物流管理英語(yǔ)教程

前言

　　新世紀(jì)已經(jīng)過去十年，全球經(jīng)濟(jì)一體化的進(jìn)程更加深入廣泛。為了適應(yīng)國(guó)際國(guó)內(nèi)的需要，我國(guó)的英語(yǔ)教學(xué)面臨著新的更高的要求。高校的專業(yè)英語(yǔ)教學(xué)尤其肩負(fù)著突出的重要責(zé)任。編寫這本《物流管理英語(yǔ)教程》正是為了適應(yīng)新形勢(shì)下的新需求，同時(shí)也使得本系列教材更加完善。　　為了盡可能滿足學(xué)校與社會(huì)的需要，同時(shí)適應(yīng)我國(guó)高校在校生的實(shí)際狀況，我們?cè)诰帉懡滩闹凶⒁饬艘韵聨讉€(gè)要點(diǎn)：　　1.選材新。本書中百分之八十的內(nèi)容選自最新出版的英文原版著作?！　?.選材全面。在準(zhǔn)確界定物流管理的基礎(chǔ)上，對(duì)物流管理的方方面面做了有側(cè)重的描述介紹。其中涉及人員場(chǎng)地的選擇、物流流程的設(shè)計(jì)、準(zhǔn)時(shí)制、條形碼掃描、庫(kù)存管理、電子信息溝通、精細(xì)供應(yīng)鏈，以及國(guó)際貨運(yùn)管理?！　?.內(nèi)容豐富。有理論，有實(shí)例；有成功，有教訓(xùn)。每單元有正課文一篇，副課文一篇.以利于學(xué)生既能嚴(yán)謹(jǐn)細(xì)致地學(xué)習(xí)，又能有充足的材料瀏覽，拓寬視野。　　4.練習(xí)類型多樣，形式活潑。聽、說、填、選、翻譯、寫作，難易兼顧?？筛鶕?jù)不同情況選擇使用，幫助學(xué)生掌握并鞏固所學(xué)內(nèi)容。　　5.水平適中。深入淺出。避免了晦澀艱深。本書重點(diǎn)不是放在加強(qiáng)學(xué)生鉆研高深理論的能力上，而是幫助學(xué)生建立堅(jiān)實(shí)的物流管理專業(yè)基礎(chǔ)，并掌握用英語(yǔ)表達(dá)專業(yè)內(nèi)容的技能?！　”緯侨舜笸庹Z(yǔ)學(xué)院和人大商學(xué)院的合作成果?！　”緯骶帍埑跤?，1990年留學(xué)英國(guó)，獲得MBA學(xué)位。自1996年回國(guó)后，一直擔(dān)任人民大學(xué)工商學(xué)院專業(yè)英語(yǔ)教學(xué)任務(wù)，同時(shí)講授企業(yè)戰(zhàn)略管理課程。張初愚在教學(xué)過程中潛心鉆研，開創(chuàng)了“群談?dòng)⒄Z(yǔ)”教學(xué)法，幫助學(xué)生提高英語(yǔ)口頭表達(dá)能力、專業(yè)英語(yǔ)表達(dá)能力，獲得人民大學(xué)2000年優(yōu)秀教學(xué)成果獎(jiǎng)。

內(nèi)容概要

　　《物流管理英語(yǔ)教程》中百分之八十的內(nèi)容選自最新出版的英文原版著作。在準(zhǔn)確界定物流管理的基礎(chǔ)上，對(duì)物流管理的方方面面做了有側(cè)重的描述介紹。其中涉及人員場(chǎng)地的選擇、物流流程的設(shè)計(jì)、準(zhǔn)時(shí)制、條形碼掃描、庫(kù)存管理、電子信息溝通、精細(xì)供應(yīng)鏈，以及國(guó)際貨運(yùn)管理?！　∮欣碚?，有實(shí)例；有成功，有教訓(xùn)。每單元有正課文一篇，副課文一篇，以利于學(xué)生既能嚴(yán)謹(jǐn)細(xì)致地學(xué)習(xí)，又能有充足的材料瀏覽，拓寬視野。

書籍目錄

Unit 1 What Is Logistics?Additional Reading： Successful Logicsics Systems of Five Well-know FirmsUnit 2Design a Logistics StrategyAdditional Reading： Logistics StrategyUnit 3Supply Chain IntegrationAdditional Reading： Obstacles to Process Intergration along the Supply ChainUnit 4 Supplier Selection and EvaluationAdditional Reading： Single Versus Multiple SourcesUnit 5Logistics Location StructureAdditional Reading： Facility Location DecisionsUnit 6 Just-in.timeAdditional Reading： Process ManagementUnit 7 Adjusting CapacityAdditional Reading： Capacity PlanningUnit 8 Bar Coding and ScanningAdditional Reading： Critical Location FactorsUnit 9 Cross-dockingAdditional Reading： Managing Distribution ChannelsUnit 10 Electronic Communication in Supply ChainsAdditional Reading： Electronic Data Interchange （EDI） and PurchasingUnit 11 Service Parts Logistics & Service Logistics ManagementAdditional Reading： The Primary Concerns of Servise Response LogisticsUnit 12Lean Supply ChainAdditional Reading： Third-Party LogisticsUnit 13 Internatinal CargoAdditional Reading： Ocean CargoAppendix Ⅰ Reference Translation of the Main TextsAppendix Ⅱ Key to the ExercisesAppendix Ⅲ TapescriptsAppendix Ⅳ Glory

章節(jié)摘錄

　　Many of the logistical techniques learned during World War II were temporarilyignored during the postwar surge in economic activity. Marketing managers turned their attention to filling the postwar demand for goods. It was not until therecessions of the 1950s that managers started to examine their physical distributionnetworks. In 1958， the recession and profit squeeze created an environment inwhich business began searching for more effective cost-controls systems. Almostsimultaneously， many firms realized that physical distribution and logistics were activities whose cost had neither been carefully studied nor coordinated. A number of other trends were becoming apparent， and they made it necessary to focus attention on product distribution. Eight trends can be identified.　　First， transportation costs rose rapidly. Traditional methods of distribution hadbe come more expensive， and management became aware of the need to controlthese costs better. In the 1970s， these factors became more critical， with fuelprices soaring and spot shortages of fuel occurring. Transportation could no longerbe considered as a stable factor in the business planners equations. Higher-levelmanagement had to become involved in transportation-related aspects of logistics atboth the operating and policy levels because of the many new decisions that had tobe made to adapt to the rapid changes in all areas of transport. Staring in the late1970s， deregulation of common-carrier transportation changed many of the long-established "rules of the game" that had governed shippers use of transportation. Many new operating-and policy-level decisions had to be made by the users oftran sport in order to take advantage of the new laws.　　Second， production efficiency was reaching a peak. It was becoming very difficult to generate significant additional cost savings because the "fat" had been taken out of production. Physical distribution and logistics， however， were relatively untouched from an efficiency perspective.　　Third， there was a fundamental change in inventory philosophy. At one time， retailers held approximately half of the finished product inventory， and wholesalers and manufacturers held the other half. Beginning in the 1950s， more sophisticated inventory-control techniques， especially in the grocery business， reduced total amounts of inventory and changed the proportions to only 10 percent held by retailers and 90 percent by distributors and manufacturers.

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