物流管理英語(yǔ)

1、Channel intermediaries渠道中介 Cost trade-offs成本平衡 Economic utility經(jīng)濟(jì)效用FOB destination pricing 目的港船上交貨定價(jià)FOB origin pricing 裝運(yùn)港船上交貨定價(jià)Form utility形質(zhì)效用 Time utility時(shí)間效用Place utility地點(diǎn)效用 Possession utility擁有效用 Freight absorption運(yùn)費(fèi)吸收 Landed costs到岸成本 LIFO(last in first out)貨物的后進(jìn)先出Marketing channel營(yíng)銷(xiāo)渠道 Power

2、retailer強(qiáng)勢(shì)零售商 Mass logistics大批量物流 Phantom freight虛假運(yùn)費(fèi) Reverse logistics逆向物流 Supply chain供應(yīng)鏈 Tailored logistics剪裁式物流 Postponement延遲 Stock-keeping units (SKUs)最小存儲(chǔ)單元Stockouts缺貨 Systems approach系統(tǒng)方法Total cost approach總成本方法Inbound(outbound) logistics內(nèi)向物流Materials management物料管理 Supply chain供應(yīng)鏈 Supply ch

3、ain collaboration 供應(yīng)鏈合作Supply chain management 供應(yīng)鏈管理Agile supply chain 敏捷供應(yīng)鏈Fast supply chain 快速供應(yīng)鏈Bullwhip effect 長(zhǎng)鞭效應(yīng)product flow 產(chǎn)品流information flow 信息流cash flow 現(xiàn)金流Contract logistics 合同物流Data mining數(shù)據(jù)挖掘Third-party logistics(3PL)第三方物流Fourth-party logistics(4PL)第四方物流Partnerships伙伴關(guān)系SCOR(Supply Cha

4、in Operation Reference)model供應(yīng)鏈運(yùn)作參考模型GSCF(Global Supply Chain Forum) model全球供應(yīng)鏈論壇 Perfect order 完美訂單Application service providers (ASP)應(yīng)用服務(wù)提供商 Artificial intelligence (AI)人工智能Data mining數(shù)據(jù)挖掘Decision support system (DSS)決策支持系統(tǒng)E-fulfillment電子商務(wù)實(shí)現(xiàn)Electronic data interchange (EDI)電子數(shù)據(jù)交換Enterprise resour

5、ce planning (ERP) system企業(yè)資源計(jì)劃系統(tǒng) Logistics exchanges物流交換Logistics information system (LIS)物流信息系統(tǒng)Office automation system辦公自動(dòng)化系統(tǒng)Simulation仿真Transaction processing system (TPS)交易處理系統(tǒng)Benchmarking標(biāo)桿瞄準(zhǔn), 基準(zhǔn)評(píng)價(jià)Cause-and-effect (associative) forecasting 因果式（關(guān)聯(lián)式）預(yù)測(cè)Collaborative planning, forecasting and reple

6、nishment(CPFR)聯(lián)合計(jì)劃、預(yù)測(cè)和補(bǔ)貨Customer satisfaction客戶滿意度Customer service客戶服務(wù)Demand management需求管理Judgmental forecasting判斷式預(yù)測(cè)Make-to-order面向訂單生產(chǎn)，訂貨型生產(chǎn)Make-to-stock面向庫(kù)存生產(chǎn)，備貨型生產(chǎn) Order cycle訂單周期 Order delivery訂單投遞Order fill rate訂單滿足率Order management訂單管理Order picking and assembly訂單揀選和組裝Order processing訂單處理Orde

7、r transmittal訂單傳送 Building-blocks concept 組塊概念 Closed-loop systems 閉環(huán)系統(tǒng)Container 集裝箱Cube out 體積滿載Ergonomics 人類(lèi)工程學(xué)，生物工程學(xué) Materials handling 物料搬運(yùn)Package testing 包裝測(cè)試Packaging 包裝材料Pallet (skid) 托盤(pán)（滑動(dòng)）墊木）Part-to-picker system物料至揀貨者系統(tǒng) Picker-to-part system揀貨者至儲(chǔ)位系統(tǒng) Shrink-wrap用收縮性薄膜包裝 Slip sheet 滑板Unitiza

8、tion單元化Unit loads 單位裝載Unit load devices 單位裝載裝置 Weighing out 重量滿載Center-of-gravity approach重心法 ? Expatriate workers 外派員工 ? Facility closing設(shè)施關(guān)閉? Facility location設(shè)施選址 ? Facility relocation設(shè)施搬遷 ? Free trade zone自由貿(mào)易區(qū) ? Grid system網(wǎng)格系統(tǒng)? Intermodal competition 模式間競(jìng)爭(zhēng) ? Intramodal competition 模式內(nèi)競(jìng)爭(zhēng) ? Inve

9、ntory tax 庫(kù)存稅? Maquiladoras 出口加工區(qū)? Pure materials 純?cè)? Quality-of-life considerations 生活質(zhì)量因素 ? Right-to-work laws 工作權(quán)利法? Supplier parks 供應(yīng)商園區(qū)? Sweatshops 血汗工廠? Weight-gaining products 增重產(chǎn)品? Weight-losing products失重產(chǎn)品? Focus on專注于? Unloading卸貨? Outsourcing外包? Historically歷史地? Inventory存貨，庫(kù)存? Distribu

10、tion分銷(xiāo)，分配? Efficient有效的? Facilitate促進(jìn)? Automated自動(dòng)化的? Pallet托盤(pán)1. Logistics is the process of planning implementing, and controlling procedures for the efficient and effective transportation and storage of goods including services, and related information from the point of origin to the point of cons

11、umption for the purpose of conforming to customer requirements.物流是為滿足客戶的需求，實(shí)現(xiàn)貨物服務(wù)和相關(guān)信息從生產(chǎn)地到消費(fèi)地進(jìn)行有效和高效的流動(dòng)所進(jìn)行的計(jì)劃、實(shí)施和控制的過(guò)程。2. Supply chain management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Impo

12、rtantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers and customers. 供應(yīng)鏈管理包含所有采購(gòu)、生產(chǎn)活動(dòng)和所有物流活動(dòng)的管理，重要的是，供應(yīng)鏈還包括與渠道合作者的協(xié)調(diào)與合作，這些合作者可以是供應(yīng)商、中介、第三方物流的提供商和消費(fèi)者。3. Specifically, the bullwhip effect leads to inefficie

13、nt resource utilization, because planning and managing is much more difficult. For instance, it is not clear how a manufacturer should determine production capacity. Should it be based on peak demand,which implies that most of the time themanufacturer has expensive resources sitting idle; or should

14、it be based on averagedemand, which requires extra and expensive capacity during periods of peak demand?具體的來(lái)說(shuō)“牛鞭效應(yīng)”導(dǎo)致無(wú)效的資源利用，因?yàn)橛?jì)劃和管理更加困難。例如制造商不知道如何確定他們的生產(chǎn)能力，根據(jù)最大生產(chǎn)能力確定嗎？這就意味著大多數(shù)時(shí)間制造商昂貴的資源處于閑置狀態(tài)。根據(jù)平均需求確定嗎？這就需要在需求高峰時(shí)間尋找昂貴的補(bǔ)充生產(chǎn)能力。4. Although calculation of stockout costs can be difficult and inexact, i

15、t is important for organizations to do so because such knowledge can be beneficial when determining how much inventory to hold, while remembering that a trade-off must be balanced between inventory carrying costs and stockout costs.缺貨成本的計(jì)算比較困難而且精確度不高，但是對(duì)企業(yè)確實(shí)十分重要，通過(guò)對(duì)庫(kù)存持有成本和缺貨成本進(jìn)行平衡，有利于確定持有庫(kù)存的數(shù)量。5. Fr

16、om an inventory perspective, the JIT approach seeks to minimize inventory by reducing (if not eliminating) safety stock, as well as by having the required amount of materials arrive at the production location at the exact time that they are needed.從庫(kù)存的角度來(lái)看，及時(shí)制方法實(shí)際上要通過(guò)減少（如果不是消除）安全庫(kù)存的話，也可以通過(guò)使所需數(shù)量的物料在需

17、要他們的準(zhǔn)確時(shí)間點(diǎn)到達(dá)生產(chǎn)地點(diǎn)來(lái)使得庫(kù)存最小化。? 6. In traditional inventory management, the size and timing of replenishment orders are the responsibility of the party using the inventory, such as a distributor or a retailer. Under vendor-managed inventory (VMI), by contrast, the size and timing of replenishment orders a

18、re the responsibility of the manufacturer在傳統(tǒng)的庫(kù)存管理中，補(bǔ)充訂貨的數(shù)量和時(shí)間由比如分銷(xiāo)商或零售商、庫(kù)存使用者決定的，相比之下，在供方管理模式下，補(bǔ)充訂貨的時(shí)間和數(shù)量則是由供方?jīng)Q定的。7. For the most part, products flow toward the ultimate consumer in channels of distribution. However, an increasingly important contemporary issue in logistics management is reverse log

19、istics, which involves products that flow from the ultimate consumer to other parties in a distribution channel. 在大多數(shù)情況下，產(chǎn)品通過(guò)分銷(xiāo)渠道流向最終客戶，然而，逆向物流已成為物流管理活動(dòng)中的問(wèn)題。它主要是指產(chǎn)品由最終客戶流向其他參與方。8. Warehouses emphasize the storage of products, and their primary purpose is to maximize the usage of available storagespace. In contrast, distribution centers emphasize the rapid movement of products through