外文翻譯---準時制庫存控制物流管理的集合

1、<p>　　本科畢業(yè)論文（設(shè)計）</p><p>　　外 文 翻 譯</p><p><b>　　原文：</b></p><p>　　Just-In-Time Inventory Control: A Subset of Channel</p><p>　　Physical distribution, o

2、ne of the oldest facets of distribution channels, has historically been one of the most neglected of business topics. However, during the past three decades a flurry of attention has been focused upon the concept of inte

3、grated logistics. Two terms commonly used to describe logistic functions are "material management," the movement of inbound raw materials or goods; and "physical distribution management," the

4、 outbound movement of finished inventory and/or raw ma</p><p>　　Physical distribution has also been defined as being the broad range of activities concerned with efficient movement of finished

5、products from the end of the production line to the consumer, and in some cases, includes the movement of raw materials from the source of supply to the beginning of the production line. Another emph

6、asis is to regard logistics as the umbrella term, with materials management referring to inbound movement and physical distribut</p><p>　　Channel management is a much broader and more comprehensiv

7、e element of distribution strategy than physical distribution, and involves planning and management of all of the major channel flows, while physical distribution is concerned largely with the product flow. However, an e

8、fficient marketing channel cannot exist without an efficient physical distribution system.</p><p>　　The objective of the present paper is to highlight a development in what might be considered a signifi

9、cant subset of channel management, that is, more efficient control of finished inventory. It is proposed that a "Just-In- Time" (J-I-T), or Kanban, method of Japanese inventory management can improve prod

10、uctivity of the marketing channel.</p><p>　　The concept of integrated physical distribution emerged during the 1950s. In a speech, Professor Paul D, Converse said in the study of marketing theory, a g

11、reat deal more attention is devoted to buying and selling than to physical handling; problems of physical distribution are too often brushed aside as matters of little importance. One logical explanation

12、for the late development of physical distribution management can be attributed to the fact that prior to the emergen</p><p>　　In 1956, a review of the economics of air freight utilization provided a new ori

13、entation to physical distribution costing. Their study introduced the concept of total cost analysis, explaining that high rates required for air transportation could, in many instances, be more than justified by

14、 trade-offs in reduced inventory holding and ware-house operation costs.</p><p>　　Early articles referring to physical distribution were largely based on the systems approach to problem solving. When

15、evaluated from a systems viewpoint, integrated physical distribution requires compromises between traditional business activities. Manufacturing managers prefer long production runs and low procurement costs, wh

16、ile physical distribution managers question the total cost results of these practices. Finance, traditionally favorable to low inventories, may force physic</p><p>　　In 1969, Bowersox questioned wha

17、t techniques or persuasive forces could be applied to encourage greater channel efficiency. He stated the channel appears to have been one of the most elusive of marketing subjects, adding that the func

18、tion of physical distribution extends far into channel domains. Certainly, this would include the topic of service, including inventory control and the costs involved in maintaining an adequate invent

19、ory. </p><p>　　Just-In-Time, or the Kanban technique, an idea borrowed from the Japanese, is an inventory policy which requires needed parts be available at the necessary time and that they be on hand the

20、minimum needed time to operate the production line. JIT inventory has also been described as the production of goods just in time to be sold. </p><p>　　As the Just-In-Time philosophy is considered, it seems

21、 essential it be regarded as a behavioral concept to encourage a cooperative spirit among channel members in their efforts to develop an effective and efficient physical distribution system. This is similar to the curren

22、t emphasis of the physical distribution approach; namely, the various activities involved should be managed as an integrated system to provide a defined level of customer service at the lowest total cost for performing a

23、ll of </p><p>　　Channel management is concerned with the overall design and administration of distribution channels and involves planning and management of the major channel flows; physical distribution prim

24、arily involves the product flow. However, an effectively administered marketing channel cannot exist without an efficient flow of products through the channel members and to the target customers in the right quantities,

25、at the right times and places. </p><p>　　Physical distribution service standards refer to kinds and levels of service to be offered to channel members. A major managerial decision is to arrive at inventory s

26、tandards offered to channel members at both wholesale and retail levels. In general, inventory control theory deals with the determination of optimal procedures for procuring stocks of commodities to meet future demand.

27、The objective is to minimize total inventory costs subject to demand and service constraints. The basic tradeoffs </p><p>　　A principal function of inventor is its ability to increase profitability through m

28、anufacturing and marketing support. The ideal concept of inventory would consist of manufacturing a product to the specifications of a customer after an order is placed. Such a system would not require stockpiles of raw

29、 materials or finished goods in anticipation of future sales. </p><p>　　Though a zero inventory system is not generally feasible, each dollar invested in inventory should be committed to achieve a specific o

30、bjective. A safety stock is generally placed into the system to protect against unexpected delivery delays or greater than anticipated sales.</p><p>　　Critical to the maintenance of adequate inventory servic

31、e is a review procedure designed to evaluate, on a continuous basis, vendors, transportation suppliers, back orders, and damaged merchandise. A principal advantage of physical distribution system monitoring is its usefu

32、lness in identifying developing trends.</p><p>　　Changes in customer preferences and changes due to competitive actions can also be identified by closely observing movement within the physical distribution s

33、ystem. By evaluating this information and relaying it to decision points within the firm, there can be more timely reaction to uncontrollable factors in the marketplace.</p><p>　　Early recognition of these c

34、hanging demands leads to improved customer service, defined as the "interrelated package of activities provided by a supplier, which creates time and place utility for a buyer and ensures form utility&qu

35、ot; . More recently, there has been a study of profit as a function of customer service. But, as mentioned above, physical distribution service has been a neglected aspect of marketing management.</p><p>　　

36、LaLonde and Zinszer included the following activities among those inventory factors most commonly associated with customer service: product stock out level, channel communications, order cycle time, and variability of de

37、livery time. The review of earlier research suggests improved physical distribution operations should lead to better customer service and profit may be increased by the manipulation of customer service variables. This, i

38、n turn, implies the Just-In-Time technique of inventory cont</p><p>　　It is generally acknowledged certain so-called wholesaling functions must be performed, whether by the manufacturer, wholesaler, or retai

39、ler. However, while the various functions must be performed, more efficient techniques can lead to lower costs with resultant profit progress.</p><p>　　To initiate the flow of goods through channels, informa

40、tion is needed about the organization system, its communication system, and its purchasing and inventory policies. In an example detailed by Forrester, one notes that when a 10% increase in sales occurred in January, the

41、 increase in distributors' orders from retailers lagged about a month because of accounting, purchasing, and transportation delays. He then indicated the importance of observing the rise did not stop at 10%. Instea

42、d, it rea</p><p>　　The incoming level at the factory warehouse lags the upturn at the distributor level, and is above retail sales for a number of months as the factory attempts to meet the wholesa

43、le distributor increase. The distributors' orders to the factory include, not only the 16% increase in orders they receive, but also an increase for distributor inventories, and for orders and goods in t

44、ransit between distributor and factory. As a result, factory orders in April may reach a </p><p>　　The exact values would, of course, vary from case to case, but the surge effect should obtain in most

45、 situations.</p><p>　　With the advent of the computer, and with the ability of a retailer's computer to interact with the production control computer, communication delays can be greatly reduced. Another

46、 way to improve inventory stability is to have more reliable sales information. The wholesale distributor and/or the manufacturer can be immediately notified of changes in sales trend. Again, based on records of experien

47、ce curves, effects of advertising can be forecast and monitored. Forrester noted, in 1958, that adv</p><p>　　The Just-In-Time technique attempts to reduce inventory to minimal levels in concert with the Japa

48、nese belief that inventory is an unnecessary evil. As the technique is applied in production, suppliers to the automobile industry have changed their marketing approach. Suppliers' sales representatives, instead of

49、just calling on purchasing agents, are now cooperating with their customers' design and engineering personnel to help develop products. In this way, suppliers' production difficulties ar</p><p>　　The

50、 Just-In-Time production and inventory concept is bringing about higher productivity. To minimize inventory holding costs, parts are delivered just before they are needed. Just-in-time recognizes lot sizes and buffer in

51、ventories. It rejects the principle of needing large safety or buffer stocks. Large safety and buffer stocks are not present to smooth out irregularities; management and workers must do the smoothing .A critical element

52、 in the operation of the Just-In-Time system are the huma</p><p>　　In a wide variety of American industries, manufacturers and suppliers are cooperating in an effort to reduce inventories. Manufacturers are

53、offering suppliers improved forecasts of their future needs, and are involving suppliers at an early stage of their research and development process. Both manufacturers and suppliers can respond more quickly to technolog

54、ical and to market changes when they maintain smaller inventories. By receiving supplies in smaller and more frequent quantities, a number </p><p>　　Goods move to the ultimate consumer through a myriad of m

55、arketing channels. Similar or identical products frequently traverse different competitive routes as they filter through the distribution system. There is continual warfare between different channel structures. </p&g

56、t;<p>　　Physical distribution interfaces with the channel system by providing supporting services. Applications of modem management techniques can lead to faster response within the channel, with result

57、ing profit improvement. This paper suggests two facets of physical distribution which may afford opportunities to channel managers.</p><p>　　Source: L.Joseph, David P .1985. “Just-In-Time Inventory Control

58、: A Subset of Channel”. Journal of the Academy of Marketing Science, Vol. 13, No. 3, pp. 124-133.</p><p><b>　　譯文：</b></p><p>　　準時制庫存控制：物流管理的集合</p><p>　　物流配送，是分銷渠道中最古老的一個

59、方面之一，也是歷史上一直被忽視的經(jīng)濟術(shù)語之一。然而，在過去的三十年，人們認為物流配送就等同于綜合物流，給予了錯誤的理解和關(guān)注。兩個術(shù)語通常被用來描述物流職能，包括“材料管理”，指投入的原材料或者產(chǎn)品的流動；“物流管理”，指成品庫存或者原材料剩余的去向，以便于在需要時使它們到達指定的地點。</p><p>　　物流也被定義為更廣闊的活動范圍，涉及到從生產(chǎn)線結(jié)束到最終消費者的產(chǎn)成品的有效流通，在某些情況下，還包括從原

60、材料的供應(yīng)地到生產(chǎn)線開始的運動過程。另一個解釋是把物流作為涉及投入過程中材料管理和產(chǎn)出過程中物流管理的統(tǒng)稱。</p><p>　　渠道管理是一種比物流配送更廣泛、更全面的物流策略，它涉及所有主要渠道的規(guī)劃和管理，而物流關(guān)注的大部分是產(chǎn)品流。然而，一個有效的營銷渠道也離不開一個有效的物流配送系統(tǒng)。</p><p>　　本文強調(diào)的是可能被認為是渠道管理的一個重要子集的發(fā)展，也就是更有效地控制產(chǎn)

61、成品庫存。根據(jù)建議，提出準時制這個概念，它是指能夠提高營銷渠道工作效率的一種日本式的庫存管理方法</p><p>　　綜合物流這個概念出現(xiàn)在20世紀50年代。教授保羅在市場營銷理論研究演講中指出，人們把大量的注意力集中在購買和銷售上，而很少關(guān)注物流控制，物流配送的問題常常被當(dāng)做無關(guān)緊要的事情，不受人們的重視。另一個合理的解釋是，物流配送管理發(fā)展遲緩的原因可以歸結(jié)于一個事實，即在電腦出現(xiàn)初期，以及在業(yè)務(wù)處理上普遍運

62、用分析工具之前，沒有理由相信物流配送活動的整合能夠?qū)崿F(xiàn)更高業(yè)績。</p><p>　　在1956年，一個利用航空運輸?shù)慕?jīng)濟學(xué)觀點為如何節(jié)約物流配送成本提供了一個新的研究方向。研究指出了總成本分析這一觀點，并解釋說雖然航空運輸需要高額的費用，但在許多情況下，相比為了減少庫存持有和倉儲式經(jīng)營成本，航空運輸是一個比較合理的選擇。</p><p>　　早期的文章中指出物流配送主要是以系統(tǒng)方法為基礎(chǔ)

63、來解決問題。從系統(tǒng)的角度來評估，綜合物流配送要求傳統(tǒng)商業(yè)活動之間的緩和。制造業(yè)管理者比較偏好較長的生產(chǎn)過程以及較低的采購成本，然而，物流分銷管理者對這些活動產(chǎn)生的總的成本比較關(guān)心。財務(wù)上，傳統(tǒng)支持低存貨的觀點將迫使物流分銷管理者改進那些產(chǎn)生不符合要求的總成本安排的物流配套程序。關(guān)于市場營銷方面，偏好產(chǎn)成品和設(shè)備組合的期貨市場，常常與通過提供綜合系統(tǒng)評估的經(jīng)濟體相互產(chǎn)生沖突。</p><p>　　在1969年，鮑爾

64、索克斯提出哪種技術(shù)或者說服力能夠被用來提高渠道的效率。他指出渠道的出現(xiàn)，加上物流分銷的作用擴展到了更遠的渠道領(lǐng)域，使市場營銷學(xué)成為最難懂的一門學(xué)科之一。當(dāng)然，這其中也包括服務(wù)對象，包括存貨控制和涉及適度存貨的維修成本。</p><p>　　準時制生產(chǎn)方式，又稱無庫存生產(chǎn)方式，是從日本引進的一種方式。準時制指的是，將必要的零件以必要的數(shù)量在必要的時間送到生產(chǎn)線，并且只將所需要的零件、只以所需要的數(shù)量、只在正好需要的

65、時間送到生產(chǎn)的一種存貨模式。準時制也被形容為生產(chǎn)的產(chǎn)品及時被銷售。</p><p>　　從準時制生產(chǎn)方式的哲學(xué)角度看，似乎必須將其看作一種行為概念，鼓勵物流成員之間努力建立一個高效的物流體系的合作精神。這類似于當(dāng)前所強調(diào)的物流方法，即所涉及到的各種活動必須作為一個綜合的系統(tǒng)被管理，以最低的成本進行所有必要的活動，向客戶提供一定標準水平下的服務(wù)。</p><p>　　物流管理關(guān)注的是整體設(shè)計

66、和分銷渠道管理，還涉及主要物流渠道的規(guī)劃和管理；物流主要涉及的是產(chǎn)品流。然而，一個有效的管理營銷渠道離不開渠道成員之間產(chǎn)品的高效流動和在正確的時間、地點以及正確數(shù)量下的目標客戶。</p><p>　　物流服務(wù)標準指的是提供給渠道成員的種類和服務(wù)水平。一個主要的管理標準是在批發(fā)和零售層面都滿足渠道成員的庫存水平。一般來說，為了使采購的庫存產(chǎn)品滿足未來需求，庫存控制理論往往涉及最優(yōu)采購程序的決策。我們的目標是限制需求

67、和服務(wù)，從而盡量減少庫存費用?；A(chǔ)交易必須謹慎，因為這些交易與可接受的缺貨風(fēng)險以及衍生而來的持有和采購存貨的風(fēng)險有關(guān)。</p><p>　　存貨的主要作用是能夠通過生產(chǎn)和流通提高企業(yè)的盈利能力。理想的庫存將包括按照客戶所下的訂單說明生產(chǎn)產(chǎn)品這一制度。 這種制度將不在要求為了未來的預(yù)期銷售額儲存原材料或者產(chǎn)成品。</p><p>　　雖然零庫存通常難以真正實現(xiàn)，但是用于存貨投資的每一元錢都應(yīng)

68、該致力于實現(xiàn)這一個特定的目標。為了防止交貨延誤或者實際銷售額超出預(yù)期銷售額所帶來的意外風(fēng)險，一般還需設(shè)定安全庫存。</p><p>　　充足的庫存維修保養(yǎng)服務(wù)是一項至關(guān)重要的審查程序，它的目的是在持續(xù)經(jīng)營的基礎(chǔ)上評估經(jīng)銷商、運輸服務(wù)供應(yīng)商、回單和破損產(chǎn)品。物流配送監(jiān)測系統(tǒng)的主要優(yōu)點是它有利于確定未來發(fā)展的趨勢。</p><p>　　顧客喜好的變化和由于競爭活動引起的變化也可以通過對物流分銷

69、系統(tǒng)的密切觀察來發(fā)現(xiàn)。通過評估這些信息并將它們傳遞到企業(yè)內(nèi)部的決策層，企業(yè)的決策者就可以對市場上存在的不可控因素做出更及時的反應(yīng)。</p><p>　　這些變化要求改善客戶服務(wù)，比如“由供應(yīng)商提供的，為購買者創(chuàng)造便捷的購買時間和購物地點的相關(guān)活動”。最近，出現(xiàn)的利潤研究，被認為是有關(guān)客戶服務(wù)功能方面的研究。但是，正如上面提到的，物流配送服務(wù)是營銷管理中一直被忽視的一個方面。</p><p>

70、;　　拉隆德和齊舍認為包括在大多數(shù)和客戶服務(wù)相聯(lián)系的存貨因素中的活動通常有以下幾種：產(chǎn)品缺貨水平、溝通渠道、訂貨周轉(zhuǎn)時間和交貨時間的變動性。早期的研究調(diào)查表明，改善物流操作情況有利于及時掌握客戶對服務(wù)要求的變動，從而提供更好的客戶服務(wù)，增加企業(yè)利潤。這反過來也意味著通過營銷渠道，存貨控制中的準時制生產(chǎn)方式也將得到更好的運用。</p><p>　　一般認為無論是制造商、批發(fā)商或者零售商，都可能會使用一些所謂的批發(fā)方

71、法。然而，雖然使用了各種方法，但是有種更有效的方法能夠通過降低成本增加利潤。</p><p>　　要通過渠道開始貨物地流通，對組織系統(tǒng)、交流系統(tǒng)以及采購和庫存政策來說信息是必要的。在福利斯特列舉的一個例子中詳細提到，人們注意到當(dāng)一月份出現(xiàn)銷售增加10%，分銷商手中來自零售商的訂單會因為報賬、采購和運輸?shù)难诱`而推遲約一個月。而且他還指出觀察增長率沒有停留在10%的原因的重要性。相反地，由于新訂單的增加，增長率在3月

72、份達到了16%的高峰，這是因為銷售額的增加使零售商們增加了庫存，并且在供應(yīng)渠道環(huán)節(jié)將訂單和貨物的運輸效率提高了10%，相當(dāng)于銷售增長率的10%。由于訂單率的一次性增加，使這條渠道和存貨增加，當(dāng)他們得到滿足時，經(jīng)銷商手中的訂單增長率將下降并一直處于10%這個點上。</p><p>　　工廠產(chǎn)品的庫存收入水平慢于經(jīng)銷商經(jīng)營情況好轉(zhuǎn)的水平，但是超過了因為工廠為滿足不斷增加的批發(fā)分銷商嘗試增加數(shù)月的零售商的數(shù)量水平。經(jīng)銷

73、商給工廠的訂單包括著不僅僅在他們收到的訂單上增加了16%，而且經(jīng)銷商的庫存以及經(jīng)銷商和工廠之間的訂單和產(chǎn)品的運輸也增加了。因此，在四月份工廠的訂單可能會超過了去年12月份達到28%的最高值，這是以1月份零售商增加的銷售額增長10%為基礎(chǔ)的。然而，在6月份零售商可能保持超過十二月份10%的增長，工廠可能會超過十二月份保持40%的增長，增幅相當(dāng)于零售商的4倍。值得注意的是，這些變化是可逆的，一旦零售商庫存需要得到了滿足，他們就會減少訂單的數(shù)

74、量。</p><p>　　對于這些準確的價值量，當(dāng)然在每個案例中是不同的，但是在大部分的情況下還是會獲得巨大的效應(yīng)。</p><p>　　隨著計算機以及零售商的計算機系統(tǒng)與產(chǎn)品控制系統(tǒng)相互作用能力的出現(xiàn)，使信息流通的延遲大大減少了。另一種提高存貨穩(wěn)定性的方法是具備更多可靠的銷售信息。批發(fā)分銷商或者制造商可以及時知道銷售趨勢變化的信息。再者，還可以根據(jù)銷售情況曲線，對廣告宣傳的效果加以預(yù)測和

75、監(jiān)測。福利斯特指出，廣告和定價策略有利于穩(wěn)定銷售量，減少銷售額激增或驟降的劇烈波動。</p><p>　　在日本人的觀念里，存貨是不必要的、有害的，因此，準時制技術(shù)試圖將存貨減少到最低水平。由于該技術(shù)是應(yīng)用于生產(chǎn)上的，對汽車行業(yè)的供應(yīng)商來說已經(jīng)有改變他們營銷的方法。供應(yīng)商的銷售代表，而不僅僅叫做采購員，現(xiàn)正與他們的客戶經(jīng)理和工程技術(shù)人員相互配合，共同開發(fā)產(chǎn)品。這樣，供應(yīng)商的產(chǎn)品在生產(chǎn)開始之前將更不容易被泄露和改造

76、了。</p><p>　　準時制生產(chǎn)和庫存觀念促進了生產(chǎn)力水平的提高。為了最大限度地降低持有存貨的成本，零部件只有在需要它們之前才開始采購。準時制考慮到了存貨數(shù)量的大小以及安全存貨量。它反對持有大量安全庫存的原則。目前，對于大量的安全存貨的理解有錯誤，對此管理者和工人必須做到?jīng)]有疑問。準時制系統(tǒng)運作中的一個關(guān)鍵因素是人際關(guān)系。也許最重要的改變指的是管理者的態(tài)度。</p><p>　　在美國

77、各種各樣的行業(yè)中，制造商和供應(yīng)商之間相互合作努力減少庫存。制造商向供應(yīng)商提供他們未來需要量的改進預(yù)測，其中還包括他們早期研發(fā)階段的供應(yīng)商。這樣，當(dāng)制造商和供應(yīng)商都保持最小庫存的情況下，他們都能對技術(shù)和市場的變化作出快速的反應(yīng)。通過少量和頻繁的供應(yīng)，許多企業(yè)堅信他們能夠避免庫存成本的積壓，能夠?qū)κ袌鲂枨蟮淖兓鞒龈酶皶r的反應(yīng)，從而提供更好的客戶服務(wù)。</p><p>　　商品經(jīng)過無數(shù)個營銷渠道流通到了最終消費者

78、手里。由于配送系統(tǒng)的不同，相同或者相似的產(chǎn)品就在不同的競爭方式下連續(xù)不斷地流通，從而在不同的渠道結(jié)構(gòu)之間存在著頻繁的沖突。</p><p>　　物流配送和渠道系統(tǒng)相連接，渠道系統(tǒng)提供配套支持服務(wù)。現(xiàn)代管理技術(shù)的應(yīng)用能夠提高渠道的反應(yīng)速度，從而增加利潤收入。本文列舉了能夠給渠道管理者帶來機會的物流配送的兩個方面。</p><p>　　出處：[美]約瑟夫，戴維，《準時制庫存控制：物流管理的集合