物流專業(yè)英語（莊佩君第5版） 課后習(xí)題答案 Ch6 課后練習(xí)答案

Ch06第6章PhysicalDistribution

第1課

I.Formphrases

實物配送實物履行

PhysicaldistributionPhysicalfulfillment

訂單處理客戶要求

OrderprocessCustomerrequirements

集約式分銷選擇性分銷

intensivedistributionselectivedistribution

獨家分銷零售價

exclusivedistributionretailprice

ILFillintheblanksandputthesentencesintoChinese

1.Theoverallprocessofgainingandmaintainingcustomerscanbebroadlydividedinto

transaction-crealionandphysical-fulfillmentactivities.

獲得客戶和保持客戶的整個過程大致可以分為交易的產(chǎn)生和實物履行活動。

2.Theyareordertransmission,orderprocassing,orderselection,orderiranspoilation,and

customerdelivery.

它們是訂單傳送，訂單處理，訂單貨揀選，訂單貨運輸和送貨至客戶。

3.Often,thismeansthatmarketingandsaleswouldliketomaintainabroadproductlinewith

highinventoryregardlessofeachproduct'sactualprofitpotential.

通常，這是指市場和銷售（部門）希望保持高庫存的寬的產(chǎn)品線而不考慮每一產(chǎn)品的實際

的潛在利潤。

4.Theveryfactthatphysicaldistributiondealswithcustomerrequirementsmeansthatrelated

operationswillbemoreerraticthancharacteristicofmanufacturingsupportandprocurement

performancecycles.

實物配送需滿足客戶需求的這一事實意味著有關(guān)的運作比生產(chǎn)支持的特征和完成采購

周期更具有可變性。

5.physicaldisiribulionperformancecyclesshouldbedesignedtobeasflexibleandresponsive

aspossible.

實物配送的履行周期應(yīng)該盡可能地設(shè)計得富有柔性和具有好的響應(yīng)性。.

6.Theproduceralsomayrestrictthenumberofretailoutletsiftheproductrequiresspecialized

servicingorsalessupport.

如果產(chǎn)品需要特殊的服務(wù)或銷售支持，廠商也限制零售輸出口手的數(shù)量。

III.Pleasecompletethefollowingtabletogetyourselffamiliarwiththeinformationontypes

ofdistribution:

TypeofAppropriatecustomersAppropriateproducts

distribution（合適的顧客）（合適的產(chǎn)品）

IntensivedistributionRetailers,wholesalers1.chewinggum,candybar,soft

drinks,bread,film,andcigarettes;

2.pencils,paperclips,transparent

tape,filefolders,typingpaper,

screws,andnails

selectivedistributionwholesalersorretailers,theclothing,appliances,televisions,

manufacturersstereoequipment,homefurnishings,

andsportsequipment

exclusivedistributionsingleoutletwithanexclusivespecialtyautomobiles,somemajor

franchise,themanufacturersappliances,certainbrandoffurniture,

andlinesofclothingthatenjoyahigh

degreeofbrandloyalty

IV.Listentotheinterview,andanswerthefollowingquestionsandcompletethesentences

Darden'sSupplyChain

Thesupplychainplaysacriticalroleinthesuccessofmodernorganizations

today.Inthecompetitivearoundrestaurants,theattentionpaytomanagementof

supplychaindetailscantoalargedegreewinthedifferentsbetweencustomerraves

andshuttle-offdoors.

Darden\restaurantsownapopularbrandssuchasolivegardenandredlobster,is

wellfaithedinthisfact.Astheworld'slargestpubliclytradedcasualdining

restaurantscompanybasedonmarketshareandcompanyownrestaurantrevenues,it

servesmorethan300millionmealsannuallyinover1450locationsacrosstheUSand

Canda.ThetwoflagshipbrandseachgeneratessalesintheUS$2.4billionrangeeach

year.HowdoesthemanagementteamofDardenrestaurantsdoit,bydevelopingand

managingmultiplesupplychains.Infact,thecompanysuccessfullymanages4

distinctlydifferentsupplychains.

JimLawrence,SeniorVicePresident,suppliermanagementpurchasing,is

responsibleformanagementandoperation.

1)Centraldistributionforsmallware.Oursmallwarewarehouseisreallyaboutnine

foodproducts,soplateware,glasswareandflatware.Plentyofmaterialsarealso

housesofsmallwaresfacility,andwearehearofOrland,Floridasothatwecan

supportallaroundtherestaurants.Overtimewecomingtotheconclusionthatwe

provideagreatlogisticsserviceandweareveryeffctivetoourcustomer

respectivetosupporttherestaurants.Andabout45peoplearesupportingthe

businessandenvironments.

2)Independentsupplychain,wecalledregionalsupplychains.Sometimesmore

localized,sowehavetherestaurantsrequirementsbydiaryproductsfromlocal

diaries,andwehaveproducebakeryhouses,someoneismoreregionalizedand

localizedinthenature.Inthosesupplychains,Ilookitmoreextensiveintermsof

complexity,touchpoints,thenumberofsupplys,thedistributorsweworkwith,but

wehavethesameexpectionsontheregionalsideofbusinessandwehadour

nationaldistributionprograms.

3)Dardendirectdistributionisanewandinessiveway,andwehavelastfbracouple

ofyearswhichreallyemploys3PLmodelforourrestaurants.Soweareworking

withtraditionalfoodservicestrategiesandnon-traditonway.Soweownand

immensionsomeofinventorypositions,allthoseexpertsandfoodservice

distributionmanagerholdwarehouseandtransportation.Sothewaywecan

protectoursupplychainishavethecomponents,themostimportanttousis

tightlycontrolandselfcontrolwhileallthoseexpertstomanagethispiece—

causeconfidences.

4)Seafoodwarehousingnetwork,whichprovidesupporttodistributionandnetwork,

sotheanotherwayofdistributionneedanypointtime,wehaveUS$150million

ormoreseafoodinthewarehousesandallowtoprotectourselffromsomeofthe

volatilityandcursewiththeharvestofseafood,andalsoallowreallybecome

efficientanddistribution,andweareproudofnetworks.

ThesupplychainstrategyisimportantbyDardenaresupportedbyothercritical

components.Eachthesupplychainshaveneedstominimizecostwhatmindour

service.Sooursecretprimaryfacilitylookitclosetotheportlocations.Sowe

decreasetransportationcostthatwemoveinlandgobackouttothedistributionpoint,

soweproperslylocateprimaryfacilitiesinthelargeportlocationssuchasLA,

Jackconville,andnewportVirginia.OurdistributionnetworkareDCthatsupportour

fooddeliverys,reallyIhave-inclaim,inmanycaseswehavetobeabletosupport

existingnetworks.Thesupplier,distributorlikeMBM...,whatwehaveoursuppliers

andrealizethewarehouse,butanothercasewearetryingtobuildofgrounddevelop

fromnetwork,wedefendingtheexistingmodelingthataresupplierbasedor

restaurantslocated,sowelookitalltheefficiencywecanobtain,booktheinbound

sideandoutboundsideoftherestaurantsandderivethecostdown,reallydid,and

shouldwehavetheservicesupportedinthehighlevel,becauseweknowthefurther

wayfbrourrestaurantbasedweare,ourservicebecomemoredifficult,provide

balancingbetweentheserviceandcost.

Whenthecompanyismorelagerstarving,it'snotdifficulttofindsupplieris

interestedinpartnering,thechallengesarefindingthebestmatchforthelongterm.

Sowearelivingwiththevaluesandlegislationoursuppliersandworkinginvery

clevertivepartnerlikeapproaching,Ithinkthatthosesupplierpartiallybuildday-in

andday-outwithwhatwedo,sowetobalanceandensurethewin-winenvironment

forthesuppliercommunity,andmanytimeswearetoldoursupplierisstrictlythatwe

makeabetterbusinessbecausewehavehighexpectations.Wealwayschallenges

ourselvesandoursupplieranddistributors,takevisibleperformaceandthinkit

basically.Sowedohavealotofopportunitiestostickandgoalongwithourrelyships.

Weworkwithalltypesofsuppliers,weworkwithsmallpartsuppliers,otherwaythe

multi-nationalcompanies.Butwealwaystreatthosesupplierswiththesame

respectingcaringandunderstandtheirvaryneedsandinthedaythesupportneedour

restaurantcorrespond,tryingtofindthatbalancebetweensupplierneedandcustomer

need.

PartII

I.Formphrases

配送中心物流結(jié)點

DistributioncenterLogisticslink

總裝（配）成批地

FinalassemblyInbound

銷售時點信息系統(tǒng)有效顧客反應(yīng)

PointofsalesinformationsystemEfficientconsumerresponse

需求鏈外部顧客

Demandchainexternalcustomer

增值活動接受訂單

Value-addedactivitiestakeorders

公共收入年度收入

Publicrevenuesannualrevenue

ILFillintheblanksandputthesentencesintoChinese

1.Distributioncenterisalogisticslinktofulfillphysicaldistributionasitsmainfunction.

配送中心是物流節(jié)點，其主要功能是實現(xiàn)實物配送。

2.Practically,it'sashort-termstoragecenterlocatedclosetoamajortofacilitatetherapid

processingofordersandshipmentofgoodstocustomers.

事實上，這是一種位于主要儲存中心附近的短期儲存中心，以實現(xiàn)快速處理訂單和送貨

給客戶。

3.DCsfocusonmaximizingtheprofitimpactoffulfillingcustomer(externalcustomer)delivery

requirement.

配送中心以完成客戶(外部客戶)送貨要示，最大程度地促進利潤的最大化。

4.Theyclaimthatefficientconsumerresponse(ECR)andJustInTime(JIT)incombination

withpointofsales(POS)datawillfullysynchronizethecompany'sdemandchain.

他們聲稱有效客戶反應(yīng)(ECR)、準時制(JIT),結(jié)合銷售時點(POS)信息，將與公司的

需求鏈完全保持同步。

5.Examplesofthechangingroleofwarehousescanbeseeninconsolidationsofshipments,

cross-docking,andvalue-addedprocesses.

倉庫的不斷變化的作用可從其與運輸結(jié)合、直接換裝和增值處理中看出。

III.Pleasewriteaparagraphintroducingtheperformancecycle,activities,data-collecting,

productstoredandthefocusofDC(根據(jù)108頁表格的信息，寫一段落)

PartIII

I.Formphrases

動態(tài)過程增值服務(wù)

dynamicprocessv