物流專業(yè)英語（第5版） 電子課件 Ch1

LogisticsManagementChapter1chapteroutline(1)PartIMaterialFlowandInformationFlowDefinitionofLogisticsMaterialFlowCaseStudyofXeroxInformationFlowchapteroutline(2)PartIITheRelationshipofLogisticsActivitiestoLogisticsCostsCustomerServiceLevelsTransportationCostsWarehousingCostsOrderProcessing/InformationSystemsCostsLotQuantityCostsInventoryCarryingCostsPartIIISupplementaryReading

ReplenishmentofCruiseShipsTheReplenishmentofCruiseShipsisDauntingMaterialRequirementofaCruiseShipDistributionandMaterialHandlingPurchasingandSupplierManagementchapteroutline(3)Logisticsisthetaskofmanagingtwokeyflows:①

Materialflowofthephysicalgoodsfromsuppliersthroughthedistributioncenterstostores;

②Informationflowofdemanddatafromtheend-customerbacktopurchasingandtosuppliers,andsupplydatafromsupplierstotheretailer,sothatmaterialflowcanbeaccuratelyplannedandcontrolled.PartIMaterialFlowandInformationFlow

DefinitionoflogisticsManagingmaterialflowandinformationflowisakeypartoftheoveralltaskoflogisticsmanagement.Thedefinitionforlogisticscanbedescribedas:Thetaskofcoordinatingmaterialflowandinformationflowacrossthesupplychain.

MaterialflowTheaimoflogisticsmanagementistokeepmaterialsflowingfromsourcetoend-customer.Thepartsshallbemovedthroughthesupplychainasquicklyaspossible.Inordertopreventlocalincreaseofinventory,flowmustbearrangedsothatpartsmoveinanintegratedway.Thetermoftenusedissynchronous.CaterpillarInc.makescomplexearth-movingequipment,andthereareliterallythousandsofcomponentpartsandsubassembliesthatmustcometogetherinthefinalassemblyprocesses.Thevisionisthatpartsandsubassembliesshouldflowcontinuouslythroughthesupplychain,allorchestratedlikeaballet.CaseStudyofXeroxdescribeshowonecompanyre-engineeredmaterialflowinitsdistributionsystem..

Aftertheyintroduced‘just-in-time’productionsystems,XeroxplantmakingphotocopiersatVenreyinHollandstartedtoconsiderthefinishedproductinventory.Historically,stocksoffinishedproductshadbeen‘managed’bytryingtoincreaseordecreasesalesasstocksdeveloped.TheobjectiveofthenextmoveforXeroxbecameclear:makingonlywhatyouneedwhenyouneedit,thenshippingdirecttothecustomer.Butthekeyquestionhadtobeanswered:just-in-timeforwhat?Theansweristheend-customer.CaseStudyofXeroxCaseStudyofXeroxTherearethreetypesofdeliverywereneeded:Commodityproductsshouldbedeliveredtothestores.Middle-rangeproductswererequiredinfivedays.Largerproductsthathadtobeintegratedintoexistingcustomerprocessesandsystemshadtobeplannedmonthsahead:butthequoteddeliverydatehadtobemet100percent.

Thiswouldleadtodifferentinventorymanagementinlogistics.Figure1-1showsatraditionalinventorymanagementontheleft.Mostofthestockwasheldinlocaldepotswaitingforcustomerorders.Ifthemixhadbeenincorrectlyforecast,toomanyofthewrongproductswereinplentifulsupply,whileneededproductswereunavailable.Further,replacementproductswouldtakealongtimetofighttheirwaythroughthepipeline.

Anew‘jut-in-time’strategywasneededtomakelogisticsmoreresponsive.Thisstrategyhadadeepeffectonthematerialflowmanagement,pushingmuchoftheinventoryawayfromtheend-customer.Instead,inventorywasmostlyheldfurtherupstream,whereitcouldbefinallymadetoknownorders,andwhereithadlowervalue.Itwouldbepossibletoremoveseveralstagesofthedistributionprocess,therebyeliminatingsomeofthesourcesofinventory.

Forcommodityproducts,XeroxusedthetermdeliverJIT:thatis,producthadtobedeliveredfromstock.Wheresalesforecastsaretraditionallypoor,thechallengewasoneofflexibilityandspeedofmanufacture.Formid-rangeproducts,itwasunrealistictohold‘justincase’inventoriesofproductswhicharetoocomplextobemadequickly.

Instead,finishJITwasthetermtodescribethenewpolicyofbuildingsemi-finishedproductswiththeminimumofaddedvalue,andbeingabletocompleteanddelivertheproductinthefive-daytarget.Finally,buildJITwasthetermusedtodescribethenewconceptofbuildinglargerproductsquicklywithinadefinedleadtime.TheimpactofthenewconceptonthedownstreamprocessescanbejudgedfromFigure1-1.Whilethetraditionalinventorypolicyshowsamaximumnumberofdaysofstock(shownintheshadedarea)atfinishedproductlevel,thisisrisky.Wearemorelikelytoknowpreciselywhattheend-customerwantsatthelateprocess.Postponingdecisionsuntilaslateaspossibleintheprocesscanhelpreduceinventory.Fig.1-1Xerox:theimpactoninventories

Itisallgoodtogetmaterialsflowingandmovementsynchronized,butsupplyshallrespondintimewiththeend-customer’sneeds.Itistheend-customer’sdemandsignalsthatcausethesupplychaintorespond.Bysharingtheend-customerdemandinformationacrossthesupplychain,wecreateademandchain,focusedoncustomervalue.Informationtechnologyenablestherapidsharingofdemandandsupplydataatincreasinglevelsofdetail.Theaimistointegratesuchdemandandsupplydatasothatanincreasinglyaccuratepictureisobtainedaboutthenatureofbusinessprocesses,marketsandend-customers.Information

flowFig.1-2Integratingdemandandsupplychains

Suchintegrationacrossthesupplychainwillhelpmeetingdemandinthemarketwithamaximumofdependability,andminimumofinventory.Fgure1-2givesaconceptualmodelofhowsupplychainprocessesareintegratedtogetherinordertomeetend-customerdemand.Demandsignalsaresharedacrossthechain,andshallnotbeunderstoodas‘sell’process.Satisfyingdemandisalsoregardedasanintegratedprocess,asmaterialsaremovedfromoneprocesstothenextinaseamlessflow.Informationisthe‘glue’thatbindsthesupplychainprocessestogether.

NewWordsandExpressionscoordinate/k?????d?ne?t/v.使協(xié)調(diào)，使調(diào)和；協(xié)調(diào)，協(xié)同end-customer/?k?st?m?/n.最終客戶component/k?m?p??n?nt/n.adj.成分，零件；組成的，成分的Subassembly/s

b??sembli/n.部件，組件；子組件部件vision/?v???n/n.愿景re-engineer/?ri?end???n??/v.重新設(shè)計(jì)，重組forecast/?f??kɑ?st/v.n.預(yù)報(bào)，預(yù)測plentiful/?plent?f?l/adj.豐富的，充沛的

responsive/r??sp?ns?v/adj.響應(yīng)的，反應(yīng)靈敏的eliminate/??l?m?ne?t/v.排除,消除，除掉flexibility/?fleks?b?l?ti/n.柔性，靈活性postpone/p??s?p??n/v.延期，推遲

integration/??nt??ɡre???n/n.整合，一體化

Logisticscostsarecreatedbytheactivitiesthatsupportthelogisticsprocess.Eachofthemajorcosts—customerservice,transportation,warehousing,orderprocessingandinformation,lotquantityandinventorycarrying—isdiscussedbelow.PartIITheRelationshipofLogistics

ActivitiestoLogisticsCosts

Thekeycostassociatedwithvaryinglevelsofcustomerserviceisthecostoflostsales.Moniesthatarespenttosupportcustomerserviceincludethecostsassociatedwithorderfulfillment,parts,andservicesupport.Theyalsoincludethecostsofreturngoodshandling,whichhasamajorimpactonacustomer’sviewoftheorganization’sserviceaswellasthefinallevelofcustomersatisfaction.CustomerService

LevelsThecostoflostsalesincludesnotonlythelostofthecurrentsale,butalsopotentialfuturesalesfromthecustomerandfromothercustomersduetoword-of-mouthnegativepublicityfromformercustomers.Arecentestimateindicatedthateveryunsatisfiedcustomertellsanaverageofnineothersabouthisorherdissatisfactionwiththeproductorservice.Itisnowonderthatitisextremelydifficulttomeasurethetruecostofcustomerservice!CostoflostsaleThus,thebestapproachistodeterminedesiredlevelsofcustomerservicebasedoncustomerneeds.Theideaistominimizethetotalcost,giventhecustomerserviceobjectives.Becauseeachoftheotherfivemajorlogisticscostelementsworktogethertosupportcustomerservice,gooddateareneededregardingexpendituresineachcategory.Theobjectiveistominimizetotalcosts

Theactivityoftransportinggoodscausestransportationcosts.Expendituresthatsupporttransportationcanbeviewedinmanydifferentways.Costscanbecategorizedbycustomer,productline,typeofchannelsuchasinboundversusoutbound,andsoon.Costsvarywithvolumeofshipment(cube),weightofshipment,distance,andpointoforiginanddestination.Costsandservicealsovarywiththemodeoftransportationchosen.

TransportationCosts

WarehousingCosts

Warehousingcostsarecreatedbywarehousingandstorageactivities,andbytheplantandwarehousesiteselectionprocess.Includedareallofthesitesthatvaryduetoachangeinthenumberorlocationofwarehouses.OrderProcessing/InformationSystems

CostsThiscategoryincludescostsrelatedtoactivitiessuchasorderprocessing,distributioncommunications,andforecastingdemand.Orderprocessingandinformationcostsareaveryimportantinvestmenttosupportgoodcustomerservicelevelsandcontrolcosts.Orderprocessingcostsincludesuchcostsasordertransmittal,orderentry,processingtheorder,andrelatedinternalandexternalcostssuchasnotifyingcarriersandcustomersofshippinginformationandproductavailability.Shippersandcarriershaveinvestedagreatdealinimprovingtheirinformationsystems,toincludetechnologysuchaselectronicdatainterchange(EDI),satellitedatatransmission,andbarcodingandscanningshipmentsandsales.

OrderProcessing/InformationSystems

CostsThemajorlogisticslotquantitycostsareduetoprocurementandproductionquantities.Lotquantitycostsarepurchasing

-orproduction-relatedcoststhatvarywithchangesinordersizeorfrequency.Lotquantitycostsmustnotbeviewedinisolationbecausetheyalsomayaffectmanyothercosts.Forexample,acustomergoodsmanufacturerthatproduceslargeproductionrunsmaygetgoodpricesfromsuppliersandhavelongefficientproductionruns,butrequiresmorestoragespacetohandlelargeruns.Lot

Quantity

CostsCustomerservicelevelsmaysufferasorderfulfillmentdeclinesbecauseproductsareproducedinfrequently,inlargebatches,andwithinventorygoingtozeroandcreatingstockoutsituationsinbetweenruns.Thismayincreaseinformationandorderprocessingcosts,ascustomersfrequentlycalltocheckonavailabilityofback-orderedproducts,andcancelbackorders.Transportationcostsalsomayriseascustomersaresentpartialorsplitshipments.Inventorycarryingcostswillriseaslargequantitiesofinventoryarehelduntilusedup,duetolargebatchsizes.Theimplicationofonecostuponanothermustbecarefullyconsidered.

Thelogisticsactivitiesthatmakeupinventorycarryingcostsincludeinventorycontrol,packaging,andsalvageandscrapdisposal.Inventorycarryingcostsaremadeupofmanyelements.Therelevantinventorycostsarethosethatvarywiththeamountofinventorystoredincludingthefourmajorcategoriesasfollowing:InventoryCarrying

Costs

1．Capitalcost,whichisthereturnthatthecompanycouldmakeonthemoneythatithastiedupininventory.2．Inventoryservicecost,whichincludesinsuranceandtaxesoninventory.3．Storagespacecost,whichincludesthosewarehousingspace-relatedcostswhichchangewiththelevelofinventory.4．Inventoryriskcost,includingobsolescence,stealing,relocationwithintheinventorysystem,anddamage.New

WordsandPhrasesexpenditure/?k?spend?t??/n.category/?k?t?ɡ?ri/n.

destination/?dest??ne???n/n.inbound/??nba?nd/adj.outbound/?a?tba?nd/adjvary/?ve?ri/v.communication/k??mju?n??ke???n/n.forecast/?f??kɑ?st/n.v.

transmittal/tr?nz?m?t(?)l/

n.orderentry/?entri/internal/?n?t??nl/costadj.external/?k?st??nl/costadj.notify/?n??t?fa?/v.availability/??ve?l??b?l?ti/n.satellitedatatransmission/tr?nz?m???n/lotquantity/?kw?nt?ti/purchase/?p??t??s/v.n.frequency/?fri?kw?nsi/n.isolation/?a?s??le???n/n.orderfulfillment/f?l?f?lm?nt/decline/d??kla?n/v.n.backorder/?b?k??d?(r)/stockout/?st?ka?t/n.batch/b?t?/n.inventory/??nv?ntri/carrycostsalvage/?s?lv?d?/v.scrap/skr?p/v.支出，花費(fèi)種類，類別目的地入站，進(jìn)貨出站，出貨變化，改變信息，交流預(yù)測傳送,傳輸訂單輸入內(nèi)部成本外部成本通報(bào)，通知可用性,可獲得性人造衛(wèi)星數(shù)據(jù)傳輸批量購買，贏得；起重裝置頻率，周率隔絕,孤立履行訂單下降，衰落；下降，衰退，斜面延期交貨缺貨批次存貨儲存成本搶救敲碎PartIIISupplementaryReadingTheReplenishmentofCruiseShipsisDaunting

Oneofthemostdauntinglogisticsjobsintheworldisplanningandimplementingthereplenishingofacruiseship.Literallythousandsofitems,rangingfromfreshbedlinentoenginepartstoperishablefoodstuffs,mustarriveatthevesselbyahard-and-fastdeadline.“Everyweekbringsanewcrisis,”saidJimWalton,directorofmaterialsandlogisticsforRoyalCaribbeanCruisesLtdinMiami.

“Recently,1,500poundsoflambdidn’tmakeittoavesselintime,soacharteredplaneflewthelambtotheshipinMexico.”“Cruiseshipsaremovingtargets.Youonlyhaveashortwindowtogetwhat’scriticallyneededtothem.Otherwise,thecaptaindoesn’twaitaround,”hesaid.MaterialRequirementofaCruiseShipAsCruisesshipdesignersemphasizedpassengeramenitiesandcabinspaceoverstowagespace,the90-dayprovisioninghasbeenreducedto14daysinallareas.Thischangetransferredahugeresponsibilitytologisticstoreplenishshipsinvariousoutports.Onthisbasis,logisticshaveoneopportunitytoensureallgoodsarrivewithinasix-to-eighthourwindow.TheitineraryforeachRoyalCaribbeanvesselisplanedtwoyearsinadvance.Withthatdatainhand,Walton’slogisticsdepartmentpublishesacontainerloadschedule,whichspecifiesvendordeliverydates,bycommodityforeachvessel,overasix-monthperiod.Foreachshiptherearedeliverydatesforchilledproduce,frozenfood,drygoods,bondedmarineitems,andgiftshopandhotelitems.Thelogisticsdepartmentshipseverythingfromblocksoficetouniformsandtuxedoes;allmanneroffoodstuffs;radardomes,navigationequipment,floralarrangement,sparepartsformachineryinavessel’sengineroom,evenchemicalsforeachship’sphoto–developingshop.DistributionandMaterialHandling

RoyalCaribbeanowns17vessels—12operatedbyRoyalCaribbeanInternationalandfivebyCelebrityCruises.

Walton’s22-personstaffhandleslogisticsforalloftheship.“Weworksevendaysaweek,24hoursaday.Weloadshipsonweekends,working10to12hourdays.Westaggerourschedulessothatsomepersonnelarehereallofthetime,evenonholidays.Therearenodaysoffforthelogisticsdepartment.”Walton’sorganizationspendsmuchofitstimeoverseeingthephysicalhandlingofgoodsfortheships.Asuppliermaysendashipmentcoveringeightdifferentvessels.

Walton’sdepartmentsegregatesthosegoodsbyvesselandbyservicesector–beverage，hotel，giftshop,marine(meaningthefunctioningoftheship),entertainment,cruiseprograms,aquaticsandhotelservices.“Wehavetobuildspecificpalletsforeachsectorordepartment,andlabelthemassuch,”hesaid.Thereasonisthatgoodsareloadedonacruiseshipthroughdifferentdoorsorhatches.Whencargoarrivespierside,itmustgoaboardthroughtheproperdoor.RoyalCaribbean’s