物流專業(yè)英語

內(nèi)容概要

　　《物流專業(yè)英語》為物流專業(yè)英語教材，共9章，1g篇課文，第1章為物流概述，第2-7章闡述物流基本理論和概念，如物流管理、倉儲(chǔ)、存貨等；第8、第9章闡述國際貿(mào)易一般規(guī)則的國際物流，包括單證的制作，通用國際貿(mào)易規(guī)則等?！段锪鲗I(yè)英語》概念、理論通俗易懂，案例新穎，緊貼時(shí)代。　　《物流專業(yè)英語》適用于作為高等學(xué)校物流專業(yè)英語教材，還可供物流從業(yè)者以及對(duì)物流英語有興趣者進(jìn)修之用。

書籍目錄

[1]Chapter 1 The Concept and Functions of Logistics[1]Text 1　Overview of Logistics[11]Text 2　Activities of Log]stics[21]Case Study：True Value Company[26]Chapter 2　Order Management and Customer Service[26]Text 3　Order Management[36]Text 4　Key Performance Indicators：PUtting the‘Customer First（1）[47]Text 5　Key Performvance Indicators：Putting the Customer First（2）[57]Case Study：Intels Low-Cost Supply Chain Model[61]Chapter 3　Supply Chains[61]Text 6　The Supply Chain Concept[71]Text 7　Supply Chain Management：Barrier and Integration[80]Case Study：How Cisco Succeeds at Global Risk Mamfgement[86]Chapter 4　Warehousing[86]Text 8　Warehousing Management[97]Case Study：Grocery Giant Kroger Changes the Dfstribution Game"[102]Chapter 5　Information Systems[102]Text 9　Information and Logistics[111]Text 10　Looking Ahead：Faster，Brighter Technology[123]Case Study：PLS Uses RFID to Track Pallets，Containers[126]Chapter 6 Packaging and Material Handling[126]Text 11　Packaging[135]Text 12　Material Handling[145]Case Study：Sainsburys Cumbersome Supply Chain[148]Chapter 7　Inventory Management[148]Text 13　Inventory[155]Text 14　Approaches to Managing Inventory[165]Case Study：Procter＆Gamble Takes Inventory up a Notch[171]Chapter 8 International Trading Terms[171]Text 15　The Way to Trade[185]Text 16　Documentation[195]Case Study：How Gillette Cleaned up Its Supply Chain[203]Chapter 9 The Development of Logistics[203]Text 17　The 3PL Industry[213]Text 18　Outsourcing[223]Case Study：A Case for Offshoring Procurement Outsourcing[226]Appendix 1　Logistics Samples[232]Appendix 2　Logistics Terms[236]Appendix 3　Logistics Abbreviations[238]Appendix 4　Top 10 Logistics Companies[244]References[245]Teacher’s Book[245]Text 1　Overview of Logistics[249]Text 2　Activities of Logistics[253]Text 3　Order Management[257]Text 4　Key Performance Indicators：Putting the Customer First（1）[261]Text 5　Key Performance Indicators：Putting the Customer First（2）[265]Text 6　The Supply Chain Concept[269]Text 7　Supply Chain Management：Barrier and Integration[273]Text 8　Warehousing Management[278]Text 9　Information and Logistics[282]Text 10　Looking Ahead：Faster，Brighter Technology[286]Text 11　Packaging[290]Text 12　Material Handling[294]Text 13　Inventory[298]Text 14　Approaches to Managing Inventory[302]Text 15　The Way to Trade[307]Text 16　Documentation[310]Text 17　The 3PL Industry[314]Text 18　Outsourcing

章節(jié)摘錄

　　The Model for Organizational Effectiveness is a simple yet highly effective tool for producing sustainable change in the organization.　In fact, companies should consciously and actively apply it to all processes, systems, resource allocations, and organizational changes to ensure that:　　Expected gains are realized. Implementation plans consider a 360-degree view of the organization and the implementation's　　impact on it.　　Barriers and pitfalls and their implications to the organization are identified and addressed before they derail or curtail the effort.　　Consider the four components of the Model for Organizational Effectiveness-structure, mechanics, culture, and motivation.　　The process (or "How do we do this？") components of structure and mechanics address the "hard" side of change-the tangible, readily identifiable, and "diagrammable" elements of the enterprise. Making changes to these components has received significant attention over the past few decades, and numerous tools and methodologies have been developed to assist in successful change. More difficult, but equally important, are the "soft" side ( "Why do we do this？") components of culture and motivation. Today's organizations realize that all four of these components must be considered and addressed for effective and sustainable change.　　Let's consider the application of the 　　Model for Organizational Effectiveness to the implementation of KPIs.　　Structure can be defined as an organization's reporting relationships, deployment, responsibility, and authority to drive a measurement system.　We will consider two structural aspects of successfully implementing a KPI: identifying how people are aligned within the organization in order to develop KPIs that are appropriate to the way the enterprise works and creating a structure that supports the development of KPIs and the ability to measure against them.　　KPIs must match the actual structure of the organization to be effective. For example, an organization that is structured in a traditional, hierarchical manner would most likely establish KPIs around the deliverables and outputs for each of its functional units,　assuring that these are closely tied to the overall organization's goals.　For companies organized around cross-functional teams, KPIs would most likely be established around the team outputs and deliverables rather than individual functional unit outputs.　Team outputs would also be closely tied to the organization's overall goals. Critical to the organization's ability to develop and measure against KPIs is having a person or a group assume overall responsibility for the effort. This responsibility should rest with senior management, while development and implementation of details,　physical generation of measures,　and systems and mechanics should be delegated to lower management levels. The actual structuring and makeup of the group will vary from company to company. All organizations, however, should ask themselves: Is there someone/some group responsible for:　　Assuring that KPIs align with corporate goals？　　Setting up and implementing the measurement systems and processes？　　Taking action or following up if KPIs are not achieved？　　Determining customer expectations and incorporating them into KPIs？　　Communicating the organization's expectations, reasons, KPI alignments, and successes/failures to the organization？　　Mechanics can be defined as systems, processes, and procedures to manage the measurement system. The organization must objectively determine if it has the appropriate systems, procedures, and processes in place to determine and use KPls effectively. This must include defining and communicating the responsibilities and ownership of the processes. Systems, processes, and procedures, while certainly subject to change in a changing work environment, must be tested and in place before beginning the measurement process.　Failure to do so will result in loss of confidence in the validity of the numbers and in management's commitment to measurement.　Among the questions to be considered are:　　Do we have procedures and systems for producing the measures and then reporting them back to the organization in a timely manner？　　Do we have an ongoing process for communicating measurement results and measurement reasons to the appropriate people in the organization？　　Do we have processes for acting on measures once they are communicated？　　Culture defines an environment that supports and encourages the measurement system. An organization's culture is the most difficult component to change but also arguably represents the most important component for ensuring success.　The product of the organization's history and leadership, a company's culture defines the values and beliefs under which its employees operate and make decisions. If the organization cannot respond positively to the following questions, employees will not adhere to the measurement system. Although these questions at first may appear relatively　　straightforward, they have a significant impact on management decisions:　　Does the organization have a long-term commitment to a continuous, consistent, and ongoing focus on measurement？　　Is the organization willing to act on negative measures and non-compliance？　　Will the organization consistently allow and encourage action on measures？　　Motivation defines the rewards employees gain for supporting the measurement system. Reward and incentive systems must be aligned with the organization's overall goals.　When designing these　systems, the organization must consider not only positive rewards that encourage employees to　 participate fully in the measurement system but also the sometimes inadvertent negative results that may　drive failure. The questions to consider are:　　Are our incentives and rewards aligned with the appropriate long-and short-term organizational goals？　　……

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