毕业设计（论文）
外文翻译
外文翻译题目物流外包—确保一个组织竞争优势的一种手段
学生姓名刁原野学号 10050127 学院交通运输学院专业班级运输与物流一班
指导教师王代瑜讲师
完成日期 2014年4月3日
2014届交通运输与物流专业毕业设计（论文）
译自：Loretta Parashkevova.Logistics Outsourcing—A Means Of Assuring The Competitive Advantage For An Organization.V ADYBA MANAGEMENT,2007m,Nr (2) :15-29.
物流外包—确保一个组织竞争优势的一种手段
Loretta Parashkevova
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。
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
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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，防止未经授权的使用。
本文的目的是研究物流外包的应用，作为一种手段，来确保一个组织的竞争优
2 现代物流管理和外包
物流过程的目的是制定物流的基本规则 - 7R原则：要在正确的时间和正确的地点，以正确的客户在正确的成本交付正确的产品在正确的数量与质量。无视上述条件的任何一个，都可能导致客户的流失。因此，减少了公司的竞争优势，并降低了其市场份额。
不同于传统的物流方式，表明一体化（技术，技术，信息和经济）的独立单位在提供供应链成一个统一的系统的直接管理，物料流和信息流的目标完成预期的结果，以使时间和资源达到最小损失。
在一个企业实施最新的物流管理使其降低生产成本，减少库存，对运送商品的高倾向性，订单到交付时间减少和质量的提高，扩大生产的灵活性，，加速资金周转。这可以保证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。
除了降低操作成本，物流的组织战略的基本方向之一是集中在业务和运营的上。这将有助于资源的合理配置，是值得竞争的公司的独特优势（技术，诀窍，专用设备，和训练有素的人员）。这种方法可以被定义为“核心竞争力”。
因此，通用的做法是使用“外包”越来越广泛。
“外包”一词表明自己的业务流程的收缩或下降，通常，这是没有核心内容之一的，当把它传递给一家专门在这一领域的公司，它是不盈利的。
使用外包的主要优势在于它是让组织重点放在其基本活动。
组织可以通过外包其职能或活动，包括从人力资源管理，物流，信息维护，工资处理，甚至生产本身。
3 物流供应商的类型
据推测，外包物流服务（第三方物流的物流外包）是作为一个活动传递的一部分或全部物流功能，基本上是从非生产性质，外部物流组织即第三方物流供应商上定义的。物流供应商（LP）可以进一步被称为物流服务供应商或第三方物流服务提供者（LSPs, 3PLs, TPLs）。他们是在物流领域提供服务的贸易组织，执行单独的操作或复杂的物流功能（如仓库库存，运输，订单管理，物流等）及完成客户组织的物流链综合管理。
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企业可能留下关于外部合作伙伴的所有物流业务，包括咨询，执行必要的调查，以及信息的实施系统。这些企业往往拥有丰富的物流管理经验，以及合理的处置人才和发达基础设施（终端或终端网络，汽车库，甚至国际运输代理）。第三方物流服务提供者主要是子公司，它独立于他们的总部（货运公司，公司提供仓储服务等）以满足消费者日益增长的需求，及为他们提供更广泛的服务。
第三方物流服务的提供商有五种类型的：LP-运营商公司，LP-保税仓营办商，LP-货运代理及代理公司，LP-优化运输服务，和LP-软件处理程序。
这些公司也可以分为两类，同时铭记另一个原则：资产型企业及非资产型企业，在其活动中都使用外包。
资产型企业拥有或通过租赁合同取得的交通工具，仓库等。非资产型企业与其他公司缔结的合同，呈现在实物分配领域的全部或部分服务。提供信息服务的企业，是一个非资产基础的公司，作为中介公司的物流系统的优化，及与其他基于资产的公司的互动合同的基础上的变化。
根据Armstrong&Associates公司(1999)的要求，在仓储领域中的增值服务领域及运输优化的企业收入超过1/3，则属于非资产型物流供应商。
除了上述优势，物流外包的运用正在扩大的原因是：
- 高品质服务的专业公司;
-使用外包，增加灵活性的公司；
-协同效应；
-没有足够的专业知识在企业的员工中，使用外包；
-公司提供物流服务的经验；
-战略原因。
4 可以通过物流外包的活动
在物流方面有许多复杂的活动，可通过外包企业执行。这些措施可能包括：入站的物质流（供应管理），库存管理，及为客户提供常规和特殊包装，运输，交付准时，仓储，信息与软件和硬件的维护。然而，前一个功能将被传递给外包公司，它必须考虑到公司活动的各个方面将受到的影响（如配送成本，供应链的监管，公司的灵活性，客户服务，产品需求的季节性波动或实施一个新产品）。
当外包问题是被决定的，许多公司拒绝它，并保持它自身的分配功能，因为公司可以拥有仓库，车库等其他方式，可即使在那些处理的情况下，更重要的问题是开发的成本。
除了人员费用，设备和场所的维修费用（如仓库等）。有其他的费用可以是困难的，
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包括在资产负债表结构中的（不那么重要）。这些费用都是交通管理的成本，安全成本，使用的交通工具的成本，信息服务的成本，税收，行政和人事问题的监管成本，和法律支持的成本。
信息化是一个重要方面，在公司的物流活动中和物流链控制的基本来源中。
有一种观点认为企业的物流外包会导致物流链失去控制。然而许多第三方物流提供商，在仓储和运输过程中运用新的测试技术，来链接到一个统一的信息流。
如今的市场条件正在迅速变化，这些公司，希望有竞争力，需要从他们的附属机构及公司，来根据合同外包快速反应。
买方的要求越来越高及了解的知识越来越多，所以他/她选择的是比以往任何时候都更广泛。外包组织在没有吸引永久性的助手的情况下，它有可能迅速扩大现有的市场机会。它也可以利用其网络运营商的优势，以扩大运输上的选择。
在一家公司的情况可能会有所不同，从利润上的生存角度看，在于按照它在何种程度上满足客户的期望。可以预计，该组织内部各部门查明情况比外包公司更迅速和更敏锐。
然而，服务机构提供服务是生存的手段，因而他们的成功是直接与客户公司的成功。
当一个外部的物流合作伙伴选择应该有兴趣讨论的不仅是自身的需要，也是它的用户组织的客户的需求。物流组织已制定物流活动关键参数的设置标准。专业供应商可以实施多项计划，以维护和改善其服务质量。它们通常包括在其合同中的性能指标。
当他们超越客户的期望，他们提供参与利润分配的基础上，讨论的协议，他们未能完成设置任务时，他们愿意支付罚款和没收财产。
许多运营商根据季节的波动性设定了其产品的范围。这些季节上的波动影响了配送和运输量。维护自身的资产也是一个产生多余成本的先决条件。因此，仓储和运输服务外包是相当于一个适当的替代自己的车库和仓库的场所。
当一家公司推出市场上的新产品，这通常会导致其在物流链中的改变。此外，产品的商品化，表明两个选择-产品可能在市场上通行成功也可能不会。外部组织可以有效地提升分配以削减成本，维修场所（例如仓库），基本设备（汽车）、人力资源（人员）。
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原稿：
Abstract：The logistics approach suggests integration of separate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.
The implementation of an up-to-date logistics management in companies provides more effectiveness. This means to use outsourcing. Logistics outsourcing brings to the reduction of stocks, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage. The application of logistics outsourcing helps the rational allocation of resources to those types of business, which are worth competing and where the company has distinctive advantages.
So this work debates the application of logistics outsourcing as a means for ensuring competitive advantages for an organization.
Keywords: outsourcing, logistics, provider
1. Introduction
The competitive advantages, connected with the growth of globalization and innovations, begin to lose gradually their originality, and new competitive advantages come up in front-flexibility, order-to-delivery lead-time reductions, reliable and quality deliveries, and choice opportunities. The ability of manufacturers to join the individual consumer preferences together with their production process and system of planning will be a decisive factor in the field of competition. The solution of the problem with individual client orders is possible only by setting up of a flexible system of production management.
Firstly, it will require the implementation of new and up-to-date concepts of production management like CFM (Customer Focused Manufacturing), SCM (Supply Chain Management) and technologies, based on the same concepts as ERP (Enterprise Resource Planning), CRM (Customer Relationship Management), etc. It will also require supply handling, synchronized with production and effective distribution based on the interaction of logistics intermediaries.
Secondly, it is necessary to optimize the transportation system both at a micro- and macro-level. The complex development of transport infrastructure is based on the
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standardization of goods and freight, means of transportation, mechanisms of handling cargo, delivery speed, widening of road and railway networks, improvement of service maintenance.
Thirdly, the information exchange plays an increasing part. Industrial companies have to interact in the field of information so that information can be accessed in the right form, at the right time, by the right authorities and in authentic type, protected from unauthorized use.
The aim of the paper is to examine the application of logistics outsourcing as a means of assuring a competitive advantage for an organization.
2. Contemporary logistics management and outsourcing
The aim of logistics process is formulated by the basic rule of logistics –the 7R principle: the right product with the right quality in the right quantity has to be delivered at the right time and right place to the right customer at the right cost. Disregarding of even one of the above conditions may lead to a loss of customers and, thus, to a decrease of the company’s competitive advantages and reduction of its market share.
The logistics approach, unlike the traditional one, suggests integration (technical, technological, information and economic) of separate units in the delivery supply chain into a unified system of direct management of material and information flows targeting the accomplishment of the desired result with a minimum loss of time and resources.
The implementation of an up-to-date logistics management in companies provides reduction of stocks, high predisposition of merchandise towards deliveries, order-to-delivery lead-time reductions and an increase of quality, expansion of production flexibility, lowering the cost of production, accelerated capital turnover. This guarantees lower production costs and better quality of deliveries, which is a decisive competitive advantage.
Besides lowering the operative costs, together with the logistics ones, one of the basic directions of the organization strategy is concentrated on priority types of business and operations. This helps the rational allocation of resources to those types of business, which are worth competing and where the company has distinctive advantages (technology, know-how, special equipment, and trained personnel). This approach can be defined as ―core competence‖.
The universal practice therefore is to use ―outsourcing‖ more and more widely.
The term ―outsourcing‖ suggests contraction or decline of one’s own business process, usually that, which is not the core one (not the profiling one) and/or that, which is not
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profitable for the company and passing it to a company, which specializes in this field.
The main advantage in the use of outsourcing is that it lets the organization focus on its basic activity.
Organizations can actually pass to outsourcing each of their functions or activities ranging from human resources management to logistics, information maintenance, payroll processing and even production itself.
3. Types of logistics providers
It is assumed that the outsourcing o f logistics services (3PL’s Logistics Outsourcing) is defined as an activity which passes a part or all of the logistics functions, basically from the non-production character, to external logistics organizations – third-party logistics providers. Logistics providers (LP) can be further called Logistics Service Providers or 3PL providers (LSPs, 3PLs, TPLs). They are trade organizations, which provide services in the fields of logistics, execution of separate operations or complex logistics functions (warehoused stock, transportation, order management, physical distribution, etc.) and accomplishment of integrated management of logistics chains of the client-organization.
Companies may leave under the control of an external partner all logistics operations, including consulting, execution of the necessary surveys, and implementation of information systems. These companies frequently possess rich experience in logistics management, have at their disposal qualified personnel and developed infrastructure (terminal or terminal network, car pool, often even international transport agents).3PL providers are predominantly daughter companies, which separate from their headquarters (a freight forwarder, a company providing warehouse services, etc.) in order to satisfy the growing consumer needs and to offer them a wider range of services.
There are five types of 3PL providers: LP –carrier-companies, LP –warehouse operators, LP –freight forwarding & broker companies, LP –optimizing transportation services, and LP – software processing programs.
These companies may also be divided into two categories, bearing in mind another principle: asset-based companies and non-asset based companies, using outsourcing in their activities.
Asset-based companies possess or obtain through lease contracts means of transportation, warehouses, etc. Non-asset based companies conclude contracts with other firms, rendering all or part of the services in the field of physical distribution. Firms
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providing information services are a variation of non-asset based companies which act as intermediaries in the optimization of company’s logistics systems and interact with other asset-based companies on a contract basis.
According to the requirements of Armstrong&Associates (1999), over 1/3 of the revenue belongs to non-asset based logistics providers, employed in the sphere of rendering value-added services in the field of warehousing and to the companies optimizing transportation.
In addition to the above mentioned general advantages, the use of logistics outsourcing is being extended because of:
- High quality servicing by the specialized company;
- Growing flexibility of the company, using outsourcing;
- Synergic effect;
- Insufficient expertise among employees in the company, using outsourcing;
- Experience in companies, providing logistics services;
- Strategic reasons.
4. Activities that can be passed to logistics outsourcing
In logistics there is a multitude of complex activities, which can be passed for execution to outsourcing companies. These might include: management of inbound material flow (supply management), inventory management, and management of procedures for receiving and handling of customer offers, conventional and special packaging, transportation, JIT (just-in-time) deliveries, warehousing, information and software and hardware maintenance. Yet before a function will be passed to outsourcing company it has to be considered which aspects of the company activity will be influenced (e.g. distribution costs, supervision of the supply chain, company flexibility, customer service, seasonal fluctuations in product demand and/or implementing a new product).
When the issue of outsourcing is being decided, many companies reject it and maintain the distribution function on its own, because companies could possess warehouses, car pool, etc. This way or the other, the possibility of using outsourcing may be treated even in those cases, because the issue of exploitation costs is more important.
Besides personnel costs and costs for maintenance of equipment and premises (e.g. warehouses, etc.) there are other costs that can be difficult to include in the structure of the balance sheet (which are not less important). These are costs for transportation management,
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security costs, and costs for using means of transportation, information service costs, taxes, costs for regulation of administrative and personnel issues, and legal support.
Information is an importan t aspect in the company’s logistics activity and a basic source of control in the logistics chain.
There is an opinion that the outsourcing of company’s logistics will lead to loss of control over the logistics chain. Yet many 3PL providers possess new, tested technologies, with the help of which, the processes of warehousing and transportation can be linked into a unified information flow.
Today the market conditions are changing rapidly and those companies, wishing to be competitive, require quick reactions both from their subsidiaries and the companies, which are under contract for outsourcing.
The buyer is becoming more demanding and knowledgeable nowadays and his/her choice is wider than ever. The outsourcing organization has the possibility to quickly expand the existing market opportunities without attracting permanent assistants. It can also take advantage of its network of carriers, in order to expand the options for transportation.
The situation in a company may vary from survival to profit in accordance with the extent to which it satisfies customer expectations. It can be expected that the internal departments of the organization identify the situation more quickly and more acutely than the outsourcing company.
Yet for the servicing organizations to render services is a means for survival, hence their success is directly linked with the success of the client-company.
When an external logistics partner is being chosen it should be interested in discussing not only its own needs, but also the needs of the customers of its user organization. The logistics organization has to set standards for key parameters of its activity. Professional providers may implement a number of programs in order to maintain and improve the quality of their services. They usually include performance metrics in their contracts.
When they surpass their customers’ expectations they offer to discuss agreements on the basis of the participation in the division of profit, and when they fail to complete the set assignment they are ready to pay fines and forfeiture.
Many carriers of goods maintain a range of products, characterized by the significant seasonal fluctuations in demand. These fluctuations influence distribution and transportation volumes. The maintenance of own assets is also a prerequisite for generating excess costs.
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Outsourcing of warehousing and transportation services therefore is an adequate alternative to own car pool and warehouse premises.
When a company introduces a new product on the market this usually causes alterations in the logistics chain. Furthermore, commercialization of the product suggests two alternatives –the product may succeed in prevailing on the market or it may not. The external organization can improve significantly the effectiveness of distribution by cutting the costs for maintenance of premises (e.g. warehouses), basic equipment (cars) and human resources (personnel).
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2014届交通运输与物流专业毕业设计（论文）
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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
通信工程专业英语翻译 JXTA is a crystallization by Sun company's chief scientist Bill Joy's more than twenty years of brewing."JXTA technology is a platform for Network programming and calculation.To solve the modern distribution calculation especially peer-to-peer (Peer to Peer, P2P) in the calculation of the problem".[1] JXTA research project,which will provide a new framework that make the user more convenient to access to connect on the Internet's personal computer resources, thus further expand Internet 's space. At the same time JXTA is also the Sun's "ONE Internet" strategic continuance, and will take a more positive attitude to compete with the .net strategy of Microsoft and Hailstorm plan . JXTA agreement defines a set of six agreement based on XML, the organization of node into node group, release and found some resources, communication and mutual monitoring provides standardized method.(Endpoint Routing Protocol,ERP) is used for node found routing.To send a message to other nodes, and through the potential firewall and connection.(Rendezvous Protocol,RVP) s used for the nodes in the group to spread information.(Peer Resolver Protocol,PRP) is Used to one or more points to send general inquiries, and receive the response of inquiries.
客户关系管理的应用和理论研究述评与展望 摘要：客户关系管理理论在近几年来受到国内外管理界和信息技术界的重点关注，随着全球一体化发展带来的全球化市场竞争和客户竞争，客户关系管理也受到了企业的广泛推崇，因此客户关系管理成为近年来管理界和信息技术界发展最为迅速的领域之一。本文主要从客户关系管理的产生、客户关系管理的概念与内涵、企业客户关系管理的应用研究和理论研究状况展开，并对客户关系管理的研究进行了展望。 关键词：客户关系管理；营销理论；关系营销;数据挖掘 前言 著名的管理大师“现代管理学之父”彼得·德鲁克在其著作中提出，“顾客是企业的基石，是企业存活的命脉，只有顾客才能创造就业机会。企业经营的真谛是获得并留住顾客”。 自客户关系管理概念被提出以来，许多学者从不同视角对CRM展开了研究，并取得了许多有价值的理论贡献，企业和机构也在客户关系管理功能的诱惑下开始实施客户关系管理。 一、客户关系管理的起源 CRM（客户关系管理）起源于20世纪80年代初提出的“接触管理”（Contact Management），即专门收集整理客户与公司联系的所有信息。在 1984 年, Ives 和 Learmonth 提出了客户生命周期(CRLC)的概念,旨在客户生命周期的不同阶段支持并满足客户的所有需求, 被视为CRM 思想的萌芽。到90年代初期演变成为包括电话服务中心支援资料分析的客户关怀（Customer Care）。而作为一个概念来说，客户关系管理最早由美国Gartner Group提出，Gartner Group 最初认为，客户关系管理就是为企业提供全方位的管理视角，赋予企业更完善的客户交流能力，最大化客户的收益率。 客户关系管理的理论基础来源于西方的市场营销理论，通过回顾市场营销理论的发展，我们可以对客户关系管理的发展有整体的把握和了解。营销学家菲利普·科特勒总结了营销观念发展的五个演变阶段，包括生产观念、产品观念、推销观念、营销观念、社会营销观念。 前三个阶段是以“生产者为导向”的传统营销观念，后两个阶段成为现代市场营销观念，从传统营销观念到客户关系管理观念，企业对客户的态度发生了巨变。传统营销观念中企业没
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.
用于多跳认知无线电网络的分布式网络编码控制信道 Alfred Asterjadhi等著 1 前言 大多数电磁频谱由政府机构长期指定给公司或机构专门用于区域或国家地区。由于这种资源的静态分配，许可频谱的许多部分在许多时间和/或位置未使用或未被充分利用。另一方面，几种最近的无线技术在诸如IEEE802.11，蓝牙，Zigbee之类的非许可频段中运行，并且在一定程度上对WiMAX进行操作;这些技术已经看到这样的成功和扩散，他们正在访问的频谱- 主要是2.4 GHz ISM频段- 已经过度拥挤。为了为这些现有技术提供更多的频谱资源，并且允许替代和创新技术的潜在开发，最近已经提出允许被许可的设备（称为次要用户）访问那些许可的频谱资源，主要用户未被使用或零星地使用。这种方法通常被称为动态频谱接入（DSA），无线电设备发现和机会性利用未使用或未充分利用的频谱带的能力通常称为认知无线电（CR）技术。 DSA和CR最近都引起了无线通信和网络界的极大关注。通常设想两种主要应用。第一个是认知无线接入（CW A），根据该认知接入点，认知接入点负责识别未使用的许可频谱，并使用它来提供对次用户的接入。第二个应用是我们在这个技术中研究的应用，它是认知自组织网络（CAN），也就是使用 用于二级用户本身之间通信的无许可频谱，用于诸如点对点内容分发，环境监控，安全性等目的，灾难恢复情景通信，军事通信等等。 设计CAN系统比CW A有更多困难，主要有两个原因。第一是识别未使用的频谱。在CW A中，接入点的作用是连接到互联网，因此可以使用简单的策略来推断频谱可用性，例如查询频谱调节器在其地理位置的频谱可用性或直接与主用户协商频谱可用性或一些中间频谱经纪人另一方面，在CAN中，与频谱调节器或主要用户的缺乏直接通信需要二级用户能够使用检测技术自己识别未使用的频谱。第二个困难是辅助用户协调媒体访问目的。在CW A中存在接入点和通常所有二级用户直接与之通信（即，网络是单跳）的事实使得直接使用集中式媒体接入控制（MAC）解决方案，如时分多址（TDMA）或正交频分多址（OFDMA）。相反，预计CAN将跨越多跳，缺少集中控制器;而对于传统的单通道多跳自组织网络而言，这个问题的几个解决方案是已知的，因为假设我们处理允许设备访问的具有成
XXX学院 毕业设计(论文)外文资料翻译 学院：计算机与软件工程学院 专业：计算机科学技术(软件工程方向) 姓名： 学号： 外文出处：GoyKakus.THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 2017, 1(9): 624-635. 附件： 1.外文资料翻译译文；2.外文原文。 注：请将该封面与附件装订成册。
附件1：外文资料翻译译文 客户关系管理战略研究 Goy Kakus 摘要 客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要的服务或产品,提供更好的客户服务、交叉销售和更有效的销售,达成交易,保留现有客户并更好地理解你的客户是谁。本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。然而,我们对其定义和意义还存在一些困惑。本文通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基础,从而对客户关系管理的知识作出了贡献。 关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略 引言 CRM 是客户关系管理的简称。它的特征在于公司与客户的沟通,无论是销售还是服务相关的。客户关系管理这一术语经常用来解释企业客户关系,客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户,达成合同和赢得销售。 客户关系管理通常被考虑作为一个业务策略，从而使企业能够: *了解客户 *通过更好的客户体验留住客户 *吸引新客户 *赢得新客户和达成合同 *提高盈利 *减少客户管理成本 *通过服务台等工具软件,电子邮件组织者和不同类型的企业应用程序，企业业务经常寻求个性化的在线体验。 设计精良的客户关系管理包括以下特征: 1．客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一对一的解决客户的必需品, 买家和卖家服务中心直接在线互动,帮助客户解决他
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. , 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
5G无线通信网络中英文对照外文翻译文献(文档含英文原文和中文翻译)
翻译： 5G无线通信网络的蜂窝结构和关键技术 摘要 第四代无线通信系统已经或者即将在许多国家部署。然而，随着无线移动设备和服务的激增，仍然有一些挑战尤其是4G所不能容纳的，例如像频谱危机和高能量消耗。无线系统设计师们面临着满足新型无线应用对高数据速率和机动性要求的持续性增长的需求，因此他们已经开始研究被期望于2020年后就能部署的第五代无线系统。在这篇文章里面，我们提出一个有内门和外门情景之分的潜在的蜂窝结构，并且讨论了多种可行性关于5G无线通信系统的技术，比如大量的MIMO技术，节能通信，认知的广播网络和可见光通信。面临潜在技术的未知挑战也被讨论了。 介绍 信息通信技术（ICT）创新合理的使用对世界经济的提高变得越来越重要。无线通信网络在全球ICT战略中也许是最挑剔的元素，并且支撑着很多其他的行业，它是世界上成长最快最有活力的行业之一。欧洲移动天文台（EMO）报道2010年移动通信业总计税收1740亿欧元,从而超过了航空航天业和制药业。无线技术的发展大大提高了人们在商业运作和社交功能方面通信和生活的能力无线移动通信的显著成就表现在技术创新的快速步伐。从1991年二代移动通信系统(2G)的初次登场到2001年三代系统（3G）的首次起飞，无线移动网络已经实现了从一个纯粹的技术系统到一个能承载大量多媒体内容网络的转变。4G无线系统被设计出来用来满足IMT-A技术使用IP面向所有服务的需求。在4G系统中，先进的无线接口被用于正交频分复用技术（OFDM），多输入多输出系统（MIMO）和链路自适应技术。4G无线网络可支持数据速率可达1Gb/s的低流度，比如流动局域无线访问，还有速率高达100M/s的高流速，例如像移动访问。LTE系统和它的延伸系统LTE-A，作为实用的4G系统已经在全球于最近期或不久的将来部署。 然而，每年仍然有戏剧性增长数量的用户支持移动宽频带系统。越来越多的
CUSTOMER RELATIONSHIP MANAGEMENT As. univ. drd. Mihaela Cornelia Prejmerean Lect. univ. dr. Alina Mihaela Dima Academy of Economic Studies, Bucharest Abstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania. Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention. 1. Introduction In the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An imp ortant customer brings a gross amount of money for our enterprise” has become a reflex for many compa nies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year? 2. Marketing information system A winning company is more productive in acquiring and retaining customers, to
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.
编号： 毕业设计(论文)外文翻译 （译文） 学院：信息与通信学院 专业：通信工程 学生姓名： 学号： 指导教师单位：信息与通信学院 姓名： 职称： 2014年 2 月9 日 Radio network planning process and methods for WCDMA Abstract This paper describes the system dimensioning and the radio network planning methodology for a third generation WCDMA system. The applicability of each method is demonstrated using examples of likely system scenarios. The challenges of
modeling the multiservice environment are described and the implications to the system performance simulations are introduced. Keywords: Telecommunication network planning, Mobile radio- communication, Code division multiple access, Wide band transmission, Multiple service network, Dimensioning, Simulator, Static model, Dynamic model, Cellular network. Resume(?) Contents I.Introduction II. Initial planning, system dimensioning III. Detailed planning process IV. Example dimensioning case and verification of dimensioning with static simulations V. Comparison of a static to a dynamic network simulator VI. Conclusion INTRODUCTION As the launch of third generation technology approaches, operators are forming strategies for the deployment of their networks. These strategies must be supported by realistic business plans both in terms of future service demand estimates and the requirement for investment in network infrastructure. Evaluating the requirement for network infrastructure can be achieved using system dimensioning tools capable of assessing both the radio access and the core network components. Having found an attractive business opportunity, system deployment must be preceded by careful network planning. The network planning tool must be capable of accurately modeling the system behaviour when loaded with the expected traffic profile. The third generation cellular systems will offer services well beyond the capabilities of today's networks. The traffic profile, as well as the radio access technology itself form the two most significant challenges when dimensioning and planning a WCDMA based third generation system. The traffic profile describes the mixture of services being used by the population of users. There are also specific system functionalities which must be modelled including fast power control and soft handover. In order to accurately predict the radio coverage the system eatures associated with WCDMA must be taken into account in the network modeling process. Especially the channel characterization, and interference control mechanisms in the case of any CDMA system must be considered. In WCDMA network multiple services co-exist. Different services (voice, data) have different processing gains, Eb/N0 performance and thus different receiver SNR requirements. In addition to those the WCDMA coverage depends on the load characterization, hand over parameterization, and power control effects. In current second generation systems' coverage planning processes the base station sensitivity is constant and the coverage threshold is the same for each base station. In the case of WCDMA the coverage threshold is dependent on the number of users and used bit rates in all cells, thus it