外文翻译---准时制库存控制：物流管理的集合

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1、本科毕业论文（设计）   外   文   翻   译  原文：  Just-In-Time Inventory Control: A Subset of Channel Physical distribution, one 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 fl

2、urry of attention has been focused upon the concept of integrated logistics. Two terms  commonly  used  to  describe logistic  functions  are  "material management," the movement of inbound raw materials or goods；  and "physical distribution man

3、agement,"  the outbound movement of finished inventory  and/or  raw material assortments so they  arrive at  the  designated place when  needed. Physical  distribution  has  also  been  defined  as  being  the broad &nbs

4、p;range  of activities  concerned with efficient movement of finished  products  from the end of the production  line  to  the  consumer,  and  in  some cases,  includes  the movement of  raw  materials  from  the &

5、nbsp;source  of  supply  to  the  beginning  of the production line. Another emphasis  is  to regard logistics as  the umbrella  term,  with  materials  management  referring  to  inbound movement and  physical dist

6、ribution  as  outbound movement. Channel management is a much broader and more comprehensive 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 produc

7、t flow. However, an efficient marketing channel cannot exist without an efficient physical distribution system. The objective of the present paper is to highlight  a  development in what might be  considered  a  significant  subset  of channel management,  tha

8、t  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 productivity of the marketing channel. The concept of integrated physical distribution emerged during the 1950

9、s. In a speech, Professor Paul D,  Converse  said  in the  study of marketing  theory,  a  great  deal  more  attention  is  devoted  to  buying  and selling  than  to physical handling；  problems  of phys

10、ical distribution  are  too often brushed aside  as matters of little importance. One  logical explanation for the  late development of physical distribution management can be attributed to the fact that prior to the emergence of computers from their infancy, and  befor

11、e  applied  analytical  tools were  generally  at  the  disposal  of business,  there was  no  reason  to believe an overall attack  on physical distribution activities could accomplish  improved performance. In 1956, a review of

12、the economics of air freight utilization provided a new orientation 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 mor

13、e than justified by trade-offs  in reduced  inventory  holding  and  ware-house operation  costs. Early articles referring to physical distribution were largely based on the systems approach to problem solving. When  evaluated  from a  systems viewpoint,

14、 integrated  physical  distribution  requires  compromises  between  traditional business activities. Manufacturing managers prefer long production runs and low procurement costs, while physical distribution managers question the total cost results of these practic

15、es.  Finance, traditionally favorable to  low inventories,  may  force  physical  distribution  managers  to  modify components,  with  a  resulting  unsatisfactory  total  cost  arrangement.  Concerning marketing,

16、preferences for finished goods and broad assortments in forward markets often conflict with economies offered through a total system evaluation.  In  1969,  Bowersox  questioned  what  techniques  or  persuasive  forces could  be  applied  

17、to  encourage  greater  channel  efficiency.  He  stated  the channel appears  to have been one of the most elusive of marketing subjects, adding  that  the  function  of  physical  distribution  extends  far  into

18、 channel domains.  Certainly,  this  would  include  the  topic  of  service,  including  inventory control and  the costs  involved in maintaining an adequate  inventory.  Just-In-Time, or the Kanban technique, an idea borro

19、wed from the Japanese, is  an inventory policy which requires needed parts be available at the necessary time  and that they be on hand the 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. &n

20、bsp;As the Just-In-Time philosophy is considered, it seems 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 current emphasis of the phys

21、ical 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 all of the activities necessary to provide that level of service.  Channel management is concerned

22、 with the overall design and administration of distribution channels and involves planning and management of the major channel flows； physical distribution primarily involves the product flow. However, an effectively administered marketing channel cannot exist without an efficient flow of products t

23、hrough the channel members and to the target customers in the right quantities, at the right times and places.  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 standards offered

24、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. The objective is to minimize total inventory costs subject to demand and service constraints. The basic tradeoffs which must be measured are those associated with acceptable stock out risk and the risk derived holding and ordering inventories.