物流基礎(chǔ)英語

內(nèi)容概要

　　本書共分為十個(gè)模塊，具體包括市場部、運(yùn)輸部、包裝部、倉儲部、配送部、信息部、客服與公關(guān)部、綜合部等各部門主要工作職責(zé)和任務(wù)。每個(gè)模塊分為精讀課文、物流對話、寫作實(shí)例、泛讀課文；課后配有相關(guān)的單詞、重點(diǎn)講解以及課后練習(xí)和參考答案，供讀者進(jìn)行鞏固練習(xí)。

書籍目錄

CONTENTS
Preface
Unit one Logistics Company
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Two Demand Forecasting and Market Development
Marketing Division
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Three Transportation & Transportation
Division
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Four Packaging Division
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Five Storage Division
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Six Distribution Division
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Seven Information Division
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Eight Customer Service
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Nine Supply Chain Management
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Unit Ten Business Process
Item 1 Reading Time
Item 2 Talking Face to Face
Item 3 Trying Your Hand
Item 4 Relaxing Time
Reference Answers
New Words and Expressions
References

章節(jié)摘錄

　　Supply chain management software includes tools or modules used to executesupply chain transactions， manage supplier relationships and control associated 'ousi-ness processes.　　Supply chain event management （abbreviated as SCEM）　is a consideration of allpossible events and factors that can disrupt a supply chain. With SCEM possible sce-narios can be created and solutions devised.　　Organizations increasingly find that they must rely on effective supply chains， ornetworks， to compete in the global market and networked economy.　In Peter Druck-er-s （1998） new management paradigms， this concept of business relationships ex-tends beyond traditional enterprise boundaries and seeks to organize entire businessprocesses throughout a value chain of multiple companies.　　During the past decades， globalization， outsourcing and information technologyhave enabled many organizations， such as Dell and Hewlett Packard， to successfullyoperate solid collaborative supply networks in which each specialized business partnerfocuses on only a few key strategic activities （Scott， 1993）　.　This inter-organization-al supply network can be acknowledged as a new form of organization.　However，with the complicated interactions among the players， the network structure fits nei-ther "market" nor "hierarchyn categories （Powell， 1990）.　It is not clear what kind ofperformance impacts different supply network stru 2 trade-offs that may exist amongthe players.　From a systems perspective， a complex network structure can be decom-posed into individual component firms （Zhang and Dilts， 2004）. Traditionally， com-panies in a supply network concentrate on the inputs and outputs of the processes，with little concern for the internal management working of other individual players.Therefore， the choice of an internal management control structure is known to im-pact local firm performance.　　In the 21st century， changes in the business environment have contributed to thedevelopment of supply chain networks. First， as an outcome of globalization and theproliferation of multinational companies， joint ventures， strategic alliances and busi-ness partnerships， significant success factors were identified， complementing the ear-lier "Just-in-Time"，　"Lean Manufacturing" and "Agile Manufacturing" practices.　　……

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