物流供应链管理案例分析(英文)

供应链管理的英文案例Case: How Zappos Manages Its Supply Chain with a Twist.Once upon a time in the land of online shopping, there was a company called Zappos. Zappos is like that super cool friend who always has the latest and greatest shoes. But behind those snazzy shoes on their website lies an interesting supply chain story.You know, most companies just think about getting products from point A (the manufacturer) to point B (the customer) as quickly as possible. But Zappos is a bit different. They believe in making the whole supply chain process a party!At the very beginning, when Zappos started out, they had to figure out how to deal with all those shoes. They were like a kid in a candy store, but instead of candies, it was shoes everywhere. They had to find reliable suppliers. So, they went on this big adventure, traveling all over the world to meet shoe manufacturers.One of the funniest things they did was when they were dealing with a small, family run shoe factory in Italy. The factory owner was this really old fashioned guy who didn't quite understand the whole online shopping thing. Zappos' supply chain team had to sit down with him and explain how they were going to sell his shoes to people all over the world. They brought pictures of people from different countries wearing differentstyles of shoes. The old factory owner was like, "You mean my shoes are going to Alaska? And people in Australia will wear them?" It was like a scene from a movie.Once they got the suppliers on board, they had to manage inventory. Zappos didn't want to be like those stores that always run out of thepopular sizes. They came up with this system where they monitored the sales data super closely. They had a team of "shoe detectives" (not the real title, but it could be). These "shoe detectives" would look at which shoes were selling like hotcakes and which ones were just sitting there looking pretty.For example, they noticed that a particular brand of purple high heeled boots was really popular during the holiday season. So, they made sure to have extra stock of those boots well in advance. But they also had to be careful not to overstock. They didn't want to end up with a warehouse full of shoes that no one wanted, like those ugly Christmas sweaters that never sell.Then came the shipping part. Zappos wanted to make sure that when a customer ordered a pair of shoes, it was like magic. The shoes would arrive at their doorstep as if by a fairy godmother. They worked with different shipping companies. One time, they had a problem with a shipping partner who kept misplacing packages. Zappos' supply chain manager called the shipping company and said, "Hey, if you keep losing our shoes, it's like you're stealing Cinderella's glass slippers from our customers!" That got the shipping company's attention and they fixed the problem pronto.And the returns process at Zappos is also a unique part of their supply chain. They know that sometimes customers order shoes and they don't fit or they just don't like them. Zappos doesn't make a big fuss about it. They treat returns like it's just another step in the supply chain dance. They have a system where they quickly process returns, and the shoes go backinto inventory or are sent back to the supplier if needed. It's like a revolving door of shoes.In conclusion, Zappos' supply chain management is not just about moving shoes from one place to another. It's about creating an experience, having fun along the way, and making sure that both the suppliers and the customers are happy. It's like a well choreographed ballet where every step, from finding suppliers to shipping and returns, is important. And that's how Zappos manages to stay on top of the online shoe selling game with a supply chain that has a bit of humor and a lot of heart.。

物流案例概括英文作文英文：Logistics is an essential part of any business that involves the movement of goods. It is the process of planning, implementing, and controlling the movement of goods from the point of origin to the point of consumption. Logistics involves the coordination of various activities such as transportation, warehousing, and inventory management.In my experience, I have seen logistics play a critical role in the success of a business. For example, when I worked at a retail store, we relied heavily on logistics to ensure that our products were delivered to our customers on time. We had to coordinate with our suppliers to ensurethat they delivered the products to our warehouse on time. We also had to ensure that our warehouse was properly managed, and our inventory was accurately tracked.Another example is when I worked at a manufacturing company. We had to ensure that our raw materials were delivered to our factory on time, and our finished products were shipped to our customers on time. We had to coordinate with our suppliers, transportation companies, and customers to ensure that everything was delivered on time.Logistics can be challenging, especially when dealing with unexpected events such as delays in transportation or changes in customer demand. However, with proper planning and coordination, these challenges can be overcome.中文：物流是涉及货物运输的任何企业不可或缺的部分。

Ngee Ann PolytechnicSchool of Business & Accountancy Logistics Management CourseSUPPLY CHAIN MANAGEMENTCase studyThe Big China StoreManagement10. As a Lott Global executive, what risks would need to be evaluated prior to deciding whether to accept the proposed seven-year contract?The set-up and implementation schedule is tight and will provide many challenges. The most immediate are:The scale of change management required in BCS to transition from store ordering to central ordering.The staged implementation of the WMS IT application that must be capable of supporting the revised retail process, while being Chinese-localized.The limited site options, as most facilities are traditional flat warehouses built for non-system-aided operations.The longer time it will take to build a new DC rather than acquiring an existing building.The fact that BCS is very price-conscious and wishes to buy on price rather than any other criteria.The selection of a suitable WMS application has also become a challenge.11. Should an LSP accept new business that may not be profitable, but which enhances its reputation in the market? If so, will it put contracts with other clients at risk if the new business fails?I think the LSP should accept this new business, though the business only can guarantee to enhan ce its reputation rather than make profit in the market.As a Logistics Service Provider (Lott), the reputation of the logistics industry is one of the most im portant factors on influencing the customer’s decision on which 3PL will be selected.In addition, a good supply chain relationship with BCS is also an opportunity to extend business t o other companies in China market.If the new business fails, there is no doubt that it will be at risk on putting contracts with other cli ents. In capital cost aspect, the BSC will responsible for all of it, therefore, Lott won’t be affected by loss of capital. However, Lott’s reputation in logistics industry will be influenced by failure of t he business, which will block their progress on entering China market.12. Discuss the cultural challenges that may arise as the project is implemented and how they might affect the logistical performance of the project.The main problems1 unbalanced developmentIn real practice, some key works or good projects, corporate culture has been a high degree of attention, the company actively implemented in these areas of enterprise culture, developed and implemented outline the criteria specified cultural construction projects, vigorous and resolute, and effective measures to regulate place, and forceful, effective, cultural construction did very well, but in small projects, poor projects, corporate culture has been ignored, slow, standards are not high, there is no practical results.2 solid enough workAlthough embodiments have a good approach, but some projects did not able to reflect the corporate culture of the specific management work, resulting in the cultural construction of the project and the actual management of the project there is aconsiderable degreeof mismatch phenomenon. In addition, some projects just work arrangements made general requirements, the lack of assessment and evaluationsystem, implementation of work rather difficult.Affect the logistical performance of the projectFrom the long-term development, logistics and corporate culture for a logistics enterprise to grow and play a more significant role, although this effect often looks not very straightforward, but in the subtle to be effective, the development of logistics enterprises is the most persistent determinants. Because the logistics enterprise culture is the core of logistics enterprises concerned members ideas, which determines the logistics enterprise members of thinking and behavior, so good corporate culture logistics enterprises can fully discover the potential of each member, inspire them morale. Meanwhile, the logistics enterprise culture as a spiritual force, is bound up with the logistics enterprises invisible pillars, when the team of logistics management trends, it is the logistics enterprise bonds of solidarity, the communication channels within ateam or between teams mutual understanding of the “common language.” Therefore, a good logistics company culture in place, it brings the group 's wisdom, the spirit of collaboration , fresh vitality , which is equivalent to the deep structure of the logistics enterprises in the "loaded" on a full horsepower engine , continuously available to the logistics business innovation and progressive spiritual power.13. Discuss the impact of the decision by BCS to select a less-than-optimum distribution facility and buy equipment on the basis of lowest price. From the perspective of Lott Global, how would you seek to influence BCS to make future buying decisions based on other criteria?Lott needs to act fast and develop creative solutions to overcome these pressures.After an extensive search, few suitable warehouses are found and the cost is not acceptable for either the existing racked DC ora new facility. The final selection is therefore a warehouse that has been used to store bagged grain. The facility consists of a row of 5 x 2000 m2 buildings, each divided into two halves by a firewall, creating ten spaces of 1000 m2 each. The dear height is 5 m. It has been decided to take only three warehouses for the first stage, which total 6000 m2. The remaining two warehouses can be rented at a later stage.14. What metrics would you use to measure success of the training program for staff at the distribution facility?1. Determine needs of personnelDemand for talent is mainly based on two aspects of the situation to determine. First, the company's new store opening program. According opening plan, the company needs to determine the appropriate personnel; Second, dynamic talent needs. Company personnel may result of staff turnover, talent promotion, redeployment, corporate development departments etc. addendum vacancies arise. According to the above two cases, HR statistics entire company needs talent.2. Determine the source of talentSource of talent in two ways; one is the internal competition, selection. Through the company's existing human resources in the selection of personnel needs to achieve, can stimulate the potential of employees, improve employee motivation, and selection of talent but also a better understanding of the company's situation, which is easier to integrate into the entire team . Another way is external recruitment. Needs through the recruitment and selection of personnel for the company, in time to meet the company's talent needs, and enables the company to obtain more fresh concepts and methods.3.Ways of trainingTraining of personnel in the following ways, one for job training , on the job training in higher level managers work guidance , which is one of the most direct and rapid increases in their job skills , and accumulated experience in the industry approach to training ; First in different positions , different areas of practice, through this way , cultivating high-level managers ; First, in accordance with the requirements of its professional quality training to improve their professional quality , management skills.15. Develop the change management approach for transitioning the DC staff to think and behave as operational staff of a growing and successful commercial enterprise.1. service programWe usually work, you feel there is cumbersome workflow, to know that in our complex processes at the same time, the customer will feel our work is not efficient, can we work to ensure the correctness of the premise, slightly streamline workflow, or is not continuous actions are divided into steps simultaneously to ensure the shortest possible time, to the best quality service to complete the work.2. customer psychologyWhen we buy something at the mall , when you feel service than the service to wait before the wait much longer , anxious and eager to make the wait becomes unbearable , do not wait more than ascertain the knowledge, limited to wait long , alone wait uncomfortable than collective , also , in our delivery service carried out when our customers there will still be the issue of this series , when we empathy for each other's point of view to deal with the problem and they will get understanding and respect for the customer , so that customers will have such an idea : the higher the value the more worth the wait service .3. Technology ApplicationsAdopt more high-tech means of modern logistics , a relatively high degree of information technology , communications convenient, fast , so you can improve service efficiency , provide consistent service , increasing service options, providing personalized service , extended standby time. When we conducted the service, you can take advantage of this feature , for example: in the face of poor road conditions , traffic jams, when it snows , we can make a phone call to the customer , inform each other of current status , which may result in the delay time apologize and ask the customer less impatient , waiting patiently .This would not exist because customers anxiously awaiting the result of complaints , the same , customers will feel good about our dedication , to facilitate future communication and work.。

供应链管理及业务管理知识分析模式(英文版) Supply Chain Management and Business Management Knowledge Analysis ModelIntroduction:Supply chain management (SCM) and business management are two crucial aspects of a company's success and growth. SCM involves the coordination and management of all activities involved in buying, producing, and delivering products or services to customers. On the other hand, business management encompasses the planning, organizing, and controlling of all business operations to achieve organizational goals. This article aims to analyze the key knowledge areas within SCM and business management, highlighting their importance and interdependence.1. Supply Chain Management Knowledge Areas:1.1 Logistics Management:Logistics management focuses on the movement of goods and materials from suppliers to customers. It involves the transportation, warehousing, inventory control, and order fulfillment processes. Efficient logistics management ensures timely delivery, reduces costs, and enhances customer satisfaction.1.2 Procurement and Supplier Management:This knowledge area involves the selection, evaluation, and management of suppliers to ensure the reliable and cost-effective supply of materials or services. It includes activities such as sourcing, negotiation, contract management, and supplierperformance measurement.1.3 Demand Planning and Forecasting:Demand planning and forecasting involve the estimation of future customer demand for products or services. It helps in the optimization of inventory levels, production planning, and resource allocation. Accurate forecasting reduces stockouts, minimizes inventory carrying costs, and improves customer service.1.4 Inventory Management:Inventory management encompasses the control and optimization of inventory levels to meet customer demands while minimizing holding costs. It includes inventory classification, safety stock determination, replenishment strategies, and utilization of advanced inventory management techniques like just-in-time (JIT) and economic order quantity (EOQ).1.5 Risk Management:Supply chain risk management involves identifying, assessing, and mitigating risks associated with supply chain operations. It includes evaluating risks related to supplier reliability, demand volatility, transportation disruptions, natural disasters, and geopolitical factors. Effective risk management helps in minimizing potential disruptions and ensuring business continuity.2. Business Management Knowledge Areas:2.1 Strategic Planning:Strategic planning involves setting the long-term goals and direction of the company. It includes analyzing internal andexternal factors, conducting market research, defining the company's mission and vision, and formulating strategies to achieve competitive advantage. Strategic planning provides a roadmap for decision-making and resource allocation.2.2 Financial Management:Financial management focuses on the efficient utilization and allocation of financial resources within the company. It includes budgeting, financial analysis, cash flow management, and capital investment decisions. Effective financial management ensures profitability, liquidity, and sustainability of the business.2.3 Organizational Behavior:Organizational behavior refers to understanding individual and group dynamics within the company. It includes topics like motivation, leadership, communication, team dynamics, and organizational culture. Understanding and managing organizational behavior promotes employee engagement, productivity, and effective teamwork.2.4 Marketing and Sales Management:Marketing and sales management involves the identification of target markets, development of marketing strategies, and implementation of promotional activities to achieve sales objectives. It includes market research, product development, pricing, distribution, and customer relationship management. Effective marketing and sales management drive customer acquisition, retention, and revenue generation.2.5 Operations Management:Operations management focuses on the design, control, and improvement of production processes to deliver products or services efficiently. It includes capacity planning, production scheduling, quality management, and continuous process improvement. Effective operations management increases productivity, reduces costs, and ensures customer satisfaction.Conclusion:Supply chain management and business management are interconnected and essential for the success of any company. A comprehensive knowledge analysis model helps to identify and prioritize key knowledge areas within these domains. Companies that effectively manage their supply chains and employ sound business management principles gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability.3. Interdependence between Supply Chain Management and Business Management:The interdependence between supply chain management and business management is crucial for the overall success and growth of a company. While supply chain management focuses on the operational aspects of sourcing, production, and delivery, business management provides the strategic framework and direction for these activities. The knowledge areas within both domains are interconnected and rely on each other for effective decision-making and implementation.For example, strategic planning plays a significant role in both supply chain management and business management. A company'sstrategic objectives and goals influence its supply chain strategy, such as sourcing strategies, selection of suppliers, and distribution network design. On the other hand, the company's supply chain capabilities and constraints impact its overall strategic decisions, such as market entry strategies, product differentiation, and pricing.Similarly, financial management is essential for both supply chain management and business management. Efficient financial management helps in allocating resources effectively within the supply chain, such as optimizing inventory levels, implementing cost-saving measures, and improving cash flow. It also enables the company to make informed business decisions, such as investing in new technologies or expanding into new markets.Organizational behavior plays a critical role in both domains as well. Effective communication, teamwork, and leadership within the supply chain contribute to smooth coordination and collaboration among various stakeholders. In business management, understanding organizational behavior helps in creating a positive work culture, motivating employees, and fostering innovation, thereby leading to better business performance and customer satisfaction.Marketing and sales management are interconnected with supply chain management as well. Market research and customer insights are crucial in demand planning and forecasting, which informs supply chain decisions, such as production levels, inventory management, and transportation requirements. Conversely, supply chain capabilities influence marketing and sales strategies, such as product availability, delivery speed, and customer service levels.Integration between these knowledge areas ensures alignment between supply and demand, resulting in customer satisfaction and competitive advantage.Furthermore, operations management plays a key role in both supply chain management and business management. Efficient operations management techniques, such as lean manufacturing, Six Sigma, and total quality management, improve productivity, reduce waste, and enhance product/service quality. These improvements, in turn, enhance the company's overall performance and competitiveness. Additionally, operations management principles help in optimizing supply chain processes, such as production scheduling, inventory management, and order fulfillment, leading to cost savings, shorter lead times, and improved customer satisfaction.4. Importance of Supply Chain Management and Business Management Knowledge:The knowledge areas within supply chain management and business management are crucial for companies to remain competitive, adapt to changing market dynamics, and drive overall business success. Below are the key reasons why companies should prioritize and invest in these knowledge areas:4.1 Optimal Resource Utilization:Efficient supply chain management ensures optimal utilization of resources, such as raw materials, production capacity, and transportation, resulting in cost savings and improved profitability. Likewise, effective business management helps in allocatingfinancial, human, and technological resources to their best possible use, maximizing the value generated by the company.4.2 Enhanced Customer Satisfaction:Supply chain management focuses on meeting customer demands by ensuring the availability of products/services, on-time delivery, and quick response to customer queries. This improves customer satisfaction and loyalty. Business management, meanwhile, helps in developing effective marketing and sales strategies, understanding customer preferences, and delivering superior customer service, further enhancing customer satisfaction and building long-term relationships.4.3 Risk Mitigation and Resilience:Supply chain management knowledge areas, such as risk management and procurement, help in identifying and mitigating potential risks to the supply chain, including disruptions from suppliers, transportation issues, or natural disasters. Business management complements these efforts by implementing suitable risk management strategies at the organizational level, such as diversifying revenue streams, implementing robust financial controls, and building strong relationships with key stakeholders. This ensures business continuity and resilience.4.4 Competitive Advantage:Companies that excel in supply chain management gain a competitive advantage by offering better value to customers through lower costs, higher product quality, and faster delivery. Similarly, effective business management, through strategic planning, marketing, and operations, helps companies differentiatethemselves from competitors and create unique value propositions that attract and retain customers.4.5 Innovation and Agility:Both supply chain management and business management knowledge areas foster innovation and agility within organizations. Supply chain innovation, such as implementing advanced technologies like automation, AI, and IoT, improves operational efficiency, reduces costs, and enables faster response to market changes. Business management knowledge areas, such as strategic planning and organizational behavior, help in creating a culture of innovation, driving continuous improvement, and fostering agile decision-making.Conclusion:Effective supply chain management and business management are critical for the success of any company. The knowledge areas within these domains are interconnected and mutually dependent. Companies that prioritize and invest in these knowledge areas gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability. Understanding and implementing the key principles and practices within supply chain management and business management enable companies to optimize resources, enhance customer satisfaction, mitigate risks, and leverage opportunities for innovation and competitive advantage.。

供应链管理经典案例分析一、成本控制案例分析：AAFES加强协作以降低客户成本The Army and Air ForceExchangeService(AAFES)是美国一家军事机构，主营业务是以颇具吸引力的价格向现役军人、保安人员、预备队成员、退伍军人及其家属的军用商品并提供各种服务。

AAFES将其收入的三分之二投资于提高军队士气、并支助福利和退休计划。

该机构将所赚的每一分钱都用于提高军队成员及其家属的生活质量，多年来它也一直致力于寻找创新方法以求降低运营成本。

在2007年，一个宝贵的合作机会令其非常高兴，即与同行FMWRC(FamilyandMorale, Welfare andRecreationCommand)组织共享服务模型，从而达到双赢的局面。

这两家机构拥有相同的客户群，而且产品分类也很相似。

从EuropeanTheater开始，两家机构组建了一支联合团队，调查总运输成本，并确定采购、分销和运输等环节中的合作机会。

例如，团队发现，AAFES首先将货物送达FMWRC仓库，所有货物都卸载并存储在这些仓库中，然后被分别运往各FMWRC场所。

现在，这些货物直接被运往各 FMWRC场所，省去运往FMWRC仓库的环节。

通过这类协作，两家机构通过提高运输量降低了单位交货成本，无需再运输价值为230万美元的库存，人力成本降低了80万美元。

总结：智慧的供应链具有与生俱来的灵活性。

这种供应链由一个互连网络组成，连接了供应商、签约制造商和服务提供商，它可随条件变化做出适当的调整。

为实现资源的最佳配置，未来的供应链将具备智能建模功能。

通过模拟功能，供应链管理者可以了解各种选择的成本、服务级别、所用时间和质量影响。

例如，在一项广告促销活动中，根据预先设置的业务规则和阀值，零售商系统可以分析由供应商发来的库存、产量和发货信息来确定活动期间是否会发生断货情况。

如果预测出来，系统会发通知给协调人员，并对供应链的相应组成部分进行自动处理;若预测推迟交货，它会向其他物流服务供应商发出发货请求;若数量有差异时会自动向其他供应商发出重新订购请求，从而避免严重的缺货或销售量下滑。

什么是供应链物流英语作文Supply chain logistics is the backbone of modern commerce. It involves the movement of goods from the point of origin to the point of consumption. This process requires careful planning, coordination, and execution to ensure that products reach their destination in a timely and cost-effective manner.One of the key components of supply chain logistics is transportation. Whether by road, rail, air, or sea, goods need to be transported efficiently and safely to theirfinal destination. This often involves coordinating with multiple carriers and logistics providers to ensure that products are delivered on time.Warehousing is another crucial aspect of supply chain logistics. Warehouses serve as storage facilities for goods in transit, providing a temporary home for products before they are shipped to their final destination. Effective warehouse management is essential for ensuring thatproducts are stored properly and can be easily located and retrieved when needed.Inventory management is also a critical part of supply chain logistics. It involves keeping track of stock levels, replenishing inventory as needed, and minimizing excess inventory to reduce costs. By effectively managing inventory, companies can ensure that they have the right products in the right place at the right time to meet customer demand.In conclusion, supply chain logistics plays a vitalrole in the success of businesses around the world. By carefully managing transportation, warehousing, and inventory, companies can streamline their operations, reduce costs, and improve customer satisfaction. In today's fast-paced global economy, effective supply chain logistics is more important than ever.。

第六小组物流案例分析：沃尔玛的物流与供应链管理SAP基于全球成功经验的云计算解决方案Business ByDesign是基于云计算和SaaS的一体化解决方案..IBM供应链管理案例解决方案智慧的中型企业首选IBM解决方案,帮您突破瓶颈,快速成长,即刻下载白皮书,了解丰..百度推广.沃尔玛百货有限公司(以下简称“沃尔玛”)由美国零售业的传奇人物山姆-沃尔顿先生于1962年在阿肯色州成立。

经过四十余年的发展，沃尔玛已经成为美国最大的私人雇主和世界上最大的连锁零售商。

目前沃尔玛在全球十个国家开设了超过5000家商场，员工总数160多万，分布在美国、墨西哥、波多黎各、加拿大、阿根廷、巴西、中国、韩国、德国和英国10个国家。

每周光临沃尔玛的顾客近一亿四千万人次。

2004年沃尔玛全球的销售额达到2852亿美元，连续多年荣登《财富》杂志世界500强企业和“最受尊敬企业”排行榜。

沃尔玛的业务之所以能够迅速增长，并且成为现在非常著名的公司之一，是因为沃尔玛在节省成本以及在物流配送系统与供应链管理方面取得了巨大的成就。

苹果公司总裁乔布斯曾经说过，如果全球的IT企业只剩下三家，那一定是微软、Intel和戴尔，如果只剩下两家，将只有戴尔和沃尔玛。

这显然只是玩笑话，沃尔玛虽是零售业的翘楚，但无论如何还算不上IT企业。

不过，沃尔玛对信息技术的执着追求却是有目共睹，正是缘于此，沃尔玛低成本战略才得以屡试不爽。

一、降低成本系列方法在物流配送中心的应用稍了解沃尔玛的人都知道，低成本战略使物流成本始终保持低位，是像沃尔玛这种廉价商品零售商的看家本领。

在物流运营过程中尽可能降低成本，把节省后的成本让利于消费者，这是沃尔玛一贯的经营宗旨。

沃尔玛在整个物流过程当中，最昂贵的就是运输部分，所以沃尔玛在设置新卖场时，尽量以其现有配送中心为出发点，卖场一般都设在配送中心周围，以缩短送货时间，降低送货成本。

沃尔玛在物流方面的投资，也非常集中地用于物流配送中心建设。

(全解版)供应链管理架构英文版Comprehensive Guide to Supply Chain Management ArchitectureIn today's fast-paced business environment, effective supply chain management is crucial for the success of any organization. A well-designed supply chain management architecture can help streamline operations, reduce costs, and improve overall efficiency.Understanding Supply Chain ManagementSupply chain management involves the coordination of activities such as procurement, production, distribution, and logistics to ensure the smooth flow of goods and services from suppliers to customers. An effective supply chain management architecture is essential for optimizing these processes.Key Components of Supply Chain Management Architecture1. Procurement: This involves sourcing raw materials or products from suppliers. An efficient procurement process is essential for ensuring timely delivery and quality control.2. Production: The production process involves transforming raw materials into finished goods. An effective production architecture should focus on maximizing efficiency and minimizing waste.3. Distribution: Distribution is the process of delivering finished goods to customers. An optimized distribution network can help reduce lead times and improve customer satisfaction.4. Logistics: Logistics involves the planning, coordination, and execution of the movement of goods. A well-designed logistics architecture can help reduce transportation costs and improve delivery times.Benefits of a Well-Structured Supply Chain Management Architecture1. Cost Efficiency: An optimized supply chain management architecture can help reduce costs associated with procurement, production, and distribution.2. Improved Customer Service: By streamlining operations and reducing lead times, a well-structured architecture can improve customer satisfaction.3. Risk Mitigation: Effective supply chain management can help identify and mitigate potential risks such as supply chain disruptions or quality issues.Implementing Supply Chain Management ArchitectureWhen implementing a supply chain management architecture, it is essential to consider factors such as technology, organizational structure, and collaboration with suppliers and partners. Continuous monitoring and optimization are also key to ensuring the success of the architecture.In conclusion, a well-designed supply chain management architecture is essential for the success of any organization. By focusing on key components such as procurement, production, distribution, and logistics, businesses can optimize their operations and achieve cost savings and improved customer satisfaction.。

物流案例概括英文作文英文：Logistics is an essential part of any business that involves the movement of goods from one place to another. I have had several experiences with logistics, both as a customer and as a business owner, and I can say that it can make or break a business.As a customer, I once ordered a product online and paid for express shipping. However, the product arrived two weeks later than the estimated delivery date. The delay caused a lot of inconvenience for me, and I had to cancel some plans because I did not receive the product on time. This experience taught me the importance of choosing a reliable logistics provider.As a business owner, I have faced several challenges with logistics. One of the biggest challenges is ensuring that the products are delivered to the customers on timeand in good condition. To overcome this challenge, I have implemented several measures, such as using a reputable logistics provider, tracking the shipments, and providing timely updates to the customers.Another challenge that I have faced is managing the logistics costs. Shipping costs can add up quickly, especially for businesses that ship large volumes of products. To manage the costs, I have negotiated with the logistics providers for better rates, optimized the packaging to reduce the weight and volume of the shipments, and explored alternative shipping methods such as sea freight.Overall, logistics is a critical aspect of any business, and it requires careful planning, execution, and management. It is essential to choose a reliable logistics provider, track the shipments, and manage the costs to ensure thatthe products are delivered to the customers on time and in good condition.中文：物流是涉及货物从一个地方到另一个地方的任何业务的重要组成部分。

物流与供应链管理案例分析
案例1：太平洋龙虾公司的物流与供应链管理
太平洋龙虾公司（Pacific Lobster Co.）位于加利福尼亚州，其主要业务是批发各类新鲜和冷冻龙虾。

该公司运营海洋金枪鱼到大型餐厅，烹饪连锁店，连锁超市，大型机构和其他客户。

太平洋龙虾公司的供应链管理系统涵盖了采购，仓储，物流，销售和服务，以及以客户为中心的技术，营销和支持服务。

其采购系统可以根据客户的要求，以最优化的价格和质量订购本地和国际龙虾。

该公司实施了货物追踪系统，可以直接显示仓库库存，跟踪采购订单和发货，以确保仓库有足够的供应。

当仓库库存低于一些阈值时，系统可以自动发出采购订单，以保证仓库库存水平的稳定。

太平洋龙虾公司的物流管理采用计算系统，以改善它在物流过程中的效率。

它们采用最新技术，如全球定位系统（GPS），监控货物在贸易网络中的状态，并及时更新客户信息，确保交付客户所需的产品。

该公司还运用先进的物流设施，如货架，冷藏库等，以最大限度地减少物流成本。

太平洋龙虾公司还实施了一个客户服务系统，以确保及时响应客户的请求和投诉。

Ngee Ann Polytechnic School of Business & Accountancy Logistics Management CourseSUPPLY CHAIN MANAGEMENTCase studyThe Big China StoreN0000337FShen PengfeiT3L4Management10. As a Lott Global executive, what risks would need to be evaluated prior to deciding whether to accept the proposed seven-year contract? The set-up and implementation schedule is tight and will provide many challenges. The most immediate are:The scale of change management required in BCS to transition from store ordering to central ordering.The staged implementation of the WMS IT application that must be capable of supporting the revised retail process, while being Chinese-localized.The limited site options, as most facilities are traditional flat warehouses built for non-system-aided operations.The longer time it will take to build a new DC rather than acquiring an existing building.The fact that BCS is very price-conscious and wishes to buy on price rather than any other criteria.The selection of a suitable WMS application has also become a challenge.11. Should an LSP accept new business that may not be profitable, but which enhances its reputation in the market? If so, will it put contracts with other clients at risk if the new business fails?I think the LSP should accept this new business, though the business only can guarantee to enhance its reputation rather than make profit in the market.As a Logistics Service Provider (Lott), the reputation of the logistics industry is o ne of the most important factors on influencing the customer’s decision on whi ch 3PL will be selected.In addition, a good supply chain relationship with BCS is also an opportunity to extend business to other companies in China market.If the new business fails, there is no doubt that it will be at risk on putting contr acts with other clients. In capital cost aspect, the BSC will responsible for all of i t, therefore, Lott won’t be affected by loss of capital. However, Lott’s reputatio n in logistics industry will be influenced by failure of the business, which will bl ock their progress on entering China market.12. Discuss the cultural challenges that may arise as the project is implemented and how they might affect the logistical performance ofthe project.The main problems1 unbalanced developmentIn real practice, some key works or good projects, corporate culture has been a high degree of attention, the company actively implemented in these areas of enterprise culture, developed and implemented outline thecriteria specified cultural construction projects, vigorous and resolute, and effective measures to regulate place, and forceful, effective, cultural construction did very well, but in small projects, poor projects, corporate culture has been ignored, slow, standards are not high, there is no practical results.2 solid enough workAlthough embodiments have a good approach, but some projects didnot able to reflect the corporate culture of the specificmanagement work, resulting in the cultural construction of the project and the actual management of the project there is a considerable degreeof mismatch phenomenon. In addition, some projects just workarrangements made general requirements, the lack of assessment and evaluation system, implementation of work rather difficult.Affect the logistical performance of the projectFrom the long-term development, logistics and corporate culture for a logistics enterprise to grow and play a more significant role, although this effect often looks not very straightforward, but in the subtle to be effective, the development of logistics enterprises is the most persistent determinants. Because the logistics enterprise culture is the core of logistics enterprises concerned members ideas, which determines the logistics enterprise members of thinking and behavior, so good corporate culture logistics enterprises can fully discover the potential of each member, inspire them morale. Meanwhile, the logistics enterprise culture as a spiritual force, is bound up with the logistics enterprises invisible pillars, when the team of logistics management trends, it is the logistics enterprise bonds of solidarity, the communication channels within a team or between teams mutual understanding of the “common language.” Therefore, a good logistics company culture in place, it brings the group 's wisdom, the spirit of collaboration , fresh vitality , which is equivalent to the deep structure of the logistics enterprises in the "loaded" on a full horsepower engine , continuously available to the logistics business innovation and progressive spiritual power.13. Discuss the impact of the decision by BCS to select a less-than-optimum distribution facility and buy equipment on thebasis of lowest price. From the perspective of Lott Global, how would you seek to influence BCS to make future buying decisions based on other criteria?Lott needs to act fast and develop creative solutions to overcome these pressures. After an extensive search, few suitable warehouses are found and the cost is not acceptable for either the existing racked DC or a new facility. The final selection is therefore a warehouse that has been used to store bagged grain. The facility consists of a row of 5 x 2000 m2 buildings, each divided into two halves by a firewall, creating ten spaces of 1000 m2 each. The dear height is 5 m. It has been decided to take only three warehouses for the first stage, which total 6000 m2. The remaining two warehouses can be rented at a later stage.14. What metrics would you use to measure success of the training program for staff at the distribution facility?1. Determine needs of personnelDemand for talent is mainly based on two aspects of the situation to determine. First, the company's new store opening program. According opening plan, the company needs to determine the appropriate personnel; Second, dynamic talent needs. Company personnel may result of staff turnover, talent promotion, redeployment, corporate development departments etc. addendum vacancies arise. According to the above two cases, HR statistics entire company needs talent.2. Determine the source of talentSource of talent in two ways; one is the internal competition, selection. Through the company's existing human resources in the selection of personnel needs to achieve, can stimulate the potential of employees, improve employee motivation, and selection of talent but also a better understanding of the company's situation, which is easier to integrate into the entire team . Another way is external recruitment. Needs through the recruitment and selection of personnel for the company, in time to meet the company's talent needs, and enables the company to obtain more fresh concepts and methods.3. Ways of trainingTraining of personnel in the following ways, one for job training , on the job training in higher level managers work guidance , which is one of the most direct and rapid increases in their job skills , and accumulated experience in the industry approach to training ; First in different positions , different areas of practice, through this way , cultivating high-level managers ; First, in accordancewith the requirements of its professional quality training to improve their professional quality , management skills.15. Develop the change management approach for transitioning the DC staff to think and behave as operational staff of a growing and successful commercial enterprise.1. service programWe usually work, you feel there is cumbersome work flow, to know that in our complex processes at the same time, the customer will feel our work is not efficient, can we work to ensure the correctness of the premise, slightly streamline workflow, or is not continuous actions are divided into steps simultaneously to ensure the shortest possible time, to the best quality service to complete the work.2. customer psychologyWhen we buy something at the mall , when you feel service than the service to wait before the wait much longer , anxious and eager to make the wait becomes unbearable , do not wait more than ascertain the knowledge, limited to wait long , alone wait uncomfortable than collective , also , in our delivery service carried out when our customers there will still be the issue of this series , when we empathy for each other's point of view to deal with the problem and they will get understanding and respect for the customer , so that customers will have such an idea : the higher the value the more worth the wait service .3. Technology ApplicationsAdopt more high-tech means of modern logistics , a relatively high degree of information technology , communications convenient, fast , so you can improve service efficiency , provide consistent service , increasing service options, providing personalized service , extended standby time. When we conducted the service, you can take advantage of this feature , for example: in the face of poor road conditions , traffic jams, when it snows , we can make a phone call to the customer , inform each other of current status , which may result in the delay time apologize and ask the customer less impatient , waiting patiently .This would not exist because customers anxiously awaiting the result of complaints , the same , customers will feel good about our dedication , to facilitate future communication and work.。

《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 when enterprises attach importance to complicated management, as well as when forecast-driven business model transforms into demand-driven business model. Also, this book elaborates how to gives enterprises dominating and competitive superiority with effective logistics and supply chain management.Chapter1 Logistics, the supply chain and competitive strategy1.1 Supply chain management is a wider concept than logisticsOne goal of supply chain management might be to reduce or eliminate the buffers of inventory that exist between organizations in a chain through the sharing of information on demand and current stock levels. This is the concept of ‘Co-Managed Inventory’ (CMI).The focus of supply chain management is upon the management of relationships in order to achieve a more profitable outcome for all parties in the chain. This brings with it some significant challenges since there may be occasions when the narrow self-interest of one party has to be subsumed for the benefit of the chain as a whole.1.2 Competitive advantageAt its most elemental, commercial success derives from either a cost advantage or a value advantage or, ideally, both. It is as simple as that – the most profitable competitor in any industry sector tends to be the lowest cost producer or the supplier providing a product with the greatest perceived differentiated values.A useful way of examining the available options is to present them as a simple matrix.Value advantageCost advantageTo summarize, those organizations that will be the leaders in the markets of the future will be those that have sought and achieved the twin peaks of excellence: they have gained both cost leadership and service leadership.1.3 The supply chain becomes the value chainOrganizations should look at each activity in their value chain and assess whether they have a real competitive advantage in the activity. If they do not, the argument goes, then perhaps theyshould consider outsourcing that activity to a partner who can provide that cost or value advantage.1.4 The mission of logistics managementThe scope of logistics spans the organization, from the management of raw materials through to the delivery of the final product.The last decade has seen the rapid introduction of flexible manufacturing systems (FMS), of new approaches to inventory based on materials requirements planning (MRP) and just-in-time (JIT) methods and, perhaps most important of all, a sustained emphasis on total quality management (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 strategy and within them the vectors of strategic direction: cost and value advantage. Vertically integrated businesses continue to be dismembered, refocused and 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, new competitive pressures are demanding speed and flexibility, which themselves require greater openness and trust. In fact the ability to manage process innovation and integration are becoming as important capabilities as product innovation.Chapter2 T Logistics and customer value2.1 Delivering customer valueQuality × ServiceCustomer value = ––––––––––––––––Cost × TimeQuality: The functionality, performance and technical specification of the offer.Service: The availability, support and commitment provided to the customer.Cost: The customer’s transaction costs including price and life cycle 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 examined under 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 marketingConsumer franchise * Customer franchise * Supply chain efficiency = Marketing effectiveness•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 concept of the ‘lifetime value’ of a customer. The lifetime value of a customer is calculated as follows:Lifetime value = Average transaction value× Yearly frequency of purchase× Customer ‘life expectancy’A prime objective of any customer service strategy should be to enhance customer retention.2.5 Market-driven supply chainsNow, instead of designing supply chains from the ‘factory outwards’ the challenge is to design them from the ‘customer backwards’ his new perspective sees the consumer not at the end of the supply chain but at its start. In effect this is the philosophical difference between supply chain management and what more properly might be called ‘demand chain management’.1.Identify value segments What do our customers value?2.Define the value proposition How do we translate these requirements into an offer?3.Identify the market winners What does it take to succeed in this market?4.Develop the supply chain strategy How do we deliver against this proposition?2.6 Defining customer service objectivesThe whole purpose of supply chain management and logistics is to provide customers with the level and quality of service that they require and to do so at less cost to the total supply chain. The perfect order is achieved when the customer’s service requirements are met in full.To calculate the actual service level using the perfect order concept requires performance on each element to be monitored and then the percentage achievement on each element to bemultiplied together.2.7 Setting customer service prioritiesQuadrant 1: Seek cost reductions2: Provide high availability3: Review4: Centralized inventory2.8 Setting service standardssome of the key areas where 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 superior customer value and logistics processes provide the means by which customer service is delivered. Logistics management can play a key role in enhancing customer lifetime value through increasing customer satisfaction and enhanced customer retention. To achieve this will require the development of a market-driven logistics strategy and the redefinition of service objectives based upon customers’ specific requirements. ‘Perfect order’ achievement should form the basis for the measurement of service performance and the creation of service standard.Chapter3 Measuring logistics costs and performance3.1 Logistics and the bottom lineProfit Profit SalesROI = –––––––––––––––– This ratio can be further expanded: ROI = –––––– × –––––––––––Capital employed Sales Capital employed It 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 to gain improvement on ROI one or other, or both, of these ratios must increase. Typically many companies will focus their main attention on the margin in their attempt to driveup ROI, yet it can often be more effective to use the leverage of improved capital turnover to boost ROI.3.2 Customer profitability analysisBuildDanger zoneCost engineerProtectChapter4 Creating the responsive supply chain4.1 Product ‘push’ versus demand ‘pull’whilst independent demand may be forecast using traditional methods, dependent demand must be calculated, based upon the demand at the next level in the logistics chain.4.2 The foundations of agilityBusiness process re-engineering (BPR) is the term frequently applied to the activity of simplifying and reshaping the organizational processes with the goal of achieving the desired outcomes in shorter time-frames at less cost. Many processes in the supply chain are lengthy because the constituent activities are performed in ‘series’, i.e. in a linear, ‘one after the other’ way. It is often possible to re-engineer the process so that those same activities can be performed ‘in parallel’, i.e. simultaneously.Postponement refers to the process by which the commitment of a product to its final form or location is delayed for as long as possible. When decisions on the final configuration or pack have to be made ahead of demand there is the inevitable risk that the products that are available are not the ones the customer wants.The philosophy of postponement ideally would begin on the drawing board so that products are designed with late configuration in mind. The longer that products can remain as generic ‘work in progress’ then the more flexibility there will be to ensure the ‘right product 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 elapsed time from order to delivery. Clearly this is a crucial competitive variable as 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 convert an order into cash and, indeed, the total time that working capital is committed from when materials are first procured through to when the 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 its throughput efficiency, which can be measured as: Value-added time *100End-to-end pipeline timeThroughput efficiency can be as low as 10 per cent, meaning that most time 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 up response times and to reduce supply chain cost. The key to achieving these dual goals is through focusing on the reduction of non-value-adding time – and particularly time spent as inventory. Whereas in the past logistics systems were very dependent upon a forecast, with all the problems that 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 function Co-ordination functionDatabaseCustomer service communication function Control function6.2 Implications for logisticsThe basic principle of synchronization is to ensure that all elements of the chain act as one and hence there must be early identification of shipping 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 materials flow becomes a crucial issue.The idea of ‘stockless distribution centres’ or ‘cross-docking’ enables a more frequent and efficient replenishment of product from manufacture to individual stores.6.3 ‘Quick response’ logisticsWhat has made QR possible is the development of information technology and in particular the rise of Internet-enabled data exchange, bar coding, the use of electronic point of sale (EPOS) systems with laser scanners and so on.Quick responseLess inventory required Reduced lead timesLess pipeline inventoryLess safety stock Reduced forecasting errorSummary:The key to supply chain responsiveness is synchronization. Synchronization implies that each entity in the network is closely connected to the others and that they share the same information. In the past there was often limited visibility, either upstream or downstream, meaning that organizations were forced to act independently, making their own forecasts, and, as a result, inevitably 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 the process of monitoring the planned sequence of activities along a supply chain 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 the supply 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 should examine 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 improve supply chain risk management proceduresSummary:All the evidence indicates that as markets become more volatile and the business environment more turbulent, so supply chains become more vulnerable to disruption. Not all of the risk to supply chain continuity is external. Significant risk can be created as a result of management decisions that are taken on supply chain design and strategy.Chapter9 Overcoming the barriers to supply 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 to create value for our customers?’The four elements of logistics-derived customer value highlighted previously are ‘Better, Faster, Cheaper, Closer’ and the criterion for a good logistics vision statement is that it should provide the roadmap for 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 continuous measurement of the company’s products, services, processes and practices against the standards of best competitors and other companies who are recognized as leaders. The measures that are chosen for the comparison must directly or indirectly impact upon customers’ evaluation of the company’s performance.Identifying logistics performance indicatorsThe idea behind the balanced scorecard is that there are a number of key performance indicators – most of them probably non-financial measures – that will provide management with a better means of meeting strategic goals than the more traditional financially oriented 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 integrated with upstream suppliers and downstream customers. Many companies are impeded in their attempts to become more agile and responsive because of an entrenched functional structure. They manage functions rather than processes and hence have a fragmented approach to the marketplace. It is also difficult for such firms to contemplate external integration when they lack internal integration.Chapter10 Entering the era of network 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 a range of logistics activities for their clients. They might operate distributioncentres, manage the delivery of the product through their transport fleets or undertake value-adding services such as re-packing.The fourth-party logistics service provider was that because modern supply networks are increasingly global and certainly more complex, the capabilities to manage the network probably do not exist in any one organization. In such situations, there is a need for an organization who can use its knowledge of supply chains and specialist third-party service providers to manage and integrate the complete end-to-end supply chain.The 4PL™ would assemble a coalition of the ‘best of breed’ service providers and – using its own information systems capability – ensure a cost-effective and sustainable supply chain solution.Whether the 4PL™ be a joint venture or some other model there are four 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。

案例1 沃尔什果汁公司
沃尔什果汁公司（Walsh’s Juice Company）使用葡萄原汁制造3种产品：瓶装果汁、冷冻浓缩汁和果冻。

公司从五大湖附近的3家葡萄园购买葡萄汁。

葡萄在葡萄园采摘下来后，马上在葡萄园的工厂里加工成葡萄汁，储存于冷冻罐中。

葡萄汁随后运输到位于弗吉尼亚、密歇根、田纳西和印第安纳的4个工厂，在那里被制成瓶装果汁，冷冻浓缩汁和果冻。

在收获季节，葡萄园的出产每个月都不同，每个工厂的加工能力也都有差异。

在特定的月份，纽约的葡萄园可以出产葡萄原汁1400吨，而俄亥俄和宾西法尼亚的葡萄园可以出产1700和1100吨。

弗吉尼亚的工厂每个月处理葡萄原汁的能力是1200吨，密歇根、田纳西和印第安纳工厂的处理能力分别为1100、1400和1400吨。

从葡萄园到工厂运输葡萄原汁的成本如表1：
表1（单位：美元）
每个工厂的新旧程度、设备情况、工资水平都不同，所以加工每吨每种产品的成本也就有如表2所示的不同：
表2（单位：美元）
这个月公司要在4个工厂总共生产1200吨瓶装果汁、900吨浓缩果汁和700吨果冻。

然而浓缩汁的加工过程会导致果汁脱水，果冻的加工工序需要蒸煮使水分蒸发。

加工1吨冷冻浓缩汁需要2吨原汁，1吨果冻需要1.5吨原汁，1吨果汁需要1吨原汁。

沃尔什管理者需要决定从每个葡萄园运输多少吨原汁到每个工厂，每个工厂需要加工每一种产品多少吨。

因此，需要一个包括运输和生产两方面的模型。

需要包括从葡萄园到工厂的运输成本和生产成本的总成本最小的解。

请帮助沃尔什建立线性规划模型并用计算机求解，从而解决这一问题。