當代物流學

前言

隨著我國加入WTO，越來越多的國內企業(yè)參與到國際競爭中來，用國際上通用的語言思考、工作、交流的能力也越來越受到重視。這樣一種能力也成為我國各類人才參與競爭的一種有效工具。國家教育機構、各類院校以及一些主要的教材出版單位一直在思考，如何順應這一發(fā)展潮流，推動各層次人員通過學習來獲取這種能力。雙語教學就是這種背景下的一種嘗試。雙語教學在我國主要指漢語和國際通用的英語教學。事實上，雙語教學在我國教育界已經(jīng)不是一個陌生的詞匯了，以雙語教學為主的科研課題也已列入國家“十五’’規(guī)劃的重點課題。但從另一方面來看，雙語教學從其誕生的那天起就被包圍在人們的贊成與反對聲中。如今，依然是有人贊成有人反對，但不論是贊成居多還是反對占上，雙語教學的規(guī)模和影響都在原有的基礎上不斷擴大，且呈大發(fā)展之勢。一些率先進行雙語教學的院校在實踐中積累了經(jīng)驗，不斷加以改進；一些待進入者也在模仿中學習，并靜待時機成熟時加入這一行列。由于我國長期缺乏講第二語言（包括英語）的環(huán)境，開展雙語教學面臨特殊的困難，因此，選用合適的教材就成為雙語教學成功與否的一個重要問題。我們認為，雙語教學從一開始就應該使用原版的各類學科的教材，而不是由本土教師自編的教材，從而可以避免中國式英語問題，保證語言的原汁原味。各院校除應執(zhí)行國家頒布的教學大綱和課程標準外，還應根據(jù)雙語教學的特點和需要，適當調整教學課時的設置，合理選擇優(yōu)秀的、合適的雙語教材。順應這樣一種大的教育發(fā)展趨勢，中國人民大學出版社同眾多國際知名的大出版公司，如麥格勞一希爾出版公司、培生教育出版公司等合作，面向大學本科生層次，遴選了一批國外最優(yōu)秀的管理類原版教材，涉及專業(yè)基礎課，人力資源管理、市場營銷及國際化管理等專業(yè)方向課，并廣泛聽取有著豐富的雙語一線教學經(jīng)驗的教師的建議和意見，對原版教材進行了適當?shù)母木?，刪減了一些不適合我國國情和不適合教學的內容；另一方面，根據(jù)教育部對雙語教學教材篇幅合理、定價低的要求，我們更是努力區(qū)別于目前市場上形形色色的各類英文版、英文影印版的大部頭，將目標受眾鎖定在大學本科生層次。本套教材尤其突出了以下一些特點：保持英文原版教材的特色。本套雙語教材根據(jù)國內教學實際需要，對原書進行了一定的改編，主要是刪減了一些不適合教學以及不符合我國國情的內容，但在體系結構和內容特色方面都保持了原版教材的風貌。專家們的認真改編和審定，使本套教材既保持了學術上的完整性，又貼近中國實際；既方便教師教學，又方便學生理解和掌握。

內容概要

本書是一本經(jīng)典的物流學教材，系統(tǒng)地介紹了物流學的核心概念和基本原理．重點探討了20世紀90年代以來在信息技術飛速發(fā)展的背景下出現(xiàn)的許多物流實際問題，突出了供應鏈管理方面的內容，并深入探討了國際物流問題。    本書具有以下幾個特點：    1、內容全面豐富，各部分各章節(jié)邏輯關系清楚。第一部分是全書的基礎，第二部分是全書的核心內容，第三部分說明為了確保物流系統(tǒng)的有效運行，應該采取的組織和分析技術以及控制系統(tǒng)。    2、實用性強。書中除了闡述物流系統(tǒng)的相關概念之外,對運作上的一些細節(jié)也進行了介紹，書中介紹的方法可以用來分析、解決我國的物流管理問題。    3．體例規(guī)范、圖文并茂。    本書非常適合用作本科生、MBA雙語教學的教材，也適合企業(yè)從業(yè)人員閱讀參考。

作者簡介

小保羅·R·墨菲（Paul R．Murphy，Jr.)） 美國約翰·卡羅爾大學教授，物流學領域的著名學者，多年從事物流學的教學及實踐研究。

書籍目錄

第Ⅰ篇  物流概述  第1章  物流和供應鏈  第2章  供應鏈管理概念  第3章  物流與信息技術第Ⅱ篇  物流系統(tǒng)的要素  第4章  需求管理、訂單管理和顧客服務  第5章  保護性包裝和物料搬運  第6章　運輸  第7章　運輸管理  第8章  配送中心、倉庫和工廠選址  第9章　庫存管理  第10章　倉儲管理  第11章　采購  第12章  國際物流第Ⅲ篇  物流系統(tǒng)的組織、分析和控制  第13章  物流系統(tǒng)控制  第14章  物流系統(tǒng)的組織和分析術語表

章節(jié)摘錄

CASE 2-2      WYOMO GROCERY BUYERS' COOPERATIVELocated in Billings, Montana, the Wyomo Grocery Buyers' Cooperative served the dry grocery and produce needs of about 150 area food stores from Great Falls to Butte in the northwest and from Casper to Cheyenne in the southeast. All dry groceries were shipped out of a 20,000-square-foot warehouse in Billings, built by the co-op in 1968. Produce was handled out of the Billings warehouse and small, rented warehouses in Cheyenne and Great Falls. At these warehouses, the co-op bagged some bulk products, such as potatoes, onions, and oranges, into 5-, 10-, and 20-pound bags carrying the co-op label. The warehouses also stocked items used by the stores, such as butcher paper, cash-register tape, plastic produce bags, and various sizes of brown bags.The co-op had its own fleet of 15 tractorsand 19 trailers that operated out of Billings, as well as 6 straight trucks with refrigerated bodies, with 2 each working out of Billings, Cheyenne, and Great Falls. Dry grocery deliveries were made once or twice a week, and produce deliveries were handled separately and were made two or three times a week, depending on each store's volume. Both dry grocery and produce trucks traveled approximately the same routes each week, and goods for both large and small stores were carried aboard the same truck. Stores were responsible for placing orders with the co-op, although a co-op representative would call on a weekly basis, and one of her or his functions was to help some store operators complete their order forms."l-he co-op was owned by member grocery stores and run by a board of directors elected by the member stores. The directors hired the general manager, Peter Bright. Directors were elected with member stores having at least one vote. Stores with larger sales volumes got more votes, although their additional votes were not proportional to their additional sales. (This was because several years ago smaller stores realized they could lose their power, so they capped the additional votes a larger store could be given.)Goods were being sold to members on the basis of cost to the co-op plus 23 percent to cover warehousing and transportation from the warehouses to the members' retail stores. Each year the co-op's revenues exceeded costs by a small margin; 20 percent of this excess was returned to the members in direct proportion to their purchases from the co-op, and the remainder was considered capital and reinvested in the co-op. The co-op's level of business was not growing. Its members were losing sales to chain food stores and chain discount department stores, which were moving into theregion.A continual problem facing the board of directors was the political split between small and large stores belonging to the co-op. Small grocery stores stocked only 1,000 to 2,000 different items or lines of merchandise (stock-keeping units or SKUs) carried by the co-op, whereas larger members needed to carry 6,000 to 8,000 SKUs to compete with the chains. The latter group of co-op members consisted of the more aggressive merchants, most of whom felt that the co-op should forget about its small members and instead help them battle the chains. From time to time they threatened to form their own co-op.

編輯推薦

《當代物流學(第9版)》非常適合用作本科生、MBA雙語教學的教材，也適合企業(yè)從業(yè)人員閱讀參考。

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