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1、物流国际术语The Language of LogisticsA Supply Chain and Logistics GlossaryCopyright 1997 by Edward H. BlicksteinDuplicating forsharingwith others， by any means， is illegal. Printed in USAYear 2000 IssuePurposeWritten and compiled for the benefit of logistics and transportation professionals， students of t
2、he field， and for clients of TranSolutions Consulting. It is hoped that this tool will enable the user to gain a better understanding of logistics by providing a useful and easy-to-understand glossary that will be up-dated annually. The author and TranSolutions Consulting acknowledge important contr
3、ibutions from many of its clients logistics and transportation personnel as well as information derived from other expert sources in the compilation of this glossary.This issue of The Language of Logistics attempts to include the newest terminology and acronyms utilized in the field of business logi
4、stics. Special attention has been made to compile terms and offer advice in connection with year 2000 business issues （not the Y2K issue） like e-commerce. However， I make no claim that this issue is 100% complete as the challenge of compiling， researching， defining， and occasionally creating meaning
5、ful terminology is never ending. Writers in the field of logistics and supply-chain management， consulting firms， industry providers of 3PL services， transportation companies， and shippers are constantly contributing to the development of new terminology through their efforts to improve the effectiv
6、eness of supply-chain management. Consequently， the language of logistics is always expanding due to the evolving nature of the field.As you use this tool you will note that there is a new emphasis on technology， the Internet， and e-commerce. While most everyone is aware of the current consumer orie
7、ntation of the Internet and e-commerce， the greatest growth over the next several years will be in the use of the Internet in business-to-business （B2B） applications not in business to consumer （B2C）。 These applications， for logistics and supply chain improvement， will range from procurement， invent
8、ory management， distribution， and transportation to sales （including order entry） and customer service.As a result， logistics and supply chain professionals will continue to be constantly challenged by the speed of change and emphasis on cost reduction in their companies as well as in business in ge
9、neral. It is hoped that this publication will assist these professionals in their work by being a good reference source.Students of supply chain and logistics should continue to find this publication beneficial as well. In 1999， university and college students worldwide accounted for almost 50% of d
10、ownloads of this publication. Also， in future editions I will attempt to do a better job at internationalizing“ this publication.Last but not least， most of the observations and opinions reflected in this publication are the result of project work performed for our clients over the last six years. T
11、his includes our partnership work with Moore & Associates.Section 1： Supply Chain Management and LogisticsSupply-chain management is one of the hottest topics of discussion today amongst CEOs and other senior officers of businesses worldwide. Articles permeate the business press and many publication
12、s have designated it as the last frontier for creating strategic competitive advantage. Why all the interest？ The answer is that companies worldwide are now cognizant of the great potential for cost reduction and increased customer service from successful supply-chain management.The payoff potential
13、 can result from reduction or elimination of inventories， being able to respond quickly to customized orders， reduction or elimination of steps in moving goods to market， enhanced customer service， upstream vendor relationships， and transportation improvements including carrier programs.In this rega
14、rd， logistics can help improve a companys sales by adding value in a variety of ways. Specifically， by providing a means for ensuring that goods are prepared for sale properly and delivered quickly. This could involve specialized packaging， labeling， kitting， constructing floor ready pallets， shipme
15、nt consolidations， pooling， and merge-in-transit programs， anything that gets products downstream faster. Excellent customer service can differentiate a company in the marketplace and help that company win contracts.Error free delivery accomplished on a consistent basis is a key differentiator. In d
16、ealings with our clients and 3PLs， TranSolutions Consulting finds that most of the time the ability to have almost real-time visibility to information is an operating advantage or a marketing advantage depending on whether you are the client or the 3PL. This is important because supply chains are be
17、ing shortened and companies are depending on more frequent shipments from their partner-suppliers so that visibility to component whereabouts is extremely critical. All of the new logistics strategies should be removing significant cost from supply chains but as many companies have found， it is all
18、in the execution.For 1999， according to The Controllers Report ， total logistics costs rose 2.21% over the previous year when measured as percentage of sales and 3.6% when measured by cost per hundredweight. The cost elements measured were transportation， warehousing， order entry/customer service， a
19、dministrative， and inventory carrying. The average company logistics costs were 7.34% of sales and/or $74.29 cost per hundredweight. Most professionals believe there is ample room for improvement by optimizing the supply chain and including the use of new inventory management tools like VMI， e-comme
20、rce， and by improved planning between partners and internal functional groups. Execution is key.This first section of The Language of Logistics defines terms frequently used by logistics professionals， writers， and consultants and represents an umbrella approach to organizing these terms recognizing
21、 that the ultimate goal of logistics professionals is to integrate logistics processes to the overall supply-chain of a company. The sections following flow in an order related to what is usually given emphasis first but is not intended to rank areas of opportunity， as this will vary by company.ABC：
22、 Activity Based Costing is a valuable tool for cost management， total quality management and business process reengineering. Originally， a method for product costing， it is now used for generating accurate cost information that relates to a variety of decisions. ABC isolates direct costs and overhea
23、ds to specific products， customers， and services attributing activity costs only if the activities are performed on the products or services.Baldrige Award： Refers to the Malcolm Baldrige National Quality Award instituted by the U.S. Congress and presented annually to up to six U.S. companies for th
24、eir excellence in improving quality.Benchmarking： An approach to improving performance through comparison of current operations against another operation or mode. Benchmarking can be applied to any part of the supply chain to evaluate current operations and set performance goals through the implemen
25、tation of “best practices”。Best Practices： Refers to companies whose operations set the industry standard for performance in one or more areas.BPI： Business Process Improvement. Term used when logistics managers take a process improvement approach to improve the companys logistics process performanc
26、e. A BPI model is constructed for approval with the objective being successful implementation. Usually， the next involves a benchmarking effort （case study） in order to apply what has been learned.Capabilities： Broader than core competencies， capabilities encompasses processes such as order cycle ti
27、me， customer service， as well as overall business behavior and culture. Refer to “core competencies，” “demand-oriented capabilities，” and “supply-oriented capabilities” in this publication.Category Management： The management of individual product categories as strategic business units. Emphasizes pr
28、ofits and sales for entire product groups rather than individual brands.C-commerce： “Collaborative commerce”。 This involves combining trading partners to reduce cost through the sharing of logistics resources.CDL： “Consumer Direct Logistics”。 This consists of processing and fulfillment of consumer o
29、rders from a retail store or dedicated distribution center. Amazon and Peapod are two examples of companies perfecting this channel.Channel： Business components of a companys supply chain such as manufacturing support， manufacturing， distribution， and retailing or direct sales. Product moves from on
30、e channel member， with value being added， to the next channel member until product reaches the customer. A channel may also be a geographic area or zone wherein volumes are shipped.Collaborative Supply Network： A network that manages the convergence of execution networks and strategic planning. Core
31、 Competency： Attributes， processes， knowledge， abilities and skills that allow a firm to achieve competitive advantage. Often used to mean things a company does best. See “capabilities”。CCM： Abbreviation for “Commerce Chain Management”。 CCM consists of systems， commerce networks， procurement， and in
32、-house or 3PL logistics.CPFR： Abbreviation for “Means Collaborative Planning Forecasting and Replenishment”。 Purpose is to create efficient flow of information amongst supply chain partners （I.e. vendors， customers）。CR： “Collaborative Replenishment”。 When large retailers share all their needs on a 5
33、2-week， individual store basis with their suppliers.CRP： “Continuous Replenishment Planning/Program”。 This is an innovative logistics method that integrates the logistics operations of the supplier and the customer into one coordinated logistics effort. Inventories are tracked electronically and a r
34、eplenishment planning/ordering system often linked to POS manages a “pull” type method of inventory management rather then a “push” type.CSC： “Continuous Supply Chain”。 This is an innovative logistics product involving the integration of a companys logistics operations with suppliers into a coordina
35、ted “pull” effort. The most important characteristics of this undertaking are execution and dependability with repeated success leading to competitive advantage.CSR： “Customer Service Representative”。 Individuals who take customers orders and requests for information via telephone， fax， or through I
36、nternet web sites. They are responsible for accurately entering order information and for making sure their part of this process operates satisfactorily for the customer.De-engineering： The process of simplifying previously redesigned business processes that have become ineffective and/or too compli
37、cated.Demand-Oriented Capabilities： Customer-oriented logistics approach emphasizing demands of the external customer. Capabilities encompass time-advantages， responsiveness to target markets， and customer service.Direct Product Profitability Analysis： DPP is an approach to analyzing profit for a bu
38、ndle of products. It involves determining the marginal cost for each product and determining which ones are profitable and which ones are marginal （requiring too much overhead costs）。ECR： Efficient consumer response； involves examining supply chain and trade practices to identify opportunities for c
39、hanges in practices or technology to make the supply chain more competitive. Term originates in the grocery industry where it refers to a strategy in which distributors and suppliers work cooperatively to bring better value to customers by jointly focusing on efficiency in the total grocery supply c
40、hain. Accurate information and high-quality product flows are aided by a paperless system between the manufacturing line and point of sale. Objective is to reduce inventories and cost in the supply chain by matching the flow of product to consumer demand. The most advanced ECR strategy across the to
41、tal supply chain.Efulfillment Center （eFC） ： A warehouse with more than a traditional WMS. The e-warehouse receives goods， operates as a crossdock， and orders are picked， value-added processing performed； orders packed， and merge-in-transit utilized. Other key attributes include a “returns” program
42、and a quality assurance program. All of this should be supported by dynamic customer service.Efulfillment： The process that supports a website order from click to customer.E-Procurement： There are three ways to build this solution： （1） use of suppliers Websites whereby purchaser connects directly wi
43、th individual supplier sites， （2） use of procurement software and the inclusion of existing s well as new vendors， and （3） vertical trading network that operates between purchaser and suppliers.Flow Modeling： This is a tool to assist logistics managers in the management of cycle time at the various
44、levels of the company across all components in the supply chain. This tool identifies both the time and cost associated with a process. Components include cumulative lead-time analysis， cumulative value analysis， schedules， and a structure built that reflects the relationships of the components.Gain
45、 Sharing： During the life of an outsourced agreement， a third party provider shares in the savings generated through continuous improvement.Gantt Chart： A project tracking tool used to identify all activities that need to be in progress during a period （weekly， monthly） in order to assure successful
46、 completion of a project.GPO： Abbreviation for Group Purchasing Organization. Hospital groups purchase through GPOs to maximize pricing levels and distribution services.Green Logistics： A system designed for produce （fruits and vegetables） wherein the produce arrives store-ready at a distribution ce
47、nter packed in re-usable trays； eliminating use of corrugated packaging and quality is improved with less damage. Trays are bar coded.Integrated： A methodology employed to more efficiently manage inventory mechanisms. Usually involves the inventory pulls from manufacturing sites and warehouses， on a
48、n integrated basis through distribution to the customer.Integrators： Logistics service providers that will manage most or all aspects of the supply chain.Integrated logistics： Involves viewing the entire process or movement as a system， as opposed to many disparate and individual activities.Insourci
49、ng： Refers to programs that bring logistics suppliers into the customer location， including manager level supplier professionals and the suppliers computer systems. InsourcingJust In Time （JIT）： A distribution and materials handling system， which keeps inventory levels to， a minimum by ordering and delivering supplies only as needed.Kanban： A method of re-ordering items， w