01 CONFIGURING OF SUPPLY CHAIN NETWORKS BASED ON CONSTRAINT SATISFACTION, GENETIC AND FUZZY

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文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copyexcerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!Supply chain relationships are super important. It'slike a web that connects everything. Suppliers, manufacturers, distributors, and customers they all depend on each other. Without a good supply chain, things can get really messed up.In a supply chain, communication is key. Everyone needs to be in the loop. If there's a problem at one end, it can cause a ripple effect throughout. It's like a domino effect.And trust is crucial too. If you don't trust your suppliers or partners, it can lead to all sorts of issues. You need to be able to rely on them to do their job right.Then there's the issue of efficiency. You want the supply chain to move smoothly and quickly. Any delays or bottlenecks can cost time and money. It's all about keeping things flowing.Sometimes there are unexpected challenges. Like a natural disaster or a sudden change in the market. You have to be able to adapt and adjust quickly to keep the supply chain going.。

Supply Chain Management, 5e (Chopra/Meindl)Chapter 5 Network Design in the Supply Chain5.1 True/False Questions1) Supply chain network design decisions include the location of manufacturing, storage, or transportation-related facilities and the allocation of capacity and roles to each facility. Answer: TRUEDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainAACSB: Analytic SkillsLearning Outcome: Compare common approaches to supply chain design2) Decisions concerning the role of each facility are significant because they determine the amount of rigidity the supply chain has in changing the way it meets demand.Answer: FALSEDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainAACSB: Analytic SkillsLearning Outcome: Compare common approaches to supply chain design3) Facility location decisions have a long-term impact on a supply chain's performance because it is cost effective to shut down a facility or move it to a different location.Answer: FALSEDiff: 1Topic: 5.1 The Role of Network Design in the Supply ChainAACSB: Analytic SkillsLearning Outcome: Compare common approaches to supply chain design4) Capacity allocation decisions have a significant impact on supply chain performance because they tend to stay in place for several years.Answer: TRUEDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainAACSB: Analytic SkillsLearning Outcome: Compare common approaches to supply chain design5) The allocation of supply sources and markets to facilities has a significant impact on performance because it affects total production, inventory, and transportation costs incurred by the supply chain to satisfy customer demand.Answer: TRUEDiff: 1Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design6) The allocation of supply sources and markets to facilities does not need to be reconsidered ona regular basis so that the allocation can be changed as market conditions or plant capacities change.Answer: TRUEDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design7) Network design decisions have a significant impact on performance because they determine the supply chain configuration and set constraints within which inventory, transportation, and information can be used to either decrease supply chain cost or increase responsiveness. Answer: TRUEDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design8) Firms focusing on cost leadership tend to find the lowest cost location for their manufacturing facilities, but only if that means locating very far from the markets they serve.Answer: FALSEDiff: 1Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design9) If production technology displays significant economies of scale, many local locations are the most effective.Answer: FALSEDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design10) If facilities have lower fixed costs, many local facilities are preferred because this helps lower transportation costs.Answer: TRUEDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design11) If the production technology is very inflexible and product requirements vary from one country to another, a firm has to set up local facilities to serve the market in each country. Answer: TRUEDiff: 3Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design12) If the technology is flexible, it becomes more difficult to consolidate manufacturing in a few large facilities.Answer: FALSEDiff: 3Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design13) Tariffs have a minor influence on location decisions within a supply chain.Answer: FALSEDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design14) High tariffs lead to more production locations within a supply chain network, with each location having a lower allocated capacity.Answer: TRUEDiff: 3Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design15) When designing supply chain networks, companies must build appropriate flexibility to help counter fluctuations in exchange rates and demand across different countries.Answer: TRUEDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design16) Inventory and facility costs increase as the number of facilities in a supply chain increase. Answer: TRUEDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design17) Transportation costs increase as the number of facilities is increased.Answer: FALSEDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design18) A firm may increase the number of facilities beyond the point that minimizes total logistics cost to improve the response time to its customers.Answer: TRUEDiff: 1Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design19) When faced with a network design decision, the goal of a manager is to design a network that minimizes the firm's costs while satisfying customer needs in terms of demand and responsiveness.Answer: FALSEDiff: 3Topic: 5.3 Framework for Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design20) The supply chain network is designed to maximize total profits, taking into account the expected margin and demand in each market, various logistics and facility costs, and the taxes and tariffs at each location.Answer: TRUEDiff: 1Topic: 5.3 Framework for Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design21) Decisions concerning the role of each facility are significant because they determine the amount of flexibility the supply chain has in changing the way it meets demand.Answer: TRUEDiff: 1Topic: 5.1 The Role of Network Design in the Supply ChainAACSB: Analytic SkillsLearning Outcome: Compare common approaches to supply chain design22) Network design decisions have a significant impact on performance because they determine the supply chain configuration and set constraints within which the other supply chain drivers can be used either to decrease supply chain cost or to increase responsiveness.Answer: TRUEDiff: 1Topic: 5.1 The Role of Network Design in the Supply ChainAACSB: Analytic SkillsLearning Outcome: Compare common approaches to supply chain design23) If facilities have higher fixed costs, many local facilities are preferred because this helps lower transportation costs.Answer: FALSEDiff: 1Topic: 5.2 Factors Influencing Network Design DecisionsAACSB: Analytic SkillsLearning Outcome: Compare common approaches to supply chain design5.2 Multiple Choice Questions1) Supply chain network design decisions includeA) only the location of manufacturing, storage, or transportation-related facilities.B) only the allocation of capacity and roles to each facility.C) both the location of manufacturing, storage, or transportation-related facilities and the allocation of capacity and roles to each facility.D) neither the location of manufacturing, storage, or transportation-related facilities nor the allocation of capacity and roles to each facility.E) none of the aboveAnswer: CDiff: 1Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design2) Supply chain network design decisions classified as facility role are concerned withA) what processes are performed at each facility.B) where facilities should be located.C) how much capacity should be allocated to each facility.D) what markets each facility should serve and which supply sources should feed each facility.E) none of the aboveAnswer: ADiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design3) Supply chain network design decisions classified as facility location are concerned withA) what processes are performed at each facility.B) where facilities should be located.C) how much capacity should be allocated to each facility.D) what markets each facility should serve and which supply sources should feed each facility.E) none of the aboveAnswer: BDiff: 1Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design4) Supply chain network design decisions classified as capacity allocation are concerned withA) what processes are performed at each facility.B) where facilities should be located.C) how much capacity should be allocated to each facility.D) what markets each facility should serve and which supply sources should feed each facility.E) none of the aboveAnswer: CDiff: 1Topic: 5.1 The Role of Network Design in the Supply Chain5) Supply chain network design decisions classified as market and supply allocation are concerned withA) what processes are performed at each facility.B) where facilities should be located.C) how much capacity should be allocated to each facility.D) what markets each facility should serve and which supply sources should feed each facility.E) none of the aboveAnswer: DDiff: 1Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design6) Decisions concerning the role of each facility are significant becauseA) they determine the amount of flexibility the supply chain has in demanding change.B) they determine the amount of flexibility the supply chain has in changing the way it meets demand.C) they determine the amount of capacity the supply chain has in changing the way it meets demand.D) they determine the amount of inventory the supply chain has in demanding change.E) None of the above are true.Answer: BDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design7) Facility location decisions have a long-term impact on a supply chain's performance becauseA) it is very expensive to shut down a facility or move it to a different location.B) it is not expensive to shut down a facility or move it to a different location.C) it is advisable to shut down a facility or move it to a different location.D) it is cost effective to shut down a facility or move it to a different location.E) none of the aboveAnswer: ADiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design8) Capacity allocation decisions have a significant impact on supply chain performance becauseA) capacity decisions tend to be permanent.B) capacity decisions tend to be changed frequently.C) capacity decisions do not tend to stay in place for several years.D) capacity decisions tend to stay in place for several years.E) none of the aboveAnswer: DDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design9) Allocating too much capacity to a location results inA) permanent damage.B) poor utilization, and as a result, higher costs.C) high utilization, and as a result, higher costs.D) poor utilization, and as a result, lower costs.E) high utilization, and as a result, lower costs.Answer: BDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design10) Allocating too little capacity results inA) temporary damage.B) good responsiveness if demand is not satisfied or low cost if demand is filled from a distant facility.C) good responsiveness if demand is not satisfied or high cost if demand is filled from a distant facility.D) poor responsiveness if demand is not satisfied or low cost if demand is filled from a distant facility.E) poor responsiveness if demand is not satisfied or high cost if demand is filled from a distant facility.Answer: EDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design11) The allocation of supply sources and markets to facilities has a significant impact on performance becauseA) it cannot affect total production, inventory, and transportation costs incurred by the supply chain to satisfy customer demand.B) it cannot affect customer demand.C) it affects total production, inventory, and transportation costs incurred by the supply chain to satisfy customer demand.D) it cannot satisfy customer demand.E) none of the aboveAnswer: CDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design12) The allocation of supply sources and markets to facilities should be reconsidered on a regular basis so thatA) the allocation can be held constant as market conditions or plant capacities expand.B) the allocation can be changed as market conditions or plant capacities stagnate.C) the allocation can be held constant as market conditions or plant capacities change.D) the allocation can be changed as market conditions or plant capacities change.E) none of the aboveAnswer: DDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design13) Network design decisions have a significant impact on performance because theyA) determine the supply chain configuration.B) determine the supply chain conflagration.C) set constraints within which inventory, transportation, and information can be used to either decrease supply chain cost or increase responsiveness.D) set constraints within which inventory, transportation, and information can be used to either increase supply chain cost or decrease responsiveness.E) A and C onlyAnswer: EDiff: 3Topic: 5.1 The Role of Network Design in the Supply Chain14) Customer order entry isA) the point in time when the customer has access to choices and makes a decision regarding a purchase.B) the customer informing the retailer of what they want to purchase and the retailer allocating product to the customer.C) the process where product is prepared and sent to the customer.D) the process where the customer receives the product and takes ownership.E) none of the aboveAnswer: BDiff: 2Topic: 5.1 The Role of Network Design in the Supply ChainLearning Outcome: Compare common approaches to supply chain design15) Which of the following is not a factor influencing network design decisions in supply chains?A) Strategic factorsB) Tactical factorsC) Macroeconomic factorsD) Political factorsE) Infrastructure factorsAnswer: BDiff: 2Topic: 5.1 The Role of Network Design in the Supply Chain16) Firms focusing on cost leadership tend toA) locate facilities close to the market they serve.B) locate facilities very far from the market they serve.C) find the lowest cost location for their manufacturing facilities.D) select a high-cost location to be able to react quickly.E) none of the aboveAnswer: CDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design17) Firms focusing on responsiveness tend toA) locate facilities close to the market they serve.B) locate facilities very far from the market they serve.C) find the lowest cost location for their manufacturing facilities.D) select a high-cost location to be able to react slowly.E) none of the aboveAnswer: ADiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design18) Which of the following is not one of Kasra Ferdows' classifications of possible strategic roles for various facilities in a global supply chain network?A) Offpost facilityB) Source facilityC) Server facilityD) Contributor facilityE) Outpost facilityAnswer: ADiff: 2Topic: 5.2 Factors Influencing Network Design Decisions19) A facility that serves the role of being a low-cost supply source for markets located outside the country where the facility is located isA) an offshore facility.B) a source facility.C) a server facility.D) a contributor facility.E) an outpost facility.Answer: ADiff: 2Topic: 5.2 Factors Influencing Network Design Decisions20) A facility that also has low cost as its primary objective, but its strategic role is broader than that of an offshore facility isA) an offshore facility.B) a source facility.C) a server facility.D) a contributor facility.E) an outpost facility.Answer: BDiff: 2Topic: 5.2 Factors Influencing Network Design Decisions21) A facility built because of tax incentives, local content requirement, tariff barriers, or high logistics cost to supply the region from elsewhere with the objective to supply the market where it is located isA) an offshore facility.B) a source facility.C) a server facility.D) a contributor facility.E) an outpost facility.Answer: CDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design22) A facility located primarily to obtain access to knowledge or skills that may exist within a certain region isA) an offshore facility.B) a source facility.C) a server facility.D) a contributor facility.E) an outpost facility.Answer: EDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design23) A facility that serves the market where it is located but also assumes responsibility for product customization, process improvements, product modifications, or product development isA) an offshore facility.B) a source facility.C) a server facility.D) a contributor facility.E) an outpost facility.Answer: DDiff: 2Topic: 5.2 Factors Influencing Network Design Decisions24) A facility that creates new products, processes, and technologies for the entire network isA) an offshore facility.B) a source facility.C) a server facility.D) a lead facility.E) an outpost facility.Answer: DDiff: 2Topic: 5.2 Factors Influencing Network Design Decisions25) Production technology displays significant economies of scale,A) many high-capacity locations are the most effective.B) few high-capacity locations are the most effective.C) few high-capacity locations are the least effective.D) few low-capacity locations are the most effective.E) few low-capacity locations are the least effective.Answer: BDiff: 2Topic: 5.2 Factors Influencing Network Design Decisions26) If facilities have lower fixed costs,A) a few high-capacity facilities are preferred because this helps lower transportation costs.B) a few local facilities are preferred because this helps lower transportation costs.C) many high-capacity facilities are preferred because this helps lower transportation costs.D) many local facilities are preferred because this helps lower transportation costs.E) one central facility is preferred because this helps lower transportation costs.Answer: DDiff: 2Topic: 5.2 Factors Influencing Network Design Decisions27) If the production technology is very inflexible and product requirements vary from one country to another, a firm has to set upA) local facilities to serve the market in each country.B) a few high-capacity facilities to serve the market in each country.C) many local facilities because this helps lower transportation costs.D) a few high-capacity facilities because this helps lower transportation costs.E) many high-capacity facilities because this helps lower transportation costs.Answer: ADiff: 3Topic: 5.2 Factors Influencing Network Design Decisions28) If the technology is flexible,A) it becomes more difficult to consolidate manufacturing in a few large facilities.B) it becomes more difficult to distribute manufacturing in many local facilities.C) it becomes easier to consolidate manufacturing in a few large facilities.D) it becomes easier to consolidate manufacturing in many local facilities.E) the firm should have one central facility.Answer: CDiff: 3Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design29) Duties that must be paid when products and/or equipment are moved across international, state, or city boundaries are referred to asA) taxes.B) tax incentives.C) tariffs.D) incentives.E) none of the aboveAnswer: CDiff: 2Topic: 5.2 Factors Influencing Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design30) If a country has very high tariffs,A) companies either do not serve the local market or set up manufacturing plants within the country to save on duties.B) companies do not serve the local market.C) companies set up manufacturing plants within the country to save on duties.D) companies will not serve the local market or set up manufacturing plants within the country to save on duties.E) companies will serve the local market by setting up regional manufacturing plants. Answer: ADiff: 2Topic: 5.2 Factors Influencing Network Design Decisions31) Developing countries often create free trade zones whereA) duties and tariffs are imposed as long as production is used primarily for export.B) duties and tariffs are imposed as long as production is used primarily for import.C) duties and tariffs are relaxed as long as production is used primarily for export.D) duties and tariffs are relaxed as long as production is used primarily for import.E) duties and tariffs are increased as long as production is used primarily for export.Answer: CDiff: 1Topic: 5.2 Factors Influencing Network Design Decisions32) Building some over-capacity in the supply chain network and making the capacity flexible allows a firm to alter production flows within the supply chain toA) produce less in facilities that have a lower cost based on current exchange rates.B) produce more in facilities that have a lower cost based on current exchange rates.C) produce more in facilities that have a higher cost based on current exchange rates.D) produce less in facilities that have the same cost based on current exchange rates.E) None of the above are accurate.Answer: BDiff: 2Topic: 5.2 Factors Influencing Network Design Decisions33) Total logistics costs are a sum of theA) inventory and facility costs.B) transportation and facility costs.C) inventory and transportation costs.D) inventory, transportation, and facility costs.E) inventory, transportation, and faculty costs.Answer: DDiff: 2Topic: 5.2 Factors Influencing Network Design Decisions34) The facilities in a supply chain network mustA) at least maximize total logistics cost.B) at least equal the number that maximizes total logistics cost.C) at least equal the number that minimizes total logistics cost.D) at least minimize total logistics cost.E) none of the aboveAnswer: CDiff: 1Topic: 5.2 Factors Influencing Network Design Decisions35) When faced with a network design decision, the goal of a manager is to design a network thatA) maximizes the firm's profits.B) minimizes the firm's costs.C) satisfies customer needs in terms of demand and responsiveness.D) maximizes the firm's profits while satisfying customer needs in terms of demand and responsiveness.E) none of the aboveAnswer: DDiff: 2Topic: 5.3 Framework for Network Design Decisions36) Which of the following is not a phase in the design of a global supply chain network?A) Define a supply chain strategyB) Define the regional facility configurationC) Select desirable sitesD) Location choicesE) Implement supply chain strategyAnswer: EDiff: 2Topic: 5.3 Framework for Network Design DecisionsLearning Outcome: Compare common approaches to supply chain design37) Which of the following is the first phase in the design of a global supply chain network?A) Define a supply chain strategyB) Define the regional facility configurationC) Select desirable sitesD) Location choicesE) Implement supply chain strategyAnswer: ADiff: 2Topic: 5.3 Framework for Network Design Decisions38) The objective of the first phase of network design is toA) maximize total profits, taking into account the expected margin and demand in each market.B) select a precise location and capacity allocation for each facility.C) select a set of desirable sites within each region where facilities are to be located.D) identify regions where facilities will be located, their potential roles, and their approximate capacity.E) specify what capabilities the supply chain network must have to support a firm's competitive strategy.Answer: EDiff: 3Topic: 5.3 Framework for Network Design Decisions39) The objective of the second phase of network design is toA) maximize total profits, taking into account the expected margin and demand in each market.B) select a precise location and capacity allocation for each facility.C) select a set of desirable sites within each region where facilities are to be located.D) identify regions where facilities will be located, their potential roles, and their approximate capacity.E) specify what capabilities the supply chain network must have to support a firm's competitive strategy.Answer: DDiff: 3Topic: 5.3 Framework for Network Design Decisions40) The objective of the third phase of network design is toA) maximize total profits, taking into account the expected margin and demand in each market.B) select a precise location and capacity allocation for each facility.C) select a set of desirable sites within each region where facilities are to be located.D) identify regions where facilities will be located, their potential roles, and their approximate capacity.E) specify what capabilities the supply chain network must have to support a firm's competitive strategy.Answer: CDiff: 3Topic: 5.3 Framework for Network Design Decisions41) It is very important that long-term consequences be thought through when making facility decisions, becauseA) network designers can use this fact to influence the role of the new facility and the focus of people working there.B) facilities last a long time and have an enduring impact on a firm's performance.C) it is astounding how often tax incentives drive the choice of location.D) the location of a facility has a significant impact on the extent and form of communication that develops in the supply chain network.E) the quality of life at selected facility locations has a significant impact on performance. Answer: BDiff: 3Topic: 5.3 Framework for Network Design Decisions42) The implications of culture should not be glossed over becauseA) tariffs and tax incentives should be carefully considered.B) facilities last a long time and have an enduring impact on a firm's performance.C) it is astounding how often tax incentives drive the choice of location.D) the location of a facility has a significant impact on the extent and form of communication that develops in the supply chain network.E) the quality of life at selected facility locations has a significant impact on performance. Answer: ADiff: 3Topic: 5.5 Making Network Design Decisions in Practice。

Logistics and Supply ChainManagement Organizations nowadays have become more conscious about staying ahead of the competition and gaining an edge in the market. Even in the most competitive market, companies, in order to ensure sustainability, in the long run, need to integrate its business process and operations so as to reach their target goals. Logistics and supply chain management is one of the keys that open the gate of success for any business. This article presents an overview of logistics management and supply chain management. We will help you in giving moredetails on Logistics and Supply Chain Management.Logistics and supply change management is used by the organizations to plan and control the activities and operations as well as coordinate amid the companies either in the same or adjacent industries. Though both these terms at times are used interchangeably, however, the supply chain management is an overall concept that connects the numerous processes of an organization to attain competitive advantages in the industry.On the other hand, logistic is the movement as well as the flow of products, services together with information within the supply chain. The logistics focus on the activities of the same company whereas the supply chain has widened focus due to the involvement of multiple enterprises such as manufacturers, suppliers as well as retailers.Logistics ManagementThe logistics work primarily for the requirement of the customers while supply chain management aims towards attaining competitive advantage for an organization. Therefore, it canbe said that logistic management is a crucial element of supply chain management. It enhances the aspects of the strategy, planning as well as implementation, thereby reducing the cost to provide maximum satisfaction to the customers.The role of logistics and supply chain management is to ensure that the product is delivered to the right customer at the right price as well as at the right time without any discrepancy or delay. Besides this, it involves activities such as transportation, warehousing,controlling stock and monitoring the inflow and outflow of goods from the organization.Supply Chain ManagementSupply chain engages activities such as operations and procurements which are necessary for efficient and effective running of business. It plays a vital role in the success of the company as it aims to accomplish the needs and demands, driving outstanding values from customers, enhancing the responsiveness of organization, building network resiliency and facilitating financial success.Thus, logistic management is an important part of the supply chain management as it involves carrying out of management in addition to information from the point of origin to the consumption-point.Planning and Controlling ActivitiesPlanning and controlling activities are among the most important functions of logistics and supply chain management.Activities and objectives are created under planning and implementing the same effectively under control. These two paradigms works forreconciliations between what is needed by the market and what can actually be delivered by the operation resources.Supply chain management involves the process that helps in the movement of the raw material from the beginning of the production till the deliverance of the goods to the end users. It has been found that in various companies, operational supply chain decisions are made more than a number of times affecting how products could be manufactured or developed, moved as well as sold.In an attempt to meet the challenges in delivering the goods to customers, companies have adopted automated logistics and supply chain management processes for efficient and significant impact on bottom lines.In order to attain a better profit margin, there are a few other important benefits of adopting an appropriate logistics and supply chain management technique or strategy, both into the factory, the warehouse and distribution channels. The intricacies of the supply chain vary with the business along with the obscurity and the quality of items being produced.Functioning of the Logistics and Supply ChainIt is the customers who start the chain of events while they make purchase decisions that have been offered by any company for sale. Logistics and supply chain management system not only enhances the service quality but also amplify productivity through the extraction of wastes.One of the most important things in the logistics and supply chain management process is to ensure that each activity adds value for the end users. If the product needs to be produced, the sales orders must include a prerequisite that is required to be fulfilled with the use of productionfunction. We will provide you proper guidance on Logistics and Supply Chain Management.PlanningThe planning department makes a production plan that includes the manufacturing details of the product in accordance with the demand of the customer and their orders. To manufacture the products the company then purchases the raw material.The planning department works at the administrative level of the organization. This department refers the project team who createthe master plan as well as sector plan along with many other planning efforts that works as the guiding information for the organization to help regulate those plans.PurchasingThe purchasing department receives a list of raw materials and services required by the production department to complete the customer’s orders. The purchasing process is considered crucial as it works as a tool to identify the requirements of the customers, evaluate the needs efficiently, identify thesuppliers, make sure payment occurs effectively and drive improvement continuously.The raw material is received from the suppliers; it is then checked for quality and accuracy and later moved into the warehouse.Inventory ManagementThe inventory management is important because it resists stock-outs, handle multiple locations and ensure appropriate accounting. Inventory is a term related to the stocking of the materials and represents those various levels from raw material to finished products. Based onthe production plan, the raw materials are moved to the production area.These raw materials are used to manufacture the finished product and then sent to the warehouse and stocked for shipping. Implementing a lean logistics and supply chain management in the production process is a key element that helps in developing long-term value and relationship with customers as well as increasing the overall organizational performance.ProductionThe production department in a company is responsible to handle a group of activities that involves the manufacturing process of the goods. This department is the largest group within the organization. It is responsible for transforming input into the final output using a set of the process needed for production.The production manager is responsible for ensuring that the raw material is obtained and transformed into finished good in an efficient way. From there the finished good is sent to the warehouse. The warehouse is considered as the key function as well as a destination in theoverall planning and implementation of supply chain management. It aims to receive and distribute the goods or materials. For many companies, it is concerned as a strategic function.PackagingOn the other hand, the packaging is also a key function in logistics and supply chain management. It is used for protecting finished good from damaging and allows for effective distribution of the products to the appropriate customers. It plays the role of product prompteras it communicates to the customers the information with regard to the goods.For a successful logistics and supply chain management, the packaging system is required to be connected with the activities of marketing, production as well as logistics. As soon as the finished products arrive in the warehouse, then the shipping department settles on the most competent methods to deliver the products to the right customers before or on the date as specified.This is the overall functioning of the logistics and supply chain management. It requires a lot ofefforts from the organization’s end to maintain a balance between the supply and demand of any product or service.A number of companies have segmented their logistics management streamlined it with the supply chain so as to enhance customer relationship together with lowering down their huge operational costs which might otherwise create a burden on the management. Both logistics and supply chain management are interlinked and so, it will not be wrong saying that one process cannot exist devoid of the other.We will now explain you about Inbound and Outbound Logistics.Inbound and Outbound LogisticsLogistics and Supply Chain Management enhances various activities such as inventory handling, as well as the packaging process of the products, transportation, and warehousing, delivery to the customers.There is no doubt that the smooth functioning of the organizations depends on the efficient management of supply and demand which in turn have a significant impact the overall imageand reputation of the organization in the eyes of the customers. In this era of globalization, the Logistics and Supply Change Management has become the most important tool to gain the competitive advantage of global market opportunities.Inbound operationsThe managers of inbound logistics as well as of outbound logistics play a vital role in the Logistics and Supply Chain Management. The inflow of the resources that a company needs to produce its products or render services is managed by the inbound logistics managers.They are responsible for building a relationship among the suppliers as well as retailers.Besides this they manage activities that are necessary for the manufacturing of products such as accessing raw materials, negotiating the price of materials and arranging fast delivery of the products that customers have ordered whereas the manager of outbound logistics deals with two issues including transportation and storage of the goods. They are responsible to implement the cost-saving strategies for the company along with maintaining the orders of the customers.Outbound operationsTo ensure that the good that is produced remains impeccable and safe to use, these managers use warehousing technique. The products may need to be transported as per the imminent demand of the customers and this makes the transportation a critical point which is affected by a number of factors such as a change in the price of fuel or delay delivery. So the outbound logistics manager needs to deal with factors that lead to proper transportation of the ordered products.The traditional organization used to treat them separately but at present, there is a certain value added functionalities associated with them due to their interdependency. In simple words, it is said that the Logistics and Supply Change Management helps in facilitating the manufacturing and marketing operations in an organization.Challenges in the Logistics and Supply Change ManagementAt present, in all the organization Logistics and Supply Change Management plays a vital role in the smooth working and success of a company.It represents various management functions in the organization. Either big companies or small firms all have somehow ort the other adopted effective Supply Chain Management techniques so as to meet their target objectives. However, in the era of globalization, almost all companies all around the world face some challenges in their management system.Though appropriate Logistics and Supply Chain Management provides the companies, especially manufacturing units’ competitive advantage as well as a business advantage;however, there are challenges too in the way of implementation of the system.Due to the increase in the market competition, the Logistics and Supply Chain Management System is facing an increasing number of challenges in the way of creating and running the management system efficiently and effectively. Globalization, consumers changing preferences, market growth, extreme work stress, growing demand of customers are among the major challenges the organizations face in the smooth running of the logistics management.Processing Enormous Amount of Data and InformationProduction of goods goes in a long process and managers are required to maintain a large amount of the details on daily basis. Due to globalization, the information about the suppliers as well as customers from the different location needs to be recorded appropriately and accurately.The managers’ needs to ensure the details about raw materials provided; security of the good, packaging, warehousing, shipment, labor agreement, taxes and pricing of the materialsand many others work’s details. These involve process that are not only complex but also time consuming which as a result leads to the distractions and stress.The long process sometimes also becomes tedious that diverts the mind of the managers from ensuring accuracy of the details.Details with regard to raw materials that need to be obtained from the retailers, suppliers as well as partners even including the customers are in both structures as well as in unstructured format which makes it difficult for the managers to identify, evaluate and produce information fromsuch disorganized pieces of detail. This makes Logistics and Supply Chain Management more complex.Manpower ManagementManpower management is one of the main hidden responsibilities of the managers in the organizations. It is one of the toughest tasks for the inbound logistic managers. They are responsible to maintain human approach and relationship among the workforce and simultaneously with aim to attain more success.Well! it is not as simple as it sounds, rather it worsens the work environment when the employees or staffs at remote locations are not managed appropriately.Offering Segmented，Customized ServicesThe logistics management involves the activities such as packaging of goods in a proper and attractive way and transportation of good to the right customer as per their demand.The organization needs to ensure that it must meet the demand of the local as well international standard of manufacturing,handling, and packaging as well as shipping of the products. Besides this, we have also heard about the changing trends in customers taste and preference. That too creates a burden on the big organization to deal with these demands.The organizations are continuously trying their best to fulfill the necessity of the customer and providing them maximum satisfaction but this is not as easy to do as to hear. Company has to keep enhancing the features and update itself with the new technologies for manufacturing and delivering the goods and render services associated with it according to the preferencesof the customers. Again a complex situation arises for the managers while ensuring appropriate implementation of logistics and supply chain management.Cutting Transportation CostIt is for sure that companies try to deliver the orders placed by the customers on time or before the expected time. Nevertheless transporting the goods to the customers living in the different geographical location is not easy for the company as it involves the various factors, particularly the escalation in freight charges or even a minor increase in the price of fuel. This isanother challenge for companies in the adoption of cost effective logistics and supply chain management.Besides this, companies also face major threat while handling their cost control protocol. Increase in the operating cost also causes extreme pressure on the financial managers as they have to update themselves with new technologies, deal with the increasing labor wages for the global rate production as well as with the increasing commodity prices. The managements often face problems in cost saving for the organization.ConclusionGetting enormous advantages from the logistics and supply chain management is the desire of every company as it involves huge investments so that they can reap the benefits. It is also true that each stage of the supply chain delivers food from the origin (farm) to your dinner table. Supply chains combine integrated logistics, product innovation strategy, and production approach along with forecasting demand. Besides this, the process that is followed in the supply chain management will put the manufacturers and dealers in a great positionthat enables them, to foresee or predict demand in addition to making their moves or planning their strategies accordingly.Moreover, when the business is competent to pool resources better or capable of streamlining the whole production as well as distribution processes, it directly improves the bottom line along with enhancing the productivity and the overall output. Thus, the entrepreneurs and the managers along with the entire team can stay ahead of the competition and enjoy greater profits as well.Therefore, it is essential that companies should understand the implication and importance of a well-organized logistics and supply chain management as well as hire managers to streamline the process that enables the organization to attain productive results.。

供应链管理供应链管理(Supply Chain Management ,简称SCM)目录[隐藏]∙ 1 供应链管理的定义与内容∙ 2 供应链管理方法∙ 3 为什么要实施供应链管理∙ 4 供应链管理与优化的方法∙ 5 供应链管理提出的时代背景[1]∙ 6 供应链管理中的关键问题∙7 供应链管理的发展趋势∙8 供应链管理理论的演进[2]∙9 供应链管理的载体[7]∙10 供应链管理的基本要求[7]∙11 供应链管理的方法∙12 供应链管理的步骤∙13 供应链管理面临的挑战∙14 供应链管理的四大支点o14.1 1、以顾客为中心o14.2 2、强调企业的核心竟争力o14.3 3、相互协作的双赢理念o14.4 4、优化信息流程∙15 供应链管理思想∙16 供应链管理的八大管理原理∙17 供应链管理的战略意义[7]∙18 实施供应链管理的对策[7]∙19 SCM在制造业的实施[1]∙20 供应链管理案例分析o20.1 案例一：中国石油电子商务[8]o20.2 案例二：丰田汽车精细流程[8]o20.3 案例三：戴尔公司[9]o20.4 案例四：德州仪器的供应链管理[10]∙21 相关链接∙22 参考文献[编辑]供应链管理的定义与内容供应链管理(Supply Chain Management ,简称SCM)：就是指在满足一定的客户服务水平的条件下，为了使整个供应链系统成本达到最小而把供应商、制造商、仓库、配送中心和渠道商等有效地组织在一起来进行的产品制造、转运、分销及销售的管理方法。

供应链管理包括计划、采购、制造、配送、退货五大基本内容。

计划：这是SCM的策略性部分。

你需要有一个策略来管理所有的资源，以满足客户对你的产品的需求。

好的计划是建立一系列的方法监控供应链，使它能够有效、低成本地为顾客递送高质量和高价值的产品或服务。

采购：选择能为你的产品和服务提供货品和服务的供应商，和供应商建立一套定价、配送和付款流程并创造方法监控和改善管理，并把对供应商提供的货品和服务的管理流程结合起来，包括提货、核实货单、转送货物到你的制造部门并批准对供应商的付款等。

什么是供应链物流英语作文Supply chain logistics is the backbone of modern commerce, connecting manufacturers, suppliers, retailers, and consumers in a seamless network of transportation, storage, and distribution.Efficient supply chain management requires coordination and collaboration among multiple stakeholders, including suppliers, manufacturers, distributors, and retailers, to ensure timely delivery of goods to meet customer demand.Transportation plays a crucial role in supply chain logistics, with various modes such as trucks, trains, ships, and planes used to move goods from one point to another. Effective transportation management is essential for optimizing delivery schedules and reducing costs.Inventory management is another key aspect of supply chain logistics, involving the monitoring and control of stock levels to prevent stockouts or overstock situations.By implementing inventory management best practices, companies can improve efficiency and reduce carrying costs.Warehousing is an integral part of supply chain logistics, providing storage facilities for goods before they are distributed to their final destination. Proper warehouse management is essential for ensuring quick and accurate order fulfillment.Technology plays a vital role in modern supply chain logistics, with tools such as RFID, GPS, and WMS used to track and monitor goods throughout the supply chain. By leveraging technology, companies can improve visibility, traceability, and efficiency in their operations.Supply chain logistics is a dynamic and evolving field, with constant changes in consumer preferences, market trends, and technological advancements driving the need for continuous improvement and innovation. Companies that adapt to these changes and embrace new technologies will gain a competitive edge in the global marketplace.。

供应链相关知识英语作文Title: Understanding Supply Chain Management。

Supply chain management (SCM) plays a pivotal role in modern business operations, ensuring the seamless flow of goods and services from raw material suppliers to end consumers. In this essay, we will delve into the key concepts, challenges, and strategies involved in supply chain management.1. Definition of Supply Chain Management:Supply chain management encompasses the planning, procurement, production, logistics, and distribution processes involved in delivering products or services to customers. It involves coordinating various stakeholders, including suppliers, manufacturers, distributors, retailers, and customers, to optimize efficiency and meet customer demands.2. Key Components of Supply Chain Management:a. Procurement: This involves sourcing raw materials, components, or services from suppliers at the right price, quality, and quantity.b. Production: Once materials are procured, they are transformed into finished products through manufacturing processes.c. Logistics: Logistics involves the movement and storage of goods from production facilities to distribution centers and ultimately to customers.d. Distribution: Distribution entails delivering products to retailers or directly to end consumers through various channels, such as wholesalers, warehouses, or e-commerce platforms.e. Inventory Management: Effective inventory management ensures the right amount of stock is maintained to meet demand while minimizing excess inventory and associatedcosts.f. Information Systems: Information systems, such as Enterprise Resource Planning (ERP) systems and supply chain management software, facilitate communication and coordination among supply chain partners.3. Challenges in Supply Chain Management:a. Globalization: Managing supply chains across geographically dispersed locations introduces complexities related to transportation, customs regulations, andcultural differences.b. Supply Chain Disruptions: Events such as natural disasters, pandemics, or political unrest can disrupt the flow of goods and services, highlighting the importance of risk management and contingency planning.c. Demand Volatility: Fluctuations in customer demand can lead to inventory imbalances or stockouts, necessitating agile and responsive supply chain strategies.d. Supplier Reliability: Dependence on suppliers exposes organizations to risks such as supplier bankruptcies, quality issues, or supply shortages.e. Environmental Sustainability: Increasing pressure to reduce carbon footprint and adopt sustainable practices throughout the supply chain requires organizations to rethink sourcing, production, and distribution processes.4. Strategies for Effective Supply Chain Management:a. Collaboration: Foster collaboration and transparency among supply chain partners to improve communication, share information, and jointly address challenges.b. Inventory Optimization: Employ advanced forecasting techniques and inventory optimization models to minimize excess inventory while ensuring product availability.c. Risk Management: Develop risk mitigation strategies, such as dual sourcing, inventory buffers, or businesscontinuity plans, to mitigate the impact of supply chain disruptions.d. Technology Adoption: Embrace digital technologies such as IoT, blockchain, and artificial intelligence to enhance visibility, traceability, and efficiency across the supply chain.e. Sustainable Practices: Integrate environmental sustainability into supply chain operations by optimizing transportation routes, reducing packaging waste, and sourcing from eco-friendly suppliers.5. Conclusion:In conclusion, supply chain management is a multifaceted discipline that requires careful planning, coordination, and adaptation to navigate the complexities of today's global business environment. By understanding the key components, challenges, and strategies of supply chain management, organizations can enhance theircompetitiveness, resilience, and sustainability in an ever-evolving marketplace.。

supply chain英语作文Supply chain management (SCM) is a critical aspect of modern business operations. In today’s interconnected world, where companies operate in a global marketplace, the efficiency and effectiveness of the supply chain can determine the success or failure of a business. This essay explores the importance of supply chain management, its key components, and the benefits it brings to businesses.Supply chain management involves the coordination and management of all activities involved in sourcing, procurement, conversion, and logistics. It 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. Inessence, SCM integrates supply and demand management within and across companies.1. Sourcing and ProcurementSourcing and procurement involve selecting suppliers that provide goods and services needed for production. Effective procurement strategies ensure that the materials are of high quality and cost-effective. Building strong relationships with suppliers is crucial to secure reliable and timely supplies, which can significantly impact production schedules and overall business efficiency.2. Manufacturing and ProductionThis component covers the transformation of raw materials into finished products. Efficient manufacturing processes are essential to maintain high productivity levels, reduce waste, and ensure the quality of the final product. Thisrequires meticulous planning and control, from scheduling production runs to maintaining machinery and equipment.3. Logistics and DistributionLogistics involves the transportation and storage of goods. It ensures that products are delivered to customers on time and in the right condition. Efficient logistics require a well-organized transportation network and effective inventory management to balance supply and demand. Warehousing also plays a critical role in logistics, providing storage solutions that help manage inventory levels and meet customer needs promptly.4. Demand Planning and ForecastingAccurate demand planning and forecasting are vital to avoid overproduction or underproduction. By predicting customer demand, businesses can better manage their inventory levels, reduce holding costs, and ensure that they meet customer needs without delay. Advanced analytical toolsand data management systems are often used to improve the accuracy of demand forecasts.5. Returns ManagementReturns management, or reverse logistics, deals with handling returned products. This includes processes for returning goods, restocking, refurbishing, and recycling. Efficient returns management can enhance customer satisfaction and recovery of value from returned products, thus contributing to overall supply chain efficiency.1. Cost ReductionOne of the primary benefits of effective supply chain management is cost reduction. By optimizing procurement, production, and logistics processes, businesses can reduce costs related to raw materials, production delays, transportation, and warehousing. Efficient supply chains also minimize the need forexcess inventory, which reduces holding costs and capital expenditure.2. Improved EfficiencyEffective SCM enhances the efficiency of business operations. Streamlined processes, improved coordination, and real-time data sharing among supply chain partners enable businesses to respond quickly to changes in demand and supply conditions. This agility leads to improved production schedules, faster delivery times, and better customer service.3. Enhanced Customer SatisfactionA well-managed supply chain ensures that products are available to customers when they need them. Timely delivery and high-quality products improve customer satisfaction and loyalty. Additionally, effective returns management processes ensure that any issues are resolved swiftly, further enhancing the customer experience.4. Risk MitigationEffective supply chain management helps businesses identify potential risks and develop strategies to mitigate them. By diversifying suppliers, maintaining safety stock, and developing contingency plans, companies can reduce the impact of disruptions such as natural disasters, supplier failures, or geopolitical issues. This resilience ensures business continuity and protects the company’s reputation.5. Competitive AdvantageIn today’s competitive business environment, a well-managed supply chain can provide a significant competitive advantage. Companies that can deliver products faster, more reliably, and at lower costs than their competitors are more likely to succeed. Efficient SCM allows businesses to respond swiftly to market changes, capitalize on new opportunities, and maintain a strong market position.In conclusion, supply chain management is a vital component of modern business operations. It encompasses a range of activities, from sourcing and procurement to logistics and distribution, all aimed at delivering products to customers efficiently and effectively. The benefits of effective SCM, including cost reduction, improved efficiency, enhanced customer satisfaction, risk mitigation, and competitive advantage, highlight its importance in achieving business success. As global markets continue to evolve, the role of supply chain management will only become more critical, making it essential for businesses to invest in optimizing their supply chain processes.。

供应链管理英文作文英文：Supply chain management is a crucial aspect of any business, as it involves the coordination and management of all activities involved in the production and delivery of goods to customers. Effective supply chain management can lead to increased efficiency, reduced costs, and improved customer satisfaction.One important component of supply chain management is inventory management. By keeping track of inventory levels and predicting demand, businesses can ensure that they have enough stock on hand to meet customer needs without overstocking and wasting resources. For example, a clothing retailer may use data analysis to predict which items will be popular during a certain season and order the appropriate amount of inventory to meet that demand.Another key aspect of supply chain management islogistics. This involves the transportation and storage of goods from the manufacturer to the end customer. Effective logistics management ensures that products are delivered on time and in good condition. For example, a foodmanufacturer may use temperature-controlled trucks to transport perishable goods to ensure that they arrive atthe grocery store in good condition.In addition to inventory management and logistics, supply chain management also involves supplier management. This includes selecting and managing suppliers to ensurethat they meet quality standards and can deliver goods on time. For example, a car manufacturer may work closely with a specific supplier to ensure that the components they receive meet their quality standards and are delivered on time to avoid production delays.Overall, effective supply chain management is essential for the success of any business. By managing inventory, logistics, and suppliers, businesses can improve efficiency, reduce costs, and provide better service to their customers.中文：供应链管理是任何企业的重要组成部分，它涉及到生产和交付商品给客户的所有活动的协调和管理。

物流专业术语范围本标准确定了物流活动中的基本概念术语、物流作业术语、物流技术装备与设施术语、物流管理术语及其定义.本标准适用于物流及相关领域的信息处理和信息交换,亦适用于相关的法规、文件;引用标准下列标准所包含的条文,通过在本标准中引用而构成为本标准的条文;本标准出版时,所示版本均为有效;所有标准都会被修订,使用本标准的各方应探讨使用下列标准最新版本的可能性;GB/T 1992--1985 集装箱名词术语neq ISO 830：1981GB/T 4122;1--1996 包装术语基础CB/T 17271--1998 集装箱运输术语中文索引AABC分类管理....................................6.9安全库存.......................................4.16B班轮运输.......................................5.34搬运...........................................4.22包装...........................................4.25保管...........................................4.12保税仓库.......................................5.5报关...........................................5.40报关行.........................................5.41C仓库...........................................5.1仓库布局.......................................6.4.仓库管理.......................................6.3叉车...........................................5.19储存...........................................4.11船务代理.......................................5.36D大陆桥运输.....................................5.33单元装卸.......................................4.24第三元物流.....................................3.25电子订货系统...................................6.10电子数据交换...................................3.31定量订货方式...................................6.7定牌包装.......................................4.27定期订货方式...................................6.8定制物流.......................................3.26堆码...........................................4.21F发货区.........................................5.14废弃物物流.....................................3.19分拣...........................................4.37G公路集装箱中转站...............................5.28 供应链.........................................3.29供应链管理.....................................6.21供应商库存.....................................6.26供应物流.......................................3.15共同配送.......................................4.35国际多式联运...................................5.32国际货物运输保险...............................5.39 国际货运代理...................................5.37国际铁路联运...................................5.31国际物流.......................................3.24H海关监管货物...................................5.7换算箱.........................................5.24回收物流.......................................3.18货场...........................................5.16货垛...........................................4.20货架...........................................5.17J集货...........................................4.39集装化.........................................4.31集装箱.........................................5.23集装箱货运站...................................5.29.集装箱码头.....................................5.30集装箱运输.....................................4.7集装运输.......................................4.6计算局付诸订货系统.............................6.25 监管仓库.......................................5.6拣选...........................................4.38检验...........................................4.43进出口商品检验.................................5.42 经常库存.......................................4.15经济订货批量...................................6.6K控湿储存区.....................................5.11.库存...........................................4.14库存控制.......................................6.5库存周期.......................................4.17.库房...........................................5.8快速反应.......................................6.22L冷藏区.........................................5.9冷冻区.........................................5.10冷链...........................................4.42理货...........................................5.38立体仓库.......................................5.3联合运输.......................................4.2连续库存补充计划...............................6.24 料棚...........................................5.15零库存技术.....................................6.13.流通加工.......................................4.41绿色物流.......................................3.20M门到门.........................................4.8P配送...........................................4.34配送需要计划...................................6.17 配送中心.......................................4.36配送资源计划...................................6.18 拼箱货.........................................4.10Q企业物流.......................................3.21企业资源计划...................................6.20 前置期或提前期.............................4.18全集装箱船.....................................5.26S散装化.........................................5.32社会物流.......................................3.22生产物流.......................................3.16收货区.........................................5.13输送区.........................................5.20甩挂运输.......................................4.5T特种货物集装箱.................................5.25铁路集装箱.....................................5.27. 托盘...........................................5.18托盘包装.......................................4.30 W温度可控区.....................................5.12 无形损耗.......................................3.33 物料需要计划...................................6.15 物流...........................................3.2物流成本.......................................3.7.物流成本管理...................................6.14. 物流单证.......................................3.13 物流管理.......................................3.8物流活动.......................................3.3物流技术.......................................3.6物流联盟.......................................3.14 物流模数.......................................3.5物流企业.......................................3.12 物流网络.......................................3.10 物流信息.......................................3.11 物流战略.......................................6.1物流战略管理...................................6.2. 物流中心.......................................3.9物流资源计划...................................6.19. 物流作业.......................................3.4物品...........................................3.1物品储备.......................................4.13. X箱式车.........................................5.22销售包装.......................................4.26 销售物流.......................................3.17 虚拟仓库.......................................5.4虚拟物流.......................................3.27Y业务外包.......................................6.27 有效客户反应...................................6.23 有形损耗.......................................3.32 运输...........................................4.1运输包装.......................................4.29. Z增值物流服务...................................3.28 整箱货.........................................4.9直达运输.......................................4.3直接换装.......................................4.33制造资源计划...................................6.16中性包装.......................................4.28中转运输.......................................4.4装卸...........................................4.23准时制.........................................6.11准时制物流.....................................6.12自动导引车.....................................5.21自动化仓库.....................................5.2租船运输.......................................5.35组配...........................................4.40英文索引AABC classification......................................6.9 Article.................................................3.1Article reserves........................................4.13 Assembly................................................4.40 Automatic guided vehicle AGV .........................5.21 Automatic warehouse.....................................5.3.BBar code................................................3.30Boned warehouse.........................................5.6Box car.................................................5.22CCargo under custom's supervision........................5.8 Chill space.............................................5.9Cold chain..............................................4.42 Combined transport......................................4.2 Commodity inspection....................................5.42 Computer assisted ordering CAO .......................6.25 Container...............................................5.23 Container freight station CFS ........................5.29 Container terminal......................................5.30 Container transport.....................................4.7 Containerization........................................4.31 Containerized transport.................................4.6 Continuous replenishment program CRP .................6.24 Conveyor................................................5.20Cross docking...........................................4.33 Customized logistics....................................3.26 Customs broker..........................................5.41 Customs declaration.....................................5.40Cycle stock.............................................4.15D Distribution............................................4.34 Distribution center.....................................4.36 Distribution logistics..................................3.17 Distribution processing.................................4.41 Distribution requirements planning DRP ...............6.17 Distribution resource planning DRP II ................6.18 Door-to-door............................................4.8Drop and pull transport.................................4.5EEconomic order quantity EOQ ..........................6.6 Efficient customer response ECR ......................6.23 Electronic data interchange EDI ......................3.31 Electronic order system EOS ..........................6.10 Enterprise resource planning ERP .....................6.20 Environmental logistics.................................3.20 Export supervised warehouse.............................5.7 External logistics......................................3.22FFixed-interval system FIS ............................6.8Fixed-quantity system FQS ............................6.7Fork lift truck.........................................5.19Freeze space............................................5.10Full container load FCL ..............................4.9Full container ship.....................................5.26 G Goods collection........................................4.39Goods shed..............................................5.15Goods shelf.............................................5.17Goods stack.............................................4.20Goods yard..............................................5.16HHanding/carrying........................................4.22 Humidity controlled space...............................5.11IIn bulk.................................................4.32Inland container depot..................................5.28 Inspection..............................................4.43 Intangible loss.........................................3.33Internal logistics......................................3.21 International freight forwarding agent..................5.37 International logistics.................................3.24 International multimodal transport......................5.32 International through railway transport.................5.31 International transportation cargo insurance............5.39Inventory...............................................4.14 Inventory control.......................................6.5 Inventory cycle time....................................4.17JJoint distribution......................................4.35Just in time JIT .....................................6.11Just-in-time logistics..................................6.12 LLand bridge transport...................................5.33Lead-time ..............................................4.18Less than container load LCL .........................4.10 Liner transport.........................................5.34 Loading and unloading ..................................4.23 Logistics...............................................3.2Logistics activity......................................3.3Logistics alliance......................................3.14 Logistics center........................................3.9 Logistics cost..........................................3.7Logistics cost control..................................6.14 Logistics documents.....................................3.13 Logistics enterprise....................................3.12 Logistics information...................................3.11 Logistics management....................................3.8 Logistics modulus.......................................3.5 Logistics network.......................................3.10 Logistics operation.....................................3.4 Logistics resource planning LRP ......................6.19 Logistics strategy......................................6.1 Logistics strategy management...........................6.2 Logistics technology....................................3.6MManufacturing resource planning MRP II ...............6.16 Material requirements planning MRP ...................6.15 Military logistics......................................3.23NNeutral packing.........................................4.28OOrder cycle time........................................4.19Order picking...........................................4.38 Outsourcing.............................................6.27PPackage/packaging.......................................4.25 Packing of nominated brand..............................4.27 Pallet..................................................5.18 Palletizing.............................................4.30QQuick response QR ....................................6.22RRailway container yard..................................5.27 Receiving space.........................................5.13 Returned logistics......................................3.18SSafety stock............................................4.16Sales package...........................................4.26 Shipping agency.........................................5.36 Shipping by chartering..................................5.35 Shipping space..........................................5.14 Sorting.................................................4.37Specific cargo container................................5.25 Stacking................................................4.21 Stereoscopic warehouse..................................5.4 Storage.................................................4.12 Storehouse..............................................5.2 Storing.................................................4.11Supply chain............................................3.29 Supply chain management SCM ..........................6.21 Supply logistics........................................3.15T Tally...................................................5.38Tangible loss...........................................3.32 Temperature controlled space............................5.12 Third-part logistics TPL .............................3.25 Through transport.......................................4.3 Transfer transport......................................4.4 Transport package.......................................4.29 Transportation..........................................4.1 Twenty-feet equivalent unit TEU ......................5.24 UUnit loading and unloading..............................4.24VValue-added logistics service...........................3.28 Vendor managed inventory VMI .........................6.26 Virtual logistics.......................................3.27Virtual warehouse.......................................5.5W Warehouse...............................................5.1 Warehouse layout........................................6.4 Warehouse management....................................6.3ZZero-inventory technology...............................6.133．基本概念术语3．1 物品article经济活动中涉及到实体流动的物质资料3．2 物流logistics物品从供应地向接收地的实体流动过程;根据实际需要,将运输、储存、装卸、搬运、包装、流通加工、配送、信息处理等基本功能实施有机结合;3．3 物流活动logistics activity物流诸功能的实施与管理过程;3．4 物流作业logistics operation实现物流功能时所进行的具体操作活动;3．5 物流模数logistics modulus物流设施与设备的尺寸基准;3．6 物流技术logistics technology物流活动中所采用的自然科学与社会科学方面的理论、方法,以及设施、设备、装置与工艺的总称;3．7 物流成本logistics cost物流活动中所消耗的物化劳动和活劳动的货币表现;3．8 物流管理logistics management为了以最低的物流成本达到用户所满意的服务水平,对物流活动进行的计划、组织、协调与控制;3．9 物流中心logistics center从事物流活动的场所或组织,应基本符合以下要求：a 主要面向社会服务；b物流功能健全；c完善的信息网络；d辐射范围大；e少品种、大批量；f存储\吞吐能力强；g物流业务统一经营、管理;3．10 物流网络logistics network物流过程中相互联系的组织与设施的集合;3．11 物流信息logistics information反映物流各种活动内容的知识、资料、图像、数据、文件的总称;3．12 物流企业logistics enterprise从事物流活动的经济组织;3．13 物流单证logistics documents物流过程中使用的所有单据、票据、凭证的总称;3．14 物流联盟logistics alliance两个或两个以上的经济组织为实现特定的物流目标而采取的长期联合与合作;3．15 供应物流supply logistics为生产企业提供原材料、零部件或其他物品时,物品在提供者与需求者之间的实体流动; 3．16 生产物流production logistics生产过程中,原材料、在制品、半成品、产成品等,在企业内部的实体流动;3．17销售物流distribution logistics生产企业、流通企业出售商品时,物品在供与需方之间的实体流动;3．18 回收物流returned logistics不合格物品的返修、退货以及周转使用的包装容器从需方返回到供方所形成的物品实体流动;3．19 废弃物物流waste material logistics将经济活动中失去原有使用价值的物品,根据实际需要进行收集、分类、加工、包装、搬运、储存等,并分送到专门处理场所时形成的物品实体流动;3．20 绿色物流environmental logistics在物流过程中抑制物流对环境造成危害的同时,实现对物流环境的净化,使物流资料得到最充分利用;3．21 企业物流internal logistics企业内部的物品实体流动;3．22 社会物流external logistics企业外部的物流活动的总称;3．23 军事物流military logistics用于满足军队平时与战时需要的物流活动;3．24 国际物流international logistics不同国家地区之间的物流;3．25 第三方物流third-part logistics TPL由供方与需方以外的物流企业提供物流服务的业务模式;3．26 定制物流customized logistics根据用户的特定要求而为其专门设计的物流服务模式;3．27 虚拟物流virtual logistics以计算机网络技术进行物流运作与管理,实现企业间物流资源共享和优化配置的物流方式; 3．28 增值物流服务value-added logistics service在完成物流基本功能基础上,根据客户需要提供的各种延伸业务活动;3．29 供应链supply chain生产及流通过程中,涉及将产品或服务提供给最终用户活动的上游与下游企业,所形成的网链结构;3．30 条码bar code由一组规则排列的条、空及字符组成的,用以表示一定信息的代码;同义词：条码符号bar code symbolGB/T 4122.1-1996中4.173．31 电子数据交换electronic data interchange EDI通过电子方式,采用标准化的格式,利用计算机网络进行结构数据的传输和交换;3．32 有形消耗tangible loss可见或可测量出来的物理性损失、消耗;3．33 无形消耗intangible loss由于科学技术进步而引起的物品贬值;物流作业术语4．1 运输transportation用设备和工具,将物品从一地点向另一地点运送的物流活动;其中包括集货、分配、搬运、中转、装入、卸下、分散等一系列操作; GB/T 4122.1-1996中4.174．2 联合运输combined transport一次委托,由两家以上运输企业或用两种以上运输方式共同将某一批物品运送到目的的运输方式;4．3 直达运输through transport物品由发运地到接收地,中途不需要换装和在储存场所停滞的一种运输方式;4．4中转运输transfer transport物品由生产地运达最终使用地,中途经过一次以上落地并换装的一种运输方式;4．5 甩挂运输drop and pull transport用牵引车拖带挂车至目的地,将挂车甩下后,换上新的挂车运往另一个目的地的运输方式; 4．6 集装运输containerized transport使用集装器具或利用捆扎方法,把裸装物品、散粒物品、体积较小的成件物品,组合成为一定规格的集装单元进行的运输;4．7 集装箱运输container transport以集装箱为单元进行货物运输的一种货运方式; GB/T17271-1998中3.2.14．8 门到门door-to-door承运人在托运人的工厂或仓库整箱接货,负责运抵收货人的工厂或仓库整箱交货;GB/T 17271-1998中3.2.14．9 整箱货full container load FCL一个集装箱装满一个托运人同时也是一个收货人的工厂或仓库整箱交货;GB/T 17271-1998中3.2.4.24．10 拼箱货less than container load LCL一个集装箱装入多个托运人或多个收货人的货物;GB/T 17271-1998中3.2.4.34．11 储存storing保护、管理、贮藏物品; GB/T 4122.1-1996中4.24．12 保管storage对物品进行保存及对其数量、质量进行管理控制活动;4．13 物品储存article reserves储存起来以备急需的物品;有当年储存、长期储存、战略储备之分;4．14 库存inventory处于储存状态的物品;广义的库存还包括处于制造加工状态和运输状态的物品;4．15 经常库存cycle stock在正常的经营环境下,企业为满足日常需要而建立的库存;4．16 安全库存safety stick为了防止由于不确定性因素如大量突发性订货、交货期突然延期等而准备的缓冲库存; 4．17 库存周期inventory cycle time在一定范围内,库存物品从入库到出库的平均时间;4．18 前置期或提前期lead time从发出订货单到货物的时间间隔;4．19 订货处理周期order cycle time从收到订货单到将所订货物发运出去的时间间隔;4．20 货垛goods stack为了便于保管和装卸、运输,按一定要求分门别类堆放在一起的一批物品;4．21 堆码stacking将物品整齐、规则地摆放成货垛的作业;4．22 搬运handing/carrying在同一场所内,对物品进行水平移动为主的物流作业;4．23 装卸loading and unloading物品在指定地点以人力或机械装入运输设备或卸下; GB/T 4122.1-1996中4.54．24 单元装卸unit loading and unloading用托盘、容器或包装物见小件或散装物品集成一定质量或体积的组合件,以便利用机械进行作业的装卸方式;4．25 包装package/packaging为在流通过程中保护产品、方便储运、促进销售,按一定技术方面而采用的容器、材料及辅助物等的总体名称;也指为了达到上述目的而采用容器、材料和辅助物的过程中施加一定技术方法等的操作活动; GB/T 4122.1-1996中2.14．26 销售包装sales package又称内包装,是直接接触商品进入零售网点和消费者或用户直接见面的包装;4．27 定牌包装packing of nominated brand买方要求卖方在出口商品/包装上使用买方指定的牌名或商标的做法;4．28 中性包装neutral packing在出口商品及其内外包装上都不注明生产国别的包装;4．29 运输包装transport package以满足运输贮存要求为主要目的的包装;它具有保障产品的安全,方便储运装卸,加速交接、点验等作用; GB/T 4122.1-1996中2.54．30 托盘包装palletizing以托盘为承载物,将包装件或产品堆码在托盘上,通过捆扎、裹包或胶粘等方法加以固定,形成一个搬运单元,以便用机械设备搬运; GB/T 4122.1-1996中2.174．31 集装化containerization用集装器具或采用捆扎方法,把物品组成标准规格的单元货件,以加快装卸、搬运、储存、运输等物流活动;4．32 散装化containerization用专门机械、器具进行运输、装卸的散装物品在某个物流范围内,不用任何包装,长期固定采用吸扬、抓斗等机械、器具进行装卸、运输、储存的作业方式;4．33 直接换装cross docking物品在物流环节中,不经过中间仓库或站点,直接从一个运输工具换载到另一个运输工具的物流衔接方式;4．34 配送distribution在经济合理区域范围内,根据用户要求,对物品进行拣选、加工、包装、分割、组配等作业,并按时送达指定地点的物流活动;4．35 共同配送joint distribution由多个企业联合组织实施的配送活动;4．36 配送中心distribution center从事配送业务的物流场所或组织,应基本符合下列要求：a 主要为特定的用户服务；b 配送功能健全；c 完善的信息网络；d 辐射范围小；e 多品种、小批量；f 以配送为主,储存为辅;4．37 分拣sorting将物品按品种、出入库先后顺序进行分门别类推放的作业;4．38 拣选order picking按订单或出库单的要求,从储存场所选出物品,并放置指定地点的作业;4．39 集货goods collection将分散的或小批量的物品集中起来,以便进行运输、配送的作业;4．40 组配assembly配送前,根据物品的流量、流向及运输工具的载质量和容积,组织安排物品装载的作业; 4．41 流通加工distribution processing物品在从生产地到使用地的过程中,根据需要施加包装、分割、计量、分拣、刷标志、拴标签、组装等简单作业的总称;4．42 冷链cold chain为保持新鲜食品及冷冻食品等的品质,使其在从生产到消费的过程中,始终处于低温状态的配有专门设备的物流网络;4．43 检验inspection根据合同或标准,对标的物品的品质、数量、包装等进行检查、验收的总称;物流技术装备与设施术语5．1 仓库warehouse保管、储存物品的建筑物和场所的总称;5．2 库房storehouse有屋顶和围护结构,供储存各种物品的封闭式建筑物;5．3 自动化仓库automatic warehouse由电子计算机进行管理和的控制,不需人工搬运作业,而实现收发作业的仓库;5．4立体仓库stereoscopic warehouse采用高层货架配以货箱或托盘储存货物,用巷道队垛起重机及其他机械进行作业的仓库; 5．5 虚拟仓库virtual warehouse建立在计算机和网络通讯技术基础上,进行物品储存、保管和远程控制的物流设施;可实现不同状态、空间、时间、货主的有效调度和统一管理; 5．6保税仓库boned warehouse经海关批准,在海关监管下,专供存放未办理关税手续而入境或过境货物的场所;5．7 出口监管仓库export supervised warehouse经海关批准,在海关监管下,存放已按规定领取了出口货物许可证或批件,已对外买断结汇并向海关办完全部出口海关手续的货物的专用仓库;5．8 海关监管货物cargo under custom's supervision在海关批准范围内接受海关查验的进出口、过境、转运、通关货物,以及保税货物和其他尚未办结海关手续的进出境货物;5．9 冷藏区chill space仓库的一个区域,其温度保持在0'C~10.C范围内;5．10 冷冻区freeze space仓库的一个区域,其温度保持在0'C以下;5．11 控湿储存区humidity controlled space仓库内配有湿度调制设备,使内部湿度可调的库房区域;5．12 温度可控区temperature controlled space温度可根据需要调整在一定范围内的库房区域;5．13 收货区receiving space到库物品入库前核对检查及进库准备的地区;5．14 发货区shipping space物品集中待运地区;5．15 料棚goods shed供储存某些物品的简易建筑物,一般没有或只有部分围壁;5．16 货场goods yard用于存放某些物品的露天场地;5．17 货架goods shelf用支架、隔板或托架组成的立体储存货物的设施;5．18 托盘pallet用于集装、堆放、搬运和运输的放置作为单元负荷的货物和制品的水平平台装置;GB/T 4122.1-1996中4.275．19 叉车fork lift truck具有各种叉具,能够对货物进行升降和移动以及装卸作业的搬运车辆;5．20 输送机conveyor对物品进行连续运送的机械;5．21 自动导引车automatic guided vehicle AGV能够自动行驶到指定地点的无轨搬运车辆;5．22 箱式车box car除具备普通车的一切机械性能外,还必须具备全封闭的箱式车身和便于装卸作业的车门; 5．23 集装箱container是一种运输设备,应满足下列要求：a 具有足够的强度,可长期反复使用；b 适于一种或多种运输方式运送,途中转运时,箱内货物不需换装；c 具有快速装卸和搬运的装置,特别便于从一种运输方式转移到另一种运输方式；d 便于货物装满和卸空；e 具有1立方米及以上的容积;集装箱这一术语不包括车辆和一般包装; GB/T 1992-1985中1.15．24 换算箱twenty-feet equivalent unit TEU又称标准箱;Twenty-feet equivalent unit TEU以20英尺集装箱作为换算单位;GB/T 17271-1998中3.2.4.85．25 特种货物集装箱specific cargo container用以装运特种物品用的集装箱; GB/T 4122.1-1996中1.15．26 全集装箱船full container ship舱内设有固定式或活动式的格栅结构,舱盖上和甲板上设置固定集装箱的系紧装置, 便于集装箱左翼及定位的船舶;GB/T GB/T17271-1998中3.1.1.15．27 铁路集装箱场railway container yard进行集装箱承运、交付、装卸、堆存、装拆箱、门到门作业,组织集装箱专列等作业的场所;GB/T GB/T17271-1998中3.1.3.65．28 公路集装箱中转站inland container depot具有集装箱中转运输与门到门运输和集装箱货物的拆箱、装箱、仓储和接取、送达、装卸、堆存的场所;GB/T GB/T17271-1998中3.1.3.95．29 集装箱货运站container freight station CFS拼箱货物拆箱、装箱、办理交接的场所;5．30 集装箱码头container terminal专供停靠集装箱船、装卸集装箱用的码头;GB/T GB/T 17271-1998中3.1.2.25．31 国际铁路联运international through railway transport使用一份统一的国际铁路联运票据,由跨国铁路承运人办理两国或两国以上铁路的全程运输,并承担运输责任的一种连贯运输方式;5．32 国际多式联运international multimodal transport按照多式联运合同,以至少两种不同的运输方式,由多式联运经营人将货物从一国境内的接管地点运至另一国境内指定交付地点的货物运输;5．33 大陆桥运输land bridge transport用横贯大陆的铁路或公路作为中间桥梁,将大陆两端的海洋运输连接起来的连贯运输方式; 5．34 班轮运输liner transport在固定的航线上,以既定的港口顺序,按照事先公布的船期表航行的水上运输方式;5．35 租船运输shipping by chartering根据协议,租船人向船舶所有人租凭船舶用于货物运输,并按商定运价,向船舶所有人支付运费或租金的运输方式;5．36 船务代理shipping agency根据承运人的委托,代办与船舶进出有关的业务活动;5．37 国际货运代理international freight forwarding agent接受进出口货物收货人、发货人的委托,以委托人或自己的名义,为委托人办理国际货物运输及相关业务,并收取劳务报酬的经济组织;5．38 理货tally货物装卸中,对照货物运输票据进行的理点数、计量、检查残缺、指导装舱积载、核对标记、检查包装、分票、分标志和现场签证等工作;5．39 国际货物运输保险international transportation cargo insurance在国际贸易中,以国际运输中的货物为保险标的的保险,以对自然灾害和意外事故所造成的财产损失获得补偿;5．40 报关customs declaration由进出口货物的收发货人或其代理人向海关办理进出境手续的全过程;5．41 报关行customs broker专门代办进出境保管业务的企业;5．42 进出口商品检验commodity inspection确定进出口商品的品质、规格、重量、数量、包装、安全性能、卫生方面的指标及装运技术和装运条件等项目实施检验和鉴定,以确定其是否与贸易合同、有关标准规定一致,是否符合进出口国有关法律和行政法规的规定;简称"商检";物流管理术语6．1 物流战略logistics strategy为寻求物流的可持续发展,就物流发展目标以及达成目标的途径与手段而制定的长远性、全局性的规划与谋略;6．2 物流战略管理logistics strategy management物流组织根据已制定的物流战略,付诸实施和控制的过程;6．3 仓库管理warehouse management对库存物品和仓库设施及其布局等进行规划、控制的活动;6．4仓库布局warehouse layout在一定区域或库区内,对仓库的数量、规模、地理位置和仓库设施、道路等各要素进行科学规划和总体设计;6．5 库存控制inventory control在保障供应的前提下,使库存物品的数量最少进行的有效管理的技术经济措施;6．6 经济订货批量economic order quantity EOQ通过平衡采购进货成本和保管仓储成本核算,以实现总库存成本最低的最佳订货量;6．7定量订货方式fixed-quantity system FQS当库存量下降到预定的最低的库存数量订货点时,按规定数量一般以经济订货批量为标准进行订货补充的一种库存管理方式;6．8 定期订货方式fixed-quantity system FIS按预先确定的订货间隔期间进行订货补充的一种库存管理方式;6．9 ABC分类管理ABC classification将库存物品按品种和占用资金的多少分为特别重要的库存A类、一般重要的库存B类和不重要的库存C类三个等级,然后针对不同等级分别进行管理与控制;6．10 电子订货系统Electronic order system EOS不同组织间利用通讯网络和终端设备以在线联结方式进行订货作业与订货信息交换的体系; 6．11 准时制just in time JIT在精确测定生产各工艺环节作业效率的前提下按订单准确的计划,消除一切无效作业与浪费为目标的一种管理模式;6．12 准时制物流just-in-time logistics一种建立在JIT管理理念基础上的现代物流方式;6．13 零库存技术zero-inventory logistics在生产与流通领域按照JIT组织物资供应,使整个过程库存最小化的技术的总称;6．14 物流成本管理logistics cost control对物流相关费用进行的计划、协调与控制;6．15 物料需要计划material requirements planning MRP一种工业制造企业内的物资计划管理模式;根据产品结构各层次物品的从属和数量关系,以每个物品为计划对象,以完工日期为时间基准倒排计划,按提前期长短区别各个物品下达计划时间的先后顺序;6．16 制造资源计划manufacturing resource planning MRP II从整体最优的角度出发,运用科学的方法,对企业的各种制造资源和企业生产经营各环节实行合理有效地计划、组织、控制和协调,达到既能连续均衡生产,又能最大限度地降低各种物品的库存量,进而提高企业经济效益的管理方法;6．17 配送需要计划distribution requirements planning DRP一种既保证有效地满足市场需要,又使得物流资源配置费用最省的计划方法,是MRP原理与方法在物品配送中的运用;6．18 配送资源计划distribution resource planning DRP II一种企业内物品配送计划系统管理模式;是在DRP的基础上提高各环节的物流能力,达到系统优化运行的目的;6．19 物流资源计划logistics resource planning LRP以物流为基础手段,打破生产与流通界限,集成制造资源计划、分销需要计划以及功能计划而形成的物资资源优化配置方法;6．20 企业资源计划enterprise resource planning ERP在MRP II 的基础上,通过反馈的物流和反馈的信息流、资金流,把客户需要和企业内部的生产经营活动以及供应商的资源整合在一起,体现完全按用户需要进行经营管理的一种全新的管理方法;6．21 供应链管理supply chain management SCM利用计算机网络技术全面规划供应链中的商流、物流、信息流、资金流等,并进行计划、组织、协调与控制;6．22 快速反映Quick response QR物流企业面对多品种、小批量的买方市场,不是储备了"产品",而是准备了各种"要素",在用户提出要求时,能以最快速度抽取"要素",及时"组装",提供所需服务或产品;6．23 有效客户反映efficient customer responseECR以满足顾客要求和最大限度降低物流过程费用为原则,能及时做出准确反应,使提供的物品供应或服务流程最佳化的一种供应链管理战略;6．24 连续库存补充计划continuous replenishment program CRP利用及时准确的销售时点信息确定已销售的商品数量,根据零售商或批发商的库存信息和预先规定的库存补充程序确定发货补充数量和配送时间的计划方法;6．25 计算机付诸订货系统computer assisted ordering CAO基于库存和客户需要信息,利用计算机进行自动订货管理的系统;6．26 供应商管理库存vendor managed inventory VMI供应商等上游企业基于其下游客户的生产经营、库存信息,对下游客户的库存进行管理与控制;6．27 业务外包outsourcing企业为了获得不单纯利用不、内部资源更多的竞争优势,将其非核心业务交由合作企业完成; 资料来源：http://vip.6to23/our56/study/html/tjzl/wlbz/wlglsy.htm。

供应链的英语作文Title: The Importance of Supply Chain Management。

Supply chain management plays a pivotal role in the success of businesses across various industries. It encompasses the entire process of delivering a product or service, from the raw materials stage to the end consumer. In today's globalized economy, effective supply chain management is more crucial than ever before. This essaywill delve into the significance of supply chain management and its impact on businesses.Firstly, supply chain management ensures the efficient flow of goods and services from suppliers to consumers. By streamlining this process, businesses can minimize costs, reduce lead times, and improve overall customer satisfaction. A well-managed supply chain enables companies to respond quickly to changes in demand and market trends, thus gaining a competitive edge in the industry.Moreover, supply chain management contributes to risk mitigation and resilience. By diversifying suppliers and establishing robust contingency plans, businesses can mitigate disruptions caused by unforeseen events such as natural disasters, political instability, or supply chain bottlenecks. This resilience is crucial for maintaining business continuity and safeguarding against potential losses.Furthermore, supply chain management promotes sustainability and ethical practices. Companies are increasingly under pressure to adopt environmentally friendly and socially responsible supply chain practices. By collaborating with suppliers who adhere to fair labor standards, minimize waste, and reduce carbon emissions, businesses can enhance their reputation, attract environmentally conscious consumers, and contribute to a more sustainable future.Additionally, supply chain management fosters innovation and collaboration. By engaging in strategic partnerships and leveraging technology, businesses canoptimize their supply chain processes and drive continuous improvement. Collaborative efforts between suppliers, manufacturers, and distributors facilitate the exchange of ideas and expertise, leading to the development of innovative solutions and the creation of value for all stakeholders involved.In conclusion, supply chain management is integral to the success and sustainability of businesses in today's dynamic marketplace. By optimizing the flow of goods and services, mitigating risks, promoting sustainability, and fostering innovation, effective supply chain management enables businesses to stay competitive, resilient, and responsive to the ever-changing needs of the market. As businesses continue to navigate the complexities of the global economy, investing in robust supply chain management practices remains paramount.。