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1、毕 业 设 计（论文） 外 文 文 献 翻 译 文献、资料中文题目：物流配送 文献、资料英文题目： 文献、资料来源： 文献、资料发表（出版）日期： 院 （部） ： 专业： 班级： 姓名： 学号： 指导教师： 翻译日期： 2017.02.14 1. INTRODUCTION Logistics is normally considered as nothing more than getting the right product to the right place at the right time for the least cost. Faced with a rapidly chang
2、ing environment, revolutionary changes in technology, continued government deregulation, the shortening of product life cycle, proliferation of product lines and shifts in traditional manufacturer-retailer relationships, many organisations have had to rethink their traditional assumptions. Over the
3、last ten years one of the most significant changes in management thinking was the emphasis on the search for strategies that will provide superior value in competition. Logistics management has the potential to assist the organisation in the achievement of both a cost/productivity advantage and a va
4、lue advantage. The importance of logistics and its integration in the supply chain was argued by. China is a huge consumer market that accounted for a third of global economic growth over the past three years. Its development speed and potential cannot be ignored by the rest of the world. As a resul
5、t of Chinas internal and external economic attributes, most of the global consumer brands have established operations there. In particular in the automobile industry, many of the leading global OEMs including Honda, Toyota, General Motors, Volkswagen and Ford have established joint-venture partnersh
6、ips with local car manufacturers. Auto sales in China rose by 76% in the year to July 2003 and by 2011, China is expected to surpass Japan to become the worlds second largest auto market. In order to compete in the Chinese market share and satisfy increasing demand, these operations are continuously
7、 expanding their production volumes with astonishing speed. Such expansion is, however carried out in the context of a legacy environment. China spans a large geographical area with, in many parts, under-developed infrastructure. This presents a challenge to efficient deployment of logistics strateg
8、ies. Furthermore, the involvement of third party logistics providers, favoured by most global OEMs, is an emergent consideration in China. Finally, the conflicts that inevitably arise in the joint venture partnerships lead to delays in the introduction of western logistics management experiences and
9、 methods from the OEMs. All these factors increase the difficulties in managing logistics by Chinas local auto makers. 2. The overall development of foreign distribution Overview 2.1 The United States of modern logistics development Twenty-first century from the 60s on wards, the rationalization of
10、distribution of goods in general are valued in the United States to take the following measures: First, the warehouse will replace the old distribution center: The second is the management of the introduction of computer networks, on the loading and unloading, handling, custody, standardized operati
11、on, improve operating efficiency; Third, the common chain distribution centers set up to promote the growth of chain-effective. United States chain stores have a variety of distribution centers, mainly in the wholesale-based, retail and warehouse-type three types. 2.2 Japans modern logistics develop
12、ment On logistics and distribution of wood with the following features: well-developed distribution channels, frequent, low-volume stock, logistics and distribution reflects the common and set the trend sticks, logistics and distribution cooperative, the Government planning in the development of mod
13、ern logistics and distribution play an important role in the process of . 2.3 European modern development of logistics Countries in Europe, especially Germany, logistics refers to the users orders in accordance with the requirements of positions in the logistics sub-goods distribution, the goods wil
14、l be sent to the consignee with good activities. Germanys logistics industry formed of basic commodities from origin to distribution center, from the distribution center (and sometimes through more than one distribution center) arrive at the modern mode of end customers. Traveled in Germany, it can
15、be said of the logistics and distribution in Germany has been formed to final demand-oriented to the modernization of transport and high-tech information network as a bridge to a reasonable R69 distribution center hub to run a complete system. 2.4 the main reasons of logistics industry developing fa
16、ster in developed countries Relying on high-tech to the core economies of scale to allow flexibility based on a variety of forms. 3、Chinas 3PL enterprises are facing a major obstacle to business 3.1 The current situation of Chinas 3PL Chinas 3PL enterprises: service radius of a small, low entry barr
17、iers. With the gradual warming heat logistics, urban logistics industry is also increasingly unitary covered by the importance and development. However, due to historical reasons in our country, the long-standing emphasis on production of a light flow, heavy flow to light the idea of the logistics,
18、distribution of development in the not yet ripe at this stage, there is the issue more prominent in the following two aspects: the service delivery difficult to play a central role, the process of distribution of the low level of modernization. Chinas 3PL companies with foreign 3PL companies mainly
19、in the gap between the three aspects: First, procurement capacity, and the other is logistics, and the third is cash flow. Aspects of logistics and distribution, foreign retailers have done very well, has a set of efficient logistics information system, which can effectively improve the inventory tu
20、rnover rate, so as to enhance the return on assets and profitability. And domestic retailers in this area has just started, or have not yet started. 3.2 distribution center lower the overall distribution, commercial chain failed to give full play to the advantages From our point of view the existing
21、 commercial retail enterprises, in addition to some large, well-known commercial enterprises, the general commercial “chain“ businesses are not set up their own logistics and distribution centers or use third-party logistics center. Although these companies have also established some of his own “cha
22、in“ stores, but in fact operating goods stores do not do “unified procurement, unified distribution, unified billing,“ which allows some commercial retail enterprises, “chain“ seems to exist in name only. The other has been established in their own logistics and distribution centers or use third-par
23、ty logistics distribution center of commodities in commercial enterprises, the effectiveness of distribution centers has not been effective, which in turn affected the procurement cost of an integrated chain advantages, including outstanding manifested by the distribution center for goods distributi
24、on ratio of unity is very low. Uniform distribution logistics center can not be achieved, indicating the stores commercial enterprises “unified purchase“ did not materialize, rather than a unified procurement chain has lost the core strengths. 3.3 Chinas more enterprises are facing a major obstacle
25、of the higher logistics cost Wal-Mart 8 5% of the commodities distribution through the distribution center, in which 80% is through the “zero inventory“ of the more complete form of the distribution database. Wal-Mart as a result of the use of the “Cross distribution“ and “auto-replenishment“ of sup
26、ply chain technology, so that goods turnover in the Treasury down to 2 days. And retail enterprises in China are in the 15-30 days, which reflects the retail , distribution enterprises, underdeveloped logistics system, distribution costs are too high. Rapid expansion of retail enterprises in Chinas
27、size and speed in the short term if they can not form a qualitative edge is a dangerous speculation. Over the years the practice has proved that the multi-purpose logistics distribution center, intensive, low-cost supply hub, as well as the use of information technology to reorganize and upgrade the
28、 entire flow of the supply chain management is the core of large-scale retail enterprises strategy is to support the retail giant super-conventional development. The face of large-scale retail and distribution businesses of the main distribution center logistics requirements planning, focusing on ho
29、w to reflect the integration of information flow in business flow, logistics, capital flow, so that the operation of retail enterprises to expand the logistics for the entire enterprise supply chain collaboration nodes and so that the whole positive and negative to minimize logistics cost of goods (
30、including consumers, stores, logistics, distribution centers, headquarters, suppliers and partners), and a timely response to sales demand and timely replenishment. This is also a large-scale cross-regional, multi-format, chain retail enterprises have the capacity of the core competitive advantage.
31、3.4 Lack of modern logistics management knowledge and expertise of logistics personnel. This is the third-party logistics industry in restricting the development of Chinas most important one of the bottlenecks. Logistics knowledge, especially in modern integrated third party logistics knowledge is f
32、ar from being universal, but that its main business areas is to provide transportation and warehousing services, not know that it is new to these traditional business integration of its business fields Far too simple to become connected with transport and storage of raw materials, semi-finished prod
33、ucts supply, production process, material flow, the whole process of product distribution services, as cover flow, solid logistics, capital flow, information flow is equal to the integrated system of systems. 4 to enhance core competitiveness, the implementation of integrated management “integrated
34、management“ is the original English Integrated SupplyProcess, refers to the production enterprises, office, life of a non-core business areas of the operation and management of integration as a Overall, as a business-oriented to manage outsourcing projects, by the special “integrated management“ of
35、the suppliers to provide full-service projects. “Integrated management“ is not simply puts together the management of the business, but to improve management efficiency and reduce management costs as the core, combined with advanced information technology and network management features such as one
36、organically integrated. Compared with the general outsourcing services, integrated management has the following characteristics: (1) It is not a business, but a complete outsourcing business from the operation of themanagement integration of outsourcing; (2) Outsourcing is not a core operation, but
37、a comprehensive business management. Responsible for the entire business as a first-class suppliers, and its main task is to use its unique resources to conduct a comprehensive knowledge management, the operation of the specific is it managed by the secondary and tertiary suppliers to implement, so
38、in the management of outsourcing functions based on the specific operation of the outsourcing; (3) In the case of the most important first-level suppliers, other than remuneration in the fixed service, its the only way to increase revenue for users to save costs as much as possible in order to share
39、 the proceeds of cost savings, rather than as general outsourcing as suppliers, mainly through an increase in turnover, that is, to increase spending to increase the users own earnings. “Double bottom“ principle of cooperation between the two sides can make a stable and lasting. 5 The third party lo
40、gistics enterprise strategic choice Summarized the latest of several foreign logistics theory and the development of third-party logistics with the current practice of foreign, third-party logistics firms strategic choice to have the following three: （1）Lean Logistics Strategy Since the lag theory a
41、nd practice of logistics, our most extensive third-party logistics company or business, it can not accurately position their logistics services. If you do not reverse this situation as soon as possible, will be third-party logistics industry in China have restricted role. Lean production theory of l
42、ogistics for our third-party logistics company provides a new development ideas for these enterprises to survive in the new economy and development opportunities. Lean Logistics concept originated in lean manufacturing. It is produced from the Toyota Motor Corporation 70 years in the last century by
43、 the original “Toyota Production System“, after research by the Massachusetts Institute of Technology professor and summary, was published in 1990 published “change the world of machines), a book. Lean thinking is the use of various modern management methods and means, based on the needs of society
44、to fully play the role of people as a fundamental and effective allocation and rational use of corporate resources to maximize economic benefits for enterprises to seek a new Management philosophy. Lean Logistics Lean Thinking is the application in logistics management, logistics development must re
45、flect. The so-called Lean Logistics means: the process by eliminating the production and supply of non-value added waste in order to reduce stocking time, improve customer satisfaction. The aim of Lean Logistics according to customer needs, providing customers with logistics services, while pursuing
46、 the provision of logistics services in the process to minimize waste and delay, the process of increasing value added logistics services. Lean logistics system is characterized by its high-quality, low cost, continuous improvement, driven by customer demand oriented logistics system. It requires es
47、tablishing the customer first thought, on time, accurate and fast delivery of goods and information. In short, Lean Logistics, as a new management ideas, bound to have a third-party logistics enterprises in China have far-reaching impact, it will change the appearance of the extensive third party lo
48、gistics management concept, the formation of third party logistics Core competitiveness. the establishment of small and medium third party logistics value chain alliance Third-party logistics enterprises of small and medium can not be independent because of their one-stop logistics services to provi
49、de full shortcomings, and because the small size of assets, services, not wide area so that small and medium enterprises in Chinas logistics third party logistics industry at a disadvantage. Therefore, third party logistics for small and medium enterprises, starting from their own resources to construct their own core competence is the key. As small and medium enterprise features of a single third-party logistics and incomplete, so based on their respective core competencies based on the structure of the logistics business enterprise cooperation is an effective capacity to ma