, add value, and a series of other dimensions and characteristics pertaining to the transportation of goods from the point of production to the point of consumption.2. Trends in maritime freight transport and shippingThe increased emphasis on the role and efficiency of ports needs to be viewed in the context of the considerable growth that has occurred in recent years in world trade in general and in maritime transport in particular. Today, many of the world’s economies are becoming increasingly interrelated as a result of increasing trade and the growing trend towards globalisation of production. Over the past half-century, most countries have seen an increase in exports as a share of GDP, with the vast bulk of these exports transported by sea. A number of trends affecting the maritime sector have been central to efficiency and productivity gains. These include better, faster and larger vessels, and improvements in cargo handling at ports.3. Trends in the ports sector3.1 Port development and ownershipTraditionally, most ports acted as simple transshipment hubs where freight passed between ships and landside transport. This was typically a very labour intensive activity, but technological developments (such as increased use of containers and more sophisticated cranes) together with reform of dock labour schemes led to significantly decreased employment at many ports. This was further exacerbated by the fact that for reasons of geography, some ports are located in peripheral locations (to allow short sea crossings) where alternative employment is scarce. With changes in ship type, and the nature of freight being transported new facilities were developed either at alternative locations within ports, or in some instances on green field sites, with the result that many original port areas fell into disrepair. Some port areas however, leveraging their waterfront location, have benefited from significant developments in areas such as residential property and, with the growth of the leisure sector, marina development.Privatised ports are often of much interest to investors. In the UK, for example, PD Ports (which operates Tees port and has interests in a number of other UK portsplus related logistics activities) was acquired by the Australian investment company Babcock and Brown Infrastructure Ltd in late-2005. Meanwhile, the main private UK port operator, Associated British Ports (ABP), delisted from the London Stock Exchange in 2006 following the completion of the takeover of the company by Admiral Acquisitions UK Ltd. The next section discusses the endeavours by GPOs to extend their global footprint by acquiring overseas port facilities. Increasingly, privatized ports are owned by investors outside of the country where the port(s) are located, and some commentators express worries about a lack of national control over such important assets as ports in any country’s infrastructure (for example, the recent take over of P&O by Dubai Ports World (DPW) as discussed below).3.2 Global port operators (GPOs)Globalisation of shipping and trade is resulting in increasing pressure on ports to reduce container terminal costs and improve operational efficiency. Mega shippers of freight are generally seeking single supplier contracts looking for carriers that can provide efficient and cost effective services. In turn, the carriers are seeking cost reductions and efficiency gains at the ports they utilise, with single sourcing across ports in terms of port terminal operations becoming more common. In response to this and to the need for integration in international supply chains a num ber of GPOs have emerged who manage an increasing number of the world’s ports. This has been helped by port deregulation and changes in ownership in many countries.3.3 Interport competitionNotteboomand Winkelmans (2001) noted that inter-port competition has intensified, even among more distant ports, and point out that for example the competition between European ports situated in different port ranges has increased considerably in recent years. Such inter-port competition challenges the traditional assumption where each country has to have its own port(s). Delays in new container port development in Britain for example have led some commentators to note that Britain could “find itself in danger of becoming little more than an appendage to the major North European continental ports” (Asteris and Collins, 2007) (the implication being that Britain’s international traffic would transit to and from deep sea routes via ports such as Rotterdam and Antwerp). Of course, it should be added that ports can cooperate as well as compete!3.4 Ports and economic growthIncreasingly, ports are recognised as key components in determining the overallcompetitiveness of national economies. Cullinane and Song (2002) point out that ports constitute a critical link in the supply chain and that their level of efficiency and performance influences, to a large extent, a country’s competitiveness. Similarly, Sanchezet al. (2003) in the context of a number of Latin American countries, showed that port efficiency is a relevant determin ant of a country’s competitiveness and interestingly they add that, unlike most other relevant variables, port efficiency can be influenced by public policies. Bryan et al. (2006) provide a comprehensive review of the literature generally on South Wales, they quantify the economic significance of that set of ports activities on the region. These issues then have generated the drive today to improve port efficiency, lower cargo handling costs and integrate port services with other components of the global distribution network.4. Port-centric logistics and supply chain strategiesIt is now generally accepted that supply chains, and not individual firms or products, are the basis of much marketplace competition (Christopher, 1992). Transport services (links in supply chains) and transport infrastructure (nodes in supply chains) are key elements in efficient logistics systems. Maritime transport (comprising ports as nodes and shipping services as links) is the dominant mode for international freight movements and is thus crucial to international trade and a vital component of many supply chains. When difficulties arise in the maritime chain, the results can be quite dramatic, as was the case for example in the second-half of 2004 when congestion at the port of Long Beach in the USA, which had its origins in labour disputes, led to ships remaining idle and anchored at sea for up to four days with a considerable knock-on effect on consignors and consignees (Marshall, 2005).Another concept, “port-centric logistics”,has recently been promoted in the maritime logistics sector (Falkner, 2006; Wall, 2007; Analytiqa, 2007); we define port-centric logistics as the provision of distribution and other value-adding logistics services at a port. Ports are increasingly recognising that higher profit margins can be made on some non core port activities and this is driving them to engage in activities beyond simply providing berths for ships and other core port services: The port is just one node in any particular supply chain and how goods flow through that node will depend in part upon the strategy adopted by that supply chain. This of course, is to presuppose that all supply chains work to a particular strategy. It could however be argued that with regard to supply chain strategy sometimes theory is ahead of practice! Godsell et al. (2006), for example, noted that while theory suggested that supply chains should be demand-led, it has proven difficult to findempirical data in support of such an approach. Furthermore, they suggest that the functional nature of many organisations (in our view this could also include ports) at an operational level acts as a barrier to aligning supply chains effectively with the markets they serve thus obviating against a customer responsive supply chain strategy being pursued.5. ConclusionWhile this paper reviewed the roles played by ports in logistics and supply chain management generally, and developed both the concept of port-centric logistics and our understanding of the role(s) of ports within supply chains, a useful next step would be to further investigate and quantify port-centric logistics activities. We believe there is significant potential for ports to engage in more port-centric logistics activities, a potential which is in our view still quite latent in the case of many ports. The movement of such freight through a port represents the use of the port just as one node in a supply chain. An effort should then be made to identify where value-adding logistics activities take place along these supply chains, both before and after the freight passes through the port (and, if appropriate, at the port). This may reveal a potential for more port-centric logistics activities at ports.译文Port-centric logistics资料来源: 宁波数字图书馆作者：John Mangan and Chandra Lalwani 1.港口和供应链港口和海上运输已经存在数千年之久了，并随着国际贸易的演变也已成为现在世界所固有的一种方式。

附录外文参考文献Modern logistics developmentCity is the concentration of modern logistics, is the commodity distribution and processing center, and logistics facilities and infrastructure is complete, the circulation of human capital in high concentration, consumption and demand, transportation and information developed, therefore, the modern logistics is bound to the city as the center, by the corresponding multistage regional market space formed by the market structure, superior market space structure on industry configuration in order to produce huge attraction. City development can drive circumjacent area prosperity to development, thus forming an organic commodity circulation system.The construction of small and medium-sized city modern logistics system's important meaningOne, improve the investment environment of the city, better participate in international division of labor. In the global industrial transfer process, more and more enterprises to realize, any enterprise can not in all business is one of the world's most outstanding enterprises, only complementary advantages in order to enhance competitive actual strength. Therefore, some international outstanding enterprises strategic alliance. This alliance is around core business, suppliers, manufacturers, distributors, retailers, the end-user in a chain-like structure, integrated logistics management to all enterprises in the supply chain as an integral whole, promote each enterprise group procurement, production and sales of coordinated development. Therefore, the logistics has become the globalization of production and sales in the process of an important value-added services, logistics management has become the domestic and international two markets, two kinds of resource coupling together an indispensable key link, constructing efficient international logistics system has become the city of comprehensive intervention in international division of labor of the bridge and catalyst.Two, optimize the supply chain management, establishes the enterprise development the cornerstone of battle. As consumption level rise ceaselessly, thediversification of products and product updates speed to be accelerated ceaselessly, enterprise production organization flexibility, flattening, network trend more obvious. With competitive price, at the right time, place, provide the right products to the enterprise development is essential. Manufacturers through distributors, retailers and timely understanding of user needs, comprehensive, accurate, dynamic grasp the product flow condition, and to adjust marketing strategy. Through the inventory cost, transportation cost and management cost balance optimization, with the lowest total cost of supply of market demand, already became an enterprise to develop the market, occupational market premise and safeguard.Three, expand the city radiation range, forming the center city function. Along with our country opening to the outside world deepen further, to small and medium-sized city as the center of the region economy has entered the international division of labor in the inner potential. At the same time, the modern logistics system building process is essentially circulation system, circulation channel to build process. Modern logistics system will change the traditional manufacturing enterprises -- distributors -- retailer of traditional circulation mode, and turned to the production of Enterprises -- the new circulation mode of retailers, this will greatly promote the new commercial city such as goods shopping malls, shopping centers, supermarket cabinet, chain operation, agent system, distribution system and other industry arisen with development, make the city commercial radiation scope gradually expanded, and the logistics development will bring tremendous business opportunities; capital flow, logistics, information flow, as the center city function have important guiding role.To the city for modern logistics center constructionCity Logistics Center 's service area is divided according to the principle is" economic area" rather than on" Administrative Region", although the two may appear some kind of coincidence and consistent, but it is two different concepts. Unlike the administrative division of economic region has a specific limits, economic regional boundaries are fuzzy, is a transition zone, which formed the economic openness. Another difference between them is an administrative division in the natural terrain, population, rich products, transport conditions and administrative effect of such factors as the basis, has a relatively long term stability, and the economydevelopment of the region is very active. Logistics center according to the administrative area division, strengthen the administrative intervention force, often against the laws of the market action, market operation will be restricted badly. According to the regional economic development of logistics center is to adapt to the development of productivity, reflects the natural resources endowments, economic development and layout condition, commercialize degree and other aspects of development, but also reflects the logistics center of the integrity and openness.In the" Nine Five" plan and 2010 distant view target, the government on how to further speed up the logistics development has put forward specific planning and requirements, mainly: to build a batch of global sex, the key of logistics infrastructure, transform and build a batch to have the modernization level of the warehouse and distribution center, strengthen content to shed level of management. In the layout, the government should make logistics city function is an organic part of overall planning, avoid to repeat construction, waste of resources or because of unreasonable selection caused traffic transport" bottleneck" phenomenon.According to the traditional classification methods, logistics center can be divided into circulation distribution center, processing and distribution center distribution center three major types: (1) circulating distribution center. Often used to provide inventory replenishment, therefore, should give full consideration to market factors, geographically located close to the main customer sites, their size depends on the required delivery speed, average size of the order and the unit cost of land use. (2) processing and distribution center. As the assembly processing and centralized transportation production material base, the distribution center is the basic reason to support manufacturing plant, in order to concentrate transport rates will mix the product to the customer. (3) storage distribution center. In buyer's market, there is a strong function of the distribution center storage generally have larger inventory support enterprise product sales; in a seller's market, enterprises of raw materials, spare parts supply have larger inventory support, this supply distribution center also has a strong storage function. Our country at present the distribution center, mostly adopts centralized inventory, inventory of larger, more storage type. The logistics distribution center for an extensive inventoryof varieties to provide centralized transportation, with the minimum total cost of the method for determining the location of. Small and medium-sized city modern logistics system framework One, logistics park should be intensive variety of logistics facilities, logistics line intersection; with intensive, regulation, transport, concentration inventory, the integrated function such as information hub. It established the main requirements are: close to the port, airport, railway marshalling station, around the expressway network, there must be more than two modes of transport are connected; price low, appropriate setting away from the downtown area. Two, logistics center is the city logistics two level system. Commercial distribution logistics and distribution logistics is the main carrier of industry. It established the main should be close to large industrial, commercial enterprises. The highway is the main way of freight logistics center should be near the traffic, the main entrance. In three, city logistics distribution center is the three level system. It established the main requirements are: reasonable position, assume the urban district and external transport of goods distribution, formation and transfer function, to be built in the city and developing zone, so conducive to retail, small industry and other related services and civil life. Logistics is the soul of the system, should pay attention to the different transport modes meet to form the integrated logistics park construction, and to provide land, funds, tax policies, establishing a customs, high, maritime, taxation and other departments of the government of collaborative work mechanism, logistics park 's development to create a favorable policy environment. On the logistics center especially for small distribution center, to prevent overheating due to logistics form new round of repeat construction, cause excessive competition. To consider the distribution in the city many water, public, iron freight stations and their loading and unloading points are concentrated, considering the function of each alternative, for the city development space. According to the enterprise logistics management mode, set up logistics park -- Logistics Center -- distribution center logistics information switching platform, promote the conversion between classification of logistics system, at home and abroad for the development of the third party logistics to provide a good foundation.Small and medium-sized city modern logistics system of policy measuresOne, thegovernment unified, rational planning of city logistics system. At present our country logistics management system of the existence of independent longitudinal, compartmentalization of malpractice, it and modern logistics cooperation, integration of resources concept with a larger conflict. It reminds us to pay attention to the coordination of various modes of transport, key construction with water, public, iron, aviation and other transport modes of integrated logistics park, on the other hand, according to the city logistics system radiation range, attention and the rest of the city logistics infrastructure convergence, it is city logistics system hub conversion function key.Two, develop modern logistics development policy, standardize logistics market management. Modern logistics industry policy 's goal is to create a good environment for the development of modern logistics, including the good market environment, good government coordination and management mechanism. Accelerate the integration of resources, promoting the advantages of the concentration of capital, encourage the logistics infrastructure, logistics information platform construction, supporting a number of key logistics enterprises; at the same time to establish a unified, open market, prevent forestall and excessive competition, adhere to the market allocation of resources as the basic means, to ensure that the market competition vigor, in respect of market mechanism and under the premise of the law, make accord with WTO regulation and international convention of the road transport industry regulation, distribution enterprises to access and excessive competition regulation policy.In three, the logistics parks, logistics center, logistics enterprises to formulate preferential policy. Integrated logistics park construction of large scale of investment, long construction period, economic and social benefit is very obvious, apply all sorts of policy measures to cultivate and promote the construction of logistics park, the logistics park to play agglomeration and scale benefit. In land, capital, the respect such as taxation take the relevant supporting policies, promote the construction of logistics park; customs inspection and other departments to study and formulate corresponding park directly for the international trade business and other supporting policies and measures; attract transnational corporation to logistics park based storage center and overseas assembly center.Four, advance content to shedsystematic standardization, informatization. First of all, should promote the standardization of transport, encourage pallet transportation. Standard pallet transportation route of logistics and regional logistics speed conversion tool, is also a logistics hub conversion function in the formation of the main driving force. To encourage industrial and commercial enterprises adopt the standard tray, and the tray manufacturing, leasing, recycling of the professional company to give policy support. Secondly, to speed up the logistics information technology standard. To track the relevant international standards, at the same time to carry out the national existing standards, to build logistics information classification coding and standardization of information technology as the main content of logistics standardization system, to ensure that the logistics information platform in efficient, unified, orderly environment to normal operation.Five, to speed up personnel training and the introduction of. The development of modern logistics industry depends on the logistics personnel, the need for international trade process, international regulations, the circulation system, market distribution, enterprise management and network information technology, with comprehensive abilities and talents. To increase the logistics of professional and technical personnel training inputs, the introduction of preferential policies to develop the logistics talents.外文参考文献译文：加快中小城市现代物流的发展城市是现代物流的汇聚地，是商品集散和加工的中心，而且物流设施和基础建设齐全，流通人力资本高，消费集中而且需求量大，交通与信息发达，因此，现代物流必然以城市为中心、由相应的多级市场区域构成的空间市场结构，优越的市场空间结构对产业配置以产生巨大的吸引力。