物流配送外文翻译文献
(文档含中英文对照即英文原文和中文翻译)
原文：
Logistics distribution
1. INTRODUCTION
Logistics is normally considered as nothing more than getting the right product to the right 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 was the 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 both a 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 growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a result of China’s internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobile industry, many of the leading global OEMs including Honda, Toyota, General Motors, V olkswagen 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, China is expected to surpass Japan to become the world’s second largest auto market. In order 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 global OEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and methods from the OEMs. All these factors increase the difficulties in managing logistics by China’s local auto makers.
2. The overall development of foreign distribution Overview
2.1 The United States of modern logistics development
Twenty-first century from the 60s on wards, the rationalization of distribution of goods in 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, retail and warehouse-type three types.
2.2 Japan's modern logistics development
On 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 in the process of .
2.3 European modern development of logistics
Countries 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-tech information 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 countries
Relying 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 business
3.1 The current situation of China's 3PL
China'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 started.
3.2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantages
From 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," which allows some commercial retail enterprises, "chain" seems to exist in name only. The other 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 not be
achieved, indicating the store's commercial enterprises "unified purchase" did not materialize, rather than a unified procurement chain has lost the core strengths.
3.3 China's more enterprises are facing a major obstacle of the higher logistics cost
Wal-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 of 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 to sales demand and timely replenishment. This is also a large-scale cross-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 system of 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 to 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 the management 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 the fixed 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 choice
Summarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firm's strategic choice to have the following three:
（1）Lean Logistics Strategy
Since 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. It is 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 of Lean 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 alliance
Third-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 analysis of all activities and their access to the resources of competitive advantage. Value of 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 assist the 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 logistics enterprise 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, does 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 strategy
Rapid 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 a means 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 environment re-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. "
物流配送
1 导言
物流通常被认为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。
我国第三方物流中存在的问题、原因及战略选择 熊卫 【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。本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。 【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略 1引言 长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。 2我国第三方物流业存在的主要问题 (一)我国策三方物流企业与国外第三方物流企业的差距较大，具体表现在以下几个方面： 1、规模经济及资本差距明显。由于国外的大型第三方物流企业从全球经营的战略出发，其规模和资本优势是毫无疑问的，尤其初创时期的我国策三方物流业，本身的规模就很小，国外巨头雄厚的资本令国内企业相形见绌。 2、我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。当国内一些企业还在把物流理解成“卡车加仓库“的时候，国外的物流企业早已完成了一系列标准化的改造。同时，国外的物流组织能力非常强大，例如德国一家第三方物流公司，公司各方面的物流专家遍布欧洲各地。如果有客户的货物需要经达不同的国家，那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。这种提供解决方案的能力就是这第三方物流公司的核心能力，而不像国内公司号称拥有多少条船，多少辆车。 3、我国加入WTO后物流产业的门槛降低。在物流服务业方面：我国承诺所有的服务行业，在经过合理过渡期后，取消大部分外国股权限制，不限制外国服务供应商进入
2010届毕业生毕业论文 外 文 翻 译 姓名： 院（系）： 专业班级： 学号： 指导老师： 成绩:
小额信贷是否帮助穷人？ ——孟加拉国旗舰计划所带来的新证据 摘要：小额信贷运动使金融中介机构得到了创新，同样使贫困家庭减少了贷款的成本和风险。孟加拉国乡村银行的小额信贷机制已经在全世界得到推广。虽然小额贷款机制的目的是为客户带来社会和经济效益，但是通过其获得一定量的利益的尝试已经开始实施了。本文借鉴一个新调查来研究小额信贷是是否真正的帮助穷人，该调查覆盖面近1800个家庭，其中部分家庭获得了孟加拉乡村银行的贷款，而另一部分则没有参与到小额贷款运动中。有资格获得贷款的家庭，他们的消费水平低于平均消费水平，这种家庭中，绝大部分的孩子不可能上得起学，男子也往往会有更多的工作压力，而女子没有工作。更明显的，相对于对照组，符合贷款资格的家庭在消费上的变化很小以及可以常年提供劳动力的特点。最重要的潜在影响不是贫穷本身，而是因而最重要是减少相关的家庭漏洞。似乎导致消费平滑主要原因是收入平滑，而不是借款和贷款。 评论家有大量的关于低收入国家的其他方案的研究经验。虽然通常人们都是使用固定效力评估来控制与安置方案有关的不易观察的变量，但是使用固定效力评估会加剧偏见的影响，就如同本方案——在较大的社区里特定人群的方案。 关键词：小额信贷，项目评估，乡村银行，孟加拉 1．介绍 小额信贷在很多人的脑海里是用来减少贫困。前提是操作简单。小额信贷提供小额贷款，以促进小规模的创业活动，而不是向贫困家庭提供救济。这种信贷除非放债人收取非常高的利率(往往收费高达每月10%)，否则不会发生。放债运作缺乏竞争，因为潜在的进入者很快发现，借款人通常不能提供任何形式的抵押品，这就使贷款存在高成本和该风险。(拉希德和汤森，1993)。 然而，体制创新下的小额信贷运动似乎大大降低了风险和提供金融服务和为贫困家庭提供服务的费用。创新包括借款合同、给予奖励、配出不良信用风险和连带借款人的活动，要求每周或每半周还款(Morduch,1997)。2005年该运动已经在世界银行，联合国领导人，以及其他已加入的国际组织的推动下成为联系100万家庭的全球性的运动(小额信贷首脑会议，1997)。该运动在美国还得到相当多的支持(包括钱第一夫人希拉里克林顿)，现在该方案在美国有300个经营点
企业物流外包外文翻译文献 (文档含英文原文和中文翻译) 物流外包——确保一个组织竞争优势的一种手段 摘要 物流方式表明将交付供应链中的独立单位整合成一个统一的系统的目标，完成结果所需的时间和资源的损失降到最小的材料和信息流动的直接管理。 一个最新方法的实施为公司的物流管理提供更多的成效，这个方法就是外包。物流外包带来诸多好处，如：减少库存、减少订单的交货时间、提高运输质
量、扩大生产的灵活性、降低生产成本和加速资金周转等。这保证了较低的生产成本和更好的质量交付，这是一个决定性的竞争优势。物流外包的应用有利于资源的合理配置，这是公司拥有的独特的竞争优势。 因此，物流外包将作为一种手段应用于公司的物流运输中，以确保一个组织的竞争优势。 关键词：外包，物流，供应商 1.简介 竞争优势，与不断增长的全球化和创新，开始逐渐失去其创意和新的竞争优势，在前端的灵活性，订单到交货时间减少，可靠的高质量的交付，和选择的机会。在竞争领域，厂家的能力加入其生产过程和系统的规划与个人消费者的喜好，将是一个的决定性的因素。只有通过建立灵活的生产管理系统，与个别客户订单问题的解决方案才是可能的。企业为什么要搞物流外包?它的紧迫性在哪里?物流外包与传统意义上的外委、外协有何本质区别?我们的企业离物流外包还远吗?这不仅是理论界要回答的问题，更是企业界应认真思考的问题。谈到物流外包必定涉及供应链和第三方的发展，涉及到现代物流的发展方向，更涉及企业的核心竞争力。理论界对这一点的认识显得有些浮躁，而企业对此的认识比较滞后。目前大多数企业守候在自营物流那片天地，真正搞物流外包的不到20%，并且不规范、不系统。尽管现在物流炒得很热，但企业对物流外包重要性的认识依然很浅。调查表明，湖南有82%的企业对现代物流的认识模糊，大多把货物运输或货代等同于现代物流;有54%的企业至今未有发展物流的计划或设想，更没有把重构内部供应链和发展物流外包提上议事日程，看来还需要更多的示范、引导，更多的宣传、培训和更多的市场培育。 首先，它需要的新的或最新的概念，如CFM（以客户为中心的制造），SCM（供应链管理），基于相同的概念作为企业资源规划（ERP），客户关系管理技术，生产管理的实施（客户关系管理）等，也将要求供应处理，物流中介机构的互动为基础的生产和有效的分配同步。 其次，它在微观和宏观层面上是一个必要的优化运输系统。复杂的运输基础设施的发展是基于标准化的商品，货物，运输方式，装卸货物，交货速度，拓宽道路和铁路网络，完善的售后服务维修。 第三，信息交流起着越来越重要的作用。工业企业在信息领域的互动，使信息可以以正确的形式被查阅，在合适的时间，通过正确的当局和真实类型，防止
外文文献原稿和译文 原稿 Logistics from the English word "logistics", the original intent of the military logistics support, in the second side after World War II has been widely used in the economic field. Logistics Management Association of the United States is defined as the logistics, "Logistics is to meet the needs of consumers of raw materials, intermediate products, final products and related information to the consumer from the beginning to the effective flow and storage, implementation and control of the process of . " Logistics consists of four key components: the real flow, real storage, and management to coordinate the flow of information. The primary function of logistics is to create time and space effectiveness of the effectiveness of the main ways to overcome the space through the storage distance. Third-party logistics in the logistics channel services provided by brokers, middlemen in the form of the contract within a certain period of time required to provide logistics services in whole or in part. Is a third-party logistics companies for the external customer management, control and operation of the provision of logistics services company. According to statistics, currently used in Europe the proportion of third-party logistics services for 76 percent, the United States is about 58%, and the demand is still growing; 24 percent in Europe and the United States 33% of non-third-party logistics service users are actively considering the use of third-party logistics services. As a third-party logistics to improve the speed of material flow, warehousing costs and financial savings in the cost effective means of passers-by, has become increasingly attracted great attention.
物流规划中英文对照外文翻译文献(文档含英文原文和中文翻译)
设施规划 引言 设施规划在过去的十年间已经被赋予了全新的意义。在过去，设施规划一般被认为是一门科学。而在当今竞争激烈的全球市场，设施规划成为了一种策略。政府、教育机构和企业已经不再单独相互竞争，现在这些实体或企业将彼此联合为合作企业、组织协会，并最终合成为供应链，将客户纳入到整个供应链过程以保持竞争力。 这些年来设施规划问题一直是一个热门话题。尽管它已拥有很悠久的历史，但在目前的出版物、会议以及研究中，设施规划仍是最受欢迎的科目之一。设施规划的处理已经从清单式或者菜单式的方法发展到了高度复杂的数学建模。在本文中，我们使用了一个实用的设施规划方法，其利用了实证以及同时包含传统和现代概念的分析方法。值得提及的是，在本文中拥有很广泛的设施规划应用示例。例如，这本书的内容可以适用于一个新医院,一个装配部门,一个已有的仓库,或者一个机场的行李部的规划。无论问题是发生在医院、生产工厂、配送中心、机场、零售商店、学校、银行、还是办公室或者这些设施的任何部分；无论是在一个发达国家的现代化设施还是在一个发展中国家的过时设施中，本文给出的材料在进行规划时都非常有用。重要的是要认识到现代设施规划中将设施当作是一个动态的实体，一个成功的设施规划方案的关键因素是其适应性以及适合全新应用的能力。 设施规划的定义 当今的设施规划必须能够帮助组织实现供应链的优越性。实现供应链的优越性是一个有六个步骤、或者说六个等级的过程。一如既往，这些步骤与优越性、可见性、协同性、综合性、敏捷性等联系在一起。 当一家公司最大化供应链的各个功能（采购-制造-运输-储存-销售），个体部门（如金融、市场营销、销售、采购、信息技术、研发、生产、分配和人力资源等部门）的目标就是要成为公司最好的部门。组织的有效性不是重点，每个组
N. , . School , National Technical University, 15780 Athens, Greece 13 2003; 20 2003; 27 2004 10 2004 , a . , . , . , , . , , . , , . . . , ; . . . . . , , , , . ( , , , .) . . , . . . , . , . ( ). a ; . , . , a . . , . . a a . , , : ●( ), ●, ●, ●, ●, ●, , ●. , , , , , , , , a , . . , , (, 1991). . A , ( 250,000 ) a ( 10,000 ). . , , a , ’s (,1993). , ’s . , ( ) , . , , (, , & , 2002). ( ) . : ●, , ●, ●,
. , a . , , o? . 基于互联网的连锁企业的物流管理系统 N. ，. 化工学院，国立技术大学，15780雅典，希腊 收到2003年9月13日，在经修订的形式收到的2003年12月20号，接受 2004年1月27日 可在线二〇〇四年十二月十日 翻译曹蓝 发展基于互联网的应用工具 服务提供的商业景观的新机会，促进全球市场在业务快速推出创新的产品
和客户提供更好的服务。无论是企业需要的是，服务可以灵活地满足需求，并允许加速外包。反过来，开发人员可以专注于构建核心竞争力，创造客户和股东价值。应用程序开发，也更有效，因为现有的服务，无论他们在那里开发的，可以很容易地重用。 对网络服务的技术要求，很多今天存在的，如营业标准，业务应用，关键任务交易平台和安全的一体化和信息产品。不过，为使强大和动态系统的综合应用，行业标准和工具，扩大天的业务能力，对企业的互操作性是必需的。在采取了充分利用网络服务的关键是要了解什么是服务，以及如何在市场可能发生变化。人们需要能够在今天的平台和应用的投资，使开发人员快速而有效地实现这些好处，也能够满足特定需求，提高企业的生产力。 通常，有两种实施处理时，互联网的应用程序，即基于服务器和基本技术，基于客户的。这两种技术 有自己的长处对代码的发展和它们所提供的设施。服务器的应用程序涉及的动态创建的网页的发展。这些网页传送给客户端的网络浏览器和包含在和语言形式的代码。部分的的网页，其中包含形式和用户需求和的部分控制部分是静态页面的动态部分。通常情况下，代码的结构完全可以通过干预机制的服务器上的改变增加 传动部分和服务器实现基于如，，和语言等，这涉及到一个综合的动态网页应用程序开发的用户希望有关问题的特殊性（计算最短路径，执行路由算法，处理与数据库，等）是通过适当援引这些网页的动态内容的不同部分。在基于服务器的所有应用 计算在服务器上执行。在客户端的应用程序，小程序为准。用户的通信保障由著名的的机制，充当用户的代码。 一切都执行在客户端。在这种情况下的数据必须被检索，一次，这可能是费时的交易的一部分。在服务器的应用程序，服务器资源是所有计算中，这就要求有关的硬件和软件功能强大的服务器设施。基于客户端的应用程序与数据传输负担（主要是与道路网络数据）。有一个该补救方法，即缓存。一旦加载，他们留在浏览器的快取档案将在需要时立即召回。 就我们而言，客户端的应用程序的开发。主要的原因是从有关个人资料的
物流配送中心外文文献原稿和译文 北京化工大学北方学院毕业设计(论文)——外文文献原稿和译文 外文文献原稿和译文 原稿 logistics distribution center location factors: (1) the goods distribution and quantity. This is the distribution center and distribution of the object, such as goods source and the future of distribution, history and current and future forecast and development, etc. Distribution center should as far as possible and producer form in the area and distribution short optimization. The quantity of goods is along with the growth of the size distribution and constant growth. Goods higher growth rate, the more demand distribution center location is reasonable and reducing conveying process unnecessary waste. (2) transportation conditions. The location of logistics distribution center should be close to the transportation hub, and to form the logistics distribution center in the process of a proper nodes. In the conditional, distribution center should be as close to the railway station, port and highway. (3) land conditions. Logistics distribution center covers an area of land in increasingly expensive problem today is more and more important. Is the use of the existing land or land again? Land price? Whether to
第三方物流问题战略外文翻译文献 (文档含英文原文和中文翻译) 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。本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战等三种可供选择的第三方物流企业发展战略。【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略 1引言 长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等
环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。 2 我国第三方物流业存在的主要问题 (一)我国策三方物流企业与国外第三方物流企业的差距较大，具体表现在以下几个方面： 1、规模经济及资本差距明显。由于国外的大型第三方物流企业从全球经营的战略出发，其规模和资本优势是毫无疑问的，尤其初创时期的我国策三方物流业，本身的规模就很小，国外巨头雄厚的资本令国内企业相形见绌。 2、我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。当国内一些企业还在把物流理解成“卡车加仓库“的时候，国外的物流企业早已完成了一系列标准化的改造。同时，国外的物流组织能力非常强大，例如德国一家第三方物流公司，公司各方面的物流专家遍布欧洲各地。如果有客户的货物需要经达不同的国家，那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。这种提供解决方案的能力就是这第三方物流公司的核心能力，而不像国内公司号称拥有多少条船，多少辆车。 3、我国加入 WTO 后物流产业的门槛降低。在物流服务业方面：我国承诺所有的服务行业，在经过合理过渡期后，取消大部分外国股权限制，不限制外国服务供应商进入目前的市场，不限制所有服务行业的现有市场准入和活动。同时在辅助分销的服务方面也作出了类似的承诺。这些方面的限制将在以后 3—4 年内逐步取消，在此期间，国外的服务供应商可以建立百分之百的全资拥有的分支机构或经营机构，国内物流服务业将直面国际竞争。 (二)资源浪费严重，第三方物流效率不高。 从微观上看，由于受计划经济体制的影响，长期以来许多企业，尤其是国有企业走的是“大而全”、“小而全”的路子，它们拥有自己的仓库、车队、甚至远洋船队，造成物流过程的大量浪费，具体表现为仓库的闲置，物流业经营分散，组织化程度低，横向联合薄弱。而能够提供一体化、现代化、专业化、准时化、高效服务的第三方物流企业则很少。从宏观上看第三方物流未能跟上经
1. The Definition of Logistics After completing a commercial transaction, logistics will execute the transfer of goods from the supplier( seller) to the customer( buyer) in the most cost-effective manner. This is the definition of logistics. During the transfer process, hardware such as logistics facilities and equipment( logistics carriers) are needed, as well as information control and standardization. In addition, supports from the government and logistics association should be in place. Three major functions of logistics (1) Creating time value: same goods can be valued different at different times. Goods often stop during the transfer process, which is professionally called the storage of logistics. It creates the time value for goods. (2) Creating location value: same goods can be valued differently at different locations. The value added during the transfer process is the location value of logistics. (3) Distribution processing value: sometimes logistics create distribution processing value, which changes the length, thickness and packages of the goods. Like popular saying, “ cutting into smaller parts” is the most commonly seen distribution processing within logistics create added value for goods. 2. Logistics is a new commercial area, developing from the traditional stage to a modern one. The main differences between these two stage include:
文献出处：Croxton K.LThe research of fresh food e-commerce logistics distribution modefJ]. The International Journal of Logistics Management, 2017, 1(2): 13-24. 原文 The research of fresh food e-commerce logistics distribution mode Croxton K L Abstract With the development of electronic commerce enterprise, from the Internet shopping has been gradually deep into the people’s life, so that people want to buy on the Internet to be assured that there is an increasing demand or iresh agricultural products. This rare agricultural socialization trend of consumption also offers fresh electronic commerce development opportunities, but now is the actual situation of fresh electronic commerce development is not very optimistic. For fresh food e-commerce，due to the particularity of fresh products, it requires the logistics distribution can be according to the requirements of the customer at the right time to provide enough fresh products，it is for the logistics service quality and time put forward higher requirements，delivery is not yet mature，distribution costs are high，low efficiency and service level is often difficult to guarantee，fresh products logistics distribution is a bottlenecK in the development of them. Keywords: fresh food e-commerce，distribution pattern，cold chain logistics, and risk control 1 Introduction Farmers1markets and supermarkets is the traditional channels of city residents to buy fresh agricultural products, but with the development of social economy speed boost, the rhythm of people’s life in the city than ever also had obvious increase，’’workers?’ due to the limitation of working hours, often the problem is there are very few time at a farmers’ market or supermarket to buy fresh prod uce，even after work at farmers’ markets or supermarkets to buy the fresh agricultural products, can buy goods is not fresh. With the development of electronic commerce enterprise, from the Internet shopping has been gradually deep into the people's life, so that people want to buy on the Internet to be assured that there is an increasing demand of fresh agricultural products，especially for "workers' this is more urgent demand.B2C，C2C e-commerce business now more concentrated in the electronic products, clothing and completely processed food, for the present stage of basic logistics service can satisfy the requirements of web site with the customer.
中英文资料外文翻译文献 我国第三方物流中存在的问题、原因及战略选择 熊卫 【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。本文指出我国第三方物流存在的问题在于国内外第三方物流企业差距、物流效率不高、缺乏系统性管理、物流平台构筑滞后、物流管理观念落后等。分析了产生上述问题的原因，并提出了精益物流、中小型第三方物流企业价值链联盟、大型第三方物流企业虚拟化战略等三种可供选择的第三方物流企业发展战略。 【关键词】第三方物流；精益物流战略；价值链联盟；虚拟化战略 1引言 长期以来，我国国内企业对采购、运输、仓储、代理、包装、加工、配送等环节控制能力不强，在“采购黑洞”、“物流陷井”中造成的损失浪费难以计算。因此，对第三方物流的研究，对于促进我国经济整体效益的提高有着非常重要的理论和实践意义。本文试图对我国策三方物流存在的问题及原因进行分析探讨，并提出第三方物流几种可行的战略选择。 2我国第三方物流业存在的主要问题 (一)我国策三方物流企业与国外第三方物流企业的差距较大，具体表现在以下几个方面： 1、规模经济及资本差距明显。由于国外的大型第三方物流企业从全球经营的战略出发，其规模和资本优势是毫无疑问的，尤其初创时期的我国策三方物流业，本身的规模就很小，国外巨头雄厚的资本令国内企业相形见绌。 2、我国策三方物流业企业提供的物流服务水准及质量控制远不如国外同行。当国内一些企业还在把物流理解成“卡车加仓库“的时候，国外的物流企业早已完成了一系列标准化的改造。同时，国外的物流组织能力非常强大，例如德国一家第三方物流公司，公司各方面的物流专家遍布欧洲各地。如果有客户的货物需要经达不同的国家，那么欧洲各地的这些专家就在网上设计出一个最佳的物流解决方案。这种提供解决方案的能力
学生贷款对大学生入学的影响外文翻译2019 英文 The effect of student loans on college enrollment: Evidence from municipality panel data in Japan Shinpei Sano Abstract This study examines whether the criteria expansion for student loan eligibility promotes the college enrollment of high school graduates in Japan. In 1999, the Japan Student Services Organization revised the eligibility criteria of the student loan system based on household earnings. Before the revision, the maximum allowable earnings for student loan applications differed across regions; some region’s had lower criteria than others. After the revision, the criteria for regions with lower maximum allowable earnings were adjusted upwards to match regions with higher ones. We conducted a difference-in-differences estimation by using municipal panel data from 1998 to 2003. We found that the expansion of eligibility for student loans improved the male college enrollment rate by around 0.5 to 0.7% points, while female enrollment was less sensitive to the expansion of student loan eligibility. The impact of the student loan eligibility expansion is larger for low income areas. Keywords：College enrollment，Student loans，Difference-in-differences
小额信贷可持续发展的相关文献评述 前言：小额信贷在国际上产生于20世纪60—70年代，最初的目的是消除贫困和发展农业生产。它致力于为低收入人群和微型企业提供金融服务，为解决许多发展中国家甚至发达国家存在的贫困问题提供了一种全新的方法。小额信贷作为一种城乡低收入阶层为服务对象的小规模的金融服务方式，它既是一种金融服务的创新，又是一种扶贫的重要方式。事实上，各国政府都十分关心农民贷款，特别是扶贫贷款的问题。尤努斯①认为，小额信贷的合理逐利与可持续发展之间不能没有平衡。有些小额信贷机构因为亏损严重或是因为项目是短期的，而退出这一领域，使得一些已经脱贫的农户又出现了“返贫”现象。因而为了能持续的服务贫困群体，并扩大其服务的范围、规模和深度，要求小额信贷机构必须是能够长期生存和发展的机构。本文通过对近年来国内外学者对小额信贷可持续发展的研究成果进行归纳，整理，比较，使读者更加清晰地了解到目前关于小额信贷可持续发展的研究情况，也更加便于提出对目前存在问题的见解。 关键词：小额信贷可持续商业化市场化 正文 一﹑小额信贷可持续发展的相关概念 （一）小额信贷概念 小额信用贷款（Microfinance）是以个人或家庭为核心的经营类贷款，其主要的服务对象为广大工商个体户、小作坊、小业主。贷款的金额一般为10万元以下，1000元以上。小额信用贷款是微小贷款在技术和实际应用上的延伸。借款人不需要提供担保。其特征就是债务人无需提供抵押品或第三方担保仅凭自己的信誉就能取得贷款，并以借款人信用程度作为还款保证的。由于这种贷款方式风险较大，一般要对借款方的经济效益、经营管理水平、发展前景等情况进行详细的考察，以降低风险。 （二）小额信贷可持续涵义 国际上主流的观点认为，狭义的小额信贷可持续的概念是指机构本身提供的信贷服务所产生的收入能够覆盖其运营操作成本和资金成本，以保证其收入大于支出，即小额信贷机构的商业可持续。广义的小额信贷可持续的概念包括财务可持续与组织可持续两个方面 二﹑中国小额信贷的发展现状 （一）法律制度 农村小额信贷行为缺少立法规范和法律的监督，加之已颁布的法律之间还有不少冲突，这些冲突制约着小额信贷的进一步发展。我国小额信贷的发展与国际水平相比，还处在一个比较初级的阶段。在我国广泛存在的大量小额信贷机构中，除了那些以信用社和银行类金融机构为名义进行的小额信贷之外，大部分小额信贷机构的处境都十分尴尬。其中最为关键的一个问题是，现有的小额信贷机构没有获得明确的合法地位。缺乏合法地位使得我国小额信贷机构的健康发展受到极大约束。 （二）宏观政策环境 政府对于缓解贫困的承诺以及各种缓贫计划的干预与介入程度，都会不同程度地增强或弱化小额信贷的缓贫效果。纵观我国政府对小额信贷的参与，更像是政府 ①尤努斯，开创和发展了“微额贷款”的服务，专门提供给因贫穷而无法获得传统银行贷款的创业者
物流配送外文翻译文献 (文档含中英文对照即英文原文和中文翻译) 原文： Logistics distribution 1. INTRODUCTION Logistics is normally considered as nothing more than getting the right product to the right 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 was the 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 both a 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 growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a result of China’s internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobile industry, many of the leading global OEMs including Honda, Toyota, General Motors, V olkswagen 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, China is expected to surpass Japan to become the world’s second largest auto market. In order 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 global OEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and methods from the OEMs. All these factors increase the difficulties in managing logistics by China’s local auto makers. 2. The overall development of foreign distribution Overview 2.1 The United States of modern logistics development