物流英語

前言

　　物流英語是物流管理專業(yè)的專業(yè)課之一。通過本課程的學(xué)習(xí)，學(xué)生能初步掌握與物流相關(guān)的各種專業(yè)知識(shí)和術(shù)語，掌握基本物流單證的填寫和使用技能，為學(xué)生走向社會(huì)、提升就業(yè)平臺(tái)奠定基礎(chǔ)?！　”緯捎媚K化方式安排內(nèi)容，以物流知識(shí)的介紹和應(yīng)用為主線，內(nèi)容逐漸遞進(jìn)，相互關(guān)聯(lián)。每個(gè)模塊既是教材的組成部分，又具有相對(duì)完整性和獨(dú)立性?？紤]到高職高專的教育特點(diǎn)，理論內(nèi)容以“必需、夠用”為度，突出實(shí)際應(yīng)用能力的培養(yǎng)?！　”窘滩木哂幸韵绿攸c(diǎn)：　　1．把握高職高專教育特點(diǎn)，合理安排內(nèi)容，難度適中?！　。?）本書的一個(gè)突出特點(diǎn)就是難度較為適中，這是由高職高專教育的要求和生源特點(diǎn)決定的。從我們對(duì)學(xué)生所做的調(diào)研可知，大部分學(xué)生對(duì)英語尤其是專業(yè)英語的學(xué)習(xí)愿望是十分熱切的。大多數(shù)高職高專學(xué)生都參加過高考，高中教育使得他們具有了一定水平的英語能力，如果教材過于簡(jiǎn)單，將不利于他們提高英語能力和學(xué)習(xí)更多的知識(shí)，而直接拿本科教材來使用，也不符合學(xué)生實(shí)際的英語掌握情況?！　。?）本書內(nèi)容基本覆蓋了物流領(lǐng)域的專業(yè)知識(shí)，理論知識(shí)點(diǎn)到為止。本書分別圍繞什么是物流、物流的兩個(gè)核心職能——運(yùn)輸和倉(cāng)儲(chǔ)、物流采購(gòu)、物流包裝和信息技術(shù)、物流成本管理、第三方物流、供應(yīng)鏈管理、商業(yè)信函、物流單證等來組織內(nèi)容。從物流基礎(chǔ)知識(shí)到物流管理知識(shí)、從物流到與之相關(guān)的商流，內(nèi)容前后銜接，形成一體，尤其是對(duì)商業(yè)信函和物流單證這些在實(shí)際應(yīng)用中十分重要的知識(shí)，我們重點(diǎn)做了介紹。對(duì)于理論知識(shí)，我們遵照“必需、夠用”的要求，基本上做到點(diǎn)到為止，不做深入研究和闡述?！　。?）內(nèi)容安排符合當(dāng)前學(xué)生考證能力的培養(yǎng)要求。本書在內(nèi)容安排上緊密結(jié)合當(dāng)前十分熱門的物流師考試、助理物流師考試以及國(guó)際貨運(yùn)代理資格考試的考試要求，能使學(xué)生更加輕松地應(yīng)付上述考試項(xiàng)目中的英語部分。

內(nèi)容概要

通過學(xué)習(xí)本書，學(xué)生能初步掌握與物流相關(guān)的各種專業(yè)知識(shí)和術(shù)語。以及基本物流單證的填寫和使用技能，為學(xué)生走向社會(huì)、提升就業(yè)平臺(tái)奠定基礎(chǔ)。    本書采用模塊化內(nèi)容安排，以物流知識(shí)的介紹和應(yīng)用為主線，內(nèi)容逐漸遞進(jìn)，相互關(guān)聯(lián)。每個(gè)模塊既是教材的組成部分，又具有相對(duì)完整性和獨(dú)立性?？紤]到高職高專教育的特點(diǎn)，理論內(nèi)容安排以“必需、夠用”為度，突出實(shí)際應(yīng)用能力的培養(yǎng)。

書籍目錄

Chapter One The Introduction of Logistics  Unit One  The General Introduction of Logistics  Unit Two  Career in Logistics  Reading MaterialChapter Two Transportation  Unit One  Transport Modes  Unit Two  The International Marine Market  Reading Material  Chapter Three  Warehousing Management & Inventory Control   Unit One  The Classification of Warehouse  Unit Two  Inventory Management  Reading MaterialChapter Four Purchasing Management  Unit One  The Importance of Purchasing  Unit Two  Globalized Purchasing  Reading MaterialChapter Five Logistics Packaging & Information Processing  Unit One  Industrial Packaging  Unit Two  Information Technology in Logistics  Reading MaterialChapter Six Logistics Cost Management  Unit One  How Are Logistics Costs Represented?  Unit Two  Activity-Based Costing  Reading MaterialChapter Seven supply Chain Management  Unit One  What Is Supply Chain Management?  Unit Two  SCM vs Logistics Management  Reading MaterialChapter  Eight Third Party Logistics  Unit One  Third Party Logistics  Unit Two  How to Manage Third Party Logistics  Reading MaterialChapter Nine Logistics Documentation  Unit One  Letter of Credit  Unit Two  How to Read and Use A Letter of Credit  Reading MaterialChapter Ten Business Correspondence  Unit One  Contents of Business Letter  Unit Two  How to Write a Good Business Letter?  Reading Material參考文獻(xiàn)

章節(jié)摘錄

　　Regardless of what kind of companies they areand how experienced they are in outsourcing， 3PLsface common challenges to prime their mar-ket. These include：　　Self Evaluation： How a Third Party LogisticsProvider sees itself frames how it presents and posi-tions itself in the market. Is it an ocean carrier witha 3PL service option？ Or is it a logistics service pro-vider with a strong shipping， transport， warehouseor forwarding capability？ A Third Party Logistics Provider should honestly assess its strengths andweaknesses， its capabilities and limitations， and carefully position itself to find a comfortableniche in the market as self position has significant impact on its strategy.　　Strategy Development： Strategy is how a Third Party Logistics Provider differentiates itselffrom others in the marketplace. It strongly affects which customers a company targets and what typeof service a company provides. With the strategy， a company can assemble the resources and ap-proaches needed for the market that it has selected. If 3PLs are adept at physical logistics， moremarket strategies should be adopted to avoid direct competition. On the other hand， if 3PLs aremore proficient in international and managerial logistics solutions， they should develop more chan-nels in the global market.　　An Outstanding Management Team： Outstanding management requires a leadership who has asustainable vision of the processes， goals and methodology of the business. These leaders are pro-active， not reactive， seeing the logistics service and supply chain process， not the freight， ware-house or other assets employed. These executives can break the company from its commodity serv-ice origins into being a value-adding service provider.　　Market Research： Depending on the market position， 3PLs may be looking for general or specific information as to opportunities， with the market or with themselves. The information in- cludes composition， size， trends and needs of the market. 3PLs should find who are the custom- ers， what they need， what external factors exist for customers. And remember， customers are both new and existing， with changing needs.　　Organization： Organization structure will be vertical， horizontal or matrix. It should reflect not only the positions in a company but also the employees assigned to those positions. And more importantly， it should support the means to provide a dynamic， ongoing logistics service with suc- cessful results.　　Other Skill Sets： To be a supply chain service solution provider， certain skill sets should be developed， with which a tailored logistics program will be made to fit the specific needs of each customer. These skill sets are process design capability， personnel training， negotiatiort skills， IT technology， cost management， customer service and advertising.

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