物流外文翻譯(DOC 31頁(yè)).doc

目 錄1 外文參考文獻(xiàn)譯文112 外文參考文獻(xiàn)原文163 外文參考文獻(xiàn)譯文2144 外文參考文獻(xiàn)原文2 21摘要：自從“一萬(wàn)村”市場(chǎng)項(xiàng)目開(kāi)展以來(lái)，連鎖超市就開(kāi)始在農(nóng)村地區(qū)發(fā)展起來(lái)。物流和分配是連鎖超市運(yùn)作過(guò)程中的紐帶，在超市的平穩(wěn)運(yùn)作中起到重要作用。本土超市涌現(xiàn)出的很多問(wèn)題，現(xiàn)在逐漸成為超市發(fā)展的瓶頸。在這篇論文中，作者將會(huì)分析現(xiàn)今存在于中國(guó)農(nóng)村超市的物流和分配方面的問(wèn)題，然后提供一些相應(yīng)策略解決這個(gè)問(wèn)題。關(guān)鍵詞：農(nóng)村地區(qū)，貨品分配，策略規(guī)劃，物流，連鎖超市。1 介紹自從“一萬(wàn)村”市場(chǎng)項(xiàng)目開(kāi)展以來(lái)，連鎖超市作為一個(gè)新的運(yùn)作系統(tǒng)及銷(xiāo)售模式，開(kāi)始在廣闊的農(nóng)村地區(qū)發(fā)展。這些連鎖超市帶領(lǐng)農(nóng)民提高消費(fèi)水平、縮小城鄉(xiāng)差異、提升農(nóng)村地區(qū)和農(nóng)村市場(chǎng)現(xiàn)代流通的發(fā)展。連鎖超市在農(nóng)民中很受歡迎。然而，物流和分配是連鎖超市的核心，卻仍非常薄弱。分配的優(yōu)勢(shì)是超市運(yùn)作成本、利潤(rùn)及相關(guān)合伙人附加利潤(rùn)的關(guān)鍵。在當(dāng)前經(jīng)濟(jì)危機(jī)的形勢(shì)下，解決農(nóng)村超市物流及分配方面的問(wèn)題，對(duì)農(nóng)村市場(chǎng)的發(fā)展、經(jīng)濟(jì)的發(fā)展以及建設(shè)一個(gè)社會(huì)主義新農(nóng)村都非常關(guān)鍵。1.1農(nóng)村連鎖超市物流及分配的一些概念和特點(diǎn)分配是一個(gè)經(jīng)濟(jì)活動(dòng)，是企業(yè)家基于消費(fèi)者需求，用最有效的方式在分配中心或其它地點(diǎn)儲(chǔ)存貨物，并且把這些貨物運(yùn)送到在合理經(jīng)濟(jì)框架內(nèi)的其他客戶(hù)。它包含購(gòu)買(mǎi)、儲(chǔ)存、分類(lèi)、貨物處理、遞送及其它活動(dòng)。它是一個(gè)物流活動(dòng)的方式，結(jié)合了特別的、完整的業(yè)務(wù)流程。在農(nóng)村地區(qū)，農(nóng)民和農(nóng)產(chǎn)品獨(dú)特，所以，與城市物流分配相比，有著一些不同的特點(diǎn)。1.2農(nóng)村地區(qū)的主要物流和分配問(wèn)題A低均勻分布率和高運(yùn)作成本根據(jù)商務(wù)部調(diào)查，自從“一萬(wàn)村”市場(chǎng)項(xiàng)目開(kāi)展以來(lái)，農(nóng)村連鎖超市的覆蓋率已經(jīng)達(dá)到超過(guò)60%，但是分配率卻只有40%。這個(gè)數(shù)字不僅低于國(guó)內(nèi)連鎖超市60%的平均運(yùn)送率，也大大低于國(guó)外連鎖超市高于80%的運(yùn)送率。均勻分配有利于統(tǒng)一采購(gòu)。商店不能得益于連鎖。這就會(huì)導(dǎo)致高物流成本。B不合理的物流和分配模式，導(dǎo)致信息讀取效率不高最近，農(nóng)村連鎖超市的物流和分配渠道主要由分配中心、農(nóng)產(chǎn)品和供應(yīng)市場(chǎng)合作社、第三方物流和分配系統(tǒng)組成。事實(shí)上，這三種分配方式也同樣面臨著高物流成本的問(wèn)題。許多連鎖超市沒(méi)有建立自己的分配中心，因而不能滿(mǎn)足分配服務(wù)的需求。即使一些連鎖超市建立了自己的分配中心，也仍然存在很大問(wèn)題。大多數(shù)農(nóng)村超市規(guī)模較小，缺少建立分配中心的資金，因此，一些分配中心不能滿(mǎn)足超市分配的需求。農(nóng)村連鎖商店分布較廣，單個(gè)的連鎖超市分配還是比較有限。收入比分配中心的建立和運(yùn)作成本還要低。C分配中心的延后建立、低下技術(shù)水平、低分配水平農(nóng)村連鎖超市的分配中心改造和擴(kuò)大都是基于原來(lái)的倉(cāng)庫(kù)，這并不能滿(mǎn)足連鎖超市的服務(wù)需求。這些分配中心只能用來(lái)當(dāng)倉(cāng)庫(kù)、儲(chǔ)存及運(yùn)輸，缺少了深層的貨品加工容量、信息加工以及反饋功能。這些基礎(chǔ)設(shè)施不夠，也缺少了機(jī)械化的檢測(cè)、加工、冰凍、冷藏、包裝及其它設(shè)備。電腦信息管理系統(tǒng)也遠(yuǎn)遠(yuǎn)不夠，導(dǎo)致了不能及時(shí)進(jìn)行與供應(yīng)商、總部以及分部的數(shù)據(jù)交換。很難有效地管理物流信息，所以所有功能的協(xié)作及整合程度仍然非常低。D不充分的信息共享系統(tǒng)農(nóng)村連鎖超市的信息系統(tǒng)構(gòu)建是相對(duì)落后的。電子訂貨系統(tǒng)、電子數(shù)據(jù)互換系統(tǒng)以及增值網(wǎng)絡(luò)系統(tǒng)都還沒(méi)有使用。決策和信息管理系統(tǒng)也遠(yuǎn)遠(yuǎn)不夠。很難在連鎖超市、分配中心和供應(yīng)商之間進(jìn)行信息交流。所有這些都導(dǎo)致了不及時(shí)的采購(gòu)及補(bǔ)充，進(jìn)而導(dǎo)致供應(yīng)缺口。很難在總部和分部之間得到及時(shí)的運(yùn)作指引、銷(xiāo)售、管理、貨物運(yùn)送和調(diào)動(dòng)。此外，關(guān)于產(chǎn)品和服務(wù)的信息不能及時(shí)得到反饋。沒(méi)有體現(xiàn)當(dāng)?shù)靥厣娃r(nóng)民需求的產(chǎn)品配送可能會(huì)影響連鎖超市的發(fā)展。E小規(guī)模企業(yè)，缺少主導(dǎo)企業(yè)農(nóng)村市場(chǎng)的消費(fèi)潛力是巨大的，但是農(nóng)民的購(gòu)買(mǎi)力卻有限。他們不會(huì)在短時(shí)間內(nèi)接受設(shè)計(jì)好的產(chǎn)品。同時(shí)，也存在很多問(wèn)題。比如，需求分散、農(nóng)村物流運(yùn)作的高成本、小規(guī)模、設(shè)施不夠、資金欠缺、沒(méi)有主導(dǎo)企業(yè)。很難達(dá)到物流、分配、管理以及經(jīng)濟(jì)規(guī)模效應(yīng)。分配中心缺少專(zhuān)業(yè)的人才，尤其是那些熟悉中國(guó)農(nóng)村市場(chǎng)的物流專(zhuān)業(yè)人才。雇員總體素質(zhì)較差，大多數(shù)操作員對(duì)物流不了解，對(duì)物流的運(yùn)作原則、業(yè)務(wù)分部接口、運(yùn)作流程、行業(yè)標(biāo)準(zhǔn)、服務(wù)標(biāo)準(zhǔn)和現(xiàn)代信息技術(shù)運(yùn)用更是知之甚少。在這種背景下，物流人才在農(nóng)村地區(qū)尤其稀缺，迫切需要培養(yǎng)懂農(nóng)村、農(nóng)民，并且能抓住當(dāng)代農(nóng)村物流發(fā)展特征的物流人才。1.3農(nóng)村連鎖超市的物流和分配策略A. 選擇合適的分配方式連鎖超市的物流和分配有四種方式：自己運(yùn)送、第三方物流、公共運(yùn)送以及供應(yīng)商運(yùn)送。由于農(nóng)村地區(qū)、農(nóng)民及農(nóng)產(chǎn)品的特殊情況，中國(guó)零售業(yè)的發(fā)展和未來(lái)合伙重組的開(kāi)展聯(lián)系在一起。因此，對(duì)農(nóng)村連鎖超市來(lái)說(shuō)，采用公共運(yùn)送模式更合適。近年來(lái)，連鎖超市建立了各自的的分配系統(tǒng)來(lái)有效利用物流資源，第三方物流和第四方物流逐漸發(fā)展起來(lái)。因此，復(fù)合型分配模式對(duì)中國(guó)農(nóng)村連鎖超市更合適。中小型超市由于資金欠缺，建立自己的分配系統(tǒng)有一些困難。即使他們有能力建立自己的分配系統(tǒng)，也很難產(chǎn)生規(guī)模效應(yīng)。薄弱的連鎖超市應(yīng)該通過(guò)融資聯(lián)合建立分配中心，管理連鎖超市的所有分配業(yè)務(wù)。這樣不僅能達(dá)到物流資源的最有配置，提高物流運(yùn)作的效率，也能減少投資成本。它可以提供聯(lián)合采購(gòu)。同時(shí)，超市也應(yīng)該把更多注意力放在與第三方物流公司的合作上。對(duì)于那些鮮活商品、冰凍商品，超市可以不統(tǒng)一分配。分配中心可以外包給第三方物流公司，以此達(dá)到快速反饋及及時(shí)運(yùn)送。有分配中心的超市可以通過(guò)委員會(huì)和委托人發(fā)展公共運(yùn)送。如果他們購(gòu)買(mǎi)少量商品，他們應(yīng)該委托分配中心給予共同運(yùn)送。大型的資金雄厚的連鎖超市，為了追求物流和分配的高效，可以建立自己的分配中心，達(dá)到每個(gè)分部的具體需求。他們可以接受中小型連鎖超市的傭金，來(lái)實(shí)施共同運(yùn)送。誠(chéng)然，大型連鎖超市有時(shí)也有大量的物流業(yè)務(wù)，即使他們有自己的分配中心和分配系統(tǒng)。他們?nèi)孕枰偷谌降谒姆轿锪鞴驹谝恍┻\(yùn)作方面進(jìn)行合作，尤其是在長(zhǎng)距離運(yùn)輸、地區(qū)倉(cāng)庫(kù)及其它業(yè)務(wù)區(qū)域。外包的優(yōu)勢(shì)很明顯，不僅可以解決供應(yīng)鏈的庫(kù)存、運(yùn)輸問(wèn)題，同時(shí)也可以解決采購(gòu)問(wèn)題，管理超市和供應(yīng)商之間的關(guān)系。B. 加強(qiáng)分配中心的構(gòu)建以達(dá)到現(xiàn)代化決定分配中心的規(guī)模。不同分部產(chǎn)品的數(shù)量和類(lèi)型不同，因此，要綜合分析物流市場(chǎng)以及未來(lái)發(fā)展需求，全面預(yù)測(cè)物流容量大小、物流中心合理的大小及規(guī)模，然后優(yōu)化分配中心的規(guī)模、地點(diǎn)和功能。完善分配中心的功能。分配中心有許多服務(wù)功能，比如倉(cāng)庫(kù)、運(yùn)輸、采購(gòu)、裝卸、分配加工、分配、信息加工以及反饋。農(nóng)產(chǎn)品和其它商品可以和其相應(yīng)信息一起加工。信息來(lái)源于農(nóng)民，他們可以提供大量高質(zhì)量產(chǎn)品，保持不同功能的和諧。加強(qiáng)硬件和軟件的建設(shè)。在硬件方面，自動(dòng)化倉(cāng)庫(kù)、自動(dòng)化分類(lèi)機(jī)器、電子貨梯、智能化輸送機(jī)、數(shù)據(jù)收集裝置及其它現(xiàn)代物流設(shè)備都應(yīng)該逐漸使用，以達(dá)到加工運(yùn)作的機(jī)械化及自動(dòng)化。為了滿(mǎn)足一些鮮活商品、易腐爛商品的分配需求，分配中心也應(yīng)該加快運(yùn)送速度，提高效率，減少物流成本及采用有冰箱和保存功能的倉(cāng)庫(kù)。在軟件方面，我們必須注意物流信息系統(tǒng)的構(gòu)建，以提高信息水平。分配中心應(yīng)該建立電腦化的管理信息系統(tǒng)，包括電子自動(dòng)化訂貨系統(tǒng)、電子數(shù)據(jù)互換、銷(xiāo)貨點(diǎn)系統(tǒng)和信息反饋系統(tǒng)。同時(shí)，也需要建立互聯(lián)網(wǎng)聯(lián)系供應(yīng)商、分配中心和實(shí)體店之間的生產(chǎn)、供應(yīng)和營(yíng)銷(xiāo)，這樣一來(lái)，總體的購(gòu)買(mǎi)、分類(lèi)、加工、包裝、儲(chǔ)存、運(yùn)輸和其它分配運(yùn)作才能緊密結(jié)合，保證物流分配中心的正常運(yùn)作。這些方法都會(huì)帶來(lái)管理上的信息化和科學(xué)化。C. 提高規(guī)模，建立嚴(yán)格的評(píng)估系統(tǒng)。通過(guò)回顧、評(píng)估和分析財(cái)務(wù)狀況、業(yè)務(wù)場(chǎng)所、人員素質(zhì)、運(yùn)作地位，沒(méi)有能力或是有假冒偽劣商品行為的農(nóng)村商店將不允許加入農(nóng)村連鎖超市。滿(mǎn)足標(biāo)準(zhǔn)的商店必須訂立合同。主導(dǎo)企業(yè)優(yōu)先加入合同。在合同中，分配率不能低于一個(gè)確切百分比。如果一個(gè)農(nóng)村商店的分配率一年中連續(xù)四個(gè)月或五個(gè)月都低于65%，其名單就會(huì)在特許經(jīng)營(yíng)資格書(shū)上剔除。同時(shí)，為了提高連鎖超市的整體分配率，每個(gè)農(nóng)村商店的分配率必須達(dá)到某些要求。D. 確立農(nóng)產(chǎn)品基地，保證農(nóng)產(chǎn)品供應(yīng)的安全農(nóng)產(chǎn)品易壞，季節(jié)性強(qiáng)。為了保障質(zhì)量和運(yùn)送容量，它們的運(yùn)輸、包裝和加工都會(huì)更加困難。連鎖超市可以通過(guò)與某一地區(qū)的政府部門(mén)合作，建立農(nóng)產(chǎn)品加工基地，解決高質(zhì)量農(nóng)產(chǎn)品和附帶當(dāng)?shù)禺a(chǎn)品。對(duì)農(nóng)民來(lái)說(shuō)，農(nóng)產(chǎn)品的分配渠道可以?xún)?yōu)化農(nóng)村經(jīng)濟(jì)結(jié)構(gòu)和產(chǎn)品結(jié)構(gòu)，以此提高他們的經(jīng)濟(jì)收入。對(duì)超市來(lái)說(shuō)，不僅能減少購(gòu)買(mǎi)成本，保障農(nóng)產(chǎn)品質(zhì)量及安全，也能從當(dāng)?shù)胤植康玫疆a(chǎn)品信息，與農(nóng)民建立良好的合作關(guān)系，逐漸提高產(chǎn)品質(zhì)量，發(fā)展特殊產(chǎn)品，并且深度開(kāi)發(fā)農(nóng)村市場(chǎng)。建立一個(gè)現(xiàn)代的農(nóng)業(yè)生產(chǎn)基地對(duì)解決超市購(gòu)買(mǎi)農(nóng)產(chǎn)品來(lái)說(shuō)是個(gè)不可避免的選擇。E. 培養(yǎng)物流人才當(dāng)前，由于農(nóng)村連鎖超市缺乏物流專(zhuān)業(yè)人才，發(fā)展農(nóng)村物流業(yè)人才至關(guān)重要。引進(jìn)高素質(zhì)人才可以解決這個(gè)問(wèn)題，但是對(duì)已有員工的培訓(xùn)教育更重要。連鎖超市可以建立自己的員工教育培訓(xùn)中心，也可以把員工送往專(zhuān)業(yè)的物流公司或大學(xué)深造，提高他們的專(zhuān)業(yè)素養(yǎng)及水平。通過(guò)這些方法，分配中心可以提高效率。F. 配置特殊產(chǎn)品，發(fā)展自有品牌配置價(jià)格低廉的產(chǎn)品需要基于當(dāng)?shù)厍闆r，考慮農(nóng)民的消費(fèi)心理、消費(fèi)習(xí)慣以及消費(fèi)水平。價(jià)格低廉的產(chǎn)品和自有品牌產(chǎn)品可以定位。對(duì)于有著密集人口和便利交通的農(nóng)村連鎖超市來(lái)說(shuō)，他們可以根據(jù)產(chǎn)品類(lèi)型選擇每天每月需要的產(chǎn)品。對(duì)于在鄉(xiāng)鎮(zhèn)的超市，人口相對(duì)分散，他們應(yīng)該選擇適合農(nóng)村消費(fèi)水平的生活必備品。他們必須實(shí)施嚴(yán)格的食品質(zhì)量檢測(cè)，防止假冒偽劣產(chǎn)品流入市場(chǎng)，以保證食品安全，創(chuàng)造一個(gè)舒適的消費(fèi)環(huán)境，滿(mǎn)足農(nóng)民消費(fèi)者的最大需求。他們同樣需要發(fā)展和培養(yǎng)自我品牌產(chǎn)品優(yōu)勢(shì)，擴(kuò)大市場(chǎng)份額，提高服務(wù)質(zhì)量和水平，來(lái)提升企業(yè)的競(jìng)爭(zhēng)力。The Study on Logistics and Distribution Strategy of Chinas Rural SupermarketsAbstractSince “Ten Thousand Villages” market project was carried out, the chain supermarkets have been developing in therural areas. Logistics and distribution, the tie to various operating of chain supermarkets, play an important role on the smoothly operation of the supermarket. A lot of problems, which are from local markets, now is becoming the bottleneck of the development of supermarket. In this paper, the author analyzed the problems present in current logistics and distribution of Chinas rural supermarkets, and provided some strategies to the problem.Keywords-rural areas; distribution of goods; strategic planning; logistics；supermarket chains.I. INTRODUCTIONSince the “Ten Thousand Villages” market project was carried out, the chain supermarket, a new operating system and sale model, has been developed in the wide rural areas. These chain markets are guiding farmers to increase consumption, narrow the gap between urban and rural, promote the development of modern circulation in rural areas and rural market. It has been welcomed by farmers. However, logistics and distribution, the core of the chain supermarkets, are still very weak. The strength of distribution is the key to the super markets operating cost, profit and related cooperators profit plus. Under the current situation of economic crisis, the answer to solve the problems of the rural chain supermarkets logistics and distribution is important to develop the rural markets, develop the economics, and build socialist new countryside.II. THE CONCEPTS AND CHARACTERISTICS OF RURAL CHAIN SUPERMARKETS LOGISTICS AND DISTRIBUTIONDistribution is an economic activity, that enterprises based on user needs reserve goods in the distribution centers or other locations by the most effective way, and send the goods to users in the region within the reasonable framework of economic,. It includes the purchase, storage, sorting, cargo handling, delivery and other activities. It is a logistics activities way which combine with the special, integrated business flow and logistics. Because rural areas, farmers and agricultural products are unique, they have some different characteristics compared with urban logistics distribution. Frequent orders for the rural chain supermarkets, many stores, high frequency of purchase orders, strict time limits for delivery; agricultural products are perishable and seasonal, which transportation, processing, preservation have high requirements for the logistics and distribution technology; It is lack of market demand in rural areas, farmers consumer environment and awareness have not yet mature, the Infrastructures of logistics are still poor, the store layout is fragmented, regional span is large, distribution paths are tortuous and long, therefore, the distribution is difficult; rural commodities are replaced frequently; many products of the chain supermarkets in rural areas are big package supply based on individual store distribution center to dismantle zero and sorting.III. THE MAIN PROBLEMS OF LOGISTICS AND DISTRIBUTION OF RURAL SUPERMARKETSA. The lower rate of uniform distribution and higher operating costAccording to the commerce department survey, the coverage of rural chain supermarkets has reached more than 60% since “Ten Thousand Villages” market project was carried out while the distribution rate is just 40%.This is not only lower than 60% of the average delivery rate of domestic chain supermarkets, but also much lower than the rate of foreign chain supermarkets which is more than 80%. .Uniform distribution leads to unified procurement. The stores cant get advantages of chains. This will lead to the high logistics cost.B. The unreasonable logistics and distribution patterns of reading information efficientlyRecently, our rural chain supermarkets logistics and distribution channels are mainly consists of distribution centers, rural food and supply-marketing cooperatives, third-party logistics and distribution system. Actually, these three kinds of distribution ways are facing to the same problem of high logistics costs. Many chain supermarkets have not established their own distribution center and could not met the needs of the distribution services. Even though some chain supermarkets have established their own distribution centers, there are still many problems. Most rural supermarkets are small and lack of funds to build distribution centers, therefore a number of distribution centers can not meet the demands on supermarket distribution. The rural chain stores spread widely and the limited amount of single chain supermarkets distribution. The income is less than the cost of distribution centers construction and operation.C. Delayed construction, poor technology, low distribution level of distribution centersThe distribution centers of rural chain supermarkets are transformed and expanded mostly on the basis of the original warehouse, which can not meet the service needs of chain supermarkets. These distribution centers can only be used for warehousing, storage and transportation. They are lack of deep processing capacity of goods, information processing and feedback functions. The basic facilities are inadequate and lack of mechanized equipments and testing, processing, freezing, cold storage, packaging and other equipments. Computer information management systems are also far from perfect which lead to the weakness of timely exchange of data with suppliers, headquarters and branches. It is difficult to manage the logistics information effectively, so that the level of all functions coordination and integration is still verylow.D. Inadequate information-sharing systemThe information system construction of rural chain supermarkets is relatively backward. Electronic ordering systems, electronic data interchange systems and value-added network systems have not been used. Decision-make and information management systems are far from perfect. It is difficult to communicate information among chain supermarkets, distribution centers and suppliers. All these lead to the untimely procurement and replenishment, resulting in supply gap. It is difficult to get timely operational guidance, sales, management, goods delivery and transfer between head office and the branches. In addition, information on products and services can not be feedback in time. Distribution products that do not reflect local characteristics and farmers need will be affecting the development of chain supermarkets.E. Small-scale enterprises, lacking of leading enterprisesWhile the consumption of the rural market is potential, farmers spending power is poor. They do not accept designed products in the short time. Moreover, there are a lot of problems such as dispersion demand, high cost of rural logistics operation, small-scale, inadequate facilities, insufficient funds and without leading enterprises. It is difficult to achieve in logistics, distribution, management, and economies of scale. F. Distribution center with unqualified personnel, lack of logistics talents who are familiar with the rural market Distribution center came out late in China and was lack of professionals. The qualities of employments are generally low. Most operators do not have enough logistics knowledge with understanding little about operation principles , business segment interface, operating processes, industry standards, service standards and modern information technical application. In this background, logistics talents are specially lack of in rural areas. There is an urgent need to develop enough talented persons who understand rural, farmers and grasp the features of modern rural logistics.IV. THE LOGISTICS AND DISTRIBUTION STRATEGY OF RURALCHAIN SUPERMARKETSA. Selecting the appropriate distribution waysThe logistics and distribution of chain supermarkets have four distribution ways which are self-delivery, third-party logistics, common delivery and supplier delivery. Because of the special properties of rural areas, farmers and agricultural products, the development of Chinas retail industry is bound to carry out corporate restructuring in the future. Therefore it is more suitable for rural chain supermarkets to adopt a common distribution model. The third-party logistics and fourth-party logistics have been developed greatly in recent years, while chain supermarkets build their own distribution system in the use of logistics resources. It is important to learn to utilize third-party logistics and fourth-party logistics services. Therefore, mixed-distribution model is more suitable for Chinas rural chain supermarkets. Small and medium-scale supermarkets have difficulty to establish their own distribution systems with the shortage of funds. Its also very difficult to produce economies of scale even if they are able to create distribution systems. The various forces of the weak chain supermarkets should be combined to establish distribution centers through cofinancing and manage all distribution businesses of all chain supermarkets. It can not only achieve the optimal allocation of logistics resources to improve the efficiency of logistics operations, but also reduce the investment burden or cost. It can be provided for the joint procurement of materials. At the same time, supermarkets should also pay more attention on the cooperation with third-party logistics companies. For those fresh goods, frozen goods that supermarkets do not want to uniform distribution, The distribution center can be outsourcing to third-party logistics companies in order to achieve rapid response and timely delivery. The supermarkets which have distribution centers can develop the common distribution by means of commission and trustee. They could entrust the distribution center for co-distribution if they purchase fewer goods. Large chain supermarkets with strong capital, in pursuit of the efficiency of logistics and distribution to enable to meet the specific requirements of each branch, tend to establish their own distribution centers. They can accept commissions of small and medium supermarket chain supermarkets to carry out a common distribution. Of course, large chain supermarkets sometimes have a huge amount of logistics business, even if they have there own distribution centers and distribution systems. They also need to cooperate with third party and fourth-party logistics companies in some operational aspects, especially in the long-distance transport, regional warehouses and other business areas. The advantages of outsourcing are obvious. Not only can solve the inventory of supply chains, transportation problems, but also help to resolve the issues of procurement, and manage the relationships between supermarkets and suppliers.B. Strengthen the construction of distribution centers to achieve the modernizationDetermine the size of distribution centers. With the number and types of the various branches goods, through a comprehensive analysis of the logistics market as well as future development needs, fully prediction of the size of the logistics capacity, the reasonable size and scale of distribution centers, then the size, location and function aspects of distribution centers will be optimized. Perfect the function of distribution centers. Distribution centers have many service functions, such as warehousing, transportation, procurement, handling, distribution processing, distribution, information processing and feedback. Agricultural products and other commodities can be processed with the products and services information from farmers who are able to provide a wealth of high-quality products, maintain low out rates and the harmonization of various functions. Strengthen the construction of hardware and software. On the hardware side, the automated warehouses, automatic sorting machines, electric lifts, automatic conveyors, data collection devices and other modern logistics equipments should be gradually used to achieve the mechanization and automation of processing operation. To meet the distribution needs of some fresh perishable goods, the distribution center should accelerate the delivery speed, improve efficiency, reduce logistics cost and adopt a warehouse with the functions of refrigerator and preservation. On the software side, we must pay attention to the construction of logistics information system to improve information level. Distribution centers should establish computerized management information systems, including electronic automated ordering system, electronic data interchange, point of sale systems and information feedback system. It is also need to be building an internet to connect with the production, supplication, marketing of the suppliers, distribution centers and shopping malls, so the whole purchasing, sorting, processing, packaging, storage, transportation and other distribution operations can be closely integrated to ensure the proper functioning of the logistics distribution center. All these ways can bring the management to be informational and scientific. C. Increasing their sizes and chains, establishing a strict access system. Through the review, evaluation and analysis of farm shops financial strength, business premises, personnel qualities, operational status, the farm shops which have no power or behavior of operating fake and shoddy goods will be refused to join in the farm chain supermarkets, the farm shops to meet the standards can only join in the contract. Leading enterprises are preferential to join in the contract in which the distribution rate should not be less than a certain percentage, if farm shops distribution rate has been below 65% for four consecutive months or five months throughout the year, theywill be canceled the franchise qualifications. In the same time, the distrib