外文翻譯---準(zhǔn)時(shí)制庫(kù)存控制：物流管理的集合-其他專業(yè)

1、本科畢業(yè)論文設(shè)計(jì)外 文 翻 譯原文：Just-In-Time Inventory Control: A Subset of ChannelPhysical distribution, one of the oldest facets of distribution channels, has historically been one of the most neglected of business topics. However, during the past three decades a flurry of attention has been focused upon the co

2、ncept of integrated logistics. Two terms commonly used to describe logistic functions are "material management," the movement of inbound raw materials or goods; and "physical distribution management," the outbound movement of finished inventory and/or raw material assortments so

3、they arrive at the designated place when needed.Physical distribution has also been defined as being the broad range of activities concerned with efficient movement of finished products from the end of the production line to the consumer, and in some cases, includes the movement of raw materials fro

4、m the source of supply to the beginning of the production line. Another emphasis is to regard logistics as the umbrella term, with materials management referring to inbound movement and physical distribution as outbound movement.Channel management is a much broader and more comprehensive element of

5、distribution strategy than physical distribution, and involves planning and management of all of the major channel flows, while physical distribution is concerned largely with the product flow. However, an efficient marketing channel cannot exist without an efficient physical distribution system.The

6、 objective of the present paper is to highlight a development in what might be considered a significant subset of channel management, that is, more efficient control of finished inventory. It is proposed that a "Just-In- Time" (J-I-T), or Kanban, method of Japanese inventory management can

7、 improve productivity of the marketing channel.The concept of integrated physical distribution emerged during the 1950s. In a speech, Professor Paul D, Converse said in the study of marketing theory, a great deal more attention is devoted to buying and selling than to physical handling; problems of

8、physical distribution are too often brushed aside as matters of little importance. One logical explanation for the late development of physical distribution management can be attributed to the fact that prior to the emergence of computers from their infancy, and before applied analytical tools were

9、generally at the disposal of business, there was no reason to believe an overall attack on physical distribution activities could accomplish improved performance.In 1956, a review of the economics of air freight utilization provided a new orientation to physical distribution costing. Their study int

10、roduced the concept of total cost analysis, explaining that high rates required for air transportation could, in many instances, be more than justified by trade-offs in reduced inventory holding and ware-house operation costs.Early articles referring to physical distribution were largely based on th

11、e systems approach to problem solving. When evaluated from a systems viewpoint, integrated physical distribution requires compromises between traditional business activities. Manufacturing managers prefer long production runs and low procurement costs, while physical distribution managers question t

12、he total cost results of these practices. Finance, traditionally favorable to low inventories, may force physical distribution managers to modify components, with a resulting unsatisfactory total cost arrangement. Concerning marketing, preferences for finished goods and broad assortments in forward

13、markets often conflict with economies offered through a total system evaluation. In 1969, Bowersox questioned what techniques or persuasive forces could be applied to encourage greater channel efficiency. He stated the channel appears to have been one of the most elusive of marketing subjects, addin

14、g that the function of physical distribution extends far into channel domains. Certainly, this would include the topic of service, including inventory control and the costs involved in maintaining an adequate inventory. Just-In-Time, or the Kanban technique, an idea borrowed from the Japanese, is an

15、 inventory policy which requires needed parts be available at the necessary time and that they be on hand the minimum needed time to operate the production line. JIT inventory has also been described as the production of goods just in time to be sold. As the Just-In-Time philosophy is considered, it

16、 seems essential it be regarded as a behavioral concept to encourage a cooperative spirit among channel members in their efforts to develop an effective and efficient physical distribution system. This is similar to the current emphasis of the physical distribution approach; namely, the various acti

17、vities involved should be managed as an integrated system to provide a defined level of customer service at the lowest total cost for performing all of the activities necessary to provide that level of service. Channel management is concerned with the overall design and administration of distributio

18、n channels and involves planning and management of the major channel flows; physical distribution primarily involves the product flow. However, an effectively administered marketing channel cannot exist without an efficient flow of products through the channel members and to the target customers in

19、the right quantities, at the right times and places. Physical distribution service standards refer to kinds and levels of service to be offered to channel members. A major managerial decision is to arrive at inventory standards offered to channel members at both wholesale and retail levels. In gener

20、al, inventory control theory deals with the determination of optimal procedures for procuring stocks of commodities to meet future demand. The objective is to minimize total inventory costs subject to demand and service constraints. The basic tradeoffs which must be measured are those associated wit

21、h acceptable stock out risk and the risk derived holding and ordering inventories.A principal function of inventor is its ability to increase profitability through manufacturing and marketing support. The ideal concept of inventory would consist of manufacturing a product to the specifications of a

22、customer after an order is placed. Such a system would not require stockpiles of raw materials or finished goods in anticipation of future sales. Though a zero inventory system is not generally feasible, each dollar invested in inventory should be committed to achieve a specific objective. A safety

23、stock is generally placed into the system to protect against unexpected delivery delays or greater than anticipated sales.Critical to the maintenance of adequate inventory service is a review procedure designed to evaluate, on a continuous basis, vendors, transportation suppliers, back orders, and d

24、amaged merchandise. A principal advantage of physical distribution system monitoring is its usefulness in identifying developing trends.Changes in customer preferences and changes due to competitive actions can also be identified by closely observing movement within the physical distribution system.

25、 By evaluating this information and relaying it to decision points within the firm, there can be more timely reaction to uncontrollable factors in the marketplace.Early recognition of these changing demands leads to improved customer service, defined as the "interrelated package of activities p

26、rovided by a supplier, which creates time and place utility for a buyer and ensures form utility" . More recently, there has been a study of profit as a function of customer service. But, as mentioned above, physical distribution service has been a neglected aspect of marketing management.LaLon

27、de and Zinszer included the following activities among those inventory factors most commonly associated with customer service: product stock out level, channel communications, order cycle time, and variability of delivery time. The review of earlier research suggests improved physical distribution o

28、perations should lead to better customer service and profit may be increased by the manipulation of customer service variables. This, in turn, implies the Just-In-Time technique of inventory control is a method which should lead to better performance by marketing channels.It is generally acknowledge

29、d certain so-called wholesaling functions must be performed, whether by the manufacturer, wholesaler, or retailer. However, while the various functions must be performed, more efficient techniques can lead to lower costs with resultant profit progress.To initiate the flow of goods through channels,

30、information is needed about the organization system, its communication system, and its purchasing and inventory policies. In an example detailed by Forrester, one notes that when a 10% increase in sales occurred in January, the increase in distributors' orders from retailers lagged about a month

31、 because of accounting, purchasing, and transportation delays. He then indicated the importance of observing the rise did not stop at 10%. Instead, it reached a peak of 16% in March, because of new orders added at the retail level to increase inventories by some increment and to raise the level of o

32、rders and goods in transit in the supply pipeline by 10 % to correspond to the 10% increase in the sales rate. The pipeline and inventory increments occur as a one-time addition to the order rate and, when they have been satisfied, the retailers' orders to the distributors drop back to the endur

33、ing 10% increase.The incoming level at the factory warehouse lags the upturn at the distributor level, and is above retail sales for a number of months as the factory attempts to meet the wholesale distributor increase. The distributors' orders to the factory include, not only the 16% increase i

34、n orders they receive, but also an increase for distributor inventories, and for orders and goods in transit between distributor and factory. As a result, factory orders in April may reach a peak of 28%above the previous December - this based on a January 10% sales increase at retail. While retail s

35、ales may maintain an increase of 10% above December in June, the factory increase may well be 40% above December, an increase four times as large as the retail increase. Note that these changes are reversible, and as retailers satisfy their inventory requirements, they decrease their order rate. The

36、 exact values would, of course, vary from case to case, but the surge effect should obtain in most situations.With the advent of the computer, and with the ability of a retailer's computer to interact with the production control computer, communication delays can be greatly reduced. Another way

37、to improve inventory stability is to have more reliable sales information. The wholesale distributor and/or the manufacturer can be immediately notified of changes in sales trend. Again, based on records of experience curves, effects of advertising can be forecast and monitored. Forrester noted, in

38、1958, that advertising and pricing policies can be utilized to help stabilize sales volume and minimize sales waves, surges, and declines.The Just-In-Time technique attempts to reduce inventory to minimal levels in concert with the Japanese belief that inventory is an unnecessary evil. As the techni

39、que is applied in production, suppliers to the automobile industry have changed their marketing approach. Suppliers' sales representatives, instead of just calling on purchasing agents, are now cooperating with their customers' design and engineering personnel to help develop products. In th

40、is way, suppliers' production difficulties are more likely to surface before production starts, and are more likely to be engineered out.The Just-In-Time production and inventory concept is bringing about higher productivity. To minimize inventory holding costs, parts are delivered just before t

41、hey are needed. Just-in-time recognizes lot sizes and buffer inventories. It rejects the principle of needing large safety or buffer stocks. Large safety and buffer stocks are not present to smooth out irregularities; management and workers must do the smoothing .A critical element in the operation

42、of the Just-In-Time system are the human relationships. Perhaps the most important changes involve management attitudes.In a wide variety of American industries, manufacturers and suppliers are cooperating in an effort to reduce inventories. Manufacturers are offering suppliers improved forecasts of

43、 their future needs, and are involving suppliers at an early stage of their research and development process. Both manufacturers and suppliers can respond more quickly to technological and to market changes when they maintain smaller inventories. By receiving supplies in smaller and more frequent qu

44、antities, a number of companies believe they will be able to avoid costly inventory buildups and can respond more quickly to changes in market demand. Better response to changes in demand results in better service to the customer.Goods move to the ultimate consumer through a myriad of marketing chan

45、nels. Similar or identical products frequently traverse different competitive routes as they filter through the distribution system. There is continual warfare between different channel structures. Physical distribution interfaces with the channel system by providing supporting services. Application

46、s of modem management techniques can lead to faster response within the channel, with resulting profit improvement. This paper suggests two facets of physical distribution which may afford opportunities to channel managers.Source:, David P .1985. “Just-In-Time Inventory Control: A Subset of Channel.

47、 Journal of the Academy of Marketing Science, Vol. 13, No. 3, pp. 124-133.譯文：準(zhǔn)時(shí)制庫(kù)存控制：物流管理的集合物流配送，是分銷渠道中最古老的一個(gè)方面之一，也是歷史上一直被無視的經(jīng)濟(jì)術(shù)語(yǔ)之一。然而，在過去的三十年，人們認(rèn)為物流配送就等同于綜合物流，給予了錯(cuò)誤的理解和關(guān)注。兩個(gè)術(shù)語(yǔ)通常被用來描述物流職能，包括“材料管理，指投入的原材料或者產(chǎn)品的流動(dòng)；“物流管理，指成品庫(kù)存或者原材料剩余的去向，以便于在需要時(shí)使它們到達(dá)指定的地點(diǎn)。物流也被定義為更廣闊的活動(dòng)范圍，涉及到從生產(chǎn)線結(jié)束到最終消費(fèi)者的產(chǎn)成品的有效流通，在某些情況下，還

48、包括從原材料的供給地到生產(chǎn)線開始的運(yùn)動(dòng)過程。另一個(gè)解釋是把物流作為涉及投入過程中材料管理和產(chǎn)出過程中物流管理的統(tǒng)稱。渠道管理是一種比物流配送更廣泛、更全面的物流策略，它涉及所有主要渠道的規(guī)劃和管理，而物流關(guān)注的大局部是產(chǎn)品流。然而，一個(gè)有效的營(yíng)銷渠道也離不開一個(gè)有效的物流配送系統(tǒng)。本文強(qiáng)調(diào)的是可能被認(rèn)為是渠道管理的一個(gè)重要子集的開展，也就是更有效地控制產(chǎn)成品庫(kù)存。根據(jù)建議，提出準(zhǔn)時(shí)制這個(gè)概念，它是指能夠提高營(yíng)銷渠道工作效率的一種日本式的庫(kù)存管理方法綜合物流這個(gè)概念出現(xiàn)在20世紀(jì)50年代。教授保羅在市場(chǎng)營(yíng)銷理論研究演講中指出，人們把大量的注意力集中在購(gòu)置和銷售上，而很少關(guān)注物流控制，物流配送的問

49、題常常被當(dāng)做無關(guān)緊要的事情，不受人們的重視。另一個(gè)合理的解釋是，物流配送管理開展緩慢的原因可以歸結(jié)于一個(gè)事實(shí)，即在電腦出現(xiàn)初期，以及在業(yè)務(wù)處理上普遍運(yùn)用分析工具之前，沒有理由相信物流配送活動(dòng)的整合能夠?qū)崿F(xiàn)更高業(yè)績(jī)。在1956年，一個(gè)利用航空運(yùn)輸?shù)慕?jīng)濟(jì)學(xué)觀點(diǎn)為如何節(jié)約物流配送本錢提供了一個(gè)新的研究方向。研究指出了總本錢分析這一觀點(diǎn)，并解釋說雖然航空運(yùn)輸需要高額的費(fèi)用，但在許多情況下，相比為了減少庫(kù)存持有和倉(cāng)儲(chǔ)式經(jīng)營(yíng)本錢，航空運(yùn)輸是一個(gè)比擬合理的選擇。早期的文章中指出物流配送主要是以系統(tǒng)方法為根底來解決問題。從系統(tǒng)的角度來評(píng)估，綜合物流配送要求傳統(tǒng)商業(yè)活動(dòng)之間的緩和。制造業(yè)管理者比擬偏好較長(zhǎng)的生產(chǎn)

50、過程以及較低的采購(gòu)本錢，然而，物流分銷管理者對(duì)這些活動(dòng)產(chǎn)生的總的本錢比擬關(guān)心。財(cái)務(wù)上，傳統(tǒng)支持低存貨的觀點(diǎn)將迫使物流分銷管理者改良那些產(chǎn)生不符合要求的總本錢安排的物流配套程序。關(guān)于市場(chǎng)營(yíng)銷方面，偏好產(chǎn)成品和設(shè)備組合的期貨市場(chǎng)，常常與通過提供綜合系統(tǒng)評(píng)估的經(jīng)濟(jì)體相互產(chǎn)生沖突。在1969年，鮑爾索克斯提出哪種技術(shù)或者說服力能夠被用來提高渠道的效率。他指出渠道的出現(xiàn)，加上物流分銷的作用擴(kuò)展到了更遠(yuǎn)的渠道領(lǐng)域，使市場(chǎng)營(yíng)銷學(xué)成為最難懂的一門學(xué)科之一。當(dāng)然，這其中也包括效勞對(duì)象，包括存貨控制和涉及適度存貨的維修本錢。準(zhǔn)時(shí)制生產(chǎn)方式，又稱無庫(kù)存生產(chǎn)方式，是從日本引進(jìn)的一種方式。準(zhǔn)時(shí)制指的是，將必要的零件以必

51、要的數(shù)量在必要的時(shí)間送到生產(chǎn)線，并且只將所需要的零件、只以所需要的數(shù)量、只在正好需要的時(shí)間送到生產(chǎn)的一種存貨模式。準(zhǔn)時(shí)制也被形容為生產(chǎn)的產(chǎn)品及時(shí)被銷售。從準(zhǔn)時(shí)制生產(chǎn)方式的哲學(xué)角度看，似乎必須將其看作一種行為概念，鼓勵(lì)物流成員之間努力建立一個(gè)高效的物流體系的合作精神。這類似于當(dāng)前所強(qiáng)調(diào)的物流方法，即所涉及到的各種活動(dòng)必須作為一個(gè)綜合的系統(tǒng)被管理，以最低的本錢進(jìn)行所有必要的活動(dòng)，向客戶提供一定標(biāo)準(zhǔn)水平下的效勞。物流管理關(guān)注的是整體設(shè)計(jì)和分銷渠道管理，還涉及主要物流渠道的規(guī)劃和管理；物流主要涉及的是產(chǎn)品流。然而，一個(gè)有效的管理營(yíng)銷渠道離不開渠道成員之間產(chǎn)品的高效流動(dòng)和在正確的時(shí)間、地點(diǎn)以及正確數(shù)量下

52、的目標(biāo)客戶。物流效勞標(biāo)準(zhǔn)指的是提供給渠道成員的種類和效勞水平。一個(gè)主要的管理標(biāo)準(zhǔn)是在批發(fā)和零售層面都滿足渠道成員的庫(kù)存水平。一般來說，為了使采購(gòu)的庫(kù)存產(chǎn)品滿足未來需求，庫(kù)存控制理論往往涉及最優(yōu)采購(gòu)程序的決策。我們的目標(biāo)是限制需求和效勞，從而盡量減少庫(kù)存費(fèi)用。根底交易必須謹(jǐn)慎，因?yàn)檫@些交易與可接受的缺貨風(fēng)險(xiǎn)以及衍生而來的持有和采購(gòu)存貨的風(fēng)險(xiǎn)有關(guān)。存貨的主要作用是能夠通過生產(chǎn)和流通提高企業(yè)的盈利能力。理想的庫(kù)存將包括按照客戶所下的訂單說明生產(chǎn)產(chǎn)品這一制度。 這種制度將不在要求為了未來的預(yù)期銷售額儲(chǔ)存原材料或者產(chǎn)成品。雖然零庫(kù)存通常難以真正實(shí)現(xiàn)，但是用于存貨投資的每一元錢都應(yīng)該致力于實(shí)現(xiàn)這一個(gè)特定的

53、目標(biāo)。為了防止交貨延誤或者實(shí)際銷售額超出預(yù)期銷售額所帶來的意外風(fēng)險(xiǎn)，一般還需設(shè)定平安庫(kù)存。充足的庫(kù)存維修保養(yǎng)效勞是一項(xiàng)至關(guān)重要的審查程序，它的目的是在持續(xù)經(jīng)營(yíng)的根底上評(píng)估經(jīng)銷商、運(yùn)輸效勞供給商、回單和破損產(chǎn)品。物流配送監(jiān)測(cè)系統(tǒng)的主要優(yōu)點(diǎn)是它有利于確定未來開展的趨勢(shì)。顧客喜好的變化和由于競(jìng)爭(zhēng)活動(dòng)引起的變化也可以通過對(duì)物流分銷系統(tǒng)的密切觀察來發(fā)現(xiàn)。通過評(píng)估這些信息并將它們傳遞到企業(yè)內(nèi)部的決策層，企業(yè)的決策者就可以對(duì)市場(chǎng)上存在的不可控因素做出更及時(shí)的反響。這些變化要求改善客戶效勞，比方“由供給商提供的，為購(gòu)置者創(chuàng)造便捷的購(gòu)置時(shí)間和購(gòu)物地點(diǎn)的相關(guān)活動(dòng)。最近，出現(xiàn)的利潤(rùn)研究，被認(rèn)為是有關(guān)客戶效勞功能方面的研究。但是，正如上面提到的，物流配送效勞是