外文翻译---准时制库存控制：物流管理的集合-其他专业

1、本科毕业论文设计外 文 翻 译原文：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.译文：准时制库存控制：物流管理的集合物流配送，是分销渠道中最古老的一个方面之一，也是历史上一直被无视的经济术语之一。然而，在过去的三十年，人们认为物流配送就等同于综合物流，给予了错误的理解和关注。两个术语通常被用来描述物流职能，包括“材料管理，指投入的原材料或者产品的流动；“物流管理，指成品库存或者原材料剩余的去向，以便于在需要时使它们到达指定的地点。物流也被定义为更广阔的活动范围，涉及到从生产线结束到最终消费者的产成品的有效流通，在某些情况下，还

48、包括从原材料的供给地到生产线开始的运动过程。另一个解释是把物流作为涉及投入过程中材料管理和产出过程中物流管理的统称。渠道管理是一种比物流配送更广泛、更全面的物流策略，它涉及所有主要渠道的规划和管理，而物流关注的大局部是产品流。然而，一个有效的营销渠道也离不开一个有效的物流配送系统。本文强调的是可能被认为是渠道管理的一个重要子集的开展，也就是更有效地控制产成品库存。根据建议，提出准时制这个概念，它是指能够提高营销渠道工作效率的一种日本式的库存管理方法综合物流这个概念出现在20世纪50年代。教授保罗在市场营销理论研究演讲中指出，人们把大量的注意力集中在购置和销售上，而很少关注物流控制，物流配送的问

49、题常常被当做无关紧要的事情，不受人们的重视。另一个合理的解释是，物流配送管理开展缓慢的原因可以归结于一个事实，即在电脑出现初期，以及在业务处理上普遍运用分析工具之前，没有理由相信物流配送活动的整合能够实现更高业绩。在1956年，一个利用航空运输的经济学观点为如何节约物流配送本钱提供了一个新的研究方向。研究指出了总本钱分析这一观点，并解释说虽然航空运输需要高额的费用，但在许多情况下，相比为了减少库存持有和仓储式经营本钱，航空运输是一个比拟合理的选择。早期的文章中指出物流配送主要是以系统方法为根底来解决问题。从系统的角度来评估，综合物流配送要求传统商业活动之间的缓和。制造业管理者比拟偏好较长的生产

50、过程以及较低的采购本钱，然而，物流分销管理者对这些活动产生的总的本钱比拟关心。财务上，传统支持低存货的观点将迫使物流分销管理者改良那些产生不符合要求的总本钱安排的物流配套程序。关于市场营销方面，偏好产成品和设备组合的期货市场，常常与通过提供综合系统评估的经济体相互产生冲突。在1969年，鲍尔索克斯提出哪种技术或者说服力能够被用来提高渠道的效率。他指出渠道的出现，加上物流分销的作用扩展到了更远的渠道领域，使市场营销学成为最难懂的一门学科之一。当然，这其中也包括效劳对象，包括存货控制和涉及适度存货的维修本钱。准时制生产方式，又称无库存生产方式，是从日本引进的一种方式。准时制指的是，将必要的零件以必

51、要的数量在必要的时间送到生产线，并且只将所需要的零件、只以所需要的数量、只在正好需要的时间送到生产的一种存货模式。准时制也被形容为生产的产品及时被销售。从准时制生产方式的哲学角度看，似乎必须将其看作一种行为概念，鼓励物流成员之间努力建立一个高效的物流体系的合作精神。这类似于当前所强调的物流方法，即所涉及到的各种活动必须作为一个综合的系统被管理，以最低的本钱进行所有必要的活动，向客户提供一定标准水平下的效劳。物流管理关注的是整体设计和分销渠道管理，还涉及主要物流渠道的规划和管理；物流主要涉及的是产品流。然而，一个有效的管理营销渠道离不开渠道成员之间产品的高效流动和在正确的时间、地点以及正确数量下

52、的目标客户。物流效劳标准指的是提供给渠道成员的种类和效劳水平。一个主要的管理标准是在批发和零售层面都满足渠道成员的库存水平。一般来说，为了使采购的库存产品满足未来需求，库存控制理论往往涉及最优采购程序的决策。我们的目标是限制需求和效劳，从而尽量减少库存费用。根底交易必须谨慎，因为这些交易与可接受的缺货风险以及衍生而来的持有和采购存货的风险有关。存货的主要作用是能够通过生产和流通提高企业的盈利能力。理想的库存将包括按照客户所下的订单说明生产产品这一制度。 这种制度将不在要求为了未来的预期销售额储存原材料或者产成品。虽然零库存通常难以真正实现，但是用于存货投资的每一元钱都应该致力于实现这一个特定的

53、目标。为了防止交货延误或者实际销售额超出预期销售额所带来的意外风险，一般还需设定平安库存。充足的库存维修保养效劳是一项至关重要的审查程序，它的目的是在持续经营的根底上评估经销商、运输效劳供给商、回单和破损产品。物流配送监测系统的主要优点是它有利于确定未来开展的趋势。顾客喜好的变化和由于竞争活动引起的变化也可以通过对物流分销系统的密切观察来发现。通过评估这些信息并将它们传递到企业内部的决策层，企业的决策者就可以对市场上存在的不可控因素做出更及时的反响。这些变化要求改善客户效劳，比方“由供给商提供的，为购置者创造便捷的购置时间和购物地点的相关活动。最近，出现的利润研究，被认为是有关客户效劳功能方面的研究。但是，正如上面提到的，物流配送效劳是