工商管理专业英语unit13PPT格式课件下载.ppt

工商管理专业英语unit13PPT格式课件下载.ppt

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n.物流学trimming:

n.Theactofonethattrims.整理，调整teamwork:

n.Cooperativeeffortbythemembersofagrouporteamtoachieveacommongoal.协同工作warehousing:

n.Toplaceorstoreinawarehouse,especiallyinabondedorgovernmentwarehouse.仓库贮存interact:

v.Toactoneachother:

互相作用inverse:

adj.Reversedinorder,nature,oreffect.相反的stock-out:

n.脱销trade-off:

交替使用harmonize:

v.Tobringorcomeintoagreementorharmony.使协调一致counterpart:

n.Onethathasthesamefunctionsandcharacteristicsasanother;

anoppositenumber:

对手方相应的人或物BusinessSchoolofNankaiUniversityGlossaryapparel:

n.Clothing,especiallyoutergarments;

attire.服饰dock:

n.Apier;

awharf.码头tailored:

adj.Madebyatailor;

custom-made.剪裁讲究的，定制的distributor:

n.Onethatmarketsorsellsmerchandise,especiallyawholesaler.发行者，销售者consolidator:

n.集运人replenishment:

n.tofillupagain补给，补充stockup:

采购，囤积bin:

n.Acontainerorenclosedspaceforstorage箱柜designated:

adj.Topointoutorcallbyaspecialname指定的barcode:

n.Acoderepresentingcharactersbysetsofparallelbarsofvaryingthicknessandseparationthatarereadopticallybytransversescanning.条形码BusinessSchoolofNankaiUniversityKeyTermsandConceptsIntegratedlogisticsmanagement:

Integratedlogisticsmanagementisalogisticsconceptthatemphasizestheteamwork,bothinsidethecompanyandalongallthemarketingchannelorganizations,inordertomaximizetheperformanceoftheentiredistributionsystem综合物流管理Supplychainmanagement:

Supplychainmanagementistheintegrationofallthefacilities,functions,andprocessesassociatedwiththeproductionofgoodsandservicesallthewayfromsupplierstocustomersorend-users.供应链管理BusinessSchoolofNankaiUniversityTextToday,moreandmorecompaniesareadoptingtheconceptofintegratedlogisticsmanagement.Thisconceptrecognizesthatprovidingbettercustomerserviceandtrimmingdistributioncostsrequiresteamwork,bothinsidethecompanyandamongallthemarketingchannelorganizations.Insidethecompany,thevariousfunctionaldepartmentsmustworkcloselytogethertomaximizethecompanysownlogisticsperformance.Thecompanymustalsointegrateitslogisticssystemwiththoseofitssuppliersandcustomerstomaximizetheperformanceoftheentiredistributionsystem.BusinessSchoolofNankaiUniversityTextCross-FunctionalTeamworkInsidetheCompanyInmostcompanies,responsibilityforvariouslogisticsactivitiesisassignedtomanydifferentfunctionalunitsmarketing,sales,finance,manufacturing,purchasing.Toooften,eachfunctiontriestooptimizeitsownlogisticsperformancewithoutregardfortheactivitiesoftheotherfunctions.However,transportation,inventory,warehousing,andorderprocessingactivitiesinteract,ofteninaninverseway.Forexample,lowerinventorylevelsreduceinventorycarryingcosts.Fromstock-outs,backorders,specialproduction.runs,andcostlyfast-freightshipments.Becausedistributionactivitiesinvolvestrongtradeoffs,decisionsbydifferentfunctionsmustbecoordinatedtoachievesuperioroveralllogisticsperformance.BusinessSchoolofNankaiUniversityTextThus,thegoalofintegratedlogisticsmanagementistoharmonizeallofthecompanysdistributiondecisions.Closeworkingrelationshipsamongfunctionscanbeachievedinseveralways.Somecompanieshavecreatedpermanentlogisticscommitteesmadeupofmanagersresponsiblefordifferentphysicaldistributionactivities.Thesecommitteesmeetoftentosetpoliciesforimprovingoveralllogisticsperformance.Companiescanalsocreatemanagementpositionsthatlinkthelogisticsactivitiesoffunctionalareas.Forexample,Procter&

Gamblehascreated“supplymanagers”whomanageallofthesupplychainactivitiesforeachofitsproductcategories.Manycompanieshaveavice-presidentoflogisticswithcross-functionalauthority.Infact,accordingtoonelogisticsexpert,three-fourthsofallmajorwholesalersandretailers,andathirdofmajormanufacturingcompanies,haveseniorlogisticsofficersatthevicepresidentorhigherlevel.Thelocationofthelogisticsfunctionswithinthecompanyisasecondaryconcern.Theimportantthingisthatthecompanycoordinatesitslogisticsandmarketingactivitiestocreatehighmarketsatisfactionatareasonablecost.BusinessSchoolofNankaiUniversityTextBuildingChannelPartnershipsThemembersofadistributionchannelarelinkedcloselyindeliveringcustomersatisfactionandvalue.Onecompanysdistributionsystemisanothercompanyssupplysystem.Thesuccessofeachchannelmemberdependsontheperformanceoftheentiresupplychain.Forexample,Wal-Martcanchargethelowestpricesatretailonlyifitsentiresupplychainconsistingofthousandsofmerchandisesuppliers,transportcompanies,warehouses,andserviceprovidersoperatesatmaximumefficiency.BusinessSchoolofNankaiUniversityTextCompaniesmustdomorethan