现代物流概论总结

1/23现代物流概论总结Lec.1Logisticsmanagementisthatpartofthesupplychainmanagementthatplansimplements、领导)andcontrols物流管理的对象：theefficienteffectiveforwardandreverseflow(反向流动)andstorage(存储)ofgoods,servicesandrelatedinformationfromthepointoforigintothepointofconsumption)Logisticsisgetting：therightproduct，intherightquantity(数量)，intherightcondition(条件)，attherightplace，attherighttime，attherightcost，totherightcustomer。物流(logistics)：物品从供给地向接收地的实体流动过程。根据实际需要，将运输、储存、装卸、搬运、包装、流通加工、配送、信息处理等基本功能实施有机结合。物流管理(logisticsmanagement)：以最低的物流成本达到用户所满意的服务水平，对物流活动进行的计划、组织、协调与控制。Transport(运输)：运输是指用设备和工具，将物品从一地点向另一地点运送的物流活动。其中包括集货、分配、搬运、中转、装入、卸下、分散等一系列操作。举例：运输模式、船队g量和大小、操作类型。订购多少、何时订购。方法而采用容器、材料及辅助物等的总体名称，也指为了达到上述目的的操作活动。Informationandcontrol：举例：订单处理系统、设计系统、采购控制、预测。Lec1.2小题：Whenwasphysicaldistributionsubstitutedbylogisticsformallyinthewesternworld?2/23(在西方世界传统物流正式被现代物流所取代是什么时候？)In1980s.Lec.3小题：Logisticsisthelinksamongdifferententerprisesandindustriesintheeconomysystem.(物流是经济系统中联系企业和制造业的存在)Logisticscostisonesignificantelementofsocialtotalcost.(物流成本是社会总成本中一个重LogisticscostasapercentageofGDPtomeasuretherateofeconomygrowth.(物流成本在GDP中的占比可以衡量经济增长)Formutility(what)形式效用：Referstothevalueaddedtogoodsthrough(指的是商品价值的增加).举例：manufacturing/productionorassembleprocess(制造业产品的组装过程)Placeutility(where)空间效用：Avaluethatlogisticscreatesinaproductbychangingtheproductslocation转移创造价值).举例：Transportationcreatesplaceutility.Timeutility(when)时间效用：Avaluecreatedinaproductbyhavingtheproductavailableattheandwarehousingcreatetimeutility.Quantityutility(howmuch)数量效用：Referstodeliveringtheproperquantitiesofanitemtowhereitisdemanded(指将适当数量的物品运送到需要的地方).举例：Logisticscreatesquantityutilitythroughproductionforecasting,productionschedulingandinventorycontrol.(物流通过产品预期，产品计划和库存控制的方式创造数量效用)desiretopossessesagoodorbenefitfromaservice.(这种价值通过营销来增加对物品所有权和益处的服务而创造)essreducecostsothatitcanprovidecostadvantage.(成本优势)Effectivelogisticsmanagementcanhelpprovidesuperiorcustomerservicesothatthiscanenhancedifferentiationadvantage(差异性优势)大题：Logisticsinterfacesinthefirm(与企业其他部门的联系):LogisticsInterfaceswithOperations/Manufacturing：Lengthofproductionruns(生产运行时间的长短)：Inventorycost(库存成本)Seasonaldemand(季节需求)：Acceptanceofseasonalinventorytobalanceproductiontimes.(寻求季节性库存与产品供应的平衡)Supply-sideinterfaces：Stockingadequatesuppliestoensureuninterruptedproduction.(储备充足的物资，保证不间断生产)LogisticsInterfaceswithMarketing：TheMarketingMix–4Ps3/23gisticsInterfaceswithaccountingROAgrossprofitassetLec.4Superiorproductquality(优良的产品质量)Superiorcustomerservice(优良的客户服务)Widedistributionnetwork(广泛的配送网络)Brandloyalty(品牌忠诚)Superiormanagementteamwork(优良的管理团队)Lowcostplants(低成本工厂)Ownershipofrawmaterialsupplies(原材料供应所有权)Absolutecostadvantage(Lowercoststhancompetitionatalllevels)：(直接成本优势)Superiorproductiontechnology(高级生产技术)、Lowcostinputsupply(低成本投入供给)、Lowcostoperations(低成本运作)、Lowerend-to-enddeliveredcostprovidedbylogisticsmanagement(物流管理所提供的更低的终端到终端的交付费用)Economicscale(经济规模)、Experiencecurve(经验曲线)Capacityutilization(能力利用率)、Scheduleintegration(计划整合)、Lowwaste(低浪费)、Lowinventory(低库存)Quality(质量)、Price、Performance(展示)、Design4/23Service：Availability(可用性)、Pre-saleadvice(售前咨询)、Finance(资金供给)、Delivery(配送)、Maintenance(维修)、After-salesservice(售后服务)Brandidentity(品牌识别)、Brandimage(品牌形象)、Reputation(信誉)、Corporateimage(企业形象)Tailoredservice(订制服务)、Reliability(可靠性)、Information(信息)、Flexibility(灵活性)、Responsiveness(反应性)Lec.5系统是由一组相互关联,功能相关的要素、变量、部件,物体组成的统一整体.系统概念是强调整体有效性而非强调系统的个体的有效性的一种决策方法.流体、载体、流向、流量、流程、流速、流效Themostefficientsystemsarenotalwayscomprisedofeachsystemcomponentoperatingatitslowestpossiblecost.(最有效的系统不总是每个子系统操作成本最低的系统)Thecriticalconcernistohavetheentiresystemoperatingatitslowesttotalcost.(关键是要让着整个系统以最低的成本运作)Theprocessofmakingsomethingasgoodoraseffectiveaspossiblewithgivenresourcesandconstraints(限制).(在给定资源和约束条件下，使某物尽可能好的方法或尽可能有效的方法)举例：deliverytimes(交货时间),minimumproductioncapacity(最小生产能力),financiallimits(金融限制)LevelofOptimalityWithinlogisticscomponents(物流组件内部)Betweenlogisticscomponents(物流组件之间)Betweencompanyfunctions(公司行为之间)Betweenthecompanyandexternalorganization(公司与外部组织之间)MaterialsManagementv.PhysicalDistribution：材料管理与传统物流ndstorageofmaterialsfromsuppliersandvendorsintoproductionprocesses.(物料从供应商到生产过程的运动和储存)Physicaldistribution(outboundlogistics)输出物流：Theprocessrelatedtothemovementandstorageofproductsfromtheendoftheproductionlinetotheenduser.(从生产线到终端用户的4differentclassificationsoflogisticssystems：Balancedsystem(平衡系统)-e.g.,consumerproducts(消费品)5/23Heavyinbound(偏进货型)-e.g.,aircraft,construction(造船、建筑业)Heavyoutbound(偏出货型)-e.g.,chemicals(化学品)Reversesystems(逆向系统)-e.g.,returnableproducts(可回收物品)CostCenters：成本中心TotalLogisticscost(物流总成本)：Trunkingcost(primarydelivery,初级配送)点对点：工厂——配送中心Localdeliverycosts(secondarydelivery,二级配送)点对多点：配送中心——很多客户Orderprocessingcosts(informationsystemcost)(订单处理成本)Inventoryholdingcosts(库存持有成本)Warehousing/storagecosts(仓储成本)Costtrade-off(成本悖反原理)：Theinterrelationshipamongsystemvariablesindicatesthatachangeinonevariablehascostimpactuponothervariables.(系统变量之间的相互关系表明，一个变量变化也会影响其他变量变化)NodesversusLinks：节点与连线Nodesarespatialpoints：节点是空间上的点Linksarethetransportationnetwork：连线构成运输网络举例：铁路、摩托、空运、管道、水运。LogisticsChannel：物流渠道Thenetworkofintermediaries(n.中介,中间商)involvedin(参与)thelogisticssystem.inwhichparticipants(参与)engagedin(从事)storage,handling,transfer,transportation,andcommunicationsfunctionsthatcontributeto(有助于)theefficientflow(流动)ofgoods.Lec2TheEmpoweredConsumer(日益强大的消费者)：Informedconsumers(Multiplechannelsofinformation)(通知消费者)Time--keyconsiderationfactor(时间——关键考虑要素)Higherqualityrequirement(高质量需求)Lessloyalty(更低的忠诚度)Largeretailersmoredemandingandcommanding(大量零售商的需求)Lowcoststrategyeverydaylowprices天低价”)Largeretailers’pressureontheirsupplier(manufacturer)tofocusonlogisticsandsupplychainstrategy(大量的零售商给了供应商在注重物流和供应链战略上的压力)Governmentpolicyandregulation(政府的政策和规制)：解除管制，增加竞争Globalization(全球化)：最主要的驱动力6/23Globalmarketplace(市场),Globalsourcing(采购),manufacturing(制造),marketing(营销)anddistribution(分配),etc..Supplychainmanagement=globalsupplychainmanagementTechnology(技术)：Changedriveraswellasafacilitatorofchange(变革的工具);Informationprovidesnewandunrestricted(不受限)accesstotheplaceaspectofbusiness.举例：互联网Warehousetechnology(仓储技术)Dataprocessinganddataanalysis(数据进程与数据分析)Communication(沟通)SustainableDevelopment(可持续发展)：臭氧层、热带雨林、全球变暖、酸雨、核废料、能源储备、可耕地减少、噪音污染环境等保EnvironmentalProtectionFactor(环境保护因素)GreenLogisticsystem(绿色物流系统)Packagingandtransportation(包装与运输)是什么：Asupplychaincanbeviewedasaseriesofintegratedenterprises(oranextendedenterprise拓展的企业)做什么：thatshareinformationandcoordinate(协调)physicalexecution(执行)内容：toensureasmooth,integrated(完整的)flowofgoods,service,informationandcashthroughthepipeline(渠道).整体指的是：SupplychainmanagementistheINTEGRATION(整体)ofthoseupstream(上游)anddownstream(下游)flowsofproducts,services,informationandcash。参与者：acrossboundariesofsuppliers,manufacturers,wholesalers(批发商)andretailers(零售商)andendcustomersinasupplychain。目标：minimizetotalsystemcost(最小化整体系统成本)andsatisfycustomerservicerequirements(满足客户需求)国际定义：Themanagementofupstream(inbound)anddownstream(outbound)relationshipwithsuppliersandcustomerstodeliversuperiorcustomervalueatlesscosttothesupplychainasawhole.(上游输入物流和下游输出物流的关系与顾客和配送顾客低成本供应链的整体)计划、组织、协调与控制。Supplychainmanagementisverymuchastrategicplanningprocess,withaparticularemphasisonstrategicdecision-makingratherthanontheoperationalsystems.(供应链管理是一个非常大的战略规划过程，特别强调战略决策，而不是业务系统)Theconceptofsupplychainmanagementisinfactnomorethananextensionofthelogicoflogistics.(供应链管理的概念实际上是一个物流逻辑的延伸。)Logisticsmanagementisonepartofsupplychainmanagement.(物流管理是供应链管理的一部7/23Logisticsmanagementisprimarilyconcernedwithoptimizingflowswithintheorganization(物流Supplychainmanagementrecognizesthatinternalintegrationisnotsufficient.(供应链管理认识Supplychainmanagementbuildsupontheframeworkoflogistics.(供应链管理是建立在物流框Logisticsisaplanningframeworkthatseekstocreateasingleplanfortheflowofproductandinformationthroughabusiness产品和信息通过一个企业创建Supplychainmanagementbuildsuponthisframeworkandseekstoachievelinkageandco-operationbetweenprocessofotherentitiesinthepipeline.(供应链管理是建立在这个框架Cashflowhasbecomeoneofthemostimportantmeasuresoffinancialviabilityintoday’sglobalmarkets.Supplychainsareanimportantdeterminantofimprovedcashflowsincetheyimpactordercycletimetocustomers.(现金流已经成为当今全球市场上最重要的金融措施之一。供影响客户的订单周期时间。)Supplychainsareanimportantdeterminantofcapitalconsumptionsincetheyimpactworkingcapital,inventorylevels,andotherassetssuchaswarehouses.(供应链是资本消费的一个重要其他资产，例如仓库。)Efficientandeffectivesupplychainscanfreeupvaluableresourcesandimprovecustomerfulfillmentsystemssoastoincreasereturnoninvestmentorassetsandimproveshareholdervalue.(有效率的和有效果的供应链可以免费提供宝贵的资源，提高客户的满足系统，以增收益率，提高股东的资产价值。)Therateofchangeinoureconomyhasacceleratedthenecessityofcontinuingchangesinorganizationsoreventransformationtoremaincompetitive.(经济的变化率加速了组织的持续Therateofchangehasbeendrivenbyasetofexternalforcesincludingbutnotlimitedtoglobalization,technology,organizationalconsolidationandshiftsinpowerinsupplychains,anempoweredconsumer,andgovernmentpolicyandregulations.(变化率由一组外部力量推动，Theconceptualbasisofthesupplychainisnotnew.Infact,organizationshaveevolvedfromphysicaldistributionmanagementtologisticsmanagementtosupplychainmanagement.(供应SupplychainsneedtofocusonthecustomersattheendofthesupplychainandbeflexibleandTechnologyisimportanttofacilitatechange,butitmustfollowaprocessandeducatepeopletoaddressproblemsandissuesappropriately.(技术是重要的促进变化的因素，但它必须遵循一Transportationmanagementandsecurityhavebecomeincreasinglyimportantinthetwenty-firstcenturybecauseofchangesthathaveoccurred.(运输管理和安全已经在二十一世纪变得越来8/23Supplychainsareboundaryspanningandrequiremanagingthreeflows—products,information,Supplychainmanagementisajourney,notagoal,andthereareno“silverbullets”sinceallsupplychainsareunique.(供应链管理是一个旅程，而不是一个目标，并不是最终解决方式，Informationispower,andcollaborativerelationshipsinternallyandexternallyareanecessaryingredientforsuccess.(信息就是力量，内部和外部的合作关系是成功的必要因素。)TheperformanceofsupplychainsmustbemeasuredintermsofoverallcorporategoalsforcessDefinedas“focusedeffortstoestimateandmanagecustomers’demand,withtheintentionofusingthisinformationtoshapeoperatingdecisions.”(集中精力来估计和管理客户需求，并试Theessence(本质)ofdemandmanagementisto:Increasetheabilityofafirmtoconnectactivitiesrelatedtotheflowsofproduct,service,informationandcapital,(增加一个公司连接相关的产品，服务，信息和资本流动的活动的能Inordertocreategreatervaluefortheconsumer(Theenduser).(为末端客户创造更高的价值)DemandManagement:Objectives(资本流动)WaysofEffectiveDemandManagement：Gatheringandanalyzingknowledgeaboutconsumers,theirproblems,andtheirunmetneeds.(收集和分析消费者的知识，他们的问题和未满足的需求。)Identifyingpartnerstoperformthefunctionsneededinthedemandchain(确定合作伙伴在需求链中需要执行的功能)Movingthefunctionsthatneedtobedonetothechannelmemberthatcanperformthemmosteffectivelyandefficiently.(移动功能需要负责渠道的成员去完成这样可以完成的最有效率和Sharingwithothersupplychainmembersknowledgeaboutconsumersandcustomers,availabletechnology,andlogisticschallengesandopportunities.(与其他供应链成员分享知识、消费者Developingproductsandservicesthatsolvecustomers’problems.(发展产品和服务以解决顾客Developingandexecutingthebestlogistics,transportation,anddistributionmethodstodeliverproductsandservicestoconsumersinthedesiredformat.(开发和执行最佳的物流、运输和分形式将产品和服务交付给消费者。)Gathering&analyzingdatacollectedaboutconsumer的作用：Developingtherightproductsandservices(发展合适的产品和服务)Sharingdatawithothersupplychainmembers(与其他供应链成员分享数据)9/23IdentifyingSupplychainpartners(确定供应链合作者)Developbestlogisticsmethods(发展最有物流方法)Movingthefunctionstochannelmember(渠道成员使用移动行为)Ordermanagementsystemsrepresenttheprincipalmeansbywhichbuyersandsellerscommunicateinformationrelatingtoindividualproductorders.(订单管理系统是买方和卖方沟Ordermanagementsystemisakeytooperationalefficiencyandcustomersatisfactionandwillcontributetoachievingcompetitiveadvantage.(订单管理系统是提高运营效率和客户满意度Theordercycletraditionallyincludesonlythoseactivitiesthatoccurfromthetimeanorderisplacedtothetimeitisreceivedbythecustomer.(订单周期传统意义上仅指的是从订单发生到产品被交到客户手中期间所发生的行为和整个时间)Referstothenetworkofintermediariesinvolvedinthelogisticssystem(指的是在物流系统中涉及到的企业网络)Inwhichparticipantsengagedinstorage,handling,transfer,transportation,andcommunicationsfunctionsthatcontributetotheefficientflowofgoods.(参与者从事货物的储存、处理、传送、细分又分为物流渠道和营销渠道：LogisticalChannelreferstothemeansbywhichproductsflowphysicallyformwheretheyareavailabletowheretheyareneeded.(物流渠道指的是产品的流动形态，企业可以提供给客户MarketingChannelsreferstothemeansbywhichnecessarytransactionalelements(交易部分)aremanaged(e.g.customerorders,bills,accountsreceivable,etc.)ornon-physicalaspectsofthistransfer.(营销渠道指的是必要的交易要素的管理和非物理方面的转移)Typesofdistributionchannel：Manufacturerdirecttoretailstore(制造商直接到零售店)Manufacturer—manufacturer’sdistributioncentretoretailstore(制造商到制造商配送中心再到零售店)Manufacturertowholesalertoretailshop(制造商到批发商再到零售店)Manufacturer–broker(代理人)-retailshop(制造商到代理人再到零售店)Mailorder(邮件订单)Internetandshoppingfromhome(家中网络购物)Factorytofactory(工厂到工厂)DevelopmentandTrend：Retailchannelsshowingdramatic(戏剧性的)growth.(零售渠道发生了戏剧性的增长)Massmerchandisers(超级市场)suchasWal-Mart,Kmart,Sears,andTargetsqueezing(挤压)10/23smallerretailers.(超级市场挤压小型零售商)Natureoflogisticschangingtoaccommodatecustomizedlogisticssystems.(订制物流系统)(物流自然变化以适应客户定制的物流系统)Successfulretailersbaseefficiencyonlogisticssystems.(零售商通过有效的物流系统获得了成Segmentation(市场细分)到Targeting(瞄准)到Positioning(定位)Product(产品)：Range(范围)、Size、Presentation(演示)、Packing(包装)、Design、Performance(性能)Price(价格)：DiscountGeographicalpricingPricePaymentterms(付款方式)Promotion(促销):SalesforceAdvertisingConsumer(用户)、Promotion、Tradepromotion(贸易推广)、Directmarketing(直接市场)Place(渠道)：overageDistributionsystemDealersupport(经销商支持)Customerserviceisaprocess(客户服务是一个过程)Forprovidingcompetitiveadvantageandaddingbenefitstothesupplychain(为供应链提供竞争优势同时增加益处)Inordertomaximizethetotalvaluetotheultimatecustomer.(从而给最终客户带来最大化价Customerservicehas3levelsofinvolvement,anactivity,performancemeasure,philosophy。(客户服务有三种层次，行为，绩效衡量，哲学)linginvoicingproductreturnsclaimhandling单，发票，产品退货，索赔处理)dersdeliveredontimeinfullPhilosophy：Firm-widecommitmenttoprovidecustomerservice(用全机构承诺给客户提供服The8“right”ofcustomerservice：Customer,Time,Place,Cost,Quality,Product,Quantity,Condition.包括：Dependability(可靠性)、OrderCycle/ororderleadtime(订单周期/订单前置时间)、Communications(沟通)、Convenience(便捷)Dependability(可靠性)：Dependabilityreferstodeliveringacustomerorderwitharegular,consistentleadtime;insafecondition,andinharmonywiththetypeandqualityofitemsthecustomerordered.(可靠性指的是在安全的环境中，在安全的情况下，提供一个客户订单，并与客户订购的产品类型和质量11/23Leadtimedependability(前置时间的可靠性)Safedeliverydependability(安全运送的可靠性)Correctordersdependability(正确定单的可靠性)Ordercycletimeororderleadtime(订单周期与订单前置时间)：Thetimethatelapses(经过)fromplacement(安排,发出)oforderuntilreceiptoforder(订单收据).Thisincludestimeforordertransmittal(传送),processing,preparation(分拣)andshipping.Communication：EDI(电子数据交换)orInternetortelephoneCustomerorderinformation(orderentry)Statusofshipment(shipmentdate,thecarrier,theroute)装运现状(船期、装运工具、路线)Monitoringcustomerservicelevel(监控客户服务水平)Convenientorflexibility：(便捷和灵活)Differentcustomerrequirements(客户的不同需求)Ordersize(其他尺寸)tabilityrule1.Setstandardsatrealisticlevels.(在现实水平设置标准)2.Qualitylevelssetbelow100%canbeproblematic.(质量水平低于100%可以被认为是有问题3.Consultcustomersonpoliciesandstandards.(咨询客户的政策和标准)4.Communicatestandardstocustomers.(向客户传达标准)5.Measure,monitor,andcontrolcustomerservicestandards(PM)(测量，监控和控制客户服务Paretoanalysis(sometimesreferredtoasthe80/20ruleandasABCanalysis)(帕累托分析，又istheclassificationofitemsininventoryaccordingtoimportancedefinedintermsofcriteriasuchassalesvolumeandpurchasevolume.(按标准定义的商品分类，如销售数量和购买量等。)20%ofproductorcustomersmayprovide80%ofsalesorprofit,andthissectioniscalled“A”category,;thenext50%orsoarelabeled“B”,providing15%ofsalesorprofit.Thefinal30%areALines=fastmoversBlines=mediummoversClines=slowmoversApplicationsinthecontextoflogistics：Inventorycontrol(库存控制)Customerprofitability(顾客利润率)Warehouselayout(仓库布局)Outbound-tocustomerlogisticssystemshavereceivedthemostattentioninmanycompanies;but,evenintoday’scustomerserviceenvironment,outboundandinboundlogisticssystemsmust12/23becoordinated.(在许多企业中，输出给客户的物流系统已经成了最为关注的部分；但是，Demandmanagementmaybethoughtofas“focusedeffortstoestimateandmanagecustomers’demand,withtheintentionofusingthisinformationtoshapeoperatingdecisions.(需求管理可能被认为是“集中精力来估计和管理客户的需求，用这些信息来决定经营决策的意图。)Supply-demandmisalignmentmaycausesevereproblemsintheoutbound-to-customerlogisticschannel.Causesoftheseproblemsshouldbeidentifiedandremoved.(供应需求的失调可能会致严重的问题，在输出给客户物流通道。这些问题的原因，应被确定和解决。)Thereisgrowingandpersuasiveevidencethatunderstandingandmanagingmarketdemandisacentraldeterminationofbusinesssuccess.(有越来越多的证据表明，理解和管理市场需求是Althoughmanyforecastsaremadethroughoutthesupplychain,theforecastofprimarydemandfromtheendusesorconsumerwillbethemostimportant.Itisessentialthatthisdemandinformationbesharedwithtradingpartnersthroughoutthesupplychainandbethebasisforcollaborativedecisionmaking.(虽然在整个供应链中有许多预测，但来自最终用途或消费者Therearevariousapproachestoforecasting,eachservingdifferentpurposes.(有各种各样的方TherecentpopularityofCPFRhasledcompaniestomoremeaningfulandproductivesharingofforecastinformationonaninter-firmbasis.(最近流行的CPFR引导公司使得公司间的信息共享Thethreecriticalelementsofcollaborativeplanningarecollaborativedemandplanning.Jointcapacityplanning,andsynchronizedorderfulfillment.(协同规划的三个关键要素是协同需求规Significantattentionneedstobedirectedtoindividualelementsoftheordercycle,thelengthandvariabilityofeach,andtheoverallperformanceoftheordercycle.(订单周期的各个元素需E-commercefulfillmentcreatesanumberofuniquechallengesforlogisticsmanagement.(电子。)Customerserviceisanareaofkeyinteresttobothmarketingandlogistics.Effectivecustomerservicerepresentsakeywaytocreatevalueforthecustomer.(客户服务是营销和物流的所关键感兴趣的领域。有效的客户服务是为客户创造价值的一个重要途径。)Customerservicemaybeviewedinthreeways,-asanactivity,asaperformancemeasure,andasaphilosophy.(顾客服务可以以三种方式被视为一种活动，一种表现手段，一种哲学。)Tobeefficientandeffectiveinprovidingandmanagingcustomerservice,wehavetoprovideperformancestandardsandmeasureperformanceagainstthesestandards.Manystandardshavebeenusedhistorically,andcurrentprioritiesareonmakingsuretheyfocusontheneedsofthebuyeraswellastheseller.(在提供和管理客户服务的效率和有效性，我们必须对这些标准提供性能标准和衡量性能。许多标准已经被用于历史，目前的重点是确保他们专注于买方的需大题：MaterialmanagementorInboundlogistics(材料管理或输入物13/23ItreferstothemovementandstorageofmaterialsfromsuppliersandvendorsintoproductionThesesystemsrefertotheactivitiesandprocessesthatprecedeandfacilitatevalue-addingactivitiessuchasmanufacturingandassemble,andsoon.(先于价值增值活动如生产、装配等，举例：采购Procurement(采购)Productionplan(生产计划)Receiving(接受)Materialqualitycontrol(材料质量控制)Salvageandscrapdisposal(废品及废料处理)Inventorymanagementcontrol(库存管理控制)Transportation(运输)Warehousing(仓储)Procurementconsistofallthoseactivitiesnecessarytoacquiregoodsandservicesconsistentwithuserrequirements.(采购是为满足用户需求而获取货物和服务的所有必要活动。)Identifyorreevaluateneeds(鉴定和评估需要)Defineandevaluateuserrequirements(定义和评估客户需求)Decidewhethertomakeorbuy(决定制造还是购买)Identifythetypeofpurchase(确定购买的类型)Conductamarketanalysis(进行市场调查)Identifyallpossiblesuppliers(确定所有可能的供应商)Prescreen(预选)allpossiblesources(预选所有可能的资源)Evaluatetheremainingsupplierbase(评估供应商的能力)Chooseasupplier(选择供应商)Receivedeliveryoftheproductorservice(收到产品或服务的交付)Makeapostpurchaseperformanceevaluation(进行事后的采购绩效评估)Therearefourpossiblecombinationsinthequadranttechniquemodel:Generics(一般商品)---lowrisk,lowvalue举例：经批准的供应商Commodities(大宗商品)---lowrisk,highvalueDistinctive(特殊商品)---highrisk,lowvalue举例：战略合作伙伴Critical(关键商品)---highrisk,highvalue举例：采购卡14/23Quality(质量)、Reliability(可靠性)、Capability(能力)、Financial(财务)、DesirableQualities(预期素质)、VendorLocation(地理位置)小题：电子商务的四种模式Administeredbytheseller(由卖家管理)Usuallyfreetothebuyer(通常平台免费)rketplacebysellerAdministeredbyathirdparty(由第三方管理)Collectionofelectroniccatalogs(电子化目录)One-stopsourcingforbuyers(对买家一站式采购)Administeredbythebuyer(由买家管理)Pre-approvesvendoraccess(预先批准供应商访问)Expensiveandusuallythedomainoflargecompanies(昂贵，通常属于大公司的领域)On-linetradingcommunity：(线上交易社区)Maintainedbyathirdparty(第三方管理)Usedbymultiplebuyersandsellers(由多个买家和卖家共同使用)Thesupplychaincanbeviewedasinboundlogisticsandoutboundlogistics:thefocusofthischapterisontheinboundlogisticssystem.Effectivesupplychainmanagementrequiresthecarefulcoordinationofinboundandoutboundsystem.(供应链可视为输入物流和输出物流：本章的重点是对输入物流系统。有效的供应链管理需要对输入和输出系统的仔细协调。)Inboundlogisticssystemscanvaryintermsofimportance,scope,costandcomplexity,dependingonwherethecompanyislocatedinthesupplychain,thenatureoftheproduct,andthemarketsituationinwhichtheproductissold.(输入物流系统的在很多方面都很重要：范围，成本和复杂性。该产品销售的不同取决于公司位于供应链的哪里，产品的性质和市场情况。)Theprocurementareaplaysamajorroleinmaterialmanagement,andprocurementisanimportantlinkinthesupplychain.(采购领域在物资管理中占有重要地位，采购是供应链中的Procurementprocesscanbebrokendownintoasetofactivitiesthatincludeidentifyinganeed,definingandevaluatinguserrequirements,decidingwhethertomakeorbuy,identifyingthetypeofpurchase,performingamarketanalysis,identifyingpotentialsupplier,prescreeningpossiblevendors,evaluatingreamingsuppliers,choosingavendor,receivingdeviltryoftheproductorservice,andmakingapostpurchaseevaluation.(采购过程可以分解为很多部分，包括识别需Notallpurchaseditemsareofequalimportance.Usingthecriteriaofriskandvalue,thequadranttechniqueclassifiesitemsintofourimportancecategories:generics,commodities,distinctive,andcritical.Genericshavelowrisk,lowvalue;commoditieshavelowrisk,highvalue;distinctivehavehighrisk,lowvalue;andcriticalhavehighrisk,highvalue.(并非所有采购项目都是同等重特有商品和关键商品。一般商品具有低风险、低价值，大宗商品具有低风险、高价值，特有商品具有高风险、低价值，关键商品具有高风险、高价值。)15/23Theprocurementprocessactivitiescanbemoreeffectivelymanagedbyfollowingafour-stepprocess:(1)determinetypeofpurchase;(2)determinenecessarylevelofinvestment;(3)performtheprocurementprocess;(4)evaluatetheeffectivenessofprocurementprocess.(采购可以更好地被概括为四步的过程：(1)确定购买的类型；(2)确定投资的类型；(3)执行采购流程； (4)评价采购过程的有效性。)Inselectingvendors,anumberofcriteriashouldbeutilized,including,quality,reliability,capability,financialviability,andotherfactors,suchaslocation.(在选择供应商时，应使用若干Therearefourbasicsourcesofprice:commoditymarkets,pricelists,pricequotationandpricenegotiation.(价格的基本来源有四种：商品市场、价格表、价格和价格谈判。)Thepurchasepriceismatterofgreatimportance,butitismuchmorecomplexthanjustthebaseunitprice,sinceitrequirestheanalysisofaddedvaluealongthesupplychaintodelivertheecustomer的价格更为复杂，因为它需要在供应链上的附加价值分析，以向最终客户提供最高的总价Inadditiontoprocurementcost,materialmanagementincludeswarehousing,productionplanningandcontrol,traffic,receiving,qualitycontrolandsalvageandscrapdisposable.(除采购成本外，物料管理包括仓储、生产计划和控制、交通、接收、质量控制以及回收和报废。)E-procurementhasbecomewidelyusedinbusinessbecauseofthepubliclyavailableinternet.Theadvantagesincludeloweroperatingcost,improvedefficiency,andreducedprices,withtheprimarydisadvantagesbeingsecurity.Therearefourbasictypesofe-procurementmodels:sell-side,electronicmarketplace,buy–side,andonlinetradingcommunitysystems(由于电子采在线交易社区系统)ryInventoryreferstorawmaterial,work-in-process,finishedgoodsandsuppliesrequiredforthecreationofcompanies’goodsandservices;(库存指的是原材料、加工品、产成品和供应需要的设备为公司创造的产品和服务)Also,thenumberofunitsand/orvalueofthestockofgoodsacompanyholds(同时也是一个公司仓储商品的数量或价值)在和将来的耗用或者销售而储备的资源。小题：Stockclassification(存货分类)1.Byproductionprocess(产品加工角度)packagingstocksWork-in-process(加工过程中的产品)Finishedgoods(产成品)Spareparts(serviceparts)(闲置品)2.Byfunction(行为角度)Cyclestock(周期库存)16/23Safetystock(安全库存)work-in-processstock/in-transitstock(在制品库存、在途库存)Seasonalstock(季节库存)Promotionalstock(促销库存)Speculativestock(预见或投机库存)Deadstock1.BatchingEconomies/CycleStocks(计量经济/周期存货)2.Uncertainty/SafetyStocks(supplyanddemand)(不确定性/安全库存)3.In-Transit&Work-In-Process(在途和在加工)4.SeasonalStocks/Perishable(易腐败的)supply(季节库存/易腐败供给)5.AnticipatoryStocks/Speculativestock(预期库存/投机库存)Inventoryinterfaceswithotherfunctionalareas(库存相互作用在其他方面的体现)Marketingusesinventorytoprov