1、2200 单词， 11500 英文字符， 3428 汉字 出处： Siali F, Liu Y, Cheng J K. Inventory Management and Logistics Cost Reduction: A Case of a Malaysia Herbal Medicine CompanyJ. Technology & Investment, 2013, 04(3):204-212. 本科毕业论文外文资料翻译 系 别： 经济系 专 &n
2、bsp; 业： 会计学 姓 名： 学 号： 2015 年 4 月 30 日 外文原文 Inventory Management and Logistics Cost Reduction:A Case of a Malaysia Herbal Medicine Company FadilahSiali, Liu Yao, Cheng Jack Kie ABSTRACT： Nowadays many studies h
3、ave stressed the diagnosing inventory systems. This article examined problems encountered on logistics in a Malaysia herbal medicine company. The diagnosis was conducted using the fish bone diagram for the whole supply chain process from the production, hub warehouse, freight forwarders, zone wareho
4、use to customers. The derived results highlight the inventory level management as the root reason. Keywords: Inventory Management； Case Study； Herbal Medicine 1. Introduction The herbal marketing company under this study is aimed to form marketable products through Network Marketing (NWM
5、) to whole Malaysia. NWM is a strategy for introducing products to customers. It focuses distributors as key sellers to touch the customers personally and simultaneously the distributor can hire or employ the other distributors in order to ensure the survival of business. The production of the compa
6、ny is provided for two zones: 80% for Zone A and 20% for Zone B. There are hundreds of branches under the company. Here take Branch A for Zone A and Branch B for Zone B as examples. Branch A has rare and low rate of returned products and Branch Bs returned product rate is quite high due to its dista
7、nce from the headquarters and the production plant. 2.1. Production Herbal medicine production goes by batches, with 1000 bottles per batch. Each day, the firm can manufacture from eight to 10 batches, amounting to 8000 to 10,000 bottles to meet demand from whole Malaysia. Since the firm
8、 sells 30 types of herbal medicines, the production will, each day, concentrate on producing different types of herbal medicines. This indicates that the firm will produce the particular product once a month. However, for certain cases, such as killer products which have high demand, they will produ
9、ce the items two or three times per month. Another factor that the firm will consider when producing the products is the demand from the hub warehouse which comes from branches and the raw material supplied by the supplier. The expiry date will be set 24 months from the production date. In this scen
10、ario, the firm will store the herbal medicine in their storage for a maximum of two weeks if there is excess production. The over-producing takes place when the demand is less than batches. 2.2. Hub Warehouse In normal circumstances, the hub warehouse would receive the order twice a mont
11、h from the Zone B Warehouse. The order made by the Zone B was not Herbal Medicine solely, but around 50 to 60 types of products. This is because the company seeks to utilize the 20-foot containers where the weight can carry up to 22 tons in volume provided by the Freight Forwarder Company.Once the h
12、ub warehouse receives the approval officially from the logistics and financial unit, the hub warehouse starts the collection process for 50 types of products, which include herbal medicines. In fact, herbal medicines also have their “killer product”, whereby they are in high demand, especially in Pe
13、ninsular Malaysia. In that case, the hub warehouse should make the order to the production within two weeks. The process of collection before shipping would take another two weeks. 2.3. Freight Forwarders Company Since 2008, Freight Forwarders Company has been used to develop the zone B market
14、. There are no critical problems for the Freight Forwarder Company to ensure the containerreaches the zone B Port within 10 days as the shipping schedule runs twice a week. Theclearance process from the ship to the port does not take a long time since the zone B Port uses advanced, systematic techno
15、logy. However, there is a difficulty in berthing the ship at the zone B Port when it depends on the sea tide. Naturally, the South China Sea has rather unpredictable, and often highwaves. In that case, the ship cannot be berthed. Sometimes, it takes a week to bring the ship into berth, even though t
16、he ship has already reached the zone B Port. Therefore, at this juncture, the products life span will also tend to be affected by natural environments. 2.4. Zone B Warehouse (Wholesaler) Generally, the zone B Warehouse will make the order twice a month through email and the orders that h
17、ave been made are based on the demand for the last month, stock balance in the warehouse, and sales in branches. Frequently, herbal medicines constitute 10% of the 50 different types of products. The distribution process will take around one to three weeks for the products to reach the 14 branches.
18、A few more problems have had to be faced by the zone Bs warehouse. Firstly, the order process is very slow due to the communication breakdown for the whole supply chain process. The supply chain process is not supported by a system which integrates every layer of the supply chain members. Secondly,
19、the hub warehouse has failed to fulfill the order made by the zone Bs warehouse resulting from the raw material shortage and production problem. Thirdly, this zones warehouse always receives extra quantity of low demand products and eventually has induced surplus products. Another issue arises when
20、Zone B has to order in mass amount to minimize the water transportation cost without conducting real forecasting for future demand based on the sales trend from the 14 branches operating in that zone. 4. Diagnosis of Branch B Case 4.1. Cause 1: Material Issue Reasons: Raw Material Shorta
21、ge The first factor of the high rates of returned herbal medicines in the branch B was the Raw material shortage. As noted by the Production Manager, the company produces 30 types of products, with a particular product being produced once a month. Thus, when they are facing high demand for “killer products”, they have to face the raw material shortage, which results in the delay in producing the “killer products”. Subsequently, the hub warehouse also fails to fulfill the high demand products and there tends to be free space in the container. In that case, the hub warehouse will
