电子商务物流配送外文翻译

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电子商务物流配送外文文献译文及原文

电子商务物流配送外文文献译文及原文Increased competitiveness in all industrial sectors sharpened by globalization and fall of global supply is forcing companies towards optimization of their business processes and new ways of mergers or partnerships with direct results in decreased business costs. With these strategic alliances new management strategies are formed as Clusters, Supply Chain Management (SCM), E-logistics, etc. Some authors are making references that logistic are “worth” 10% to 12% of GDP (Sahay, 2003). According to AMR research (Challenger, 2001), E-logistics has apotential of lowering costs by 10 %. On basics of these two references we can conclude that E-logistics can save our money for as much as 1.2% of GDP. Therefore it is not surprised that in last few years in high effective companies as Hewlett-Packard, Compaq, Digital Equipment Corporation, Xerox, Dell and Benetton Group top management is favorable to Supply Chain and therefore E-logistics (Romano, 2003).There is collection of literature indicating the importance ofclusters and networks not only between firms, but along the value chain and across industries. The networks inherent in these clusters are integral for knowledge generation and diffusion, for technology transfer, for sharing risk and costs, for allowing firms to access new markets and opportunities and, finally, for building comparative advantage in the global market.Porter (Porter, 1990) defines clusters as geographic concentrations of interconnected companies, specialized suppliers, service providers, firms in related industries, and associated institutions. He proposed a model that provides conditions that have to be met for a firm to be internationally competitive and successful. This model focuses on four primary conditions which he arranged in a diamond-shaped diagram: factor conditions, demand conditions, structures of firms and rivalry and related and supporting industries. The "Related and Supporting Industries" feature of the diamond denotes the importance of clustering in developing international competitive advantage incorporating two features of a healthy cluster: the presence of vertical support through internationally competitive supplier industries which ensure cost-effective and speedy deliveries; and the presence of horizontal support in internationally competitive related industries to co-ordinate and share activities with and to stimulate local competition.In the article informatization of STLC will be presented through the project Modeling, Analyzing and Renovation, Standardization and Informatization of business processes of the Slovenian Transport Logistics Cluster which is performed by Business Informatics Institutein Faculty of Economics, University of Ljubljana, Slovenia. With informatization have logistic compani es’ not just better connectivity with their customers and suppliers but also better performance andfaster responds. To achieve appropriate level of informatization STLC must invest in modern information technologies. One of possiblesolutions is use of internet with his costless policy and in last years high security as the most appropriate communication channel.For all logistic companies it is assumed to control global logistic chain of their customers and therefore are dependent on successful implementation of informatization technologies which leads to decrease of inventory costs, better customer retention, asset management, etc.增加对全球化和全球供应下降削尖所有工业部门的竞争力，迫使他们对优化业务流程和兼并或在降低经营成本的直接成果的伙伴关系的新途径公司。

电子商务和电子物流(全英文)参考PPT

2
E-Commerce
Definition：
Electronic commerce, commonly known as ecommerce or eCommerce, consists of the buying and selling of products or services over electr onic systems such as the Internet and other computer networks. The amount of trade conducte d electronically has grown extraordinarily since the spread of the Internet. A wide variety of co mmerce is conducted in this way, spurring and drawing on innovations in electronic funds tran sfer, supply chain management, Internet marketing, online transaction processing, electronic d ata interchange (EDI), inventory management systems, and automated data collection systems. Modern electronic commerce typically uses the World Wide Web at least at some point in the t ransaction's lifecycle, although it can encompass a wider range of technologies such as email as well.

电子商务专业英语：Something about Logistics(物流)

Logistics guarantee to the goods of customers
对客户商品的物流保证
NO.1
Distribution services
图片替代NO.3s Nhomakorabeaockguarantee
图片替代
transport Guarantee
NO.2
备货保证
quality
图片替代
输送保证
assurance
Make an ideal stock plan 制定理想的库存计划 and make sure reasonable inventory 确定合理库存量
adjust the item of supply and demand of the relationship 调节物品的需求与供给的关系
1.ordering procedures 订单程序 2.order accuracy 订单的精确度 3、order condition 订单的条件 4.order quality 订单的质量
5、order discrepancy handling 处理订单的差异性 6、timeliness 及时性 7、order cycle time 订单周期时间 8、order completeness 订单完整性
Order 订单
The effective order management makes for improving the efficiency of l
2
由于商品质量问题或运输过程中造成商品损坏的，销售者应该承担商品的修理，更换或退货。 3
The seller should bear all costs associated with the return, and refund the purchase price paid.

电子商务物流配送外文文献译文及原文

电子商务物流配送外文文献译文及原文Increased competitiveness in all industrial sectors sharpened by globalization and fall of global supply is forcing companies towards optimization of their business processes and new ways of mergers or partnerships with direct results in decreased business costs. With these strategic alliances new management strategies are formed as Clusters, Supply Chain Management (SCM), E-logistics, etc. Some authors are making references that logistic are “worth ” 10% to 12% of GDP (Sahay, 2003). According to AMR research (Challenger, 2001), E-logistics has a potential of lowering costs by 10 %. On basics of these two references we can conclude that E-logistics can save our money for as much as 1.2% of GDP. Therefore it is not surprised that in last few years in high effective companies as Hewlett-Packard, Compaq, Digital Equipment Corporation, Xerox, Dell and Benetton Group top management is favorable to Supply Chain and therefore E-logistics (Romano, 2003).There is collection of literature indicating the importance ofclusters and networks not only between firms, but along the value chain and across industries. The networks inherent in these clusters areintegral for knowledge generation and diffusion, for technology transfer, for sharing risk and costs, for allowing firms to access new markets and opportunities and, finally, for building comparative advantage in the global market.Porter (Porter, 1990) defines clusters as geographic concentrations ofinterconnected companies, specialized suppliers, service providers, firms in related industries, and associated institutions. He proposed a model that provides conditions that have to be met for a firm to be internationally competitive and successful. This model focuses on four primary conditions which he arranged in a diamond-shaped diagram: factor conditions, demand conditions, structures of firms and rivalry and related and supporting industries. The "Related and Supporting Industries" feature of the diamond denotes the importance of clustering in developing international competitive advantage incorporating two features of a healthy cluster: the presence of vertical support through internationally competitive supplier industries which ensure costeffective and speedy deliveries; and the presence of horizontal support in internationally competitive related industries to co-ordinate and share activities with and to stimulate local competition.In the article informatization of STLC will be presented through the project Modeling, Analyzing and Renovation, Standardization and Informatization of business processes of the Slovenian Transport Logistics Cluster which is performed by Business Informatics Institute in Faculty of Economics, University of Ljubljana, Slovenia. With informatization have logistic compani es' not just better connectivitywith their customers and suppliers but also better performance and faster responds. To achieve appropriate level of informatization STLC must invest inmodern information technologies. One of possiblesolutions is use of internet with his costless policy and in last years high security as the most appropriate communication channel.For all logistic companies it is assumed to control global logistic chain of their customers and therefore are dependent on successful implementation of informatization technologies which leads to decrease of inventory costs, better customer retention, asset management, etc.增加对全球化和全球供应下降削尖所有工业部门的竞争力，迫使他们对优化业务流程和兼并或在降低经营成本的直接成果的伙伴关系的新途径公司。

电子商务物流中英文对照外文翻译文献

电子商务物流中英文对照外文翻译文献电子商务物流中英文对照外文翻译文献(文档含英文原文和中文翻译)Introducing Commodity Flow to an Agent-Based ModelE-commerce SystemAbstractIn our model agent-based e-commerce system [2] we have assumed that a certain number of items of a given product is available for sale. In this note we introduce a model logistics subsystem and discuss how it will be integrated with the system. Keywords: e-commerce;logistics system;agent1.IntroductionCurrently, we are developing and implementing a model agent-based e-commerce system (see [2] and references collected there). In this system multiple buyer agents attempt at making purchase by participating in price negotiations in e-stores and selecting the best oﬀer, while e-stores attempt at maximizing profit resulting from product sales.Thus far our attention was focused on buyer-seller interactions. By assuming that products are in the warehouse we have omitted the question where do they come from. The aim of this work is to describe how our system can be extended to include product restocking processes.Before proceeding let us make a few observations. First, the proposed logistics subsystem is not ―stand alone‖(e.g. similar to that considered in [3, 1, 6]). Instead, it has been created within the context of our e-commerce system, which has directly influenced its design. Second, while somewhat similar, processes involved in e-store restocking a warehouse differ from client making a purchase in an e-store (e.g. in product demand prediction, interactions with wholesalers, methods of price negotiations that involve more ―cond itions,‖ offer selection criteria, etc.) Therefore we have created a separate logistics subsystem (instead of reusing already modeled functions; e.g. price negotiations). Third, this note is devoted to the agent structure and agent interactions and, due to the space limitations, we omit important topics like:forecasts derivation, oﬀer evaluation etc.However, these functions can be encapsulated into modules that can become a part of an appropriate agent. Therefore readers should envision that, for instance, when we write that ―rece ived oﬀers are evaluated,‖then their favorite method of oﬀer evaluationhas been utilized.To proceed, first, we briefly describe our e-commerce system.We follow with assumptions that underline the logistics subsystem and description of new agents that were introduced. Finally, we present the sequence diagram of restocking and use it to discuss in detail how this process will take place in our system.2. System DescriptionOur system is a distributed marketplace in which software agents perform e-commerce functions (see [2] for details, the Use Case diagram in particular). User-Client is represented by the Client Agent (CA). The CA is autonomous and when a purchase order is communicated by the User-Client, it works until either it is completed, or purchase is abandoned. The CA communicates with the Client Information Center (CIC), which facilitates information which e-stores sell which products (yellow-page matchmaking).For each store that sells the requested product, the CA delegates a Buyer Agent (BA) to participate in price negotiations and if successful, possibly attempt at making a pur- chase (successful price negotiations result in a product reservation for a specific time; after which products that have not been purchased are available for sale again).Since multiple BAs representing the same CA can win price negotiations the CA makes the decision if either of available oﬀers is good enough to make a purchase. Buyer Agents can participate in negotiations only if the Gatekeeper Agent (GA) admits them (if they are trusted; e.g. BAs that win price negotiations but do not make a purchase may be barred from subsequent negotiations). The GA represents a given e-store and is created by the Shop Agent (SA). The SA is the central manager and facilitating the selling process it utilizes the GA, and a set of Seller Agents (SeA) that negotiate price with incoming BAs, as well as a Warehouse Agent (WA) that is responsible for inventory and reservation management. Thus far, the WA was responsible for managing product reservations and the inventory. Specifically, (1) before a new price negotiation the WA ―re served‖ a given product—so that if negotiation ended successfully there was an item that could be sold; (2) when a reservation ended in purchase, it adjusted product counters; and (3) when a reservation expired it also adjusted products counters. However, the WA was always envisioned as the ―gat eway‖between the store and suppliers, which is one of the foci of this note.3. Assumptions behind the logistics systemLet us now specify assumptions that underline design of the logistics subsystem:1.Nowadays, except of largest store-chains (e.g. TESCO, WalMart), companiesoutsource transportation activities (considered non-core business activities) to specialists (e.g. UPS, Mayflower). However, we assume here that suppliers are still re sponsible for facilitating transportation. Therefore, we omit transportation related processes and focus only in interactions between e-stores and suppliers2. As a result of (1), transportation costs are assumed to be paid by the supplier and included directly in product price (e.g. discount on delivery costs, will manifest itself in the total price).3. While in the original system auction-based price negotiations were used, here we opted for the simplicity of the FIPA Contract Net Protocol [4]. Therefore, in the logistics subsystem, a single round of negotiations consisting of a call for proposals and evaluation of responses, is used.4. New functions and agentsIn order to perform logistics-related tasks, several new roles were introduced; some of them have been delegated to agents existing in the system, while others warranted adding new agents. Specifically:•demand estimation—to draw information from sales data and/or external premises to predict future sales of products,•warehouse monitoring—to observe supply levels and react in case of a risk ofdropping below values considered suﬃcient to satisfy estimated demand,•order management—to coordinate issuing orders for goods, to assist inevaluating received oﬀers,•ordering goods—to contact suppliers for their of- fers and to select the best oﬀer,•selling goods—in the system suppliers were also modeled; while goods are acquired without extensive price negotiations, ―someone‖ has to deliver proposals to ordering components,•logistics yellow pages—the role of the ―l og istics CIC‖is very similar to the original CIC ([2]); it has to provide lists of potential suppliers of products; obviously, it is possible for a shop to become a sup- plier for another shop and to suggest that the two CIC s could be joined, but we decided to clearly separate the client-side from the shop and from the supply-side. Another reason for this separation was that while some shops may not be interested in becoming wholesaler, we would have to make changes to the original CIC data structure (e.g. wholesaler—yes/no). Finally, since the logistics subsystem does not involve auctions, the separation is even more warranted.Let us now see how these tasks/roles could be placed in our system. The demandestimation role was attributed to the existing Shop Decision Agent (SDA), responsible for the ―kn owledge managemen t‖functions (e.g. trust management, sales trend data mining, etc.) in the shop.The warehouse monitoring role is already a part of the existing WA. The diﬀerence is that now WA becomes a proactive manager of supplies; acting on predictions supplied by the SDA.Fulfillment of the order management role required introduction of the Logistics Agent (LA), which became the ―centra l manager‖ of the logistics subsystem. It is responsible for contacting the logistics CIC for the list of potential suppliers and managing a pool of agents responsible for ordering goods from ―wholesalers.‖ Finally, it collects and manages data related to supplier reliability. This data, in turn, will be one of factors in selecting the supplier.The ordering goods process is facilitated by the Ordering Agent (OA), which is also a new agent. Its task is to issue a call for proposals, collect responses and select the best oﬀer taking into account factors such as: price, delivery time, reliability etc. Let us recall that due to the modularity of agent design ([2]), our system is flexible enough so that any method of selecting an oﬀer can be applied (it can be encapsulated in a module and plugged into the OA).The selling goods role is realized by a very simple Wholesale Agent (WhA). Its role is to respond to CFP’s incoming from OA s.Currently we assume that WhA s receive instructions in what way to generate a stream of responses to the CFPs.Finally, logistics yellow pages are facilitated by the logistics CIC Agent. Its role is to store a complete list of suppliers and products that they sell. Obviously, the logistics CIC uses the original product ontology ([2]), extended by the logistics ontology. When the system is initialized, each WhA registers with the logistics CIC and provides it with a list of products for sale.What was described thus far is summarized in an UML use case diagram presented in Figure 1.Figure 1. Use Case of the logistics subsystem5. Typical Product Restocking ProcessLet us now describe the processes involved in restocking the warehouse. Here, we skip the description of system initialization, and start with the Shop Decision Agent sending a forecast to the Warehouse Agent. The sequence of actions resulting form such a forecast is depicted, as a UML sequence diagram in Figure 2.The SDA communicates the forecast to the WA by sending a FIPA Inform message containing the PredictionDescription (which contains all necessary data such as: product ID, amount of predicted sales, standard deviation of sales, expected purchase price, period for which this forecast is valid, etc.). We assume that the SDA forecasts are of the type: until a new fore- cast, weekly sales are expected to be 45 items of a given product. Forecasts can be issued at specific times (e.g. once a week or once a month) and their frequency de- pends on the information found in data analyzed by the SDA to derive forecast(s).The WA starts by examining current stock of a given product, and if current supplies are suﬃcient, it sets up to check their levels at the end of the time unit specified in the forecast (i.e. forecasts specified on weekly basis are checked once a week). If stocks are insuﬃcient, the WA utilizes the FIPA Request Protocol (FIPA specification SC00026) and FIPA SL language [4] (used in all agent interactions), to com- municate with the Logistics Agent. The initial message from the WA is the FIPA Request message sent to the LA and it contains OrderRequest action with the Or- derRequestDescription. The OrderRequestDescription contains the necessary information specifying the order to be made: product ID, preferred delivery time, amount and maximumprice. Delivery time and amount are computed based on the current product level, predicted delivery time and an overall inventory strategy.Upon receiving the request, the LA dispatches a query to the logistics CIC to obtain a list of suppliers of a given product. Ensuing conversation conforms to the FIPA Query Protocol, starting with the FIPA Query-Ref message containing the CICQuery action with the Product ID. The logistics CIC responds with the FIPA Inform-Ref message containing the CICResponse with a list (possibly empty) of suppliers. Empty list results in a FIPA Failure message (with OrderRequestResult set to failure) send by the LA to the WA. Similar response is sent when the logistics CIC cannot be contacted.When the non-empty list was received, the LA removes these suppliers that have their reliability value below a certain threshold. Then the LAAgentDescriptions list is formed by supplementing each CICAgentDescription received from the logistics CIC with the reliability information. If a given WhA’s is not known a default trust value is used.After preparing the list, the LA utilizes the FIPA Request Protocol to find a free OA. Busy agents will re- spond with FIPA Refuse messages. If all agents respond in such a way, this process may need to be repeated un- til a free OA is found and responds with the FIPA Agree message. The LA then sends the ordering request to the selected OA and awaits for the result of the ordering pro- cess. LA’s message contains the IssueOrder action with the OrderDescription and the LAAgentDescriptions.After obtaining the request from the LA, the OA engages in the FIPA ContractNet Protocol interactions with WhAs from the list. It sends the FIPA CallForProposal message, containing CFPRequest with OrderDescription to the WhAs. WhAs evaluate the CFP and submit their oﬀers by sending FIPA Propose messages containing the CFP Response actionwith OﬀerDescription or, if terms contained in the CFP are unacceptable/not interesting, respond using the FIPA Refuse message.Responses must arrive within a timeframe speci- fied by the OA, after which the OA proceeds to evalu- ate them. First, it filters unacceptable oﬀers. Note that it is possible that some WhAs may respond knowingly with proposals that violate some of the conditions and in special circumstances when no better oﬀers were found the OA may need to accept such oﬀers. In the next step, oﬀers are ranked and the winner is determined. Winner issent a FIPA AcceptProposal message containing the ConfirmationRequest action with its offer quoted. The winning WhA must in turn reply with the FIPA Inform messagecontaining Confirmation Response action with the OrderConfirmation which has unique orderID generated by the supplier. This successfully completes the ordering process.The winner can also withdraw the oﬀer by sending a FIPA Failure message. In this case, runner-ups are contacted in an iterative manner. In case when there are no more oﬀers left or there were no oﬀers to begin with, the OA sends a FIPA Failure message to the LA,which, in turn, forwards it to the WA. When the winner confirms the order, the OA sends to the LA a FIPA Inform message containing the InformResult action with the WhA-received Or der Confirmation, thus completing the protocol. At this time the LA sends information to the WA, inside a message of the FIPA Agree type. This performative is used in compliance with the protocol to indicate that the LA is performing the desired task (ordering), but its eﬀorts do not guarantee success (ordering success order success), and thus sending the final response (FIPA Inform) is inappropriate at this stage. Meanwhile the OA returns to the pool of available Ordering Agents.Now the purchase enters the delivery monitoring stage. Here, the LA waits for the delivery from the WhA to be registered with the WA. When a delivery arrives the WA sends (to the LA) a plain FIPA Inform message containing the WADelivery action with the DeliveryDescription, which has supplier’s AgentID and the already mentioned orderId. The LA does not need to respond to this message, but it checks the messages to see if it is currently awaiting a delivery with the given orderId coming from a supplier AgentID. If it finds a match, the ordering process is completed. As a result, the reliability value of supplied AgentID is increased. If a delivery notification does not come within time agreed in the OrderConfirm, actions must be undertaken (recall, that receiving supplies is vital to the e-Shop as its warehouse is likely to run out of stock Those actions are: (1) retry the ordering (sending reminder to the WhA / choosing new WhA), if there is still time, and (2) marking that a retry has been made.If there is still time before the deadline (established by the WA), then order can be retried. If it is the first time an attempt to retry the order is made, a reminder is sent to the WhA. To this end, LA contacts a free OA with a FIPA Request Protocol message with a Reminder action containing AgentID of the WhA and the orderId. The OA accepts the job (the FIPA Agree) and contacts the WhA (also using FIPA Request Protocol), sending it the exact same action. The WhA is expected to reply within a timeframe using either a FIPA Failure (oﬀer is withdrawn) or a FIPA Inform providing new Order Confirmationwith a new delivery time, which is forwarded to the LA unchanged. In the case of an agreement, the LA returns to awaiting delivery, in the case of failure, the LA removes this WhA from the LA Agent Description list and locates an OA to perform entirely new search for a supplier. New search is also ordered if a reminder to the supplier whose delivery we were waiting resulted in a failure. The monitoring stage ends when: (1) delivery is received, or (2) reminder to the supplier was made, but it was refused, while deadline has already passed. Note that we assume that the actual order failure occurs only when the delivery deadline has passed and the reminder failed.This is because it is possible that there is an order delay and goods may arrive late. This information can be obtained from the WhA, and thus the need for the reminder.Figure 2. Restocking process: sequence diagramWhen the monitoring stage ends, the WA is notified about the result by the FIPA Inform or the FIPA Failure message to complete the FIPA Request protocol. The message will contain the OrderRequest action with the OrderRequestResult set appropriately. Furthermore, at this stage the reliability bonuses and/or penalties are calculated and applied. Finally, in the case of a successful order, the WA sends to the SDA a FIPA In-form message containing status information about the re-stocking of the warehouse.6. Concluding remarksIn this note we have discussed the way in which the logistics subsystem is being introduced into our model agent-based e-commerce system. We have presented used UML’s use case and sequence diagrams to formally depict and discuss the most important features of our approach. Due to the lack of space, we have focused our attention on agents and their interactions. The proposed system has been implemented and is in the final testing phase.References[1] C. Bádicá, A. Báditá, M. Ganzha, M. Paprzycki, Developing a Model Agent-based E-commerce System. In: Jie Lu et. al. (eds.) E-Service Intelligence—Methodologies, Technologies and Applications, Springer, Berlin, 2007,555–578[2] C. A. Butler and J. T. Eanes. Software agent technology for large scale, real-time logistics decision support. US Army Research Report ADA392670, 2001. 23 pages.[3]W.Ying and S.Dayong. Multi-agent framework for third party logistics in e-commercestar. Expert Systems with Applications, 29(2):431–436, August 2005.引入第三方物流企业的以代理人为基础的电子商务系统模型摘要在我们的模型以代理人为基础的电子商务系统[2]的基础上,我们假定一定数量的物品的某一特定的产品是适合出售的。

电子商务与现代物流中英文对照外文翻译文献

电子商务与现代物流中英文对照外文翻译文献(文档含英文原文和中文翻译)Electronic commerce and physical distribution relations First, under the electronic commerce environment physical distribution pattern1. The use of EMS services in the logistics model.The enterprise either the business obtains information and so on consumer's shopping list and home address from the website or the hypothesized website, then goes through the special delivery formalities to the nearby post office to mail out the cargo, the customer receives the post office to take the goods notice, brings back to the locus post office the cargo, or delivers directly by the mailman the cargo in the customer hand. The use of EMS services with a convenient, fast characteristics. But, High fees, and very difficult to ensure that consumer receives goods within the time expecting that2. Corporate self-distribution logistics model station.The enterprise establishes own cargo allocation spot in the land's the customer crowded area, after obtaining the shopping information, delivers goods to the doorstep by an allocation personnel. This kind of physical distribution pattern may satisfy the customer “namely to buy namely results in” the shopping psychology demand. But it also has following problem: An allocation layout, the population equipment, the commodity reserve and so on determined reasonably very difficultly.3. draws support from the third party physical distribution enterprise's pattern. The third party physical distribution is the enterprise completes part or the complete physical distribution activity request for other specialized physical distribution company. The physical distribution company itself does not have the commodity, but forms the cooperation alliance with the enterprise, provides the service for the customer. Selects this physical distribution method, the service is the specialization, multi-purpose and omni-directional. But if the delivering goods quantity is too small, the delivery expense must be higher than generally other form service expense.Second, under the electronic commerce environment physical distributionexistence's question the1. The theoretical study of the logistics system and in-depth enough .Our country physical distribution management's researcher just contacted these new theories, waits for in further digests and absorbs.2. Lack of infrastructure, backward technology and equipment, the logistics industry is relatively backward.Our country Enterprise in the physical distribution aspect's Information technology, the integrated management and the computer applied technology level is generally low. Transport capacity can not meet the needs of industry, the main transport corridors are still prominent contradiction between supply and demand.3. Related the logistics of e-commerce environment laws and regulations remain to be improved.4. The logistics industry and logistics management training should be strengthened .The physical distribution talented person and the Information technology are realize the physical distribution modernization basic condition, the physical distribution talented person lack seriously, are unable to provide the enough intellectual support for the new physical distribution system's establishment.Third, physical distribution under electronic commerce environmental effect trend of development more than1. Multi-faceted - the direction of development of the logistics industry .In electronic commerce time, when the physical distribution develops the intensified stage, the integrated allocation center not only provides the warehousing and the transportation service, but must develop distributes orders, the allocation and so on each kind to enhance the added value the circulation processing service items. The modern supply chain management, through from supplies the chain to enable the physical distribution to consumer's synthesis operation to achieve the optimization. The enterprise pursues the comprehensive system's comprehensive effect more and more, from this kind of strategic angle embarking, physical distribution many are the logistics development direction.2. First-class services - the pursuit of logistics enterprises. Under the electroniccommerce influence, the logistics is situated between the suppliers and buys between the supplier the third party, is take serves as the objective. The physical distribution enterprise not only needs to serve for this area, must carry on the long distance service, not only because the customer the hope obtains the good service, moreover the hope service point is not, but are many places. Therefore, how to provide the high grade service then to become the physical distribution business management and the development core topic. Also only then has the first-class service physical distribution enterprise, can impel the electronic commerce truly the development.3. Information technology- the only way to modern logistics industry .In the electronic commerce time, must provide the best service, the physical distribution system must have the good information processing and the transmission system. When the cargo transports from the world, the customer then may place information and so on obtain the arrival time, receipt, so that the warehousing, the Transport company can prepare for, causes the commodity, in does not pause nearly in situation fast flowing, thus raises the service level greatly, reduces the cost, enhances the competitive power, also manifests the electronic commerce to depend on the convenience which well the network platform brings to be quick .electronic commerce and the physical distribution take the modern circulation two big methods, has the close relation. Electronic commerce takes the network time one kind of brand-new transaction pattern, is opposite in the tradition trading mode is a revolution. But, electronic commerce must have the modernized physical distribution technology support, can manifest its incomparable sophistication and the superiority. Only then develops the modernized physical distribution vigorously, electronic commerce can a better development. Along with the 21st century Information technology, the network development, will certainly to promote the electronic commerce and the physical distribution organic synthesis, the modernized physical distribution computerization will become the populace to live the indispensable important part.Fourth, e-commerce model of logisticsUnder electronic commerce the physical distribution and the allocation, are the Information technology, modernized, the socialized physical distribution and theallocation. Refers to the logistics and distribution network of enterprise computer technology and modern hardware devices, software systems and advanced management tools for social needs, strictly, keep the land in accordance with the user's order request, to conduct a series of classification, allocation, sorting , division of labor and distribution of work, such as cargo handling, timing, fixed-point, there is no quantitative way to limit the scope of the various types of users, to meet their demand for goods. We can see that this new type of logistics and distribution is based on a new look, becoming the vanguard of innovation in circulation Basin, on behalf of the modern marketing of the main direction. New type of logistics and distribution will enable the circulation of commodities in a more traditional way of logistics and distribution of information more easily, automation, modernization, social, intelligence, rationalization, simplification, which reduces the production of inventory, speed up cash flow and improve logistics efficiency and reduce logistics costs, also stimulated the social needs of society as a whole is conducive to macro-transfer space, but also to enhance the economic benefits of the whole society, and promote the healthy development of market economy. Traditional logistics and distribution centers can be divided into the following types: the main manufacturers in the distribution center to wholesalers as the main distribution center to retail distribution centers as the main body to the main storage for the transport of the distribution center. The traditional distribution model can be divided into the following: Set-based distribution model of cargo, bulk-type mixed distribution model and distribution model. Finally, this model combines the two types of distribution patterns of the previous advantages, can the flow of goods to carry out effective control of the entire process. Finally, this model combines the two types of distribution patterns in front of the merits of, may carry on the active control to the commodity circulation entire process. Uses this kind of allocation pattern the circulation enterprise, like regional physical distribution allocation center. This kind of operation pattern comparison meets the new physical distribution allocation requirement (Especially e-commerce logistics and distribution under).20th century 80's, the Western developed countries, such as the United States,France and Germany put forward a theory of modern logistics integration, application and guide the development of its logistics achieved significant results. Logistics is the logistics system integration as the core business from production through logistics, marketing companies, until the whole supply chain, consumers and systematic.Logistics integration is the development of logistics industry form, it must be fully developed third-party logistics and perfecting basis. Logistics integrated logistics management is a real problem, that is, specialization in logistics management and technical staff make full use of specialized logistics equipment, facilities, play a specialized logistics management experience, in order to obtain the best overall results. At the same time, Trends in the logistics integration has provided the good development environment and the giant market demand for the third party physical distribution's development.Fifth, the development of e-commerce can not be separated from objects of modern logisticsThis has become the people's consensus, that is why so many e-commerce company after years of exploration and the conclusions arrived at after. Today in e-commerce in full swing, many companies are still not solve the problem of logistics, freight service is still the bottleneck of the development of e-commerce. Claiming to solve the problem of a small number of logistics companies, but also made use of the national postal system, post office, city Express system, the delivery of books, audio-visual products such as small items. The more electronic commerce company adopted has requested the way which the factory, the business delivered goods to complete the customer.Sixth, e-commerce and modern logistics difficult to matchE-commerce enterprises to establish a match with the modern logistics enterprises is not an easy task, first of all, business investment as a result of a huge logistics, land, warehouse, loading and unloading, sorting, distribution, and management need to invest a lot of money. China's logistics enterprises in most of the existing facilities behind the shortage of funds, a heavy burden, unable to transform quickly and e-commerce, security, reliable fall far short of the requirements. Secondly, the segmentation of logistics enterprises in the industry seriously, there is no unifiedlogistics logistic management policies and practices. The transport sector ministries belong to different managements, warehousing sectors belong to different ministries and local. Circulation of documents caused by non-standard, non-uniform, non-GM, turbulent flow of goods, road toll stations, and charges a large amount of smooth flow of goods can not. Therefore, in order to make China's e-commerce to become new economic growth point and an important pillar of the national economy, the state and enterprises must pay great attention to the development of modern logistics and construction companies. In a sense said that the physical distribution facility's quality and physical distribution unobstructed, is a national comprehensive national strength and the economic development symbol.Seventh, electronic commerce and the modern physical distribution difficult to match solutionThe construction of modern logistics facilities, it is necessary to the actual situation in our country. States should establish the authority of the logistics management agencies, logistics development of China's future direction, speed, policies, facilities, systems, etc.; co-ordination to resolve ports and terminals, railways, highways, waterways, aviation sites, the hub of the sector issues and policy division ; the implementation of the work of the standardization of logistics; the logistics industry as the basic industry of the national economy, by providing loans, taxation, the introduction of such preferential treatment. And medium-sized cities should be planning the construction of an integrated logistics center to reduce the storage and transportation enterprises scattered phenomena. At the same time, the basis of logistics enterprises in China's poor, can not copy the developed countries of modern logistics equipment and mode of business. Attention should be paid to the existing storage area and the existing organization and integration of transport, logistics enterprises to mobilize existing positive factors and multi-channel transformation of the existing logistics facilities funding.E-commerce and modern logistics as the two major means of circulation, between closely related. E-commerce and logistics between the "actual situation accordingly," the relationship between the status of the logistics industry will greatlyenhance the supply chain will be a short circuit, and third-party logistics e-business environment will become the main form of logistics, procurement will be more convenient, the price will be lower, as a business flow, information flow and pooling of logistics centers, the implementation of centralized inventory, transport is divided into a transport and secondary transport, more convenient, "multimodal transport services" has been widely available, open-loop flow Information has become the main basis for logistics. However, e-commerce must have a modern logistics technology, it has to reflect the nature and the incomparable superiority to the maximum extent possible so that the two sides has been to facilitate transactions, access to benefits.电子商务与物流的关系一、电子商务环境下物流模式1、采用邮政特快专递服务的物流模式。

京东商城物流配送模式浅析外文翻译

Jingdong mall logistics distribution mode is analysedAs B2C (businesstocustomer) in the market leader, Jingdong mall since early 2004 formally entering the e-commerce, its sales growth has kept more than 200%. Jingdong mall can maintain such a high speed of development is the result in the logistics distribution and after-sales aspects such as actively promote, Jingdong mall dare and other electronic business enterprise face is from the confidence of its logistics system.A, Jingdong mall is introducedJingdong mall is the largest 3 c in China B2C market professional online shopping platform, is the most popular with consumers and the electronic commerce field in China's most influential one of e-commerce sites. Jingdong mall in traffic, click-through rates, sales, and the industry visibility and influence, is leading in the domestic 3 c network shopping platform. Jingdong mall currently has 25 million registered users around the country, nearly 6000 suppliers, online sales home appliances, digital communications, computer, household department stores, clothing accessories, from mother to child, books, food and other 11 kinds of tens of thousands of brands, one million kinds of high-quality goods, processing more than 300000 single day order. In 2010, Jingdong mall, become the scale of China's first over billions of online retail enterprise, the sixth year in a row growth exceeded 200%, now occupy 35.6% of China's online retail market share, win industry top ten quarters in a row.Jingdong mall, adhering to the "people-oriented" service concept, for personal users and enterprise users to provide full human "affection" 360 all-round service, efforts to create a cordial, relaxed and pleasant shopping environment, and constantly enrich the product structure to maximize meet consumer demand increasingly diverse shopping. Compared with same kind of e-commerce sites, the feature of the Jingdong mall is the mall can provide quality goods trading, machine invoice and after-sales service at the same time, also launched the "price protection", "extended warranty service" and quality services. Jingdong mall with more competitive price and the advantages of the gradually perfect logistics distribution system, win the market sharefor years to comfortably industry first.Second, Jingdong mall logistics distribution mode is introducedBecause our country electronic commerce customer locates the geographical position is relatively dispersed, which requires distribution. Logistics distribution (logisticsdistribution) is to point to in accordance with the requirements of the customer, after cargo, such as picking the goods with work, the final product from the production line into consumers' hands at the end of the transfer and storage process, the logistics of a special, comprehensive form of activity. In our country based on B2C e-commerce logistics distribution mode mainly has self-run logistics distribution mode, outsourcing logistics distribution mode, self-supporting combined with outsourcing model.Jingdong mall is relying on for many years to build large logistics system, consumers fully enjoy the never leave home, enjoy the convenient. Established in early 2009, Jingdong mall for logistics companies, layout of the logistics system. At present, the distribution of Jingdong mall in north China, east China, south China, southwest, central China's five major logistics center covers in major cities across the country, and in shenyang, xian, hangzhou and other cities set up secondary warehouses, warehousing a total area of 500000 square meters. In succession, Jingdong mall in tianjin, shenzhen, ningbo, suzhou, hangzhou, nanjing, wuxi, jinan, wuhan, xiamen and so on more than 130 major cities set up city station distribution, logistics and distribution to provide users with cod, mobile POS card, from door to change, etc. In 2010, Jingdong mall in Beijing and other cities to launch "211 time served" distribution services, in the national implementation of "after 100" service commitment, then launched the "national door-to-door pick-up", "first compensate pays", 7 * 24 hours customer service telephone and other professional services. In early 2011, Jingdong mall "GIS package real-time tracking system", Jingdong mall opened new e-commerce industry overall service standards.(a) Jingdong mall self-run logistics distribution modeSelf-run logistics distribution mode is to point to every link of enterprise logistics distribution by the enterprise itself the preparation and organization and management, implementation of enterprise internal and external goods distribution mode. Thisoperating mode is beneficial to the management of the enterprise itself, and can guarantee the quality of service, but the premise condition that using this model is enterprise must have sufficient funds for the self-management logistics pay huge cost, in addition, the urban or regional self-support logistics mode also needs to have a stable and sufficient orders to maintain own logistics mode in the future work. Since August 2007, Jingdong mall successively won today's capital, DST and tiger funds totaling three rounds of financing, such as the amount of $1.5 billion, for every round of Jingdong mall has brought rapid development momentum. In early 2009, Jingdong mall is costly to set up their own logistics companies began in Beijing, Shanghai, guangzhou, chengdu, wuhan set up their own level of logistics center, then in shenyang, jinan, xi 'an, fuzhou, nanjing, hangzhou, foshan, shenzhen eight cities established secondary logistics center, the customer is the main customer of Jingdong mall of the city. In east China logistics center - Shanghai, for example, can the normal daily processing 25000 orders, daily limit order processing capacity of 50000 single. At present, Jingdong mall is starting a new project - Asia one, namely in Shanghai jiading to purchase 260 acres of land for building the largest modern B2C logistics center in Asia. "Asia's no.1" will support millions of at least level SKU unit StockKeepingUnit, inventories, the goal is to adapt to the development of the next five to 10 years. It is such a large system of self-run logistics support, Jingdong mall will dare to officially launched in April 2010 "211" timed delivery services, namely before 11 o 'clock in the morning every day order arrived in the afternoon; Before 11 o 'clock at night order delivered the following morning. When netizens poking fun at China's express delivery is actually a "future mail", Jingdong mall, the service introduced the endorsement and support of a lot of online shoppers, has attracted a large number of new users. Thus, efficient service to obtain the higher customer satisfaction, at the same time also makes the Jingdong mall orders is on the rise. Sufficient funds to ensure stable and continuous order to ensure the smooth implementation of Jingdong mall self-conducting logistics patterns. Visible, set up their own logistics distribution system, on its own distribution team, Jingdong mall would favour a logistics mode. Even thousand good Jingdong mall's own logistics mode, it also has some inevitable problems. 1. Self-conducting logistics one-timeinvestment cost is too big, to the enterprise's working capital has brought a lot of pressure. Jingdong mall in vast China to establish a set of their own logistics system, is not an easy thing, even if the Jingdong mall currently only picked out the ten several lines, second-tier cities as a breakthrough point of self-run logistics strategy, but the resulting infrastructure projects such as: to buy land to build, buy, machinery and equipment, customized software systems, such as recruiting employees will occupy the Jingdong mall, a large number of resources.2. With the rapid rising of orders, Jingdong mall is difficult to ensure that all proprietary a logistics distribution services are "fast, accurate, good". Jingdong mall has solemnly promised "211 timed delivery" service, however, there are many meet the requirements of the "211 time delivery" service users, is often a delay for a long time didn't see the goods delivered. While chating with Jingdong mall customer service explains, "third party fast delivery temporarily not enjoy 211 service". But a guangzhou netizens, optional is Jingdong express their delivery, namely can enjoy "limit of 211" service, but wrong to sent to guangzhou go before Jingdong logistics, so do STH without authorization changes, Jingdong mall, I don't know how to explain. Visible, orders climbed quickly became the Jingdong mall, the trouble of "sweet", the processing capacity of logistics center can't keep up with, make own logistics quality service appeared defects, consumer experience must be discounted.3. Jingdong mall destroyed these third-party Courier company self-built logistics mode of cooperation, the deadlock relations with these companies. Also this, Jingdong's relationship with the third party logistics will become worse and worse, this will force the Jingdong or self-built logistics, or to strictly in accordance with the provisions of the third party logistics, but this will increase the Jingdong many extra costs.(2) of Jingdong mall is the outsourcing of logistics distribution systemOutsourcing logistics (logisticsbusinessoutsourcing), the enterprise to focus resources, enhance the core competition ability, will the logistics business to contract entrusted to the professional logistics company (third party logistics). With the aid of this model, enterprises can save logistics costs, and can according to their own needs to select the appropriate third party logistics enterprise, flexibility is bigger. Jingdongmall in proprietary delivery won't arrive and orders for a relatively small area, choose to cooperate with professional Courier company, so that Jingdong mall not only reduces the logistics cost expenditure also let Jingdong mall to return to their own core business, focusing on its own business development. But this model also exist some shortcomings.1. Jingdong mall is unable to monitor the third party logistics service quality. Jingdong mall distribution business outsourcing to other professional Courier company, will produce some Jingdong mall can't control the problem, the Courier company can't timely monitoring will happen phenomenon, such as transportation of whether there is a Courier company to the customer without additional charge and savage cargo damage caused by transportation, economic disputes, etc.2. Can't guarantee the quality of distribution services. Jingdong mall logistics distribution needs high quality of service, while the third party delivery company cannot guarantee the quality of the distribution. Failure to delivery the goods on time customers, products such as damage, occur in service items lost in outsourcing to express company service quality problem happens. CEO of Jingdong mall also admitted that many times, Jingdong growth steps are being logistics links, he admits, whether past or present, logistics is our biggest challenge.Third, Jingdong mall of the development of logistics distribution systemThrough the SWOT analysis of Jingdong mall, proprietary distribution system and outsourcing distribution system is not perfect, only the combination of self-supporting and outsourcing mode is most suitable for Jingdong mall present development. For Jingdong mall, self-conducting logistics can increase operation speed, save the storage cost, procurement cost, promote the development of Jingdong mall, comply with the requirement of the development of Jingdong mall. Outsourcing distribution exists in order to save transportation cost, let Jingdong mall return to its core business, improve the competitiveness. This in order to speed up the development of Jingdong mall logistics aspects, moderate logistics crisis, we put forward the following Suggestions.1. Make reasonable logistics development planning. This required the development of Jingdong mall stand in a higher Angle for the overall operation, do aoverall planning of logistics operation, and conduct business as a blueprint, avoid the conflict between operations and logistics. So it is necessary for the medium and long term plan of logistics distribution ahead of Jingdong mall, stand at the height of strategy for the design of a complete, scientific logistics distribution scheme.2. The arrangement of the reasonable and effective peak season of delivery of goods. Because at the end of each year, Jingdong mall sales season, sales volume is very big, big express waybill shock. If there is no efficient and fast digestion the waybill, will lose a lot of customers. In order to win big profits and retain customers, Jingdong mall should enter the peak early, by using the methods of sales promotion, advertising, encouraging consumers to order in advance, also early shipment, stagger and other B2C enterprise logistics peak. This is not only beneficial to realize Jingdong mall pledges for consumers, and conducive to relieve the pressure of the logistics company.Do not do big, 3. Pursue specifically. In recent years, Jingdong mall goods increased to more than 30, ten thousand kinds of varieties, 11 categories of products, but this transverse development effectiveness is not high, the result can only be spread abroad orders, increased the burden of logistics. Jingdong mall, for example, attempts to expand beyond dangdang, book sales and at a low price strategy to disrupt the market order, the amount of books in the Jingdong mall now is not much, books can't update, professional, if you don't put the books in this field will only increase the logistics cost, thus requiring breach in this respect, to establish the enterprise's core competitiveness.Four,The rapid development in the network shopping, shopping way gradually changing today, for e-commerce company, is both opportunity and challenge. While facing the logistics bottleneck, Jingdong mall is well combined with self-run logistics distribution mode and outsourcing logistics distribution mode, although both these models are flawed, but from the perspective of high efficiency, high speed and low cost is the most suitable for Jingdong mall. In the face of many competitors, Jingdong mall should continue to maintain their own advantages and improve insufficient, so as to stand out in the master of the e-commerce industry, to create true brand of Jingdong mall.京东商城物流配送模式浅析作为B2C(businesstocustomer)市场中的佼佼者,京东商城自2004年初正式进入电子商务领域以来,其销售增长率一直保持200%以上。

电子商务与现代物流中英文对照外文翻译文献

电子商务与现代物流中英文对照外文翻译文献In this model。

the XXX its own logistics system。

the enterprise can control the entire process of delivery。

XXX。

this model requires a XXX.3.Third-party logistics model.XXX ns to a third-party logistics provider。

The third-party logistics provider handles the entire logistics process。

XXX。

the enterprise may lose some control over the logistics process and may have to pay higher fees for the services provided.Second。

the impact of electronic commerce on physical n1.Shortening of the n chain.XXX intermediaries in the n process。

such as XXX.2.Increased demand for logistics services.As more consumers shop online。

XXX.3.XXX.Electronic commerce has led to the XXX logistics models。

XXX connect consumers with individuals who XXX.Overall。

electronic commerce has had a significant impacton physical n。

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Increased competitiveness in all industrial sectors sharpened by globalization and fall of global supply is forcing companies towards optimization of their business processes and new ways of mergers or partnerships with direct results in decreased business costs. With these strategic alliances new management strategies are formed as Clusters, Supply Chain Management (SCM), E-logistics, etc. Some authors are making references that logistic are “worth” 10% to 12% of GDP (Sahay, 2003). According to AMR research (Challenger, 2001), E-logistics has a potential of lowering costs by 10 %. On basics of these two references we can conclude that E-logistics can save our money for as much as 1.2% of GDP. Therefore it is not surprised that in last few years in high effective companies as Hewlett-Packard, Compaq, Digital Equipment Corporation, Xerox, Dell and Benetton Group top management is favorable to Supply Chain and therefore E-logistics (Romano, 2003).There is collection of literature indicating the importance of clusters and networks not only between firms, but along the value chain and across industries. The networks inherent in these clusters are integral for knowledge generation and diffusion, for technology transfer, for sharing risk and costs, for allowing firms to access new markets and opportunities and, finally, for building comparative advantage in the global market.Porter (Porter, 1990) defines clusters as geographic concentrations of interconnected companies, specialized suppliers, service providers, firms in related industries, and associated institutions. He proposed a model that provides conditions that have to be met for a firm to be internationally competitive and successful. This model focuses on four primary conditions which he arranged in a diamond-shaped diagram: factor conditions, demand conditions, structures of firms and rivalry and related and supporting industries. The "Related and Supporting Industries" feature of the diamond denotes the importance of clustering in developing international competitive advantage incorporating two features of a healthy cluster: the presence of vertical support through internationally competitive supplier industries which ensure cost-effective and speedy deliveries; and the presence of horizontal support in internationally competitive related industries to co-ordinate and share activities with and to stimulate local competition.In the article informatization of STLC will be presented through the project Modeling, Analyzing and Renovation, Standardization and Informatization of business processes of the Slovenian Transport Logistics Cluster which is performed by Business Informatics Institute in Faculty of Economics, University of Ljubljana, Slovenia. With informatization have logistic companies’ not just be tter connectivity with their customers and suppliers but also better performance and faster responds. To achieve appropriate level of informatization STLC must invest in modern information technologies. One of possible solutions is use of internet with his costless policy and in last years high security as the most appropriate communication channel.For all logistic companies it is assumed to control global logistic chain of their customers and therefore are dependent on successful implementation of informatization technologies which leads to decrease of inventory costs, better customer retention, asset management, etc.增加对全球化和全球供应下降削尖所有工业部门的竞争力，迫使他们对优化业务流程和兼并或在降低经营成本的直接成果的伙伴关系的新途径公司。

有了这些新的管理策略，战略联盟形成的产业集群，供应链管理（SCM），电子物流等一些作家都在引用后勤是“值得”10％至12国内生产总值（萨海，2003年）％。

根据AMR研究（挑战者，2001），电子物流拥有10％降低成本的潜力。

在这两个基本参照我们可以得出结论，电子物流可以节省高达1.2％的GDP我们的钱。

因此，这是不奇怪的是，在惠普，康柏，数字设备公司，施乐，戴尔和贝纳通集团高层管理高效的公司过去数年，有利于供应链，因此电子物流（罗马，2003年）。

还有的指示集群和企业之间的网络不仅重视文献的收集，而是沿着价值链和各个行业。

在这些集群的网络固有的知识生成和扩散的技术转移分担风险和成本，积分，为使公司进入新的市场和机会，并最终建立在全球市场上的比较优势。

波特（波特，1990）定义为相互关联的公司，专门供应商，服务提供商，在相关行业的公司，以及相关机构的地理集中集群。

他提出了一个模型，提供条件，必须满足一个公司，具有国际竞争力和成功的。

这种模式主要集中在四个条件，他在一个菱形图安排：要素条件，需求条件，企业和竞争，相关与配套产业的结构。

“相关和配套产业”的特征是指钻石的国际竞争优势的发展纳入健康的两个集群特征聚类的重要性：支持通过垂直产业国际竞争力的供应商，确保成本效益和快速交货的存在，以及在场的水平支撑在国际竞争力的相关产业，刺激本地的竞争，协调和分享活动。

在信息化的STLC文章将介绍通过项目建模，分析和改造，标准化和斯洛文尼亚运输物流的集群业务，由于企业信息研究所进行的经济学，斯洛文尼亚卢布尔雅那大学法学院过程信息化。

随着信息化的物流公司不仅是更好地与客户和供应商连接，也更好的性能和更快的响应。

为了实现信息化STLC适当水平必须投资在现代信息技术。

可能的解决方案之一是使用互联网与他的无成本的政策，在过去几年中作为最适当的沟通渠道，高安全性。

对于所有的物流公司则假定为控制全球的客户物流供应链，因此是对成功实施信息化技术，可导致降低库存成本，更好地留住客户，资产管理等相关。