外文翻译
原文
The evolution and future of logistics and supply chain management Material Source: https://www.doczj.com/doc/c317134054.html, Author：Ronald H. Ballou Before the 1950s, logistics was thought of in military terms. It had to do with procurement, maintenance, and transportation of military facilities, materiel, and personnel. Although a few authors before this time began talking about trading one cost for another, such as transportation costs with inventory costs, and discussed the benefits to the firm of getting the right goods to the right place at the right time, the organization within the typical firm around the activities currently associated with logistics was fragmented.
Educational courses and programs at the time were not focused on logistics or distribution. They were mainly related to individual activities such as transportation and purchasing. There was little attempt to integrate and balance the activities later to be known as logistics activities that were in cost and/or service conflict. Hence, there was not much of an opportunity for managers to learn about the broader concepts of logistics.
Physical distribution begins to emerge as an area of study and practice, which is the coordination of more than one activity associated with physically supplying product to the marketplace. LaLonde and Dawson (1969) trace the early history and note that Arch Shaw in 1912 began to see the two sides of marketing, where one deals with demand creation (promotion) and the other with physical supply, and Fred Clark in 1922 identified the nature of physical distribution and pointed out how it was different from the demand-creating nature of marketing. Marketing as a discipline was generating interest at this time and scholars did include distribution as a primary activity in the marketing mix, however, distribution seemed to be defined more in terms of transaction channel activities than physical distribution ones. Converse (1954), a noted marketing professor, said in 1954 that businesses had been paying a great deal more attention to buying and selling than to physical distribution.
In retrospect, research that would play a pivotal role in laying the foundations for physical distribution was a study by Lewis et al.(1956). This study for the airline industry asked how it might better compete in hauling freight when its costs were significantly higher than other forms of transportation. The study pointed out
that it is necessary to view shipping from a total cost perspective and not from just a transportation cost one. That is, although air freight cost may be high, air freight's faster and more reliable service can lead to lower inventory carrying costs on both ends of the shipment.
The first college course (Michigan State University) and textbook (Smykay et al., 1961) appeared around 1960. Within the context of the total cost approach, activities such as transportation, inventory control, warehousing, and facility location were discussed. The emphasis was on a firm's outbound movement of goods and dealt little with inbound movements. In 1964, the scope of physical distribution was expanded (Heskett et al., 1964) to include physical supply and was called business logistics. Using the descriptive name of business logistics was not only an attempt to distinguish the name from military logistics but to focus on logistics activities that took place within the business firm. Purchasing was not generally considered nor was production. On the other hand, there was a similar movement by those interested in the purchasing activity. Whereas purchasing was initially considered a buying activity, there were efforts to expand the scope to include many of the activities familiar to physical distribution but associated with the inbound side of the firm. This expanded scope was embodied in such names as procurement and materials management.
Emergence of physical distribution and logistics
The study and practice of physical distribution and logistics emerged in the 1960s and 1970s. Logistics costs were high. On a national level, it was estimated that logistics cost in the USA accounted for 15 percent of the gross national product (Heskett et al., 1973). Similarly, physical distribution costs of other nations were found to be high as well. For example, in the UK, they were 16 percent of sales (Murphy, 1972), in Japan they were 26.5 percent of sales (Kobayashi, 1973), in Australia they were 14.1 percent of sales (Stephenson, 1975), and as of 1991 in China they were 24 percent of GDP. On an individual firm level, they could be as high as 32 percent of sales (LaLonde and Zinzer, 1976). The recognition of these high costs led one writer to declare physical distribution as one of “the most sadly neglected, most promising areas of American business” (Drucker, 1962). With marketing and production being relatively mature areas of analysis, physical distribution and logistics were the next obvious areas for managerial attention.
Physical distribution with its outbound orientation was first to emerge, since it represents about two thirds of logistics costs and it was considered a component of
the marketing mix (product, place or physical distribution, promotion, and price) of essential elements. Business logistics, with its broader scope that includes inbound movement. It is useful to look at what was envisioned by early proponents of the areas to see the fit with current views and to give some idea of future directions.
When comparing the early vision of physical distribution and logistics with the current one for SCM, there is little difference. For example, the definition in 1962 offered by Smykay et al. (1961) was:
Physical distribution can be broadly defined as that area of business management responsible for the movement of raw materials and finished products and the development of movement systems.
Most notably missing from early definitions was a direct reference to purchasing and production. Although they may have been implied, they were rarely treated in logistics education or practice.
As previously indicated, marketing considered physical distribution to be a part of the marketing mix, however, the greatest interest seemed to be in transactional channels while physical distribution was given short shrift. In the other hand, production claimed logistics activities as part of the product function. According to Timms and Pohlen (1970):
Time and place utilities are usually referred to as physical distribution or logistics activities. Although marketing and production were established functions within business, and they laid claim to physical distribution, but their lack of attention led physical distribution (logistics) to be developed as a separate entity and as a new function within a firm's organizational structure.
In these early years, not only did scholars and practitioners struggle with a definition for the field, they could not agree on a title. Some of the familiar ones were:1.distribution; 2.physical distribution; 3.logistics; 4.business logistics;
5.integrated logistics;
6.materials management;
7.value chains
There are several lessons to be learned from the past. First, physical distribution and logistics were envisioned to have broad responsibilities for managing activities associated with product flow from the points of raw material acquisition to the end consumer. Although the scope of the field was extensive, actual management practice was generally limited to coordination of activities within the logistics function or among those activities associated with product flow. Boundary-spanning management was embraced but little practiced.
Second, the total cost concept served as the basis for managing certain activities collectively. Activities such as transportation and inventory control were managed together because they were in cost conflict. All those activities associated with product flow and displaying this cost tradeoff characteristic were considered a part of the new field of physical distribution or logistics.
Third, physical distribution and logistics were embraced by both marketing and production areas, but they gave little attention to issues of product flow. As a result, physical distribution and logistics began to develop as an independent function within business. This action was spurred by the recognition that logistics costs were high and that there was an unrealized opportunity to reduce them.
Fourth, among the areas of purchasing, production, and physical distribution, there was little coordination, even though they had a direct effect on product flow management. This coordination was to become a major theme in later years.
The present
A new name emerges: SCM
This name is taking the logistics area since so many in various business fields seem to embrace it and see activities of their areas imbedded in it. The origin of the name seems a mystery and exactly what is SCM, compared with physical distribution and logistics, is being debated. Some are saying that it is a fulfillment of the activity integration promise implied in early definitions while others think it is a new and bold concept.
Each transfer of goods from one business entity to the next requires the coordination of demand and supply between many different institutions in the channel, from the original grower of wheat seed to the ultimate consumer of flour.
Specifically, note that they refer to the entire supply channel and suggest that coordination is needed throughout the channel. These are ideas that form the basis for SCM as practiced today.
Given 40 years of background with a broad concept for logistics, what exactly is SCM to its proponents? There has been an attempt to distinguish logistics from SCM, declaring logistics to be a subset of SCM. Recently, the Council of SCM Professionals (CSCMP), which is the premier organization of supply chain practitioners, researchers, and academics, has defined SCM as:
Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also includes coordination and collaboration
with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies.
Whereas, CSCMP defines logistics to be:
Logistics management is that part of SCM that plans, implements, and controls the efficient forward and reverse flow and storage of goods, services, and related information between the point of origin and point of consumption in order to meet customer requirements.
In these two definitions, first note that procurement (i.e. purchasing) and conversion (i.e. production) are now explicitly included in the scope of managing material flows. Second, emphasis is placed on coordination, collaboration and relationship building among channel members that are missing from logistics management. Put another way, SCM can be viewed as having three dimensions. These are activity and process administration, interfunctional coordination, and interorganizational coordination. Activity and process administration is much of what logistics has been doing. That is, managing activities such as transportation, inventories, warehousing, and order processing that are within the responsibility of the logistics function. Interfunctional coordination refers to collaborating and building relationships with other functional areas in the same firm, such as with marketing and finance. Interorganizational coordination has to do with collaborating and coordinating product flows among channel members, i.e. those companies that are not owned or operated by the immediate firm. Therefore, SCM is viewed as managing product flows across multiple enterprises, whereas logistics is seen as managing the product flow activities just within the firm. This is a deviation from the view that the early visionaries had for logistics.
A contemporary view of SCM is to think of it as managing a set of processes, where a process is a group of activities relevant to achieving a defined objective, such as filling orders. The American Marketing Association in 2004 defined marketing in terms of processes:
Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders.
Based on collaboration with industry leaders, Lambert et al.(1998) defined eight key sub-processes for SCM. These are:
（1）customer relationship management;
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
1) A supply chain includes only the organizations directly involved in supplying components needed for manufacturing.一个供应链仅包括直接参与提供所需的元件制造业的组织。Answer: FALSE 2) A supply chain consists of all parties involved, directly or indirectly, in fulfilling a customer request.Answer: TRUE 供应链由所有各方，直接或间接参与，满足客户要求。 3) A supply chain could be more accurately described as a supply network or supply web. Answer: TRUE 供应链可以更准确地描述为供应网络。 4) The objective of every supply chain is to maximize the overall value generated. TRUE 每一个供应链的目的是生成的整体价值最大化。 5) The objective of every supply chain is to maximize the value generated for the manufacturing component of the supply chain.Answer: FALSE 每一个供应链的目标是最大化为供应链的制造组件生成价值。 6) Every supply chain must include all 5 stages.Answer: FALSE 每个供应链必须包括所有5 个阶段。 7) The cycle view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages.Answer: TRUE 供应链周期认为供应链流程分为一系列的活动上演在连续阶段之间的接口。 8) The cycle view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: FALSE 供应链周期观点认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 9) The push/pull view of a supply chain holds that the processes in a supply chain are divided into 2 categories depending on whether they are initiated in response to or in anticipation of customer orders.Answer: TRUE 供应链推/拉认为，在供应链过程可以分为2 个类别，具体取决于他们是否发起回应或预期客户订单。 10) The push/pull view of a supply chain holds that the processes in a supply chain are divided into a series of activities performed at the interface between successive stages. FALSE 供应链推/拉认为在供应链流程分为一系列的活动上演在连续阶段之间的接口。 11) The objective of the customer arrival process is to maximize the conversion of customer arrivals to customer orders.Answer: TRUE 客户到达过程的目标是最大化客户来港定居人士对客户订单的转换。 12) The objective of the customer arrival process is to ensure that orders are quickly and accurately
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.
基本电路 包括电路模型的元素被称为理想的电路元件。一个理想的电路元件是一个实际的电气元件的数学模型，就像一个电池或一个灯泡。重要的是为理想电路元件在电路模型用来表示实际的电气元件的行为可接受程度的准确性。电路分析，本单位的重点，这些工具，然后应用电路。电路分析基础上的数学方法，是用来预测行为的电路模型和其理想的电路元件。一个所期望的行为之间的比较，从设计规范，和预测的行为，形成电路分析，可能会导致电路模型的改进和理想的电路元件。一旦期望和预测的行为是一致的，可以构建物理原型。 物理原型是一个实际的电气系统，修建从实际电器元件。测量技术是用来确定实际的物理系统，定量的行为。实际的行为相比，从设计规范的行为，从电路分析预测的行为。比较可能会导致在物理样机，电路模型，或两者的改进。最终，这个反复的过程，模型，组件和系统的不断完善，可能会产生较准确地符合设计规范的设计，从而满足需要。 从这样的描述，它是明确的，在设计过程中，电路分析中起着一个非常重要的作用。由于电路分析应用电路模型，执业的工程师尝试使用成熟的电路模型，使设计满足在第一次迭代的设计规范。在这个单元，我们使用20至100年已测试通过机型，你可以认为他们是成熟的。能力模型与实际电力系统理想的电路元件，使电路理论的工程师非常有用的。 说理想电路元件的互连可用于定量预测系统的行为，意味着我们可以用数学方程描述的互连。对于数学方程是有用的，我们必须写他们在衡量的数量方面。在电路的情况下，这些数量是电压和电流。电路分析的研究，包括了解其电压和电流和理解上的电压施加的限制，目前互连的理想元素的每一个理想的电路元件的行为电路分析基础上的电压和电流的变量。电压是每单位电荷，电荷分离所造成的断电和SI单位伏V = DW / DQ。电流是电荷的流动速度和具有的安培SI单位（I= DQ/ DT）。理想的基本电路元件是两个终端组成部分，不能细分，也可以在其终端电压和电流的数学描述。被动签署公约涉及元素，当电流通过元素的参考方向是整个元素的参考电压降的方向端子的电压和电流的表达式使用一个积极的迹象。 功率是单位时间内的能量和平等的端电压和电流的乘积;瓦SI单位。权力的代数符号解释如下： 如果P> 0，电源被传递到电路或电路元件。 如果p<0，权力正在从电路或电路元件中提取。 在这一章中介绍的电路元素是电压源，电流源和电阻器。理想电压源保持一个规定的电压，不论当前的设备。理想电流源保持规定的电流不管了整个设备的电压。电压和电流源是独立的，也就是说，不是任何其他电路的电流或电压的影响;或依赖，就是由一些电路中的电流或电压。一个电阻制约了它的电压和电流成正比彼此。有关的比例常数电压和一个电阻值称为其电阻和欧姆测量。 欧姆定律建立相称的电压和电流的电阻。具体来说，V = IR电阻的电流流动，如果在它两端的电压下降，或V=_IR方向，如果在该电阻的电流流是在它两端的电压上升方向。 通过结合对权力的方程，P = VI，欧姆定律，我们可以判断一个电阻吸收的功率：P = I2R= U2/ R 电路节点和封闭路径。节点是一个点，两个或两个以上的电路元件加入。当只有两个元素连接，形成一个节点，他们表示将在系列。一个闭合的路径是通过连接元件追溯到一个循环，起点和终点在同一节点，只有一次每遇到中间节点。 电路是说，要解决时，两端的电压，并在每个元素的电流已经确定。欧姆定律是一个重要的方程，得出这样的解决方案。 在简单的电路结构，欧姆定律是足以解决两端的电压，目前在每一个元素。然而，对于更复杂的互连，我们需要使用两个更为重要的代数关系，被称为基尔霍夫定律，来解决所有的电压和电流。 基尔霍夫电流定律是： 在电路中的任何一个节点电流的代数和等于零。 基尔霍夫电压定律是： 电路中的任何封闭路径上的电压的代数和等于零。 1.2电路分析技术 到目前为止，我们已经分析应用结合欧姆定律基尔霍夫定律电阻电路相对简单。所有的电路，我们可以使用这种方法，但因为他们而变得结构更为复杂，涉及到越来越多的元素，这种直接的方法很快成为累赘。在这一课中，我们介绍两个电路分析的强大的技术援助：在复杂的电路结构的分析节点电压的方法，并网电流的方
互利共赢的供应商质量控制 前言 近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS0９000族标准以及QS 9０00标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。 1、质量与企业共存 质量一直是一个随着时代的变化而不断变化的概念,人们对质量的认识也往往因关注点不同而有所不同。如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起,而后从中选择零件重新组装成车，然后驾车绝尘而去。这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。显然在当时，汽车零件具有互换性是一种了不起的质量特性,这也是福特公司的Ｎ型车和T型车取得辉煌成功的重要原因.时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性.可见质量的内涵是不断变化的.那么究竟什么是质量呢？ （１)市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客"争夺战中，质量、价格、交付（交付日期、方式和手段）和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点.它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。有鉴于此，质量己成为一项全球性运动,世界上所有优秀企业无一不把质量作为企业战略的关键内容，从战略的角度来规划质量。 （2）对于企业经营者来说,认识到质量对企业的重要意义只是经营企业的第一步,重要的是如何利用科学的方法来保证产品和服务的质量，使顾客满意，来保证过程和工作的质量来获互利共炭的供应商质量控制得良好的业绩。 众所周知,企业管理是社会生产力发展到一定程度的历史产物,质量管理作为企业管理的组成部分,同样也是社会发展的客观要求，特别是顾客处于主导地位的今天,要使顾客满意，就必须有过硬的产品质量和服务质量，这就要求企业积极推行先进的质量管理理论与方法，不断进行质量管理创新. ２、企业与供应商质量控制 随着生产社会化的不断发展，企业的生产活动分工越来越细,专业化程度越来越强，促使生产技术水平越来越高,产品质量得到大幅度改善。通常，某一产品不可能由一个企业从最初的原材料开始加工直至形成顾客最终使用的产品，往往是通过多个企业分工协作来完成.另外，先进生产方式的广泛应用,如准时生产、敏捷制造、零库存等，使企业与供应商的关系愈加紧密，企业与供应商的关系也由单纯的买卖关系向互利共底的合作关系演变。 ISO 900０族标准自1987年诞生以来受到了世界各国的一致追捧,全球约５0多万家企业通过ISO90０1质量管理体系认证足以说明这套管理标准在引领国际管理潮流方面的巨大成功。在备受企业欢迎的新版标准ＩSO9000：2０00中，互利的供应商关系被作为八项质量管理原则之一，充分体现了供应商关系管理在企业经营实践中的作用和价值。企业要贯彻这一原则,就必须
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
附录A The Cold Chain and its Logistics Authors: Dr. Jean-Paul Rodriguez and Dr. Theo Notteboom 1. Overview While Globalization has made the relative distance between regions of the world much smaller, the physical separation of these same regions is still a very important reality. The greater the physical separation, the more likely freight can be damaged in one of the complex transport operations involved. Some goods can be damaged by shocks while others can be damaged by undue temperature variations. For a range of goods labeled as perishables, particularly food, their quality degrades with time since they maintain chemical reactions which rate can be mostly mitigated with lower temperatures. It takes time and coordination to efficiently move a shipment and every delay can have negative consequences, notably if this cargo is perishable. To ensure that cargo does not become damaged or compromised throughout this process, businesses in the pharmaceutical, medical and food industries are increasingly relying on the cold chain technology. The cold chain refers to the transportation of temperature sensitive products along a supply chain through thermal and refrigerated packaging methods and the logistical planning to protect the integrity of these shipments. Specialization has led many companies to not only rely on major shipping service providers such as the United Parcel Service (UPS) and FEDEX, but also more focused industry specialists that have developed a niche logistical expertise around the shipping of temperature sensitive products. The potential to understand local rules, customs and environmental conditions as well as an estimation of the length and time of a distribution route make them an important factor in global trade. As a result, the logistics industry is experiencing a growing level of specialization and segmentation of cold chain shipping in several potential niche markets within global commodity chains. Whole new segments of the distribution industry have been very active in taking advantage of the dual development of the spatial extension of
外文翻译 题目：电力电子技术二 A部分 晶闸管 在晶闸管的工作状态，电流从阳极流向阴极。在其关闭状态，晶闸管可以阻止正向 导电，使其不能运行。 可触发晶闸管能使导通状态的正向电流在短时间内使设备处于阻断状态。使正向电压下降到只有导通状态的几伏（通常为1至3伏电压依赖于阻断电压的速度）。 一旦设备开始进行，闸极电流将被隔离。晶闸管不可能被闸关闭，但是可以作为一个二极管。在电路的中，只有当电流处于消极状态，才能使晶闸管处于关闭状态，且电流降为零。在设备运行的时间内，允许闸在运行的控制状态直到器件在可控时间再次进入正向阻断状态。 在逆向偏置电压低于反向击穿电压时，晶闸管有微乎其微的漏电流。通常晶闸管的正向额定电压和反向阻断电压是相同的。晶闸管额定电流是在最大范围指定RMS和它是有能力进行平均电流。同样的对于二极管，晶闸管在分析变流器的结构中可以作为理想的设备。在一个阻性负载电路中的应用中，可以控制运行中的电流瞬间传至源电压的正半周期。当晶闸管尝试逆转源电压变为负值时，其理想化二极管电流立刻变成零。 然而，按照数据表中指定的晶闸管，其反向电流为零。在设备不运行的时间中，电流为零，重要的参数变也为零，这是转弯时间区间从零交叉电流电压的参
考。晶闸管必须保持在反向电压，只有在这个时间，设备才有能力阻止它不是处于正向电压导通状态。 如果一个正向电压应用于晶闸管的这段时间已过，设备可能因为过早地启动并有可能导致设备和电路损害。数据表指定晶闸管通过的反向电压在这段期间和超出这段时间外的一个指定的电压上升率。这段期间有时被称为晶闸管整流电路的周期。 根据使用要求，各种类型的晶闸管是可得到的。在除了电压和电流的额定率，转弯时间，和前方的电压降以及其他必须考虑的特性包括电流导通的上升率和在关闭状态的下降率。 1。控制晶闸管阶段。有时称为晶闸管转换器，这些都是用来要是整顿阶段，如为直流和交流电机驱动器和高压直流输电线路应用的电压和电流的驱动。主要设备要求是在大电压、电流导通状态或低通态压降中。这类型的晶闸管的生产晶圆直径到10厘米，其中平均电流目前大约是4000A，阻断电压为5之7KV。 2。逆变级的晶闸管。这些设计有小关断时间，除了低导通状态电压，虽然在设备导通状态电压值较小，可设定为2500V和1500A。他们的关断时间通常在几微秒范围到100μs之间，取决于其阻断电压的速率和通态压降。 3。光控晶闸管。这些会被一束脉冲光纤触发使其被引导到一个特殊的敏感的晶闸管地区。光化的晶闸管触发，是使用在适当波长的光的对硅产生多余的电子空穴。这些晶闸管的主要用途是应用在高电压，如高压直流系统，有许多晶闸管被应用在转换器阀门上。光控晶闸管已经发现的等级，有4kV的3kA，导通状态电压2V、光触发5毫瓦的功率要求。 还有其它一些晶闸管，如辅助型关断晶闸管（关贸总协定），这些晶闸管其他变化，不对称硅可控（ASCR）和反向进行，晶闸管（RCT）的。这些都是应用。 B部分 功率集成电路 功率集成电路的种类 现代半导体功率控制相当数量的电路驱动，除了电路功率器件本身。这些控制电路通常由微处理器控制，其中包括逻辑电路。这种在同一芯片上包含或作
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
外文翻译 原文 Supply chain management for agricultural products Resource: MBA (IT), IIIT Allahabad Pulastya Roy Agriculture is a significant sector of most of the economy of world. Agriculture derives its importance from the fact that it provides any a country self reliance in terms of food for their people, providing huge direct and indirect employment and more over huge revenue by export of surplus food grain. Agriculture is backbone of the economy and infrastructure for many countries like India, Brazil and others. Due to technical advancement, improved irrigation system and several other reasons production in agriculture has increased several folds. To meet this increased production and business in agriculture sector an equally reliable supply chain support is imperative. Supply chain is basically-“a set of processes functioning synergistically to satisfy a customer’s demand”. Any supply chain trades off between two main attributes of supply chain, “Efficiency and Responsiveness”. Any supply chain is adopted or designed keeping only this two attributes in mind because it defines about which kind of customer the supply chain wants to cater and what is the scale of “return on investment” is being planned for. Agricultural industry uses bo th kind of supply chain as per the need. Designing supply chain for agricultural products: Most of the produce in agriculture can not be sold directly; as per their mode of consumption they can be categorized as follows.There are some products which are not highly perishable like cereals but needed to be processed like- rice is polished, and wheat has to be husked.Some products are highly perishable so they must be sent to market very fast or otherwise needed to be processed and packaged well. For designing a supply chain for any Agriculture product, it’s important to know which kind of agriculture products is that, and accordingly a responsive or efficient supply chain is designed. Supply chain for non perishable items: Most all the cereals like Wheat, Rice, Maize etc. and some vegetables like
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:
疫苗供应链和冷链物流运输外文翻译2020 英文 Cold chain transportation decision in the vaccine supply chain Benjamin Lev Abstract Vaccines are a special kind of drug, the quality of which is highly sensitive to temperature and directly related to public health. Recently, numerous vaccine-related adverse events have occurred in the world, especially in developing countries, due to vaccines being exposed to inappropriate temperatures during their transportation. This paper considers the vaccine supply chain including a distributor and a retailer (hospital or clinic). The distributor decides to use a cold chain or non-cold chain to transport the vaccines. The retailer performs an inspection when receiving the vaccines. First, a basic model is developed to study the conditions under which the distributor will transport the vaccines via a cold chain or non-cold chain. Then, two common inspection policies (a single-step one and a two-step one) are introduced into the basic model to explore the impact of the retailer's inspection at the end of transportation on the distributor's original decision. We show that the retailer's single-step inspection influences the distributor to choose the cold chain option. Interestingly, we prove that the two-step inspection policy is less effective than the single-step one in this effect. We suggest that the