sourcing strategy-supply chain management

Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。

中文2969字外文翻译原文：Strategic Cost Management in the Supply Chain:A Purchasing andSupply Management PerspectiveIn the course of this study, it became clear that effective strategic cost management has both strategic and tactical aspects that must be well executed in order to deliver results. The strategic framework and tactical elements of cost management as they affect PSM are shown , which also shows the soft and hard results of effective cost management as related to PSM. The actual processes in which cross-functional teams engage to support strategic cost management include many tactical elements. In most organizations studied, the strategic cost management process occurs as an integral part of the new product development process or the strategic sourcing process. It is not a ―stand-alone activity,‖ but rather central part of supplier selection and supply base management. Some of the processes and tools that are part of the strategic cost management process are listed in Table 2, and presented in more depth in the body of the report. A cross-disciplinary team of two or more individuals, including PSM, was the norm for carrying out strategic cost management in the five core organizations studied. Often, the cost management activities were part of another, larger process, such as a strategic sourcing event, a new product development process, or part of an on- going continuous improvement effort. In exploring Figure 1 in detail, it is clear that the cross-functional team that works on strategic cost management has numerous high-level issues that it must consider. First, the price and feature needs of the ultimate customer must be heavily weighted, or the result will be a product that customers cannot afford, that does not meet their needs, or both.Organizational Support at all Levels: While PSM is held to a high level of accountability for strategic cost management and delivering bottom-line savings, PSMcannot be successful without extensive support from others throughout the organization. First and foremost, top management support is critical. It sets the tone for the attitude that everyone in the organization has toward strategic cost management. Through the business unit and functional metrics, top management determines the nature and extent of cost management focus as an organizational priority. Based on this, PSM needs the support of other functional areas cooperating teams that have a primary or second goal of managing supplier costs. The participants on cross-functional teams need to be held accountable for the identification of opportunities and delivery of results. PSM also needs specific support from cost management specialists, who are assigned to support PSM and cross- functional teams in supplier cost analysis. These individuals may be part of PSM or part of finance. The critical requirement is that they have the charter and the qualifications to effectively support supplier cost analysis and management. Supplier cost management must be viewed as one of, if not the most important aspect of their jobs. This focus is critical because supplier cost analysis is often specialized and time consuming. PSM and cross-functional teams need to know that there are internal experts upon whom they can call to support their supplier cost management efforts. Without such support, the analysis may be too complex and time consuming to be done as part of PSM’s or the cross-functional team’s regular activities.Supplier Cost Management is a Good Investment: The suggested approach for dedicating resources to supplier cost management may seem cost prohibitive. However, the organizations studied unanimously agree that they receive extremely high returns on their investments in supplier cost management efforts. The money spent on supplier should-cost analysis, supplier development, and other tools and approaches pays for itself many times over in terms of reducing costs and bottom-line prices paid to suppliers. For large Fortune 500 companies, successful strategic cost management may mean the addition of dedicated personnel to focus on supplier cost management. For smaller organizations which might not have as great an on-going need, or as great an asset base, successful strategic cost management may mean diverting resources from PSM and/or finance, and retraining one or more people tobecome internal experts on some of the cost management and analysis tools mentioned in this study.Support for Strategic Cost Management Theory: As mentioned in the brief review of the literature below, strategic cost management theory embodies understanding and managing the organization’s supply chain, the cost drivers and the customer value proposition. It is a matter of simultaneously understanding and managing these elements in relation to each other. The organizations investigated do an excellent job of understanding and managing their internal cost drivers and supplier-facing cost drivers. Two of the organizations that have a strong management focus on customer relationships also do an excellent job of managing the customer-facing cost drivers. It is not clear from the study how well these organizations understand the customers’ value proposition and translate that across internal functions and to their suppliers. Except in the case of LCP, and to some extent Deere, the translation mechanism is indirect, through one or more functions that may have direct customer contact. This represents an opportunity for potential improvement. Related to this, as mentioned in the section on supply chain perspective, most of the organizations studied do not generally have a seamless view of the supply chain from customer to supplier; the customer view and supplier view are still managed separately in different organizations, with some interface in the middle. Such coordination would be a complex undertaking, and might require a change in team structure. The organization that comes closest to embodying a true supply chain perspective is LCP, with its product supply structure. While the argument could be made that it is more important for LCP to be close to its customers because it is a consumer products firm, all types of customers are becoming more demanding (Fawcett and Magnan, 2001). LCP’s product supply structure has a Product Supply Vice President who reports into the Business Unit President. Also reporting to the VP of Product Supply are PSM, engineering, manufacturing, customer service/logistics, and finance. Deere has a similar structure, although there is a mix of direct and indirect reporting relationships.The customer information comes to the team through a secondary source, oftenfiltered through the eyes of marketing, sales, or a customer relationship manager. The corporate objectives regarding strategic cost management and cost savings goals must also be considered in terms of meeting the objectives of the team and the business unit or units that the team supports. Next, each organization utilized cost management specialists, for whom all or a major part of their jobs was to support cost analysis, help develop models, and ensure integrity in the data and the analysis results. In some cases, these individuals reported to PSM; in others, they reported to corporate or business unit finance. The key commonality across cost management specialists in these organizations was the expertise, credibility and charter to support supplier cost management. Even with the first three direct inputs, a fourth is needed: a reward an measurement system that supports cost management. The extent to which such a system exists is a function of the corporation’s cost consciou sness culture. Is everyone in the organization held accountable for cost management? Is it part of their performance reviews, annual goal setting, and overall expectations? The stronger the cost-consciousness culture, the greater the support for the team and the commitment to its results. In the center of Figure 1, the cross-functional team engages in activities designed to reduce the organization’s cost, such as identifying cost drivers and changing processes using a total cost of ownership approach, engaging in on-line reverse auctions, or working with suppliers on development. The way that the organizations studied use these processes is detailed in the body of the report. Based on the strategic cost management processes, they aim to achieve a better supply base, defined as one that has a lower cost (sometimes only a lower price), and performs as well or better than it did before the strategic cost management process. The process should also support customer satisfaction by resulting in the same or lower prices for the same or better quality and service. This should in turn lead to measurable, bottom line savings, which should translate into higher profit, higher economic value-added for the firm, and higher earnings per share. In general, when PSM thinks about achieving results, the focus is still on bottom line cost savings rather than how its performance is reflected in the overall corporation’s results.Characteristics of Companies with Effective Supply Chain Strategic CostManagement Approaches: The key characteristics that organizations with effective strategic cost management systems should display are shown in Table 3. Table 3 was developed as a composite ideal of the best characteristics of the core supply chain organizations studied. It is not representative of any one organization. There are specific attributes related to way the organization understands and manages the relationship with the customer, its supplier, and related to their own internal organization. The key organizational characteristics have been divided into cultural/organizational issues, measurement issues, and information/communication issues.Internal requirements/characteristics–Both the customer-facing and supplier-facing characteristics stem from inside the organization. The internal culture and organizational structure create the framework for effective supply chain cost management. Internally, an effective cost-management culture is characterized by top management support for cost management and a high level of cost and value consciousness throughout the company. In addition to dedicated resources to support supply chain cost management, cross-functional teams are used to identify and implement cost management approaches. Rather than an afterthought, cost management is an integral part of all key supplier processes. The right type of reward and measurement systems is also critical to reinforce the cost management culture. It is critical that the organizations measure what they want to achieve, and the metrics are aligned throughout the organization, reflecting cost goals as well as customer value and supplier performance goals. Supply chain performance metrics and results must be published and receive high visibility throughout the organization. This requires excellent information systems and communication. Part of this communication includes awareness throughout the organization of customer needs and the organization’s value proposition in serving the customer.Customer-facing knowledge– Supply chain management is all about meeting the needs of customers better than the competition does. In terms of the organization’s culture, the company needs to be customer centric, valuing its customers and working with them to meet their needs while improving the efficiency and effectiveness of thesupply chain. From a measurement standpoint, the organization needs to understand the needs of the end customer as well as market trends, and respond to these proactively. From an information and communication perspective, it is critical that the c ustomers’ needs and the organization’s plans for meeting those needs be communicated throughout the organization. This allows everyone in the organization to align his or her efforts around the customer.Supplier facing knowledge/characteristics—Effective supply chain strategic cost management relies heavily on suppliers. Culturally, this means a continuous improvement focus on working with suppliers, including early supplier involvement. It also means supporting supplier’s continuous improvement with res ources and training. From a measurement and reward standpoint, the organization must properly segment its supply base to use the appropriate types of supplier relationships and cost management techniques. It also needs to measure supplier performance, and reward the suppliers who perform well. Clearly communicating expectations and needs to suppliers is essential. The organizations studied in this research excel in the third column of Table 3: supplier-facing knowledge. The segment their supply bases, have dedicated supplier cost management resources, emphasize continuous improvement, and in many cases develop the suppliers by providing resources to support continuous improvement. They reward their top suppliers by sharing cost savings or giving them more business. They are working on improving communications and early supplier involvement. One strong recommendation is that they invest more resources in supplier training. In general, their first tier suppliers do not have as well- developed approaches to supplier cost management. Since these core organizations would prefer not to work on supplier cost management beyond their first tier suppliers, the first tier suppliers would likely be much more effective if they improved their cost management systems, and worked more closely with their suppliers.Source: Lisa M.Ellram,2002. ―Strategic Cost Management In the supply chain: Apurchasing and supply management perspective‖ .pp47-69.译文：战略成本管理的供应链:采购管理的前景在研究的过程中，战略成本管理的战略和战术方面都必须执行得好才能产生明显的效果。

形容 sourcing 的英文Sourcing, an Essential Component of Global Supply ChainsSourcing refers to the process of identifying and selecting suppliers or manufacturers for the procurement of goods, materials, or services. It plays a crucial role in global supply chains by ensuring the availability of quality products or services at competitive prices. In this article, we will explore the intricacies of sourcing and its significance in today's business environment.1. Defining SourcingSourcing encompasses a range of activities, including supplier identification, evaluation, negotiation, and contract management. It involves finding the most suitable suppliers based on criteria such as price, quality, reliability, and sustainability. Effective sourcing strategies optimize the supply chain, improve operational efficiency, and contribute to overall business success.2. Importance of SourcingSourcing is instrumental in enhancing business competitiveness. By sourcing strategically, companies can access global markets, tap into specialized resources, and leverage competitive advantages. It enables organizations to focus on their core competencies while benefiting from suppliers' expertise and economies of scale.Moreover, effective sourcing helps mitigate risks such as supply disruptions, quality issues, and cost fluctuations. Diversifying the supplierbase and ensuring robust supplier relationships through sourcing strategies contribute to supply chain resilience.3. Key Factors in Sourcinga) Supplier Evaluation: Thorough evaluation of potential suppliers is critical. Factors such as financial stability, production capacity, quality management systems, and compliance with ethical and environmental standards should be considered. Supplier audits and site visits can provide valuable insights into the supplier's capabilities and processes.b) Cost Considerations: While cost is an essential factor, it should not be the sole determinant. Sourcing decisions should strike a balance between price and quality to ensure value for money. Total cost of ownership, which includes factors like transportation, inventory holding, and quality costs, should be evaluated for accurate cost comparisons.c) Risk Management: Sourcing involves inherent risks, including supply disruptions, quality issues, or changes in regulations. Proactive risk management strategies, such as dual sourcing, supplier collaboration, and contingency plans, minimize these risks and strengthen supply chain resilience.d) Ethical and Sustainable Sourcing: Increasingly, companies are incorporating ethical and sustainability considerations into their sourcing decisions. Ensuring suppliers comply with labor standards, environmental regulations, and human rights is crucial. Sustainable sourcing practices help build a positive brand image and meet the expectations of socially conscious customers.4. Global Sourcing vs. Local SourcingGlobal sourcing and local sourcing are two approaches with distinct advantages and challenges. Global sourcing allows access to a wider supplier base, cost advantages, and specialized capabilities. On the other hand, local sourcing offers proximity, better control over the supply chain, reduced transportation costs, and supports the local economy. The decision between global and local sourcing depends on factors such as product characteristics, market dynamics, and strategic objectives.5. Technology and Digitization in SourcingAdvancements in technology and digitization have transformed sourcing practices. Digital platforms and e-sourcing tools streamline supplier discovery, evaluation, and communication processes. Automated sourcing software integrates data analytics, supplier performance tracking, and real-time collaboration, leading to informed decision-making and enhanced efficiency.6. ConclusionIn conclusion, sourcing plays a crucial role in global supply chains by identifying and selecting the most appropriate suppliers. It optimizes supply chain performance, mitigates risks, and contributes to business competitiveness. Considering factors like supplier evaluation, cost considerations, risk management, and ethical practices are vital for effective sourcing. Whether global or local, sourcing strategies must align with an organization's overall objectives and market dynamics. Furthermore, technology-driven advancements continue to shape and improve sourcing practices in the digital era.。

Sourcing与Buyer，Purchasing和Procurement的区别(2011-04-02 18:04:10)目录定义上的区别 (1)职能上的区别和具体分工 (1)Sourcing与Purchasing (2)sourcing工作职责： (3)Buyer工作职责: (4)不同行业的不同定位 (4)定义上的区别与采购有关的词有：Buyer，Purchasing，Procurement和Sourcing。

我把它们分别译为：买；采购；获取（或资源获取）；寻源与货源组织。

从他们出现的顺序上也可以看出它们虽然最终都完成了采购的业务，但含义和执行工程是不同的：1．Buyer只是简单的买，完成了“买”的动作和买入了某样物资或服务，侧重于下单，并跟踪订单；2．Purchasing则有采购的意思，即先要采，然后再买进；3．Procurement是实现了资源获取，有整合与更好的获得资源的意思；4．Sourcing一般是制造型企业用的，要求有很强的理工知识和商业感觉，是要去在全球范围内找到最好的资源、然后将找到的货源和资源组合在一起来更好地加以利用，侧重于物料和供应商的开发，开发完成后交给buyer下单跟踪。

它们的演变是随着采购业务不断发展的需求而出现和扩展而来的。

职能上的区别和具体分工Sourcing与Purchasing翻译成中文，Sourcing，Purchasing和buyer都是采购的意思，但实际上他们的职能是大不相同。

Sourcing是根据客户的需求，寻找，发现，评估，审核，发展合格的供应商，有的叫procurement，意思是发现采购。

一般对应中文是供应商开发或发展多。

同时也包括新BOM （Bill of Material）报价和谈价的工作。

侧重于技术层面，是去寻找和确定符合资质的新供应商或新产品的供应商。

偏重于对整体项目的分析。

比如你需要采购产品A，你要对A 进行风险分析，比如这个项目是否适合中国的市场，他的技术参数是否是大部分供应商能达到；近期的原油价格会不会涨价，造成运费增加，或者塑料涨价格，你做这个项目有多少saving ；如果有些状况你开始就预料到的并不利于这样项目，你有权将项目停掉，以免浪费人力物力，Sourcing 的这个工作和职位,对潜在风险的预测是有比较高的要求，同时他还可能负责初期的供应商寻找和筛选。

供应链专业英语1. Supply Chain Management (SCM): The management of the flow of goods and services, from the procurement of raw materials to the delivery of finished products to customers.2. Logistics: The process of planning, implementing, and controlling the efficient and effective flow and storage of goods, services, and related information from the point of origin to the point of consumption.3. Inventory management: The practice of ordering, storing, and maintaining the appropriate quantity of goods to meet customer demand while minimizing costs associated with inventory holding.4. Procurement: The process of acquiring goods and services from external suppliers to meet the organization's needs.5. Demand forecasting: The process of estimating future demand for a product or service in order to optimize planning and production processes.6. Warehousing: The physical storage of goods in a warehouse or distribution center, including activities such as receiving, storing, and picking.7. Transportation management: The coordination and optimization of transportation activities, including mode selection, carrier selection, routing, and scheduling, to ensure timely delivery and minimize costs.8. Reverse logistics: The management of the flow of goods from the point of consumption back to the point of origin, including activities such as returns, repairs, and recycling.9. Supply chain risk management: The identification, assessment, and mitigation of risks that could disrupt the smooth flow of goods and services within the supply chain.10. Lean manufacturing: An approach to production that aims to minimize waste and maximize efficiency by eliminating non-value-added activities and continuously improving processes.11. Just-in-time (JIT) inventory management: A strategy that aims to minimize inventory holding costs by ordering and receiving materials just in time for production or customer delivery.12. Total Quality Management (TQM): A management approach that focuses on continuous improvement of processes and products to meet or exceed customer expectations.13. Supply chain collaboration: The practice of sharing information, resources, and expertise among supply chain partners to optimize overall performance and achieve mutual benefits. 14. Vendor managed inventory (VMI): An agreement between a supplier and a customer in which the supplier is responsible for managing and replenishing the customer's inventory.15. Electronic Data Interchange (EDI): The electronic exchange of business documents, such as purchase orders and invoices,between trading partners to improve the efficiency and accuracy of communications.。

沃尔玛的全面风险管理战略(英文版) Comprehensive Risk Management Strategy of Walmart Introduction:Risk management is an essential component of every successful business. It involves identifying potential risks, assessing their impact, and implementing strategies to mitigate them. As one of the largest retail corporations in the world, Walmart recognizes the importance of having a comprehensive risk management strategy in place. This article aims to outline Walmart's approach to risk management, highlighting its key principles and strategies.1. Risk Identification:The first step in Walmart's risk management strategy is to identify potential risks that could impact the company's operations. This involves conducting thorough risk assessments at various levels, including corporate, regional, and store levels. Walmart uses various techniques such as problem analysis, performance reviews, and trend analysis to identify areas of potential vulnerability. The company also closely monitors external factors such as market trends, regulatory changes, and geopolitical risks that could affect its business.2. Risk Assessment:Once the risks are identified, Walmart assesses their potential impact on the company's operations, financial performance, and reputation. This involves quantifying risks in terms of financial loss, operational disruption, and potential damage to the brand image. By conducting risk assessments, Walmart can prioritize risks and allocate resources effectively to mitigate them.3. Risk Mitigation Strategies:After assessing the risks, Walmart implements strategies to mitigate them and minimize their impact on the company. This includes developing and implementing robust internal controls, standard operating procedures, and policies to prevent and detect risks. Walmart also invests in state-of-the-art technology and infrastructure to ensure the security and efficiency of its operations. For example, the company uses advanced surveillance systems and cybersecurity measures to protect its stores and customer data from potential threats.Walmart also believes in fostering a culture of risk management throughout the organization. It educates and trains its employees on risk awareness and encourages them to report any potential risks or violations. This helps Walmart to proactively address risks and prevent potential issues before they escalate.4. Crisis Management:Despite careful planning and risk mitigation efforts, unexpected events can still occur. Walmart understands the importance of having a robust crisis management plan in place. The company has a dedicated crisis management team that is responsible for coordinating responses to various crises, such as natural disasters, product recalls, or public relations crises. Walmart's crisis management plan outlines clear procedures for communication, decision-making, and business continuity to ensure a swift and effective response to any crisis situation.5. Business Continuity Planning:Another critical aspect of Walmart's risk management strategy is business continuity planning. This involves developing strategies and procedures to ensure the continuous operation of key business functions in the event of a disruption. Walmart has comprehensive business continuity plans at both the corporate and individual store levels. These plans outline alternative operating procedures, backup systems, and recovery strategies to minimize downtime and mitigate the impact of any disruption.6. Continuous Improvement:Walmart recognizes that risk management is an ongoing process that requires continuous improvement and adaptation. The company regularly reviews and updates its risk management strategies to address emerging risks and changing business environments. It actively seeks feedback from employees, customers, and stakeholders to identify areas for improvement and implement necessary changes.Conclusion:Walmart's comprehensive risk management strategy demonstrates its commitment to ensuring the safety, security, and continuity of its operations. By adopting a proactive and holistic approach torisk management, Walmart can identify and mitigate potential risks, minimize their impact, and maintain its position as one of the world's leading retail corporations.Certainly! Here are some additional points to expand on Walmart's risk management strategy: 1. Supply Chain Risk Management:Walmart's risk management strategy includes a strong focus on supply chain management. The company recognizes thatdisruptions in its supply chain can have a significant impact on its operations and ability to serve customers. To mitigate supply chain risks, Walmart has implemented several strategies. Firstly, the company has diversified its supplier base to reduce dependency on a single supplier or region. This helps to minimize the impact of any potential disruptions, such as natural disasters or geopolitical issues. Secondly, Walmart closely collaborates with its suppliers to ensure they meet specific quality, safety, and compliance standards. The company also conducts regular audits and inspections to mitigate the risks associated with unethical practices or non-compliance.2. International Risk Management:As a global retail corporation, Walmart operates in various countries with different regulatory, political, and cultural environments. To manage the risks associated with international operations, Walmart has established a robust governance structure. The company has a dedicated international risk management team that monitors and assesses risks specific to each country. This allows Walmart to tailor its risk mitigation strategies to address the unique challenges and requirements of individual markets. Additionally, Walmart maintains strong relationships with local stakeholders, government agencies, and industry associations to proactively address any potential risks or issues that may arise.3. Data Privacy and Cybersecurity:The increasing reliance on technology and digital systems within the retail industry brings new risks such as data breaches and cyber-attacks. Walmart recognizes the importance of protecting customer and company data from potential threats. The companyhas invested heavily in cybersecurity measures, including firewalls, encryption, and constant monitoring of its systems. Walmart also regularly conducts vulnerability assessments and penetration tests to identify and address any potential weaknesses. In addition to technical safeguards, Walmart has implemented strict data privacy policies and procedures to ensure compliance with relevant regulations and protect customer privacy.4. Regulatory Compliance:Operating in a highly regulated industry, Walmart places a strong emphasis on compliance with applicable laws and regulations. The company has a dedicated legal and compliance team that monitors and ensures adherence to local, national, and international regulations. Walmart invests in training programs for its employees to ensure they are aware of and comply with relevant laws and regulations. The company also conducts regular internal audits to assess compliance and identify areas for improvement. Walmart's commitment to regulatory compliance helps to mitigate the risks associated with legal sanctions, reputational damage, and operational disruptions.5. Environmental Sustainability:Walmart recognizes the risks associated with climate change and environmental degradation and has integrated sustainable practices into its risk management strategy. The company has set ambitious goals to reduce greenhouse gas emissions, promote renewable energy, minimize waste, and conserve natural resources. By adopting sustainable business practices, Walmart reduces its exposure to potential regulatory, reputational, and operational risks. The company also works closely with its suppliers to promotesustainable sourcing and production practices throughout its supply chain.Conclusion:Walmart's comprehensive risk management strategy encompasses a wide range of areas, including risk identification, assessment, mitigation, crisis management, business continuity planning, and continuous improvement. Through its proactive and holistic approach, Walmart can effectively manage potential risks and ensure the safety, security, and continuity of its operations. By placing a strong emphasis on supply chain integrity, international risk management, data privacy, regulatory compliance, and environmental sustainability, Walmart demonstrates its commitment to long-term success and resilience in an ever-changing business landscape.。

1 / 7__________大学 2012～2013学年第____学期 《物流专业英语》模拟试卷 （二） 参考答案I. 术语翻译（本大题共30个小题，每小题0.5分，共15分） （一）英译汉部分 1)retail outlet 零售网点 2)production and distribution 生产及配送 3)raw materials 原材料 4)semi-finished goods 半成品 5)finished goods 成品 6)physical distribution 实物配送 7)recycling 回收（二）汉译英部分8) 线路预测route forecasts 9) 安全储备security reserves 10) 临时储存temporary storage 11) 再加工reprocessing 12) 散货流转bulk movements, 姓名学号班级 座位号 考试说明。

1、本试卷为闭卷考试 2、试卷中所有试题的答案均写在答题纸上 3、总分：100分，考试时间：120分钟13)多点流转multi-drop movement14)零担载货part loads15)多种零担载货multi-part loads.II.完成下列句子（本大题共15个小题，每小题1分，共15分）16)Transport is often place-oriented while distribution is _______________________ （面向客户的）. (customer-oriented)17)In practice, the logistics distribution mode varies with operator,_______________________ （产品的性质）, location, and other factors. (nature of product)18)Even the same DC may simultaneously adopt _______________________（若干有区别的配送模式）as per the specific situations. (a number of differentiated distribution modes)19)The term ‘movement’ refers to the _______________________（规划、监督和控制）of the movement of goods and people. (planning, monitoring and controlling)20)Such movements exist through all the stages of the journey_______________________（在起点和最终目的地之间）, including any interchange, documentation processing, temporary accommodation and the procurement of the means of transport. (between origin and ultimate destination)21)This will save time and money, make the operation more profitable, and help_______________________（最小化任何潜在的有害影响）on the environment.(minimize any potentially harmful effects)22)_______________________（集中控制）means that sufficient information is availablefor the right decisions to be made promptly and the resources are available for carrying out the decisions. (Centralized control)23)In order to do this, the operator has to keep traffic moving without unnecessary checksand _______________________（避免堵塞）at bottlenecks, transfer points and terminals. (avoid congestion)24)Failure to maintain an even flow will result in _______________________（延长行车时间）and turn-round and inefficient use of transport resources. (extended journey times)25)Maximum utilization is achieved by a series of techniques: such as loading a unit oftransport _______________________（达到其最大允许容量）. (to its maximum permissible capacity)26)All of this must be consistent with the requirements of safety, adequate crew rest,2/ 7_______________________（遵守速度和载货规定）and fuel efficiency. (compliance with speed and load regulations)27)This unit deals with three such categories: bulk movements,_______________________（多点式运输）and multi-part loads. (multi-drop movement)28)Typically bulk movements are of _______________________（低价值商品）which canbe moved at low cost, usually with no great urgency. ( low-value commodities)29)The exceptions include road delivery of_______________________（专业燃油）andraw materials, for example heating oils and food ingredients. (specialist fuels)30)Such bulk commodities can be dangerous goods, and therefore require_______________________（搬运方面的专门技术）. (expertise in handling)III.用动词的适当形式填空（本大题共10个小题，每小题1分，共10分）31)As with rail and air transport, large sums of money have to __________(spend) onmaintenance and control of traffic through the seaway. (be spent)32)These costs have to __________(add) to the operator’s own high costs. (be added)33)Sea transport __________(outdo) other forms of transport in terms of safety andcost-efficiency. (outdoes)34)Smaller non-urgent goods can __________(put) into containers for shipping in bulk.(be put)35)Costing is the process of __________(analyze) the costs and benefits of differentoptions. (analyzing)36)Costing is often __________ (refer) to as ‘cost-benefit analysis (CBA)’. (referred)37)The prime purpose of costing is to show the total cost of the service__________(render), and to analyze the composition of that cost. (rendered)38)The managers want to know how much it costs to __________(transport) a singlepassenger on the basis of per mile of travel.(transport)39)Indirect costs are costs __________(incur) incurred when running a business, ieadvertising, telephones, office staff salaries, heat and light, insurance on products, etc.(incurred)40)Fixed costs may __________ (not affect) by mileage or vehicle activity. (not beaffected)IV.概念解释（本大题共10个小题，每小题2分，共20分）3/ 741)What is VMI?VMI (Vendor Managed Inventory) is a means of optimizing Supply Chain performance in which the manufacturer is responsible for maintaining the distributor’s inventory levels. The manufacturer has access to the distributor’s inventory data and is responsible for generating purchase orders.42)What is bonded logistics?Bonded logistics refers to a range of special operations often conducted in a warehouse or other secured area in which dutiable goods may be stored, manipulated, or undergo manufacturing operations without payment of duty. It may be managed by the state or by private enterprise.43)What is JIT?Just in Time or JIT method creates the movement of material into a specific location at the required time, i.e. just before the material is needed in the manufacturing process.44)What is green logistics?Green Logistics is a supply chain management strategy that reduces the environmental and energy footprint of freight distribution. It focuses on material handling, waste management, packaging and transport.45)What is a 4PL Provider? 什么是4PL?Fourth Party Logistics, or 4PL, is the shared sourcing in supply chain spanning activity with a client and select teaming partner, under the direction of a 4PL integrator.46)What is Integrated logistics support?Integrated logistics support (ILS) is an integrated and iterative process for developing material and a support strategy that optimizes functional support, leverages existing resources, and guides the system engineering process to lower life cycle cost and decrease the logistics footprint (demand for logistics), making the system easier to support.47)What is City Logistics?City Logistics is the process for totally optimizing the logistics and transport activities by private companies with the support of advanced information systems in urban areas considering the traffic environment, its congestion, safety and energy savings within the framework of a market economy.48)What is ICT?ICT, short for ‘information and communication technology’, is the use of electronic processing media for the collection, analysis and evaluation of data, and the transfer of information from one point to another.49)What is EDI? 什么是EDI？Electronic Data Interchange (EDI) refers to the structured transmission of data between4/ 7organizations by electronic means. It is used to transfer electronic documents from one computer system to another, i.e. from one trading partner to another trading partner. It is more than mere E-mail; for instance, organizations might replace bills of lading and even checks with appropriate EDI messages.50)What is e-business?E-business, or e-commerce, refers to the processing of business transactions via electronic means and with digitalized data.This data can be texts, images, sound, video or the combination thereof, which are transmitted over either open networks like the World Wide Web, or over closed networks like the Intranet and Extranet.V.英译汉（本大题共5个小题，每小题2分，共10分）51)Supply chain management has seen a large shift in recent years from the use ofin-house logistics operations to the use of third party logistics providers. 供应链管理近年来见证了从使用内部物流作业到使用第三方物流提供商的巨大转变。