绿色物流策略分析使用模式外文翻译

1、绿色物流策略-分析使用模式外文翻译 外 文 翻 译原文:green logistics strategies: an analysis of usage patternsabstract environmental issues affect numerous logistical decisions throughout the value chain. this research identifies strategies that are most and least popular for managing and responding to such issues, and prov

2、ides evidence of relationships between select company characteristics and the particular types of strategies employed in managing logistics-related environmental impacts. data sources included companies in the united states, canada, and the european union. study results suggest that the green logist

3、ics strategies of recycling materials, reducing consumption, and reusing materials are universally popular among western industrialized nations. firms that exhibit more intense commitment to environmentalism than their peers augment use of these universal strategies with various specialized thrusts,

4、 such as environmental audits there is little question that environmental issues have become an important consideration for many business decision makers in recent years, with some corporate executives having referred to the 1990s as the decade of the environment. many companies are designing their

5、products to be more environmentally friendly, and many are using more environmentally friendly packaging materials. estimates of the current environmental, or green, market range upwards of $200 billion. while there is a burgeoning body of literature involving environmental issues in other business

6、disciplines such as marketing, the corresponding literature involving logistics has been characterized as small but expanding. spurring this expansion is the recognition by a number of writers, such as lambert and stock as well as handfield and nichols, that responding to environmental issues will b

7、e one of the major challenges facing logistics and supply chain management in the foreseeable future.such recognition tends to confirm the view that environmentalism has come of age as a major topic in logistics and no longer can be regarded as simply a peripheral concern or fad indeed, wu and dunn

8、demonstrate that environmental issues can impact numerous logistical decisions, including the acquisition of raw materials, inbound logistics, and outbound logistics, throughout the value chain. with respect to the acquisition of raw materials, for example, some organizations are specifying that the

9、ir vendors meet certain types of environmental qualifications. in fact, the international standards organization iso has developed an international environmental standard known as iso 14000, which is to be applied to vendors worldwide not surprisingly, there are numerous environmental considerations

10、 with respect to inbound logistics. one such consideration, efficient warehouse design, can reduce the number of empty or partially empty forklift trips, which is environmentally beneficial due to improved vehicle utilization. likewise, freight consolidation of inbound loads can reduce the number of

11、 partially loaded transport vehicles, thus improving fuel efficiency. wu and dunn also point out that many of the environmental issues associated with inbound logistics e.g., warehousing, transportation mode decisions are applicable to outbound logistics as well; nevertheless, some differences do ex

12、ist.in particular, organizations are faced with difficult decisions regarding the trade-offs involving inventory policies and environmentally responsible logistics programs. the contemporary emphasis on cycle time compression, for example, may result in a multitude of smaller shipments moving by fas

13、t, fuel-inefficient forms of transportation. environmentally responsible logistics programs, by contrast, are more comfortable with fewer, larger shipments moving by slow, fuel-efficient forms of transportation moreover, mcintyre and colleagues suggest that there may be a basic dichotomy between mea

14、suring the performance of supply chains and the greening of supply chains. that is, supply chain performance measurement tends to focus on short-term metrics e.g., profitability as well as the interests of corporate shareholders. the evaluation of environmental issues, by contrast, tends to involve

15、longer time horizons and should accommodate the concerns of a variety of stakeholders e.g., suppliers, customers, the local community another environmental topic that has been receiving increased attention in recent years is reverse logistics rl. according to kopicki and others, rl refers to the pro

16、cess involved in reducing, managing, and disposing of hazardous and non-hazardous waste from packaging and products.the growth and interest in rl is very likely to continue in the future as firms recognize that reverse logistics is a key component of the total logistics management process in much th

17、e same way as is true for inbound and outbound logistics. in fact, stock characterizes the current state of development of rl as being analogous to inbound logistics ten to twenty years ago. he cites as a critical success factor that reverse logistics programs and environmental initiatives be given

18、priority and have sufficient resources i.e., time, money, personnel committed to them today companies such as xerox, eastman kodak, mobil, hewlett packard, sears, and home depot are taking a proactive value-seeking approach to rl, rather than simply a reactive one. they have launched reverse logisti

19、cs programs, which offer benefits such as tightened inventory management, reduced costs and better cost control, enhanced revenues and customer service, better data regarding the rl process, and improved public image moreover, marien maintains that a reverse logistics program combined with source re

20、duction practices can be used to increase competitiveness and gain a competitive advantage. indeed, rogers and tibben-lembke contend that rl can be viewed as a strategic weapon that has potential long-term bottom-line impact.similarly, blumberg estimates the current worldwide market for rl to be gre

21、ater than $20 billion, and further suggests that rl will become a major business opportunity in the 21st century.carter and ellram have furthered understanding of this strategic role by developing a model of the drivers and constraints to reverse logistics programs and how these factors interact.res

22、earch purpose and questions additional environmental topics could be cited relating to other aspects of logistics; suffice it to say that much remains to be learned about how companies manage and respond to environmental issues in logistics. to this end, this article will analyze the current usage o

23、f select strategies for managing and responding to environmental issues in logistic management. the strategies used to manage and respond to environmental issues in logistics were derived from an extensive search of the literature as well as from discussions with current logistics managers. twelve p

24、rominently mentioned strategies were selected for inclusion in the study; these twelve general strategies were selected in part because the purpose was to investigate environmental management across industries as a whole, rather than within a specific industry or within specific logistics functional

25、 areas. moreover, most of the twelve strategies have been cited as a best practice in the management of reverse logistics/environmental programs. for purposes of this article, these strategies will be referred to as green logistics strategies. this article will also investigate possible relationship

26、s between six distinct company characteristics and the twelve environmental strategies. the six characteristics are geographic location of the organization; type of firm; size of firm; importance of environmental issues; formalness of environmental policy; and logistics degree of involvement in impl

27、ementing environmental policy. three of the six geographic location, firm type, and firm size are demographic variables, while the remaining three can be viewed as examples of, or surrogates for, the intensity of an organizations commitment to environmentalism. to summarize, the following research q

28、uestions will be investigated: what are the most, and least, popular strategies currently being used to manage and respond to environmental issues in logistics what relationships, if any, exist between select company characteristics and the strategies for managing and responding to environmental iss

29、uesmethodology the information to be analyzed comes from mail surveys sent to u.s., canadian, and european union members of the council of logistics management clm. because the company personnel most knowledgeable about environmental issues in logistics are likely to be in positions of middle and up

30、per management, the study focused on those members with job titles at the director level or above. also, only members from manufacturing and merchandising wholesalers and retailers firms were included. previous research has identified manufacturers and merchandisers as primary channel participants;

31、that is, key players in distribution channels. surveys were mailed to 450 randomly selected clm manufacturers and merchandisers in the u.s. as well as a non-u.s. group of manufacturers and merchandisers comprising 130 canadian and 101 european union clm members meeting the selection criteria. each s

32、ampling frame member received an initial survey packet consisting of a cover letter, a copy of the survey, and a self-addressed envelope u.s. respondents received a postage-paid return envelope. a follow-up mailing, consisting of a cover letter, a copy of the survey, and a self-addressed envelope, w

33、as sent approximately one month after the initial mailing two of the u.s., three of the canadian, and four of the european surveys were returned as undeliverable, reducing the sampling frames to 448, 127, and 97, respectively. a total of 133 usable surveys were received from u.s. organizations, for

34、a response rate of 29.7 percent; 31 usable responses came from canadian organizations, for a 24.6 percent response rate; and 24 usable responses came from the european firms, representing a 24.7 percent response rate. the overall response rate was approximately 28 percent 188 usable surveys/672 elig

35、ible respondents nonresponse bias was examined by comparing early and late respondents, a procedure that is based on the assumption that later respondents tend to be more like nonrespondents than like earlier respondents.for this study, responses received within twenty-five days of the first mailing

36、 were compared to those received after twenty-five days. these tests revealed negligible differences between early and late respondents, suggesting that nonresponse bias is not a major problem in this study there are several limitations to the present study that should be discussed before proceeding

37、: first, the number of canadian and european respondents is relatively small. while other professional organizations e.g., the canadian association of logistics management, the european logistics association could have offered larger sample sizes, some potential problems in cross-border research cal

38、l be reduced if participants have some degree of commonality for this study, such commonality was operationalized by membership in the same professional organization i.e., clm. the clm is one of the few professional logistics organizations with a multinational membership, and its official correspond

39、ence language is english, meaning that our surveys could be developed ill english. this is significant because it allowed us to avoid various language issues e.g., translation and back translation for some of the canadian and european participants. language considerations are frequently identified a

40、s one of the major challenges to conducting effective cross-cultural research. a second limitation of the present study is that the clm membership is skewed toward higher revenue firms who often tend to be on the leading edge of logistical practices. while these companies certainly provide an import

41、ant perspective, we recognize that smaller firms may have different views with respect to managing and responding to environmental issues in logisticsresults 1. what are the most, and least, popular strategies currently being used to manage and respond to environmental issues in logistics the result

42、s for the most, and least, popular strategies are presented in table 1 and are listed in decreasing order of current usage. both recycling materials and reducing consumption are strategies currently being used by over 80 percent of the respondents, with reusing materials being utilized by nearly 75

43、percent. the popularity of recycling, reduction, and reuse should not be surprising, as they tend to be three of the better-known strategies for managing and responding to environmental issues in logistics. moreover, the heavy use of recycling supports work by min and galle, who found recycling to b

44、e the most frequently used strategy among purchasing managers. as shown in table 1, the least popular strategy, encouraging greater government involvement/regulation, is currently used by slightly more than 15 percent of the respondents. this is an interesting finding, given suggestions that environ

45、mental regulations can actually benefit a firms performance and market competitiveness. for example, japanese and german car manufacturers responded to more stringent fuel consumption standards by producing lighter and more fuel efficient automobiles. u.s. car manufacturers, by contrast, aggressivel

46、y opposed these fuel consumption standards-a stance that ultimately wasted billions of dollars and weakened their competitive position. the information in table 1 also indicates that three strategies-the redesign of logistical systems, increased education and training, and rejecting suppliers lackin

47、g environmental concerns-are likely to be added in the future as green strategies by at least 30 percent of the responding organizations. the redesign of logistical systems strategy offers support for the idea that environmentalism will be an important influence on the way that logistics managers do

48、 their job source: murphy, paul r., poist, richard f., transportation journal, 00411612, winter2000, vol. 40, issue 2 译文:绿色物流策略:分析使用模式摘要 环境问题影响无数的物流决策体现在整个价值链上。这项研究确定了战略是最大、最不受欢迎的管理和回应这种问题,并提供了证据,选择公司之间的关系的特点和特殊类型的策略管理后勤有关环境的影响。数据来源包括公司在美国、加拿大和欧洲联盟。研究结果表明,绿色物流战略的减少回收材料中的原料消耗,普遍深受西方工业化国家欢迎。公司展览更激烈承诺环

49、保比同龄人增加使用这些普遍战略与各专业特点,如环境审计。 毫无疑问,环境问题对于许多企业决策者已成为一个重要的考虑,在最近几年,有一些公司的经理提到90年代为“十年的环境”。很多公司的产品设计更环保,很多人使用更环保的包装材料。当前的环境估计,或者绿色的,市场范围在2000亿美元以上。 只要有一个新兴文献涉及环境问题在其他业务领域诸如销售、相应的文学涉及物流已被称为“小而扩大”。扩展助长了这种识别有许多作家,如兰伯特和股票以及德和尼科尔斯,这对环境问题将是一个重大挑战,物流和供应链管理在可预见的未来。这种认识往往证实为环保已“成年了”作为一个主要议题在物流和不再可以视为只是一个边缘关切或流行。

50、 事实上,吴仪和邓恩表明,环境问题可能影响无数的后勤决定,其中包括原料收购、入境物流、出库物流和整个价值链上。就原料收购,例如,一些组织规定其供应商满足某些类型的环境资格。事实上,国际标准组织(iso)已制定了一个国际环境标准称为iso14000,是应适用于全球供应商的。 毫无奇怪的是,入境物流有许多环境因素方面的问题。一种这样的考虑,有效的仓库设计,可以减少空地或部分空叉车人次,这样改善车辆使用对环境有利。 同样地,货运巩固入境负荷可以减少部分装运输车辆,从而提高燃料的效率。 吴邦国和邓恩还指出,许多环境相关的问题(例如,仓储、运输模式决定)适用于出境物流,但是,一些差异是存在的。特别是组织

51、面临困难的决定,取舍涉及库存政策和对环境负责后勤程序时。以当代强调周期时间压缩为例,可能导致大量的较小的货物快速移动,燃油效率低形式的运输。对环境负责的物流项目,相比之下,更能适应更少的、更大的货物由移动缓慢向燃油效率形式的运输转变。 此外,麦和同事们建议可能会有一个基本的二分法侧量业绩的性能绿色化的供应链和供应链。供应链性能测量往往注重短期度量(如盈利能力)以及法人股东的利益。环境问题的评价,相比之下,往往涉及较长的时间、范围和应满足的关注,及各种利益相关者(如供应商、顾客、当地社区)。 另一个环保话题,在最近几年已经越来越受注意是逆向物流rl。据科普克和学者,逆向物流指的是参与减少、管理和

52、处置危险和非危险废物的包装和产品。在未来,企业认识到逆向物流在总物流管理过程中是一个重要组成部分,成长和兴趣很有可能继续,对于进出口物流是同样的道理。事实上,股票的现状特点,主要表现在发展现实生活中的想象成类似于10到20年前的入境物流。他引用的关键成功因素,逆向物流项目和环保措施应优先考虑,致力于是他们有足够的资源(如时间、金钱和人力)。 今天,如施乐、柯达、美孚、惠普、西尔斯和家得宝正在以一种积极价值寻求办法,而不是一种简单的反应。他们已经开展了逆向物流计划,这些计划带来了福利,例如收紧库存管理、降低成本和更好地控制成本,提高了收入和客户服务,在逆向物流过程中提供更好的数据和改善公众形象。

53、 此外,马里恩认为,逆向物流实践结合减少原程序可以提高竞争力和获取竞争优势。事实上,罗杰斯和堂本-伦布克认为逆向物流可以被视为“战略性武器”,有可能带来承诺过期的底线影响。同样的,布隆伯格估计,目前逆向物流自全球市场上价值超过200亿美元,进一步说明逆向物流将在21世纪成为一个主要的商业机会。卡特和艾伦有进一步了解这一战略性的作用,通过开发一种模式的驱动程序和限制条件对逆向物流的程序和如何将这些因素的相互作用。研究目的和问题 更多的环境问题可以引用其他方面相关的物流,可以说大部分尚待了解公司在物流方面如何管理和应对环境的问题。为此,本文分析了我国选择策略的使用管理和应对环境问题在物流管理等方面的工作。在物流使用的战略管理和应对环境问题是从一个广泛的搜索相关文献的分析,以及与当前的物流管理人员讨论。在研究中包含十二个突出选择策略,这些十二个“一般”策略选择,部