以信息為基礎(chǔ)的物流決策管理[外文翻譯]

1、<p><b>　　畢業(yè)論文外文翻譯</b></p><p><b>　　譯文</b></p><p>　　標(biāo)題：以信息為基礎(chǔ)的物流決策管理</p><p>　　資料來源：物流信息管理雜志 作者：約翰蘭利</p><p><b>　　簡

2、介</b></p><p>　　在今天的漸進(jìn)式的營商環(huán)境下這是一個公認(rèn)的事實，有效的物流管理活動是許多企業(yè)保持整體效益的先決條件，以此才能確保產(chǎn)品在價格和服務(wù)上的競爭優(yōu)勢。此外，還有一些企業(yè)高層已經(jīng)認(rèn)識到物流活動的有效管理是提升物流服務(wù)的有效途徑并在價格和服務(wù)上與其它的物流企業(yè)的主要區(qū)別。</p><p>　　同時，人們已在信息技術(shù)領(lǐng)域取得的許多重大進(jìn)展，這些信息技術(shù)的進(jìn)展已經(jīng)

3、在當(dāng)今的商業(yè)公司的信息系統(tǒng)功能上體現(xiàn)了一定的重要性。毫無疑問，信息系統(tǒng)的作用已經(jīng)被大部分地區(qū)和公司應(yīng)用并高效的開展業(yè)務(wù)，人們已深知其重要性。</p><p>　　事實上，近年來許多企業(yè)的在物流信息系統(tǒng)領(lǐng)域經(jīng)歷了真正的戰(zhàn)略提升。例如，平穩(wěn)的運行，高效的后勤管理和沒有多少相似之處的概念，其前身活動，即交通，庫存控制，生產(chǎn)調(diào)度。同樣，信息系統(tǒng)的功能已顯著升級，從它的前身，計算機(jī)系統(tǒng)組，而不是簡單的作業(yè)系統(tǒng)提供數(shù)據(jù)處理服

4、務(wù)。今天的信息系統(tǒng)的功能，已經(jīng)和企業(yè)作為一個整體，有了真正的戰(zhàn)略重要性。</p><p><b>　　物流信息系統(tǒng)的需要</b></p><p>　　第一需要解決的主要問題是需要一個整體有效的物流信息系統(tǒng)。涵蓋四個主題，包括質(zhì)量，信息，物流系統(tǒng)的概念，企業(yè)之間分銷渠道的數(shù)據(jù)和個人電腦交換信息系統(tǒng)的一部分。</p><p><b>　　

5、質(zhì)量問題</b></p><p>　　信息質(zhì)量問題的特點是關(guān)系著三個非常重要的問題。第一，物流經(jīng)理經(jīng)常沒有他們真正需要的信息，憑此做出有效的決策。雖然有許多原因，但是最常見的是，許多管理人員無法確定他們的信息需求，在其他時候，有工作人員確保信息資源的公司，他們就能高效的給物流經(jīng)理提供他們需要的信息。</p><p>　　不幸的是，許多物流經(jīng)理都沒有接受過有關(guān)的信息系統(tǒng)及其管理方

6、面的正規(guī)教育，所以就不能得益于一個能更好了解物流信息系統(tǒng)管理的經(jīng)理。這點說明了雙向??教育的過程中，對上述各領(lǐng)域的敏感度和認(rèn)識性應(yīng)該提升。</p><p>　　其次，提供給物流經(jīng)理的信息大多是不暢的信息，因此無法完善決策管理。造成這種情況的主要原因有和多，許多公司都使用相同的成本會計和管理控制系統(tǒng)，分別制定了非常不同的競爭體系。許多系統(tǒng)有很多的問題，它們扭曲產(chǎn)品成本信息，和他們不生產(chǎn)的產(chǎn)品的各種信息，物流經(jīng)理需要

7、做出最好的決定去定制會計實務(wù)，以適應(yīng)物流功能的需求，或者，做一切方便執(zhí)行的會計標(biāo)準(zhǔn)的方法，在物流領(lǐng)域的問題上，物流學(xué)起到了重要的作用。</p><p>　　例如，許多物流經(jīng)理都投入巨資在資本設(shè)備和系統(tǒng)開發(fā)上，如倉儲，運輸，庫存控制等領(lǐng)域，以促進(jìn)活動的開展。因此，在勞動總成本在物流領(lǐng)域戲劇性下降上和管理費用繼續(xù)直接分配人工小時的基礎(chǔ)上，盡可能多的標(biāo)準(zhǔn)成本會計制度，所生產(chǎn)的成本數(shù)字是小于管理決策的目的的。</p

8、><p>　　真正的問題是，在每家公司的內(nèi)部會計實務(wù)需要通過對信息的需求，公司作為一個整體，其功能區(qū)，各行業(yè)和監(jiān)管組外部報告的要求沒有被驅(qū)動。對分離為內(nèi)部和外部的數(shù)據(jù)的需求是有相當(dāng)理由的，這個任務(wù)應(yīng)該得到一個高度優(yōu)先權(quán)。</p><p>　　最后的話題就是信息的質(zhì)量，為了給管理者傳達(dá)有用的，有效的信息。這就需對預(yù)期收件人的語言傳達(dá)的信息反過來理解。否則，將難讓他或她察覺到正在發(fā)送的是什么。此外

9、，溝通是依賴于預(yù)期的，人們?nèi)ジ兄麄兊钠谕⒔?jīng)常關(guān)閉他們的頭腦，忽略重要的信息。最后，溝通并不會發(fā)生,實際上直接反應(yīng)類型的管理決策，簡而言之就是有效的溝通，需要知識的接受者能夠感知，他希望能明白，他想要做什么，如果這些目標(biāo)都錯過了人就會變得更加困難。</p><p><b>　　物流信息系統(tǒng)的概念</b></p><p>　　過去十年來，使用計算機(jī)程序的數(shù)據(jù)直接從交

10、易文件到管理報告的過程一直有明確的轉(zhuǎn)變，而“數(shù)據(jù)處理”也有個更現(xiàn)代的名字叫做數(shù)據(jù)庫管理。數(shù)據(jù)庫管理的方法首先是要求識別之各種商品在數(shù)據(jù)文件之間的邏輯關(guān)系，然后遵循邏輯在交易基地重組那些數(shù)據(jù)。因此,在如今行業(yè)狀況下術(shù)語“關(guān)系型數(shù)據(jù)庫管理”已成為一個非常受歡迎的詞。</p><p>　　事實上，一個有效的關(guān)系型數(shù)據(jù)庫管理系統(tǒng)應(yīng)該是一個有效的物流信息系統(tǒng)的基石。如果一個物流信息系統(tǒng)結(jié)構(gòu)比作為一個活動的人，而設(shè)備和程序就

11、一起制定相應(yīng)的資料提供給物流經(jīng)理以此制定計劃的目標(biāo)并加以有效的執(zhí)行和控制，那么反應(yīng)的數(shù)據(jù)庫管理系統(tǒng)將是影響物流信息系統(tǒng)整體效率的一個關(guān)鍵因素。</p><p>　　此外，還有一個明確的需要，就是在供應(yīng)鏈的物流信息系統(tǒng)中有其它五個模塊子系統(tǒng)。他們是操作報告系統(tǒng),這種系統(tǒng)有助于開展活動的監(jiān)控、倉儲、運輸、庫存訂單處理、客戶服務(wù)和系統(tǒng)模塊和智力有關(guān)研究，建模和分析，和接口與其它功能區(qū)相關(guān)的業(yè)務(wù)。</p>

12、<p>　　物流信息系統(tǒng)的戰(zhàn)略管理</p><p>　　為了總結(jié)了這篇文章的內(nèi)容,有三個基本的思想需要被考慮到。</p><p>　　第一個是公司必須要找出今天信息系統(tǒng)的功能真正的“戰(zhàn)略”價值。雖說在許多情況下，信息系統(tǒng)領(lǐng)域是計算機(jī)系的事，實際上它代表的是一個完全不同的概念。正如今天的物流經(jīng)理要求在事實上做到忽略很多由來已久的實踐和程序，例如，交通管理區(qū)域,信息管理者首先必須先關(guān)

13、注整個對業(yè)務(wù)有需求的公司，然后通過硬件和軟件正確的時間，正確的地點提供正確的信息。信息系統(tǒng)領(lǐng)域的公司需要理解信息系統(tǒng)的“戰(zhàn)略重要性”，然后公司在該地區(qū)的物流和供應(yīng)鏈、服務(wù)營銷、或金融需要強(qiáng)調(diào)發(fā)展信息策略的重要性。</p><p>　　同時,我們要取得更大的進(jìn)步就需要用最合適的方法協(xié)調(diào)信息系統(tǒng)和物流功能的努力使獲得的信息保有高效性。人們參與信息系統(tǒng)領(lǐng)域必須有一個知識就是必須接受科學(xué)的信息系統(tǒng)。</p>

14、<p>　　其次，制定管理和組織策略應(yīng)充分利用信息優(yōu)勢。盡管管理者有保留他們的責(zé)任和控制領(lǐng)域的權(quán)威，應(yīng)該將信息優(yōu)勢應(yīng)用到各個方面無論是涉及到低水平的經(jīng)理、主管、甚至是工人自己的決策過程。在某種程度上，他們可以熟悉并運用好信息，整個管理過程本身將會變得更加有效率。另一個好處是這種類型的方法將有助于提高工作的水平。</p><p><b>　　外文文獻(xiàn)原文</b></p>

15、<p>　　Title: Information-Based Decision Making in Logistics Management</p><p>　　Material Source：Logistics Information Management </p><p>　　Author:C.John Langley Jr</p>&l

16、t;p>　　INTRODUCTION </p><p>　　In today's progressive business environment, it is an accepted fact in many firms that the effective management of logistics activities is a prerequisite to overall cost e

17、fficiency, and the ability to assure the competitive pricing of products and services. Also, there is a growing tendency among corporate executives to view logistics capabilities as being among the key ways in which the

18、firm can differentiate its products and services from those of its competitors.</p><p>　　At the same time, there have been numerous significant advances in the field of information technology, and this progr

19、ess has been responsible largely for the exceptional importance of the information systems function in today's business firms. Unquestionably ,the information systems area is being viewed as one which is of extreme

20、importance to the efficient conduct of business in most areas of the firm.</p><p>　　As a matter of fact, there is no question that in recent years both the logistics and information systems areas in many com

21、panies have experienced a truly strategic uplifting .For example, a smooth-running, efficient logistical function bears little resemblance conceptually to its predecessor activities, namely traffic, inventory control, pr

22、oduction scheduling, and the like. Similarly, the information systems function has been upgraded significantly from its predecessor, the computer systems gro</p><p>　　NEED FOR A LOGISTICS INFORMATION SYSTEM&

23、lt;/p><p>　　The first major issue to be addressed is that of the overall need for an effective logistics information system. The four topics to be covered include the quality of information, the logistics syste

24、m concept, the interchange of data among firms in the channel of distribution, and personal computers as part of the information system.</p><p>　　The Issue of Quality</p><p>　　The topic of quali

25、ty of information is characterized by three very important issues .First , logistics managers frequently do not have the information they truly need to make effective decisions. Although there are many reasons for this,

26、perhaps the most common one is that many managers are uncertain of their information needs, and, furthermore, have difficulty in conceptualising and verbalising those needs. At other times, there are staff people within

27、the firm who are charged with securing inf</p><p>　　Unfortunately, many logistics managers have received very little formal education concerning information systems and their management, and, at the same tim

28、e, there are information systems managers who could benefit from a better understanding of logistics management. This points out the need for a two-way educational process in that each of these areas needs to become far

29、more aware and sensitive to the needs and capabilities of the other.</p><p>　　Secondly, much of the information which is available to logistics managers is really poor information, and, as a result, tends to

30、 be the real cause of less-than-perfect management decision making. One of the principal reasons for this includes the fact that many companies use the same cost accounting and management control systems that were develo

31、ped years ago in very different competitive environments. Many of these systems have a major problem in that they distort product-cost information, and</p><p>　　For example, many logistics managers have inve

32、sted heavily in capital equipment and systems to facilitate the conduct of activities in areas such as warehousing, transportation, and inventory control. As a result, there have been some very dramatic declines in the l

33、abour component of total cost in the logistics area. If overhead expenses continue to be allocated on the basis of direct labour hours, as many standard cost-accounting systems do, the cost figures which are produced are

34、 less than tot</p><p>　　The real problem is that the internal accounting practices in each company need to be driven by the information needs of the company as a whole and its functional areas, and not by th

35、e external reporting requirements of various industry and regulatory groups. There is considerable justification for separating data needs for internal and external purposes, and this task should receive a high priority.

36、</p><p>　　Last on the topic of quality of information, in order to be useful to managers, information needs to be communicated effectively. This in turn requires that information be communicated in the langu

37、age of the intended recipient. Otherwise, it will be difficult for him or her to perceive what is being sent. Also, communication is dependent on expectation, in that people perceive what they expect to perceive, and man

38、y times close their minds or ignore information which is different from that which </p><p>　　The Logistics Information System Concept</p><p>　　Over the past ten years there has been a definite s

39、hift from the use of computer programs which "process" data directly from transaction files into management reports, hence the name "data processing", to the more modern concept referred to as databas

40、e management. The database management approach asks first to identify the logical relationships between various items in a data file, and then to restructure those transactions into a logical data base. Thus, the term &q

41、uot;relational database management</p><p>　　In actuality, an effective relational database management system should be the</p><p>　　cornerstone of an effective logistics information system. If a

42、 logistics information system is defined as an interacting structure of people, equipment and procedures which together make relevant information available to the logistics manager for the purposes of planning, implement

43、ation and control, then the responsiveness of the database management system will be a key ingredient to the overall effectiveness of the logistics information system.</p><p>　　In addition, there is a clear

44、need for five other sub-systems, or modules, within the overall logistics information system. Included are the operating reports system, which helps to monitor the conduct of activities in areas such as transportation, i

45、nventory, warehousing, order processing, and customer service, and systems modules relating to research and intelligence, modelling and analysis, and interface with other functional areas of the business.</p><

46、p>　　STRATEGIC MANAGEMENT OF INFORMATION IN LOGISTICS</p><p>　　In an effort to summarise the content of this article, there are three fundamental thoughts which need to be addressed.</p><p>　　

47、The first is the need to recognise the truly "strategic" value to the firm of today's information systems function. While it is true in many cases that the information systems area is an outgrowth of the co

48、mputer department, in fact it is representative of an entirely different concept. Just as today's logistics managers are being asked virtually to ignore many of the time-honoured practices and procedures which were a

49、 part of, for example, the traffic management area, it is necessary that infor</p><p>　　Also, greater progress is needed in determining the most appropriate ways for the information systems and logistics fun

50、ctions to interact and co-ordinate their efforts to acquire and use information more effectively. Logistics managers must be trained in the art and science of information systems, and those people involved in the informa

51、tion systems area must have a knowledge of and a sense of urgency for the real business at hand.</p><p>　　Next, management and organisational strategies should be formulated to use information to its fullest

52、 advantage. Although managers should see that they retain responsibility and control over their areas of authority, a concerted effort should be undertaken to involve lower level managers, supervisors, and even the worke

53、rs themselves in the decision-making process. To the extent that they can become acquainted with and use good information, the entire process of management itself will become more</p><p>　　Finally, it is imp

54、ortant to recognise that while the information systems area is viewed by many people as a "service" area within the overall business firm, the fact is that good information is really "the" key to bein

55、g an effective player in today's competitive environment. Therefore, the information systems area in today's business firms should not be viewed as being a "service" or "support" activity, but

56、 as an integral part of each and every other functional area of the firm.</p><p>　　Similarly, the logistics area of the firm should be viewed as having a high strategic value, and the effective use of inform