物流專業(yè)英語

前言

　　近年來，隨著全球化的影響和中國國力的增強，我國對外貿(mào)易和對外經(jīng)濟關(guān)系蓬勃發(fā)展，國際化的交流日益增多，物流活動日益滲透到國外，許多物流專業(yè)名詞與術(shù)語頻繁以英文形式出現(xiàn)在商業(yè)文件中。語言是交際工具，為了進行國際交流和從事各種物流業(yè)務(wù)活動，理解和掌握一些物流專業(yè)英語的知識是必要和迫切的?；诖耍段锪鲗I(yè)英語》編寫出版?！　【帉懕緯哪康氖菫橄嚓P(guān)人員掌握物流專業(yè)英語詞匯，順利閱讀物流專業(yè)英語文獻，提高與國外同行學(xué)術(shù)交流和交往水平起到一定的幫助?？紤]到有些讀者英語閱讀能力有限，但又迫切需要提高英語水平，本書通過對每章的重點和難點尤其是一些關(guān)鍵知識點加以中文解釋，幫助讀者快速理解、掌握書中的精華，提高學(xué)習(xí)的積極性和主動性；除重點和難點有中文解釋外，其他地方基本以英文形式出現(xiàn)，讓讀者接觸到原汁原味的英文，不斷提高英文閱讀水平和理解能力?！　”緯铒@著的特點是反映了現(xiàn)在組織所處的物流環(huán)境和物流體制，描寫了物流企業(yè)必須具備的基本功能。本書內(nèi)容涉及物流概論（Introduction to Logistics）、物流戰(zhàn)略（I~ogistics Strategy）、供應(yīng)鏈管理（Supply Chain Management）、物料管理（Materials Man-agement）、采購（Procurement）、運輸（Transportation）、倉儲和庫存控制（Warehousing andInventoryr Contr01）、配送（Physical Distribution）、包裝（Packaging）、物流信息（Logistics In-formation）、國際物流（International Logistics）、物流工程（Logistics Engineering）、案例研究（Case Study）、物流學(xué)科（Academic Disciplines of Logistics Management&Engineering）等14個部分，內(nèi)容涵蓋物流管理和物流工程專業(yè)絕大部分主干課程所涉及的物流英語詞匯。書后附有物流類專業(yè)學(xué)術(shù)機構(gòu)及協(xié)會組織的名稱、網(wǎng)站以及物流專業(yè)英語常見詞匯表?！　”緯m合已學(xué)完基礎(chǔ)英語的高等院校的物流類專業(yè)學(xué)生，也可作為從事物流相關(guān)行業(yè)人員進一步提高專業(yè)英語閱讀能力的參考用書。本書適用對象如下：　?、傥锪飨嚓P(guān)行業(yè)從業(yè)人員；

內(nèi)容概要

本書最顯著的特點是反映了現(xiàn)在組織所處的物流環(huán)境和物流體制，描寫了物流企業(yè)必須具備的基本功能，內(nèi)容涉及物流概論、物流戰(zhàn)略、供應(yīng)鏈管理、物料管理、采購、運輸、倉儲和庫存控制、配送、包裝、物流信息、國際物流、物流工程、案例研究、物流學(xué)科等14個部分。書后附有物流類專業(yè)學(xué)術(shù)機構(gòu)及協(xié)會組織的名稱、網(wǎng)站以及物流專業(yè)英語常見詞匯表。    本書可作為普通高等學(xué)校物流管理專業(yè)本科學(xué)生的教材，也可作為從事物流相關(guān)行業(yè)人員進一步提高專業(yè)英語閱讀能力的參考用書。

書籍目錄

Chapter 1  Introduction to Logistics and Logistics Management  1．1  DEFINITION OF LOGISTICS MANAGEMENT  1．2  LOGISTICS’ROLE IN THE ORGANIZATION  1．3  THE MISSION OF LOGISTICS MANAGEMENT　DISCUSSION QUESTIONSChapter 2  Logistics Strategy　2．1  THE NEED FOR LOGISrI’ICS STRATEGY　2．2  STRATEGIC LOGISTICS MANAGEMENT　2．3  OTHER STRATEGIES　2．4  DESIGNING A LOGISTICS STRATEGY　2．5  IMPLEMENTING THE STRATEGY　DISCUSSION QUESTIONSChapter 3  Supply Chain Management  3．1  BASIC CONCEPT OF SUPPLY CHAIN MANAGEMENT  3．2  SCM FROM A LOGISTICS MANAGEMENT PERSPECTIVE  3．3  PARTNERSHIPS IN THE SUPPLY CHAIN  3．4  MANUFACTURING AND SCM IN CHINA  DISCUSSION QUESTIONSChapter 4  Materials Management  4．1  MANAGEMENT IN RELATION TO MATERIALS AREAS  4．2  THE OBJECTIVES OF MATERIALS MANAGEMENT  4．3  SCOPE OF MATERIAL MANAGEMENT ACTIVITIES  4．4  PRINCIPLES OF MATERIALS MANAGEMENT  DISCUSSION QUESTIONSChapter 5  Procurement  5．1  INTRODUCTION T0 PROCUREMENT  5．2  SETFING THE PROCUREMENT OBJECTIVES  5．3  THE PROCUREMENT PROCESS  5．4  OTHER ISSUES OF SOURCING STRATEGY  DISCUSSION QUESTIONSChapter 6 Transportation  6．1  DEFINITIONS OF TRANSPORTATION  6．2  MODE OF TRANSPORT  6．3  PROGRESS IN TRANSPORTATl0N  6．4  TRANSPORTATION DOCUMENTATION  6．5  CONTAINER TRANSPORTATION  6．6 TRANSPORTATION DECISIONS  DISCUSSION QUESTIONSChapter 7 Warehousing and Inventory Control  7．1  ROLE OF WAREHOUSE  7．2  TYPES OF WAREHOUSES　7．3  WAREHOUSING DESIGN AND PLANNING　7．4  SOMETHING ABOUT INVENTORY CONTROL　DISCUSSION QUESTIONSChapter 8  Physical Distribution　8．1  FUNCTION OF PHYSICAL DISTRIBUTION　8．2  CONCEPT OF DISTRIBUTION CENTER　8．3  SCOPE OF DISTRIBUTION ACTIVITIES　8．4  STORAGE FACILITIES IN DISTRIBUTION CENTERS　8．5  A DRIVING FORCE IN EUROPEAN DISTRIBUTION　DISCUSSION QUESTIONSChapter 9  Packaging  Chapter 10  Logistics Information  Chapter 11  International Logistics  Chapter 12  Logistics Engineering  Chapter 13  Case Study  Chapter 14  Academic Disciplines of Logistics Management＆EIlgineeringAppendixReferences

章節(jié)摘錄

　　A critical prerequisite for a VMI model to work is the mutual trust and effective informa' tion sharing established by the participating parties.If the information between the supplier and the manufacturer does not flow smoothly and iS shared in time.created often by a lack of trust，it is difficult to achieve the major benefits of the VMI. Since the beginning of the implementation，lack of trust between the Sinopec subsidiaries and their suppliers has been present.This is deeply influenced in particular by traditional practices of living in a‘large inventory ensures good supply’paradigm for a long time.For this reason，subsidiary companies are skeptical about VMI efficiency and quite concerned about potentially heightened prices and possible shortages，even though they received training on VMI before the implementation.For example，some managers are specifically worried about the‘what if’question in two scenarios.One scenario has to do with a prosperous mar- ket，in which a supplier may charge higher price for the same materials.If the Sinopec sub- sidiary does not accept the price，there is concern that the supplier may shift to other buyers who are willing to pay，causing the Sinopec subsidiary to go out of stock.The other scenario concerns the subsidiary'S skepticism about the supplier'S capability and commitment to per- form the JIT delivery.As a result，the implementation of VMI has actually increased the anxi-ety of both parties.The managers still require the vendors to provide more VMI materials than actually needed，and the suppliers，under the demand pressure and competition，are willing to conform to the buyers’requests.

編輯推薦

　　編寫《普通高等學(xué)校物流管理專業(yè)本科系列教材：物流專業(yè)英語》的目的是為相關(guān)人員掌握物流專業(yè)英語詞匯，順利閱讀物流專業(yè)英語文獻，提高與國外同行學(xué)術(shù)交流和交往水平起到一定的幫助?？紤]到有些讀者英語閱讀能力有限，但又迫切需要提高英語水平。

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