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1、工商管理专业英语unit13Glossaryapparel:n.Clothing,especially outer garments;attire.服饰dock:n.A pier;a wharf.码头tailored:adj.Made by a tailor;custom-made.剪裁讲究的，定制的distributor:n.One that markets or sells merchandise,especially a wholesaler.发行者，销售者consolidator:n.集运人replenishment:n.to fill up again 补给，补充stock up:采
2、购，囤积bin:n.A container or enclosed space for storage 箱柜designated:adj.To point out or call by a special name指定的bar code:n.A code representing characters by sets of parallel bars of varying thickness and separation that are read optically by transverse scanning.条形码Business School of Nankai UniversityK
3、ey Terms and ConceptsIntegrated logistics management:Integrated logistics management is a logistics concept that emphasizes the teamwork,both inside the company and along all the marketing channel organizations,in order to maximize the performance of the entire distribution system 综合物流管理Supply chain
4、 management:Supply chain management is the integration of all the facilities,functions,and processes associated with the production of goods and services all the way from suppliers to customers or end-users.供应链管理Business School of Nankai UniversityTextToday,more and more companies are adopting the c
5、oncept of integrated logistics management.This concept recognizes that providing better customer service and trimming distribution costs requires teamwork,both inside the company and among all the marketing channel organizations.Inside the company,the various functional departments must work closely
6、 together to maximize the companys own logistics performance.The company must also integrate its logistics system with those of its suppliers and customers to maximize the performance of the entire distribution system.Business School of Nankai UniversityTextCross-Functional Teamwork Inside the Compa
7、nyIn most companies,responsibility for various logistics activities is assigned to many different functional unitsmarketing,sales,finance,manufacturing,purchasing.Too often,each function tries to optimize its own logistics performance without regard for the activities of the other functions.However,
8、transportation,inventory,warehousing,and order processing activities interact,often in an inverse way.For example,lower inventory levels reduce inventory carrying costs.From stock-outs,backorders,special production.runs,and costly fast-freight shipments.Because distribution activities involve strong
9、 tradeoffs,decisions by different functions must be coordinated to achieve superior overall logistics performance.Business School of Nankai UniversityTextThus,the goal of integrated logistics management is to harmonize all of the companys distribution decisions.Close working relationships among func
10、tions can be achieved in several ways.Some companies have created permanent logistics committees made up of managers responsible for different physical distribution activities.These committees meet often to set policies for improving overall logistics performance.Companies can also create management
11、 positions that link the logistics activities of functional areas.For example,Procter&Gamble has created“supply managers”who manage all of the supply chain activities for each of its product categories.Many companies have a vice-president of logistics with cross-functional authority.In fact,accordin
12、g to one logistics expert,three-fourths of all major wholesalers and retailers,and a third of major manufacturing companies,have senior logistics officers at the vice president or higher level.The location of the logistics functions within the company is a secondary concern.The important thing is th
13、at the company coordinates its logistics and marketing activities to create high market satisfaction at a reasonable cost.Business School of Nankai UniversityTextBuilding Channel Partnerships The members of a distribution channel are linked closely in delivering customer satisfaction and value.One c
14、ompanys distribution system is another companys supply system.The success of each channel member depends on the performance of the entire supply chain.For example,Wal-Mart can charge the lowest prices at retail only if its entire supply chainconsisting of thousands of merchandise suppliers,transport
15、 companies,warehouses,and service providersoperates at maximum efficiency.Business School of Nankai UniversityTextCompanies must do more than improve their own logistics.They must also work with other channel members to improve whole-channel distribution.For example,it makes little sense for Levi-St
16、rauss to ship finished jeans to its own warehouse,then from these warehouses to JC Penneys stores.If the two companies can work together,Levi Strauss might be able to ship much of its merchandise directly to JC Penneys stores,saving time,inventory,and shipping costs for both.Today,smart companies ar
17、e coordinating their logistics strategies and building strong partnerships with suppliers and customers to improve customer service and reduce channel costs.Business School of Nankai UniversityTextThese channel partnerships can take many forms.Many companies have created cross-functional,cross-compa
18、ny teams.For example,Procter&Gamble has a team of almost 100 people living in Bentonville,Arkansas,home of Wal-Mart.The P&Gers work with their counterparts at Wal-Mart to jointly find ways to squeeze costs out of their distribution system.Working together benefits not only P&G and Wal-Mart,but also
19、their final consumers,Haggar Apparel Company has a similar system called”multiple points of contact,”in which a Haggar team works with JC Penney people at corporate,divisional,and store levels.As a result of this partnership,Penney now receives Haggar merchandise within 18 days of placing an order-1
20、0 days fewer than its next best supplier.And Haggar ships the merchandise“floor ready”hangered and pre-taggedreducing the time it takes Penney to move the stock from receiving docks to the sales floor from four days to just one.Business School of Nankai UniversityTextOther companies partner through
21、shared projects.For example,many larger retailers are working closely with suppliers on in-store programs.Home Depot allows key suppliers to use its stores as a testing ground for new merchandising programs.The suppliers spend time at Home Depot stores watching how their product sells and how custom
22、ers relate to it.They then create programs specially tailored to Home Depot and its customers.Western Publishing Group,publisher of”Little Golden Books”for children,formed a similar partnership with Toys R Us.Western and the giant toy retailer coordinated their marketing strategies to create mini-bo
23、okstore sections-called Books R Us within each Toys R Us store.Toys R Us provides the locations,space,and customers Western serves as distributor,consolidator,and servicer for the Books R Us program.Clearly,both the supplier and customer benefit from such partnerships.Business School of Nankai Unive
24、rsityTextChannel partnerships may also take the form of information sharing and continuous inventory replenishment systems.Companies manage their supply chains through information.Suppliers link up with customers through electronic interchange(EDI)systems to share information and coordinate their lo
25、gistics decisions.Here are just two examples:Information sharing is at the heart of supplier-customer relationships.Increasingly,high-performance retailers are sharing point-of-sale scanner data with their suppliers through electronic data interchange.Wal-Mart was one of the first companies to provi
26、de suppliers with timely sales data.With its Retail Link system,major suppliers have“earth stations”installed by which they are directly connected to Wal-Marts information network.Now,the same system that tells Wal-Mart what customers are buying lets suppliers know what to produce and where to ship
27、the goods.Thus,when a teenager buys a size 10 Nike running shoe,the information goes directly to Nikes computers,triggering replacement or production.Wal-Mart no longer issues purchase orders to some of its most reliable suppliers.These suppliers automatically replenish Wal-Marts inventory based on
28、the retailers scanner data and their knowledge of Wal-Marts operations.Business School of Nankai UniversityTextBailey Controls,a manufacturer of control systems for big factories,from steel and paper mills to chemical and pharmaceutical plants,treats some of its suppliers almost like departments of
29、its own plants.Bailey has plugged two of its main electronics suppliers into itself.Future Electronics is hooked on through an electronic data interchange system.Every week,Bailey electronically sends Future its latest forecasts of what materials it will need for the next six months,so that future c
30、an stock up in time.Bailey itself stocks only enough inventory for a few days of operation,as opposed to the three or four months worth it used to carry.Whenever a bin of parts falls below a designated level,a Bailey employee passes a laser scanner over the bins bar code,instantly alerting Future to
31、 send the parts at once.Arrow Electronics.is plugged in even more closely:It has a warehouse in Baileys factory,stocked according to Baileys twice-a-month forecasts.Bailey provides the space,Arrow the warehouseman and the$500,000 of inventory.Business School of Nankai UniversityTextToday,as a result
32、 of such partnerships,many companies have switched from anticipatory-based distribution systems to response-based distribution systems.In anticipatory distribution,the company produces the amount of goods called for by a sales forecast.It builds and holds stock at various supply points such as the p
33、lant,distribution centers,and retail outlets.Each supply point reorders automatically when its order point is reached.When sales are slower than expected,the company tries to reduce its inventories by offering discounts,rebates,and promotions.For example,the American auto industry produces cars far
34、in advance of demand,and these cars often sit for months on inventory until the companies undertake aggressive promotion.Business School of Nankai UniversityTextA response-based distribution system,in contrast,is customer-triggered.The producer continuously builds and replaces stock as orders arrive
35、.It produces what is currently selling.For example,Japanese car makers take orders for cars,then produce and ship them within four days.Some large appliance manufacturers,such as Whirlpool and GE,are moving to this system.Benetton,the Italian fashion house,uses a quick-response system,dyeing its swe
36、aters in the colors that are currently selling instead of trying to guess long in advance which colors people will want.Producing for order rather than for forecast substantially cuts down inventory costs and risks.Business School of Nankai UniversityBusiness School of Nankai University此此课课件下件下载载可自行可自行编辑编辑修改，修改，仅仅供参考！供参考！感感谢谢您的支持，我您的支持，我们们努力做得更好！努力做得更好！谢谢谢谢