下载文档原格式
ReferencesUnit 1 An Introduction to Business LogisticsPart II. Exercises for Dialogue 1Answer the following questions according to the dialogue.1.Logistics means to supply the right product at the right time in theright quantity in the right condition at the right place for the right customer at the right price.2.It includes the procurement, maintainance, distribution andreplacement of personnel and material.3.These two concepts are the same meanings. Logistics is generalmeaning and includes military definition and business definition.Business logistics stresses special term on a trade or business. Exercises for Dialogue 21.(Opening)2.(Opening)Part III. Practical ReadingsExercises for Text 1I. Answer the following questions:1. Business logistics means to be defined as a business-planning framework for the management of material, service, information and capital flows.2. Business logistics involves the following activities: demand forecasting,procurement, materials handling, packaging, warehouse and inventory management, ordering processing, logistics communications, transport, customer service and so on.3. The role of logistics is to maintain the balance between the minute details and the main elements involved in a product.II.1.商务物流管理有不同版本的不同定义 2 必要资源的利用3. 逆向货物的搬运4. 人员和材料的补充5. 复杂信息6. 现代的商业环境7. 需求预测8. 设施场地选择9. 公司最重要的财富10. 公司战略抉择走势评定III. definitions—heart---output---service---strategyIV. 1. 这一非常宽广的物流观点把单一的供应链与贸易公司的方方面面整合在一起。
（物流管理）物流专业英语中英文⏹Highlightstheprinciplesofcompetitivestrategyandthepursuitofdifferentiationthroughthedevelopmentofproductivityandvalueadvantage.⏹强调竞争策略的原则，说明应通过发展生产力和价值优势来追求产品差异化。
The definition of Logistics management（物流管理定义）⏹Logisticsistheprocessofstrategicallymanagingtheprocurement,movementandstorageofmaterials,partsandfinishedinventory(andtherelatedinform ationflows)throughtheorganizationanditsmarketingchannelsinsuchaway thatcurrentandfutureprofitabilityaremaximizedthroughthecost-effective fulfillmentoforders.物流是壹个过程，它对企业及其所有营销渠道，从战略的角度管理原材料、零部件和最终库存品（包括关联信息流）的采购、流通和存储，以低成本完成订单，从而实现当前和未来的收益最大化What’s the basic successful factors in the marketplace? （成功三要素）⏹itisthe“ThreeC’S”:⏹TheCompany⏹It’sCustomers⏹It’sCompetitorsWhat’s the source of competitive advantage?（竞争优势）Thesourceofcompetitiveadvantageisfoundfirstlyintheabilityoftheorganizationt odifferentiateitself,intheeyesofthecustomers,fromitscompetitionandsecondlybyoperatingatalowercostandhenceatgreaterprofit.竞争优势首先源于企业标新立异的能力，企业只有自身和众不同，才能于客户眼中脱颖而出；其次，竞争优势源于比竞争对手更低的运营成本及因此获得的高利润。
物流专业英语pdfIntroductionLogistics is the process of planning, implementing, and controlling the efficient, effective flow and storage of goods, services, and related information from the point of origin to the point of consumption for the purpose of meeting customer requirements. In the logistics industry, English is a crucial language, as it is widely used in international communication. This document aims to provide an overview of logistics-related English vocabulary and phrases, as well as their application, for logistics students and professionals.TransportationTransportation is the core activity in logistics, and it involves moving goods from one location to another. Below are some commonly used transportation-related terms:1. Carrier - A company or person that transports goods from one place to another.2. Air cargo - Goods that are transported by air.3. Trucking - The transportation of goods by truck.4. Carrier liability - The responsibility carried by a carrier for the loss, damage, or destruction of goods that it transports.5. Freight - Goods that are transported by a carrier.6. FOB – The term FOB stands for Free On Board. It is an international shipping term that indicates the moment when responsibility shifts from the seller to the buyer. If a shipment is shipped FOB, the seller is responsible for all costs and damages to the goods while in transit, up until itis loaded onto the shipping vessel.WarehousingWarehousing is the process of storing goods before they are transported to their final destination. Here are some common warehousing-related terms:1. Inventory - A list of items that a business owns and plans to sell.2. Receiving - The process of accepting goods into a warehouse.3. Picking - The process of selecting goods from a warehouse to fulfill an order.4. Loading - The process of placing goods on a vehiclefor transportation.5. Stock keeping unit (SKU) - A unique code used to identify a specific item in a warehouse.6. Cycle counting - The process of counting a small portion of a warehouse's inventory on a regular basis to ensure accuracy.Supply ChainThe supply chain is the network of businesses and individuals that are involved in the creation and delivery of a product or service. Here are some common supply chain-related terms:1. Bill of lading - A legal document that details the goods being transported and the terms of their transportation.2. Just-in-time (JIT) - A supply chain philosophy that emphasizes the delivery of products at the exact moment they are needed.3. Procurement - The process of acquiring goods or services from external sources.4. Lead time - The amount of time it takes to complete aprocess from start to finish.5. Vendor managed inventory (VMI) - A process where the vendor manages their customer's inventory levels to ensure that their customers always have what they need.ConclusionUnderstanding logistics-related English vocabulary and phrases is vital for effective communication in the logistics industry. This document provides an overview of some of the most commonly used logistics-related terms in transportation, warehousing, and the supply chain. By using this document as a reference guide, logistics students and professionals can increase their knowledge of logistics terminology, which can aid them in their day-to-day activities.。
《物流与供应链管理》(LOGISTICS AND SUPPLY CHAIN MANAGEMENT)Capsule summary of the book：The world changes unpredictably, which is dependent on the quick transformation of supply chain to adapt to the variational circumstances. This book focuses tightly on those variations mentioned above, emphasizing the problems that appear whenenterprises attach importance to complicated management, as well as whenforecast-driven business modeltransforms into demand-driven business model. Also, this book elaborates how to gives enterprises dominating and competitivesuperiority with effectivelogistics and supply chain management.Chapter1 Logistics, the supply chainand competitive strategy1.1Supply chain management is a wider concept than logisticsOne goal of supply chain managementmight be to reduce or eliminate the buffers of inventory that existbetween organizations in a chain through the sharing of information ondemand and current stock levels. This is the concept of ‘Co-ManagedInventory’ (CMI).The focus of supply chain management is upon the managementof relationships in order toachieve a more profitable outcome for allparties in the chain. This brings with it some significantchallengessince there may be occasions when the narrow self-interest of one partyhas to be subsumed for the benefit of the chain as a whole.1.2Competitive advantageAt itsmost elemental, commercial success derives from either a cost advantageor a value advantage or, ideally, both. It is as simple as that – themost profitable competitor in any industry sector tends to be the lowestcost producer or the supplier providing a product with the greatestperceiveddifferentiated values.A useful way of examining the available options is topresent them as a simple matrix.Value advantageCost advantageTo summarize, those organizations that will be the leaders in the marketsof the future will be those that have sought and achieved the twinpeaks of excellence: they have gained both cost leadership and serviceleadership.1.3 The supply chain becomes the value chainOrganizations shouldlook at each activity in their value chain and assess whether they have a real competitive advantage in the activity. If they do not, the argumentgoes, then perhapstheyshould consider outsourcing that activity to apartner who can provide that cost or value advantage.1.4The mission of logistics managementThe scope oflogistics spans the organization, fromthe management of raw materials through to the delivery of the finalproduct.The last decade has seen the rapid introduction of flexiblemanufacturing systems (FMS), of new approaches to inventory based onmaterials requirements planning (MRP) and just-in-time (JIT) methodsand, perhaps most important of all, a sustained emphasis on total qualitymanagement (TQM).1.5 The changing competitive environment●The new rules of competition●Globalization of industry●Downward pressure on price●Customers taking controlSummary:This chapter familiarizes the reader with the tenets of competitive strategyand within them the vectors of strategic direction: cost and valueadvantage.Vertically integrated businesses continue to be dismembered, refocusedand transformed into virtual ones held together not by ownership but by closely integrated core business processes and financial engineering.Instead of rivalry and mistrust within the supply chain, newcompetitive pressures are demanding speed and flexibility, which themselvesrequire greater openness and trust. In fact the ability to manageprocess innovation and integration are becoming as important capabilitiesas product innovation.Chapter2T Logistics and customervalue2.1 Delivering customer valueQuality × ServiceCustomer value = ––––––––––––––––Cost × TimeQuality: The functionality, performance and technical specificationof the offer.Service: The availability, support and commitment provided to thecustomer.Cost: The customer’s transaction costs including price and lifecycle costs.Time: The time taken to respond to customer requirements, e.g.delivery lead times.2.2 What is customer service?Customer service could be examinedunder three headings:1. Pre-transaction elementsWritten statements of service policy, Accessibility, Organization structure, System flexibility.2. Transaction elementsOrder cycle time, Inventory availability, Order fill rate, Order status information.3. Post-transaction elementsAvailability of spares, Call-out time, Product tracing/warranty, Customer complaints, claims, etc.2.3 The impact of out-of-stockIn the circumstance of out-of-stock, generally,31%Substitute same brand15%Delay purchase19%Substitute different brand26%Buy item at another store9%Do not purchase itemThe impact of logistics and customer service on marketingConsumerfranchise * Customerfranchise * Supply chainefficiency = Marketingeffectiveness•Brand values•Corporate image•Availability•Customer service•Partnership•Quick response•Flexibility•Reduced asset base•Low–cost supplier•Market share•Customer retention•Superior ROI2.4 Customer service and customer retentionThe importance of customer retention is underlined by the conceptof the ‘lifetime value’ of acustomer. The lifetime value of a customer iscalculated as follows:Lifetime value = Average transaction value× Yearly frequencyof purchase× Customer ‘lifeexpectancy’A prime objective of any customer service strategy should be to enhancecustomer retention.2.5Market-driven supply chainsNow, instead ofdesigning supply chains from the ‘factory outwards’ the challenge is todesign them from the ‘customer backwards’his new perspective sees the consumer not at the end of the supplychain but at its start. In effect this is the philosophical differencebetween supply chain management and what more properly might becalled ‘demand chain management’.1.IdentifyvaluesegmentsWhat do our customers value?2.Define thevaluepropositionHow do we translate theserequirements into an offer?3.Identifythe marketwinnersWhat does it take to succeedin this market?4.Develop thesupply chainstrategyHow do we deliver againstthis proposition?2.6Defining customer service objectivesThe whole purpose of supply chain management and logistics is to provide customers with the level and quality of service that they requireand to do so at less cost to the total supply chain. The perfect order is achievedwhen the customer’s service requirements are met in full.To calculate the actual service level usingthe perfect order concept requires performance on each element to bemonitored and then the percentage achievement on each element to bemultipliedtogether.2.7Setting customer service prioritiesQuadrant 1: Seek cost reductions2: Provide high availability3: Review4: Centralized inventory2.8Setting service standardssome of the key areaswhere standards are essential:Order cycle time Stock availability Order-size constraints Ordering convenience Frequency of delivery Delivery reliability Documentation quality Claims procedure Order completeness Technical support Order status informationthe following measures provide valuable indicators of performance：Pre-transactionStock availabilityTarget delivery dates Response times to queriesTransactionOrder fill rateOn-time deliverBack orders by ageShipment delaysProduct substitutionsPost-transactionFirst call fix rateCustomer complaintsReturns/claimsInvoice errorsService parts availabilitySummary:Ultimately all businesses compete through seeking to deliver superiorcustomer value and logistics processes provide the means by which customerservice is delivered.Logistics management can play a key role in enhancing customerlifetime value through increasing customer satisfaction and enhancedcustomer retention. To achieve this will require the development of amarket-driven logistics strategy and the redefinition of service objectivesbased upon customers’ specific requirements. ‘Perfect order’achievement should form the basis for the measurement of service performanceand the creation of service standard.Chapter3 Measuring logistics costs and performance3.1Logistics and the bottom lineProfitProfitSalesROI = ––––––––––––––––This ratio can be further expanded:ROI = –––––– × –––––––––––CapitalemployedSales Capital employedIt will be seen that ROI is the product of two ratios: the first,profit/sales, being commonly referred to as the margin and the second,sales/capital employed, termed capital turnover or asset turn. Thus togain improvement on ROI one or other, or both, of these ratios mustincrease. Typically many companies will focus their main attention onthe margin in their attempt to driveup ROI, yet it can often be moreeffective to use the leverage of improved capital turnover to boost ROI.3.2 Customer profitability analysisBuildDanger zoneCost engineerProtectChapter4 Creating the responsive supply chain4.1Product ‘push’ versus demand ‘pull’whilst independent demand may be forecast using traditional methods,dependent demand must be calculated, based upon the demand at thenext level in the logistics chain.4.2 The foundations of agilityBusiness process re-engineering (BPR) is the term frequently appliedto the activity of simplifying and reshaping the organizational processeswith the goal of achieving the desired outcomes in shorter time-framesat less cost. Many processes in the supply chain are lengthy because theconstituent activities are performed in ‘series’, i.e. in a linear, ‘one afterthe other’ way. It is often possible to re-engineer t he process so thatthose same activities can be performed ‘in parallel’, i.e. simultaneously.Postponement refers to the process by which the commitment of a productto its final form or location is delayed for as long as possible. Whendecisions on the final configuration or pack have to be made ahead ofdemand there is the inevitable risk that the products that are availableare not the ones the customer wants.The philosophy of postponement ideally would begin on the drawingboard so that products are designe d with late configuration inmind. The longer that products can remain as generic ‘work in progress’ then the more flexibility there will be to ensure the ‘rightproduct in the right place at the right time’.Chapter5 Strategic lead-time management5.1 The concept of lead timeFrom the customer’s viewpoint there is only one lead time: the elapsedtime from order to delivery. Clearly this is a crucial competitive variableas more and more markets become increasingly time competitive.Nevertheless it represents only a partial view of lead time. Just as important, from the supplier’s perspective, is the time it takes to convertan order into cash and, indeed, the total time that working capitalis committed from when materials are first procured through to whenth e customer’s payment is received.5.2 Logistics pipeline managementThe goals of logistics pipeline management are:●Lower costs●Higher quality●More flexibility●Faster response timesAn indicator of the efficiency of a supply chain is given by itsthroughput efficiency, which can be measured as:Value-addedtime*100End-to-end pipeline timeThroughput efficiency can be as low as 10 per cent, meaning that mosttime spent in a supply chain is non-value-adding time.5.3 The lead-time gapReducing logistics lead timeBottleneck managementImproving visibility of demandSummary:Time compression in the pipeline has the potential both to speed upresponse times and to reduce supply chain cost. The key to achievingthese dual goals is through focusing on the reduction of non-value-addingtime –and particularly time spent as inventory. Whereas in the past logisticssystems were very dependent upon a forecast, with all the problemsthat entailed, now the focal point has become lead-time reduction.Chapter6 The synchronous supply chain6.1 The role of information in the virtual supply chainFunctions of a logistics information system:Planning functionCo-ordination functionDatabaseCustomer servicecommunication functionControl function6.2 Implications for logisticsThe basic principle of synchronization is to ensure that all elements ofthe chain act as one and hence there must be early identification ofshipping and replenishment requirements and, most importantly of all,there must be the highest level of planning discipline.In a synchronous supply chain the management of in-bound materialsflow becomes a crucial issue.The idea of ‘stockless distribution centres’ or ‘cross-docking’enables a more frequent and efficient replenishment of product frommanufacture to individual stores.6.3 ‘Quick response’ logisticsWhat has made QR possible is thedevelopment of information technologyand in particular the rise ofInternet-enabled data exchange, bar coding, the use of electronic pointof sale (EPOS) systems with laser scanners and so on.Quick responseLess inventoryrequiredReducedlead timesLesspipelineinventoryLesssafety stockReducedforecastingerrorSummary:The key to supply chain responsiveness is synchronization.Synchronization implies that each entity in the network is closely connectedto the others and that they share the same information. In thepast there was often limited visibility, either upstream or downstream,meaning that organizations were forced to act independently, makingtheir own forecasts, and, as a result, i nevitably relying upon a ‘push’rather than a ‘pull’ philosophy.Chapter7 Managing the global pipeline7.1 The trend towards globalization in the supply chainFocused factoriesCentralization of inventoriesPostponement and localization7.2 Gaining visibility in the global pipelineSupply chain event management (SCEM) is the term given to theprocess of monitoring the planned sequence of activities along a supplychain and the subsequent reporting of any divergence from that plan.Ideally SCEM will also enable a proactive, even automatic, response to deviations from the plan.Chapter8 Managing risk in thesupply chain8.1 Why are supply chains more vulnerable?A focus on efficiency rather than effectivenessThe globalization of supply chainsFocused factories and centralized distributionThe trend to outsourcingReduction of the supplier base8.2 Understanding the supply chain risk profileSupply chain risk = Probability of disruption × ImpactThis audit shouldexamine potential risk to business disruptions arising from five sources: Supply riskDemand riskProcess riskControl riskEnvironmental risk8.3 Managing supply chain risk1.Understand the supply chain2.Improve the supply chain3.Identify the critical paths (nodes and links)4.Manage the critical paths5.Improve network visibility6.Establish a supply chain continuity team7.Work with suppliers and customers to improvesupply chain risk management proceduresSummary:All the evidence indicates that as markets become more volatile and thebusiness environment more turbulent, so supply chains become more vulnerableto disruption. Not all of the risk to supply chain continuity isexternal. Significant risk can be created as a result of management decisionsthat are taken on supply chain design and strategy.Chapter9 Overcoming the barriers tosupply chain integration9.1 Creating the logistics visionIdeally the logistics vision should be built around the simple issue of‘How do we intend to use logistics and supply chain management tocreate value for our customers?’The four elements of logistics-derived customer value highlightedpreviously are ‘Better, Faster, Cheaper, Closer’ and the criterion for agood logistics vision s tatement is that it should provide the roadmapfor how these four goals are to be achieved.9.2 Developing the logistics organizationThe horizontal organization has a number of distinguishing characteristics.It is:Organized around processesFlat and de-layeredBuilt upon multi-functional teamsGuided by performance metrics that are market-based9.3 BenchmarkingCompetitive benchmarking might simply be defined as the continuousmeasurement of the company’s products, services, processes andpractices against the standards of best competitors and other companieswho are recognized as leaders. The measures that are chosen forthe comparison must directly or indirectly impact upon customers’evaluation of the company’s performance.Identifying logistics performance indicatorsThe idea behind the balanced scorecard is thatthere are a number of key performance indicators –most of them probablynon-financial measures –that will provide management with abetter means of meeting strategic goals than the more traditional financiallyoriented measures.Step 1: Articulate logistics and supply chain strategy2: What are the measurable outcomes of success?3: What are the processes that impact these outcomes?4: What are the drivers of performance within these processes?In this framework the four key outcomes of success are suggested to be:Better, Faster, Cheaper, CloserSummary:internally integrated across functions and they are externally integratedwith upstream suppliers and downstream customers. Many companiesare impeded in their attempts to become more agile and responsivebecause of an entrenched functional structure. They manage functionsrather than processes and hence have a fragmented approach to themarketplace. It is also difficult for such firms to contemplate externalintegration when they lack internal integration.Chapter10Entering the era ofnetwork competition10.1 Seven major business transformationsFrom supplier-centric to customer-centricFrom push to pullFrom inventory to informationFrom transactions to relationshipsFrom ‘trucks and sheds’ to ‘end-to-end’ pipeline managementFrom functions to processesFrom stand-alone competition to network rivalry10.2 From 3PL to 4PL™Third-party logistics service providers are companies who provide arange of logistics activities for their clients. They might operate distributioncentres, manage the delivery of the product through theirtransport fleets or undertake value-adding services such as re-packing.The fourth-party logistics service provider was that because modern supply networksare increasingly global and certainly more complex, the capabilities tomanage the network probably do not exist in any one organization. Insuch situations, there is a need for an organization who can use itsknowledge of supply chains and specialist third-party service providersto manage and integrate the complete end-to-end supply chain.The 4PL™ would assemble a coalition of the ‘best of breed’ serviceproviders and – using its own information systems capability – ensure acost-effective and sustainable supply chain solution.Whether the 4PL™ be a joint venture or some other model there arefour key components that must be in place. These are:1. Systems architecture and integration skills2. A supply chain ‘control room’3. Ability to capture and utilize information and knowledge across the network4. Access to ‘best of breed’asset providers。
《物流概论》双语教学大纲一、课程的性质和任务课程的性质：本课程是对国际贸易和市场营销专业的学生开设的一门专业双语课程(英语），同时也是一门实践性较强的课程。
课程的任务：通过该课程的学习，使学生掌握一定量的专业英语词汇，提高英语的阅读、听说水平。
从而在学习专业知识的基础上，加强学生的社会适应能力。
1．掌握一定量的物流专业英语词汇及必要的商务英语词汇；2．掌握物流管理的基本概念及基本原理；3．熟悉物流企业的管理技巧与方法；4．具备相当水平的商务事务处理等实际运用能力。
前导课程：《大学英语》、《物流管理概论》、《供应链管理》、《综合运输》后续课程：毕业设计二、教学基本要求通过该课程的学习，除了使学生掌握一定量的专业英语词汇,提高英语的阅读、听说水平外，还应使学生在学习专业知识的基础上，加强学生的社会适应能力。
(一）理论部分1．掌握一定量的物流专业英语词汇及必要的商务英语词汇。
2．掌握物流管理的基本概念及基本原理.（二)实务部分1．提高学生英语的听、说、读、写的能力；2．熟悉物流企业的管理技巧与方法。
3．具备相当水平的商务事务处理等实际运用能力。
三、教学条件1.课堂教学时,需使用多媒体教学设备，易于学生掌握所学知识。
四、教学内容及学时安排三、课程教学内容Chapter 1 Logistics主要讲授:the introduction of logistics，what’s logistics，evolution of the logistics management concept, components of a logistics system, five key issues for logistics effectiveness重点：the introduction of logistics，what's logistics，evolution of the logistics management concept，components of a logistics system, five key issues for logistics effectiveness难点：five key issues for logistics effectivenessChapter 2 Supply Chain Management主要讲授：Role of Logistics in the Supply Chain，What is Supply Chain Management?重点：Developing a Supply Chain，The Possibility of Creating a Supply Chain,难点：How to set up a supply chain management.Chapter 3 Transportation主要讲授：transportation facility , the transportation modes（rail network ，motor carriers，water transport ,pipelines，air transport) ,transportation management 重点：transportation facility ，the transportation modes，transportation management难点：water transport，the economic factors of transportationChapter 4 A Third Party Logistics Provider主要讲授:What is Outsourcing？, Definition of Third Party Logistics重点：Searching the 3PL Companies，Evaluating 3PL companies难点：How to Select a Third Party Logistics ProviderChapter 5 Retailing Logistics主要讲授：Retail Supply Chains，Retailing Logistics in UK重点：The Retail Logistics Landscape Is so Diverse, We Are Totaly Convinced about the Potential of RFID难点：How to understand retail supply chainChapter 6 Chain Store主要讲授：Standardization of the Operation of Chain Stores Opinion, The Definition of Chain Stores重点:The conception about chain stores难点：How to understand a chain storeChapter 7 Distribution Center主要讲授:distribution center, the ABC catering services ltd。
